Professional Documents
Culture Documents
Research Exercise 2
Research Exercise 2
perhaps none more so than those in consumer packaged goods. Inventory, production,
storage, shipping, marketing – every facet of CPG and retail companies’ operations are
include a beverage company (which is highly disclosed by the author), a global alcohol
brand, needed to predict upcoming sales at the SKU level to make smarter planning
decisions for manufacturing its key product line. In the past, the company relied on its
historical data alone to decide the products and quantity to manufacture and deliver to
its distributors. Using this method, the company tended to overproduce as a safety net,
wanting to avoid the risk of shortages and consumers being forced to purchase a
competing product at all costs. When the company turned to forecast based on the
demand of the other products, it began building its own market demand forecasting
models on a weekly basis. As a result, executives could make better staffing and
purchase decisions for raw materials that were needed to produce their beverages.
reduce inventory costs and improve the bottom line, but they didn’t have the
meet these objectives. The company began by looking at the chain’s major product
categories: dairy, alcohol, candy, snacks, and tobacco. They examined each category
on a national level to determine what was driving the demand for these products. From
there, they dove into a more granular level, taking in economic factors for certain
markets such as employment and cost of living to build predictive models. With this
information, the grocery chain was able to build predictive models for each of its market
areas, which procurement used to stock shelves with the goods consumers were ready
Reference:
forecasting-stories/