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Business Forecasting
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Business Forecasting
by Udo Sglavo, Len Tashman, Michael Gilliland
Business Forecasting
Foreword
Preface
Chapter 1 Fundamental Considerations in Business Forecasting
1.1 Getting Real about Uncertainty
1.2 What Demand Planners Can Learn from the Stock Market
1.3 Toward a More Precise Definition of Forecastability
1.4 Forecastablity: A New Method for Benchmarking and Driving Improvement
1.5 Forecast Errors and Their Avoidability
1.6 The Perils of Benchmarking
1.7 Can We Obtain Valid Benchmarks from Published Surveys of Forecast Accuracy?
1.8 Defining “Demand” for Demand Forecasting
1.9 Using Forecasting to Steer the Business: Six Principles
1.10 The Beauty of Forecasting
Chapter 2 Methods of Statistical Forecasting
2.1 Confessions of a Pragmatic Forecaster
2.2 New Evidence on the Value of Combining Forecasts
2.3 How to Forecast Data Containing Outliers
2.4 Selecting Your Statistical Forecasting Level
2.5 When Is a Flat-line Forecast Appropriate?
2.6 Forecasting by Time Compression
2.7 Data Mining for Forecasting: An Introduction
2.8 Process and Methods for Data Mining for Forecasting
2.9 Worst-Case Scenarios in Forecasting: How Bad Can Things Get?
2.10 Good Patterns, Bad Patterns
Chapter 3 Forecasting Performance Evaluation and Reporting
3.1 Dos and Don’ts of Forecast Accuracy Measurement: A Tutorial
3.2 How to Track Forecast Accuracy to Guide Forecast Process Improvement
3.3 A “Softer” Approach to the Measurement of Forecast Accuracy
3.4 Measuring Forecast Accuracy
3.5 Should We Define Forecast Error as e = F – – A or e = A – – F?
3.6 Percentage Error: What Denominator?
3.7 Percentage Errors Can Ruin Your Day
3.8 Another Look at Forecast-Accuracy Metrics for Intermittent Demand
3.9 Advantages of the MAD/Mean Ratio over the MAPE
3.10 Use Scaled Errors Instead of Percentage Errors in Forecast Evaluations
3.11 An Expanded Prediction-Realization Diagram for Assessing Forecast Errors
3.12 Forecast Error Measures: Critical Review and Practical Recommendations
3.13 Measuring the Quality of Intermittent Demand Forecasts: It’s Worse than We’ve Thought!
3.14 Managing Forecasts by Exception
3.15 Using Process Behavior Charts to Improve Forecasting and Decision Making
3.16 Can Your Forecast Beat the Naïve Forecast?
Chapter 4 Process and Politics of Business Forecasting
4.1 FVA: A Reality Check on Forecasting Practices
4.2 Where Should the Forecasting Function Reside?
4.3 Setting Forecasting Performance Objectives
4.4 Using Relative Error Metrics to Improve Forecast Quality in the Supply Chain
4.5 Why Should I Trust Your Forecasts?
4.6 High on Complexity, Low on Evidence: Are Advanced Forecasting Methods Always as Good as They Seem?
4.7 Should the Forecasting Process Eliminate Face-to-Face Meetings?
4.8 The Impact of Sales Forecast Game Playing on Supply Chains
4.9 Role of the Sales Force in Forecasting
4.10 Good and Bad Judgment in Forecasting: Lessons from Four Companies
4.11 Worst Practices in New Product Forecasting
4.12 Sales and Operations Planning in the Retail Industry
4.13 Sales and Operations Planning: Where Is It Going?
About the Editors
Index
EULA
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