making supply meet
Making Supply Meet
Demand in an
Uncertain World by Marshall L. Fisher, Janice H. Hammond,
Walter R. Obermeyer, and Ananth Raman
Harvard Business Review
Reprint 94302
HarvardBusinessReview
MAY-JUNE 1994
M.L. FISHER, J.H. HAMMOND,
W.R. OBERMEYER, AND A. RAMAN
MAKING SUPPLY MEET DEMAND
IN AN UNCERTAIN WORLD
94302
CHRISTOPHER MEYER
HOW THE RIGHT MEASURES HELP TEAMS EXCEL
94305
CRAIG SMITH
THE NEW CORPORATE PHILANTHROPY
94309
TODD B. CARVER
AND ALBERT A. VONDRA
ALTERNATIVE DISPUTE RESOLUTION:
WHY IT DOESN’T WORK AND WHY IT DOES
94301
BRUCE G. POSNER
AND LAWRENCE R. ROTHSTEIN
REINVENTING THE BUSINESS OF GOVERNMENT:
AN INTERVIEW WITH CHANGE CATALYST DAVID OSBORNE
94306
JULIA LIEBLICH
HBR CASE STUDY
MANAGING A MANIC-DEPRESSIVE
94303
PERSPECTIVES
THE RUSSIAN INVESTMENT DILEMMA
94307
NOAH WALLEY
AND BRADLEY WHITEHEAD
IN QUESTION
IT’S NOT EASY BEING GREEN
94310
KEVIN R. MCDONALD
WORLD VIEW
RUSSIAN RAW MATERIALS:
CONVERTING THREAT INTO OPPORTUNITY
ROBERT SCHRANK
FIRST PERSON CLASSIC
TWO WOMEN, THREE MEN ON A RAFT
94304
94308
HBR
MAY-JUNE
1994
MAKING SUPPLY MEET DEMAND
IN AN UNCERTAIN WORLD by Marshall L. Fisher,
Janice H. Hammond, Walter R. Obermeyer, and Ananth Raman
Thanks to global competition, faster product development, and increasingly flexible manufacturing systems, an unprecedented number and variety of products are competing in markets ranging from apparel and toys to power tools and computers. Despite the benefits to consumers, this phenomenon is making it more difficult for manufacturers and retailers to predict which of their goods will sell and to plan production and orders accordingly.
As a result, inaccurate forecasts are increasing, and along with them the costs of those errors. Manufacturers and retailers alike are ending up with more unwanted goods that must be marked down – perhaps even sold at a loss – even as they lose
Demand in an
Uncertain World by Marshall L. Fisher, Janice H. Hammond,
Walter R. Obermeyer, and Ananth Raman
Harvard Business Review
Reprint 94302
HarvardBusinessReview
MAY-JUNE 1994
M.L. FISHER, J.H. HAMMOND,
W.R. OBERMEYER, AND A. RAMAN
MAKING SUPPLY MEET DEMAND
IN AN UNCERTAIN WORLD
94302
CHRISTOPHER MEYER
HOW THE RIGHT MEASURES HELP TEAMS EXCEL
94305
CRAIG SMITH
THE NEW CORPORATE PHILANTHROPY
94309
TODD B. CARVER
AND ALBERT A. VONDRA
ALTERNATIVE DISPUTE RESOLUTION:
WHY IT DOESN’T WORK AND WHY IT DOES
94301
BRUCE G. POSNER
AND LAWRENCE R. ROTHSTEIN
REINVENTING THE BUSINESS OF GOVERNMENT:
AN INTERVIEW WITH CHANGE CATALYST DAVID OSBORNE
94306
JULIA LIEBLICH
HBR CASE STUDY
MANAGING A MANIC-DEPRESSIVE
94303
PERSPECTIVES
THE RUSSIAN INVESTMENT DILEMMA
94307
NOAH WALLEY
AND BRADLEY WHITEHEAD
IN QUESTION
IT’S NOT EASY BEING GREEN
94310
KEVIN R. MCDONALD
WORLD VIEW
RUSSIAN RAW MATERIALS:
CONVERTING THREAT INTO OPPORTUNITY
ROBERT SCHRANK
FIRST PERSON CLASSIC
TWO WOMEN, THREE MEN ON A RAFT
94304
94308
HBR
MAY-JUNE
1994
MAKING SUPPLY MEET DEMAND
IN AN UNCERTAIN WORLD by Marshall L. Fisher,
Janice H. Hammond, Walter R. Obermeyer, and Ananth Raman
Thanks to global competition, faster product development, and increasingly flexible manufacturing systems, an unprecedented number and variety of products are competing in markets ranging from apparel and toys to power tools and computers. Despite the benefits to consumers, this phenomenon is making it more difficult for manufacturers and retailers to predict which of their goods will sell and to plan production and orders accordingly.
As a result, inaccurate forecasts are increasing, and along with them the costs of those errors. Manufacturers and retailers alike are ending up with more unwanted goods that must be marked down – perhaps even sold at a loss – even as they lose