Cambridge Business Association
Demand Management Best Practices
Book

Demand Management Best Practices

Process, Principles and Collaboration

Colleen Crum and George E. Palmatier
J. Ross, 2003
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Editorial Rating

8

Qualities

  • Applicable

Recommendation

Supply chain consultants Colleen Crum and George E. Palmatier use crystal-clear language and unerring dedication to the finer points of “demand management” to define it, encourage it, and enable you to implement it effectively. After digesting their case studies, scenarios, analyses and pithy wisdom, you will understand that demand management is neither a niche nor a fad; it’s more of a Swiss Army Knife for rethinking and revitalizing your business. Open one blade and you sharpen sales; open another and you carve better branding or marketing. This book is eminently useful, employing jargon only where necessary and neatly encompassing its main points in “best practices” lists at the end of each chapter. A careful read with a highlighter in hand would help anyone better understand supply chains. More specifically, getAbstract recommends it to higher-ups in sales and marketing, to those who manage supply chains, and, of course, to those responsible for providing forecasts or managing demand for companies.

Summary

“Demand Management”: Why Pursue It, and What to Pursue

Computers can predict demand, but they cannot manage it. The thought process is too sophisticated and variable. For example, what if a computer issues a forecast and the person responsible for your supply line doesn’t believe that forecast? That manager will not use the information to make decisions. As in most areas of business, a human element is at play – one you must address, coax and coach to make demand management work.

Demand management encompasses much more than computerized predictions, although such forecasts enable the process. Demand management is a cycle: “planning demand, communicating demand, influencing demand” and “prioritizing demand.” As a manager, you must sharpen your communication abilities, establish influence over demand itself and create priorities your staff can follow when your supply doesn’t quite live up to demand. Taking demand management seriously means aligning with your sales, marketing and supply teams. It requires your firm to do more than report demand; it must use selling and promoting to “stimulate” consumer buying.

Without a handle on demand, your business will stumble...

About the Authors

Colleen Crum is a managing principal at Oliver Wright Companies, where George E. Palmatier is a consultant and educator.

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