Oliver Wight Americas Announces Availability of the White Paper Demand Control: An Often Missing Link in the Demand Management Process by David Holmes
New London, NH (PRWEB) September 23, 2013 -- This new white paper, the newest in the Oliver Wight series of informative guides on industry best practices, defines Demand Control and outlines its importance in the Demand Management and Sales Execution processes. Done well, the authors argue, Demand Control takes chaos out of order fulfillment and sales execution and stimulates actions that enable companies to improve customer service and increase revenue. The authors present a compelling argument for why an effective Demand Control process should be in place and provide helpful steps for establishing one.
Drawing on their extensive experience, the authors propose that a primary failure in the Demand Management process is the lack of a disciplined Demand Control process. Often, the Demand Control process is simply neglected, and the benefits of an effective process – including improved customer service, increased sales revenue, and being respected as a reliable supplier – are lost as well. Further, the authors offer that when companies implement a Demand Control process at the same time that they implement Integrated Business Planning, the realization of these benefits is accelerated.
To read this demand management white paper, become a member online at: https://www.oliverwight-americas.com/demand-planning-resources#&slider1=4.
About the Authors
David Holmes consults and educates companies in Demand Management and Integrated Business Planning. He has solid, multi-industry experience including automotive, fast-moving consumer goods, and high-tech. As VP, Demand Management, with Research in Motion, he managed their demand planning processes while the business grew by a factor of 100-fold. He held key positions in DM and IBP at both SC Johnson and at Sara Lee – leading the co-managed inventory function at Wal-Mart, virtually eliminating stock-outs. David began his career with Rolls-Royce Bentley Motor Cars Ltd. and was actively involved in their Class A accreditation. He has held positions across all supply chain disciplines. David has a B. Eng. (Hons.) in manufacturing technology/management and an MBA.
Todd Ferguson helps companies overcome Supply Chain, Demand Management, and Integrated Business Planning challenges in a variety of industries. Clients include energy leader, FMC Technologies, and global building materials provider, Saint-Gobain. Todd’s most recent experience includes the implementation of a Demand Management function for an upstream oil and gas market leader, helping to define and continuously improve the company’s Integrated Business Planning process. He was directly involved in the design and implementation of an SAP demand planning solution for an international medical device manufacturer, leading a cross-functional team in the development of a global Sales & Operations Planning process. He holds a B.A. (Economics) from the University of British Columbia.
Timm Reiher, an expert in Demand Management and Integrated Business Planning, has more than 20 years of experience, with a background in product management, sales and account management, customer service, data warehouse systems, and customer relationship management improvement initiatives. As a team leader for Integrated Business Planning at ATMI, Timm managed the successful design and implementation of the Demand Management process across multiple business units working with global operations in North America, Europe, and Asia. He then served as demand manager for five years, developing and training the team and leading cross-functional business unit sales and marketing leaders to achieve Class A performance. He earned a B.S. in electrical engineering at Kansas State.
About Oliver Wight Americas
Oliver Wight Americas’ principals have been both thought leaders and hands-on practitioners in manufacturing for more than 40 years. As a global business management consulting and education firm, the company specializes in helping organizations work smarter, faster, and better than their competitors. Our principals are seasoned professionals who have real-world manufacturing experience. They are able to transfer this knowledge to the people at all levels of an organization, providing tools to help organizations internalize that knowledge and achieve a competitive advantage in the marketplace. The largest worldwide consultancy of its type, Oliver Wight has offices throughout Europe, North and South America, and the Asia/Pacific Region.
Jesse Buss, Oliver Wight Americas, Inc., http://www.oliverwight-americas.com/, 603-526-5800, [email protected]
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