Previous Webcasts--
Worlds Class Forecasting—A Process Perspective
Thursday, April 20, 2006,
1pm Eastern, 10am Pacific
Principal Speakers
Professor Mark Moon, Ph.D, University of Tennessee
Alluri Raju, Senior Manager, Steelwedge Software
Click here to view recording

Sales and Operations Planning--Leveraging Next Generation Technology
Wednesday, February 22, 2006, 1pm Eastern,
10am Pacific
Principal Speakers
Len Couture, Managing Director, GrowthCircle—Boston;
Craig Thomas, CTOs, Steelwedge Software
Click here to view slides


Guidelines for S&OP in the Multi-site Enterprise
Wednesday, January 11, 2006, 2pm Eastern, 11am Pacific
Principal Speakers
Shane Green, Director,
Program Management,
Teledyne Technologies EMS ,
Glen Margolis, SVP Services, Steelwedge Software
Click here to view recording

Sandhill.com Nov 28, 2005
A Hybrid Strategy for
On-Demand Success
By Timothy Campbell, President/CEO
Steelwedge Software

Manufacturing Business Technology (MBT) November 2005
Cover Story: Balancing Supply & Demand
By Sidney Hill, Jr.

Baseline Magazine (11/08/05)
Air Products in the Pipeline
By Mel Duval, 11/08/05

START Magazine July-August 2005
Looking Forward: Forecasting and Consensus Planning
By Christine Pfefferle, Director of Global Demand and
Order Management

Turbo Charging Your Sales Forecasting Process
By Anil Gupta, The Applications Marketing Group

The Sales Funnel - a Critical Part of the Demand Planning Process
By EJ Tavella, Senior Director
of Business Development, Steelwedge Software

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World Class Forecasting--A Process Perspective

Demand forecasting is a management process that most companies wish they could improve. It is integral to excellence in Supply Chain Management – understanding future demand is a critical element in planning future supply.

It is also integral to successfully managing customer relationships.
Excellence in demand forecasting allows an organization to provide customers with the products or services they want, when and where they want them.

There are some clear signals that demand forecasting is not as effective as
it should be. When inventory levels begin to get out of control, or customer
fill-rates begin to suffer, then companies often realize that ineffective demand forecasting is to blame.

S&OP: Choosing the Optimal Strategy for Your Business

Enterprise Planning has come to the forefront of the corporate agenda. Improving the accuracy and timeliness of internal planning increases
revenue predictability and operating margins—key to survival in a softening economy—and is often a prerequisite to participation in inter-enterprise collaborative planning networks.

Furthermore, a growing number of businesses recognize that not all
resources can be managed on a “just-in-time” basis—downstream
Enterprise Resource Planning (ERP), Supply Chain Management (SCM)
and other operational system efficiencies still depend on the quality of
demand signals fed to them.

Coming in May--

Part Two of Two: Using the Theory of Constraints to Improve
Enterprise Planning--Leveraging Planning Best Practices to
Achieve Effective Forecasting

by Glen Margolis, Founder & EVP Services, Steelwedge Software