When Fujitsu noticed diminishing returns in its ongoing efforts to improve forecast accuracy, it adopted a new strategy of product segmentation, changing inventory policies for difficult to forecast items. Barry Chapman of Fujitsu explains how this strategy was implemented and the benefits that the company is reaping.

Tupperware's unique house-party business model presents interesting demand management challenges. Omar Campbell, director of marketing operations, talks about the importance of demand planning vs. forecasting and how Tupperware is working to improve its demand planning processes.

The way most companies evaluate forecasting performance tells them the magnitude of their error, but does little to identify causes of the error or potential for improvement, says Michael Gilliland of SAS. Gilliland explains how the addition of a few simple analytic tools can provide fuller and more useful evaluations.

Providing medical implants for upper-body surgeries is a critical, time-sensitive business. Raymond Allen of Biomet Microfixations explains how his company forecasts and manages demand so as to never disappoint the patient.

Supporting the many different channels through which today's consumers shop for, purchase and return products presents tremendous challenges and opportunities for retailers, says Annibal Sodero, assistant professor at the Sam Walton College of Business, University of Arkansas.

Data-based predictive analysis that helps companies anticipate global catastrophes and model potential supply chain disruptions is playing an increasing role in risk management, says Perry Rotella, supply chain group executive at Verisk Analytics.

A world where consumers want the freedom to shop and buy through a variety of channels while receiving the same brand experience and rapid, no-cost delivery, challenges retailers and logistics providers to come up with new and cost-effective solutions.