Flowcasting: In Stock – Whenever, Wherever by Mike Doherty and Ken Larson. Originally published in Canadian Retailer – Fall 2017 Supply Chain issue.
Learn how Princess Auto Ltd. is using the Flowcasting planning process to significantly improve in-stocks and profits while unleashing a new omnichannel fulfilment model.
Firefighting to Flowcasting – The Six Step Program by Mike Doherty and Jeff Harrop
Much of the day to day activity within most retail “planning” groups involves firefighting and ordering like maniacs.
Nod if you relate, shake if you don’t (and remember, you’re alone… be honest!).
Ending Retail Out-of-Stocks Once and For All by Mike Doherty and Jeff Harrop
Can you imagine trying to improve something for over a decade and achieving no progress? You’d want to shoot yourself or at the very least, admit defeat…
Why Retail Replenishment Stinks by Mike Doherty and Jeff Harrop
Why does the most mission critical business process for a retailer almost always stink?
Out-of-stocks have plagued retailers for decades and excessive inventories, their counterweight, erode margins and increase operating costs. Like a seesaw, it never seems to come into balance.
Real Time is Too Late by Jeff Harrop. Originally published in Supply Chain and Logistics Journal – Fall/Winter 2006 issue.
The trend toward sharing information “in real time” has been developing in retail supply chain management for well over a decade now. Today, many retailers share vast amounts of data with their suppliers on a daily basis – store level point-of-sale data, inventory balances in stores and warehouses, open orders throughout the supply chain, and so on… Yet, despite this gravitation to sharing more information more quickly, retail out-of-stocks have stubbornly remained at 8% since they started measuring it.
Flowcasting the Retail Supply Chain by André Martin, Mike Doherty and Jeff Harrop
The retail store has been disconnected from planning the supply chain, even though the majority of planning problems can only be addressed at store level. For example, retail out-of-stocks are a major problem for retailers and their trading partners, yet no substantial progress has been made on this front in the last 20 years.
Planning the retail supply chain must start at store level.
By starting at the store and producing forecasts of consumer demand, all other demands in the supply chain can be calculated. The result is order-of-magnitude improvements in reducing out of stocks and improving inventory performance and profitability for all members of the extended retail supply chain.
Retailers and their trading partners can increase profitability by 1-6% of top line sales by using Flowcasting to plan the retail supply chain…