Demand management internal

An important component of demand management is finding ways to reduce demand variability and improve operational flexibility. They argue that reducing demand variability aids in consistent planning and reduce costs, and that increasing flexibility helps the firm respond quickly to internal and external events. 

D.R. Moodie and RM. Bobrowski. Due date demand management negotiating the trade-off between price and delivery. International Journal of Production Research, 37(5) 997-1021, 1999. 

With improvements to forecasting and a reliable level of accuracy as deliverables, the firm looks next at its demand management and capacity planning systems. For any such system to work effectively, the firm must meticulously collect the necessary data from everyone who can generate valuable information about demand — internal sales representatives, customer service personnel, channel partners, distributors, customers, and consumers. This data must then be refined frequently and updated to match actual consumption and replenishment needs. Any alterations to changing consumer preferences, customer needs, buying patterns, competitive moves, and market conditions need to be part of the input to a dynamic system of analysis, direction, and response. The process is continuous and requires maintenance to keep the demand plan as close to actual consumption and replenishment needs as possible. 

Next in Fig. 8.6, we illustrate the capabilities that the humanitarian relief chain should possess, using the framework developed in Chap. 1. Note that the cluster of capabilities, labeled as demand management refers to external drivers, whereas the other three clusters labeled as fund management , logistics , and collaboration relate to internal drivers. 

Demand management collates demand from all sources - external (forecasts and orders), internal (other firms within the organisation), and spares. Such... 

Such a dramatic growth in city population in the developing world imposes tremendous pressures on all of the areas of concern listed above. Snrvival followed by wealth and employment in an urban environment implies total dependence on infrastructure development for transport of essential goods, water and food, public transport, sanitation, etc. In addition, to meet the demands of international trade and over all development, massive efforts are needed to develop highways, railways, seaports, airports, waste management systems, etc. 

Lee, H.L. (2002). Intelligent Demand-Based Management, International Commerce Review ECR Journal 2 61-73. 

In Von Schnitzler s own words, seldom had a "great international agreement been concluded so quickly." At a conference in November 1938, in Berlin, to which the Prager Verein managers were "invited," Schmitz and Ilgner had come to form an impressive audience to Von Schnitzler s demands. 

LCA also implies life-cycle responsibility. A combination of increasing external pressures and internal commitments requires a methodology like that embodied in LCA that will enable a company to effectively respond to the global demands for resource management (see table 4.7). 

Another interesting development is the use of the concept of internal control systems for application in other certification systems that work with smallholders such as Fairtrade and Utz Kapeh certifications. There is also interest in further developing the concept for wider application as a generic management system or total quality management system able to meet additional demands placed on the producer group, such as requirements for food safety systems (Pyburn 2004). 

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