No one can predict the scope of this pandemic. What organizations can do is react in the short-term, prepare for the mid-term, and improve their demand forecasting.
Even in such a time of crisis, and all the uncertainty that comes with it, it is still possible to have a reliable demand planning process.
Today, we discuss how our story’s heroine and her organization responded to the hypothetical scenario in the Cannabis market, discussed in part 1.
The rapidly changing environment in the Canadian Cannabis space necessitates a fundamental re-think of the supply chain planning infrastructure.
Demand Sensing is the ability to pick up on trends immediately, giving you the ability to analyze demand data and decide how and when to act.
As the disruption caused by the Coronavirus progress, industry observers and analysts expect more shoppers to spend less time in stores and more time buying items online, even after this time of crisis.
Supply chains are becoming increasingly complex, and so are their planning practices. Making sense of these complexities is often a manual, time consuming, and iterative process. But it doesn’t have to be.
There is one industry that seems to be thriving as the novel virus COVID-19, nicknamed coronavirus, spreads across the world, and that is the hygiene industry.
Instagram didn’t change or create any product themselves, but what changed was consumer culture in which supply chains have to be more adaptive than before.
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