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Demand Management and FORECASTING

Demand Management and FORECASTING. Operations Management Dr. Ron Tibben-Lembke. Demand Management. Coordinate sources of demand for supply chain to run efficiently, deliver on time Independent Demand Things demanded by end users Dependent Demand

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Demand Management and FORECASTING

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  1. Demand Management and FORECASTING Operations Management Dr. Ron Tibben-Lembke

  2. Demand Management • Coordinate sources of demand for supply chain to run efficiently, deliver on time • Independent Demand • Things demanded by end users • Dependent Demand • Demand known, once demand for end items is known

  3. Affecting Demand • Increasing demand • Marketing campaigns • Sales force efforts, cut prices • Changing Timing of demand • Incentives for earlier or later delivery • At capacity, don’t actively pursue more

  4. Predicting the Future We know the forecast will be wrong. Try to make the best forecast we can, • Given the time we want to invest • Given the available data

  5. Time Horizons Different decisions require projections about different time periods: • Short-range: who works when, what to make each day (weeks to months) • Medium-range: when to hire, lay off (months to years) • Long-range: where to build plants, enter new markets, products (years to decades)

  6. Forecast Impact Finance & Accounting: budget planning Human Resources: hiring, training, laying off employees Capacity: not enough, customers go away angry, too much, costs are too high Supply-Chain Management: bringing in new vendors takes time, and rushing it can lead to quality problems later

  7. Qualitative Methods • Sales force composite / Grass Roots • Market Research / Consumer market surveys & interviews • Jury of Executive Opinion / Panel Consensus • Delphi Method • Historical Analogy - DVDs like VCRs • Naïve approach

  8. Quantitative Methods Time Series Methods 0. All-Time Average 1. Simple Moving Average 2. Weighted Moving Average 3. Exponential Smoothing 4. Exponential smoothing with trend 5. Linear regression Causal Methods Linear Regression

  9. Time Series Forecasting Assume patterns in data will continue, including: Trend (T) Seasonality (S) Cycles (C) Random Variations

  10. All-Time Average To forecast next period, take the average of all previous periods Advantages: Simple to use Disadvantages: Ends up with a lot of data Gives equal importance to very old data

  11. Moving Average Compute forecast using n most recent periods Jan Feb Mar Apr May Jun Jul 3 month Moving Avg: June forecast: FJun = (AMar + AApr + AMay)/3 If no cycles to demand, quite a bit of freedom to choose n

  12. Moving Average Advantages: • Ignores data that is “too” old • Requires less data than simple average • More responsive than simple average Disadvantages: • Still lacks behind trend like simple average, (though not as badly) • The larger n is, more smoothing, but the more it will lag • The smaller n is, the more over-reaction

  13. Simple and Moving Averages

  14. Centered Moving Average • Take average of n periods, • Plot the average in the middle period • Not useful for forecasting • More stable than actuals • If seasonality, n = season length (4wks, 12 mo, etc.)

  15. CMA - # Periods to Average • What if data has 12-month cycle? Ja F M Ap My Jn Jl Au S O N D Ja F M Avg of Jan-Dec gives average of month 6.5: (1+2+3+4+5+6+7+8+9+10+11+12)/12=6.5 Avg of Feb-Jan gives average of month 6.5: (2+3+4+5+6+7+8+9+10+11+12+13)/12=7.5 How get a July average? Average of other two averages

  16. Centered Moving Average • To center even-number of periods • 12: take half each of 1 and 13, plus sum of 2-12. • F14 = 0.5 A1 + A2 + A3 + A4 + A5 + A6 + A7 + A8 + A9 + A10 + A11 + A12 + 0.5A13 • This is exactly the same as what you get by taking the average of the averages from previous slide

  17. Old Data Comparison of simple, moving averages clearly shows that getting rid of old data makes forecast respond to trends faster Moving average still lags the trend, but it suggests to us we give newer data more weight, older data less weight.

  18. Weighted Moving Average FJun = (AMar+ AApr+ AMay)/3 = (3AMar + 3DApr + 3AMay)/9 Why not consider: FJun = (2AMar + 3AApr + 4AMay)/9 FJun = 2/9 AMar + 3/9 AApr+ 4/9 AMay Ft = w1At-3 + w2At-2 + w3At-1 Complicated: • Have to decide number of periods, and weights for each • Weights have to add up to 1.0 • Most recent probably most relevant, gets most weight • Carry around n periods of data to make new forecast

  19. Weighted Moving Average Wts = 0.5, 0.3, 0.2

  20. Exponential Smoothing At-1Actual demand in period t-1 Ft-1 Forecast for period t-1  Smoothing constant >0, <1 Forecast is old forecast plus a portion of the error of the last forecast. Formulas are equivalent, give same answer

  21. Exponential Smoothing • Smoothing Constant between 0.1-0.3 • Easier to compute than moving average • Most widely used forecasting method, because of its easy use • F1 = 1,050,  = 0.05, A1 = 1,000 • F2 = F1 + (A1 - F1) • = 1,050 + 0.05(1,000 – 1,050) • = 1,050 + 0.05(-50) = 1,047.5 units • BTW, we have to make a starting forecast to get started. Often, use actual A1

  22. Weighted Moving Average Alpha = 0.3

  23. Weighted Moving Average Alpha = 0.5

  24. Exponential Smoothing We take: And substitute in to get: and if we continue doing this, we get: Older demands get exponentially less weight

  25. Choosing  • Low : if demand is stable, we don’t want to get thrown into a wild-goose chase, over-reacting to “trends” that are really just short-term variation • High : If demand really is changing rapidly, we want to react as quickly as possible

  26. Averaging Methods • Simple Average • Moving Average • Weighted Moving Average • Exponentially Weighted Moving Average (Exponential Smoothing) • They ALL take an average of the past • With a trend, all do badly • Average must be in-between 30 20 10

  27. Trend-Adjusted Ex. Smoothing

  28. Trend-Adjusted Ex. Smoothing Forecast including trend for period 1 is Suppose actual demand is 115, A1=115

  29. Trend-Adjusted Ex. Smoothing Forecast including trend for period 1 is Suppose actual demand is 120, A2=120

  30. Selecting  and  • You could: • Try an initial value for each parameter. • Try lots of combinations and see what looks best. • But how do we decide “what looks best?” • Let’s measure the amount of forecast error. • Then, try lots of combinations of parameters in a methodical way. • Let  = 0 to 1, increasing by 0.1 • For each  value, try  = 0 to 1, increasing by 0.1

  31. Evaluating Forecasts How far off is the forecast? What do we do with this information? Forecasts Demands

  32. Evaluating Forecasts Mean Absolute Deviation Mean Squared Error Mean Absolute Percent Error

  33. Tracking Signal • To monitor, compute tracking signal • If >4 or <-4 something is wrong • Top should sum to 0 over time. If not, forecast is biased.

  34. Monitoring Forecast Accuracy • Monitor forecast error each period, to see if it becomes too great 10 Upper Limit Forecast Error 0 -10 Lower Limit Forecast Period

  35. Updating MAD • Simplified calculation avoids keeping running total of all errors and demands: • Standard Deviation can be estimated from MAD:

  36. Techniques for Trend • Determine how demand increases as a function of time t = periods since beginning of data b = Slope of the line a = Value of yt at t = 0

  37. Computing Values

  38. Linear Regression • Three methods • Type in formulas for trend, intercept • Tools | Data Analysis | Regression • Graph, and R click on data, add a trendline, and display the equation. • Use intercept(Y,X) and slope(Y,X) commands • Fits a trend and intercept to the data. • Gives all data equal weight. • Exp. smoothing with a trend gives more weight to recent, less to old.

  39. Causal Forecasting • Linear regression seeks a linear relationship between the input variable and the output quantity. • R2 measures the percentage of change in y that can be explained by changes in x.

  40. Shrek did $500m at the box office, and sold almost 50 million DVDs & videos Shrek2 did $920m at the box office Video sales of Shrek 2?

  41. Video sales of Shrek 2? • Assume 1-1 ratio: • 920/500 = 1.84 • 1.84 * 50 million = 92 million videos? • Fortunately, not that dumb. • January 3, 2005: 37 million sold! • March analyst call: 40m by end Q1 • March SEC filing: 33.7 million sold. Oops. • May 10 Announcement: • In 2nd public Q, missed earnings targets by 25%. • May 9, word started leaking • Stock dropped 16.7%

  42. Lessons Learned • Flooded market with DVDs • Guaranteed Sales • Promised the retailer they would sell them, or else the retailer could return them • Didn’t know how many would come back • 5 years ago • Typical movie 30% of sales in first week • Animated movies even lower than that • 2004/5 50-70% in first week • Shrek 2: 12.1m in first 3 days • American Idol ending, had to vote in first week

  43. Washoe Gaming Win, 1993-96 What did they mean when they said it was down three quarters in a row? 1993 1994 1995 1996

  44. Seasonality • Seasonality is regular up or down movements in the data • Can be hourly, daily, weekly, yearly • Naïve method • N1: Assume January sales will be same as December • N2: Assume this Friday’s ticket sales will be same as last

  45. Seasonal Factors • Seasonal factor for May is 1.20, means May sales are typically 20% above the average • Factor for July is 0.90, meaning July sales are typically 10% below the average

  46. Seasonality & No Trend Sales Factor Spring 200 200/250 = 0.8 Summer 350 350/250 = 1.4 Fall 300 300/250 = 1.2 Winter 150 150/250 = 0.6 Total 1,000 Avg 1,000/4=250

  47. Seasonality & No Trend If we expected total demand for the next year to be 1,100, the average per quarter would be 1,100/4=275 Forecast Spring 275 * 0.8 = 220 Summer 275 * 1.4 = 385 Fall 275 * 1.2 = 330 Winter 275 * 0.6 = 165 Total 1,100

  48. Trend & Seasonality • Deseasonalize to find the trend • Calculate seasonal factors • Deseasonalize the demand • Find trend of deseasonalized line • Project trend into the future • Project trend line into future • Multiply trend line by seasonal component.

  49. Washoe Gaming Win, 1993-96 • Looks like a downhill slide • Silver Legacy opened 95Q3 • Otherwise, upward trend 1993 1994 1995 1996 Source: Comstock Bank, Survey of Nevada Business & Economics

  50. Washoe Win 1989-1996 Definitely a general upward trend, slowed 93-94

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