After the course, you will:

1. Identify the business impact and critical relationships of demand management with business planning, sales and operations planning;
2. Apply the tools, measurements and process guides involved in accurate forecasting;
3. Formulate forecasting models suitable for products and business;
4. Assess the effectiveness of current forecasting output, accuracy, demand management process and practices; and
5. Formulate recommendations on how to improve company's demand management system.

• Introduction: Definition of Logistics and Supply Chain
  • Definition of logistics
  • Logistics pipeline and business logistics
  • Supply chain management definition and process
  • Supply chain management objectives
  • Critical areas in supply management
• Case Study on Sales and Operations Planning (S&OP)
  • Describe your current forecasting process
  • What methods do you use
  • What is your current forecast accuracy
  • Who prepares and reviews the forecast
  • How is the final forecast use in your S&OP
• Forecasting Function
  • Definitions and importance
  • Types and approaches
  • Characteristics
  • Levels of forecasting
  • Components
  • Forecasting process
  • Determining objectives
  • Other forecasting considerations
• Demand Management and Data Management
  • Demand vs. sales data
  • Data sources and level
• Basic Forecasting Models
  • Simple average
  • Simple moving average
  • Weighted moving average
  • Exponential smoothing
  • Forecasting model exercises
• Development of Focus Forecasting
  • History
  • Principles
  • Simulation Approach
• Steps in Focus Forecasting
  • Seven strategies
  • Simulation step
  • Testing accuracy
  • Do’s and don’ts
  • Focus forecasting results
• Presentation of Forecasting Applications/Assignments
• Developing New Strategies
• Forecasting Tool Demo Using Forecast Pro
• Integrating the Demand Management Process
  • Factors that influence forecast
  • Demand planning process
  • Demand manager’s role
    • Reviewing the forecasts
    • Why forecasts fail
• Demand Management Critical Areas and Process
• Business Planning Process
  • Business planning cycle model
  • Distribution Requirements Planning - Master Production Schedule - Material Requirements Planning (DRP - MPS - MRP) process model
  • Planning requirements and pre-requisites
• Key Performance Measures

JOSE “JOEY’’ EMMANUEL M. ESTRERA, CPSM, CPM, DSM

Mr. Joey Estrera has more than 25 years of experience in the supply management profession.  He is the founding Chairman of BizSolv Asia, MPC, a process outsourcing entity, and a Trustee and the President of the Foundation of the Society of Fellows in Supply Management (SOFSM), the advocacy arm of the Philippine Institute for Supply Management. He is also an Honorary Member of PISM and former President of its Central Luzon Chapter.  

He started his career with San Miguel Corporation where he initially conducted materials research studies in its purchasing department and eventually became its Director for Logistics Monitoring Services.  He was a Purchasing Consultant and later became the Materials Director of Mondragon Leisure and Resorts Corporation.  He was the Executive Vice President and Chief Operating Officer of True Value Hardware Corporation.  Until 2021, Joey was President of Bilistics Procurement and Supply Management Corporation, a purchasing and supply outsourcing entity.

Mr. Estrera holds a B.S. Chemical Engineering degree from the De La Salle University and was a licensed chemical engineer.  He took up the Management Development Program at the Asian Institute of Management where he was given the Superior Performance Award.  

He obtained his Certified Purchasing Manager (C.P.M.) designation from the Institute for Supply Management (ISM) of the USA, his Diplomate in Supply Management (DSM) from the Society of Fellows, and his Certified Professional in Supply Management (CPSM) also from ISM, in 2019.