(LUẬN văn THẠC sĩ) poor demand planning in meizan CLV company

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business TRAN THI BICH NGOC POOR DEMAND PLANNING IN MEIZAN CLV COMPANY MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City - 2020 TIEU LUAN MOI download : skknchat@gmail.com UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business TRAN THI BICH NGOC POOR DEMAND PLANNING IN MEIZAN CLV COMPANY MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR TRAN PHUONG THAO Ho Chi Minh City - 2020 TIEU LUAN MOI download : skknchat@gmail.com Abbreviation Explanation S&OP Sales and Operation Planning MOQ Minimum order quantity SKUs Stock keeping units POS Point-of-sales IT Information technology TIEU LUAN MOI download : skknchat@gmail.com Table of Contents EXECUTIVE SUMMARY PROBLEM CONTEXT 1.1 Meizan CLV company overview 1.2 Symptoms: 11 1.2.1 PROBLEM IDENTIFICATION 13 2.1 Problem analysis 13 2.2 Possible problems 16 2.2.1 Poor demand planning 16 2.2.2 Poor purchasing performance 18 2.2.3 Updated map 20 2.3 Main problem validation 22 2.4 Problem definition and consequences 23 2.4.1 Problem definition 23 2.4.2 Consequences 24 CAUSE VALIDATION 25 3.1 Potential causes 25 3.2 Cause Validation 26 3.2.1 Improper forecasting method 26 3.2.2 Inaccurate input information 28 3.2.3 Misunderstand of internal communication 29 3.3 Over warehouse capacity and high stock aging 11 Main cause selection 30 SUGGESTED SOLUTIONS 32 4.1 Alternative Solutions 32 4.1.1 Point-of-sales (POS) data collection 32 4.1.2 Market survey purchasing from data vendors 34 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 4.1.3 Technologies applications 35 4.2 Solution Selection 36 4.3 Action Plan in the organization 37 SUPPORTING INFORMATION 39 5.1 Summary of Research Method 39 5.2 Summary of Interviews 41 5.3 A summary of Financial Reports 51 REFERENCES 53 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company LISTS OF TABLES Table 1: Warehouse utilization of Meizan CLV in 2017 - 2019 11 Table 4: Closing stock of finish good of Meizan CLV Company in 2017-2019 16 Table 5: Monthly demand forecast versus actual sales in 2019 17 Table 6: Raw materials stock aging report in Meizan CLV Company in 2019 19 Table 7: New project spending report in Meizan CLV Company in 2019 25 Table 8: Cost arising from over stock holding 25 Table 10: Interview results with Marketing Director of Meizan CLV 30 Table 11: Summary solution options 36 Table 12: Action Plan in Meizan CLV Company 38 Table 13: Summary of Research Method 40 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company LISTS OF FIGURES Figure 1: Organization chart of Meizan CLV 10 Figure 2: Operation flow chart of Meizan CLV Company 15 Figure 3: Initial map 20 Figure 4: Updated map 22 Figure 5: Two ways feedback in communication of Meizan CLV 29 Figure 6: Cause and effect map 32 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company EXECUTIVE SUMMARY Demand planning is critical step in Sales and Operation Planning process which ensure operation in manufacturing work smoothly, make balance between supply and demand to avoid wasting from overstocking inventory as well as loose customer satisfaction from shortage of stocks Bursa (1) said that in order to respond to uncertainty of market, demand planning as the key driver in the process to make high demand forecast accuracy with suitable method chosen such as leverage multiple demand signals (sales and order history, shipments, point of sales, new product launching plans, promotions program, syndicated data, competitors’ information, etc.) Meizan CLV Company (Meizan CLV) is manufacturing company in food industry being high competitive market with high market volatility and significant impact from competitors It requires a good demand planning to ensure smooth operation, optimize costs as well as using working capital efficiently to gain competitive advantage Meizan CLV has strong sales growth during operation since started in mid-2017; however too high stock level in warehouse will invite some serious issues which affect to smooth of operation as well as long term growth of company Observing this problem, this study will analyze analyses to find out cause of problems and create solution to solve the exist problem in Meizan CLV TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company PROBLEM CONTEXT 1.1 Meizan CLV company overview In the general trend of the integration process, the lifestyle of Vietnamese people gradually changes in the Western style, fast food chain stores, supermarkets, restaurants, and cakes are increasingly developing Aiming to meet the increasing demands of consumers for value-added, safe and healthy foods and convenience and in accordance with modern life, Meizan CLV with main business is producing value-added foods from cereals established and put in operation in 2017 has been constantly investing in research and development, product diversification, applying many advanced technologies to production and building, implementing and maintaining the quality management system and food safety in accordance with FSSC 22000 international standard and ISO 14001 environmental management system, step by step affirming its leading position in the value-added food products processed from cereals in Vietnam and Laos markets and Cambodia Currently, Meizan CLV Company uses automation system with closed processing in producing value-added foods from cereals Especially, in macaroni and eggnoodle segment, only Meizan CLV applies automation system in order to gain cost competitive advantage with small manpower as well as low manpower costs Main product segments of Meizan CLV include premix products, macaroni and egg noodle with brand Meizan Premix segment includes crispy frying premix, seasoned crispy frying premix, Vietnamese pancake, corn starch and tapioca starch with main competitors such as Tai Ky, Ajinomoto, Vinh Thuan, Huong Xua, Macaroni and egg noodle competing with main competitors is Safoco being long-standing brand in market Besides, basing on the available of distribution of Wilmar in Vietnam, it strongly support for Meizan to penetrate grain value added processing industry After three years operation, Meizan Company reaches at third in the market in which number in crispy premix segment, number macaroni and egg noodle and other segment such as pancake, corn and tapioca starch are still low due to Meizan CLV has just entered this market from 2019 Mission of Meizan CLV is that to be the Vietnam largest and most innovative player in consumer-pack processed grain food (excluding instant noodle and bakery) in market Enhance healthy and satisfaction of customers and consumers through constantly improving product quality TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 10 Mr Ho Diep Anh Khoi General Director Ms Tran Thi Bich Ngoc Strategic planning supervisor Mr Luu Huynh Marketing Director Mr Le Ngoc Huynh Marketing manager Sales planning for supper market Sales planning for distributors Mr Dao Thai Huy Chief Accountant Mr Co Dinh Huy Plant Director Ms Do Thi Bich HR manager Ms Tu Ngoc Phuong Procurement Ms Duong Hoang Thoai General accountant Mr Vu Manh Cuong Production Manager Ms Le Thuy Ai HR supervisors Ms Nguyen Thuy Tien Ms Le Ai Nga Payment accountant Mr Nguyen Viet Hung Workshop Manager Ms Bui Truc Ly Production accountant Mr Nguyen Tang Huy S.H.E manager Other accountants Mr Le Kha Logistic manager Sales plannig for promotion program Ms Nguyen Phuong Thao Brand manager Figure 1: Organization chart of Meizan CLV Meizan Company with general director being responsible for business operation and performance was divided in to seven main departments including: Marketing department: takes responsibilities of introduction products to customer, finding potential customer, receiving orders, complaints and feedback to customers in market Accounting department: is responsible for check the accuracy of bill and document before paying, recording and reporting the cash flow transactions of a company Besides, this department has some key roles and responsibilities, including accounts receivable, accounts payable, payroll, financial reporting, and maintaining financial controls Plant: includes four main sub departments such as production is to manufacture products, workshop and maintenance is to repair and maintain production system if have breakdown occurring, S.H.E is to ensure safety and environment of factory, and logistic to storage and distribute goods to customers Human resource: it covers but is not limited to human planning, hiring (recruitment and selection), training and development, payroll management, rewards and recognitions, Industrial relations, grievance handling, legal procedures etc… TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 40 Method Actions Review internal performance Purpose report of each department To determine which department is not Financial report performing well Secondary Make comparison between target To confirm what interviewees shared in data performance and actual interview performance of each department Review theory, previous studies Suggest possible problems, potential causes as well as solutions Focus group interview with Mr Interview Le Kha - Warehouse Manager, To understand what is exactly happening in Ms Tu Ngoc Phuong - department, how it occurs Procurement Manager, and Mr To confirm what secondary data shows Vu Manh Cuong - Production To validate main problem of business Manager To understand what is exactly happening in department, how it occurs In-depth interview with Mr Luu To confirm what secondary data shows, Huynh- Marketing Director theories and previous studies suggested To validate main cause of problem in business To study the feasibility of solution options Table 10: Summary of Research Method TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 41 5.2 Summary of Interviews Method Interviewees Question Based on reports from warehouse department from 2017 to 2019, Mr Le Kha Warehouse we realized that inventory level in warehouse is so high with over warehouse capacity, low turnover Manager and high stock aging Could you please advise some reasons behind? Key answer's coding High stock level in warehouse is mainly in packaging materials and finished good Because procurement bought at high MOQ (minimum order quantity) level and slow moving of finished good MOQ is high and have to buy at MOQ level as requested due to suppliers have to development and invest in Focus group Ms Tu Ngoc Phuong Procurement Manager Do we have to buy at MOQ for mold from Meizan CLV all products? Normally, Does it product take how long to use up materials Many new products launched at MOQ? is still low sales while still Can we have deal with supplier have to buy at MOQ level to reduce MOQ level? Can't negotiate to reduce MOQ level due to company's volume and size is not enough big to have power to deal with suppliers I have got information from Mr Production schedule is totally Mr Vu Manh Kha above is that some low basing on demand planning Cuong - sales products, production from Marketing department Production department produce more than Demand forecast from Manager actual demand Could you please Marketing department is advise some reasons behind? higher than actual demand TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 42 Method Interviewee Question Key answer's coding Reply on order estimation What method does your team from customers and historical use to forecast? Do you think it data to support is suitable? This method is suitable due to Do you think it ‘suitable? Why? availability of supporting data Do you think we can use qualitative research to collect information and improve forecast performance? For example, we survey consumers to understand market demand In-depth interview Mr Luu Huynh Marketing Director What input information for forecast does your team use? How to collect it? Do you think input data is accurate? How about other data you use for the forecast? Do you use market information such as competitors’ activities, pricing, promotion event or something like that? How the internal departments exchange the information? Are there mistake impacting the forecast result? Qualitative research and survey is not feasible due to being too complicated to staffs and requiring very high costs Customer will make estimation of their orders and upload to CDS system of company Market staff will download this data to use for forecasting There are a big gap between actual orders and estimated order of customers due to customers make estimation basing on sales target from company instead of market demand Main cause of poor demand planning Use historical sales data of company to forecasting the seasonality of market Lack of information of competitors such as pricing, promotion activities, Which impacts to demand of company Using software system (SOP) to control operation among department No big issue up to now TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 43 Method Interviewee Question Assigning salesman to collect market demand data as well as competitors information What you think those solution options? Is it suitable to implement to the company? Are there any cost arising for assigning salesman to collect information from retailers? Why you assign this task to salesman before? In-depth Mr Luu Huynh interview - Marketing Director Key answer's coding Agreed with this option due to + Feasible to + Available human resource + No costing arises Don't before due to company has just established and they just focused on push sales volume didn't pay attention on forecasting Buying market survey from market data vendors What you think those solution options? Is it suitable to Rejected this option due to required too high spending implement to the company? Using technologies or software system What you think those solution options? Is it suitable to implement to the Rejected this option due to required too high spending company? No new solution but add one Are there any other solutions for improve demand planning? more point in collecting data through salesman: should also collect demand in super market TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 44 Interview transcript Interview 1: Interview guide: Interviews with warehouse manager, procurement manager and production manager on high stock level and over warehouse capacity Commissioned by Meizan CLV Company Personal information, your job/responsibilities/position within the company Based on reports from warehouse department from 2017 to 2019, we realized that inventory level in warehouse is so high with over warehouse capacity, low turnover and high stock aging Could you please advise some reasons behind? For materials purchase, we have to buy at MOQ for all products? Normally, Does it take how long to use up materials at MOQ? Can we have deal with supplier to reduce MOQ level? Due to demand forecast is sent one week before? Could we adjust production schedule to be closed to actual sales? Do you think there are any other reasons may cause high stock aging or stock level in warehouse? Transcript: Interviewees: Mr Le Kha – Warehouse Manager of Meizan CLV Mr Vu Manh Cuong- Production Manager of Meizan CLV Ms Tu Ngoc Phuong- Procurement Manager of Meizan CLV Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV Company Date of interview: 9:00 a.m 15/04/2020 Location of interview: Focus group interview through Zoon Meeting Interviewer: Based on reports from warehouse department from 2017 to 2019, we realized that inventory level in warehouse is so high with over warehouse capacity and high stock aging Could you please advise some reasons behind? TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 45 Mr Le Kha: Currently, types of inventory with high stock level in our warehouse mainly are packaging materials and finished goods For packaging, stock is high due to we have to buy at MOQ (minimum order quality) while demand for some products is low For example, packaging materials stay in warehouse about 7-10 days for quick moving products but stays about from months to months, even up to year for slow moving products For finished goods, some product is produced but slow moving Thus, it stays long time in warehouse Interviewer: sales volume was increasing significantly from about 900 tons in 2017 to nearly 4,000mt in 2019 May this be main reason causing over warehouse capacity? Mr Le Kha: Nope We have expanded warehouse to satisfy stock increasing in 2019 The warehouse capacity allows us to stock about one week or maximum week of sales according to rule of our group While stock stays longer than weeks leading to waste space and over warehouse capacity Interviewer: Do we have to buy at MOQ for all products? Normally, Does it take how long to use up materials at MOQ? Ms Tu Ngoc Phuong: Yes, we have to buy at MOQ due to suppliers have to invest in mold, printing machine, product development for our products Its cost many money and time Thus, they always require buying at MOQ to offset their costs As Mr Kha said above, it’s about 7-10 days for best sales product and over months and even year for slow moving products More importantly, every year company has developed and launched some new products to market For these new products, we have to buy at MOQ but sales of the new products are still very low Interviewer: Can we have deal with supplier to reduce MOQ level? Ms Tu Ngoc Phuong: No, we can’t As mentioned above, current MOQ level is accepted level for suppliers to make profit They can’t reduce Besides, our sales volume is still low and not enough power to deal with suppliers Unless, company size is big enough so that suppliers can reduce MOQ at a product and still make profit from larger volume in other our products Interviewer: I have got information from Mr Kha above is that some low sales products, production department produce more than actual demand Could you please advise some reasons behind? TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 46 Mr Vu Manh Cuong: Production department produces basing on request from marketing department Marketing department will send us demand forecast for next week in beginning of current week and we just schedule to produce for that week I see that there are fluctuation between demand forecast and actual order Sometime marketing feedback we are shortage finished goods in warehouse, sometime it stays too long Especial, as Ms Phuong mentioned above, we always have new products launching every year The demand forecast of these products is much higher than actual sales Interviewer: Due to demand forecast is sent one week before? Could we adjust production schedule to be closed to actual sales? Mr Vu Manh Cuong: No, we can’t Because we have to prepare related materials, equipment, and manpower in advance We can’t produce other products without preparation before Interviewer: Do you think there are any other reasons may cause high stock aging or stock level in warehouse? Mr Le Kha/ Ms Tu Ngoc Phuong/ Mr Vu Manh Cuong: No, we think it’s enough Interviewer: Thank for your sharing Interview 2: Interview guide: Interviews with Marketing Director on demand planning performance Personal information, your job/responsibilities/position within the company Based on the demand forecast report of marketing department, we realized that demand planning is poor with big gap between forecast and actual According to theory, there are three main causes of poor forecast including improper method, inaccurate input information and misunderstand internal communication What you think about this? 2.1 What method does your team use to forecast? Do you think it ‘suitable? 2.2.What input information for forecast does your team use? How to collect it? Do you think input data is accurate? Why? 2.3.How the internal departments exchange the information? Are there mistake impacting the forecast result? Are there any other causes of poor demand forecast? TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 47 What main is cause of poor forecast? Why? Transcript: Interviewee: Mr Luu Huynh – Marketing Director of Meizan CLV Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV Company Date of interview: 9:00 a.m 22/04/2020 Location of interview: In depth interview through Zoom Meeting Interviewer: Based on the demand forecast report of marketing department, we realized that demand planning is poor with big gap between forecast and actual According to theory, there are three main causes of poor forecast including improper method, inaccurate input information and misunderstand internal communication What you think about this? Firstly, what method does your team use to forecast? Do you think it is suitable? Mr Luu Huynh: We mainly use customer data to the forecast Then we base on historical sales data sales to make some small adjustment Sales data help us to analysis seasonality of the market Interviewer: Do you think it ‘suitable? Why? Mr Luu Huynh: Yes, I think so Because customer data is available and closest to demand comparing to other methods such as using target Interviewer: Do you think we can use qualitative research to collect information and improve forecast performance? For example, we survey consumers to understand market demand Mr Luu Huynh: No, I don’t think so It’s quite complicated and requires a huge investment on manpower, time and money to research It’s unnecessary to that Interviewer: What input information for forecast does your team use? How to collect it? Do you think input data is accurate? Mr Luu Huynh: Order estimation from customers is main source for our forecast Our group has a system called CDS Every week, customers will upload their estimation into system and TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 48 our staffs will extract data to use Our staffs usefully complain that there are a big gap between estimation orders and actual orders from customers We also work with customers to understand the reasons Customers make order estimations based on assigned sales target because they don’t have other information to use Besides, they want to push sales to achieve their target and gain bonus from company Interviewer: How about other data you use for the forecast? Mr Luu Huynh: We also use historical data, but only use to analysis the trend and seasonality of year It can to use for forecast absolute volume Interviewer: Do you use market information such as competitors’ activities, pricing, promotion event or something like that? Mr Luu Huynh: We are lack of detail information about competitors Because we are new in market and still put more effort on stabilize our operation, push sales volume, reaching customer Thus, we don’t have enough time to collect information of competitor frequently and detail Interviewer: How the internal departments exchange the information? Are there mistake impacting the forecast result? Mr Luu Huynh: Internal information exchange currently is good Up to now, there is no big misunderstand during operation causing a serious mistake Besides, we are implementing SOP system to optimize work efficiency, reduce risks in operation and gain better performance Thus, it’s seldom to have issues in information exchanging and communication Interviewer: Are there any other causes of demand forecast? Mr Luu Huynh: Nope I don’t think out other reasons Interviewer: In summary, forecasting method and internal communication have no issues Thus, is only order estimation data from customers inaccurate and is it main cause of poor demand forecasting? Mr Luu Huynh: Yes, it is I think order estimation of customers is big issues causing poor forecast in demand planning TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 49 Interviewer: Thank for your sharing Interview 3: Interview guide: Interviews with Marketing Director on solution to improve accuracy of input information for demand planning Personal information, your job/responsibilities/position within the company Expressing the solution idea to Marketing Director and seeking his advice on feasibility of each solution options for Meizan CLV What you think those solution options? Is it suitable to implement to the company? Are there any other solutions for improve demand planning? Transcript: Interviewee: Mr Luu Huynh – Marketing Director of Meizan CLV Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV Company Date of interview: 11:30 a.m 26/04/2020 Location of interview: In depth interview through Zoom Meeting Interviewer: According to theory, using point of sales (POS) data will improve demand forecasting to plans for company There are three ways to collect POS data including: + Basing on customer collaboration, assigning salesman in market to collect data from retailers: company currently have salesman teams in market to visit and take care retailers In my opinion, we can assign to salesman to collect information from retailers They will have information of demand, sales numbers to end consumers of both our products and competitors, pricing and promotion program of competitors + Buying market survey from market data vendors + Using technologies or software system What you think those solution options? Is it suitable to implement to the company? TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 50 Mr Luu Huynh: Firstly, I agree with the options that assigning salesman to collect data from retailers It will help us have sufficient information about market and competitors It’s possible to assign this task to salesman We just need make training to salesman to collect right information and efficiency Besides, we have already CDS system for distributors and salesman They just collect information and share to system Marketing staffs are easy to download and use For buying market survey and apply technologies or software system, it costs too high to implement, especial is technology tools installment Our budget is limited to spend much for this problem Thus, these two options are not feasible Interviewer: Are there any cost arising for assigning salesman to collect information from retailers? Why you assign this task to salesman before? Mr Luu Huynh: I believe there is no cost arising or just very small money spent for meeting arrangement to train them Regarding to not to assign this task before, due to we are new in market and still not stable We just pay 100% our efforts on pushing products to market as much as possible and ignore this information Currently, we have better position in market with more stable in operation; I think it is suitable time to improve the problem Interviewer: Are there any other solutions for improve demand planning? Mr Luu Huynh: Nope But I would like to expand more this solution In our system, we also have super markets channel Thus, we request our marketing team at super market to collect information in this channel Interviewer: Thank for your sharing TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 51 5.3 A summary of Financial Reports TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 52 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company 53 REFERENCES Bursa K How to effectively manage demand with demand sensing and shaping using point of sales data The Journal of Business Forecasting 2009 08;27(4):26-28 Financial ratio comparison among industries Available from: https://finance.tvsi.com.vn/tools/CompareIndustry?ddlLevel=2 [Accessed n.d.] Norazira AK, Nawawi A, Ahmad Saiful Azlin PS Inventory management effectiveness of a manufacturing company – Malaysian evidence International Journal of Law and Management 2018;60(5):1163-1178 Ivert LK, Jonsson P When should advanced planning and scheduling systems be used in sales and operations planning? International Journal of Operations & Production Management 2014;34(10):1338-1362 Basson LM, Kilbourn PJ, Walters J Forecast accuracy in demand planning: A fast-moving consumer goods case study Journal of Transport and Supply Chain Management 2019;13 Pongsuwan P How does procurement capability maturity affect e-Procurement adoption and leverage purchasing in supply chain International Journal of Business and Economic Development (IJBED) 2016 11;4(3) Ballard RL Methods of inventory monitoring and measurement Logistics Information Management 1996;9(3):11 Karim NA, Anuar N, Salin Ahmad Saiful AP Inventory control weaknesses – a case study of lubricant manufacturing company Journal of Financial Crime 2018;25(2):436-449 Ballou rh Expressing inventory control policy in the turnover curve Journal of Business Logistics 2005;26(2):143-164 10 Thiry DL Inventory management Journal of Accountancy (pre-1986) 1967 05;123(000005):83 11 Hill AV, Zhang W Six Common Misuses of the Inventory Turnover and Days on Hand Metrics Production and Inventory Management Journal 2010;46(1):36-45 12 Raza DN, Kilbourn PJ The impact of point-of-sale data in demand planning in the South African clothing retail industry Journal of Transport and Supply Chain Management 2017;11 13 Choudhury DK Market Demand Forecast Method Selection and Application: A Case Study in Hero MotoCorp Ltd IUP Journal of Operations Management 2018 05;17(2):7-22 TIEU LUAN MOI download : skknchat@gmail.com (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company (LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company(LUAN.van.THAC.si).poor.demand.planning.in.meizan.CLV.company