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according to the intern, is what the professors taught at school, and was also what a number of quality guruspreached. "The root of the problem is that you have a horrible forecasting system. There is no easy way out. You'vegot to invest in getting the system fixed. Now, I know this marketing professor at Stanford who could help you.Have you ever heard of the Exponential smoothing based methods?" Brent also remembered how he lost his appetiteat that lunch, as he was listening to the student who was so eager to volunteer his advice. WHAT NEXT? Brent reviewed his schedule for the day. At 11:00 he planned to meet with Billy, Laura, Jim, and Jose to review therecommended inventory levels they had calculated using the safety stock model. He was somewhat concerned aboutwhat level of change the model would recommend. If it suggested small changes, management might not feel themodel was useful, but if it suggested large changes, they might not accept it either. After lunch he would meet briefly with the materials and manufacturing managers to review the results and sketchout their recommendations. At 2:00 he would talk with the U.S. DC materials manager by phone. That night hecould reach Singapore and Saturday morning he could reach Germany. Hopefully he could get buyoff fromeveryone. He was afraid that whatever numbers he came up with would be too high. He wondered, too, if therewasn't some other approach that he should be considering.