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| index \\ Demand Management \\ Supply Chain Consultants (SCC) Zemeter \\ Ideal Customer Profile | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Zemeter Rating displays the level of support for functionality and services provided by Zemeter by Supply Chain Consultants (SCC). |
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Average Competitor Rating displays the average level of support for functionality and services provided by all of the vendors within TECs knowledge base. |
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Competitor with the Lowest Rating is a real product or service solution. It indicates the overall lowest level of support for functionality or services (based on TECs model of Demand Management solutions). |
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Competitor with the Highest Rating is a real product or service solution. It indicates the overall highest level of support for functionality or services (based on TECs model of Demand Management solutions). |
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| PROMOTION PLANNING Includes:Create promotion plan by product, channel, or customer; Evaluate previous promotions based on multi-dimension criteria or confidence factors, history, etc.; Promotion creation; Evaluate against constraining or conflicting forecast events or activities; Promotion performance and effectiveness analysis, including promotion, channel, sales personnel, and real-time feedback; Rule-based promotional data creation; and other | 12 | 8 | 0 | 4 | 90 | 0 | 12 | 0 | 0 | 11 | 0 | 1 | 97.5 |
| PRICING AND PROFIT OPTIMIZATION Includes:Input pricing rules such as list prices, promotions, discounts, and specific quoting rules; Evaluate pricing history and profit by criteria such as market or product family through item level and customer; Market segmentation and demographic data evaluation for understanding pricing patterns and thresholds; Ability to input product ABC data to understand costs and activity drivers to create true costs; Price elasticity analysis and evaluation for determining the impact of pricing on long-term demand and life cycle patterns; Ability to input and evaluate external factors for price such as economics, competitive pricing, and weighting factors; and other | 10 | 9 | 0 | 1 | 97 | 0 | 8 | 2 | 4 | 8 | 0 | 2 | 94 |
| FORECASTING Includes:Forecasting Requirements; Forecasting Algorithms; | 30 | 26 | 0 | 4 | 92.67 | 9 | 20 | 0 | 30 | 24 | 0 | 5 | 80 |
| MERCHANDISE PLANNING Includes:Evaluates or creates merchandise plan by trading partner; Creates a category plan; Creates assortment planning; Creates investment buy analysis; Inputs demographic analysis from various sources; Inputs or creates micro-merchandising plans and templates; and other | 12 | 4 | 0 | 8 | 71.67 | 0 | 12 | 0 | 0 | 2 | 0 | 10 | 74.17 |
| LIFE CYCLE PLANNING Includes:Creates product life cycle phases to plan events, such as pilot, new product introduction, engineering change order, and end-of-life; Identifies products with effectivity dates, shelf life, and perishability; Integrates event planning activities, such as launch and promotion; Creates and manages product families, product upgrades, and complementary offerings; Sells targets for various phases of the product's life pricing, volumes, enhancements, or special packaging for geographic or demographic markets; Models and correlates demand or consumption patterns to product life cycle phases by using pattern recognition or neural network types of technologies); and other | 10 | 1 | 0 | 9 | 63 | 1 | 7 | 2 | 14 | 6 | 0 | 4 | 88 |
| CONSENSUS PLANNING Includes:Creates planning environments for each business organization, including marketing, finance, sales, operations, and planning; Side-by-side comparisons of each forecast input; Evaluates forecast history by user or department and applies or validates accuracy measures; Rates and recommends forecasts based on past performance; Creates peer-to-peer and hierarchal structures to link users by role or chain-of-command; Grants access and participation to plan assumptions and numbers; and other | 9 | 9 | 0 | 0 | 100 | 7 | 2 | 0 | 77.78 | 2 | 0 | 7 | 76.67 |
| COLLABORATIVE PLANNING Includes:Access through hosting or online sessions between trading partners, customers, and suppliers; Generates multidimensional demand views by product, by supplier, and by customer; Provides a multiline plan (MRP format) with schedules, demands, variances, and allows joint simulations; Generates alerts and sends to appropriate trading partners, based on demand and assumption changes; Evaluates multidimensional performance by channel, customer, and supplier; Integrates with trading partner, including carrier, supplier, and customer planning systems using Web-based standards such as XML; and other | 12 | 11 | 0 | 1 | 97.5 | 6 | 1 | 2 | 55 | 7 | 0 | 2 | 69.17 |
| SALES AND OPERATIONS PLANNING (S&OP) Includes:Creates multiple line-item plans with multiple dimension views, including marketing, sales, distribution, and manufacturing, and can highlight their conflicts and constraints; Evaluates plans by variables, including most feasible, most profitable, allocations to high priority customers, and other customer service targets; Adjusts forecasts and reevaluates plans in real time; Adjusts firm orders; Optimizes supply chain activities, such as production plans and delivery scenarios; Measures the performance of various plans using performance goals and past history; and other | 9 | 9 | 0 | 0 | 100 | 3 | 0 | 6 | 51.11 | 2 | 0 | 7 | 73.33 |
| VMI REPLENISHMENT Includes:Automatically generates replenishment order; Evaluates and predicts consumption patterns and generates replenishment alerts and orders; Sends alerts on automatic replenishment products that are discontinued; Integrates customer inventory levels at warehouse or at store with POS data; Views current data, such as quantity on hand; Generates alerts for reorder points; and other | 10 | 8 | 0 | 2 | 84 | 6 | 0 | 4 | 68 | 8 | 0 | 2 | 87 |
| EVENT PLANNING Includes:Identifies events by product channel, date, and holiday names; Creates financial targets and budgets; Plans specific offerings, such as event-only packaging, complimentary offering, and pricing; Plans special handling issues around events; Develops analysis on competitive pricing and performance data to set event targets; Creates sales plans for execution with sales targets, for events by territory, channel, sales person, and product manager; and other | 9 | 3 | 0 | 6 | 80 | 0 | 9 | 0 | 0 | 5 | 0 | 4 | 86.67 |
| METRICS AND REPORTING Includes:Metrics; Reporting; | 8 | 5 | 0 | 3 | 88.75 | 5 | 2 | 1 | 65 | 4 | 0 | 4 | 85 |
| PRODUCT TECHNOLOGY Includes:Architecture; User Interface; Platforms; Application Tools; Reporting; | 327 | 171 | 80 | 76 | 61.8 | 228 | 34 | 65 | 76.51 | 275 | 0 | 52 | 92.51 |
| GRAPHICS PACKAGE Includes:Import and export to EDI and XML for trading partners; Active Alert Management based on variances performance and data cells; Integration to other supply chain, ERP, and trading partner solutions; Provide real-time decision support, including real-time modeling and what-if capabilities; Create user-specific rules, formulas, and algorithms; Ability to "force" a high-level change through planning structures; and other | 11 | 11 | 0 | 0 | 100 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Promotion Planning
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Promotion management systems allow organizations to plan promotions with their trading partners, including simulating, executing, and evaluating the promotion performance.
Some performance planning issues to be aware of are that frequently promotion plans are not integrated into the demand streams; or promotions are launched without the requisite tracking of real-time events to monitor and modify the promotions in action, during the promotion cycle.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| CREATE PROMOTION PLAN BY PRODUCT, CHANNEL, OR CUSTOMER | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| EVALUATE PREVIOUS PROMOTIONS BASED ON MULTI-DIMENSION CRITERIA OR CONFIDENCE FACTORS, HISTORY, ETC. | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| PROMOTION CREATION | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| EVALUATE AGAINST CONSTRAINING OR CONFLICTING FORECAST EVENTS OR ACTIVITIES | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| PROMOTION PERFORMANCE AND EFFECTIVENESS ANALYSIS, INCLUDING PROMOTION, CHANNEL, SALES PERSONNEL, AND REAL-TIME FEEDBACK | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| RULE-BASED PROMOTIONAL DATA CREATION | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| PROMOTIONAL SCHEDULING--ALLOWING THE CREATION OF PROMOTIONS ON EFFECTIVITY DATES AND DIMENSIONS SUCH AS TIME, PRODUCT, CUSTOMER, AND CHANNEL | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| APPLIES LEARNING TECHNOLOGY LIKE NEURAL NETWORKS TO MORE ACCURATELY EVALUATE PROMOTIONAL LIFT | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| VIEW THE PROMOTIONAL LIFT "ON TOP" OF THE STANDARD DEMAND PLAN (FOR EXAMPLE, WHAT IS THE REAL BENEFIT IN UNITS OR DOLLARS) | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| RETURN ON INVESTMENT (ROI) SIMULATION Includes:Loads promotions into forecasts and orders to ensure a planned promotion is built into order schedules; Promotion broadcast to sales, manufacturing, and trading partner entities to ensure a promotion is scheduled; Promotion tracking, including the ability to track promotions in progress and adjust based on their real-time performance; | 3 | 3 | 0 | 0 | 100 | 0 | 3 | 0 | 0 | 3 | 0 | 0 | 100 |
Pricing and Profit Optimization
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The pricing and profit module creates a profitable and sellable price for products by dimensions such as markets, demographics, and channel partners. The module also enables future evaluation by maintaining pricing logic and results. The challenge in pricing is that the source and adjustments to price come from various organizations within the enterprise and the channel partners, which impacts actual pricing and profitability. Thus abilities to track and report history are equally important to manage pricing activities.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| INPUT PRICING RULES SUCH AS LIST PRICES, PROMOTIONS, DISCOUNTS, AND SPECIFIC QUOTING RULES | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| EVALUATE PRICING HISTORY AND PROFIT BY CRITERIA SUCH AS MARKET OR PRODUCT FAMILY THROUGH ITEM LEVEL AND CUSTOMER | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| MARKET SEGMENTATION AND DEMOGRAPHIC DATA EVALUATION FOR UNDERSTANDING PRICING PATTERNS AND THRESHOLDS | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| ABILITY TO INPUT PRODUCT ABC DATA TO UNDERSTAND COSTS AND ACTIVITY DRIVERS TO CREATE TRUE COSTS | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| PRICE ELASTICITY ANALYSIS AND EVALUATION FOR DETERMINING THE IMPACT OF PRICING ON LONG-TERM DEMAND AND LIFE CYCLE PATTERNS | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| ABILITY TO INPUT AND EVALUATE EXTERNAL FACTORS FOR PRICE SUCH AS ECONOMICS, COMPETITIVE PRICING, AND WEIGHTING FACTORS | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| TRACK CHANNEL OR RETAIL PRICING AND MARKDOWNS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 0 | 0 | 1 | 70 |
| RECORD, EVALUATE, AND ASSESS THE HISTORICAL IMPACT OF CHANGES IN PRICES AND VOLUMES | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| EVALUATE PRODUCT PROFIT OVER PRODUCT LIFE CYCLE (TIME) | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| EVALUATE CURRENT ACTIVITIES SUCH AS TRADE-OFF OF MARKET DOWNS VERSUS VOLUME, AS WELL AS THE TRADE-OFFS OF TIME AND THE IMPACT TO PROFIT AND MARKET SHARE | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
Forecasting
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Reliable forecasts represent not only algorithms, which are appropriate to the business setting, but also are based on an inclusive, highly integrative process that gathers all data that can impact the ultimate demand placed upon the supply chain. Data granularity is critical to ensure that the right product at the item level is produced or distributed. Superior forecast processes require the evaluation of historical data as well as the current demand activity, and the ability to adjust forecasts on the most current data and assumptions.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| FORECASTING REQUIREMENTS Includes:Inputs multiple demand streams, including strategic, financial, marketing, sales, actual orders, promotions, safety stock requirements, forecasting profiles, and adjustments; Generates forecasts based on multiple dimensions, including product families and options through item level; Manages product changes and date ranges; Creates customer or channel-level forecasting; Changes a forecast hierarchy to accommodate market changes or product family changes; Generates forecasts based on channels, customers, and store levels; and other | 17 | 16 | 0 | 1 | 98.24 | 9 | 8 | 0 | 52.94 | 12 | 0 | 5 | 70.59 |
| FORECASTING ALGORITHMS Includes:Seasonality patterns; Seasonality Box-Jenkins Analysis of stable seasonal forecast data; Exponential smoothing using Holt-Winters formulas; Straight-line; Moving average; Curve fitting, such as quadratic, exponential, and growth; and other | 13 | 10 | 0 | 3 | 85.38 | 0 | 12 | 0 | 0 | 12 | 0 | 0 | 92.31 |
Merchandise Planning
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Merchandise planning analyzes demand at an item level. It allows organizations like merchants (retailers) to understand demand based on issues like demographics, store locations, shelves, and support to purchasing as well as the positioning of merchandise in the retail channel.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| EVALUATES OR CREATES MERCHANDISE PLAN BY TRADING PARTNER | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| CREATES A CATEGORY PLAN | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| CREATES ASSORTMENT PLANNING | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| CREATES INVESTMENT BUY ANALYSIS | 1 | 0 | 0 | 1 | 20 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| INPUTS DEMOGRAPHIC ANALYSIS FROM VARIOUS SOURCES | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| INPUTS OR CREATES MICRO-MERCHANDISING PLANS AND TEMPLATES | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| INPUTS OR CREATES PLAN-O-GRAM TEMPLATES | 1 | 0 | 0 | 1 | 20 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| CREATES PRODUCT GROUP OR DEPARTMENT MERCHANDISE PLANS | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| MODELS AND EVALUATES SHELF SPACE PROFIT AND YIELD | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 60 |
| LINKS TO POS SYSTEMS FOR UPDATES AND RE-PLANS | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| SHORT-TERM MERCHANDISE PLAN (MIDDLE-OUT PLANNING) DURING PURCHASING SEASON TO DETERMINE REPLENISHMENT, SUBSTITUTIONS, AND PRICING | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| CREATES A FORWARD WEEKS OF SUPPLY PLAN BASED ON CURRENT PERFORMANCE, SUCH AS RATE OF CONSUMPTION, FUTURE MARKET DOWNS, INVENTORY TURNS, AND PROFIT OBJECTIVES | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
Life Cycle Planning
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Life cycle planning is becoming a more popular capability. Demand characteristics change over the life of a product and require close attention to demand patterns to ensure that markets are not starved during ramp-up nor supplied with excess in later stages. In addition, firms are frequently left with excess inventory during engineer change orders (ECOs) or other product changes as well as end-of-life, due to poor planning and visibility to demand cycles and communication of product phase-outs. Life cycle planning provides the ability to view sell-in and sell-through point of sale (POS) data and will recommend alternate curves based on early actual sales information.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| CREATES PRODUCT LIFE CYCLE PHASES TO PLAN EVENTS, SUCH AS PILOT, NEW PRODUCT INTRODUCTION, ENGINEERING CHANGE ORDER, AND END-OF-LIFE | 1 | 0 | 0 | 1 | 70 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| IDENTIFIES PRODUCTS WITH EFFECTIVITY DATES, SHELF LIFE, AND PERISHABILITY | 1 | 0 | 0 | 1 | 70 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| INTEGRATES EVENT PLANNING ACTIVITIES, SUCH AS LAUNCH AND PROMOTION | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| CREATES AND MANAGES PRODUCT FAMILIES, PRODUCT UPGRADES, AND COMPLEMENTARY OFFERINGS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| SELLS TARGETS FOR VARIOUS PHASES OF THE PRODUCT'S LIFE PRICING, VOLUMES, ENHANCEMENTS, OR SPECIAL PACKAGING FOR GEOGRAPHIC OR DEMOGRAPHIC MARKETS | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| MODELS AND CORRELATES DEMAND OR CONSUMPTION PATTERNS TO PRODUCT LIFE CYCLE PHASES BY USING PATTERN RECOGNITION OR NEURAL NETWORK TYPES OF TECHNOLOGIES) | 1 | 0 | 0 | 1 | 20 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| IDENTIFIES CAUSAL FACTORS IN CONSUMPTION PATTERNS | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| PRODUCT CONTAINS LIFE CYCLE ALGORITHMS BY INDUSTRY FOR SHORT TO LONG LIFE CYCLE PRODUCTS | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| USES SELL-IN AND SELL-THROUGH POS DATA IN ADJUSTING THE LIFE CYCLE CURVE FOR PRODUCTS WITHOUT A HISTORY | 1 | 0 | 0 | 1 | 70 | 0 | 1 | 0 | 0 | 0 | 0 | 1 | 70 |
| COMPARES AND CREATES PROMOTION PLANS FOR NEW PRODUCT INTRODUCTIONS AND PRODUCT PHASE-OUT MARKDOWNS | 1 | 0 | 0 | 1 | 20 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
Consensus Planning
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Consensus planning is a method to create a "one number" forecast for the enterprise. Within complex organizational structures, many professionals are responsible for planning in different areas, such as product marketing for product and product families; sales for territory sales plans; channel and alliance management for channel forecasts; finance for revenue and corporate strategic plans; and manufacturing for shipment or off-the-dock plans. The wide range of professionals involved often creates confusion, poor coordination, and missed business opportunities when sales are missed or excess inventories mount. Ultimately, a process must produce a forecast, one number, upon which the supply chain will act.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| CREATES PLANNING ENVIRONMENTS FOR EACH BUSINESS ORGANIZATION, INCLUDING MARKETING, FINANCE, SALES, OPERATIONS, AND PLANNING | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| SIDE-BY-SIDE COMPARISONS OF EACH FORECAST INPUT | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| EVALUATES FORECAST HISTORY BY USER OR DEPARTMENT AND APPLIES OR VALIDATES ACCURACY MEASURES | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| RATES AND RECOMMENDS FORECASTS BASED ON PAST PERFORMANCE | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| CREATES PEER-TO-PEER AND HIERARCHAL STRUCTURES TO LINK USERS BY ROLE OR CHAIN-OF-COMMAND | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| GRANTS ACCESS AND PARTICIPATION TO PLAN ASSUMPTIONS AND NUMBERS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| RATES HISTORY BASED ON PAST PLAN ACCURACY | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| BUILD SCENARIOS TO CREATE A ONE NUMBER PLAN BASED ON PERFORMANCE SCORES, USER CONTROLS, AND OTHER FACTORS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| CREATES AND SAVES PLANNING DISCUSSIONS, VARIANCE, AND ALTERNATIVES THAT ARE USED TO EVALUATE THE HISTORY AND PERFORMANCE OF PLANS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
Collaborative Planning
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Collaboration among trading partners has become standard practice in many industries as more supply chain activities are being outsourced. Within the demand management module, collaborative forecasting must comply with process and data standards that have been validated by the VICS Council, RosettaNet, and other industry bodies that have modeled these processes for their industries. In addition, a collaborative software system must allow the ability for joint sharing and modeling of demand supply gaps between trading partners. It must allow trading partners to view, drive alternative solutions and simulations, and resolve issues around price and unit availability, which include flexibility and target replenishment levels (re-order points).
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| ACCESS THROUGH HOSTING OR ONLINE SESSIONS BETWEEN TRADING PARTNERS, CUSTOMERS, AND SUPPLIERS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 60 |
| GENERATES MULTIDIMENSIONAL DEMAND VIEWS BY PRODUCT, BY SUPPLIER, AND BY CUSTOMER | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| PROVIDES A MULTILINE PLAN (MRP FORMAT) WITH SCHEDULES, DEMANDS, VARIANCES, AND ALLOWS JOINT SIMULATIONS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| GENERATES ALERTS AND SENDS TO APPROPRIATE TRADING PARTNERS, BASED ON DEMAND AND ASSUMPTION CHANGES | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| EVALUATES MULTIDIMENSIONAL PERFORMANCE BY CHANNEL, CUSTOMER, AND SUPPLIER | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| INTEGRATES WITH TRADING PARTNER, INCLUDING CARRIER, SUPPLIER, AND CUSTOMER PLANNING SYSTEMS USING WEB-BASED STANDARDS SUCH AS XML | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| INTEGRATES WITH OTHER DEMAND PLANNING MODULES, SUCH AS EVENT AND PROMOTION PLANNING | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 40 | 1 | 0 | 0 | 100 |
| COLLABORATIVELY MODELS AND RESOLVES DEMAND SUPPLY IMBALANCES | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| COLLABORATIVELY PLANS PROMOTIONS AND EVENTS BASED ON THE DISCRETE TRADING PARTNER RELATIONSHIP | 1 | 1 | 0 | 0 | 100 | 0 | 1 | 0 | 0 | 1 | 0 | 0 | 100 |
| ABILITY TO DYNAMICALLY CREATE TRADING PARTNER PLANNING NETWORKS FOR COLLABORATIVE PLANNING EFFORTS | 1 | 0 | 0 | 1 | 70 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | 0 |
| ABILITY TO CREATE VARIOUS RULES, WORKFLOWS AND DATA MODELS FOR THE COLLABORATIVE PLANNING GROUP TO SHARE | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | 0 |
| INTEGRATE, PROPAGATE RULES, DATA AND UPDATES WITHIN THE COLLABORATIVE PLANNING GROUP | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 0 | 0 | 0 | 1 | 0 |
Sales and Operations Planning (S&OP)
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Sales and operation planning (S&OP) is both a process and employs enabling technology to balance demand and supply for creating a feasible forecast that meets an enterprise's global organizational needs. Cross-functional organizations from marketing to manufacturing require visibility, simulation, and consensus building for meeting revenue, cost, and delivery needs. The ability to reallocate and reprioritize based on customer, profit, and other factors are important elements of S&OP today. It is important to determine whether the vendor supports the S&OP process with information from multiple systems.
S&OP processes also ask questions around investment to improve responsiveness, customer service, reduce risk, and increase market share. Integration is important because the data to answer these questions may reside in other modules such as APS or inventory planning.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| CREATES MULTIPLE LINE-ITEM PLANS WITH MULTIPLE DIMENSION VIEWS, INCLUDING MARKETING, SALES, DISTRIBUTION, AND MANUFACTURING, AND CAN HIGHLIGHT THEIR CONFLICTS AND CONSTRAINTS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| EVALUATES PLANS BY VARIABLES, INCLUDING MOST FEASIBLE, MOST PROFITABLE, ALLOCATIONS TO HIGH PRIORITY CUSTOMERS, AND OTHER CUSTOMER SERVICE TARGETS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 0 | 0 | 1 | 70 |
| ADJUSTS FORECASTS AND REEVALUATES PLANS IN REAL TIME | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| ADJUSTS FIRM ORDERS | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| OPTIMIZES SUPPLY CHAIN ACTIVITIES, SUCH AS PRODUCTION PLANS AND DELIVERY SCENARIOS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 0 | 0 | 1 | 70 |
| MEASURES THE PERFORMANCE OF VARIOUS PLANS USING PERFORMANCE GOALS AND PAST HISTORY | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 0 | 0 | 1 | 70 |
| INTEGRATES WITH MANUFACTURING, ORDER MANAGEMENT, PRICING, AND TRANSPORTATION SYSTEMS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 40 | 0 | 0 | 1 | 40 |
| CREATES AND MAINTAINS MULTIPLE WHAT-IF SCENARIOS TO IMPLEMENT AS PLANNING ASSUMPTIONS CHANGE | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| VIEWS AND INTEGRATES WITH MULTIPLE COMMERCIAL ALTERNATE VENDORS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 40 | 0 | 0 | 1 | 70 |
VMI Replenishment
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Vendor managed inventory (VMI) replenishment allows the co-management of inventory by both customers as well as the supplier. Best practices allow for joint creation and analysis of the current level of inventory to support demand and keep cost down. In addition, dynamically VMI detects when inventory levels fall bellow required (agreed-to) levels and place a refill (replenishment) order.
*To learn more about criteria rating definitions please consult The Demand Management Rating Guide
| Module | Total Criteria | Zemeter by Supply Chain Consultants (SCC) | Lowest Rated Competitor for Demand Management | Highest Rated Competitor for Demand Management | |||||||||
| Criteria Summary | Module Rating | Criteria Summary | Module Rating | Criteria Summary | Module Rating | ||||||||
| Sup* | NS* | Oth* | Sup* | NS* | Oth* | Sup* | NS* | Oth* | |||||
| AUTOMATICALLY GENERATES REPLENISHMENT ORDER | 1 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| EVALUATES AND PREDICTS CONSUMPTION PATTERNS AND GENERATES REPLENISHMENT ALERTS AND ORDERS | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| SENDS ALERTS ON AUTOMATIC REPLENISHMENT PRODUCTS THAT ARE DISCONTINUED | 1 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 20 | 1 | 0 | 0 | 100 |
| INTEGRATES CUSTOMER INVENTORY LEVELS AT WAREHOUSE OR AT STORE WITH POS DATA | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 0 | 0 | 1 | 70 |
| VIEWS CURRENT DATA, SUCH AS QUANTITY ON HAND | 1 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 | 1 | 0 | 0 | 100 |
| GENERATES ALERTS FOR RE | |||||||||||||
