In the next few minutes, we will explore the main functionalities of demand

planning in Board. Demand planning with Board helps organizations drive

profitable growth by aligning long-term market expectations with

operational execution. This ensures that demand decisions support

revenue, margin, and overall business objectives.

At the same time, businesses need to respond quickly to constant market

changes. Whether there is a promotion, a shift in customer

demand, or a supply disruption, Board enables planners to

evaluate the impact early and make confident data-driven decisions

that strengthen supply chain resilience.

Finally, because demand planning impacts the entire organization,

Board creates a single trusted demand plan that connects sales,

supply chain, and finance. This alignment improves

collaboration, accelerates decision-making, and ensures

everyone is working towards the same business goals.

We start with demand planning. The planner's main goal is to create a reliable

demand signal that the business can use for planning.

The dashboard gives full visibility throughout the planning cycle.

We can view actions, workflow statuses, areas of high and low

demand, forecast accuracy, key performance indicators, and

the gap to budget. Rather than checking everything manually, planners can

start their day at the notification center.

The notification center highlights exceptions based on set thresholds.

We can see exceptions for high demand, low demand, forecast

errors, and more. Let's focus on low demand.

Low demand means actual sales are lower than forecasted.

This matters because it can cause excess inventory, put pressure on working

capital, and widen the gap to budget.

We can drill into low demand to see exactly where these exceptions occur.

We can analyze at different levels in Board.

For this example, let's view low demand by product family.

Here we can see gravel has the most low demand notifications, followed by

other product families. This helps the planner focus on the areas that matter

most.

Once we know where the exceptions are, we move to demand cleansing.

The main goal of demand cleansing is to establish a clean baseline.

Board highlights outliers and anomalies that are not explained by known events or

promotions. The planner decides whether these outliers reflect a real

change in demand or whether the baseline needs correction.

The baseline can be corrected by entering a new value directly.

Comments can also be added for traceability.

Board offers additional methods to enrich the baseline, such as product

lifecycle management. This includes handling new product

introductions and product phase-ins.

Since new products have no demand history, the planner can apply a launch

profile or link them to similar existing products.

Planners can also manage end-of-life strategies for products and create new

products in the system using placeholder creation.

Events and promotions are managed through the Board platform as well.

To create the consensus forecast, Board segments products by their demand activity.

For example, we can view SKUs with steady,

variable, or sporadic demand. Once we understand the demand

activity of each SKU, we move to the consensus forecast.

This forecast is the main output of demand planning.

It feeds directly into inventory and distribution processes.

Board provides several sales views.

We can see current year sales and the statistical forecast, which is

generated using Board's forecasting engine.

We can also view the consensus forecast and the budget.

Planners can adjust the consensus forecast as needed.

For example, for gravel, we saw recent underperformance.

Based on input from marketing, the previous consensus forecast was too

optimistic, and we expect demand to be lower in the coming weeks.

We can focus on the planning horizon we want to edit.

We are currently at week 32 of the planning cycle.

Planners can make changes to the consensus forecast, but only from week

41 onwards. This is because there is an eight-week frozen period to

protect short-term execution from sudden changes.

Planners can update the consensus forecast by entering a new value

directly or by applying a percentage increase or decrease.

After making changes, we save the values and capture a reason code for full

traceability.

Planners can then review different scenarios and compare results side by

side. We can see the impact of demand changes in terms of both

volume and revenue. Board also shows the financial impact of the demand

plan. We can view financial metrics in different currencies as needed.

We can see how demand changes affect revenue, margins, and the gap to

budget.

At this point, the demand planning activity is complete.

Planners can review performance using the forecast accuracy screen.

Board highlights key performance indicators such as mapping bias,

forecast versus budget, and actual versus budget.

We can also view year-on-year trends and the distribution of bias across

product families. To recap, Board brings together econometric and

operational forecasts, helping organizations align strategic market

expectations with day-to-day execution.

This supports both top-down and bottom-up planning.

With integrated scenario planning, we can compare multiple demand scenarios

side by side and review both operational and financial impacts

before making any changes to the live plan.

Exception-based planning automatically surfaces anomalies,

outliers, and forecast exceptions, so planners can focus their

attention on the products and decisions that matter most to the business.

Board connects demand planning directly to financials, translating

operational forecasts into revenue, margin, and profitability

figures, linking supply chain planning with financial performance on a

single, continuous platform.

The Board supply chain agent continuously reviews planning data, surfacing

demand risks and opportunities early, and flagging where business signals

are not aligning with the current plan.