2022
DOI: 10.1016/j.ijforecast.2021.09.012
|View full text |Cite
|
Sign up to set email alerts
|

Post-script—Retail forecasting: Research and practice

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1

Citation Types

0
2
0

Year Published

2022
2022
2024
2024

Publication Types

Select...
7

Relationship

1
6

Authors

Journals

citations
Cited by 8 publications
(2 citation statements)
references
References 29 publications
0
2
0
Order By: Relevance
“…For the medium to large retailer, forecasting at store level for product replenishment poses major problems which are extensively discussed in [3,34]. For retailers the problem falls naturally into a hierarchical structure mapped on three dimensions: time (e.g., day, week), product (e.g., SKU, Category) and supply chain (e.g., Store, Distribution Centre), although depending on the retailer more secondary levels may be relevant.…”
Section: Retail Forecastingmentioning
confidence: 99%
“…For the medium to large retailer, forecasting at store level for product replenishment poses major problems which are extensively discussed in [3,34]. For retailers the problem falls naturally into a hierarchical structure mapped on three dimensions: time (e.g., day, week), product (e.g., SKU, Category) and supply chain (e.g., Store, Distribution Centre), although depending on the retailer more secondary levels may be relevant.…”
Section: Retail Forecastingmentioning
confidence: 99%
“…Similarly, Quiñones-Rivera et al [4] found that, in the context of the manufacturing of electrical products in Colombia, it is difficult for companies to adequately forecast demand due to its volatility and its dependence on various non-linear exogenous factors. Fildes et al [5] found that due to the rise of electronic commerce, demand forecasting in the retail sector faces, on the one hand, the need to model the complex competition and complementarity of online sales in an increasingly omnichannel context and, on the other hand, the challenge of foreseeing the impact of sectoral and global crises such as those experienced, for example, with the COVID 19 pandemic. Along the same lines, Viverit et al [6], points out that the aforementioned pandemic has had short and long-term consequences on the hotel industry, plunging it into an unprecedented situation where its historical demand has lost its value, making forecasting activities very complex.…”
Section: Introductionmentioning
confidence: 99%