The client of an US internal forecasting organisation (IFO), which was part of the CFO organisation, dominated the entire forecasting process and used its budgetary power to constrain the role of the IFO. 1. The client viewed the IFO as a roadblock that slowed down the development of the forecasts. 2. The client used the IFO as a source of information about its competitors, industry benchmarks, and forecasting knowledge. 3. The vendor convinced the client that certain simulations and scenarios w...
BPIR Categories3.2.2 Develop product lifecycle &development timing target
2.4.2 Create and implement outsourcing strategy
5.2.2 Work with suppliers/outsourced contractors