Stephen Smitley

Demand can change in an instant. A flash promotion takes off faster than expected. An influencer post sends a niche SKU into the stratosphere. A heat wave flips seasonal demand on its head. And suddenly, your forecast—carefully crafted weeks ago—feels like yesterday’s weather report. This is where demand signal management earns its keep. Instead of reacting too late or overreacting too early, it helps supply chain teams interpret what’s really happening and respond with confidence. For retailers and consumer brands navigating constant demand volatility, it’s the difference between chasing noise and acting on insight.   The problem: demand forecasts lag reality Traditional forecasting has a fundamental challenge: timing. Forecasts are built on historical patterns and planning cadences that move at a measured pace, but demand levels today won’t wait for the next planning cycle. Modern demand shocks often arrive without warning: a promotional discount goes viral, a competitor runs out of stock, weather drives sudden regional swings, or a trend outpaces merchandising plans. In these moments, planners face a familiar tension. React too slowly, and shelves go empty. React too aggressively, and you’re stuck with excess inventory once the spike fades.   What demand signals are (and what they aren’t)…

A Shift in the Narrative for 2026 In a recent conversation, Scott Luton spoke with Mark Gilham, Vice President & Head of Global Advisory at Enable, about what supply chain and commercial leaders should expect from the year ahead. While many annual outlooks attempt to forecast the next major disruption, Gilham offered a different lens: 2026 may become the “year of no excuses.” After years defined by a global pandemic, inflationary shocks, geopolitical instability, supply shortages, and the rapid rise of AI, organizations have already endured extraordinary volatility. Businesses not only survived, but in many cases adapted and grew. According to Gilham, that reality weakens the argument that disruption alone explains underperformance. Disruption is not disappearing, he cautioned, but leaders can only lean on it for so long.   Why a Calmer Year Raises the Bar Gilham argued that if external conditions stabilize even slightly, the pressure on leadership actually increases. A less chaotic environment removes convenient explanations and shines a brighter light on internal shortcomings. Process gaps, misaligned incentives, and execution failures become harder to ignore when the world is not on fire. Rather than waiting for certainty, Gilham believes leaders should act decisively. This does not mean radical…