Forecasting has been done on a regional level with approximately 120 users striving for
different goals and using different methods. Part of the explanation for this is
that IKEA has lacked a common and structured tactical planning of demand
and replenishment. In terms of capacity planning, all different parts of the
supply chain (stores, warehouses, regions, etc.) tried to optimize their own
part of the supply chain, leading to a set of imbalanced supply plans with a
low and unstable total throughput with long replenishment times for the supply
chain as a whole.