In other words, the forecast must be explicit, have a stated purpose, include the forecast assumptions, and state its planned use for decision making. These shortcomings highlight some of the practical managerial concerns about forecasting. This study addresses the irrelevance and impoverishm shortcomings through focusing on how the forecast is used for resource decisions. Overcoming these shortcomings can reduce the cost of forecast errors on resource allocation decisions. Because of the importance of the forecast error on resource allocation decisions, managers constantly search to understand ``how'' forecasts are created; and ``why'' some forecasts are ``accurate enough'' to make resource decisions. The underlying rationale used by