Forecasting was undertaken at a regional level with approximately 120 users striving for different goals and using different methods. Part of the explanation for this was that IKEA 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.