Forecast overrides are a governance problem, not only a forecasting problem

Alain Matar argues that unexplained human overrides create an invisible demand-planning cost. He reports that, in a previous role, 40% of overrides reduced forecast accuracy and that override performance improved after Forecast Value Add became part of the monthly review process.

The figures should remain attributed to his specific experience. The transferable practice is to retain the statistical baseline, record the person and rationale behind each override, evaluate its outcome and use coaching rather than retrospective blame.