In recent times there has been a change of emphasis in business forecasting. The shift has been away from the technical and statistical aspects. More thought is now being given to the way in which techniques are used and the context in which they are applied. This article is the first in a series of two which deal with these issues. It describes the role of the manager in forecasting. In particular, it discusses the tasks in designing and planning a forecasting system which are the key to its success and which fall within a manager's responsibility. The second article is concerned with the link between forecasts and the decisions they support.
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