FMCG businesses, which solution do you use for demand planning?  How long is your time frame for planning at a detailed (sku) level before you switch to higher level planning? Trying to find the right balance between enough information to buy materials and plan for capital equipment vs. effort of forecasting at a detailed level. I am based in a UK FMCG business. 

1- We are migrating to an AI enabled, statistical forecasting software – Logility
2- Currently plan the operational forecast at an item level, and every item is reviewed through a SIOP process monthly (~1500 SKU’s)
3- For our size/scope of business – forecasting at an item level is necessary to ensuring optimum supply strategies/ inventory levels
4- Planning Group Level (Brand/Formula/Size) level forecasting is done quarterly – for the strategic financial and operational management of the company. Capital planning is tied to this process.
5- Tightening our SIOP/Monthly item level forecasting has resulted in an ~45% reduction in inventory in 18 months

With in-depth expertise in FMCG manufacturing and having worked with multiple clients domestically and globally, I have some insights. 
1) Automate MDM where appropriate and leverage historical trends to focus the directional strategy.
2) JIT production versus make-to-stock in alignment with organizational strategy.
3) Have a mature S&OP, SIOP, and IBP.
4) Evaluate supplier and diversity management to perform a gap analysis to identify improvement opportunities.
4) Centralize spending, demand planning, and coordination for MRP and strategic sourcing when possible.
5) Implement market coordination with Financial targets and planned revenue growth.
6) Apply predictive analytics and scenario modeling or "what-if" analysis (digital twins) to anticipate intelligently disruptive models that impact forecasting.
7) Based on goals, planning horizons are typically two weeks, but most companies are migrating to a more 8 or 12-week planning horizon with data intelligence.
8) Implement connected KPIs and OKRs to measure success and inform strategic decision-making.

To this end, inputs from SMEs closest to the process should be solicited for input and recommendations to drive advancements in procedures and processes and to create buy-in for standardization. 

I sincerely hope that this helps to answer the question.

We are a Canadian Food Manufacturer with relatively low shelf life.  We use SAP IBP to drive our demand planning.  We manage two forecasting strategies: 1) one from the bottom-up, item-Customer level granularity and 2) one from the top-down, plant-asset level granularity.  We tend to leverage the bottoms-up forecast for the next 0-3 months while we leverage the top-down forecast for 4-24 months.  We run calibration between the two numbers in the 4-6 month horizon.