Prediction is only the beginning of a decision.
A forecast estimates what may happen. A decision model compares what you can do under real constraints.
Separate uncertainty from choice
A demand forecast does not tell a planner how much to order. That choice also depends on lead times, minimum order quantities, service commitments and the cost of holding stock. Begin by stating the action a team must take and the constraints that make it difficult. Forecast accuracy is one input; it is not the business objective by itself.
Compare feasible alternatives
Use scenarios to expose the cost of being wrong in either direction. Compare policies against the same constraints and objectives, and retain the assumptions behind each recommendation. An explanation should identify which resource or commitment limits the result, rather than merely provide a fluent summary of a number.
Measure the decision, not just the model
Validate recommendations alongside existing planning before changing execution. Measure service, margin, inventory and exceptions against an agreed baseline. Keep prediction error as a diagnostic, but judge the engagement by the quality and consequences of the operational decisions it supports.