To facilitate systematic and logical manpower planning and forecasting at the company level, precisely stated objectives should be developed which include elements of the following concepts: (1) What are the types and levels of skill for which forecasts should be prepared? (2) Are forecasts to be prepared for the whole organization or only part? (3) What degree of accuracy and detail is required? and (4) What is to be the length of the forecasting period? A discussion of forecasting current and future labor supply includes analysis of current labor resources, analysis of changes in the labor force, analysis of turn-over forecasting for replacements, effects of changes in conditions of work, and external supply factors. There are four methods to medium and long-term manpower forecasting at the company level. The first of these relies on the informed opinion of managers within the company. The second is based on the idea of projecting past trends in employment. In the third, the results of work-study exercises form the basis for forecasts. In the last and most difficult to apply, predictions are based on measures of labor productivity. A selected bibliography on manpower planning and forecasting at the company level is appended. (CH)