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Tài liệu tiếng Anh thương mại Chap006 Integrated operations planning
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER 6: Integrated Operations Planning CHAPTER 6: Integrated Operations Planning 6-2 • Supply chain planning • Supply chain planning applications • Sales and operations planning • APS system overview • Collaborative planning, forecasting and replenishment • Forecasting Overview of integrated operations planning 6-3 • Demand planning responsiveness • Customer relationship collaboration • Order fulfillment/service delivery • Manufacturing customization • Supplier relationship collaboration • Life-cycle support • Reverse logistics Supply chain planning requires coordination of key processes 6-4 • Supply chain visibility is the ability to track inventory and resources – Information about available resources is effectively evaluated and managed – Requires exception management of potential problems as they are identified Factors that drive effective planning 6-5 • Simultaneous resource consideration is the ability to include demand, capacity, material requirements, and constraints in defining alternatives – Enables identification of trade-offs that can increase functional costs, but lower total system costs Factors that drive effective planning 6-6 • Resource utilization is a coordinated approach to making functional resource trade- offs – Considers service requirements while minimizing combined supply chain resources – Critical capability when firms emphasize overall asset utilization Factors that drive effective planning 6-7 • Common software applications for most planning environments include – Demand planning – Production planning – Logistics planning • These applications can be sourced from the following options – Custom developed for the organization – Packaged solutions contained in a larger supply chain management system – Modules within an ERP system Supply chain planning applications overview 6-8 • Demand management system is the information technology component of the sales and operations planning (S&OP) process • Demand management develops the forecasts used by other supply chain processes to anticipate sales levels – Demand management processes must integrate • Historical forecasts • Promotional plans • Pricing changes • New product introductions • Forecasts are then used to determine production and inventory requirements • Must maintain forecast data consistency across multiple products and warehouse facilities Demand planning 6-9 • Production planning uses requirements from demand management to develop a realistic manufacturing plan – Must integrate with manufacturing resources and constraints • Requirements plan defines what items are needed and when • Production planning systems match the requirements plan with the production constraints – Limitations include facility, equipment and labor availability • Effective planning creates a time-sequenced plan to manufacture the correct items in a timely manner while operating within constraints Production planning 6-10 • Logistics planning integrates overall movement demand, vehicle availability, and relevant movement cost into a decision support system that seeks to minimize overall freight expense – Analysis suggests ways freight can be shifted among carriers or consolidated to lower expenses • Overcomes these problems resulting from individual perspectives – Limited economies of scale – Limited information sharing – Excessive transportation expense Logistics planning [...]... Inventory-on-hand - Planned receipts = Period logistics requirements 6-11 Sales & operations planning (S&OP) • Sales & operations planning is an integrated combination of – – – • Information systems (financial, marketing and supply chain planning) Organizational processes Personal responsibility and accountability Using this S&OP combination, the operations and sales groups must overcome conflicts to develop consensus... chain planning benefits • • Facilitates more effective planning with shorter cycle times Offer capability to consider the extended supply chain and make appropriate trade-offs to achieve optimal performance • More effective and responsive planning allows a more level assignment of resources for existing sourcing, production, storage, and transportation capacity 6-20 Benefits of integrated business planning. .. execute their collaborative plans 6-12 Traditional conflicts between sales and operations groups must be resolved to reach consensus Click to edit Master text styles Second level Third level Fourth level Fifth level Figure 6.2 Planning Process Conflicts 6-13 An overview of the S&OP process illustrating 5 major plans to be integrated 11 Click to edit Master text styles Second level Third level Fourth... inclusion of strategic initiatives and activities Improved simulation and modeling of alternatives Easier translation between aggregate and detailed planning levels 6-21 Collaborative planning, forecasting and replenishment (CPFR) • CPFR coordinates the requirements planning process between supply chain partners for demand creation and demand fulfillment activities – Process initiated by the consumer products... forecast accuracy Focus should be on the next 3 to 12 months One integrated plan that integrates the actions of the entire organization Senior management decision making Measuring end-to-end supply chain performance S&OP forecast versus operating plan or budget 6-16 Figure 6.4 APS framework Period 1 Period 2 Period 3 6-17 Table 6.2 Sample APS planning situation 6-18 Figures 6.5 APS system components Requirements... levels and more product variations with – A management focus to reduce supply chain assets 6-27 Logistics forecasts are necessary to • Support collaborative planning – – • Common goals are needed to develop effective operating plans Drive requirements planning to determine – – – • Collaborative forecasts help avoid inventory excesses and out-of-stock situations Inventory projections Replenishment requirements... requires integrated and consistent combination of components • Faulty communications are costly for supply chains – • • Seek to reduce forecast inconsistency across multiple members of the supply chain Efforts to perfect a single component do not overcome need for other components Process design should consider strengths and weaknesses of each individual component – Design for optimal performance of integrated. .. Second level Third level Fourth level Fifth level Figure 6.7 Forecast Management Process 6-31 Description of forecast management process components • Forecast database must include timely historical and planning information – – • E.g., Open orders, demand history, marketing tactics, economy, competitor actions Technique is the computational method used to combine model components into a forecast quantity . reserved. McGraw-Hill/Irwin CHAPTER 6: Integrated Operations Planning CHAPTER 6: Integrated Operations Planning 6-2 • Supply chain planning • Supply chain planning applications • Sales and operations planning • APS. planning • APS system overview • Collaborative planning, forecasting and replenishment • Forecasting Overview of integrated operations planning 6-3 • Demand planning responsiveness • Customer relationship. utilization Factors that drive effective planning 6-7 • Common software applications for most planning environments include – Demand planning – Production planning – Logistics planning • These applications