Tài liệu tiếng Anh thương mại Chap006 Integrated operations planning

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McGraw-Hill/Irwin
CHAPTER 6: Integrated Operations
Planning
CHAPTER 6: Integrated Operations
Planning
6-2
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Supply chain planning
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Supply chain planning applications
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Sales and operations planning
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APS system overview
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Collaborative planning, forecasting and
replenishment
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Forecasting
Overview of integrated operations planning
6-3
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Demand planning responsiveness
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Customer relationship collaboration
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Order fulfillment/service delivery
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Manufacturing customization
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Supplier relationship collaboration
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Life-cycle support
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Reverse logistics
Supply chain planning requires coordination of key processes
6-4
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Supply chain visibility is the ability to track
inventory and resources
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Information about available resources is
effectively evaluated and managed
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Requires exception management of potential
problems as they are identified
Factors that drive effective planning
6-5
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Simultaneous resource consideration is the
ability to include demand, capacity, material
requirements, and constraints in defining
alternatives
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Enables identification of trade-offs that can
increase functional costs, but lower total system
costs
Factors that drive effective planning
6-6
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Resource utilization is a coordinated
approach to making functional resource trade-
offs
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Considers service requirements while
minimizing combined supply chain resources
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Critical capability when firms emphasize overall
asset utilization
Factors that drive effective planning
6-7
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Common software applications for most planning environments include
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Demand planning
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Production planning
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Logistics planning
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These applications can be sourced from the following options
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Custom developed for the organization
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Packaged solutions contained in a larger supply chain management system
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Modules within an ERP system
Supply chain planning applications overview
6-8
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Demand management system is the information technology component of the sales and operations planning (S&OP)
process
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Demand management develops the forecasts used by other supply chain processes to anticipate sales levels
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Demand management processes must integrate
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Historical forecasts
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Promotional plans
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Pricing changes
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New product introductions
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Forecasts are then used to determine production and inventory requirements
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Must maintain forecast data consistency across multiple products and warehouse facilities
Demand planning
6-9
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Production planning uses requirements from demand management to develop a realistic manufacturing plan
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Must integrate with manufacturing resources and constraints
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Requirements plan defines what items are needed and when
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Production planning systems match the requirements plan with the production constraints
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Limitations include facility, equipment and labor availability

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Effective planning creates a time-sequenced plan to manufacture the correct items in a timely manner while operating
within constraints
Production planning
6-10
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Logistics planning integrates overall movement demand, vehicle availability, and relevant movement
cost into a decision support system that seeks to minimize overall freight expense
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Analysis suggests ways freight can be shifted among carriers or consolidated to lower expenses
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Overcomes these problems resulting from individual perspectives
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Limited economies of scale
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Limited information sharing
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Excessive transportation expense
Logistics planning
6-11
+ Forecasts (sales, marketing input, histories, accounts)
+ Customer orders (current orders, future committed orders, contracts)
+ Promotions (promotion, advertising plans)
= Period demand
- Inventory-on-hand
- Planned receipts
= Period logistics requirements
Figure 6.1
Logistics requirements
6-12

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Sales & operations planning is an integrated combination of
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Information systems (financial, marketing and supply chain planning)
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Organizational processes
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Personal responsibility and accountability
Sales & operations planning (S&OP)
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Using this S&OP combination, the operations and
sales groups must overcome conflicts to develop
consensus and then execute their collaborative plans
6-13
Traditional conflicts between sales and operations groups must be resolved to reach
consensus
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Second level
Third level
Fourth level
Fifth level
Figure 6.2 Planning Process Conflicts
6-14
An overview of the S&OP process illustrating 5 major plans to be integrated
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Second level
Third level
Fourth level
Fifth level
Figure 6.2 S&OP Process

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1
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5
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6-15
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Functional leadership from all key operating areas must be committed to the S&OP
process and be responsible for achieving success
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Tie manager’s compensation to successful S&OP performance
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Include regular involvement and accountability at the general management level
Making S&OP work in an organization requires senior leadership
involvement
6-16
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Executing the process every month
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Process ownership and clarity of roles and responsibilities
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Organizational commitment to achieving high forecast accuracy
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Focus should be on the next 3 to 12 months
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One integrated plan that integrates the actions of the entire organization
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Senior management decision making
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Measuring end-to-end supply chain performance
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S&OP forecast versus operating plan or budget
8 keys to successful S&OP implementation from Table 6.1
6-17
Figure 6.4
APS framework
Period 1
Period 2
Period 3
6-18
Table 6.2
Sample APS planning situation
6-19
Figures 6.5
APS system components
Requirements
Optimization
Demand Management
ERP/Legacy System
Resource Allocation
Resource Management
6-20
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Facilitates more effective planning with shorter cycle times.
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Offer capability to consider the extended supply chain and make appropriate trade-offs to
achieve optimal performance.
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More effective and responsive planning allows a more level assignment of resources for
existing sourcing, production, storage, and transportation capacity.
Supply chain planning benefits
6-21
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Greater integration with enterprise financial plans.
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Increased inclusion of strategic initiatives and activities.
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Improved simulation and modeling of alternatives.
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Easier translation between aggregate and detailed planning levels.
Benefits of integrated business planning
6-22
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CPFR coordinates the requirements planning process between supply chain partners for
demand creation and demand fulfillment activities
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Process initiated by the consumer products industry
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Developed to reduce unplanned and uncoordinated events that distort the smooth flow of
product throughout the supply chain
Collaborative planning, forecasting and replenishment (CPFR)
6-23
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Develop a joint business plan
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Create a joint calendar to determine product flow
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Create a common sales forecast based on shared knowledge of each trading partner’s plan
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Share common forecast between retailer and suppliers
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Use an iterative process to share the forecast and requirements plan
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Use the common sales forecast to develop
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Production plan
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Replenishment plan
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Shipment plan
CPFR process steps
6-24
Basic relationships for CPFR illustrated in a retail situation
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Second level
Third level
Fourth level
Fifth level
Figure 6.6 CPFR in the Retail Information Technology Environment
6-25
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Forecast is the specific definition of what is projected
to be sold, when and where
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Forecasting is a critical capability

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Many logistics and supply chain activities must be
completed in anticipation of a sale
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Forecasting approaches to achieve enhanced service
or reduced inventory
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Improve forecast accuracy
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Forecast at a higher level of aggregation
Forecasting