i2 aps培訓(xùn)高級計劃排成

1、ntu eb&scm class1 advanced planning and scheduling references errington, “aps - a powerful emerging technology,” 1997 i2 technology product information adexa product information i2 fp training materials ntu eb&scm class2 outline introduction to aps implementation of aps aps solutions example of aps

2、planning engine - fp ntu eb&scm class3 traditional divided process prod./res. planning m. sched. rccp mrp crp detailed scheduling masterexecution drp demand mangmt. distribution mps demand ntu eb&scm class4 divisions of the complex problem division by planning time horizon long-term/strategic, mediu

3、m-term/tactical, and short- term/operational division by different constraint concerns material constraint / capacity constraint manufacturing constraint / distribution constraint division by different detail levels master production scheduling / detailed scheduling strategic capacity planning / det

4、ailed resource planning demand promising / due date quote ntu eb&scm class5 deficiencies of the traditional process divisions to simplify the software complexity is minimized by breaking up the problem local optimums do not sum up to a global optimum burden is shifted to human planner divisions lead

5、 to iteration only part of the whole problem is considered by each planning tool plan results and problems are propagated among tools iteration is needed to achieve a better plan quality manual iteration is impractical manual effect analyses of changes made manual judgement to make changes ntu eb&sc

6、m class6 drivers of new planning system computing power has changed hardware capability has advanced dramatically software design has advanced significantly friendly user graphical interfaces planning problem has changed 1980s competitive drivers - tqm and jit 1990s competitive drivers - responsiven

7、ess and flexibility accurate, real-time, dynamic planning capabilities required planning process must change bpr/toc enhancing the competitiveness instead of automating the business process ntu eb&scm class7 supply chain optimization / foundation of eb: advanced planning and scheduling (aps) is a re

8、design of the overall planning process that integrates the process across several dimensions addresses the whole planning problem directly, rather than dealing with small parts of the problem separately ntu eb&scm class8 concurrent planning customer due dates planning engine demand forecast / custom

9、er orders available production capacity raw materials procurement / supplier lead times inventory levels resources distribution/ warehouse routing optimal plan ntu eb&scm class9 integrated planning yesterdays plan todays plan yesterday today near-term long-term ntu eb&scm class1 0 the integration of

10、 aps integrating master and execution planning integrating material and capacity integrating manual and automated planning making order promising dynamic and real-time ntu eb&scm class1 1 what is new in the aps memory-based processing and advanced algorithms to compute sophisticated production and d

11、istribution plans that consider multiple constraints synchronize constrained resources and materials flow to a detailed level quick re-plans by including the latest information rule-based logic allows users to capture their business and production strategies and priority “what-if” analysis to suppor

12、t decision making process ntu eb&scm class1 2 focuses of aps supply chain planning include some features of mrpii & erp develop plan for multiple facilities, suppliers, and logistics goal: determine what to make and where to make, not individual operations multi-plant scheduling allocate order over

13、multiple facility and develop schedule plant scheduling develop detailed operation or job schedules consider both materials and components requirements ntu eb&scm class1 3 approaches of aps constraint-based planning: heuristic engine: rely on the forward and backward scheduling to balance orders aga

14、inst the resources theory of constraints engine: identify resource bottlenecks and then prioritize activities to minimize the bottlenecks simulation engine: model shop floor, process local heuristic scheduling rule, and generate statistical output about the flow through work centers knowledge-based

15、engine: use implicit rules about customer demand, work flow, resources, and constraints to balance incoming orders against delivery dates ntu eb&scm class1 4 approaches of aps (contd) optimizer engine: use mathematical programming and branching techniques to minimize scheduling and resource conflict

16、s in meeting individual customer orders network-based planning work from top-down starting from customer order schedule one customer order at a time, resolve materials and capacity issues concurrently on every operations ntu eb&scm class1 5 outline introduction to aps implementation of aps aps solut

17、ions example of aps planning engine - fp ntu eb&scm class1 6 selecting the software criteria: focus: distribution? manufacturing? type of industries? maturity and support feature: all key system constraints considered? integration: easy? seamless? technology: latest software technology used? platfor

18、m: flexible? price: % of revenue? best way: use a small, but representative, set of data including all the key elements, then ask vendors to create prototypes for demo ntu eb&scm class1 7 implementation of aps business reengineering (?) develop a model of manufacturing system using the constructs pr

19、ovided by the packages integrate with the existing systems and data cleaning customize including second-party reporting software, special rules, nonstandard feature train users and individuals for maintaining the system ntu eb&scm class1 8 interactions between erp/aps and mes shop floor schedule pro

20、duct demand bom / recipe / formula / drawing resource routing / process labor characteristics inventory status sop, health, work instructions order status / completions resource status / usage labor status usage material status / usage actual bom / recipe actual routing / process product traceabilit

21、y scrap / waste costing product definition process definition human resources standard operation procedure inventory management purchasing distribution production planning forecasting shop floor operation scheduling resource allocation production dispatching document control data collection / acquis

22、ition labor management wip status / traceability product tracking quality management performance analysis process management maintenance management erp/apsmes ntu eb&scm class1 9 issues of implementing aps solutions aps ready? sound enterprise information system required (not necessary an enormous e

23、rp system) aps solution is not a software package, its a way of doing business and its a universal way (everyone including your competitors). are your competitive advantage compromised by implementation of scp solutions? scp solution garbagegarbage ntu eb&scm class2 0 outline introduction to aps imp

24、lementation of aps aps solutions example of aps planning engine - fp ntu eb&scm class2 1 gartner: process industry gartner group : magic quadrant in oct.99 challengersleaders manugistics sct/fygri2 jd edwardlogility sap adexa aspen tech mercia lpa demand mgmt ability to execute as of 9/30/99 niche p

25、layersvisionaries completeness of vision ntu eb&scm class2 2 gartner: discrete industry gartner group : magic quadrant in oct.99 challengersleaders manugistics i2 edwardsjd web plan adexa mercia lpa demand mgmt as of 9/30/99 niche playersvisionaries completeness of vision logility aspen tech thru-pu

26、t stg peoplesoft baansynquest ability to execute ntu eb&scm class2 3 i2 tradematrix solutions overview design partners customers direct material suppliers indirect material suppliers logistics providers product development/engineering manufacturing marketing / sales / administration customer managem

27、ent supply chain planning procurement product development service management fulfillment ntu eb&scm class2 4 i2 tradematrix solutions for product development: design solution collaborated design and development for low cost, low risk and short time- to-market for procurement: buy solution efficient

28、sourcing, negotiation, collaboration and ordering for supply chain planning: plan solution efficient conversion of raw material into customer-ready product offerings for customer management: sell solution marketing, selling, customer collaboration, order processing and monitoring for order promising

29、 and logistics: fulfill solution intelligently commitments to customer order and requests for service planning and scheduling: service solution increase of customer satisfaction and revenue with minimum investment ntu eb&scm class2 5 i2 tradematrix plan solutions hours days weeks months year + tacti

30、cal buy make move sell store strategic business & network planning messaging and data integration supply chain & master planning demand planning/ inventory&sop planning manufacturing planning scheduling distribution/inventory planning transportation demand fulfillment configu ration command & contro

31、l strategicoperationalexecution ntu eb&scm class2 6 i2 tradematrix plan solution demand planning collaboration strategic planning - capacity expansion - network planning - inventory planning - capacity allocation factory planning master planning - demand/supply match - logistics optimization - alloc

32、ations management collaboration real time dispatching factory planning mes demand fulfillment - order promising - orders fulfillment - internet fulfillment - allocations mgmt. - forecast netting order entry customer management - ecommerce - econfig - emarketing - ecare - collaboration transition pla

33、nning portfolio planning long term forecast mes data constrained forecast demand plan request starts/outs actual starts lot due dates netted forecast capacity allocations allocations atp orders (new/changed) order status capacity plan transition triggers transition plans optimal portfolio ntu eb&scm

34、 class2 7 adexa icollaboration tm solution infomediary home consumer e-malls e-shops retail outlet home/business consumer business consumer direct channel oem mfg supplier oem supplier supplier supplier supplier mfg mfg raw matl supplier raw matl supplier raw matl supplier raw matl supplier raw matl

35、 supplier raw matl supplier raw matl supplier raw matl supplier mcp mcp rds mcp mcp rds mcp rds mcp mcp channel resellers aggregators metamediary channel intermediaries cdp csp gsp scp gra ntu eb&scm class2 8 adexa icollaboration suite cep - collaborative enterprise planner gra - global real-time at

36、p scp - supply chain planner mcp - material and capacity planner rds - reactive dynamic scheduler gsp - global strategic planner pdp - product development planner scc - supply chain controller supply chain execution enterprise resource planning product design management customer relationship managem

37、ent product configurator transaction systems business intelligence strategic operational single data model csp - collaborative supply planner cdp - collaborative demand planner ntu eb&scm class2 9 adexa supply chain solution customerssales site planning/ scheduling central planning demand planning d

38、emand entry scp order promising order execution mps demand promising order promising supply chain planning data warehouse ntu eb&scm class3 0 solution components of i2 and adexa functionalityi2adexa strategic planningallocation planner / profit optimizer gsp demand planningdpcdp demand promisingdf(a

39、atp/ctp)gra enterprise integrated planningmpscp manufacturing planningfpmcp/rds ntu eb&scm class3 1 strategic planning profit optimization - maximizing revenue while minimizing cost capacity expansion and allocation efficient capacity investment capacity balancing most profitable product mix distrib

40、ution network planning determination of subcontracting, sourcing, and other alternatives locations and capacity for distribution centers, plants, and other facilities based on projected demand “what-if” scenario simulation stochastic (monte carlo) simulation by i2 ntu eb&scm class3 2 issues of deman

41、d planning most unreliable info in planning activities: demand forecast bullwhip effect: fluctuation propagates and magnified through supply chain risk pooling: aggregating demand for less fluctuation of demand forecast but how? different perspectives of demand: customer, technology, sales region, e

42、tc uses of demand forecast: for material planning? or capacity allocation? ntu eb&scm class3 3 demand planning statistical forecast techniques are standard multi-dimensional “slice-and-die” analysis to provide different views for various divisions of the company: on-line analytic processing (olap) t

43、echnology ntu eb&scm class3 4 demand promising atp (available-to-promise) and ctp (capable-to-promise) access to delivery dates and order/quote status reservation of inventory and planned production for new orders distributed, global, real time can match supply and demand based on options can trigge

44、r re-plan at scp/mcp level ntu eb&scm class3 5 atp and aatp atp the uncommitted portion of inventory the end item supply that can be used to quote/promise/reschedule orders traditional atp practice (fcfs) low margin demand consume all available resources nothing available for emergency order or high

45、 priority customer aatp = allocated available to promise aatp is atp allocated by different demand perspectives aatp provides a mechanism to reserve supply allocation rules need to be defined by users ntu eb&scm class3 6 capable to promise (ctp ) extend the end item representation to include multipl

46、e levels of bom as modeled in mp provide a real time mechanism to promise order by searching end item raw material / wip considering capacity constraints alternate routings alternate parts alternate resources ntu eb&scm class3 7 enterprise integrated planning enterprise-wide planning simultaneous ma

47、terial, manufacturing, and distribution planning synchronizes planning for multiple plants and other facilities, dynamically managing inter-plant dependencies user-defined attributes and business rules integration with lower levels of planning. enterprise-wide “what-if” analysis synchronization with

48、 demand planning synchronization with demand promising ntu eb&scm class3 8 manufacturing planning plans for manufacturing operations subject to both material and capacity constraints mcp(materials and capacity planning) vs. fp(factory planner) mcp: balancing and scheduling fp: infinite capacity plan

49、ning(icp) and finite capacity planning(fcp) rds (reactive dynamic scheduling) vs. fp rds:continuous capacity profile, sequence dependent setups, batch resources, secondary resources fp: detailed scheduling ntu eb&scm class3 9 outline introduction to aps implementation of aps aps solutions example of

50、 aps planning engine - fp ntu eb&scm class4 0 fp - concept step -1run infinite capacity plan a. will identify material and capacity problems b. fix material problems step - 2run finite capacity plan - cao a. will attempt to fix capacity problems step - 3run advanced scheduler ntu eb&scm class4 1 fp

51、- planning flow construct manufacturing model icp fcp (cao) adv. schedule/finish to identify critical constrained resources to synchronize the flow ntu eb&scm class4 2 infinite capacity planning inventory assignment backward schedule forward schedule planned start time ntu eb&scm class4 3 inventory

52、assignment step 1: sort demand orders due date priority points (the more, the earlier) quantity (the smaller, the earlier) these factors can be considered in any order ntu eb&scm class4 4 inventory assignment - example demand orderdue datequantitypriority points order_39/13/971500 order_49/14/971001

53、00 order_29/14/97500 order_19/14/972500 ntu eb&scm class4 5 inventory assignment step 2: bom (bill of materials) explosion a b cd abcd part sequence ntu eb&scm class4 6 inventory assignment step 3: assign inventory iterate through part sequence and post demands assign inventory to each demand order

54、create manufacturing orders planned quantity = required quantity - total inventory - wip ntu eb&scm class4 7 inventory assignment - example part #dem and order dem and qty oh bal w ipmomo qty aorder_31502600 aorder_41001100 aorder_250100mfg140 aorder_125000mfg2250 ntu eb&scm class4 8 inventory assig

55、nment - example (contd) part #demand order demand qty oh bal wipmomo qty border_240450 border_125050mfg11245 ntu eb&scm class4 9 backward schedule definition : latest possible start time (lpst) the latest date a manufacturing task can begin and still complete on time calculation : lpst = due date -

56、(setup+run+cool down) each manufacturing task will have an lpst ntu eb&scm class5 0 example lpst lpst lpst order_1 due date = 3/15/95 table assembly table top legs backward scheduling table order_1-mfg00000 order_1-mfg00001 order_1-mfg00002 ntu eb&scm class5 1 forward schedule definition : earliest

57、possible start time (epst) the earliest date that a task may begin calculation : epst = max (server start date , material availability date) each task will have an epst ntu eb&scm class5 2 example epst epst epst completion date table assembly table top legs time propagation ntu eb&scm class5 3 plann

58、ed start time definition : planned start time (pst) is the expected start date that a task will begin taking into consideration material availability pst = max (epst , lpst) pst values may be overridden through the user interface ntu eb&scm class5 4 example lpst lpst table top table top legs pst, ep

59、st legs pst, epst table assy. lpst table assy. due date completion date pst, epst wip ntu eb&scm class5 5 finite capacity planning manual balancing increase capacity on overutilized resource if possible interactively move orders interactively done orders automated balancing constraint anchor optimiz

60、ation (cao) ntu eb&scm class5 6 cao - concept step - 1identify overloaded resources - capacity shortages step - 2pick an overloaded resource and balance by pulling - so the order is not late offloading - so the order is not late pushing - has no other way step - 3if balanced select the next overload