APICS資源主計(jì)劃(英文版)

MasterPlanningofResourcesSession5TheSalesandOperationsPlanningProcessMasterPlanningofResourcesSession1: TheBusinessPlanningProcessSession2: ForecastingDemandSession3: DemandManagementandCustomerServiceSession4: DistributionPlanningSession5: TheSalesandOperationsPlanningProcessSession6: TheMasterSchedulingProcessSession7: ManagingtheMasterSchedulingProcessSession8: MeasuringPerformanceandValidating

thePlan2SalesandOperationsPlanningBusinessplanningSalesandOperationsplanningMasterSchedulingResourceplanning3Session5ObjectivesDescribethesalesandoperationsplanningprocessanditsrelationshipwithinmasterplanningofresourcesExplaintheroleofvolumeandmixinthesalesandoperationsplanningprocessDescribethestepsinthesalesandoperationsplanningprocessDistinguishbetweenthetermssalesandoperationsplanningandproductionplanIdentifytheparticipantsandthedecision-makersinthesalesandoperationsplanningprocessDescribetheinputsandoutputsofthesalesandoperationsplanningprocessIdentifyanddescribeproductionstrategiesusedinsalesandoperationsplanningIdentifyandbrieflydescribethestepsintheresourceplanningprocess4SalesandOperationsPlanningRelationshipsMasterSchedulingDetailedScheduling&PlanningBusinessPlanningProductionPlanSource:AdaptedfromWallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.Sales&OperationsPlanningFORECASTING&DEMANDMANAGEMENTCAPA-CITYMANAGEMENTRESOURCEPLANNING5OrganizationswithSeparatePlansFinancialPlan

BusinessPlanProductionPlanBacklogPlanMarketingPlanSalesPlanHumanResourcePlanInventoryPlanEngineeringPlan6MasterPlanningofResources,ver.2.0–December2001AnIntegratedCompanywidePlanSalesPlanFinancialPlan

EngineeringPlanBacklogPlanBusinessPlanProductionPlanInventoryPlanMarketingPlanHumanResourcePlanSalesandOperationsPlanning7MasterPlanningofResources,ver.2.0–December2001TheBalancingActDemandSupplyDemandForecastsActualOrdersProductionOrdersPurchaseOrders8Source:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.ProductVolumeandMixVolumeThebigpictureHowmuch?RatesProductfamiliesPlannedwithinsalesandoperationsplanning MixThedetailsWhichones?OrdersIndividualproductsPlannedwithinmasterscheduling9Source:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.SalesandOperationsPlanning(S&OP)IsabusinessprocessKeepsdemandandsupplyinbalanceIsperformedattheaggregatelevelFocusesonproductvolume,notmixOccursonamonthlycycleDisplaysinformationinproductunitsandfinancialnumbers10TheMonthlyS&OPProcessRunsalesforecastreportsDemandplanningSupplyplanningPreS&OPmeetingExecutiveS&OPMeeting12345StatisticalforecastsFieldsalesworksheetsManagementforecastsFirstpassspreadsheetsCapacityconstraintsSecondpassspreadsheetsRecommendationsandAgendaforexec.S&OPSinglecompanywideplan11MasterPlanningofResources,ver.2.0–December20011.RunSalesForecastReportsGatherlastmonth’sdataGatherinformationforsalesandmarketingfornewforecastShareinformationwithappropriatepeopleSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.12MasterPlanningofResources,ver.2.0–December20012.DemandPlanningPhaseSalesandmarketingstaffreviewStep1informationGenerateaneworupdatedexistingforecastForecastincludesproductfamiliesForecastincludesanyproductlife-cyclechangesforthetimeframecoveredbyplanninghorizonSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.13MasterPlanningofResources,ver.2.0–December20013.SupplyPlanningPhaseOperationsstaffreviewStep2informationReviewcurrentoperationsplansforpossiblechangeIfchanges,thenoperationsplansshouldberevisedValidaterevisedoperationsplansusingresourceplanningSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.14MasterPlanningofResources,ver.2.0–December2001Source:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.4.Pre-S&OPMeetingObjectivesMakedecisionsregardingbalancingsupplyanddemandResolveproblemsanddifferences—onesetofrecommendationsIdentifyareaswhereagreementcannotbereachedandproposealternativeplansDevelopscenariosforalternativeplanstosolveproblems15MasterPlanningofResources,ver.2.0–December20014.Pre-S&OPMeeting(cont.)Representativesinclude:SalesandmarketingProductdevelopmentFinanceOperationsProductmanagerFamily-by-familyreviewCheckforresourceconstraintsReviewactualvsplannedperformanceReviewinventory/backlogplansSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.16MasterPlanningofResources,ver.2.0–December20014.Pre-S&OPMeeting(cont.)Outputincludes:UpdatedfinancialplanRecommendedactionforeachproductfamilyNewproductintroductionplansRecommendationsforchangesinresourcesAreasofdisagreementwithalternativeplansandimpactstatementsRecommendedchangestodemandandsupplystrategiesAgendaforexecutiveS&OPmeetingSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.17MasterPlanningofResources,ver.2.0–December20015.ExecutiveS&OPMeetingObjectives:Makedecisionsoneachproductfamily,acceptPre-S&OPteamrecommendationsoralternativesAuthorizeproductionorprocurementchangesCompareproductionplanstobusinessplanandmakerequiredadjustmentsMakedecisionswherenoagreementonPre-S&OPteamReviewbusinesskeyperformanceindicatorswhereperformancewaslessthanplannedSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.18MasterPlanningofResources,ver.2.0–December20015.ExecutiveS&OPMeeting(cont.)Output:MeetingminutesSummaryofdecisionsmadeSummarizedactionplanwithduedatesandresponsibilitiesAuthorizedcompanygameplanCompleteproductionplanforeachproductfamilySource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.19MasterPlanningofResources,ver.2.0–December2001BenefitsofS&OPSalesandOperationsPlanningprovides:MoreeffectiveuseofERPsystemsOperationalplansconsistentwiththebusinessplanAtoolformanagingadynamicbusinessonaregularbasisAbilitytoestablishtargetsandmeasureperformanceAformalprocesstosettargetsandmeasureprogresstowardimprovedperformanceIncreasedteamworkandcollaborativeskills20S&OPConsiderationsProductfamiliesUnitsofmeasurePlanninghorizonDataelementresponsibilityPlanningprocessParticipationatmeetingsInformationneededformeetingsMeetingmanagementResourcevalidationPerformancemeasurementApprovalprocessWhowillapprovetheproductionplan21WhoBringsWhattotheTable?MarketingProductDevelopmentProductDemandCapitalMPSandSupplierConstraintsBusinessPlanWorkforceAvailabilitySource:Launchbury,KeithJ.PrinciplesofPlanningOmeric,1999.FinanceMaterialsOperationsHumanResourcesEngineeringManagementCapacity22ProductFamiliesRepresenthowtheproductorserviceispresentedtothemarketLogicalgroupingsbasedonsimilarsalesandmanufacturingrequirementsShouldbemeaningfulintermsofvolumeofsalesgeneratedIdeallyshouldbenomorethan6-12productfamiliesperbusinessunitSource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.23Product/ServiceHierarchyStockKeepingUnit(SKU)PackageSizeModel/BrandProductSubfamilyProductFamilyBusinessUnitTotalCompanySource:Wallace,TomF.SalesandOperationsPlanning,AHow-ToGuide,T.F.Wallace&Co.1999.24InputstoS&OPInput

ResponsibilityProjecteddemand MarketingMarketintelligence MarketingActualsales SalesCapacityinformation ManufacturingManagementtargets ManagementFinancialrequirements FinanceNewproductinformation R&DNewprocessinformation ProcessengineeringWorkforceavailability Humanresources25S&OPOutputsOutputSalesplanProductionplanInventoryplanBacklogplanFinancialplanProduct&processdevelopmentplanWorkforceplan ResponsibilityMarketingandsalesManufacturingMaterialsmanagementCustomerserviceFinanceEngineering Humanresources26LevelScheduleStrategy27ChaseStrategyProduceonlywhatyousellProduceproductsorservicejust-in-timeIftherearenosales—donotproduce28ChaseStrategy29Combination/HybridStrategyAbalancebetweenlevelandchaseCouldbeamixtureofbothapproachesForexample,aproduceroficecreamhastwoproductionlevels,oneshiftperdayduringtheslowseason,twoshiftsperdayduringthebusyseason30Combination/HybridStrategy31Make-to-StockandMake-to-OrderMTSSalesforecastsareenteredfor

make-to-stockproductsDifferencesbetweensupply

anddemandresultinchanges

ininventorylevelMTOCustomerordersareentered

formake-to-orderproductsDifferencesbetweensupply

anddemandresultinchanges

inbackloglevel32MTSS&OPGrid

SalesPlan 20 40 60 80 120 190 240 140 80 40 90 120 30 50ActualSales 23 35 47CumulativeDiff. +3 -2 -15ProductionPlan 80 80 100Difference +3 -5 -13ActualProduction 70 80 90Difference -10 0 -10CumulativeDiff. -10 -10 -20InventoryPlan20 80 120 160ActualInventory20 67 112 155Difference

-13 -8 -5PastFuturePresentProductFamilyA D J F M A M J J A S O N D J33MTSS&OPExercise—Solution

SalesPlan 20 40 60 80 120 190 240 140 80 40 90 120 30 50ActualSales 23 35 47CumulativeDiff. +3 -2 -15ProductionPlan 80 80 100 100 120 140 140 140 120 100 80 60 40 40Difference +3 -5 -13ActualProduction 70 80 90Difference -10 0 -10CumulativeDiff. -10 -10 -20InventoryPlan20 80 120 160 175 175 125 25 25 65 125 115 55 65 55ActualInventory20 67 112 155Difference

-13 -8 -5PastFuturePresentProductFamilyA D J F M A M J J A S O N D J34SettingInventoryTargetLevelsManagementcansetinventorytargetsbyproductfamilyinthesalesandoperationsplanningprocesssuchas:MaximuminventoryMinimuminventoryInventoryturnsDaysofcoverage5-35MTOS&OPExample

SalesPlan 2 4 6 8 12 19 21 14 8 4 9 10 3 5ActualSales 3 5 7CumulativeDiff. +1 +2 +3ProductionPlan 8 8 10 8 12 19 21 14 8 4 9 10 3 5Difference 1 1 1ActualProduction 7 8 9Difference -1 0 -1CumulativeDiff. -1 -1 -2BacklogPlan20 14 10 6 11 11 11 11 11 11 11 11 11 11 11ActualBacklog20 16 13 11Difference

+2 +3 +5PastFuturePresentProductFamilyB D J F M A M J J A S O N D J36Source:Cox,JamesF.III,Ph.D.andJohnH.BlackstoneJr.,APICSDictionary,NinthEdition(1998).BacklogversusBackorderBacklogisallcustomerordersreceivedbutnotyetshippedBackorderisapastduecustomerorderorcommitmentBacklogincludesbackordersManycompaniesconfusethetwotermsBackloghasafuturedeliverydateAbackordermustbereplanned37SettingBacklogTargetLevelsManagementcansettargetbackloglevelsbyproductfamilyinthesalesandoperationsplanningprocess,suchas:maximumbacklogminimumbacklogplannedordertimesmaximumcustomerwaitingtime38Anythingthataddsvaluetoaproductorserviceinitscreation,production,ordeliveryWhatIsaResource?39ResourcePlanningTheprocessofestablishing,measuring,andadjustinglevelsoflong-rangecapacityBasedontheproductionplanAddressesthoseresourcesthattakelongperiodsoftimetoacquire,orarecostlyordifficulttoaddRequirestopmanagementapproval40TheResourcePlan