第八章供应链的综合计划

PowerPointpresentationtoaccompanyChopraandMeindlSupplyChainManagement,5e1-1Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.1-1Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.1-1Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.8-1Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.8AggregatePlanninginaSupplyChain8-2Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.LearningObjectives1.Identifythedecisionsthatarebestsolvedbyaggregateplanning.2.Understandtheimportanceofaggregateplanningasasupplychainactivity.3.Describetheinformationneededtoproduceanaggregateplan.4.Explainthebasictrade-offstoconsiderwhencreatinganaggregateplan.5.FormulateandsolvebasicaggregateplanningproblemsusingMicrosoftExcel.8-3Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.RoleofAggregatePlanninginaSupplyChain•Capacityhasacostandleadtimesareoftenlong•Aggregateplanning:–processbywhichacompanydetermineslevelsofcapacity,production,subcontracting,inventory,stockouts,andpricingoveraspecifiedtimehorizon–goalistomaximizeprofit–decisionsmadeataproductfamily(notSKU)level–timeframeof3to18months–howcanafirmbestusethefacilitiesithas?8-4Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.RoleofAggregatePlanninginaSupplyChain•Specifyoperationalparametersoverthetimehorizon–Productionrate–Subcontracting–Workforce–Backlog–Overtime–Inventoryonhand–Machinecapacitylevel•Allsupplychainstagesshouldworktogetheronanaggregateplanthatwilloptimizesupplychainperformance8-5Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.TheAggregatePlanningProblem•Giventhedemandforecastforeachperiodintheplanninghorizon,determinetheproductionlevel,inventorylevel,andthecapacitylevelforeachperiodthatmaximizesthefirm’s(supplychain’s)profitovertheplanninghorizon•Specifytheplanninghorizon(typically3-18months)•Specifythedurationofeachperiod•Specifykeyinformationrequiredtodevelopanaggregateplan8-6Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.InformationNeededforanAggregatePlan•AggregatedemandforecastFtforeachPeriodtoverTperiods•Productioncosts–Laborcosts,regulartime($/hr)andovertime($/hr)–Subcontractingcosts($/hror$/unit)–Costofchangingcapacity–hiringorlayoff($/worker),addingorreducingmachinecapacity($/machine)•Labor/machinehoursrequiredperunit•Inventoryholdingcost($/unit/period)•Stockoutorbacklogcost($/unit/period)•Constraints–overtime,layoffs,capitalavailable,stockouts,backlogs,fromsuppliers8-7Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.OutputsofAggregatePlan•Productionquantityfromregulartime,overtime,andsubcontractedtime•Inventoryheld•Backlog/stockoutquantity•Machinecapacityincrease/decrease•Apooraggregateplancanresultinlostsales,lostprofits,excessinventory,orexcesscapacity8-8Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.IdentifyingAggregateUnitsofProduction•Aggregateunitshouldbeidentifiedinawaythattheresultingproductionschedulecanbeaccomplishedinpractice•Focusonthebottleneckswhenselectingtheaggregateunitandidentifyingcapacityandproductiontimes•Accountforactivitiessuchassetupsandmaintenance8-9Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.RedTomatoToolsFamilyMaterialCost/Unit($)Revenue/Unit($)SetupTime/Batch(hour)AverageBatchSizeProductionTime/Unit(hour)NetProductionTime/Unit(hour)PercentageShareofUnitsSoldA15548505.605.7610B73061503.003.0425C93981003.803.8820D124910504.805.0010E93661003.603.6620F13485754.304.3715Table8-18-10Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.RedTomatoTools•WeightedaverageapproachMaterialcostperaggregateunit=15x0.10+7x0.25+9x0.20+12x0.10+9x0.20+13x0.15=$10•SimilarlyRevenueperaggregateunit=$40Netproductiontimeperaggregateunit=4.00hours8-11Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.AggregatePlanningStrategies•Trade-offbetweencapacity,inventory,backlog/lostsales•Chasestrategy–usingcapacityasthelever•Timeflexibilityfromworkforceorcapacitystrategy–usingutilizationasthelever•Levelstrategy–usinginventoryasthelever•Tailoredorhybridstrategy–acombinationofstrategies8-12Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.ChaseStrategy•Varymachinecapacityorhireandlayoffworkersasdemandvaries•Oftendifficulttovarycapacityandworkforceonshortnotice•Expensiveifcostofvaryingcapacityishigh•Negativeeffectonworkforcemorale•Resultsinlowlevelsofinventory•Usedwheninventoryholdingcostsarehighandcostsofchangingcapacityarelow8-13Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.TimeFlexibilityStrategy•Useexcessmachinecapacity•Workforcestable,numberofhoursworkedvaries•Useovertimeoraflexibleworkschedule•Flexibleworkforce,avoidsmoraleproblems•Lowlevelsofinventory,lowerutilization•Usedwheninventoryholdingcostsarehighandcapacityisrelativelyinexpensive8-14Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall.LevelStrategy•Stablemachinecapacityandworkforcelevels,constantoutputrate•Inven