CSCP笔记—Module2上篇

此篇文章接上篇CSCP-Module 1: Supply Chain Design。

因教材本身目前是英文版，笔记同为英文版，偶尔穿插中文注释，及相对原教材的摘取删减。

Module 2: Supply Chain Planning & Execution

Section A: Procure and deliver goods and services

Chapter 1: components of DM(Demand Management)

1) DM is the art of synchronizing supply and demand plans

• Long-term demand--->long term forecasting, product development, capacity development

• Mid-term demand--->S &OP

• Short-term demand--->item level master scheduling

2) DM Process: balance demand & firm's output capabilities

• Planning demand

• Communicating demand

• Influencing demand

• Prioritizing demand

Topic1: Planning demand(18 months)

1) Demand plan inputs:

• Forecast/product & brand management/marketing/sales/business plan & strategy/assumptions used & level of uncertainty(assumptions should be documented, reviewed, challenged in monthly SOP)

• 用处：

• Demand in units/dollars

• Validation &control of plans of individual departments

Topic2: Communicating demand

1) Structure communication:

• An output of SOP process: the supply side uses the consensus numbers to perform master scheduling and supply planning

• Demand manager:

• An intermediary between supply and demand

• Communicate organization's supply and demand synchronization efforts

Topic3: Influencing demand

• PDCA: involve product & brand management, marketing, sales activities

Topic4: DM functional responsibilities /interfaces

• Product development & brand management: long term

• Marketing: interface with DM in mid and short term

• Sales: implement demand plan commitments regarding influencing or prioritizing demand

• Operations

Topic5: Link DM Components

• CPFR:

• Develop effective business process to synchronize SC operations across enterprise boundaries

• Challenges: increased cost, resistance to infor/data sharing, bridging internal functions

• DI: Distribution integration

• Quick-response programs(QRP)

• Imploy POS, EDI, may direct shipment from a factory to a retailer

• Can receive significant reductions in lead times

• Continuous replenishment(CR)--> Goal: lower associated cost, high inventory turnover

• Rely on sharing of POS data by retailer and supplier

• Supplier notified daily of actual sales/warehouse shipments and commitment to replenishment

• VMI

• Vendor: with access to customer's POS inventory data   

• Consignment:= vendor-owned inventory(VOI)

• Goal of VMI: the supplier to control ordering process

• VMI Measurements: bullwhip effect/inventory cost/stock-out/lead time 降低；on-time delivery/inventory turn升高

Chapter 2: Forecasting demand

• Forecast process

Chapter3: Demand prioritization

Topic1: demand prioritization policies and processes

1) Demand prioritization:

• Setting time fences

• Allocation of supply

• Need a clear prioritization policy and implement it using a structured process

• DM and prioritization policy

• Measures of customer service levels

• Represents SC's Roles in fulfilling marketing objectives

• Measures of basic customer service are fill rates, lead time, order status, monitoring, customer satisfication

Topic2: Time fences(Decision points)

Topic3: Allocation of supply

• Commitment decision point

Chapter4: Operations planning and control

Topic1:Strategic business master resource planning

Demandplan/Long-term fcst--input-->business plan--output-->budgets/projectedfinancial statements

Topic2: S&OP

1) S&OP Process

• Review performance(product review meeting)

• Provide demand-side professionals with vital infor. On which to base their assumptions

• Evaluating demand levels(demand planning)

• Review at product family level

• Close the gap between demand plan and business plan revenue goals

• 产生一个Updated medium-term demand plan (use as a basis for supply planning phase & financial reviews)

• Evaluating supply capability(supply planning)

• Reconciling demand, supply,  financial plans 

2) Implementing S&OP

• Getting buy-in on SOP's  coordinating functions: communication, one plan to unite all major functions, sales, operation finance

• Emphasizing each party's contributions to SOP

• Product, brand management, marketing, sales contributions

• Operations contributions

• Operations strategies:(eg. Level production strategy, chase production method, hybrid strategy)

• Supply-demand strategies:MTS(mass market strategy)/MTO/ETO/ATO

•  Building enthusiasm for SOP among SC managers

3) S&OP Benefits

• Link between business planning & tactics

• Opportunities to be proactive rather than reactive

• Definitive short-to-medium-term plan

• Unified, cross-functional plan and processes

• Bridge between customer value & supply chain efficiency

• Incentive to engage in continuous improvement

• S&OP会产生一个production plan based on product family level

Chapter 5: Master scheduling

Topic2: Materials & Inventory: (MRP & DRP)

• Offsetting: process of counting backward from a due date to accommodate lead time

• Pegging: as active where-used infor

• Reconciling JIT/Lean with MRP: small bucket or bucket less system/ balanced flow

• DRP

• 定义：the function of determining the need to replenish inventory at branch warehouses(即distribution centers)

• Logic: translate DC demand into forecasts for use in factory master scheduling

• Push system & pull system & hybrid system

Chapter6: Capacity management, planning and control

1) Resource planning: identify the number of labor hours required quarterly to meet operation goals (product family level)

• Resource profile

• Staging capacity investments: one-step lead strategy/stepwise lead strategy/stepwise      overlapping strategy

2) RCCP

• Review key resources and bottleneck areas(individual items level)

• Typically check bottlenecks, gateway work centers, critical suppliers

3) CRP

4) PAC

5) Measuring capacity

• Rated capacity= available time * utilization * efficiency

• Demonstrated capacity= output for n periods/n

• Demand pull: the triggering of material movement to a work center only when that work center is ready to begin next job.

• Kanban: idea is to keep lot sizes as small as possible to optimize use of space and labor

Chapter7: Inventory

Topic1: Inventory Basis

1) Types of inventory

• Raw material inventory

• WIP inventory

• FG inventory

• MRO(Maintenance/Repair/Operating Suppliers) inventory

• In-transit(distribution or pipeline) inventory (measured by average annual inventory in-transit, to reduce transit time)

2) Functions of Inventory

• Anticipation inventory

• Safety inventory(fluctuation inventory)

• Lot-size inventory or cycle stock ( for discounts)

• Hedge inventory (为了外界风险囤积库存)

• Buffer inventory (和约束理论TOL有关)

• Decoupling (allow supply & demand functions to operate at differing ,independent rates)

3) Inventory management (plan & control inventory)

• KPI

• reduction of inventory costs related to holding, ordering, transporting at various points of SC;

• Achievement of customer service targets related to quality, availability, on-time delivery of products and services

• Inventory policy

• 定义: a way of formlizing results of strategic inventory decisions

• Broad inventory management decisions: eg. Specify centralized or decentralized inventory planning /warehousing; frequency of communications; positioning strategy such as postponement

• Specific level inventory management decisions

• Specify rules for order qty. timing

• Amounts of specific items to purchase vs produce

• Factors when setting inventory policy

• Customer demand

• Planning horizon

• Replenishment lead time

• Product variability

• Inventory costs

• Customer service requirements

Topic2: Aggregate & Item inventorymanagement总体库存管理

1) Concerned with financial impact of inventories

2) ABC法：

• Based on monetary value of inventory

• ERP usually segregate ABC systems for the purpose of counting

• Using ABC as a policy may require using a different identification data field

3) Item inventory management

• Goal: to enable planners to translate strategic inventory goals into measurable results

• Implemented through inventory planning, control

Topic3: Inventory costs and accounting

1) Acquisition cost 购置成本(purchase price)

2) Landed cost

• Purchased inventory: sum of all direct costs(price, transportation, customs,      insurance)

• Internally sourced inventory: factory overhead costs, direct labor, direct materials

3) Carrying cost(holding cost) (15%-40%)

• Include all expenses involved in housing the inventory

• Storage costs

• Capital costs

• Risk costs

4) Ordering cost

• Effects of inventory on financial statements(balance sheet/income      statement/statement of cash flows)

Chapter 8: Inventory planning

Topic1: Inventory planning basics

1) Two major components

• Where to locate inventory

• Desired level of items at each selected locations

2) 备注：概念break-bulking散货warehouses

Topic2: Inventory control

1) Determine two things

• How much to order

• When(how often) to order

2) important considerations

• Determine order qty. (lot-for-lot/fixed order qty/EOQ)

• Determine ordering systems(inventory ordering system as inventory models for replenishment of inventory)

• Ordering point system(fixed amount)

• Periodic review system(fixed time)

• Min-max system

• Time-phased order point system

• Safety stock, safety lead time

3) Assessing inventory accuracy (inventory adjustment)--->two approaches to keep accurate inventory

•  Periodic counting

• Cycle counting: purpose to identify items in error

Chapter 9: Supply Management

Topic1: Total cost of ownership (TCO)

• Tangible costs: Can be given a value using objective measures

• Intangible costs: eg.Customer satisfaction, employee morale, quality, risk, etc.

• Landed cost

• Process change cost

• Ongoing cost

• Net cost

Topic2: Make-versus-Buy analysis

1) Choose activities to contract out

• Core competency?

• The consequence of losing related skills/knowledge

• What's the landed cost or total cost of ownership

2) 概念：

•   offshoring: outsource a business functions to another company in a different country      than the original company's country

• Reason for offshoring: needs for specific country/ market growth

Topic3: range of buyer-supplier relationships

(proximity---visibility---integrationwith competitors---communication---culture)

• Buy on the market

• Ongoing relationship

• Partnership

• Collaboration/strategic alliance--> blanket purchase order: long term commitment to suppliers

• Merger/acquisition

Topic4: developing supply plans

(thestrategic design of a supply network based on total cost of ownership)

Make-versus-buydecisions, desired level of buyer-supplier relationship

 1)Plan validation and replenishment

• Corporate strategy alignment

• Supply planning process input: corporate strategy

• Meeting corporate goals for customer service, production capacity, quality

• Corporate mission and culture alignment

• Risk assessment

• Centralized versus autonomous sourcing

(balance: centralized control for strategic sourcing with someautonomy for non-strategic sourcing )

 2)Plan finalization

• One way that supply plans can be refined and implemented is by using supplier relationship management

后续模块将持续更新，敬请关注与期待。