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Planning
3. Master Production
Scheduling
(MPS)
2. Deployment
Planning
The quantity I plan to move from location
A to location B by SKU by day
[constrained]
4. Finite Scheduling
Shape
Demand
Respond to
Demand
SUPPLIERS
Tier 2
Tier 1
Fax
Marketing
Sales
Paper
Distribution
plans
Manufacturing
Demand Planning
Demand Planning
Manual
reconciliation of
different numbers
6
Paper
Production
plans
Manufacturing
plans
Supply Planning
Supply Planning
Real-time end demand visibility Quickly sense and respond to demand changes
Shape demand and align business plans quickly
Manage your business with real-time sales and operations planning
SUPPLIERS
Monitor performance to drive continuous improvement
CUSTOMERS
Tier 2
Tier 1
Portal
Internet
Marketing
Automated Exceptions
Single
holistic plan
Sales
Demand hub & multidimensional analysis
Manufacturing
Real-Time S&OP
Real-Time S&OP
Embedded Analytics
7
Manufacturing
Supply Chain
Risk Management
Network
Design
Integrated
Planning
Functions
Products
SNO
Demand driven
adaptive planning
Demand Sensing
And Shaping
IO
RT
S&OP
Sales and
Operations
Planning
Postponement
Optimization
DM
Operational
Excellence
Role-based Portals
Holistic
Supply
Planning
PTP
ASCP
Connectors
Platform
Common planning
data model
WFL
Multi-Enterprise
Collaboration
Promise,
Distribute, and
Replenish
PS
GOP
Preconfigured
Worksheets &
Workbenches
Execute to plan
CP
Embedded
Analytics
E-Business Suite
Advanced Planning
Advanced Supply Chain Planning
Demand
forecast
Constrained
supply
Order
forecast
Supply
commit
Safety
stock
Inventory
Optimization
Sourcing
rules
Strategic
Network
Optimization
Collaborative Planning
10
Planned
orders
Production
Scheduling
Demand
Management
Real-Time
Sales and
Operations
Planning
Global
Order
Promising
APS
Source
Order
Management
Collaborative
Planning
Sales demand
Supplier capacity
Inventory
WIP
Demand
Management
Forecasted demand
Customer demand forecast
Purchasing
Existing supply
Inventory
Optimization
Supply Chain
BIS
Performance
KPI targets
Sourcing rules
ASCP
Optimized plans
11
Bills of Material
Production capacity
Product structure
Transportation
Suppliers
Transportation
Manufacturing
Manufacturing Planning
Sequence dependent
setups/changeovers
Simultaneous resources
Batch resources
Alternate resources
Minimum transfer quantities
Complex, network routings
By-products and co-products
Line rates and takt times
Transportation
Distributors
12
Customers
Eliminate
spreadsheets
14
Balanced supply
and demand
Respects constraints
15
while meeting
organizational objectives
Optimization:
iLOG solver and optimization technology automates
decision making:
16
Optimization objectives
Maximize inventory turnover ratio
Maximize plan profit
Maximize on-time delivery
0.23
0.23
0
17
Planner Workbench:
Decision-support tool
Flexible, intuitive, and easy to use interface
Navigation paths to related information
Designed to streamline common activities of planners
18
Simulation:
Quickly simulate plans with modified parameters (item
simulation sets, plan options)
Use key performance indicators (KPIs) to evaluate
alternate plans:
Inventory turnover
On-time delivery
Plan profit
Resource utilization
Graphical KPI display
19
20
21
Optimized
22
Unconstrained
Balanced supply
and demand
23
Constrained
Balanced supply
and demand
Respects constraints
24
Optimized
Balanced supply
and demand
Respects constraints
25
while meeting
organizational objectives
Labor constraint
Machine constraint
Production
Demand
Production
Demand
Production
Demand
Production
Demand
Production
Demand
26
5
4
3
2
1
Labor constraint
Machine constraint
Production
Demand
Production
Demand
Production
Demand
Production
Demand
Production
Demand
27
5
4
3
2
1
Machine constraint
Production
Demand
Production
28
Demand
Production
Demand
Production
Demand
Production
Demand
Machine constraint
Production
Demand
Production
29
Demand
Production
Demand
Production
Demand
Production
Demand
Planning Period
Sales Orders
Day 1
Day 2
Day 3
Day 4
Priority 1, $1.00
25
25
Priority 2, $2.00
75
75
Material capacity
50
50
50
50
Resource capacity
60
60
60
60
Supply constraint
30
Planning Period
Sales orders
Day 1
Day 2
Day 3
Day 4
Priority 1, $1.00
25
25
Priority 2, $2.00
75
75
Material capacity
50
50
50
50
Resource capacity
60
60
60
60
P1 Order, $1.00
25
25
P2 Order, $2.00
75
75
Supply constraint
Planned supply
31
Day 1
Day 2
Day 3
Day 4
Priority 1, $1.00
25
25
Priority 2, $2.00
75
75
Material capacity
50
50
50
50
Resource capacity
60
60
60
60
P1 Order, $1.00
25
25
P2 Order, $2.00
25
25
50
50
Supply constraint
Planned supply
32
Day 1
Day 2
Day 3
Day 4
Priority 1, $1.00
25
25
Priority 2, $2.00
75
75
Material capacity
50
50
50
50
Resource capacity
60
60
60
60
P1 Order, $1.00
25
25
P2 Order, $2.00
35
35
60
20
Supply constraint
Planned supply
33
Planning Period
Sales orders
Day 1
Day 2
Day 3
Day 4
Priority 1, $1.00
25
25
Priority 2, $2.00
75
75
Material capacity
50
50
50
50
Resource capacity
60
60
60
60
Supply constraint
Planned supply
50
P1 Order, $1.00
P2 Order, $2.00
50
34
50
50
Implementation progression
Benefits of implementing in phases
35
36
37
38
2. Execute
Analyze plan
Adjust plan
Simulate with revised constraints
Collaborate on revised constraints
4. Implement
39
40
41
3. Analyze
Analyze plan
Adjust plan
Simulate with revised constraints
Collaborate on revised constraints
42
4. Implement
43
44
Transaction
Data
Planning
Data
45
Transaction
Data
Planning
Data
Source
Instance/Server
Destination
Instance/Server
46
Transaction
Data
Planning
Data
Instance/Server
47
Data Collection
Planning
data
Collections Workbench
Planner Workbench
48
65410
49
Summary
50
ASCP Fundamentals
51
Objectives
52
Independent
Customer Order
Forecast
53
Dependent
Customer Order
Subassemblies, Buy
Components,
Transfer
Components
Forecast
Independent Demand
Dependent Demand
54
Fabrication
plant
Assembly
plant
Distribution
centers
55
Customers
PERIODS
Gross Requirements
100
300
500
Scheduled Receipts
Net Requirements
140
300
500
140
300
500
Projected Available
50
50
50
Manual
Safety Stock = 50
Mean absolute
deviation
56
50
PERIODS
Gross Requirements
100
300
500
Scheduled Receipts
Net Requirements
157
367
450
157
367
450
Projected Available
67
134
134
84
Item attributes
57
58
Customer
Distribution center
Internal
Distribution center
Final assembly
plant
59
Feeder plant
60
61
Processing Cycle
Oracle Order
Management
Enter
Schedule
Book
Oracle Shipping
Execution
Pick Release
Ship Confirm
Oracle Receivables
Invoice
62
Demand Priority
Priority 1
Priority 2
63
64
65
66
67
68
Original forecast
Current forecast
Customer orders
69
Consumption Days
Backward
consumption limit
day
Forward
consumption limit
day
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
July
Sales Order #143
A Jul 8 120
70
Days
Backward consumption days = 5 from Day 8 (Days 5, 4, 3, 2, 1)
Forward consumption days = 5 from Day 8 (Days 9, 10, 11, 12, 15)
3
Original 20
20
20
20
Current
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
July
5
Sales Order #143
A Jul 8 120
71
Overconsumption entry
in forecast set
on July 8
for quantity - 40
Demand Classes
DC = MO
DC = MO
DC = RT
DC = RT
DC = WS
DC = WS
Mail order
forecast
Mail order
sales orders
Retail
forecast
Retail
sales orders
Wholesale
forecast
Wholesale
sales orders
Material plan
(MPP, MPS, MRP)
72
Demand Classes
73
On Hand
74
Scheduled Receipts
ITEM A
Gross Requirements
80
80
200
200
200
Scheduled Receipts
110
110
110
110
75
Purchase Requisitions
Buyer
Manual Entry
and Production
Plan
76
Purchase Orders
Buyer
Supplier
77
Receiving
Production
Plan
Shop
Floor
Planner
78
Inventory
Summary
79
80
Introduction
Navigation window
Planning analysis windows
Owning organization
Navigation tips
Preferences and folders
81
Introduction
Planner Workbench uses
Windows
82
83
Summary
84
ASCP Fundamentals
85
Objectives
86
Overview
Inventory
Organizations
Items
Item attributes
Org. assignment
Order Mgt
Cost
Item costs
Resource rates
Accounts
Customers
Price lists
Purchasing
Engineering
Supply Chain
Supplier list
Supplier capacity
Delivery calendar
BOM
Departments
Resources
Routings and
standards
Shipping networks
Sourcing rules
Bills of distribution
Assignment sets
87
Instances
Operating units
Organizations
Subinventories and locators
Setting up organizations
Organizations and subinventories
88
Instances
Single Instance
R12
D1
Singapore
Planning
D2
Miami
S1
Chicago
89
Instances
You can launch a supply chain plan to plan organizations
regardless of the instances that they are in.
R12
APS Instance
R11
Instance
AAA
AAA:D1
Database links
D1
Singapore
D2
AAA:D2
R11i
Instance
CCC
Miami
S1
Chicago
Database links
90
CCC:S1
Operating Units
Item Master
Inventory
Organization
V1,
Vision
Inventory
Organization
S1,
Chicago
91
M2,
Boston
Organizations
Distribution center
Final assembly
plant
Distribution center
92
Feeder plant
Organization Security
93
Subinventories
Locators
94
Setting Up Organizations
Organization window
Organization Parameters window
Subinventories window
95
96
Items
Item attributes
Organization item
Order modifiers
Item attribute mass maintenance
97
Items
Items
Distribution
Production
98
Item Attributes
99
Main Tab
Unit of Measure
Inventory Tab
Inventory Item
Stockable
Transactable
Order Management
Customer Orders Enabled
Internal Orders Enabled
Check ATP
BOM Allowed
BOM Item Type
Physical Attributes
Purchasing Tab
Purchasable
Use Approved Supplier
100
Make or Buy
Safety Stock Method
Order modifiers (lot-sizing rules)
Planner Code
101
Planning Method
Forecast Control
Pegging
Exception Set
Time Fences
102
MPP
MPS
MRP
IP
MPP Planned
MPS/MPP Planned
MRP/MPP Planned
MPS Planning
MRP Planning
MRP Planning
103
MPS/MPP Planning
MRP/MPP Planned
All planned items
Critical Components
104
Organization Item
Operating
Unit
Item Master
Inventory
Organization
V1,
Vision
Inventory
Organization
S1,
Chicago
105
M2,
Boston
Order Modifiers
Sold in pallets
of 100
Net requirement
Planned order
Item A = 72
Item A = 100
106
107
Plans
Advanced Planning
109
110
Critical Component
Preprocessing Lead Time
Processing Lead Time
Post processing Lead Time
Fixed Lead Time
Variable Lead Time
Fixed Order Quantity
Fixed Days Supply
Shrinkage Rate
Fixed Lot Multiple
Minimum Order Quantity
Maximum Order Quantity
Service Level
Carrying Cost
Demand Time Fence Days
111
Forecast Control
Planning Time Fence Days
Standard Cost
Net Selling Price
PIP Flag
Selling Price
Substitution Window
Safety Stock Days
Unit Weight
Unit Volume
Safety Stock Method
Safety Stock Percent
ABC Class
Planning Method
Minimum Remaining Shelf Life
DRP Planned
Max Inventory Days of Supply
Max Inventory Window
Target Inventory Days of Supply
Target Inventory Window
112
Bills of material
Indented bills of material
Alternate bills of material
113
Bills of Material
D
114
SC94043
SC94043
MC41205
CM41401
CM41402
CM41303
MC41204
Chicago Subassembly, S1
SB41202
CM41301
SB41302
SC94043
SB41202
115
D
116
117
Alternate resources
Scheduling time window width for alternate resource
Resource selection dependency
Multiple resource scheduling
One resource to one unit at a time
Batch resources
Minimum transfer quantity
Modeling production resource capacity
Multiresource scheduling
118
119
120
Define resources
Define departments
Assign resources to departments
121
Routings
Bill
Parent
AS41001
Work order
SB41101
CM41102
CM86234
AS41001
Components
Packaged
PDA
Routing
Operation 10
Dept: Assembly
Resource: Assembly Labor
Resource: Tool kit
Material:
SB41101
PDA Asm
Operation 20
Dept: Shipping
Resource: Warehouse Labor
Resource: Forklift
Material:
CM41102
CM86234
Packaging
Stylus
122
Yes
No
Prior
Next
123
Drill
124
Sequential Resources
Sander
Paint Sprayer
125
Overlapping Resources
30% Offset
Paint Sprayer
126
Simultaneous Resources
Direct labor
Hammer
Chisel
127
Alternate Resources
Direct labor
Hammer
Rock
Chisel
128
Alternate Resource
(available)
Primary Resource
(not available)
Window
129
OR
Operation 10 Setup (Alternate
Resource)
130
131
132
Batch Resources
133
Batch Resources
Batching window
Minimum and maximum batch capacity
Batchable unit of measure
134
Operation 10
Minimum
transfer
quantity
135
Operation 20
136
Multiresource Scheduling
Processing Resources
Operation Duration
137
Bills of distribution
Assignment sets
Sourcing assignment hierarchy
139
Suppliers
Manufacturing
Distribution
140
Consumers
Suppliers
Suppliers
Consumers
Suppliers
Operating
Unit
Item Master
Inventory
Organization
Inventory
Organization
V1,
Vision
S1,
Chicago
M2,
Boston
141
Customers
Singapore, D1
Seattle, M1
Distribution Centers
Miami, D2
Boston, M2
Manufacturing Plants
Chicago, S1
Allied
Suppliers
142
Subassembly
Plant
Advantage
Shipping methods
Shipping networks
143
144
Sourcing rules
Bills of distribution
Assignment sets
145
Sourcing Rules
Simple from - to relationships
Make at
Rank 1
100%
Boston, M2
Transfer from
Rank 2
60%
Chicago, S1
Buy from
Acme
Rank 2
40%
146
Supply
60%
40%
147
Sourcing Splits
Buy from
Transfer from
148
Allocation Rules
149
Bills of Distribution
SR3
SR1
SR4
SR3
SR2
150
Assignment Sets
CM41401
Acme
Chicago, S1
151
Global
General
Organization
Item Category
Item
Item Category - organization
Item - organization
Specific
152
153
Commodity
Items
Ship-To
Organization or
Global Organizations
Supplier Site
154
Item average
processing lead time
Planned
order release
Supply
due date
Valid delivery
calendar date
Supplier-Item specific
processing lead time
Planned
order release
Supply
due date
155
Demand
need date
Enhanced Sourcing
156
Enhanced Sourcing
157
158
Supplier-Item Attributes
Delivery calendar
Processing lead time
Order modifiers
Supplier flexible capacity tolerance fences
159
Supplier Capacity
Required
Available
Available
Required
Balanced
Underloaded
160
Required
Available
Overloaded
Lead times
Lead times in requirements explosion
Cumulative lead time
Time fences
161
Lead Times
Preprocessing
Processing
Post processing
Fixed
Variable
In-transit
Lead time lot size
162
163
Time Fences
164
Shipping methods
Shipping network
Transit times
Zones and regions
165
Shipping Methods
166
Shipping Network
Customers
Singapore, D1
Miami, D2
Distribution Centers
Seattle, M1
Boston, M2
Manufacturing Plants
Chicago, S1
Subassembly
Plants
Suppliers
167
Transit Times
Inventory organizations
External site and inventory organization
Ship method
168
169
Summary
170