Académique Documents
Professionnel Documents
Culture Documents
Planning Horizon
Short
range
Intermediate
range
Now 2 months
13-2
1 Year
Long-range plans
Long term capacity
Location / layout
13-3
Planning Sequence
Corporate
strategies
and policies
Economic,
competitive,
and political
conditions
Business Plan
Aggregate plan
Master schedule
13-4
Aggregate
demand
forecasts
Establishes
operations
and capacity
strategies
Establishes
operations capacity
Establishes schedules
for specific products
Aggregate Planning
Begin with forecast of aggregate
demand
Forecast intermediate range
General plan to meet demand by
setting
Output levels
Employment
Finished goods inventory level
Demand forecast
Policies
Subcontracting
Overtime
Inventory levels
Back orders
13-6
Costs
Inventory carrying
Back orders
Hiring/firing
Overtime
Inventory changes
Subcontracting
13-7
Aggregate Planning
Strategies
Proactive
Reactive
Alter capacity to match demand
Mixed
Some of each
13-8
Demand Options
Pricing
Promotion
Back orders
New demand
13-9
Capacity Options
13-10
13-11
Basic Strategies
Level capacity strategy:
Maintaining a steady rate of regulartime output while meeting variations
in demand by a combination of
options.
Chase Approach
Advantages
Investment in inventory is low
Labor utilization in high
Disadvantages
The cost of adjusting output rates
and/or workforce levels
13-13
Level Approach
Advantages
Stable output rates and workforce
Disadvantages
Greater inventory costs
Increased overtime and idle time
Resource utilizations vary over time
13-14
13-15
Average Inventory
Average
Beginning
Inventory + Ending Inventory
=
inventory
2
13-16
Mathematical
Techniques
Linear programming: Methods for
obtaining optimal solutions to
problems involving allocation of
scarce resources in terms of cost
minimization.
Simulation models: Computerized
models that can be tested under
different scenarios to problems.
13-17
13-18
Aggregate Planning in
Services
Services occur when they are
rendered
Demand for service can be difficult
to predict
Capacity availability can be difficult
to predict
Labor flexibility can be an
advantage in services
13-19
Disaggregation
Master
Schedule
13-20
Master Scheduling
Master schedule
Determines quantities needed to meet
demand
Interfaces with
13-22
Marketing
Capacity planning
Production planning
Distribution planning
Master Scheduler
Evaluates impact of new orders
Provides delivery dates for orders
Deals with problems
Production delays
Revising master schedule
Insufficient capacity
13-23
Inputs
Outputs
Beginning inventory
Forecast
Customer orders
13-24
Projected inventory
Master
Scheduling
Projected On-hand
Inventory
Projected on-hand
=
inventory
13-25
Inventory from
previous week
Current weeks
requirements
Time Fences
13-26