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Lecture Outline
14-2
Learning Objectives
Appreciate the interface of marketing, finance, and
operations in S&OP planning
Describe the monthly S&OP process and the importance of
reconciling differences
Utilize various tools and techniques to adjust capacity and
manage demand
Evaluate a demand scenario and select an appropriate
S&OP strategy
Describe hierarchical planning and the process of
determining available-to-promise
Determine overbooking, single orders, and fare class
strategies for revenue management in services
2014 John Wiley & Sons, Inc. - Russell and Taylor 8e
14-3
Objectives
14-4
14-5
14-6
Top
executive
s
Operation
s
manager
s
Research and
Development
New product plans
Capital investments
Facility location/expansion
Intermediate-range plans
(3 to 18 months)
Sales planning
Production planning and budgeting
Setting employment, inventory,
subcontracting levels
Analyzing operating plans
Aggregat
e
Short-range plans
(up to 3 months)
Operations
managers,
supervisor
s, foremen
Responsibility
Job assignments
Ordering
Job scheduling
Dispatching
Overtime
Planning
tasks
and horizon
Part-time
help
Figure 13.1
Managing demand
Proactive demand management
14-8
Chase demand
Peak demand
14-9
Subcontracting
Part-time workers
Backordering
14-10
14-11
Pure Strategies
Mixed Strategies
Linear Programming
Transportation Method
Other Quantitative Techniques
14-12
Pure Strategies
QUARTER
Spring
Summer
Fall
Winter
Hiring cost
Firing cost
Inventory carrying cost
Regular production cost per pound
Production per employee
Beginning work force
80,000
50,000
120,000
150,000
= $100 per worker
= $500 per worker
= $0.50 pound per quarter
= $2.00
= 1,000 pounds per quarter
= 100 workers
14-13
Level Production
14-14
QUARTER
Spring
Summer
Fall
Winter
SALES
FORECAST
PRODUCTION
PLAN
INVENTORY
80,000
50,000
120,000
150,000
14-15
QUARTER
Spring
Summer
Fall
Winter
SALES
FORECAST
80,000
50,000
120,000
150,000
PRODUCTION
PLAN
INVENTORY
100,000
100,000
100,000
100,000
400,000
20,000
70,000
50,000
0
140,000
14-16
Chase Demand
14-17
SALES PRODUCTION
FORECAST
PLAN
Spring
Summer
Fall
Winter
80,000
50,000
120,000
150,000
WORKERS
NEEDED
WORKERS WORKERS
HIRED
FIRED
14-18
SALES PRODUCTION
FORECAST
PLAN
Spring
Summer
Fall
Winter
80,000
50,000
120,000
150,000
80,000
50,000
120,000
150,000
WORKERS
NEEDED
80
50
120
150
WORKERS WORKERS
HIRED
FIRED
0
0
70
30
20
30
0
0
100
50
14-19
Mixed Strategy
Combination of Level Production and Chase
Demand strategies
Example policies
14-22
14-23
Transportation Method
QUARTER
EXPECTED
DEMAND
REGULAR
CAPACITY
OVERTIME
CAPACITY
SUBCONTRACT
CAPACITY
1
2
3
4
900
1500
1600
3000
1000
1200
1300
1300
100
150
200
200
500
500
500
500
$20/unit
$25/unit
$28/unit
$3/unit-period
300 units
14-31
1
2
3
4
Total
900
1500
1600
3000
7000
1000
1200
1300
1300
4800
100
150
200
200
650
0
250
500
500
1250
500
600
1000
0
2100
14-32
Excel and
Transportation
Method
Period 2s
ending
inventory
Regular production
for period 1
Cost of
solution
14-33
14-35
Disaggregation
Breaking an aggregate plan into more detailed
plans
Create Master Production Schedule for Material
Requirements Planning
14-36
Collaborative Planning
Sharing information and synchronizing
production across supply chain
Part of CPFR (collaborative planning,
forecasting, and replenishment)
involves selecting products to be jointly managed,
creating a single forecast of customer demand, and
synchronizing production across supply chain
14-37
Available-to-Promise (ATP)
Quantity of items that can be promised to customer
Difference between planned production and customer
orders already received
AT in period 1 = (On-hand quantity + MPS in period 1)
(CO until the next period of planned production)
ATP in period n = (MPS in period n)
(CO until the next period of planned production)
Capable-to-promise
quantity of items that can be produced and made available at
a later date
14-38
14-43
14-44
Yield Management
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14-49