Bahan Ajar SCM 05
Bahan Ajar SCM 05
SYSTEM
Described
Resource Planning System Introduction
Operations Planning
The Aggregate Production Plan
Master Production Scheduling
The Bill of Materials
NEXT DISCUSSION
RESOURCE PLANNING SYSTEMS
Resource planning is the process of determining the production
capacity required to meet demand. In the context of resource planning,
capacity refers to the maximum workload that an organization is
capable of completing in a given period of time.
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Operation Planning
Operations planning is usually hierarchical and can be divided into three broad
categories:
(1) long-range,
While the distinctions among the three can be vague, long-range plans usually cover a year or more, tend to be more
general, and specify resources and outputs in terms of aggregate hours and units.
This strategy works well for make-to-order manufacturing firms since they cannot rely on finished goods inventory to satisfy the fluctuating demand pattern. Make-to-order firms
generally produce one-of-a-kind, specialty products based on customer specifications. Make-to-order firms cannot build ahead of orders since they do not know the actual specifications of the
finished goods. However, make-to-order products generally require highly skilled labor, capable of producing unique products using general-purpose equipment. Although a chase production
strategy works well when unskilled labor is required, the strategy can be problematic when highly skilled workers are needed, especially in a tight labor market.
The Aggregate Production Plan
The Level production strategy relies on a constant output rate and capacity while varying
inventory and backlog levels to handle the fluctuating demand pattern. Using this strategy,
the firm keeps its workforce levels constant and relies on fluctuating finished goods
inventories and backlogs to meet demand. Since the level production strategy keeps a
constant output rate and capacity, it is more suited for firms that require
highly skilled labor
monthly production rate of 420 units ([5,000 units annual demand + 40
units additional ending inventory] ÷ 12 months). Thus, this strategy
requires a constant workforce of twenty-one workers.
This strategy works well for make-to-stock manufacturing firms, which typically
emphasize immediate delivery of off-the-shelf, standard goods at relatively low
prices. Firms whose trading partners seek the lowest prices of stock items might
select the level production strategy. Besides, this strategy works well in a situation
where highly skilled workers are needed in a tight labor market
The Mixed Production Strategy
Instead of using either the pure chase or level production strategy,
many firms use a mixed production strategy that strives to maintain a
stable core workforce while using other short-term means such as
overtime, an additional shift, subcontracting or the hiring of part-time
and temporary workers to manage short-term high demand. Usually,
these firms will then schedule preventive maintenance, produce
complementary products that require similar resources but different
demand cycles, or continue to produce the end items, holding these as
finished goods inventory during the off-peak demand periods.
Master Production Scheduling
The master production schedule is a time-phased, detailed
disaggregation of the aggregate production plan, listing the exact end
items to be produced. It is more detailed than the aggregate production
plan. The MPS planning horizon is shorter than the aggregate
production plan’s, but must be longer than the production lead time to
ensure the end item can be completed within the planning horizon
(80, 80 and 60 units for the three models) equal the monthly APP
quantities of 120 and 100 units, respectively. The master production
schedule provides more detail by breaking down the aggregate
production plan into specific weekly demand for Model A, Model B
and Model C.
MRP ERP
REFERENCE
Wisner D., Tan., & Leong (2012). Principle of Supply Chain
Management. 37–70. ISBN 13: 978-0-538-47546-4
Chopra S., & Meindl P (2013). Supply Chain Management