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• Cover Page
• Manufacturing Planning and Control for Supply Chain Management
• Copyright Page
• Dedication Page
• Brief Contents
• Contents
• Preface
• Acknowledgments
• Chapter 1 Manufacturing Planning and Control
• The MPC System Defined
• Typical MPC Support Activities
• An MPC System Framework
• MPC System Activities
• Matching the MPC System with the Needs of the Firm
• An MPC Classification Schema
• Evolution of the MPC System
• The Changing Competitive World
• Reacting to the Changes
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 2 Enterprise Resource Planning (ERP)
• What Is ERP?
• Consistent Numbers
• Software Imperatives
• Routine Decision Making
• Choosing ERP Software
• How ERP Connects the Functional Units
• Finance
• Manufacturing and Logistics
• Sales and Marketing
• Human Resources
• Customized Software
• Data Integration
• How Manufacturing Planning and Control (MPC) Fits within ERP
• Simplified Example
• Supply Chain Planning with mySAP SCM
• Supply Chain Execution with mySAP SCM
• Supply Chain Collaboration with mySAP SCM
• Supply Chain Coordination with mySAP SCM
• Performance Metrics to Evaluate Integrated System Effectiveness
• The “Functional Silo” Approach
• Integrated Supply Chain Metrics
• Calculating the Cash-to-Cash Time
• What Is the Experience with ERP?
• Eli Lilly and Company—Operational Standards for Manufacturing Excellence
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 3 Demand Management
• Demand Management in MPC Systems
• Demand Management and the MPC Environment
• The Make-to-Stock (MTS) Environment
• The Assemble-to-Order (ATO) Environment
• The Make (Engineer)-to-Order (MTO) Environment
• Communicating with Other MPC Modules and Customers
• Sales and Operations Planning
• Master Production Scheduling
• Dealing with Customers on a Day-to-Day Basis
• Information Use in Demand Management
• Make-to-Knowledge
• Data Capture and Monitoring
• Customer Relationship Management
• Outbound Product Flow
• Managing Demand
• Organizing for Demand Management
• Monitoring the Demand Management Systems
• Balancing Supply and Demand
• Collaborative Planning, Forecasting, and Replenishment (CPFR)
• Nine-Step CPFR Process Model
• Steps 1 and 2 of the CPFR Model
• Steps 3 through 9 in the CPFR Model
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 4 Forecasting
• Providing Appropriate Forecast Information
• Forecasting for Strategic Business Planning
• Forecasting for Sales and Operations Planning
• Forecasting for Master Production Scheduling and Control
• Regression Analysis and Cyclic Decomposition Techniques
• Example
• Decomposition of a Time Series
• Additive Seasonal Variation
• Multiplicative Seasonal Variation
• Seasonal Factor (or Index)
• Example
• Example
• Decomposition Using Least Squares Regression
• Error Range
• Short-Term Forecasting Techniques
• Moving-Average Forecasting
• Exponential Smoothing Forecasting
• Evaluating Forecasts
• Using the Forecasts
• Considerations for Aggregating Forecasts
• Pyramid Forecasting
• Incorporating External Information
• Concluding Principles
• APICS/CPIM Certification Questions
• Case Study: Forecasting at Ross Products
• Chapter 5 Sales and Operations Planning
• Sales and Operations Planning in the Firm
• Sales and Operations Planning Fundamentals
• Sales and Operations Planning and Management
• Operations Planning and MPC Systems
• Payoffs
• The Sales and Operations Planning Process
• The Monthly Sales and Operations Planning Process
• Sales and Operations Planning Displays
• The Basic Trade-Offs
• Economic Evaluation of Alternative Plans
• The New Management Obligations
• Top Management Role
• Functional Roles
• Integrating Strategic Planning
• Controlling the Operations Plan
• Concluding Principles
• References
• APICS/CPIM Certification Questions
• Case Study: Delta Manufacturing Company’s Integrated Sales and Operations Planning Process
• Chapter 6 Advanced Sales and Operations Planning
• Mathematical Programming Approaches
• Linear Programming (LP)
• Mixed Integer Programming
• Company Example: Lawn King Inc
• Company Background
• Deciding on a Planning Model
• The Linear Programming Model
• Developing the Planning Parameters
• Solving the Linear Programming Model and Understanding the Results
• Sales and Operations Planning Issues
• Using Microsoft Excel Solver
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 7 Master Production Scheduling
• The Master Production Scheduling (MPS) Activity
• The MPS Is a Statement of Future Output
• The Business Environment for the MPS
• Linkages to Other Company Activities
• Master Production Scheduling Techniques
• The Time-Phased Record
• Rolling through Time
• Order Promising and Available-to-Promise (ATP)
• Planning in an Assemble-to-Order Environment
• Managing Using a Two-Level MPS
• Master Production Schedule Stability
• Freezing and Time Fencing
• Managing the MPS
• The Overstated MPS
• Concluding Principles
• APICS/CPIM Certification Questions
• Case Study: Customer Order Promising at Kirk Motors Ltd
• Case Study: Hill-Rom’s Use of Planning Bills of Materials
• Chapter 8 Material Requirements Planning
• Material Requirements Planning in Manufacturing Planning and Control
• Record Processing
• The Basic MRP Record
• Linking the MRP Records
• Technical Issues
• Processing Frequency
• Bucketless Systems
• Lot Sizing
• Safety Stock and Safety Lead Time
• Low-Level Coding
• Pegging
• Firm Planned Orders
• Service Parts
• Planning Horizon
• Scheduled Receipts versus Planned Order Releases
• Using the MRP System
• The MRP Planner
• Exception Codes
• Bottom-up Replanning
• An MRP System Output
• System Dynamics
• Transactions during a Period
• Rescheduling
• Complex Transaction Processing
• Procedural Inadequacies
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 9 Advanced MRP
• Determining Manufacturing Order Quantities
• Economic Order Quantities (EOQ)
• Periodic Order Quantities (POQ)
• Part Period Balancing (PPB)
• Wagner-Whitin Algorithm
• Simulation Experiments
• Buffering Concepts
• Categories of Uncertainty
• Safety Stock and Safety Lead Time
• Safety Stock and Safety Lead Time Performance Comparisons
• Scrap Allowances
• Other Buffering Mechanisms
• Nervousness
• Sources of MRP System Nervousness
• Reducing MRP System Nervousness
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 10 Capacity Planning and Management
• The Role of Capacity Planning in MPC Systems
• Hierarchy of Capacity Planning Decisions
• Links to Other MPC System Modules
• Capacity Planning and Control Techniques
• Capacity Planning Using Overall Factors (CPOF)
• Capacity Bills
• Resource Profiles
• Capacity Requirements Planning (CRP)
• Scheduling Capacity and Materials Simultaneously
• Finite Capacity Scheduling
• Finite Scheduling with Product Structures: Using APS Systems
• Management and Capacity Planning/Utilization
• Capacity Monitoring with Input/Output Control
• Managing Bottleneck Capacity
• Capacity Planning in the MPC System
• Choosing the Measure of Capacity
• Choice of a Specific Technique
• Using the Capacity Plan
• Concluding Principles
• APICS/CPIM Certification Questions
• Case Study: Capacity Planning at Montell USA Inc.
• Case Study: Capacity Planning at Applicon
• Case Study: Capacity Planning with APS at a Consumer Products Company
• Chapter 11 Production Activity Control
• A Framework for Production Activity Control
• MPC System Linkages
• The Linkages between MRP and PAC
• Just-in-Time Effect on PAC
• The Company Environment
• Production Activity Control Techniques
• Basic Shop-Floor Control Concepts
• Lead-Time Management
• Gantt Charts
• Priority Sequencing Rules
• Theory of Constraints (TOC) Systems
• Vendor Scheduling and Follow-up
• The Internet and Vendor Scheduling
• Concluding Principles
• APICS/CPIM Certification Questions
• Case Study: Theory of Constraints (TOC) Scheduling at TOSOH
• Chapter 12 Advanced Scheduling
• Basic Scheduling Research
• The One-Machine Case
• The Two-Machine Case
• Dispatching Approaches
• Sequencing Rules
• Advanced Procedures
• Due Date–Setting Procedures
• Dynamic Due Dates
• Labor-Limited Systems
• Group Scheduling and Transfer Batches
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 13 Just-in-Time
• JIT in Manufacturing Planning and Control
• Major Elements of Just-in-Time
• JIT’s Impact on Manufacturing Planning and Control
• The Hidden Factory
• JIT Building Blocks in MPC
• A JIT Example
• Leveling the Production
• Pull System Introduction
• Product Design
• Process Design
• Bill of Materials Implications
• JIT Applications
• Single-Card Kanban
• Toyota
• Nonrepetitive JIT
• A Service-Enhanced View of Manufacturing
• Flexible Systems
• Simplified Systems and Routine Execution
• Joint-Firm JIT
• The Basics
• Tightly Coupled JIT Supply
• Less Tightly Coupled JIT Supply
• JIT Coordination through Hubs
• Lessons
• JIT Software
• The MRP-JIT Separation
• JIT Planning and Execution
• Managerial Implications
• Information System Implications
• Manufacturing Planning and Control
• Scorekeeping
• Pros and Cons
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 14 Distribution Requirements Planning
• Distribution Requirements Planning in the Supply Chain
• DRP and the MPC System Linkages
• DRP and the Marketplace
• DRP and Demand Management
• DRP and Master Production Scheduling
• DRP Techniques
• The Basic DRP Record
• Time-Phased Order Point (TPOP)
• Linking Several Warehouse Records
• Managing Day-to-Day Variations from Plan
• Safety Stock in DRP
• Management Issues with DRP
• Data Integrity and Completeness
• Organizational Support
• Problem Solving
• Concluding Principles
• APICS/CPIM Certification Questions
• Case Study: Abbott Laboratories
• Chapter 15 Management of Supply Chain Logistics
• A Framework for Supply Chain Logistics
• The Breadth of Supply Chain Logistics
• The Total Cost Concept
• Design, Operation, and Control Decisions
• Supply Chain Logistical Elements
• Transportation
• Warehouses
• Inventory
• Warehouse Replenishment Systems
• ROP/EOQ Systems
• Base Stock Systems
• Distribution Requirements Planning
• Warehouse Location Analysis
• Simulation
• Heuristic Procedures
• Programming Procedures
• Vehicle Scheduling Analysis
• Traveling Salesman Problem
• Solution Methodologies
• Customer Service Measurement
• Make-to-Stock Companies
• Make-to-Order Companies
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 16 Order Point Inventory Control Methods
• Basic Concepts
• Independent- versus Dependent-Demand Items
• Functions of Inventory
• Management Issues
• Routine Inventory Decisions
• Determining Inventory System Performance
• Implementing Changes in Managing Inventory
• Inventory-Related Costs
• Order Preparation Costs
• Inventory Carrying Costs
• Shortage and Customer Service Costs
• Incremental Inventory Costs
• An Example Cost Trade-Off
• Economic Order Quantity Model
• Determining the EOQ
• Order Timing Decisions
• Using Safety Stock for Uncertainty
• The Introduction of Safety Stock
• Continuous Distributions
• Probability of Stocking Out Criterion
• Customer Service Criterion
• Time Period Correction Factor
• Forecast Error Distribution
• Multi-Item Management
• Concluding Principles
• APICS/CPIM Certification Questions
• Chapter 17 Strategy and MPC System Design
• MPC Design Options
• Master Production Scheduling Options
• Detailed Material Planning Options
• Shop-Floor System Options
• Choosing the Options
• Market Requirements
• The Manufacturing Task
• Manufacturing Process Design
• MPC System Design
• The Choices in Practice
• Moog Inc., Space Products Division
• Kawasaki U.S.A.
• Applicon
• Integrating MRP and JIT
• The Need to Integrate
• Physical Changes That Support Integration
• Some Techniques for Integrating MRP and JIT
• Extending MPC Integration to Customers and Suppliers
• Concluding Principles
• APICS/CPIM Certification Questions
• Appendix A Answers to APICS/CPIM Certification Questions
• Appendix B Areas of the Standard Normal Distribution
• Index
• Footnotes
• Chapter 3
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• Chapter 9
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• Chapter 12
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