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all SKUs. Normally there is a range of items from high volume, low variability items that require a highly repetitive supply plan, through to those with sporadic requirements that should ideally be 'make to order'. This segmentation fits closely with the principles of Lean Manufacturing. A common mistake here is to confuse Demand Variability calculated entirely from the historical demand pattern with Forecast Variability, which is the variance between history and forecast. The former is correct the later is meaningless. 6. Use the correct replenishment rule to calculate the correct stock level for each SKU level, to satisfy the agreed customer service level in the SLA. Once all the levers of cost are understood and the appropriate replenishment rule selected for each SKU, an inventory and production plan can be built that delivers the desired customer service Levels. In order to get the correct balance of inventory and manufacturing cost, a new way of calculating inventory holding is required, that flys in the face of much of the conventional inventory planning wisdom. The traditional approach is to calculate a moving safety stock based upon a number of weeks forecast, sometimes ôrefinedö by using forecast variability against historical usage (in APS systems). This method is fatally flawed in 2 ways; it relies exclusively on forecasts in order to calculate the amount of safety stock required, and it actively plans in a level of ædeadÆ stock, with the anticipated on-hand levels moving between the safety stock level and safety stock plus the minimum order qty. The new approach to inventory target calculation sets a maximum target level of inventory for each SKU. This is made up of an element of inventory for the replenishment time plus an element for demand variability, which is statistically related to the required service level from the stocked item. This approach makes the entire inventory available for use, with on-hand levels fluctuating between the inventory target and zero. It also builds in some sound statistical probability of material availability based on historical demand variability. As long as your S&OP process flags up demand that falls outside of this agreed variability, you will have a lean level of stock that supports your customer SLA at least cost. 7. Completely separate Planning activity from Execution activity Another curse of MRP is its ability to blur the line between planning and execution. A planner is being asked to
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