Supply Chain Management in ERP
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An ERP system can improve production planning and supply chain management by integrating key business functions. The document discusses how an ERP system allows a company to create a sales forecast, production plan, and master production schedule. It then uses this information to generate material requirements plans to efficiently procure raw materials and schedule production. By sharing information across departments, an ERP system aims to minimize costs and better coordinate activities throughout the supply chain.
Supply Chain Management in ERP
- 1. ERP Supply Chain Management: Production Planning, MRP, and Demand Management
- 2. Agenda / Lesson Summary Inefficient SCM in Problems at Fitter Demand Detailed scheduling a Non-integrated Snacker Management & MRP System Production Production Planning Master Production What to Make, How Much Planning in an ERP System Schedule (MPS) to Make, and, When to Make it? How M/S Integrates with How much materials to Sales Forecasting SCM for this Process MRP Order, and when to The importance of order it? Sales & Operation Case Study: Focusing on demand Utilization and Planning (SOP) Kellogg Company and profit, not sales Capacity In SCM
- 3. New Terminology • Material Requirements Planning (MRP) • Stock out • Sales Forecast • Safety Stock • Sales and Operations Plan (SOP) • Demand Planning • Master Production Schedule (MPS) • Standard Costs • Stock Requirements List • Standard Costs • Bill of Material (BOM) • Direct Costs • Lead Time • Indirect Costs • Lot Sizing • Capacity • Demand Management • Purchase Requisition • Sales History • Purchase Order • Aggregate • Disaggregate • Rpugh Cut Plan • Inventory • Production Plan • Raw materials
- 4. Production Overview To meet customer demand efficiently, Fitter Snacker must: • Develop a forecast of customer demand • Develop a production schedule to meet the estimated demand • ERP system is a good tool for developing and executing production plans • Goal of production planning is to schedule production economically
- 5. Fitter Snacker’s Production Problems Fitter Snacker has problems deciding how many bars to make and when to make them Communication problems • FS’s Marketing and Sales personnel do not share information with Production personnel • Production personnel find it hard to deal with sudden increases in demand might cause shortages or stockout
- 6. Fitter Snacker’s Production Problems Inventory problems • Production manager lacks systematic method for: -Meeting anticipated sales demand -Adjusting production to reflect actual sales Accounting and purchasing problems The Production and Accounting Depts. must periodically compare standard costs (normal costs of manufacturing a product) with actual costs (overhead and labor)and then adjust the accounts for the inevitable differences
- 7. The Production Planning Process Three important principles for production planning: • Work from sales forecast and current inventory levels to create an “aggregate” (“combined”) production plan for all products • Break down aggregate plan into more specific production plans for individual products and smaller time intervals • Use production plan to determine raw material requirements
- 8. The SAP ERP Approach to Production Planning
- 9. Sales Forecasting SAP’s ERP system Simple To make a takes an integrated forecasting forecast for technique Fitter Snacker approach Whenever a sale is Use a prior Use previous year’s recorded in Sales and period’s sales sales data in Distribution (SD) module, and then adjust combination with quantity sold is recorded those figures marketing as a consumption value for current initiatives to for that material conditions increase sales
- 10. Sales Forecasting (cont’d.) Sales Forecasting Jan Feb March April May June Previous Year 5734 5823 5884 6134 6587 6735 Promotion sales 300 300 Previous year base 5734 5823 5884 6134 6287 6435 Growth (3%) 172 175 177 184 189 193 Base projection 5906 5998 6061 6318 6476 6628 Promotion 500 Sales Forecast 5906 5998 6061 6318 6476 7128
- 11. Sales & Operations Planning Sales and Operations Planning Dec Jan Feb March April May 1) Sales Forecast 5906 5998 6061 6318 6476 2) Production 5906 5998 6061 6318 6900 PlanPromotion sales 3) Inventory 100 100 100 100 100 524 4) Working Days 22 20 22 23 23 5) Capacity 7333 6667 7333 7000 7667 6) Utilization 81% 90% 83% 90% 90% NRG A Bars 70% 4134 4199 4223 4423 4830 NRG A Bars 30% 1772 1799 1818 1895 2070
- 12. Sales & Operations Planning • In SAP ERP, sales forecast can be made using: Historical sales data from the Sales and Distribution (SD) module Input from plans developed in Controlling (CO) module • CO module Profit goals for company can be set Sales levels needed to meet the profit goals can be estimated
- 13. Sales & Operations Planning • Rough-cut planning: common term in manufacturing for aggregate planning • Disaggregated to generate detailed production schedules • Once SAP ERP system generates a forecast, the planner can view the results graphically • Rough-cut capacity planning applies simple capacity- estimating techniques to the production plan to see if the techniques are feasible
- 14. Sales and Operations Planning
- 15. Sales and Operations Planning
- 16. Demand Management • Links the sales and operations planning process with detailed scheduling and materials requirements planning processes • Output: master production schedule (MPS) • Production plan for all finished goods • For Fitter Snacker, MPS is an input to detailed scheduling, which determines what bars to make and when to make them
- 18. Materials Requirements Planning (MRP) • Determines required quantity and timing of the production or purchase of subassemblies and raw materials needed to support MPS • Bill of material (BOM): list of the materials (including quantities) needed to make a product
- 19. Materials Requirements Planning (MRP)
- 20. Materials Requirements Planning (MRP) Lead times and lot sizing Lead time: cumulative time required for the supplier to receive and process the order, take the material out of stock, package it, load it on a truck, and deliver it to the manufacturer Lot sizing: determining production quantities and order quantities MRP record: standard way of viewing the MRP process on paper
- 21. Materials Requirements Planning (MRP) Figure 4-17 The MRP record for oats in NRG bars, weeks 1 through 5
- 22. Sales and Operations Planning (cont’d.) • Disaggregating the sales and operations plan --Companies typically develop sales and operations plans for product groups --SAP ERP system allows any number of products to be assigned to a product group --Sales and operation plan disaggregated • Production plan quantities specified for the group are transferred to the individual products that make up the group
- 23. Sales and Operations Planning Figure 4-11 Product group structure in SAP ERP
- 24. Sales and Operations Planning Figure 4-12 Stock/Requirements List for NRG-A bars after disaggregation
- 25. Demand Management • Links the sales and operations planning process with detailed scheduling and materials requirements planning processes • Output: master production schedule (MPS) Production plan for all finished goods • For Fitter Snacker, MPS is an input to detailed scheduling, which determines what bars to make and when to make them
- 26. Materials Requirements Planning (MRP) • Determines required quantity and timing of the production or purchase of subassemblies and raw materials needed to support MPS • Bill of material (BOM): list of the materials (including quantities) needed to make a product
- 27. Materials Requirements Planning (MRP) Figure 4-16 The bill of material (BOM) for Fitter Snacker’s NRG bars
- 28. Materials Requirements Planning (MRP) Lead times and lot sizing • Lead time: cumulative time required for the supplier to receive and process the order, take the material out of stock, package it, load it on a truck, and deliver it to the manufacturer • Lot sizing: determining production quantities and order quantities MRP record: standard way of viewing the MRP process on paper
- 29. Materials Requirements Planning Figure 4-17 The MRP record for oats in NRG bars, weeks 1 through 5
- 30. Materials Requirements Planning in SAP ERP • MRP list shows results of MRP calculations MRP process creates planned orders to meet dependent requirements • Stock/Requirements List shows: Planned orders Purchase requisitions (PurRqs) Purchase orders (POitem) Planner can convert a planned order to a purchase order from Stock/Requirements List by double- clicking the planned order line 30
- 31. Materials Requirements Planning in SAP ERP 31
- 32. Materials Requirements Planning in SAP ERP 32
- 33. Materials Requirements Planning in SAP ERP • Integrated information system allows Purchasing to make the best decision on a vendor based on relevant, up-to-date information • Once Purchasing employee decides which vendor to use, the purchase order is transmitted to vendor • System can be configured to fax order to vendor, transmit it electronically through EDI (electronic data interchange), or send it over the Internet 33
- 34. Detailed Scheduling • Detailed plan of what is to be produced, considering machine capacity and available labor • One key decision in detailed production scheduling • How long to make the production runs for each product • Production run length requires a balance between setup costs and holding costs to minimize total costs to the company Concepts in Enterprise Resource Planning, Third Edition 34
- 36. Detailed Scheduling • Production runs should be decided by evaluating the cost of equipment setup and holding inventory • Integrated information system simplifies this analysis • Automatically collects accounting information that allows managers to better evaluate schedule trade- offs in terms of costs to company
- 37. Providing Production Data to Accounting • In the manufacturing plant, ERP packages do not directly connect with production machines • Data can be entered into SAP ERP through a PC on the shop floor, scanned by a barcode reader, or entered using a wireless PDA • Radio frequency identification (RFID) technology simplifies data collection • In an integrated ERP system, the accounting impact of a material transaction can be recorded automatically
- 38. Providing Production Data to Accounting • Once FS accepts shipment, Receiving must notify SAP ERP system of the arrival and acceptance of the material Goods receipt transaction • Receiving department must match goods receipt with purchase order that initiated it • When receipt is successfully recorded, SAP ERP system immediately records the increase in inventory levels for the material
- 39. Providing Production Data to Accounting Figure 4-23 Goods receipt screen in SAP ERP Concepts in Enterprise Resource Planning, Third Edition 39
- 40. The Traditional Supply Chain • Supply chain: all activities that occur between the growing or mining of raw materials and the appearance of finished products on the store shelf • Traditional supply chain • Information is passed through the supply chain reactively as participants increase their product orders • Inherent time lags cause problems 40
- 41. The Traditional Supply Chain
- 42. Summary • ERP system can improve the efficiency of production and purchasing processes • Efficiency begins with Marketing sharing a sales forecast • Production plan is created based on sales forecast and shared with Purchasing so raw materials can be ordered properly
- 43. Summary • Companies can do production planning without an ERP system, but an ERP system increases company’s efficiency • ERP system that contains materials requirements planning allows Production to be linked to Purchasing and Accounting • This data sharing increases a company’s overall efficiency
- 44. Summary • Companies are building on their ERP systems and integrated systems philosophy to practice supply chain management (SCM) • SCM: company looks at itself as part of a larger process that includes customers and suppliers • Using information more efficiently along the entire chain can result in significant cost savings • Complexity of the global supply chain • Developing a planning system that effectively coordinates information technology and people is a considerable challenge