MBA运营管理ppt ch09.docx
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_1.gif)
![资源得分’ title=](/images/score_05.gif)
《MBA运营管理ppt ch09.docx》由会员分享,可在线阅读,更多相关《MBA运营管理ppt ch09.docx(16页珍藏版)》请在得力文库 - 分享文档赚钱的网站上搜索。
1、Chapter 9Enterprise Resource PlanningChapter SummaryFollowing the treatment of independently demanded items in Chapter 8, we now consider the case where the demand for inventory/production items depends on the demand for some other item(s). In terms of dependent demand items, this chapter covers the
2、 basic mechanics of MRP, and some extensions such as distribution requirements planning, manufacturing resource planning (MRP II), and enterprise resource planning (ERP).Discussion OutlineI. MRP for D叩endent DemandDependent vs. independent demandIndependent demandDemand for finished products or spar
3、e parts for which demand is unrelated to the demand for other itemsa. Independent demand may occur at a fairly constant rate; this is a key assumption of reorder point (ROP) systemsDependent demandDemand for components, parts, & subassemblies for which demand is derived from finished productsDemand
4、is lumpy typicallyA. Inputs to MRPMaster production scheduleBased on actual orders & forecastsLists quantities to be produced - MPS starts are used by MRP1. Bill of materialsLists of all materials, components, subassemblies, and assemblies to produce an itemTop level in BOM is Level 0Exploding the B
5、OM - Stepping down through all of its levels and determining the quantity and lead time for each item at each level2. Inventory master file - Information for each inventory itemQuantity on handQuantity on orderQuantity committed (allocated)a. Lot sizeExercise 2Part (a)Exercise 2Part (a)Exercise 2Par
6、t (a)Part (b)Level 1 Level 2#204#500#401#202#617#401#324Level 3 Level 4 Quantity i 1 1 3 1 1 1 #6171#5151Part (c)To produce 50 of #101 requires:#204:50#500: 50#401: 50+ 150 = 200#202: 150Exercise 3#617: 150+ 150 = 300#324: 150#515:15050 3000050 3050 308080008080Week56789 10 Hl2 13 14 15Item # 6606 (
7、Lead time = 3 weeks)Gross requirements100On hand (100)100 100 100 100 00Net requirements0Planned receiptsPlanned releases50 30Exercise 4Week012345Pencils (LT = 1 week)Gross requirements120360180On hand (0)000000Net requirments120360180Planned receipts120360180Planned releases120360180Wooden halves (
8、LT = 1 week)Gross requirements240720360On hand (500)500500260000Net requirments0460360Planned receipts460360Planned releases460360Graphite (LT = 2 weeks)Gross requirements120360180On hand (300)300300180000Net requirments0180180Planned receipts180180Planned releases180180Caps (LT = 1 week)Gross requi
9、rements120360180On hand (1500)15001500138010201020840Net requirments0000Planned receiptsPlanned releasesErasers (LT = 1 week)Gross requirements120360180On hand (0)000000Net requirments120360180Planned receipts120360180Planned releases120360180Item: #19 (Lead Time = 1 Week)Item: #312 (Lead Time = 2 W
10、eeks)Week91011121314Gross requirements1010200On hand (100) 101010000Net requirements010200Planned receipts10200Planned releases10020Item: #102 (Lead Time =1 Week)Week8910111213Gross requirements510200On hand (0)000000Net requirements510200Planned receipts510200Planned releases510020Week91011121314Gr
11、oss requirements520401On hand (0)000000Net requirements520401Planned receipts520401Planned releases 5204001Item: #1342 (Lead Time =2 Weeks)Week8910111213Gross requirements53006091On hand (200)202019500Net requirements01056091Planned receipts1056091Planned releases 1060910B. Mechanics of MRPMRP looks
12、 at each end item and the dates when each is neededUsing these due dates, MRP determines needed dates for all lower-level items and the appropriate starting or order datesOutputs from MRP1. Order action report - Indicates which orders are to be released during the current time period & which are to
13、be canceledOpen orders report - Indicates which orders are to be expedited or de-expeditedPlanned order release report - Time-phased plan for orders to be released in future time periodsII. MRP ExtensionsDistribution requirements planningL Applying MRP to the distribution functionWarehouses use MRP-
14、type logic to consider forecasts and orders when placing orders upon a regional distribution center, which then places orders upon a central warehouse facility2. Orders at central warehouse facility become gross requirements in the master production schedule at the plantVulnerable to errors in forec
15、asts at the warehouse levelManufacturing resource planning (MRP II)Scheduling activities are computerized and tied in with purchasing, accounting, sales, & engineering1. Large scale and complexStores operational information centrally & provides access to those departments that need itEnterprise reso
16、urce planningMRP II & integrates all the business activities and processes throughout the entire organization1. Drivers for ERP implementationDesire to standardize and improve business processesDesire to integrate the organizations existing information systemsNeed for better & more timely informatio
17、na. Need to comply with Sarbanes-Oxley2. Factors driving ERP costNumber of employees using the systemExtent to which organization attempts to integrate ERP with an internal intranetHow much the organizations processes must be modified to conform with the ERP systema. Amount of consulting & training
18、requiredThe amount of data conversion necessary to conform to the data requirements of the ERP systemImplementation approachesBig bang - Implement ERP system all at once & scrap legacy system; very difficult to pull off & now rarely useda. United federation - Business units are free to implement ind
19、ependent systems but common processes such as financial reporting are linked across the enterprise; most commonly used approachTest the waters - Implementation of a subset of the available modules to support key processes; commonly used by small organizationsChallenges to successful implementationRe
20、sponding to gaps between ERP functionality and the organizations needsa. High maintenance costsConfiguring the software - Setting the numerous switches that define how the software will operateChapter Teaching TipsThe concepts of MRP and ERP make for an interesting class discussion. For example, the
21、 concepts were clear decades ago but without the power of computers to crunch massive amounts of (daily changing) data, this approach was useless. And extending the concept of MRP to the rest of the firm, and even outside the firm, led to MRP II, DRP, and now ERP.Ulustrative Answers to Expand Your U
22、nderstanding QuestionsMRP is a very disciplined approach to inventory management and production scheduling. In order for the discipline to work, inventory records and material records must be constantly up to date. If the bill of material calls for four bolts to produce a part when six are actually
23、needed, one-third of the required parts will not be available when production begins, thereby idling the production process. The same thing could happen if the inventory records were incorrect.1. It looks like a 70-80 percent reduction in lumber has occurred; there is no reduction in finished doors,
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- MBA运营管理ppt ch09 MBA 运营 管理 ppt
![提示](https://www.deliwenku.com/images/bang_tan.gif)
限制150内