三年前考了CPIM-Part1，當(dāng)時(shí)基于IMM教材框架寫了一份摘要筆記，分享在這里。

其實(shí)IMM此書幾乎囊括了供應(yīng)鏈管理從計(jì)劃釋放到尋源、制造、物流運(yùn)輸、倉儲(chǔ)環(huán)節(jié)的各個(gè)方面，對(duì)于不打算考取CPIM證書，只是想對(duì)于供應(yīng)鏈管理有一個(gè)初步的知識(shí)體系搭建也很有益處，希望此分享對(duì)供應(yīng)鏈友人們有所幫助，也期待和大家互動(dòng)交流。

因復(fù)習(xí)時(shí)使用的IMM教材英文版，筆記同為英文版，偶爾穿插中文注釋，及相對(duì)原教材的摘取刪減。

Chapter2: Production Planning System

Note: S&OP focusnot on actual schedule production, but producing a high-level plan for the useof company resources, including production resources, human resources, salesresources, financial resources and all other functions in company.

Purpose of production plan: establish production rates that will accomplish the objectives of the strategic businessplan.

Making production plan

1) establish production groups

->based on thesimilarity of manufacturing process

->the demand forgood translate into the demand for capacity.

2)basic strategies

->chases trategy: demand matching strategy

->production leveling

->subcontracting

->hybrid strategy(組合)

3)operation environment

3.1)Make to stock production plan

->目標(biāo)：maintain required inventory levels

3.2)make to order production plan /assemble to order

->目標(biāo)：maintain the planned backlog

4)Resource planning

->生產(chǎn)計(jì)劃做完后，must be compared to the exsitingresources

->resourcebill

Chapter 3: Master scheduling 主排程

Objectives: to balance the demand (priorities)set by the market plan with the availability of materials, labor and equipment(capacity) of manufacturing.

MPS isthe planned build schedule for manufacturing.

Relationship to production plans

->基于prodcution plan 的forecast, projected available, openinventory(初始庫存) and strategy

（書中使用表格計(jì)算轉(zhuǎn)換productionplan為MPS的過程邏輯）

3 steps to develop a master production schedule

->1. a preliminary MPS 初始主排程計(jì)劃

->2.RCCP:

• Check whether critical resources(包括bottleneck resources, labor, critical     materials) are available for step (1) MPS.

• 使用resource bill(單位產(chǎn)品的產(chǎn)能需求)與MPS矩陣相乘，可以得到RRCP

->3.resolve diff between 1 & 2

• Resource use

• Customer service(due date滿足交貨期否？)

• Cost

Master schedule decisions

->take place where the smallest number of product options exist.

Production planning, master scheduling and sales

->production plan(產(chǎn)品族級(jí)別) provide framework for MPS(End items)

• What production can and will do

MPS & Delivery promises

ATP forperiod 1= on hand inventory - customer orders due before next MPS

ATP forperiod 2=MPS scheduled receipt - customer orders due before next MPS

->Note: 這種計(jì)算方法假設(shè)the ATP will be sold before the next scheduled receipt arrives.

Before the demand time fence

PAB=prior period PAB or on-hand balance + MPS - customer orders

After the demand time fence

PAB=prior period PAB + MPS - max{customer order, forecast}

Chapter 4: Material Requirements Planning MRP

Objectives: determine requirements & keeppriorities current

Input:

->MPS

->Inventory records: planning factors & inventory record file

->BOM:

• 多種形式,eg. Multiple level, single level, planning bill

• Where-used report(cs15 T-Code) & pegging report (有需求對(duì)應(yīng)的cs15)

• Usage

MRP Process basic techniques

->Exploding and offsetting

• Planned order receipt

• Planned order release =  planned order receipt* (1 - scrap factor)

->Gross and net requirements

• Net = Gross - available inventory

• The planned order release of the parent becomes the gross requirements of the component

->Releasing orders

• Scheduled receipts: when the authorization to purchase or manufacture is released, the planned order receipt is cancelled, a scheduled receipt is created in its place

• Net= gross- scheduled receipts - available inventory

->Capacityrequirements planning

->Low-levelcoding and netting

Use MRP

Material planners work with 3 types of orders

• Planned orders

• Released orders

• Firm planned orders

Managing MRP

Priority

Bottom-up replaning: actions to correct for changed conditions should occur as low in theproduct structure as possible

Reducing system nervousness: one method is firm planned orders

Chapter 5: Capacity management

Capacityis a rate of doing work, not the qty.

• Capacity required(load)

• Capacity management

• Capacity planning

• Capacity control

Capacity requirements planning

->inputs:

• Open order file

• Material requirements plan

• Routing file

• Workcenter file

• Shop calendar: eg. Move time/wait time/ queue time/ lead time

Capacity available

->affected by

• Product specifications

• Product mix

• Plant and equipment

• Work effort

->measuring capacity

• If 產(chǎn)品種類少：a unit common to all products

• If 產(chǎn)品種類多：standard time

->two methods to check capacity available

• 1)measurements: demonstrated (measured ) capacity from historical data, is averate, not max, output. =  sum of standard hours per time bucket/ number of time buckets

• 2)calculated or rated capacity = (available time) * (utilization) * (efficiency)

Capacity required (load)

1. Determine the time needed for each order at each work center.

2. Obtain load from summing up the capacity required for individual orders

Scheduling orders

->backscheduling

• 需要的信息：queue, wait, move time, workcenter capa., qty, due date, operation sequence, setup, run time.

• 信息來源：order file, route  file, work center file

• Process

Making the plan

負(fù)荷與可用產(chǎn)能不同時(shí)，可采取的措施

Eg.Overtime/ shift + & -/ alternate routings/ subcontract…

Chapter 6: Production activity control--> executionsystem

Manufacturing systems

->flow manufacturing: (Repetitive manufacturing /Continuous manufacturing)

• Routing fixed

• Work center produce a limited range of similar products

• WIP little, throughput times low

• Capacity is fixed by line

->intermittent manufacturing

• Work flow not balanced

• Work centers are usually grouped according to function

• WIP large, throughput times long

• Capacity difficult to predict

->project manufacturing, (eg, shipbuilding)

Data requirements

->planning files

• Item master file 物料主數(shù)據(jù)

• Product structure file (BOM file)

• Routing file

• Workcenter master file

->control files

• Shop order master file

• Shop order detail file

Order preparation

• Check material availability & capacity availability

• Scheduling techniques

• Forward Scheduling : decide the earliest delivery date

• Backward scheduling: determine when an order must be started

• Infinite loading & finite loading

• Operation overlapping 重疊

• MLT（manufacturing lead time）is reduced by the overlap time and the elimination of queue time.

• Costs involved: move cost; increase queue time of other orders

• 重點(diǎn): operation time B shorter than operation time A =>confirm sublot

• Operation splitting 拆分

• MLT is reduced by several lots running on two + machines

• 重點(diǎn): setup is low; a suitable workcenter is idle; one operator run several machines

• Load leveling

• Scheduling bottlenecks

• Throughput

• Some bottleneck principles

• Manage bottlenecks

1. Time buffer before bottleneck

2. Control rate of material feeding the bottleneck

3. Provide the needed bottleneck capacity (eg. 減少準(zhǔn)備時(shí)間等等)

4. Adjust load (eg.改工作中心，外包),強(qiáng)調(diào) reduce load

5. Change schedule

Theory of constraints & drum-buffer-rope

-manage the constraint

-improve the process

-scheduling with the theory of constraints

• Drum: pace of production

• Buffer: a time buffer established in front of the constraint

• Rope: pull production to the constraint for necessary processing

-control: queue time 占比最大，是重點(diǎn)控制方向

• Input/output control

• Priority setting

-Priority:operation sequencing

• Control of priorities is exercised through dispatching

• Dispatching rules

• FCFS

• EDD(ealiest job due date)

• ODD(ealiest operation due date)

• SPT(shortest process time)

• CR(Critical ratio) = (due date - present date)/ lead time remaining

• CR<1, behind schedule

• CR=1, on schedule

• CR>1, ahead of schedule

• CR<=0, already late

Chapter 7: Purchasing

Introduction

->purchasing objectives

• The required qyt. & quality

• The lowest cost

• Service and delivery

• Good supplier relations & developing potential suppliers

• Minimize the impact on the environment

->outsourcing

->purchasing cycle

• Receiving and analyzing PR

• Selecting suppliers

• Requesting quotations

• Determining the right price

• Issuing purchase order

• Following up & delivery

• Receiving and accepting goods

• Approving invoice

Establishing specifications

• Qty. requirement

• Price requirement

• Functional requirements: functional specifications & quality ; value analysis

Functional specification description

• By brand: usually have price levels higher than non-branded items

• By specification: physical and chemical characteristics/ material and method of manufacture/ performance

• By engineering drawings

• Miscellaneous

Selecting suppliers

->sourcing: sole/multiple/ single

->factors:technical ability/ manufacturing capa/ reliability/ after-sales service/location/ JIT capabilities/ price/ other

->identifying

->finalselection: ranking method

Price determination

->basis for pricing: fixed cost, variable cost

->competitive bidding競(jìng)價(jià)

->price negotiation

Impact of MRP on purchasing

->purchasing可分為2種類型的行為：

1)procurement

2)supplier scheduling & follow-up

->planner/buyerconcept

->contract buying: 供應(yīng)商得到 a copy ofMR to confirm furture demands

->supplier responsiveness  & reliability

->close relationship with suppliers

->EDI

->VMI

->internet& intranet & extranet

Environmentally responsible purchasing

->reduce-reuse-recycle

Expansion of purchasing into supply chain management

->信息流, 現(xiàn)金流, 物料流, 維修流

->CRM& SRM

Chapter 8: Forecasting

Demand management 4 main activities

->forecasting

->order processing

->making delivery promises

->interfacing between manufacturing planning & control & market

Characteristics of demand

->demand patterns

• Trend

• Seasonality

• Random variation

• Cycle

->stable vs dynamic

->dependent vs independent demand

Principles of forecasting

->wrong

->includean estimate of error

->more accurate for families/ groups

->more accurate for nearer time periods

Collection & preparation of data

->record data in same terms as needed for forecast

->record the circumstances

->record the demand separately for different customer groups

Forecasting techniques

->qualitative techniques: eg. Business trends/ potential demand, senior management

->extrinsic techniques

->intrinsic techniques (end-item)

Some intrinsic techniques

->moving average: 優(yōu)點(diǎn)：stabledemand, filter out random fluctuations, 缺點(diǎn)：computerstorage high

->exponential smoothing: 優(yōu)點(diǎn)：deal withstable item, short-range forecast,缺點(diǎn)：not work well when demand, low, intermitent

Seasonality

->seasonal demand = (seasonal index) * (average demand)

->deseasonalized demand = (actual seasonal demand) / seasonal index

->計(jì)算步驟：

1. Use de-seasonalized data to forecast

2. Calculate desonalized demand     base forecast

3. Calculate seasonal forecast     using seasonal index

Tracking forecast

->error

• Bias & random variation

->MAD(Mean Absolute Deviation)

->tracking signal = forecast error代數(shù)和/MAD; 作用：measure the quality of forecast todetermine whether to adjust forecast

->contingency planning

->P/DRatio

Chapter 9: Inventory fundamentals

->Aggregate inventory management: according to classification & cuntion

->Item inventory management: eg. ABC/EOQ, order system

Inventory & material flow

->R.M/WIP/ Finished goods/Distribution inventories/ MROs(Maintenance, Repair,Operational Supplies)

Functions of inventories

->anticipation inventory: level production & reduce cost of changing production rates

->fluctuation inventory: (safety stock)

->lot-size inventory(cycle stock): quantity discounts; to reduce shipping, setup costs

->transportation inventory(pipeline/ movement inventories)在途庫存

->MROs

Objectives

->maximum customer services by protecting against uncertainty

->min inventory investment

->operating efficiency

• Build up inventories between different rates of production

• Level production and build anticipation inventory for seasonal products

• Allow manufacturing to run longer production runs

• Allow manufacturing to purchase in larger qty.

Inventory cost

->item cost

->carrying cost (capital cost/ storage cost/ risk cost)

->ordering cost

->stockout cost

->capacity-associatedcost (eg. Overtime, hiring, extra shifts)

Financial statement and inventory

->balance sheet: Assets = liabilities + owner's equity

->income statement: Income = revenue - expenses

->cash flow analysis: show company's ability to pay off debt

->financial inventory performance measures

->methods of evaluating inventory (FIFO/LIFO/Average cost/Standard cost)

Chapter 10: Order Quantities

lot-size decision rules

lot forlot/ fixed-order qty.(EOQ)/ order n periods supply(POQ)

Chapter 11: Independent demand ordering systems

3種系統(tǒng)to determine when to order

• Order point system (OP= DDLT     +SS)  DDLT: Demand during lead time;     SS: safety stock

• Periodic review system

• MRP

Determining service level

->is adecision of senior management & company's cooperate and marketing strategy

Chapter12:Physical inventory & warehouse management

Warehouse management

->objectives

->cost:capital cost & operating cost

->warehouse activities

->maxuse of space & effective use of labor and equipment

• Cube utilization &     accessibility

• Stock location

• Order picking & assembly

• Physical control &     security

• Inventory record accuracy

Chapter 13: Physical distribution

Introduction

->channels of distribution

• Transaction channel: the transfer of ownership

• Distribution channel: the transfer or delivery of goods/services

->reverse logistics

• Purpose: return, repair, remanufacture, recycling

• Two main categories: asset recovery: actual products; green reverse logistics: package/ heavy metal

Physical distribution system

->activities/total-costconcept/ global distribution/3PL

Interfaces

->marketing(responsible for transferring ownership) & production

Transportation

Legal Types of carriage

Transportation cost elements

->line-haul costs(LHC)

->Pickup and delivery costs

->terminal handling

->billing & collecting

->transportation terms, incoterms

warehousing

->roleof warehouses: transportation consolidation/ product mixing/ service

Chapter 14: TQM & Continuous improvement

Continuous improvements of products & processes

->ensuring employee involvement & empowerment

->focusing on customers as the ultimate definer of quality

->sustainability continuous improvement -> ongoing cycle

Lean tools & techniques

->Hoshin planning: use PDCA cycle

->Kaizen events

->valuestream mapping

->Poka-yoke

->5S

TQM & other quality tools

->quality principal approaches: transcendent quality/ product-based quality/ user-basedquality/ manufacturing-based quality/ value-based quality

->some quality tools

• Check sheets/ pareto charts/ cause and effect diagrams/ flowcharts/ histograms/ statistical process control/ scatter diagrams