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Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

Mar 29, 2015

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Page 1: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

Chapter 5 Planning Resources

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Page 2: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with capacit

y planning SEE how to design medium-term tactical plans EXPAND the tactical plans into short-term sched

ules

Aims of this chapter

Page 3: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

5.1 TYPES OF PLANNING

Why do we have to make plan?

All activities have to be planned – which means that we design timetables to show when they will be done.

Delivery plans, for example, might show the planned schedules for deliveries over the next month. If an organization does not plan for the future, it can only work from hour-to-hour, without any continuity, and in constant danger of meeting unexpected circumstances that it cannot cope with.

Page 4: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

Approaches to planning logistics

Page 5: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

5.1 TYPES OF PLANNING5.1 TYPES OF PLANNING

Capacity plans

Aggregate plans

Master schedules

Short-term schedules

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5.2 CAPACITY PLANNING

5.2.1 Some definitions

Capacity of a supply chain sets the maximum amount of product that can be delivered to final customers in a given time.Designed Capacity is the maximum possible throughput in ideal conditions.Effective Capacity is the maximum realistic throughput in normal conditions.Actual Throughput is normally lower than effective capacity.

Page 7: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

5.2 CAPACITY PLANNING

5.2.2 Bottlenecks

You know what?

Sometimes, This part of the supply chain is workin

g at full capacity, but other parts have spare capac

ity that is not used. The bottlenecks in a supply ch

ain limit its overall capacity

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5.2 CAPACITY PLANNING

different capacity

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W O R K E D E X A M P L E

The main bottling plant at J&R Soft drinks has a capacity of 80,000 liters a day, and works a seven-day week. It fills standard bottles of 750 ml, and these are passed to a packing area which can form up to 20,000 cases a day with 12 bottles each. The packing area works a five-day week. The cases are taken to warehouses by a transport company whose 8 lorries can each carry 300 cases, and make up to 4 trips a day for 7 days a week.

Page 10: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

W O R K E D E X A M P L E

There are two main warehouses, each of which can

handle up to 30,000 cases a week. Local deliveries

are made from the warehouses by a fleet of small

vans that can handle everything passed to them by

the warehouse. What is the capacity of this part of

the distribution system? How can J&R increase the

capacity?

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Solution of case

We have information about five parts of the supply chain, and can use this to find the capacity of each part in consistent units, say bottles a week.

The bottling plant has a capacity of 80,000 litres a day,or:

7 × 80,000/0.75 = 746,666 bottles a week The packing area has a capacity of 20,000 cases a day,or:

5 × 12 × 20,000 = 1,200,000 bottles a week The transport company’s lorries can handle 300 cases on each journ

ey, so their capacity is:

7 × 4 × 8 × 300 × 12 = 806,400 bottles a week Each warehouse can handle 30,000 cases a week, giving a capacity

of:2 × 30,000 × 12 = 720,000 bottles a week

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Solution of case

next time

Page 13: Chapter 5 Planning Resources. DISCUSS the role of planning in logistics MEASURE the capacity of a supply chain DISCUSS some practical difficulties with.

You know what?

We only know that the capacity of the delivery vans is greater than the capacity of the warehouses.

J&R can only increase capacity by expanding the warehouses. Improving other parts of the supply chain will have no effect at all. Of course, when one bottleneck is removed another is formed, and this will probably be at the bottling plant.

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5.2 CAPACITY PLANNING

5.2.3 Matching capacity and demand

What is the aim of capacity?

is to match the available capacity of facilities to t

he demands put on them.

The main steps in capacity planning find the res

ources needed, compare these with the resourc

es available, and then look at alternative plans fo

r overcoming any differences.

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5.2 CAPACITY PLANNING

Steps:1. examine forecast demand and translate this into a capaci

ty needed2. find the capacity available in present facilities3. identify mismatches between capacity needed and that a

vailable4. suggest alternative plans for overcoming any mismatch5. compare these plans and find the best6. implement the best and monitor performance

This is a standard approach to all kinds of planning, which is sometimes called resource requirement planning.

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5.3 ADJUSTING CAPACITY

Suppose that the throughput of a supply chain rises steadily over time. Capacity should be increased at some point, but the increase will come as a discrete step. There is no way of exactly matching the discrete capacity to a continuous demand, so we have to use one of three basic strategies

see next three slip please

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5.3 ADJUSTING CAPACITY

(a) more or less match capacity to demand, so that there is sometimes excess capacity and sometimes a shortage

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5.3 ADJUSTING CAPACITY

(b) make capacity at least equal to demand by early expansion, which needs more investment in facilities and gives lower utilization

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5.3 ADJUSTING CAPACITY

(c) only add capacity when the additional facilities would be fully used, which has lower investment and high utilisation, but restricts throughput

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5.3 ADJUSTING CAPACITY

Any change in capacity is likely to cause some disruption, so it might be better to have a few large increases rather than more smaller ones

you can see next slip

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5.3 ADJUSTING CAPACITY

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5.3 ADJUSTING CAPACITY

The benefits of large increases include longer perio

ds without disruptions, less risk of not meeting unexpected demand, and the expansion might give economies of scale. On the other hand, there is not such a close match to demand, disruptions may be more serious, capital costs are higher, utilization is low, and there are risks if demand changes.

About the two method

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5.3 ADJUSTING CAPACITY

5.3.2 Short-term adjustments to capacity

There are two ways of making these short-term adjustments to capacity:

capacity management adjusts capacity to match demand

demand management adjusts demand to match available capacity.

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5.3 ADJUSTING CAPACITY

Ways of adjusting capacity includeWays of adjusting capacity include:: changing the work pattern to match demand employing part-time staff to cover peak demands using outside contractors renting or leasing extra facilities adjusting the speed of working rescheduling maintenance periods making the customer do some work, such as packing

their own bags in supermarkets

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5.3 ADJUSTING CAPACITY

Ways to adjust demand include:Ways to adjust demand include: vary the price limit the customers served, by demanding specific ‘qualif

ications’ change the marketing effort offer incentives to change demand patterns, such as off-

peak travel rates change related products to encourage substitution, such

as holiday destinations vary the lead time use a reservation or appointment system use stocks to cushion demand.

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5.3 ADJUSTING CAPACITY

5.3.3 Changing capacity over time

So far we have assumed that capacity is constant over time. In practice, the effective capacity of a supply chain can change quite markedly.

There exist other more systematic changes in capacity. One of the most obvious is the effect of a learning curve. The more often you repeat something, the easier it becomes and the faster you can do it

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5.3 ADJUSTING CAPACITY

90% learning curve

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5.3 ADJUSTING CAPACITY

This declining performance is by no means inevitable,

and there are many things – ranging from mobile

telephones to tea services – whose performance stays

the same for long periods. Even if performance does

decline, there are ways of slowing its effects, such as

preventive maintenance and rational replacement

policies

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5.4 TACTICAL PLANNING

5.4.1Aggregate plans

Tactical plans bridge the gap between longer term strategic plans and operational details. They show how the capacity will be used, and develop medium-term timetables for activities

Aggregate plansMaster schedules

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5.4 TACTICAL PLANNING

AGGREGATE PLANNING makes the tactical

decisions that translate forecast demand and

available capacity into schedules for families of

activities.

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5.4 TACTICAL PLANNING

Aggregate planners are looking for answers to questions:

Should we keep throughput at a constant level, or change it to meet varying demand?

How should we use stocks to meet changing demand? Should we vary the size of the workforce with demand? Can we change work patterns to meet changing demand? Should we use subcontractors or outside organisations t

o cover peak demands? Can we allow shortages, perhaps with late delivery? Can we smooth the demand?

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5.4 TACTICAL PLANNING

A master schedule ‘disaggregates’ the aggreg

ate plan and shows the planned activities for,

typically, each week over the next few weeks.

The Master Schedule gives a timetable for a

ctivities, typically for each week. Its aim is to

achieve the activities described in aggregate

plans as efficiently as possible

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5.4 TACTICAL PLANNING

5.4.2 common methods of generating plans 1. Negotiations: 2. Adjust previous plans 3. Other intuitive methods 4. Graphical methods 5. Spreadsheet calculations 6. Simulation: 7. Expert systems: 8. Mathematical models

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5.4 TACTICAL PLANNING

5.4.3Planning cycles

strategic plans might cover the next four years and be updated annually;

aggregate plans might cover the next year and be updated every quarter;

master schedules may cover the next three months and be updated monthly.

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5.5 SHORT-TERM SCHEDULES

5.5.1 Definitions Imagine that you have ten jobs that you must finish toda

y. In how many different ways can you arrange the ten jobs?

You can choose the first job as any one of the ten; then the secondjob can be any one of the remaining nine, the third job can be any one of the remaining eight, and so on. This gives the number of possible schedules as:

10 × 9 × 8 × 7 × 6 × 5 × 4 × 3 × 2 × 1 = 3,628,800

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5.5 SHORT-TERM SCHEDULES

Shore-term Schedule give detailed timetables fo

r jobs, people, materials, equipment and all other resources.

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5.5 SHORT-TERM SCHEDULES

Approach to scheduling

Backward scheduling, where schedulers know when a job has to be finished. Then they can work back through all the activities to find the date when the job must be started.

Forward scheduling, where schedulers know when a job can start. Then they can work forward through all activities to find the date when the job will be finished.

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5.5 SHORT-TERM SCHEDULES

four scheduling rules for assigning jobs:four scheduling rules for assigning jobs:

1. First come, first served:

2. Most urgent job firs

3. Shortest job first:

4. Earliest due date first

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worked example

Zambrucci Transport has to schedule the following six jobs for a heavy lift crane. How can it design a reasonable schedule?

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The average time in the system (which is the same as

the average finish time) is 134/6= 22.3 days, compared

with 190/6 = 31.7 days for ‘first come, first served’. By

day 36 this schedule has finished five journeys, while the

previous schedule had only finished three. We do not

have enough information to schedule the jobs in order of

urgency, but we can minimize the maximum lateness by

taking jobs in order of due date. This gives the following

schedule.

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This gives a maximum lateness of 4 days for jobs D and F, and an average lateness of 10/6= 1.7 days.

These are only three scheduling rules, and we could use many others to achieve different objectives.