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Jacobs, F. Robert; Berry, William; Whybark, D. Clay; and Vollmann, Thomas. Manufacturing Planning and Control for Supply Chain Management. US: McGraw-Hill Professional, 2011.

Manufacturing Planning and Control for Supply Chain Management

Authors: F. Robert Jacobs, William Berry, D. Clay Whybark and Thomas Vollmann

Published:  March 2011

eISBN: 9780071750325 0071750320 | ISBN: 9780071750318
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  • Contents
  • Preface
  • Acknowledgments
  • Chapter 1 Manufacturing Planning and Control
  • The MPC System Defined
  • Typical MPC Support Activities
  • An MPC System Framework
  • MPC System Activities
  • Matching the MPC System with the Needs of the Firm
  • An MPC Classification Schema
  • Evolution of the MPC System
  • The Changing Competitive World
  • Reacting to the Changes
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 2 Enterprise Resource Planning (ERP)
  • What Is ERP?
  • Consistent Numbers
  • Software Imperatives
  • Routine Decision Making
  • Choosing ERP Software
  • How ERP Connects the Functional Units
  • Finance
  • Manufacturing and Logistics
  • Sales and Marketing
  • Human Resources
  • Customized Software
  • Data Integration
  • How Manufacturing Planning and Control (MPC) Fits within ERP
  • Simplified Example
  • Supply Chain Planning with mySAP SCM
  • Supply Chain Execution with mySAP SCM
  • Supply Chain Collaboration with mySAP SCM
  • Supply Chain Coordination with mySAP SCM
  • Performance Metrics to Evaluate Integrated System Effectiveness
  • The “Functional Silo” Approach
  • Integrated Supply Chain Metrics
  • Calculating the Cash-to-Cash Time
  • What Is the Experience with ERP?
  • Eli Lilly and Company—Operational Standards for Manufacturing Excellence
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 3 Demand Management
  • Demand Management in MPC Systems
  • Demand Management and the MPC Environment
  • The Make-to-Stock (MTS) Environment
  • The Assemble-to-Order (ATO) Environment
  • The Make (Engineer)-to-Order (MTO) Environment
  • Communicating with Other MPC Modules and Customers
  • Sales and Operations Planning
  • Master Production Scheduling
  • Dealing with Customers on a Day-to-Day Basis
  • Information Use in Demand Management
  • Make-to-Knowledge
  • Data Capture and Monitoring
  • Customer Relationship Management
  • Outbound Product Flow
  • Managing Demand
  • Organizing for Demand Management
  • Monitoring the Demand Management Systems
  • Balancing Supply and Demand
  • Collaborative Planning, Forecasting, and Replenishment (CPFR)
  • Nine-Step CPFR Process Model
  • Steps 1 and 2 of the CPFR Model
  • Steps 3 through 9 in the CPFR Model
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 4 Forecasting
  • Providing Appropriate Forecast Information
  • Forecasting for Strategic Business Planning
  • Forecasting for Sales and Operations Planning
  • Forecasting for Master Production Scheduling and Control
  • Regression Analysis and Cyclic Decomposition Techniques
  • Example
  • Decomposition of a Time Series
  • Additive Seasonal Variation
  • Multiplicative Seasonal Variation
  • Seasonal Factor (or Index)
  • Example
  • Example
  • Decomposition Using Least Squares Regression
  • Error Range
  • Short-Term Forecasting Techniques
  • Moving-Average Forecasting
  • Exponential Smoothing Forecasting
  • Evaluating Forecasts
  • Using the Forecasts
  • Considerations for Aggregating Forecasts
  • Pyramid Forecasting
  • Incorporating External Information
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Case Study: Forecasting at Ross Products
  • Chapter 5 Sales and Operations Planning
  • Sales and Operations Planning in the Firm
  • Sales and Operations Planning Fundamentals
  • Sales and Operations Planning and Management
  • Operations Planning and MPC Systems
  • Payoffs
  • The Sales and Operations Planning Process
  • The Monthly Sales and Operations Planning Process
  • Sales and Operations Planning Displays
  • The Basic Trade-Offs
  • Economic Evaluation of Alternative Plans
  • The New Management Obligations
  • Top Management Role
  • Functional Roles
  • Integrating Strategic Planning
  • Controlling the Operations Plan
  • Concluding Principles
  • References
  • APICS/CPIM Certification Questions
  • Case Study: Delta Manufacturing Company’s Integrated Sales and Operations Planning Process
  • Chapter 6 Advanced Sales and Operations Planning
  • Mathematical Programming Approaches
  • Linear Programming (LP)
  • Mixed Integer Programming
  • Company Example: Lawn King Inc.
  • Company Background
  • Deciding on a Planning Model
  • The Linear Programming Model
  • Developing the Planning Parameters
  • Solving the Linear Programming Model and Understanding the Results
  • Sales and Operations Planning Issues
  • Using Microsoft Excel Solver
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 7 Master Production Scheduling
  • The Master Production Scheduling (MPS) Activity
  • The MPS Is a Statement of Future Output
  • The Business Environment for the MPS
  • Linkages to Other Company Activities
  • Master Production Scheduling Techniques
  • The Time-Phased Record
  • Rolling through Time
  • Order Promising and Available-to-Promise (ATP)
  • Planning in an Assemble-to-Order Environment
  • Managing Using a Two-Level MPS
  • Master Production Schedule Stability
  • Freezing and Time Fencing
  • Managing the MPS
  • The Overstated MPS
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Case Study: Customer Order Promising at Kirk Motors Ltd.
  • Case Study: Hill-Rom’s Use of Planning Bills of Materials
  • Chapter 8 Material Requirements Planning
  • Material Requirements Planning in Manufacturing Planning and Control
  • Record Processing
  • The Basic MRP Record
  • Linking the MRP Records
  • Technical Issues
  • Processing Frequency
  • Bucketless Systems
  • Lot Sizing
  • Safety Stock and Safety Lead Time
  • Low-Level Coding
  • Pegging
  • Firm Planned Orders
  • Service Parts
  • Planning Horizon
  • Scheduled Receipts versus Planned Order Releases
  • Using the MRP System
  • The MRP Planner
  • Exception Codes
  • Bottom-up Replanning
  • An MRP System Output
  • System Dynamics
  • Transactions during a Period
  • Rescheduling
  • Complex Transaction Processing
  • Procedural Inadequacies
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 9 Advanced MRP
  • Determining Manufacturing Order Quantities
  • Economic Order Quantities (EOQ)
  • Periodic Order Quantities (POQ)
  • Part Period Balancing (PPB)
  • Wagner-Whitin Algorithm
  • Simulation Experiments
  • Buffering Concepts
  • Categories of Uncertainty
  • Safety Stock and Safety Lead Time
  • Safety Stock and Safety Lead Time Performance Comparisons
  • Scrap Allowances
  • Other Buffering Mechanisms
  • Nervousness
  • Sources of MRP System Nervousness
  • Reducing MRP System Nervousness
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 10 Capacity Planning and Management
  • The Role of Capacity Planning in MPC Systems
  • Hierarchy of Capacity Planning Decisions
  • Links to Other MPC System Modules
  • Capacity Planning and Control Techniques
  • Capacity Planning Using Overall Factors (CPOF)
  • Capacity Bills
  • Resource Profiles
  • Capacity Requirements Planning (CRP)
  • Scheduling Capacity and Materials Simultaneously
  • Finite Capacity Scheduling
  • Finite Scheduling with Product Structures: Using APS Systems
  • Management and Capacity Planning/Utilization
  • Capacity Monitoring with Input/Output Control
  • Managing Bottleneck Capacity
  • Capacity Planning in the MPC System
  • Choosing the Measure of Capacity
  • Choice of a Specific Technique
  • Using the Capacity Plan
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Case Study: Capacity Planning at Montell USA Inc.
  • Case Study: Capacity Planning at Applicon
  • Case Study: Capacity Planning with APS at a Consumer Products Company
  • Chapter 11 Production Activity Control
  • A Framework for Production Activity Control
  • MPC System Linkages
  • The Linkages between MRP and PAC
  • Just-in-Time Effect on PAC
  • The Company Environment
  • Production Activity Control Techniques
  • Basic Shop-Floor Control Concepts
  • Lead-Time Management
  • Gantt Charts
  • Priority Sequencing Rules
  • Theory of Constraints (TOC) Systems
  • Vendor Scheduling and Follow-up
  • The Internet and Vendor Scheduling
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Case Study: Theory of Constraints (TOC) Scheduling at TOSOH
  • Chapter 12 Advanced Scheduling
  • Basic Scheduling Research
  • The One-Machine Case
  • The Two-Machine Case
  • Dispatching Approaches
  • Sequencing Rules
  • Advanced Procedures
  • Due Date–Setting Procedures
  • Dynamic Due Dates
  • Labor-Limited Systems
  • Group Scheduling and Transfer Batches
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 13 Just-in-Time
  • JIT in Manufacturing Planning and Control
  • Major Elements of Just-in-Time
  • JIT’s Impact on Manufacturing Planning and Control
  • The Hidden Factory
  • JIT Building Blocks in MPC
  • A JIT Example
  • Leveling the Production
  • Pull System Introduction
  • Product Design
  • Process Design
  • Bill of Materials Implications
  • JIT Applications
  • Single-Card Kanban
  • Toyota
  • Nonrepetitive JIT
  • A Service-Enhanced View of Manufacturing
  • Flexible Systems
  • Simplified Systems and Routine Execution
  • Joint-Firm JIT
  • The Basics
  • Tightly Coupled JIT Supply
  • Less Tightly Coupled JIT Supply
  • JIT Coordination through Hubs
  • Lessons
  • JIT Software
  • The MRP-JIT Separation
  • JIT Planning and Execution
  • Managerial Implications
  • Information System Implications
  • Manufacturing Planning and Control
  • Scorekeeping
  • Pros and Cons
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 14 Distribution Requirements Planning
  • Distribution Requirements Planning in the Supply Chain
  • DRP and the MPC System Linkages
  • DRP and the Marketplace
  • DRP and Demand Management
  • DRP and Master Production Scheduling
  • DRP Techniques
  • The Basic DRP Record
  • Time-Phased Order Point (TPOP)
  • Linking Several Warehouse Records
  • Managing Day-to-Day Variations from Plan
  • Safety Stock in DRP
  • Management Issues with DRP
  • Data Integrity and Completeness
  • Organizational Support
  • Problem Solving
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Case Study: Abbott Laboratories
  • Chapter 15 Management of Supply Chain Logistics
  • A Framework for Supply Chain Logistics
  • The Breadth of Supply Chain Logistics
  • The Total Cost Concept
  • Design, Operation, and Control Decisions
  • Supply Chain Logistical Elements
  • Transportation
  • Warehouses
  • Inventory
  • Warehouse Replenishment Systems
  • ROP/EOQ Systems
  • Base Stock Systems
  • Distribution Requirements Planning
  • Warehouse Location Analysis
  • Simulation
  • Heuristic Procedures
  • Programming Procedures
  • Vehicle Scheduling Analysis
  • Traveling Salesman Problem
  • Solution Methodologies
  • Customer Service Measurement
  • Make-to-Stock Companies
  • Make-to-Order Companies
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 16 Order Point Inventory Control Methods
  • Basic Concepts
  • Independent- versus Dependent-Demand Items
  • Functions of Inventory
  • Management Issues
  • Routine Inventory Decisions
  • Determining Inventory System Performance
  • Implementing Changes in Managing Inventory
  • Inventory-Related Costs
  • Order Preparation Costs
  • Inventory Carrying Costs
  • Shortage and Customer Service Costs
  • Incremental Inventory Costs
  • An Example Cost Trade-Off
  • Economic Order Quantity Model
  • Determining the EOQ
  • Order Timing Decisions
  • Using Safety Stock for Uncertainty
  • The Introduction of Safety Stock
  • Continuous Distributions
  • Probability of Stocking Out Criterion
  • Customer Service Criterion
  • Time Period Correction Factor
  • Forecast Error Distribution
  • Multi-Item Management
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Chapter 17 Strategy and MPC System Design
  • MPC Design Options
  • Master Production Scheduling Options
  • Detailed Material Planning Options
  • Shop-Floor System Options
  • Choosing the Options
  • Market Requirements
  • The Manufacturing Task
  • Manufacturing Process Design
  • MPC System Design
  • The Choices in Practice
  • Moog Inc., Space Products Division
  • Kawasaki U.S.A.
  • Applicon
  • Integrating MRP and JIT
  • The Need to Integrate
  • Physical Changes That Support Integration
  • Some Techniques for Integrating MRP and JIT
  • Extending MPC Integration to Customers and Suppliers
  • Concluding Principles
  • APICS/CPIM Certification Questions
  • Appendix A: Answers to APICS/CPIM Certification Questions
  • Appendix B: Areas of the Standard Normal Distribution
  • Index