|
Provided by: True North Consulting, LLC Master Planning of ResourcesSupply Chain Management |
 |
Certificate Program
Provided by True North Consulting, LLC
Master Planning of Resources will explore the processes used to develop sales and operations plans and identify and assess internal and external demand and forecasting requirements. The course focuses on the importance of producing achievable master schedules that are consistent with business policies, objectives, and resource constraints. Topics include: 1) Demand Management 2) Sales and Operations Planning 3) Master Scheduling 4) Measuring Business Performance.
Related Awards, Degrees or Certifications: CPIM - Certified In Production & Inventory Management
Related Jobs or Careers: Supply Chain Management, Materials Management, Demand Management
|
|
||||||||||||||||||
Master Planning of Resources Seminar Schedule
| Date | Location | |||
|---|---|---|---|---|
| [Register] | ||||
| [Register] | ||||
| [Register] | ||||
| [Register] | ||||
| [Register] | ||||
| [Register] |
Master Planning of Resources
This course is often offered over three consecutive Fridays.
Master Planning of Resources
Course Outline
1. The Business Planning Process
a. Overview
b. What is Master Planning of Resources (MPR)?
i. Master Planning of Resources Model
ii. Demand Management
iii. Sales and Operations Planning
iv. Master Scheduling
c. The Planning Process
i. The Balancing of Supply and Demand
ii. Product Volume and Product Mix
iii. The Planning Hierarchy
iv. The Planning Horizon
d. The Business Plan
i. Common features of the Business Plan
ii. The Market and the Business Environment
iii. Key Goals for Business Performance
iv. Business Stakeholders
v. Benchmarking
vi. Business Plan Strategic Data Sources
e. Manufacturing Environments
i. Manufacturing Environment Characteristics
f. Volume/ Variety Releationships
i. P: D Ratio
ii. Manufacturing Environment and Supply Process Strategy
iii. Process Choices
g. Sales and Operations Planning
i. Sales and Operations Planning Benefits
ii. Product Families
iii. Product/ Service Hierarchy
iv. Resource Planning
v. Bill of Resources
vi. Master Scheduling
vii. Rough-Cut Capacity Planning
2. Forecasting Demand
a. What is a Forecast?
i. Why Forecast?
ii. Areas Impacted by Forecast
iii. Considerations in Forecast System Design
iv. General Forecasting techniques and Data Sources
v. Demand
1. Sources of Demand
2. Factors Influencing Demand
vi. Seasonality
1. Seasonality Calculation
2. Calculation of Seasonal Index
3. Economic Cycle
4. Pyramid Forecasting
5. Quantitative Techniques
6. Qualitative Techniques
vii. Data Sources
1. Internal (Intrinsic) Factors
2. External (Extrinsic) Factors
3. Leading Indicators
4. New Product Introduction
5. Product Life Cycle
viii. Focus Forecasting
1. Data Issues for Forecasting
ix. Planning Horizon and Time Periods
1. Data Preparation and Collection
2. Dealing With Outliers
x. Decomposition of Data
3. Demand Management and Customer Service
a. Replacing Forecast with Knowledge
i. Monitoring the Forecast
ii. Reasons for Forecast Inaccuracy
iii. Forecast Accuracy
iv. Normal Distribution (Bell-Shaped Curve)
v. Monitoring the Forecast Techniques
vi. Bias
vii. Tracking Signals
viii. Demand Filters
ix. Developing a Forecast Process
x. Sources of Demand
b. Customer Relationship Management (CRM)
i. Customer Order Management
ii. Dates
iii. Order Cycle and Lead Times
c. Supply Chain Order Management
i. Quick Response (QR)
d. Monitoring Order Status
e. Demand Management Activities
f. Order Promising
g. Defining Customer Service
h. Customer Service Elements
i. The Sales Cycle
j. Delivering Customer Service Leadership
k. Customer Communications
4. Distribution Planning
a. Distribution Planning
i. Considerations for Distribution
ii. Distribution System Objectives
iii. Distribution Supply Channels
iv. Distribution Relationships
v. Forecasting by Aggregation
vi. Forecasting by Allocation
vii. Level of Safety Stock Required in a Network of Distribution Centers
viii. Total Distribution System Cost
b. Distribution Site Selection
i. Quantitative Factors
ii. Qualitative Factors
iii. Qualitative Factor Analysis
c. Distribution Planning Systems
i. Reorder Point
ii. Pull Systems using Reorder Point
iii. Double Order Point
iv. Push Systems for Distribution Inventories
v. Push System Concepts
vi. Distribution Requirements Planning (DRP)
vii. DRP Exercise
viii. Distribution Resource Planning (DRP II)
ix. Collaborative Planning, Forecasting, and Replenishment (CPFR)
d. Bill of distribution (BOD)
i. DRP/ MRP Interface with MPS
ii. DRP and Just-in-Time (JIT)
iii. DRP/ JIT Interface to Materials Management
iv. Just-in-Time (JIT) Considerations for Distribution
v. U. S. Domestic Terms of Sale
vi. International Terms of Sale (INCOTERMS)
vii. Freight Management
5. The Sales and Operations Planning Process
a. Sales and Operations Planning Relationships
b. Organizations with Separate Plans
c. Sales and Operations planning
d. The Balancing Act
e. Product Volume and Mix
f. Sales and Operations Planning (S&OP)
i. The Monthly Sales an dOeprations planning Process
ii. Benefits of Sales and Operaions Planning
iii. Sales and Oeprations Planning Considerations
iv. Participants in the Executive Sales and Operions Planning Meeting
v. Product Families
g. Product/ Service hierarchy
i. Inputso Sales and Operations Planning
ii. Output from the Sales and Operons Planning Process
iii. Modeling and Analysis
iv. Graphical Techniques
h. Production Methods
i. Level Schedule Method
ii. Chase Method
iii. Combination/ Hybrid Method
i. Make-To-Stock and Make-To-Order
i. Developing the MTS Sales and Operations Planning Grid
ii. History
iii. Sales Plan
iv. Production Plan
v. Inventory versus Backlog
vi. Backlog Plan
vii. Backlog versus Backorder
viii. Setting Backlog Target Levels
j. What is a Resource?
i. Resource Planning
ii. The Resource Planning Process
iii. Bill of Resources
iv. Units of Measure
v. Planned changes in Resources
k. Case Scenario Exercise
6. The Master Scheduling Process
a. Sales and Operations Planning and Master Scheduling
i. The Relationship of the Production plan and the Master Production Schedule
b. Master Scheduling Terms
i. Applications of Master Scheduling
c. Inputs to Master Scheduling
i. Outputs from the Master Scheduling Process
ii. The Master Scheduling Process
iii. Time Fences
iv. Master Scheduling Time Fences and their Qualification
d. The Master Scheduling Grid
i. Projected Available Balance
ii. Available-to-Promise
iii. Available-to-Promise Calculation Methods
iv. Scheduling Decisions
e. Relating the Master Scheduling Process to the Business Environment
f. Designing Product Structures
i. Single-Level Bill of Material
ii. Multi-Level Bill of Material
iii. Planning Bill of Material
g. Common Parts Bill of Material
h. Super Bill of Material
i. Make-to-Order/ Assemble-to-Order Product Configuration
i. Advantages of Planning Bills
j. Accuracy of Records
i. Item Definition and Planning Information
ii. Bills of Material
iii. Bills of Distribution
iv. Planning Bills
v. Resource Definition
vi. Resource Profiles
vii. Workcenter Definition
viii. Rough-Cut Profiles
ix. Inventory Records
x. Demand Records
xi. Supply Records
k. The Process Planning Model
l. Master Scheduler Responsibilities
7. Managing the Master Schedule Process
a. Data Sources for Master Scheduling
i. Common Changes to the MPS in Response the Changing Demand
ii. Common Changes to the MPS I Response to Changes in Supply
b. Engineering Changes
i. Mandatory or Immediate Engineering Changes
ii. Phased-in or Optional
iii. Process
c. Managing Change
d. Tradeoffs of Inventory, Production, Customer Service and Profitabiltiy
e. Types of Supply Orders
f. Master Production Schedule Time Zones
g. Defining Time Fence Policies
h. Creating Firm Planned Orders
i. Safety Factors for Master Scheduling
ii. Hedges
i. Mixed Model Production
j. Rough-Cut Capacity Planning (RCCP)
i. Benefits of Rough-Cut Capacity Planning
ii. Limitations of Rough-Cut Capacity Planning
iii. Rough-Cut Capacity Planning Process
iv. Rough-Cut Capacity Plan Example
v. Load Profile Example
k. Revised master Production Schedule and rough-Cut Capacity Planning Report
i. Differences Between Resource Planning and Rough-Cut Capacity Planning
l. Multi-Level Master Scheduling
i. Two-Level Master Scheduling Example
m. The Final Assembly Schedule
i. The Differences Between the FAS and the MPS in MTO, ATO, and ETO Environments
n. The Final Assembly Process
o. Formulating the Final Assembly Schedule
p. Service Master Scheduling
i. Supplier Scheduling
8. Measuring Performance and Validating the Plan
a. The Master Planning of Resources Model
b. Measuring the Business
i. The Importance of Performance Measurement
ii. Traditional Performance Measures
iii. Non-Traditional (Proactive) Performance Measurements
iv. Development of Performance Measurements
v. Listing of Performance Measurements
c. Customer Service
i. Customer Acquisition
ii. Customer Retention
d. Customer Service Measurements
i. What Does the Customer Want?
ii. Support
iii. Quality
iv. Delivery
v. Service
vi. Value
vii. Customer Service Measurements Scorecard
viii. Monitoring Customer Service Performance
ix. Customer Service Measurement
x. Measuring Forecast Performance
xi. Validating the Production Plan
xii. Measuring Sales and Operations Planning Performance
e. Master Scheduling Performance Measurements
i. Validating and Maintaining the Master Production Schedule
f. Master Schedule Management Issues
i. Master Schedule Policy
ii. What Is an Effective Schedule?
iii. The Goals of Master Scheduling
iv. Symptoms of Poor Master Scheduling
v. Keeping the MPS Realistic
Master Planning of Resources
Course Outline
1. The Business Planning Process
a. Overview
b. What is Master Planning of Resources (MPR)?
i. Master Planning of Resources Model
ii. Demand Management
iii. Sales and Operations Planning
iv. Master Scheduling
c. The Planning Process
i. The Balancing of Supply and Demand
ii. Product Volume and Product Mix
iii. The Planning Hierarchy
iv. The Planning Horizon
d. The Business Plan
i. Common features of the Business Plan
ii. The Market and the Business Environment
iii. Key Goals for Business Performance
iv. Business Stakeholders
v. Benchmarking
vi. Business Plan Strategic Data Sources
e. Manufacturing Environments
i. Manufacturing Environment Characteristics
f. Volume/ Variety Releationships
i. P: D Ratio
ii. Manufacturing Environment and Supply Process Strategy
iii. Process Choices
g. Sales and Operations Planning
i. Sales and Operations Planning Benefits
ii. Product Families
iii. Product/ Service Hierarchy
iv. Resource Planning
v. Bill of Resources
vi. Master Scheduling
vii. Rough-Cut Capacity Planning
2. Forecasting Demand
a. What is a Forecast?
i. Why Forecast?
ii. Areas Impacted by Forecast
iii. Considerations in Forecast System Design
iv. General Forecasting techniques and Data Sources
v. Demand
1. Sources of Demand
2. Factors Influencing Demand
vi. Seasonality
1. Seasonality Calculation
2. Calculation of Seasonal Index
3. Economic Cycle
4. Pyramid Forecasting
5. Quantitative Techniques
6. Qualitative Techniques
vii. Data Sources
1. Internal (Intrinsic) Factors
2. External (Extrinsic) Factors
3. Leading Indicators
4. New Product Introduction
5. Product Life Cycle
viii. Focus Forecasting
1. Data Issues for Forecasting
ix. Planning Horizon and Time Periods
1. Data Preparation and Collection
2. Dealing With Outliers
x. Decomposition of Data
3. Demand Management and Customer Service
a. Replacing Forecast with Knowledge
i. Monitoring the Forecast
ii. Reasons for Forecast Inaccuracy
iii. Forecast Accuracy
iv. Normal Distribution (Bell-Shaped Curve)
v. Monitoring the Forecast Techniques
vi. Bias
vii. Tracking Signals
viii. Demand Filters
ix. Developing a Forecast Process
x. Sources of Demand
b. Customer Relationship Management (CRM)
i. Customer Order Management
ii. Dates
iii. Order Cycle and Lead Times
c. Supply Chain Order Management
i. Quick Response (QR)
d. Monitoring Order Status
e. Demand Management Activities
f. Order Promising
g. Defining Customer Service
h. Customer Service Elements
i. The Sales Cycle
j. Delivering Customer Service Leadership
k. Customer Communications
4. Distribution Planning
a. Distribution Planning
i. Considerations for Distribution
ii. Distribution System Objectives
iii. Distribution Supply Channels
iv. Distribution Relationships
v. Forecasting by Aggregation
vi. Forecasting by Allocation
vii. Level of Safety Stock Required in a Network of Distribution Centers
viii. Total Distribution System Cost
b. Distribution Site Selection
i. Quantitative Factors
ii. Qualitative Factors
iii. Qualitative Factor Analysis
c. Distribution Planning Systems
i. Reorder Point
ii. Pull Systems using Reorder Point
iii. Double Order Point
iv. Push Systems for Distribution Inventories
v. Push System Concepts
vi. Distribution Requirements Planning (DRP)
vii. DRP Exercise
viii. Distribution Resource Planning (DRP II)
ix. Collaborative Planning, Forecasting, and Replenishment (CPFR)
d. Bill of distribution (BOD)
i. DRP/ MRP Interface with MPS
ii. DRP and Just-in-Time (JIT)
iii. DRP/ JIT Interface to Materials Management
iv. Just-in-Time (JIT) Considerations for Distribution
v. U. S. Domestic Terms of Sale
vi. International Terms of Sale (INCOTERMS)
vii. Freight Management
5. The Sales and Operations Planning Process
a. Sales and Operations Planning Relationships
b. Organizations with Separate Plans
c. Sales and Operations planning
d. The Balancing Act
e. Product Volume and Mix
f. Sales and Operations Planning (S&OP)
i. The Monthly Sales an dOeprations planning Process
ii. Benefits of Sales and Operaions Planning
iii. Sales and Oeprations Planning Considerations
iv. Participants in the Executive Sales and Operions Planning Meeting
v. Product Families
g. Product/ Service hierarchy
i. Inputso Sales and Operations Planning
ii. Output from the Sales and Operons Planning Process
iii. Modeling and Analysis
iv. Graphical Techniques
h. Production Methods
i. Level Schedule Method
ii. Chase Method
iii. Combination/ Hybrid Method
i. Make-To-Stock and Make-To-Order
i. Developing the MTS Sales and Operations Planning Grid
ii. History
iii. Sales Plan
iv. Production Plan
v. Inventory versus Backlog
vi. Backlog Plan
vii. Backlog versus Backorder
viii. Setting Backlog Target Levels
j. What is a Resource?
i. Resource Planning
ii. The Resource Planning Process
iii. Bill of Resources
iv. Units of Measure
v. Planned changes in Resources
k. Case Scenario Exercise
6. The Master Scheduling Process
a. Sales and Operations Planning and Master Scheduling
i. The Relationship of the Production plan and the Master Production Schedule
b. Master Scheduling Terms
i. Applications of Master Scheduling
c. Inputs to Master Scheduling
i. Outputs from the Master Scheduling Process
ii. The Master Scheduling Process
iii. Time Fences
iv. Master Scheduling Time Fences and their Qualification
d. The Master Scheduling Grid
i. Projected Available Balance
ii. Available-to-Promise
iii. Available-to-Promise Calculation Methods
iv. Scheduling Decisions
e. Relating the Master Scheduling Process to the Business Environment
f. Designing Product Structures
i. Single-Level Bill of Material
ii. Multi-Level Bill of Material
iii. Planning Bill of Material
g. Common Parts Bill of Material
h. Super Bill of Material
i. Make-to-Order/ Assemble-to-Order Product Configuration
i. Advantages of Planning Bills
j. Accuracy of Records
i. Item Definition and Planning Information
ii. Bills of Material
iii. Bills of Distribution
iv. Planning Bills
v. Resource Definition
vi. Resource Profiles
vii. Workcenter Definition
viii. Rough-Cut Profiles
ix. Inventory Records
x. Demand Records
xi. Supply Records
k. The Process Planning Model
l. Master Scheduler Responsibilities
7. Managing the Master Schedule Process
a. Data Sources for Master Scheduling
i. Common Changes to the MPS in Response the Changing Demand
ii. Common Changes to the MPS I Response to Changes in Supply
b. Engineering Changes
i. Mandatory or Immediate Engineering Changes
ii. Phased-in or Optional
iii. Process
c. Managing Change
d. Tradeoffs of Inventory, Production, Customer Service and Profitabiltiy
e. Types of Supply Orders
f. Master Production Schedule Time Zones
g. Defining Time Fence Policies
h. Creating Firm Planned Orders
i. Safety Factors for Master Scheduling
ii. Hedges
i. Mixed Model Production
j. Rough-Cut Capacity Planning (RCCP)
i. Benefits of Rough-Cut Capacity Planning
ii. Limitations of Rough-Cut Capacity Planning
iii. Rough-Cut Capacity Planning Process
iv. Rough-Cut Capacity Plan Example
v. Load Profile Example
k. Revised master Production Schedule and rough-Cut Capacity Planning Report
i. Differences Between Resource Planning and Rough-Cut Capacity Planning
l. Multi-Level Master Scheduling
i. Two-Level Master Scheduling Example
m. The Final Assembly Schedule
i. The Differences Between the FAS and the MPS in MTO, ATO, and ETO Environments
n. The Final Assembly Process
o. Formulating the Final Assembly Schedule
p. Service Master Scheduling
i. Supplier Scheduling
8. Measuring Performance and Validating the Plan
a. The Master Planning of Resources Model
b. Measuring the Business
i. The Importance of Performance Measurement
ii. Traditional Performance Measures
iii. Non-Traditional (Proactive) Performance Measurements
iv. Development of Performance Measurements
v. Listing of Performance Measurements
c. Customer Service
i. Customer Acquisition
ii. Customer Retention
d. Customer Service Measurements
i. What Does the Customer Want?
ii. Support
iii. Quality
iv. Delivery
v. Service
vi. Value
vii. Customer Service Measurements Scorecard
viii. Monitoring Customer Service Performance
ix. Customer Service Measurement
x. Measuring Forecast Performance
xi. Validating the Production Plan
xii. Measuring Sales and Operations Planning Performance
e. Master Scheduling Performance Measurements
i. Validating and Maintaining the Master Production Schedule
f. Master Schedule Management Issues
i. Master Schedule Policy
ii. What Is an Effective Schedule?
iii. The Goals of Master Scheduling
iv. Symptoms of Poor Master Scheduling
v. Keeping the MPS Realistic
About The Training Provider: True North Consulting, LLC
True North Consulting, LLC - True North Consulting's mission is to equip people to transform their supply chain operations through training in supply chain management, lean six sigma and operations management principles. We offer APICS certification (CPIM), Lean Six Sigma, Lean Accounting and other value stream centered courses. We train, assess and coach to accelerate your journey to operational excellence.
From...
