lec 2 & 3 operational planning
TRANSCRIPT
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Kashif Sarwar,CSCP
Lecture # 2
Operational Planning in SCM
Lecture # 2
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Key Concepts:• Sources of variability in demand and supply• The bullwhip effect• S&OP process• Synchronizing supply and demand• Implementation best practices• Using metrics for determine supply and demand variability
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Supply Chain Dynamics• What causes variability?• How can supply chains reduce
variability?• How can organizations improve
demand forecasts (which are always wrong)?
• How can demand management be used to reduce the bullwhip effect?
• How can supply chain partners collaborate on demand planning?
Partner collaboration
Sources of Variability in Demand
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Sources of Demand Variability
3-4
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The Bullwhip Effect
3-5
P&G Diapers—Monthly Orders (thousands of units)
J F M A JM J A S O DN
Dem
and
50
0
100
150
200
250
300
350
Key:= DC orders to factory= Retail orders to DC
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Customer orders
Maximum demand
Minimum demand
Retail ordersDistributor ordersAnd so on up the chain
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Causes of the Bullwhip Effect
3-7
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Using Demand Planning and Communication to Reduce the Bullwhip Effect
Communicating demand and mutual demand planning are the primary ways to reduce the bullwhip effect:
►Information sharing– Ideally each partner gets retailer demand data directly.
►EDI– Can automatically supply demand data into each partner’s planning and
forecasting software.
►Collaborative demand planning– Channel master may be able to use centralized inventory management
strategies or all can use CPFR.
3-8
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Using Demand Influence to Reduce the Bullwhip Effect
3-9
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Using Demand Management and Prioritization to Reduce the Bullwhip Effect
3-10
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Discussion QuestionThe bullwhip effect can be mitigated bya) reducing lead times.b) relying on multiple demand forecasts.c) increasing end-of-month wholesale
discounts.d) rationing.
Short QUIZ
3-11
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Sources of Supply Variability
3-12
Sources of Variability in Supply
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Synchronizing Supply and Demand
• Key is to reach internal consensus on demand plan and production plan.
• S&OP steps (Wallace and Stahl):1. Data gathering2. Demand planning 3. Supply planning4. Pre-meeting5. Executive meeting
3-13
Replanning
S&OP meetings
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Demand Planning Phase Meeting
• Highest-ranking demand-side professional chairs.
• Demand manager prepares dashboards.
– Consolidates product and brand management, marketing, sales plans.
– Demand plan in units and in dollars.– Metrics, assumptions, events,
opportunities, risks, and decisions.
• Meeting briefness:
– Product family level, subfamilies by exception.
– What changed since last meeting (replanning).
– Validating assumptions.
• Strategies to close gaps between demand plan and business plan.
• Success of demand plan depends on quality of communications.
3-14
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Demand Plan Dashboard—Units
3-15
15,000
10,000
5,000
–3 –2 –1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Demand Plan for 18 Months in Future
Demand for Product Family XYZ in Units
Lead time = 2 weeksInventory turnover = 2 weeks
Historical Demand
Key:
Annual business plan
Current demand plan
Prior demand plan
Actual Demand
Product family XYZ:
0Units
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Supply Planning Phase Meeting
3-16
• Production plan will match demand plan.
Supply/DemandMatch
• Supply develops alternative plans:− Produce above demand for certain
periods to meet later spikes in demand.− Increase capacity by hiring, adding shift,
planning overtime, leasing equipment, or outsourcing (or opposite).
− Reducing demand plan (as last resort).
Supply/DemandMismatch
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Executive Meeting• Participants: CEO and demand, supply, and financial executives
and other direct reports to CEO.• Goal: consensus demand plan.
– Review metrics, changes, new risks and opportunities, and other events.
• Executives will want to know:– Are plans on budget, schedule, and scope?– How are product mixes performing?– Do current strategies need modifying and when do decisions need to be
made?
• Communication of agreed-upon plan to all internal participants is critical.– Depends on quality of internal communications process.
3-17
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Questions?
3-18
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Principles of ForecastingForecasts are:• Necessary (sometimes)• Wrong (almost always, and
they should include an estimate of error)
• More accurate for groups than for single items
• More accurate for near term than for long term.
1-19
ActualForecast
Monthly Demand
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Demand: Components
• Trend: linear, geometric, exponential
• Seasonality: holidays, weather
• Random variation: data fluctuation caused by random occurrences
• Cycle: increases/ decreases in economy
1-20
Seasonality
Random variation
Cycle
Trend
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Quantitative Approaches to Forecasting Demand
• Based upon internal factors; incorporate data collected during set intervals of time
1-21
• Based upon factors related to demand for product, such as impact of housing starts on furniture sales or leading/ lagging economic indicators
Intrinsic Extrinsic
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Naive Forecasting
1-22
Next period’s demand will repeat this period’s.
FebJan Mar MayApr
Naive forecast
950(Previous month’s demand)
Actual demandNaive forecast
Method/Calculation
1,000
975
1,125
950 1,125
975
1,000
Example: May data will equal April data.
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3-Month Moving Average Forecast
1-23
Next demand will be simple average of several previous periods.
Moving average
950(Avg. of previous 3 mons.)
(975 + 1,125 + 950) ÷ 3 = 1,016.67 (1,017)
Actual demand
3-month moving average
Naive forecast
Method/Calculation1,000
975
1,125
1,025
950 1,125
1,017
975
1,000
FebJan Mar MayApr
Example: May demand will equal sum of February, March, and April demand divided by 3 (3-month moving average).
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Weighted Moving Average Forecast
1-24
Next demand will be weighted average of previous periods.
Weighted moving average
950
Actual demand
3-month moving averageWeighted moving average
Naive forecast
1,021
Method/Calculation1,000
975
1,125
1,025
950 1,125
1,017
1,046
(Weighted average of previous 3 mons.)(3 x 975 + 2 x 1,125 + 1 x 950) ÷ (3 + 2 + 1) = 1,020.83
975
1,000
FebJan Mar MayApr
Example: May demand will equal sum of (3 April + 2 March + 1 February) divided by (3 + 2 + 1).
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Exponential Smoothing Forecasts
1-25
Forecast equals previous forecast increased by a portion of the previous forecast error (modified weighted moving average).
*Previously calculated forecast
**Constant = 0.2
950
1,027
Actual demand
3-month moving average
Exponential smoothing
Weighted moving average
Naive forecast
1,021
Method/Calculation
1,000
975
1,125
1,025
950 1,125
1,017
1,046Prev. forecast + Constant** Prev. forecast error: 1,040 + 0.2 (975 – 1,040) = 1,027
Exponential smoothing1,040*
975
1,000
FebJan Mar MayApr
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Intrinsic Forecasting Methods Compared
1-26
**Constant = 0.2
Naive forecast
Moving average
Weighted moving average
Average of previous 3 months
Previous month’s demand
Actual demandMethod/Calculation
Prev. forecast + Constant** Prev. forecast
Exponential smoothing
Weighted avg. of previous 3 months
*Previously calculated forecast
950
1,027
1,021
1,000
975
1,125
1,025
950 1,125
1,017
1,046
1,040*
975
1,000
FebJan Mar MayApr
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Seasonal Index (by Month)
1-27
Average January demand = 221 % of monthly average
demandDemand
FebJan
May
1 2
Deseasonalized Monthly Demand =
Sum of Seasonal Avg. Demand =
34
26
Apr
33
2011
88
Mar
Jul-Dec
2010Month
31
14
Deseasonalized Avg. Monthly
Demand2009–20112009
2 04
4 35
11 1012
27
Seasonal Index
Jun 3
8789
Seasonal Avg. Demand
32 31
2
2
4
11
30
168
88
14
14
1484
2.142
0.786
0.286
0.143
0.1436.285
2.214
(168 ÷12)
14
14
14
(6 x 14)
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Service Sector Forecasting
1-28
Service businesses, such as restaurants, may track “seasonal” demand in units as short as minutes.
Some restaurant variables
Workers per shiftRegisters in operationNumber of available tablesSpace requirements Amount and types of foods
% of demand by hour of day
5-64-53-42-31-212-1 7-811-12 8-9 9-106-7
15%
10%
5%
20%Lunchtime Dinnertime
Hour of day
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Qualitative Approaches to Forecasting Demand
1-29
When to use qualitative forecasting methods:For new products
When hard data are lacking
Combination methods: as a check on quantitative forecasts
► Personal insight► Sales force estimate► Management estimate► Market research► Delphi method
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Measures of Forecast Error
1-30
Forecast Error = A F
= 600 units 680 units = 80 units = 80 units
Where:A = Actual demandF = Forecast demand
NOTE: Absolute = | |.
An absolute value has no +/– sign, and so, in this case, it
measures the size of the error, not the direction.
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Measures of Forecast Error
1-31
A FForecast Error as a Percentage =
A600 units 680 units 80 units= =
600 units 600 units= 0.1333 = 13.33% error
Forecast Accuracy = 1 Forecast Error as a Percentage= 1 0.1333 = 0.8667 = 86.67% accuracy
Where:A = Actual demandF = Forecast demand
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Mean Absolute Deviation (MAD)
1-32
A F
MAD = n
Where:|A – F| = Total of absolute forecast errors for the periodsn = Number of periods
The Greek uppercase letter ∑ stands for
“the sum of.”
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Mean Absolute Deviation (MAD) with Smoothing
1-33
(65.86 / 8 = 8.23)Mean Absolute Deviation (MAD) 8.23
Absolute DeviationDemand
Jun
May
Jul
Total Deviation
Month
2
Exponential Forecast with 0.4 Smoothing
Error (Deviation)
3
65.86
25Nov
16.13
+14.78 (25 – 10.22)
Oct 15
10.22
+7.96 (15 – 7.04)
Sep 5.0710 +4.93 (10 – 5.07)
Aug 5 5.12 –0.12 (5 – 5.12)
Dec 15.87
14.78
7.96
4.93
0.12
5.2
7.0
10.0
+15.87 (32 – 16.13)
–5.20 (2 – 7.2)–7.00 (3 – 10)–10.00 (4 – 14)
7.04
7.20
10.00
14.004
32
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Other Measures of Forecast Error
1-34
Algebraic Sum of Forecast ErrorsTracking Signal = Mean Absolute Deviation (MAD)
( 10) + ( 7) + ( 5.2) + ( 0.12) + (4.93) + (7.96) + (14.78) + (15.87) = 8.23
21.22= = +2.58 (rounded)8.23
Standard Deviation (approximate) = MAD 1.25
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Demand Management
1-35
Demand management is the art of synchronizing supply and demand plans:
Long-term strategic needsMedium-term aggregate demand forecasting and master planningShort-term demand forecasting and item-level master scheduling
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Planning Demand: The Demand Plan
1-36
Demand plan is plan for action based on:
Forecasts
Planned demand generation activities.
Demand plan inputs:
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Communicating Demand
1-37
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Communications Structure for Communicating Demand
1-38
Demand-influencing activities Proposed demand plan
Demand manage-ment and prioriti-zation activities
Consensus review
Performance monitoring and
feedback
Consensus demand plan
Master scheduling and supply planning
Demand plan inputs
Sales and operations planning
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Demand Manager as Focal Point
1-39
Demand manager
Salespersons
Master scheduler and
supply planners
Marketing staff
Product and brand
managersKey
customers
Demand manager's feedback and performance monitoring goals:
Communicate consensus demand plan and outcome of S&OP.Give feedback to demand organization on effectiveness of demand management efforts.Alert demand and supply of need for action.
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Demand Plan Dashboard in Units
1-40
15,000
10,000
5,000
–3 –2 –1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Demand plan for 18 months in future
Demand for Product Family XYZ in Units
Lead time = 2 weeksInventory turnover = 2 weeks
Historical demand
Key:
Annual business plan
Current demand plan
Prior demand plan
Actual demand
Product family XYZ:
0Units
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Situations for Managing and Prioritizing Demand
1-41
Large one-time sales opportunity
would impact other orders,
costs, profit.
Demand plan overstates actual demand; changes will impact sales and costs.
Demand plan understates actual demand; changes will impact sales and costs.
Supply organization cannot meet
demand plan without changes.
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Collaborative Planning, Forecasting, and Replenishment (CPFR®)
Topic 3: Linkages Among the Elements
1-42
Vendor Management
Collaboration Tasks Retailer Tasks
Analysis
Demand & Supply Management
Execution
Strategy & PlanningManufacturer Tasks
Category Management
Store ExecutionSupplier Scorecard
Market Data AnalysisDemand Planning
Exception Management
Logistics/DistributionBuying/Re-buyingLogistics/Distribution
Execution MonitoringCustomer Scorecard
Production & Supply Planning
Performance Assessment
Sales ForecastingOrder Planning/Forecasting
POS ForecastingReplenishment Planning
Order GenerationOrder Fulfillment
Collaboration ArrangementJoint Business Plan
Account PlanningMarket Planning
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Demand Management Functional Responsibilities & Interfaces
1-43
Long-termSeek valued added
Medium- to short-termTailoring demand to capacity
Represent demand-side interests in operations terms
DailySufficient inventoryTime to market
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Questions?
1-44