sage 500 erp: advanced planning, mrp and demand planning · pdf filesage 500 erp: advanced...
TRANSCRIPT
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Sage 500 ERP: Advanced
Planning, MRP and Demand
Planning
Session: P-0588
Presenter: Mari Carlise
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CPE Credit
• In order to receive CPE credit for this session, you must be present for
the entire session.
– Session Code: P0588
– Recommended CPE Credit = 1.5
– Delivery Method = Group Live
– Field of Study = Specialized Knowledge and Applications
• Visit the Sage Summit Connect kiosks to enter CPE credit during the
conference.
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Introduction
• Mari Carlise – Design Analyst
• This presentation will be available on Sage Summit Virtual
Totebag
– VTB Code: 9820
• Follow us on Twitter: @Sage_Summit
– Use the official hashtag: #SageSummit
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Learning Objectives
• After participating in this session, you will be able to:
• Understand the setup requirements for replenishing inventory
items
• Learn how Material Requirements Planning interprets supply
and demand dates in the planning process.
• Learn how Material Requirements Planning calculates lead
times.
• Discover preferred Material Requirements Planning generation
options.
• Find out the recommended sequence to process Material
Requirements generation, without and with Scheduling.
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Topics for Today
• Set Up Requirements
• IR in Action
• Preferred MRP Generation Options
• MRP Date Priorities
• MRP Lead Times
• Work Order Dates
• MRP in Action
• Recommended MRP Generation Sequence
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Replenishment
• Controls Stock Levels
• Determines what products need to be replenished
• Determines when a product should be replenished
• Determines how much product should be ordered
– Ordering the correct amount ensures you can meet demand for
an item
• Determines how the product should be sourced (i.e.,
from a vendor or another warehouse)
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Reorder Method Manual: Excluded from the replenishment process. Orders are
entered manually (except for Make items)
EOQ: Uses several factors in the replenishment formula including:
Replenishment Cost - costs incurred during processing and receiving items on a purchase order.
Inventory Carrying Cost Percentage - expenses for maintaining stocked inventory in a warehouse includes rent, shrinkage, insurance, moving, physical and opportunity costs.
Unit Cost – Specified from IM Options (Standard, Average, Landed, Last, or Replacement)
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Reorder Method Min/Max:
• Ordered when replenishment level falls below minimum stock level.
• Orders enough to bring the level to the maximum stock level.
• Typically used on low volume items
• New items that don’t have enough history
Max Stock Level:
• Ordered when replenishment level falls below maximum level.
• Good for items with more than once a week turnover, consumable products like dairy.
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EOQ Formula
2 * (# of Work Days in Last 12 Months) * (Replenishment Cost)* (Daily Demand)
Annual Carrying Cost % * Unit Cost
Assume the following values for an item: Number of work days in past 12 months = 245 Replenishment Cost = 6.00 Demand per Day = 186.2170 Annual Carrying Cost Percentage = 28 Unit Cost = 1.25 The EOQ will calculate as follows: Square Root of 1,564,222.80 = 1,250.6889 (This is the EOQ) HOWEVER if the EOQ of an item is less than (Line Point - Replenishment Position) then the EOQ will be equal to (Line Point - Replenishment Position).
(2 * 245) * (6 * 186.2170)
.28 * 1.25
= 547,477.98
.35
= 1,564,222.80
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Order Point
• Level of inventory to be maintained
– Includes calculation for future demands, projected lead time,
and safety stock
– Calculated using the following formula:
(Daily Demand * Projected Lead Time) + Safety Stock
= Order Point
5 per day
* 6 days
+ 15 on-hand
= 45
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Replenishment Position
• Calculated using the following formula:
On-Hand - Committed + Qty On Order
= Replenishment Position
10 currently
on-hand
+ 20 on order
= 24 - 6 committed
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Order Cycle
• Calculated using the following formulas:
Total Stock Receipts/Target Order Requirements
= Total # of Purchases in a Year
# of Business Days in prior 12 months/Total
# of Purchases in a Year = Order Cycle
200 received 10 = 20
260 working
days
20 = 13
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Line Point
• Calculated using the following formula:
Order Point + (Daily Demand * Order Cycle) = Line Point
45 5 per day
13 + ( * ) = 110
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Set Up Purchase Product Lines
PPL must be defined
and assigned to
inventory record for
Buy items that will be
replenished through PO
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Set Up Warehouse Replenishment
A PPL must be
assigned to warehouse
to create a warehouse
replenishment record
(PPL/Whse) for Buy
Items
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Set Up Warehouse Replenishment
Purchase Requirements:
IR - used only to indicate
target quantities for
suggested orders in
release target/emergency
orders
MRP – Not Used
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Inventory and Replenishment
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Maintain Inventory – Make Items
MRP -
Reorder
Method
irrelevant for
Make items
Order Qty
will be set to
Demand plus
Safety Stock
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Maintain Inventory – Buy Items
(Min/Max) IR – will not
consider the
demand for
lower level
subassemblies
because it is not
aware of WO
requirements
MRP – Will add
both projected
demand and
safety stock to
planned order,
IR will not
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Maintain Inventory – Buy Items
(EOQ) IR – will not
generate an
order if standard
order qty is zero.
MRP – will still
generate an
order, but if
standard order
qty is zero, then
it will only
include actual
demand
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Maintain Inventory – Transfer Items
IR – will not
consider
safety stock.
MRP – will
include safety
stock for
transfer items.
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Maintain Routing
Default warehouse used
when creating Work Orders
Standard
Routing must be
selected for Item
to be recognized
as a MAKE in
MRP and lower
level
requirements to
be considered.
If Standard is
not selected it
may be treated
as a buy item
depending on
reorder method.
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Maintain Routing – MRP Options
Batch Size – MRP will always create an order in increments of the batch size. If the batch size is 20 and demand is for 25 then one order of 40 will be created Min/Max – Defines the minimum or maximum order quantities. If a minimum of 100 is set in routing maintenance and demand is for 10 items, MRP will create an order for 100
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Maintain Routing – MRP Options
continued
Percent Over – Used as a buffer to generate more product than demand. Commonly used when scrap is unpredictable or customers allow overshipment Windows (Days) – Defines the planning bucket to use for the specific item/warehouse combination. Commonly used for long or short lead-time items that vary from the norm
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Demand Adjustment
Starts from previous
period. Historical Data. Add to historical sales.
Needed anytime you have no history (or not enough) for an EOQ
item. Also if you want to add projected demand with a demand
formula for either Min/Max or EOQ.
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Calculate Projected Demand
Should be run for current inventory period
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Calculate Replenishment
Parameters
Must be run when
items are using EOQ
Reorder Method
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Process Replenishment Orders
To Create, Release and generate
orders.
Optional:
Warehouse
Buyer
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Create Suggested Orders
Determines which items to include for
replenishment processing.
Items needing Replenishment are printed
on Suggested Order Report.
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• Let’s take a look at Inventory Replenishment
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MRP – Material Requirements
Planning • A set of techniques that uses BOM data, inventory data,
and the master production schedule (MPS) to calculate
requirements for materials and ensure materials and
products are available for production and delivery to
customers.
• Maintain the lowest possible level of inventory.
• Plan manufacturing activities, delivery schedules and
purchasing activities.
• Provides multiple versions, “what if” scenarios
• Offers multiple forecasting and replenishment options
• Calculates lead times dynamically
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MRP Generation – Main Tab
Main Tab
Define
parameters for
MRP Version
Allows for
selection and
sorting of items.
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MRP Generation – Options Tab
Options Tab
Define version
criteria
Selection,
initialization,
and planning
options
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MRP Generation – Options Tab
The key driver for MRP and determines results
Selection Options:
- Purge items on Select
- Select Make Items
- Select Purchase Items
- Include Lower Level BOM
- Use Consolidated Warehouse
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MRP Generation – Options Tab
Initialization Criteria:
- Start and Cut off Dates – MRP planning time frame.
- Include Items w/No trans.
- Days in Planning Period – typically 1, 7, 30
- High & Low Balance Cutoff – Eliminates items whose
on-hand balances fall outside of these values.
- Summarize SO detail
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MRP Generation – Options Tab
Planning Options:
- Start Generation on Items with BOM Lower Levels –
Determines the level at which to start the MRP
generation – FG = 0, RM1 = 1 etc.
- Generate lower level items also – Lower than level
defined above.
- Planned Order Fence Date.
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MRP Smoothing Calculation • Inventory/Replenishment Data
– Inventory Calendar = 12 periods
– “Item X” Forecast = 14,600 units per inventory period
• MRP Data
– Start/End Dates – 5/1/2010 to 5/30/2010 (30 days)
– Days in Planning Period – 7 (weekly)
• MRP Smoothing Calculation 1. Inventory Calendar Demand/Day = (12 X 14,600) / 365 = 480 units/day
2. MRP Periods = 5 (5/1, 5/8, 5/15, 5/22, 5/29)
3. Calculated Demand Per MRP Period Period 1 = 3,360 (480/day X 7 days = 3,360)
Period 2 = 3,360 (480/day X 7 days = 3,360)
Period 3 = 3,360 (480/day X 7 days = 3,360)
Period 4 = 3,360 (480/day X 7 days = 3,360)
Period 5 = 3,360 (480/day X 7 days = 3,360)
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Material Requirements Planning
Date Priorities • Forecast (Demand)
– 1. Beginning Date of Smoothed Forecast Period
– 2. Beginning Date of Forecast Period
• Sales Order (Demand)
– 1. SO Line Ship Date
• Purchase Order (Supply)
– 1. PO Line Promise Date
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Material Requirements Planning
Date Priorities
• Work Orders (FG Supply)
– 1. WO Scheduled Finish Date
– 2. WO Required Date
• Work Order Materials (RM Demand)
– 1. WO Step Detail Scheduled Start Date
– 2. WO Scheduled Start Date
– 3. WO Mfg Commit Date
– 4. WO Required Date
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Material Requirements Planning
Date Priorities
• Transfer Orders – In (Supply)
– 1. TO Required Delivery Date**
• Transfer Orders – Out (Demand)
– 1. TO Scheduled Ship Date**
– ** Impacted by Actual Transaction Date
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Material Requirements Planning
Date Priorities
• Project Accounting (Demand)
– 1. Estimate Detail Scheduled Start Date
– 2. Estimate Detail Actual Start Date
– 3. Estimate Header Job Commencement Date
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MRP Lead Time Calculations
• Make Item - Order Date Without Scheduling Installed:
– Does not use the Lead Time on Maintain Inventory screen
– Adds the total hours required for all steps and assumes 24-hour
availability
– All lead time calculations are calculated end-to-end including
setup, run, down time, and reset times without overlapping
operations
– Backs into the Order Date from the Required Date
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Lead Time Example
• Work order requires 120 hours to make a quantity of finished goods
• MRP assumes 24 hour availability
• Calculates the lead time is 5 days – 120 hours / 24 hours per day = 5 days
• Required date of January 30th yields an order or start date of January 25th.
• But, assume the facility only works 8 hours per day
• Correct lead time would be 15 days – 120 hours / 8 hours per day = 15 days
• Required date of January 30th yields a correct order or start of January 15th
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MRP Lead Time Calculations
• Make Item - Order Date With Scheduling Installed
– Does not use the Lead Time on Maintain Inventory screen
– Uses backward scheduling logic from the Required Date with no
consideration for capacity load
– Includes setup, run, down time, and reset times
– Considers work center schedules
– Adjusts for overlapping operations with negative move time
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Lead Time Example
• Work order requires 112 hours to make a quantity of
finished goods
• MRP references the production schedule
• Finds work center availability = 16 hours per day, 5 days
per week
• Calculates the lead time is 9 days
– 112 hours / 16 hours per day = 7 days plus 2 weekend days
• Required date of January 30th yields an order or start
date of January 21st
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MRP Lead Time Calculations
• Buy Item
– Uses the Lead Time on Maintain Inventory screen
• Transfer Item
– Does not use the Lead Time on Maintain Inventory screen
– Uses the Lead Time Days on Warehouse Transfers screen,
source to receiving warehouse
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Without Scheduling
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Without Scheduling
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With Installed Scheduling
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With Active Scheduling
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MRP Requirements Planning Inquiry – Period Summary
• Period Summary displays individual item statistics in a horizontal time bucket (planning period) format by warehouse.
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MRP Inquiry – Transaction Detail
• Displays individual item statistics in a vertical format by warehouse.
• Prior to Generating Planned Orders, only actual supply and demand transactions appear.
• After Generating Planned Orders, the planned supply and demand orders appear with the actual supply and demand transactions.
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MRP – Planned Orders
• Must have the Act and Frm boxes checked to convert Planned orders into Actual orders
• Consolidate PO creates one PO per vendor
• Cost breaks from Maintain Vendor Items is used when creating a PO
• Buyer and Vendor can be changed on the fly
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MRP Inquiry – Drill-Down Capability
• Right Click / Select Drill Down or Double Click the Selected Item
• View the Actual Transaction Details
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Recommended MRP Generation
Sequence – Without Scheduling
1. Perform MRP generation.
2. Generate planned orders tab.
3. Review results and recommendations.
4. Execute recommendations as desired.
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Recommended MRP Generation
Sequence – With Active Scheduling
1. Perform MRP generation.
2. Generate planned orders.
3. Access Schedule.
4. Perform Schedule generation.
5. Review Schedule results and Update Work Orders.
6. Finish and save Schedule.
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Recommended MRP Generation
Sequence – With Active Scheduling
(cont.)
7. Cancel and Exit MRP Inquiry saving the MRP Plan.
8. Perform MRP generation again.
9. Generate planned orders.
10. Review results and recommendations.
11. Execute recommendations as desired.
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MAS 500 Manufacturing Planning • Material Requirements Planning
– Provides multiple versions, “what if” scenarios
– Generates for the enterprise, selected criteria or selected orders
– Offers multiple forecasting and replenishment options
– Calculates lead times dynamically
– Displays single screen, interactive planner’s workbench
• Advanced Planning and Scheduling
– Provides multiple versions, “what if” simulations
– Plans and schedules infinitely or finitely
– Generates backward and forward schedules
– Offers multiple scheduling rules, single or in combination
– Displays an interactive, drag and drop schedule board
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Take Aways
• Learned how Material Requirements Planning interprets
supply and demand dates in the planning process.
• Learned how Material Requirements Planning calculates
lead times.
• Gained how proper work order dates are essential to
Material Requirements Planning success.
• Discovered the preferred Material Requirements
Planning generation options.
• Obtained the recommended sequence to process
Material Requirements generation, with and without
Scheduling.
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Additional Learning Opportunities
• For information about additional learning opportunities visit
www.SageU.com (Sage University).
• Training options include:
– Anytime Learning—Recorded online training sessions.
– Virtual Classroom—Web-based training with hands-on exercises.
– Lunch and Learns—Give us an hour, we’ll teach you a skill!
SageUERPLearning www.sageu.com @SageUERP
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Your Feedback is Important to Us!
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Stop by a Sage Summit Survey kiosk or complete the
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– IOS, Blackberry, or Android users may download the app
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• Remember each completed survey is another entry for one of
several daily prize drawings, including an Apple iPad!
• Your feedback helps us improve future sessions and presentation
techniques.
• Session code for this session: P-0588
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Contact Us
Presenter Contact Information:
Mari Carlise
Email: [email protected]
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