A General Strategic Capacity Planning Model under Demand Uncertainty Woonghee Tim Huh‚1 Robin O. Roundy‚2 Metin Çakanyildirim3 1 Department of Industrial Engineering and Operations Research‚ Columbia University‚ New York‚ New York 10027 2 School of Operations Research and Industrial Engineering‚ Cornell University‚ Ithaca‚ New York 14853 3 School of Management‚ University of Texas at Dallas‚ Richardson‚ Texas 75083 Received 29 October 2003; revised 24 August 2005; accepted 30 September
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Capacity Planning & Aggregate Production Planning Capacity Planning • Long term strategic decision • determines overall level of resources • affects product lead times‚ customer responsiveness & operating costs Capacity Planning Three Basic Strategies for Timing Capacity • Capacity Lead Strategy – capacity is expanded in anticipation of demand – aggressive and used to lure away customers from competitors already constrained Capacity Planning Three Basic Strategies for Timing Capacity • Capacity
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Case Study 8: Material Requirements Planning and ERP Auto Parts‚ Inc. Auto Parts‚ Inc.‚ is a distributor of automotive replacement parts. With no manufacturing capability‚ all the products it sells are purchased‚ assembled‚ and repackaged. Auto Parts‚ Inc.‚ does have extensive inventory and assembly facilities. Among its products are private-label carburetor and ignition kits. The company has been experiencing difficulties for the last 2 years. First‚ profits have fallen considerably. Second‚ customer-service
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Scope This procedure covers generating and approving the Material Requirements Plan (MRP) and includes: This procedure does not cover • releasing‚ modifying‚ and canceling discrete job/repetitive schedules adding unplanned discrete job/repetitive schedules • modifying or canceling purchase orders (refer to Changing a Purchase Order [../FND/@PRO1183Y]) • updating the MPS in response to MRP Policy The master production schedule (MPS) • is optionally planned from the Master Demand Schedule
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chapter 6: Planning capacity Capacity the maximum rate of output of a process or a system. Acquisition of new capacity requires extensive planning‚ and often involves significant expenditure of resources and time. Capacity decisions must be made in light of several long-term issues such as the firm’s economies and diseconomies of scale‚ capacity cushions‚ timing and sizing strategies‚ and trade-offs between customer service and capacity utilization. Planning capacity across the organization
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unit-1 PLANNING AND CO-ORDINATION Planning: Nature and principles of planning‚ Steps in planning‚ types of planning‚ Levels of planning – The Planning Process-MBO. Decision making-role-significance – decision making process-decision tree analysis. Co-ordination-principles. --------------------------------------------------------------------------------------------------------------------- INTRODUCTION: Planning in organizations and public policy is both the organizational process of creating
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Capacity Planning and Control: Nestle Course Work in Operations Management May‚ 2005 A business organization is an entity that inputs capital and resources‚ processes them and gets an output – products and services. Any business invests much capital into R’n’D and marketing for studying the customers’ opinion because it is a priority for any business to satisfy its customers. The more satisfied the customers are the better off the business is. Thus both parties are well off – customers get what
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Case 1: Malincho (Word limit: 1000 words‚ A4‚ 12-times new roman‚ 1.5 line spacing) Q1. What is the Case all about? Q2. Please describe Mr. Kalin Pentchev’s personality Q3. Is It a good opportunity for Kalin’s business? Q4. Where did Kalin find the capital? Equity or Debt? Q5. How well is Malincho doing 18 months after it opened its doors ? Q6. Would you loan money or invest in Malincho? Q7. What are your suggestions to Kalin? Malincho’s case is about a recently former Bulgarian entrepreneur
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Distribution Management | Distribution Requirements Planning | Concept and analysis of DRP | | * Introduction: DRP system became famous in the 1970s‚ because companies started to notice the need for a strong system to help in resource replenishment to be able to fulfill customers demand in a timely manner. DRP refers to distribution requirements planning‚ in which you plan the best product for your customers‚ its quantity‚ location‚ and time required to be present‚ in order to
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dependent variable that we are solving for‚a is the Y-intercept‚ b is the slope‚ and X is the independent variable( In the time series analysis‚ X is the units of time)This method is useful for long-term forecasting of major occurences and aggregate planning. The linear regression model is based on the relative increase in consumer sales‚ which is then translated with a separate retailer model into the sell-out sales forecast of Coca-Cola. The restrictions with this method is that past data and future
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