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![Page 1: Distribution Requirements Planning (DRP) Distributors keen to replicate MRP success hence DRP developed DRP mirror image of MRP, i.e. it seeks to identify.](https://reader035.fdocuments.net/reader035/viewer/2022062221/56649cfa5503460f949ccb7f/html5/thumbnails/1.jpg)
Distribution Requirements Planning (DRP)
Distributors keen to replicate MRP success hence
DRP developed
DRP mirror image of MRP, i.e. it seeks to identify
requirements for finished product at the point of demand
Aggregated, time phased requirements schedules
for each echelon are then produced.
(Compare with typical MRP example.)
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DRP continued
• DRP is a "Pull" rather than "Push" philosophy
• Customer requirements are identified or anticipated at
the point of demand and "pulled" down the distribution pipeline
• DRP relies upon forecasts of end demand generated at
the lowest point in the distribution echelon.
![Page 3: Distribution Requirements Planning (DRP) Distributors keen to replicate MRP success hence DRP developed DRP mirror image of MRP, i.e. it seeks to identify.](https://reader035.fdocuments.net/reader035/viewer/2022062221/56649cfa5503460f949ccb7f/html5/thumbnails/3.jpg)
MRP/DRP - ERP
– From regional depots - central warehouse and then the plant. This demand is aggregated on a time phased basis.
– Significant advantages can be gained by DRP.
– The biggest pay-off is through the linking of MRP and DRP into an integrated planning system. This is called "Logistics Requirements Planning" (LRP). Or “Enterprise Resources Planning” (ERP)
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Supply-Chain Management?
• Supply-chain management is a total system approach to managing the entire flow of information, materials, and services from raw-material suppliers through factories and warehouses to the end customer
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Formulas for Measuring Supply-Chain Performance
• One of the most commonly used measures in all of operations management is “Inventory Turnover”
• In situations where distribution inventory is dominant, “Weeks of Supply” is preferred and measures how many weeks’ worth of inventory is in the system at a particular time
valueinventory aggregate Average
sold goods ofCost turnoverInventory valueinventory aggregate Average
sold goods ofCost turnoverInventory
weeks52 sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
weeks52
sold goods ofCost
valueinventory aggregate Averagesupply of Weeks
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Example of Measuring Supply-Chain Performance
Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10. What is this year’s Inventory Turnover ratio? What does it mean?
Suppose a company’s new annual report claims their costs of goods sold for the year is $160 million and their total average inventory (production materials + work-in-process) is worth $35 million. This company normally has an inventory turn ratio of 10. What is this year’s Inventory Turnover ratio? What does it mean?
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Example of Measuring Supply-Chain Performance (Continued)
= $160/$35 = 4.57
Since the company’s normal inventory turnover ration is 10, a drop
to 4.57 means that the inventory is not turning over as quickly as it
had in the past. Without knowing the industry average of turns for
this company it is not possible to comment on how they are
competitively doing in the industry, but they now have more
inventory relative to their cost of goods sold than before.
= $160/$35 = 4.57
Since the company’s normal inventory turnover ration is 10, a drop
to 4.57 means that the inventory is not turning over as quickly as it
had in the past. Without knowing the industry average of turns for
this company it is not possible to comment on how they are
competitively doing in the industry, but they now have more
inventory relative to their cost of goods sold than before.
valueinventory aggregate Average
sold goods ofCost turnoverInventory
valueinventory aggregate Average
sold goods ofCost turnoverInventory
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Bullwhip Effect O
rder
Q
uan t
ity
Time
Retailer’s Orders
Ord
er
Qua
n tit
y
Time
Wholesaler’s Orders
Ord
er
Qua
n tit
y
Time
Manufacturer’s Orders
The magnification of variability in orders in the supply-chain
The magnification of variability in orders in the supply-chain
A lot of retailers each with little variability in their orders….
A lot of retailers each with little variability in their orders….
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to greater variability for a fewer number of wholesalers, and…
…can lead to even greater variability for a single manufacturer.
…can lead to even greater variability for a single manufacturer.
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MRP/DRP
• Combining MRP and DRP into a closed loop system is likely to offer a number of benefits
• High degree of integration from Raw Materials to WIP to Finished Goods
• Better control of material flow
• Reduction in total investment in inventory
• Increased utilisation of warehouse space, plant and transportation
• Greater flexibility in the systems can improve response to customers' requirements
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Distribution Network: Milan winery and its outlet
WineryMilan
Distribution CentreZURICH
Distribution CentreTORINO
Retail outletBADEN
Retail outletSt GALLEN
Retail outletBERGAMO
Retail outletCOMO
Retail outletPIANCENZO
Retail outletZUG
Informationflow
Physicalflow
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Wine Distribution Centre, Switzerland & Italy
Retail
outlet
Weekly
Demand
(cases)
Inventory
on hand
(cases)
Order
Quantity
(cases)
Baden, Switzerland
8 12 15
Zug, Switzerland
9 14 20
St Gallen, Switzerland
12 19 15
Como, Italy 15 18 25
Piancenzo, Italy 18 21 35
Bergamo, Italy 22 32 30
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Distribution centre with inventory on hand
Distribution centre Inventory on hand Order quantity
Zurich, Switzerland 65 50
Torino, Italy 105 70
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Milan Winery inventory on hand and production lot
Inventory on hand Production lot
Milan 80 160
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Winery example
Assignment:• Develop a ‘pull’ distribution requirements plan, over
an 8-week period, using the weekly demand from each retails outlet as the independent demand, which pulls the product through the network
• Assume lead time of 1 week for all outlets
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Enterprise Resource Planning (ERP) Systems
• What is Enterprise Resource Planning?
• Software systems
• SAP R/3 System Components
• Benefits and Implementation of ERP
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ERP Systems Defined
• ERP is a computer system that integrates
application programs in accounting, sales,
manufacturing and other functions in the firm
• This integration is accomplished through a database shared
by all the application programs
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What is ERP?
DistributionPlanning
ManufacturingPlanning
CorporateAccounting
Sales & MarketingAutomation
New Product & ProcessDevelopment
ManufacturingProcess
Automation
HumanResources
CorporateManagement& Strategy
• ERP Vision
• One Database• One Application• One User Interface
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Major Developers of ERP software• AIM computer solutions (Comprehensive selection of software
www.aimcom.com)
• American Software (Comprehensive selection: focus on supply chain management www.amsoftware.com)
• The Baan Company (Baan IV client/server: dynamic enterprise modelling www.baan.com)
• Chesapeake Software systems (Optimised manufacturing scheduling www.chessie.com)
• i2 Technologies (Forecasting flow manufacturing www.i2.com)
• Manugistics (Optimisation of logistics functions www.manugistics.com)
• Oracle (Comprehensive system: major database vendor www.oracle.com)
• Peoplesoft (Comprehensive selection: client/server products www.peoplesoft.com)
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SAP AG’s R/3 (www.sap.com)
• SAP AG (a German firm) provides ERP - its flagship product - R/3
• R/3 comprises four major modules: – Financial Accounting– Human Resources– Manufacturing & Logistics– Sales & Distribution
• The software is designed to operate in a three-tier client/server configuration– at the core is a high-speed network of database servers– the applications have a range of modules which are networked
through a front-end application server
• The key to SAP success is its comprehensive coverage of business applications
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R/3 System Functional Components
R/3 System
Functional Component
s
Sales & Distribution
Financial Accounting
Human Resources
Manufacturing & Logistics
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Financial Accounting
• Financials (FI)
• Controlling (CO)
• Asset Management (AM)
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Human Resources (HR)
• Payroll• Benefits administration• Applicant data administration• Personnel development planning• Workforce planning• Schedule & shift planning• Time management• Travel expense accounting
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Manufacturing & Logistics
• Materials management (MM)
• Plant maintenance (PM)
• Quality management (QM)
• Production planning & control (PP)
• Project management system (PS)
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Sales and Distribution (SD)
• Prospect & customer management
• Sales order management
• Configuration management
• Distribution
• Export controls
• Shipping and transportation management
• Billing, invoicing, and rebate processing
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Reasons for Implementing SAP R/3
• Desire to standardise and improve processes
• To improve the level of systems integration
• To improve quality of information
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Benefits of ERP
• Why Invest in ERP?– Sharing of information - quick decisions, less admin– Schedule production, utilise capacity– Guides staff through processes– Less IT maintenance
• The Future of ERP– New modules– Electronic Commerce - bypass distribution chain– Standards– Decline of costs - new easy to use tools– Optimisation of Resources and Processes (ORP)
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Enterprise Requirements Planning (ERP) in practice
• extremely difficult to implement. • a number of prerequisites exist. These include:• accurate bottom up forecasts• open lines of communication• flexible manufacturing and distribution systems• improved communications with suppliers and
customers• accuracy in the collection of data, i.e. Bill of
Material (BOM) and Inventory Records• a high level of management commitment
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SAP R/3 Application Modules
• Financial Accounting (FI)• Financial Controlling (CO)• Fixed Assets Management (AM)• Human Resources (HR)• Workflow (WF)• Industry Solutions (IS)• Plant Maintenance (PM)• Project System (PS)• Quality Management (QM)• Sales and Distribution (SD)• Production Planning (PP)• Materials Management (MM)