AGGREGATE PLANNING (SCM) Bijay Lal Pradhan, Ph.D.
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1 AGGREGATE PLANNING (SCM) Bijay Lal Pradhan, Ph.D.
2 What is Aggregate Planning? DEFINITION
3
4 WHAT IS AGGREGATE PLAN The aggregate production plan (APP) is a long-range materials plan. Since capacity expansion involves the construction of a new facility and major equipment purchases, the aggregate production plan s capacity is usually considered fixed during the planning horizon. The aggregate production plan sets the aggregate output rate, workforce size, utilization and inventory and/or backlog levels for an entire facility.
5 COCA COLA COMPANY Coca-Cola produces nearly 55% of the beverages consumed in the Nepal. Matches fluctuating demand by brand to specific plant, labor, and inventory capacity High facility utilization requires meticulous cleaning between batches effective maintenance efficient employees efficient facility scheduling
6 AG G R E G AT E P RO D U C T I O N P L A N N I N G R E Q U I R E S Logical overall unit for measuring sales and outputs Forecast of demand for intermediate planning period in these aggregate units Methods for determining costs Model that combines forecasts, and costs so that planning can be made
7 PLANNING Setting goals & objectives Example: Meet demand within the limits of available resources at the least cost Determining steps to achieve goals Example: Hire more workers Setting start & completion dates Example: Begin hiring in Jan.; finish, Mar. Assigning responsibility
8 AGGREGATE PLANNING GOAL Meet Demand Use capacity efficiently Meet inventory policy Minimize cost Labor Inventory Plant and equipment subcontract
9 PLANNING STRATEGY The different strategy will be used according to the tradeoff of workforce size and type, working hours, inventory and backlogs associating the cost Chase Strategy Level Strategy Mixed Strategy
10 CHASE STRATEGY The utility of work-force increases or decreases with an organization s work load. During peak period, organization requires more and more work force. However, the large pool of work force remains underutilized in slack period. In order to keep tight control over expenses, organizations should employ matching number of workers in peak as well as in slack periods. This implies that large work force should be employed ( hired ) in peak period and, excess work force should be laidoff ( fired ) in slack period.
11 S T A B L E W O R K F O R C E VA R I A B L E W O R K H O U R S If frequent hiring/firing is not feasible, then organizations will have a constant pool of work force of adequate size. In slack periods, some of the work force will remain under-utilized. However, some portion of the work force will be engaged in over time as well during peak period. This strategy is far better than frequent hiring and firing of the work force.
12 LEVEL STRATEGY Maintain a stable workforce working at a constant output rate. Shortages and surpluses are absorbed by fluctuating inventory levels, order backlogs. Remains stable working hours, but may increase inventory costs. Produce same amount of products every day Keep work force level constant Vary demand options
13 MIXED STRATEGY Combines 2 or more aggregate scheduling options uses alternatives mixing inventory, back order, capacity change, work force change, etc.
14 SUBCONTRACTING If some portion of the work order is technically complex and, requires special expertise. Also, this work is not of repetitive nature, then organization can award the work to some 3rd party (subcontracting
15 AGGREGATE PLANNING METHODS Graphical & charting techniques Popular & easy-to-understand Trial & error approach Mathematical approaches Transportation method Linear decision rule Management coefficients model Linear Programming Simulation
16 GRAPHICAL APPROACH Develop alternative plans, and examine their total costs Forecast the demand for each period Determine the capacity for regular time, overtime, and subcontracting, for each period Determine the labor costs, hiring and firing costs, and inventory holding costs Consider company policies which may apply to the workers or to stock levels Develop alternative plans, and examine their total costs
17 Unit s CHASE STRATEGY Demand Production Time Copyright 2006 John Wiley & Sons, Inc
18 Units LEVEL STRATEGY Demand Production Time Copyright 2006 John Wiley & Sons, Inc
19 PURE STRATEGIES Example: Bi month Demand Beginning inventory = 200 Maintain at least = 200 Each Period is 2 months Hours Required per unit = 20 Employee hours per period = 352 Starting Employment = 30 Regulatory wage =$ 15 per hour Inventory cost = $ 10 per period Hire cost = $ 400 Fire cost = $ 500 Copyright 2006 John Wiley & Sons, Inc
20 CHASE STRATEGY PERIOD DEMAND EMPL HIRE FIRE PRODUCTION E. INV Copyright 2006 John Wiley & Sons, Inc
21 COST OF CHASE STRATEGY REG. TIME $121,440 $116,160 $142,560 $158,400 $184,800 $147,840 INV. CARRY $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 HIRING COST $0 $0 $2,000 $1,200 $2,000 $0 FIRING COST $3,500 $500 $0 $0 $0 $3,500 TOTAL COST $126,940 $118,660 $146,560 $161,600 $188,800 $153,340 Total cost of chase strategy = $ 8,95.900
22 LEVEL STRATEGY ( ) 6 = 482 PLAN 2 LEVEL STRATEGY PERIOD DEMAND EMPL FIRE 2 PRODUCTION E. INV Copyright 2006 John Wiley & Sons, Inc
23 LEVEL STRATEGY REG. TIME $147,840 $147,840 $147,840 $147,840 $147,840 $147,840 INV. CARRY $2,928 $4,056 $4,284 $3,912 $2,740 $2,668 HIRING COST FIRING COST $1,000 $0 $0 $0 $0 $0 TOTAL COST $151,768 $151,896 $152,124 $151,752 $150,580 $150,508 Total cost of level strategy = $ 9,08,628
24 MIXED STRATEGY PERIOD DEMAND EMPL HIRE 8 FIRE 6 PRODUCTION E. INV
25 MIXED STRATEGY REG. TIME $126,720 $126,720 $126,720 $168,960 $168,960 $168,960 INV. CARRY $2,224 $2,648 $2,172 $2,504 $2,036 $2,668 HIRING COST $0 $0 $0 $3,200 $0 $0 FIRING COST $3,000 $0 $0 $0 $0 $0 TOTAL COST $131,944 $129,368 $128,892 $174,664 $170,996 $171,628 Total cost of mixed strategy = $ 9,07,492
26 MIXED STRATEGY Combination of Level Production and Chase Demand strategies Examples of management policies no more than x% of the workforce can be laid off in one quarter inventory levels cannot exceed x dollars Many industries may simply shut down manufacturing during the low demand season and schedule employee vacations during that time
27
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