tailieunhanh - Lecture Advances in supply chain management - Chapter 31

This chapter include objectives: Outline the steps in the decision process, name some causes of poor decisions, describe and use techniques that apply to decision making under uncertainty, describe and use the expected-value approach,. | 2 PART IV ARCHITECTURE OF SELECTED APS 3 SUMMARY of Last Lecture Without organizational changes and business process reengineering, the risk of implementing the as-is situation within a new tool is real. The to-be vision needs to be propagated by the upper management towards the different organisations of the company to reduce their resistance to change. This has proven mainly true wherever boundaries between the organisations had to be broken down. The KPI measurements should follow the new processes and be revised accordingly. Keeping previous KPIs will not facilitate change as the old way of working is imposed. The planning processes have to be seen and defined in an integrated way. Demand planning—master planning—production planning—materials requirements planning have to be integrated technically and from an organizational point of view. VMI processes based on Collaborative Planning, Forecasting, and Replenishment (CPFR) could only partly be realised. The marketing affiliates, although part of the same company, were granted control of the replenishment demand towards the plants. They were accepting the result of the replenishment planning run and/or Summary cont’d . changing the result according to their needs, allowing manual override of the VMI concept. Therefore, contingencies have to be built up in form of inventory to cover uncertain changes in the affiliate’s requirements, annihilating the benefits of the VMI process. The success in the implementation of a VMI scenario is not determined by the technical integration of different systems, but strikingly driven by the relationship of the partners and their ability to rely on one another. A global master planning run as foreseen and supplied by SAP APO SNP will be implemented gradually only. The change management efforts from the function oriented supply chain organization to a single and integrated European supply chain is estimated as a project risk due to the expected resistance within the organisations. | 2 PART IV ARCHITECTURE OF SELECTED APS 3 SUMMARY of Last Lecture Without organizational changes and business process reengineering, the risk of implementing the as-is situation within a new tool is real. The to-be vision needs to be propagated by the upper management towards the different organisations of the company to reduce their resistance to change. This has proven mainly true wherever boundaries between the organisations had to be broken down. The KPI measurements should follow the new processes and be revised accordingly. Keeping previous KPIs will not facilitate change as the old way of working is imposed. The planning processes have to be seen and defined in an integrated way. Demand planning—master planning—production planning—materials requirements planning have to be integrated technically and from an organizational point of view. VMI processes based on Collaborative Planning, Forecasting, and Replenishment (CPFR) could only partly be realised. The marketing affiliates, .