SAP Production Planning Overview

SAP Production Planning Overview - Presentation
Transcript
1. Site Integrated Planning Overview SAP R/3
2. Agenda
o -What is Site Integrated Planning?
o - Key Responsibilities
o - Master Data Parameters
o - Planning Strategies
o - Integration Points
o - Capacity Evaluation
o - Demand Management
o - DRP/MPS/MRP
o - Reports & Measures
o - Key SIP implementation challenges
3. Agenda
o - DRP/MPS/MRP
4. R/3 Integration R/3 Client / Server ABAP/4 CO Controlling AM Fixed Assets Mgmt. PS
Project System WF Workflow IS Industry Solutions MM Materials Mgmt. HR Human
Resources SD Sales & Distribution PP Production Planning QM Quality Mgmt. FI
Financial Accounting PM Plant Maintenance
5. Supply Chain Planning SIP Material Requirements Planning Derive material
requirements by exploding the production plan through a bill of material (BOM) and
inform the customers SIP DRP Deployment Develop transport recommendations based
on available inventory and firm production plans and execute them. SIP Site Master
Production Planning Create a feasible production plan including sequencing of runs,
managing inventory and line capacities. CSP Rough Cut Capacity Planning Match
supply & demand by leveling capacity over a longer horizon over different plants at an
aggregated or detailed level. CSP SIP DRP Planning Net off the inventory and actual
orders and roll-up the demand through a distribution network to the producing plant CSP
Source Allocation Allocating the forecast to different DCs DP Demand Planning Creating
a forecast per week and Country / Customer Group
6. Definition
o Site Integrated Planning -
o Is the process of developing realistic supply plans and schedules for all levels of
the operation that support the business strategies and objectives .
7. Definition
o … Realistic …
o - Based on demonstrated performance
o - Accounts for bottlenecks / constraints
o - Accounts for known changes to the business plan
o … Supply Plans and Schedules …
o - Accounts for different levels of precision required for different parts of the
horizons
8. Definition
o … All Levels of the Operation …
o - Plans and schedules for finished products, intermediates, and raw materials.
o - Evaluate constraints at each level of the plan.
9. Definition
o … Support the business strategies and objectives.
o - Plans are consistent with business strategies and operating plans

o - Are tied to the Sales and Operating Plan (S&OP)
10. Oliver Wight MRP II Chart Business Planning Demand Management Master Production
Scheduling Detailed Capacity Planning and MRP Execution (Prod.&Purch.) Rough-Cut
Capacity Planning Production & Supplier Scheduling Sales & Operations Planning
Distribution Requirements Planning S I P APO - SNP A dvanced P lanner O ptimizer S
upply N etwork P lanner
11. Plan  Strategy Improved Results Integrated Planning Work Processes Planning
Parameters Business Operating Strategy
12. Agenda
o - DRP/MPS/MRP
13. SIP Key Responsibilities

o Distribution Requirements (Replenishment, Resource) Planning Deployment
 deploys finished product inventory into the DRP network

 pursues Customer Service and Inventory objectives
o Master Production Scheduling
 sets the plan for the full horizon

 manages schedule stability in the fixed MRPII zone
 covers multiple production levels
o Material Requirements Planning
 determines component material requirements

 manages schedule stability in the supplier’s fixed zone
 issues schedules to suppliers
14. SIP Key Responsibilities
o S&OP Support
 develops site SPI plans given S&OP direction

 brings site supply issues to S&OP via CSP
o Category Operating Strategy
 provides site supply input to strategy

 translates strategy into site planning parameters
o Initiative Planning and What Ifs
 provides site input to plans

 establishes site plans consistent with overall initiative plan
15. SIP Key Objectives & Principles
o 1. Effective Integration Across Planning
 Demand Planning
 Category Supply Planning
 Site Integrated Planning
o 2. Fully Support MRPII Class A
 single plan
 supports integration of execution & planning
 data accuracy & integrity
 minimum 18 month horizon
 supports planning reliability & schedule stability zones
 clear responsibility & accountability
 supports MRPII Measures
o 3. Take Full Advantage of SAP Capabilities
 utilize standard and custom functionalities in SAP

 build custom reports as required
 pursue bolt-on functionality for critical needs
o 4. Effective Integration Beyond Planning
 especially where SAP dependent

 including Cost, Execution, Procurement, Order Management
16. Agenda
o - DRP/MPS/MRP
17. Project Master Data Coordinator

o Ideally the same person who will continue as the On-going Master Data
Coordinator after the Project.
o Project Master Data Coordinator defines & executes the preparation and upload of
Master Data for testing, trial cutovers, training and going live.
o Must:
o Understand the SAP master data map
o Sequence & dependencies of data
o Preparation time & complexities
o Eliminate obsolete data
o Provide data to the project for from SIT onwards

18. Master Data Coordination Material Master Basic Views Warehouse Purchases Cost Plant
B Planning Warehouse Purchases Cost Plant A Planning Other Master Data Planning
Cost Purchasing Work process for creating new materials in GMDB GMDB CPDB SAP
Work process for creating new materials in CPDB Communicate to functional single
points of contact Each Function monitors the "Missing Views" and
"Material Views" reports CPDB distribution patterns items produced
Initiative process new codes Raw, Pkg. & Intermediates Finished Products Trigger
database Category Logistics
19. On-going Master Data Coordinator
o The Category Master Data Coordinator (CMDC) owns the process for creating
new material codes in SAP.
o The process is:
o Global data client feeds new material codes into SAP through interfaces
o The interface creates the Basic Data View in SAP (code#, description and unit of
measure)
o The CMDC communicates to each row through a single point of contact that new
master data is needed
o CMDC is responsible to monitor “Material Master Missing Views” report
20. Agenda
o - DRP/MPS/MRP
21. How do we plan?

o Parameter Management
o Planning
o Scheduling
o Monitoring and adjusting
22. Parameter Management

o The Site Integrated Planner maintains
o planning parameters to:
o Define the business to be planned
o Specify how to plan the business
o Enable SAP to generate a “rough plan” that supports the operating strategy
23. Parameter Management Parameters (Master Data) are used by SAP to create a supply
plan by the MRP/MPS “calculator” Forecast Master Data Inventories Supply Plan &
Projected Inventories When the calculation is started it re-evaluates the existing plan
based on the changes since the last time the MRP/MPS calculations occurred.
24. Site Integrated Planning Processes Manage Master Data Perform Long-Term Planning
Perform Short-Term Planning Perform Daily Planning Perform Special Planning
Generate Reports Perform Integrated Planning Measures Related Work Processes
25. Master Data - Parameter Management
o The term “master data” is frequently used to refer to such things as material
master, BOM’s, resources, recipes, etc.
o Master data contains planning parameters such as lead time, safety stock, order
quantities, etc.
26. Master Data Parameters Material Master(s) Resource BOM Recipe Production Version -
firm zones - lead times - lot sizing - safety stocks - scrap factors - hours available -
planned downtime - efficiency - factory calendar - cost centers - material / resource
combination - capacity data / rates (machine & labor) - sequence preference - formula
card structures - usage quantities - alternate BOM - BOM / recipe combination - time-
phase planning (i.e. change in raw material) - Quota Arrangement Allocate percentage of
business: - Production Version allocation - Capacity allocation - Source allocation
(vendor, plant)
27. Master Data Set Up MRP 1 View - 1
phase planning (e.g. change in raw material) Allocate percentage of business: -
Production Version allocation - Capacity allocation - Source allocation (vendor, plant)
Quota Arrangement
29. Master Data Set Up BOM - Material Item Overview
phase planning (change in row material eg.) Quota Arrangement Allocate percentage of
business: - Production Version allocation - Capacity allocation - Source allocation
(vendor, plant)
31. Master Data Set Up Resources: Intervals of Avail. Capacity
phase planning (change in row material eg.) Allocate percentage of business: - Production
Version allocation - Capacity allocation - Source allocation (vendor, plant) Quota
Arrangement
33. Master Data Set Up Master Recipes: Overview
phase planning (i.e. change in row material) Allocate percentage of business: - Production
Arrangement
35. Master Data Set Up - Production Version
phase planning (i.e. change in row material) Allocate percentage of business: - Production
Arrangement
37. Master Data Set Up - Quota Arrangement
38. Time Bucket & Evaluation Area
o Work Process Focus Time Bucket Evaluate Area
o Long-Term Planning 3-24 mo. Monthly/Weekly Superior WC
o Short-Term Planning 0-3 mo. Weekly/Daily WC/Material
o Daily Planning 0-1 mo. Daily Material
39. Long Term Planning

o LTP is a set of work processes that are
o performed monthly and focus on the
o 3-18 Month portion of the integrated plan to ensure it:
o is feasible
o is consistent with the S&OP
o supports the operating plan
o provides a basis for scheduling
40. Long Term Planning - Input/Output

o Business operating strategy
o Master data
o Category demand plan verified against supply capacity (multi-sourced items)
o S&OP interplant & inventory recommendations (if applicable)
o Resource hierarchy groupings
o Balanced long-term plan by superior resource, for alignment with the S&OP plan
o Interplant plan created within the SAP system (if applicable)
INPUT OUTPUT
41. Long Term Planning

42. Short Term Planning & Scheduling
o STP is a set of work processes that are performed at least weekly and focus on the
0-3 month portion of the integrated plan.
o The processes are designed to:
o Balance the capacity load at the resource level
o Convert the plan to a detailed schedule
o Generate supplier delivery schedules
43. Short Term Planning - Input/Output

o Long Term plan balanced
o Master data accurate
o Planning parameters accurate
o New Demand (0-3 months)
o Balanced short -term plan by resource/material
o Convert the weekly schedule to a daily schedule within the planning time fence
o Communicate production schedule
o Communicate vendor’s schedule
INPUT OUTPUT
44. Short Term Planning

45. Daily Planning
o Monitor the execution of the short term schedules
o Assess the on-going validity of the schedule and adjust as necessary
Daily Planning is a set of work processes that are performed daily to monitor the
execution of the integrated plan. The processes are designed to :
46. Daily Planning - Input/Output

o Short Term plan balanced
o Master data accurate
o Planning parameters accurate
o Communication process across department established
o Monitor the validity of the planning process (daily)
o Make sure the production plan is consistent (daily)
o Make sure the supplier scheduling are consistent (daily)

o Provide a link between Planning and Execution
INPUT OUTPUT
47. Daily Planning

48. Summary Points
o Site Integrated Planning helps link the plan to the operating strategy
o All functions must work together and be aligned to the operating strategy
o The business to be planned is defined by maintaining planning parameters &

master data
o The plan is generated by an MRP/MPS run that is based on the parameters &
master data
o The plan is a continuum that consists of scheduling and planning horizons
49. Agenda
o - DRP/MPS/MRP
50. Key Business Partners

o Category Supply Planning
o Site Integrated Planning
o Production/Execution
o Shipping/Receiving
o Purchasing
o Accounting
o Maintenance
The effective execution of the operating strategy requires the coordinated efforts of:
51. Data „from“ SIP

o Production Execution
 line supply driven by Planning BOM’s

 production as scheduled and recorded against the process order
 planned downtime reflected in the production schedule
 MPS performance measure data
o Cost Accounting
 annual budgeting and standard cost setting

o Purchasing
 planning data used by Purchasing with supply base

 tight loop of plans / orders / receipts / invoices / payments
 SSP and MRP performance measure data
o Plant Maintenance
 planned maintenance downtime reflected in the production schedule

o Shipping & Receiving
 stock transport/replenishment orders provided to shipping

 material receipt plans provide an outlook for receiving planning
52. Data „to“ SIP
o Production Execution
 process order production confirmation (partials & finals)

 component material usage recording either
 backflush with staging area reconciliation
 direct goods issue to the process order
o Cost Accounting
 variance reports provide data to aid BOM accuracy efforts
o Purchasing
 purchasing data drives component material acquisition (sourcing &

pricing)
o Plant Maintenance
 planned maintenance built into work center available hour plans

o Shipping & Receiving
 planned shipments and resulting inventory reservations

 ASNs provide visibility to Planning for incoming materials
53. SIP-SD
o Sales documents consume logically IndReq
o (i.e.: IndReq 100, Order 20, MRP run >> Order becomes an order of 20 and
IndReq is reduced to 80. The total requirement is still 100)
o Transfer of Requirements (TOR) is transmitted to SIP during the sales order
creation. (TOR must be configured according to the MM and PP inputs)
o Delivery consumes physically the stock
o Define the consumption mode
o Define the availability check functionality
o Use Stock Requirement List/Monitoring tools
o Make sure all business cases are covered
54. Processing Procedure Completion confirmations Production Receipt Archiving / Deleting

Batch Number Assigned Staging Materials 11 Control recipe creation Operations PO
header Phases Process Instructions Resource allocations Material components Release of
process order Demand for process order (MRP ...) Relationships Relationships Process
order execution Process order settlement Process order creation SIP-PP/PI 9 8 6 5 3 Costs
4 1 2 7 10 1
55. Data Flow in PP-PI Bill of Material Master Recipe Production Version Process order
o Resources
o Control Key
o Printed Report
Production Execution Production rqmts Planned order Process control Manually
o Order Type
SIP-PP/PI WH QA SIP PE CO
56. SIP-Purchasing
o Purchasing Vision Planning
o Purchasing Vision Execution
o - Manual Delivery Schedules
o - Automatic Delivery Schedules
o - Manual Purchase Order
o - Auto PO
57. Purchasing Vision Planning Vendor Master Material Master Request for Quotation Entry
of quotation data Quotation Comparison Create Outline Agreement Create Source List
Create Quota Arrangement SIP-Purchasing
58. Scheduling Agreement Delivery Schedules Send to Vendor Valid Source List Purchasing
Vision Execution Manual Delivery Schedules Generation Manual Creation SIP-
Purchasing
59. Purchasing Vision Execution Delivery Schedules MRP Sch. Agreement SIP Master Data
Requirements Source List Automatic Delivery Schedules Generation SIP-Purchasing
Send to Vendor
60. Approved Requisition Purchase Order Send to Vendor Allocate Source and process
Purchasing Vision Execution Manual Purchase Order Generation (Assign&Process) SIP-
Purchasing
61. Automatic Purchase Order Generation (Auto PO) Approved Requisition Quota
Arrangement Send to Vendor Purchase Order Run Auto P.O. Program Source List Non-
Sourced Requisition Purchasing Vision Execution SIP-Purchasing
62. Agenda
o - DRP/MPS/MRP
63. Capacity Evaluation

o The planner can view the superior work
o center capacity situation using two methods:
o Capacity Evaluation
o (Logistics/Production/Capacity Planning)
o Planning Table
o (Logistics/Production/Repetitive Manufacturing)
64. Capacity Planning

65. Capacity Leveling: Auto. Leveling
66. Planning Table
67. Planning Table
68. Graphical Planning Table orders include average setup time orders spread across the
week 7 days cycle
69. Agenda
o - DRP/MPS/MRP
70.
o Use of Forecast Consumption
 Determines plan’s responsiveness to actual order activity

 Integrates Orders and Forecast
 Evaluate impact of demand coming in early or late
 Backward / Forward / Both, with set horizons
 Key MRPII Stability Tool
Demand Management
71. Manage Demand Work Process

72. Agenda
o - DRP/MPS/MRP
73. MPS/MRP
o What is it?
o How does it work?
o How shall we use it?
74. MPS/MRP
o A set of SAP programs that are designed to calculate a production plan based on
configuration settings, master data and raw data inputs.
What is it?
75. MPS/MRP
o Processes one code at a time
o Calculates from the present out into the future
o The primary steps are
 determine if orders are needed

 calculate the quantity and timing of the orders
 assign internal production versions or external sourcing based on the mrp
quotas
 schedule the orders (calculate start and stop times based on the recipe and
the resource)
 explode out dependent requirements based on the BOM
How does it work?
76. Inventory Strategy

o Here are three methods that can be used
o in SAP for inventory strategy (buffers):
o Safety Time
o Safety Stock
o Coverage Profile
77. MPS/MRP Example 1 Impact of Safety Stock 42 40 45 44 43 42 40 41 42 41 41 40 40 50

60 Ending Inventory 12 0 6 6 6 12 9 24 21 15 21 15 0 0 Planned Order 30 40 39 38 37
30 31 17 21 26 20 25 40 50 Projected Inventory 10 5 5 5 5 10 10 25 20 15 20 15 10 10
Demand Su Sa F Th W T M Su Sa F Th W T M Lot for Lot Lot size type 3 Rounding
Value 40 Safety Stock 6 Minimum Order Qty A Material Code Planning Table (days)
78. MPS/MRP Example 2 Impact of Safety Time 0 10 15 20 25 24 28 32 51 65 71 82 70 62
60 Ending Inventory 0 0 0 0 6 6 6 6 6 9 9 27 18 12 Planned Order 0 10 15 20 19 18 22
26 45 56 62 55 52 50 Projected Inventory 10 5 5 5 5 10 10 25 20 15 20 15 10 10
Demand Su Sa F Th W T M Su Sa F Th W T M Lot for Lot Lot size type 3 Rounding
Value 4 Safety Time (days) 6 Minimum Order Qty A Material Code Planning Table
(days)
79. MPS/MRP Example 3 Period Lot Size 41 0 5 10 15 20 30 40 -43 -23 -8 12 27 37 47
Ending Inventory 51 0 0 0 0 0 0 108 0 0 0 0 0 0 Planned Order -10 0 5 10 15 20 30 -68
-43 -23 -8 12 27 37 Projected Inventory 10 5 5 5 5 10 10 25 20 15 20 15 10 10
Demand Su Sa F Th W T M Su Sa F Th W T M 1W at end of week Lot size type 3
Rounding Value 40 Safety Stock 6 Minimum Order Qty A Material Code Planning Table
(days)
80. MPS/MRP
o MRP is run in a batch mode for all plants
o It starts at 4:00 AM and completes by 6:00 AM eastern time
o It is run Monday through Sunday
How shall we use MRP to generate our plans?
81. MPS/MRP - Running MRP

82. MPS/MRP - The MRP List
83. MPS/MRP
o MRP List vs. Stock Requirements List
MRP List : 1. Is a static picture of the planning position as of the last mrp run 2. Has
exception messages that provide useful information regarding the plan Stock
Requirements List: 1. Is a dynamic list that reflects the most up to date picture of all the
mrp elements 2. Does not have all the exception messages generated during the mrp run
3. Is the same as the mrp list at the end of the mrp run but then deviates as changes are
made to the mrp elements.
84. MPS/MRP
o MRP Elements and their relationships
Finished Product Intermediate Raw Material Demand: IndReqsCusReqs RelOrds Supply:

PlOrd.PrOrd. SchlneShipNt Demand: Supply: DepReqOrdRes PlOrd.SchAgr RelOrd
SchLneShipNt Demand: Supply: DepReqOrdRes PlOrd.PrOrd. RelOrd SchLneShipNt
85. DRP
o What is it?
o How does it work?
o DRP master data
86. What is DRP?

o Distribution Requirements Planning (DRP) is composed of work processes and
tools in SIP that handle “distribution demand” across a specific network of
Plants/Warehouse/DCs/Contract Manufacturing/Importers/Exporters/
o Customers.
87. How does it work?

o DRP in general is divided in 2 sub components:
 Planning
 Deployment
o Planning
 Determines how much and when inventory and planned supplies should be
deployed to distribution centers, importers and direct customers taking
into account of lead time, transportation mode, schedule, loadability, order
mixing, and other constraints
o Deployment
 To optimize the distribution of available stock in the distribution network.

88. Planning Process
o Establishing network sourcing strategy.
o Parameters management – setting planning parameters to support operating

strategy.
o Uploading the demand forecast into SAP’s demand management module
o Calculating replenishment orders for distributions centers through MRP run .
o Feeding/aggregating net demand to production plant (MPS run)
89. Distribution Resource Planning Bill of Distribution Customer Orders Sales Forecasts
Inventory Records In-Transit Shipments To: Master Production Scheduling No Yes
Transportation Planning Warehouse Space & Resource Planning Distribution
Requirements Planning Realistic?
90. Distribution Network Planning Tools Sales to Customers Sales to Customers Sales to
Customers Sales To Customers MPS MRP Warehouse (A) DRP Warehouse (B)
Warehouse (C) Puree Chemical Company Main Plant Warehouse
91. Parameter Management Planning Tools Sales to Customers Sales to Customers Sales to
Customers Sales To Customers Inventory policy F/c Consumption logic Sourcing
plant/DC Total Order Lead time Replenishment Frequency Local Repacking Warehouse
(A) Warehouse (B) Warehouse (C) Puree Chemical Company Main Plant Warehouse
MPS MRP DRP
92. Upload of Forecast Sales to Customers Sales to Customers Sales to Customers Planning
Tools Sales To Customers Forecast Forecast Forecast Forecast Warehouse (A) Warehouse
(B) Warehouse (C) Puree Chemical Company Main Plant Warehouse MPS MRP DRP
93. Generating Replenishment Plan Sales to Customers Sales to Customers Sales to
Customers Planning Tools Sales To Customers Forecast Forecast Forecast Forecast
Warehouse (A) Warehouse (B) Warehouse (C) Puree Chemical Company Main Plant
Warehouse MPS MRP DRP
94. MRP Element Linkage MPS run MRP run MRP run
95. Deployment Process
o Evaluating the day-to-day capability of the source sites to ship the required ideal
DRP replenishment orders.
o Simulating deployment plans and analyzing impact on individual markets/DCs if
required*.
o Developing priorities & alternatives plans when all of the DRP replenishment
orders cannot be met.
o Creating orders for properly weighted & cubed vehicles for shipping.
96. DRP - Planning Master Data

o DRP Planning data is contained in MRP1, MRP2, MRP3, and MRP4 views
 MRP1 view - general data, material owner, and lot size data
 MRP2 view - lead time scheduling and inventory strategy
 MRP3 view - planning and availability check
 MRP4 view - enablers (BOM and material transition)
97. DRP - Material Master - MRP Group
o Pre-set control parameters representing category specific planning strategy
o MRP Group is set up in configuration
o MRP Group is included as part of an MRP Profile
o Key planning parameters in MRP group :
 Planning Time Fence

 Re-scheduling Period
 Forecast Consumption
98. DRP - Quotas - Overview
o Quota at plant with production facilities is used to determine how production will
be allocate across multiple production version.
o Quotas setup for DRP is used differently.
o Quota for importers determine how supply will be allocated across multiple
external source (exporters).
o Importers’ quota setup also defines if ‘ Planned Stock Tr ansfer Order (STO)’ is
used .
99. DRP - Quotas - Data Entry Screen
o Quota Setup to enable Planned STO (net demand) link to supply site:
o Special Procurement Type (S): U (Stock Transfer)
o Populate both Plant (PPl) and vendor fields.
100. DRP - Special Procurement Type (1)

o - The quota must be used where there are two
o (or more) sources supporting a single location.
o This the use of the special procurement key (or type) can be used in situations
where there is a single source.
o Just need to enter the newly defined SP type in MRP 2 will allow the link of
demand without quota setup.
o Maintained in customizing (OMD9)
101. DRP - Special Procurement Type (2) Receiving Plant Source Plant Special Proc.
Type* F: External Procurement Defines the procurement more specifically
102. DRP
103. Agenda
o - DRP/MPS/MRP
104.
o Performs netting, lead time offsetting, lot sizing, BOM explosion, sourcing
(according to Supply Parameters)
o Works Multi-level, e.g. from FP to Intermediate to Raw/Pack materials
o MPS: Master Production Scheduling
o MRP: Material Requirements Planning
SIP’s MPS/MRP Engine
105. Site Integrated Planning Process

o 1. MRP Engine
 drives multi-level/echelon planning

 generates exception messages to review/fix plans
o 2. DRP Deployment (currently shared btw SAP and Legacy systems)
 driven by DRP Planning parameters

 replenishment recommendations
 scarcity deployment & allocation
 vehicle building capability (truck assignment tool, cube, weight, unit load
capacities)
106. Site Integrated Planning Process
o 3. Master/Material Production Scheduling MPS
 long term planning

 short term planning & scheduling
 driven by master data & planning parameters
 production resource capacity balancing
 use of MRP II fixed & firm zones
o 4. Material Requirements Planning MRP / Supplier Scheduling
 driven by master data & planning parameters

 driven by Procurement data (supplier data)
 use of MRP II fixed & firm zones
o 5. Key Outputs
 Production Schedules, Supplier Schedules (via fax)

 SPI Plans - for site and CSP use
107.
o Aggregation Capabilities - through hierarchies and groups (very flexible), D/W/M
views
o Capacity Evaluation Analysis - user decision support provides work center loads
(machine & people)
 User controls resolution.
 Use alternate line, build inventory, take inventory risk.
 Automatic Leveling Functionality
o Planning Tables - worksheet like capability with interactive work center loads
(MF50, CM29)
o Time Phased Functions to program supply parameter changes for the future, and
plan/evaluate accordingly
o Decision Support Reports (on line) - stock requirements list, MRP list &
exception messages, SPI report, also What-If
o Key Output Reports - production schedule (to Excel, e-mail), Supplier schedules
(with auto fax), SPI report
Key Site Integrated Planning Tools
108. “ SIP Tools at work”

o Below are listed the “SIP Tools at work“
o 1. Aggregation Capabilities
o 2. Capacity Evaluation
o 3. Automatic Leveling Tool
o 4. Planning Tables and Tools
o 5. Time Phased Functions
o 6. Decision Support Reports
o 7. Key Output Reports
o 8. SIP Measure Reports
109.
o Data Accuracy Audit Support
 MRP Parameters Report

 Bill of Material Accuracy
 Recipe/Routing Accuracy
 Recipe Rate Analysis
o MPS Performance Measure
o MRP Performance Measure
o SSP Performance Measure
Key Site Integrated Planning Measures
110. Agenda
o - DRP/MPS/MRP

111.
o Planning Parameter Choices
 Driven by Operating Strategy

 Assessed across the Supply Chain
o Building Organization Capability
 Site Key Users

 Site End Users
 Master data coordinator
o Organization Design
 Site Integrated Planner concept

 Site Supply Chain Leader
Key SIP Project Challenges (1)
112. Key SIP Project Challenges (2)

o Allocating sufficient, experienced resources Full-time to the project as Key-Users.
o Assigning End-Users Full-time during BAT, Q-pilot and Training.
o Defining the “Final Organization Setup“ early in the project. (before BAT)
o Preparing for the Matching Session.
 Documenting all business cases thoroughly and in great detail

 Documenting “future“ business cases which is in scope
 Documenting current and future (if required) setup for the whole
production (lines, etc.), material flow, and planning process
o Preparing to convert to Site Integrated Planning.
o - Migration Strategy
o - Migration Tools

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SAP Production Planning Overview - Presentation

o - Master Data Parameters

o - Reports & Measures

o - Key SIP implementation challenges

o - Master Data Parameters

o - Reports & Measures

o - Key SIP implementation challenges

o - Based on demonstrated performance

o - Accounts for bottlenecks / constraints

o - Accounts for known changes to the business plan

o … Supply Plans and Schedules …

o - Evaluate constraints at each level of the plan.

o - Plans are consistent with business strategies and operating plans

o - Master Data Parameters

o - Reports & Measures

o - Key SIP implementation challenges

13. SIP Key Responsibilities

 deploys finished product inventory into the DRP network

 sets the plan for the full horizon

 determines component material requirements

 develops site SPI plans given S&OP direction

 provides site supply input to strategy

 provides site input to plans

 utilize standard and custom functionalities in SAP

 especially where SAP dependent

o - Master Data Parameters

o - Reports & Measures

o - Key SIP implementation challenges

17. Project Master Data Coordinator

o Understand the SAP master data map

o Sequence & dependencies of data

o Preparation time & complexities

o Eliminate obsolete data

o Provide data to the project for from SIT onwards

o - Master Data Parameters

o - Reports & Measures

o - Key SIP implementation challenges

21. How do we plan?

o Monitoring and adjusting

22. Parameter Management

o planning parameters to:

o Define the business to be planned

o Specify how to plan the business

o Long-Term Planning 3-24 mo. Monthly/Weekly Superior WC

o Short-Term Planning 0-3 mo. Weekly/Daily WC/Material

o Daily Planning 0-1 mo. Daily Material

39. Long Term Planning

o performed monthly and focus on the

o 3-18 Month portion of the integrated plan to ensure it:

o is consistent with the S&OP

o supports the operating plan

o provides a basis for scheduling

40. Long Term Planning - Input/Output

o Category demand plan verified against supply capacity (multi-sourced items)

o S&OP interplant & inventory recommendations (if applicable)

o Resource hierarchy groupings

o Interplant plan created within the SAP system (if applicable)

41. Long Term Planning

o Convert the plan to a detailed schedule

o Generate supplier delivery schedules

43. Short Term Planning - Input/Output

o Master data accurate

o Planning parameters accurate

o New Demand (0-3 months)