文档介绍：8-1
Chapter 8 Aggregate Planning in the Supply Chain
8-2
Outline
Role of aggregate planning in a supply chain
The aggregate planning problem
Aggregate planning strategies
Implementing aggregate planning in practice
8-3
Role of Aggregate Planning in a Supply Chain
Capacity has a cost, lead times are greater than zero
Aggregate planning:
process by which pany determines levels of capacity, production, subcontracting, inventory, stockouts, and pricing over a specified time horizon
goal is to maximize profit
decisions made at a product family (not SKU) level
time frame of 3 to 18 months
how can a firm best use the facilities it has?
8-4
Role of Aggregate Planning in a Supply Chain
Specify operational parameters over the time horizon:
production rate
workforce
overtime
machine capacity level
subcontracting
backlog
inventory on hand
All supply chain stages should work together on an aggregate plan that will optimize supply chain performance
8-5
The Aggregate Planning Problem
Given the demand forecast for each period in the planning horizon, determine the production level, inventory level, and the capacity level for each period that maximizes the firm’s (supply chain’s) profit over the planning horizon
Specify the planning horizon (typically 3-18 months)
Specify the duration of each period
Specify key information required to develop an aggregate plan
8-6
Information Needed for an Aggregate Plan
Demand forecast in each period
Production costs
labor costs, regular time ($/hr) and overtime ($/hr)
subcontracting costs ($/hr or $/unit)
cost of changing capacity: hiring or layoff ($/worker) and cost of adding or reducing machine capacity ($/machine)
Labor/machine hours required per unit
Inventory holding cost ($/unit/period)
Stockout or backlog cost ($/unit/period)
Constraints: limits on overtime, layoffs, capital available, stockouts and backlogs
8-7
Outputs of Aggregate Plan
Production quantity from regular time, overtime, and subcontracted time: used to