Roberto Vona » 12.Gestione della pianificazione della produzione in Algida (a cura di Alfredo Sasso, Manager Algida)

Agenda

Informazioni generali

• Unilever
• La fabbrica di Caivano
• Il mercato del gelato

La Supply chain (Plan, Make, Source, Deliver)

• Plan :La Forecast e principali kpi Il Supply planning
• Source : I Suppliers e l’Inventory management
• Deliver

Unilever – I Marchi

Caivano Ice Cream Factory

General Overview – Products range

Il mercato del gelato: Demand and Supply

La supply chain

• Plan (Forecast e Supply planning)

• Make (Non Trattato Nel Seguente Modulo)

• Source

• Deliver

What is the Supply Chain?

Plan: Forecasts

• Are almost always wrong
• Even bad forecasts are better than no forecast.
  • We can measure and plan around the error!

• Aggregation improves the forecast
  • Family of Products versus Individual Product
  • Region v Town v Store
  • Year v Quarter v Month v Week v Day.

Summary

• Il punto di partenza della Pianificazione è la conoscenza della Domanda.
• La Forecast (previsione) quantifica la Domanda.
• Chiaramente migliore è la Forecast più accurata sarà la disponibilità di Risorse (capacità e materiali) per soddisfare la Domanda.
• La Forecast accuracy deve essere misurata.
• La Forecast è usata per Pianificare tutte le fasi nella supply chain, non solo la produzione.

Plan: Il Supply Planning

What does it mean?

• Identifying the customer requirements (Forecast)
• Putting in place the resources to manufacture and ship those products.

Capacity Planning

How much capacity do we need?

• Quantity
• Location
• Timing

In effect, a factory sells its capacity.

Utilisation and Efficiency

The productivity factors.

Utilisation

• The proportion of time at work spent working

Efficiency

• Our ability to meet or exceed the target.
  • Taking 2 hours to complete 1 Standard Hours worth of work gives an efficiency of 50%

Capacity Strategies: possible alternatives

Level production:

• Output at the same level in all periods.
• Inventory buildups or reductions balance sales and output.
• Applicable in all environments.
• Avoids the need for capacity changes.

Capacity Strategies: possible alternatives

Chase production strategy.

• Capacity changes to match the level of demand (an example is an electrical utility, they vary the rate of supply of electricity by varying the number of generators that they bring on line).
• No inventory buildup.
• Customer leadtime remains constant.

Hybrid Strategy

• Periodic changes in capacity.
• Production is level for each level of capacity.

The Material Requirement Plan Process

Inputs

• What are we going to make (MPS)
• What does it take to make it (BoM)
• What have we got (Stock Status + Open Orders + Planned Orders)
• The Rules (Lot Size, Lead Time, Safety Stock)

Outputs

• Schedule of planned purchase orders
• Schedule of planned production orders

Summary

• Supply Chain Management riguarda il soddisfacimento del cliente, mediante la disponibilità dei giusti prodotti
• Disponendo delle giuste risorse (capacità e materiali).
• Avendo pianificato la disponibilità di queste risorse
• Assicurando l’esecuzione del piano.
• Prendendo le appropriate contro-misure quando le nostre azioni non portano al raggiungimento del piano.

Source: I Suppliers e l’Inventory management

Inventory – How much?

• How much should we have
• How much should we order
• When should we order

How Much to Have

• Determined by our needs

• Affected by our planning factors.
  • Order quantity
  • Safety Stock (to manage variability)

• Average planned inventory = LS/2 + SS

• LS = Lot Size (Order Quantity)
• SS = Safety stock.

How Much to Order

• Choose the appropriate lot size.

• Small lot sizes lead to increased ordering cost and transport cost

• Big lot sizes lead to high inventory (and w.c.)

Purchasing

Oggi gli acquisti sono centralizzati (Global)

• Getting the right products in the right quantities at the right quality levels and at the right cost!

• It is also essential the Customer service

Main Activities

• Identifying the suppliers

• Agreeing contracts of supply
  • Quality
  • Quantities
  • Delivery terms
  • Information sharing
  • Problem solving mechanisms
  • Price

Supplier Identification

• Single source
  • Ease of administration.
  • Cooperation.
  • Guaranteed supply.
  • Be aware of the risks – dependence.

• Local source
  • Frequent small-lot deliveries.
  • Better communication.
  • Improved problem-solving capability.

Measurements

• Supplier
  • On-time in full.
  • Agreed quality levels.
  • Communication process working well.

• Buyer
  • Lead-time adherence.
  • Information availability.
  • Conformance with agreed demand.
  • Regular two-way performance appraisal.

Summary

• L’Inventory è un elemento critico nella supply chain!
• L’Inventory non “capita”, è il risultato delle nostre decisioni.
• Dobbiamo conoscere quanto abbiamo e di quanto abbiamo bisogno.
• La classificazione ABC è la base per la definizione di regole di gestione.
• L’acquisto di materiali non ha solo lo scopo di ottenere il miglior prezzo, ma ha l’obiettivo di ottenere il migliore costo (totale).
• Ci sono obblighi relazionali sia da parte dei buyers che da parte dei suppliers

Deliver: Distribution Systems

• Warehousing
• Transportation
• Inventory holding
• Information processing and transmission.

Objectives

• High level of customer service
  • Know the demand.
  • Keep the appropriate inventory.

• Low levels of cost
  • Proper organisation.
  • Optimum warehouse location.
  • Transportation.

• Low level of inventory
  • Plan replenishments.

Warehouse Location

• Minimise costs of storage and transportation
  • More warehouses mean more inventory (safety stock).
  • More warehouses reduces the cost of transportation.

Maximise customer service