TAILIEUCHUNG - Lecture Advances in supply chain management - Chapter 11

The lecture has covered the common structure underlying Advanced Planning System. Also how Planning Tasks are Supported by APS has been explained. Industry Specific Solutions were also explained. Discussion on the Suitability of Software Modules and S&OP software modules were explained in detail. The help APS provides Collaboration Interface and Sales and Procurement Collaboration were also the part of the lecture. | 1 Advances in Supply Chain Management Part 2 Chapter 7 : Demand Planning 2 3 Lec 11 : Learning Objectives To introduces a framework for demand planning processes, that helps to explain the structures and processes of demand planning. To discuss demand planning structures. To teach different demand forecasting techniques 4 SUMMARY of Last Lecture The lecture has covered the common structure underlying Advanced Planning System. Also how Planning Tasks are Supported by APS has been explained. Industry Specific Solutions were also explained. Discussion on the Suitability of Software Modules and S&OP software modules were explained in detail. The help APS provides Collaboration Interface and Sales and Procurement Collaboration were also the part of the lecture. The present lecture will focus on a framework for demand planning processes, that helps to explain the structures and processes of demand planning. The discussion of demand planning structures different demand forecasting techniques will also be included. 5 LAYOUT Demand Planning Framework Demand Planning Structures Time Dimension Product Dimension Geography Dimension Demand Planning Process Statistical Forecasting Techniques Moving Average and Smoothing Methods Regression Analysis 6 Demand Planning The target of SCM is to fulfill the (ultimate) customer demand. Customer demand does either explicitly exist as actual customer orders that have to be fulfilled by the supply chain, or it does exist only implicitly as anonymous buying desires (and decisions) of consumers. In the latter case, there is no informational object representing the demand. Many decisions in a supply chain must be taken prior to the point in time when the customer demand becomes known. For example, replenishment decisions in a retail store are taken before a customer enters the store. Production quantities for make-to-stock products are determined prior to the point in time when the customer places orders. Decisions about procurement of raw .

• Quản trị kinh doanh
• Supply chain management
• Advances in supply chain management
• Supply chain analysis
• Advanced planning
• Demand planning
• Demand planning framework
• Manufacturing planning
• Control for supply chain management
• Supply chain logistics
• Management of supply chain logistics
• Supply chain logistics framework
• Warehouse replenishment systems
• Supply chain
• Lecture Supply chain management
• Chuỗi cung ứng
• Quản lý chuỗi cung ứng
• Supply chain relationship management
• Global supply chain management
• Guide to supply chain management
• Source in supply chain management
• Guide to deliver in supply chain management
• Supply chains
• Operations planning
• Strategic sourcing initiatives
• Competitive supply chain
• Supply chain processes
• Goods producing processes
• Effective operation
• Supply chain strategy
• Essentials of supply chain management
• Supply chain operations
• Supply chain coordination
• Business strategy
• Measuring performance
• Supply chain metrics
• Supply chain opportunities
• Developing supply chain systems
• Logistics and supply chain management
• Synchronous supply chain
• Managing the global pipeline
• Managing risk in the supply chain
• Supply chain integration
• Strategic lead time management
• The synchronous supply chain
• The supply chain
• Lean supply chains
• Lean production
• Lean supply chain design