Supply chain planning and control

The factors behind the gap between vision and reality are many, reflecting the sophisticated web of processes and coordination that lie behind the vision and the almost endless ways of cormpting it. UK retailer Marks Spencer introduced 

Decisions based on advantages internal to a focal firm, and on the search for cheaper prices, are but two common factors in cormpting the flow of materials and information and the focus on the end-customer. Cormption is displayed by poor customer service, stock write-offs or markdowns, and a lot of resource devoted to fire fighting.  

We propose how the linkages between manufacturing firms should develop, and the implications for integrating material flow across the supply chain. We continue by reviewing the huge impact that just-in-time and lean thinking have had on supply chain planning and control. 

1 The supply chain game plan addresses the challenges of planning and controlling material flow and information flow within the focal firm, between supply partners and across the supply chain as a whole. 

2 just-in-time examines the implications of just-in-time thinking for logisitcs, especially for material control methods like reorder point and material requirements planning. 

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Readers tell us what the product is and where it is located in the supply chain. The management system compiles this information and allows us to know how many products are present at that location for each time bucket. This translates into dynamic data that allows us to know rates of consumption, and stock data at a given point in time - together with what needs to be done. One can already envision that such data will enable supply chain planning and control to be transformed. 

Chapter 6 Supply chain planning and control Chapter 7 The agile supply chain... 

Finance. In the supply chain management framework, this concerns planning of supply chain costs and controlling supply chain performance. 

Ivanov D., Sokolov B., Kaeschel J., 2010, A Multi-Stmctural Framework for Adaptive Supply Chain Planning and Operations Control with Structure... 

MRP 11 or ERP systems provide functionality for not only production planning and manufacturing but also ordering, receiving, warehouses, shipping and so on. These systems support supply chain management and may include related functions such as maintenance, calibration control and human resource information. 

Planning and control of operations are keys to moving an organization or supply chain in a desired direction. The extent of joint planning is expected to bear heavily on the success of the supply chain. Different components may be emphasized at different times during the life of the supply chain, but planning transcends the phases (Cooper and Ellram 1993). The control aspects can be operationalized... 

Review of Volume and Layout Decisions Manufacturing Planning and Control Systems Influence of Supply Chain on Demand Management Detailed Material Planning Detailed Capacity Planning Just-in-Time (JIT)... 

Integral Logistics Management Planning and Control of Comprehensive Supply Chains, Second Edition... 

Given the supply-chain context of this book, we will consider only the management of independent-demand items—i.e., those items that move between firms in the supply chain. Throughout this book, we focus on issues related to node-to-node relationships in the supply chain, consistent with the framework developed in Chapter 1 that defines a supply chain as a network of nodes. Dependent demand involves "within-node" effects and is outside the scope of this book, but is discussed extensively in books on production/operations planning and control systems (e.g., Vollmann et al., 2005 or Chapman, 2006, which also contains an excellent discussion on hybrid systems that combine appropriate elements of MRP and kanban control). Note, however, that the classification of an item as an independent-demand item or a dependent-demand item is not an absolute characterization. Rather, it only makes sense in context. For example, to the company that assembles the cell phones, the keypad is clearly a dependent-demand item, provided that its only demand is derived from the production schedule for cell phones (i.e., not from sales of keypads as stand-alone items). To the firm that produces the keypads and sells them to various cell phone manufacturers, however, the keypad is an... 

Vollmann, T., W. Berry, D. C. Whybark, and R. Jacobs. 2005. Manufacturing Planning and Control for Supply Chain Management, 5th edn. New York McGraw-Hill/Irwin. 

Cachon, G. P. 2003. Supply chain coordination with contracts (Chapter 6). In Handbooks in Operations Research and Management Science Supply Chain Management, eds. A. G. de Kok and S. C. Graves. Amsterdam, the Netherlands Elsevier. Chapman, S. N. 2006. Fundamentals of Production Planning and Control. Upper Saddle River, NJ Prentice Hall. 

Pibernik and Sucky [58] analyzed the meaning and limitations of dispersed and concentrated supply chain planning. He emphasized that supply chain planning decisions were usually dispersed and introduced a general decentralized control design method for supply chain planning. 

Chen et al. [60] analyzed the difference between the model of traditional production planning and control and that of supply chain. They pointed out the main problems that SCM face are flexible constraints, production scheduling and production capacity. 

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