1. Chapter 14 – Resource Planning
Operations Management by
R. Dan Reid & Nada R. Sanders
3rd Edition © Wiley 2007
PowerPoint Presentation by R.B. Clough – UNH
M. E. Henrie - UAA
© Wiley 2007

2. Learning Objectives Describe enterprise resource management
Describe the evolution of ERP Systems
Describe the benefits and costs of ERP systems
Provide an overview of MRP
Explain the different types of demand
Describe the objectives of MRP
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3. Learning Objectives (continued)
Describe the inputs needed for MRP
Explain MRP operating logic
Describe action notices
Use different lot size rules with MRP
Describe the role of capacity requirements planning (CRP)
Calculate the work loads at critical work centers using CRP
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4. Enterprise Resource Planning
What Is ERP?
Software designed for organizing and managing business processes
Modules share information across all business functions
Can share customer sales data with the supply chain to help with global replenishment
All modules are fully integrated and use a common database – some PC based
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5. Integration of ERP
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6. ERP Modules-4 Categories
Finance and accounting
Investment, cost, asset, capital, and debt management
Budgets, profitability analysis, and performance reports
Sales and marketing
Handles pricing, availability, orders, shipments, & billing
Production and materials management
Process planning, BOM, product costing, ECN’s, MRP, allocates resources, schedules, PO’s, & inventory
Human resources
Workforce planning, payroll & benefits, & org. charts
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7. Evolution of ERP First generation ERP
Managed all routine internal business activities
From order entry to after-sales customer service
Lacked supply chain support modules (added in second generation)
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8. Evolution of ERP Second Generation ERP
Late 1990’s software integrated supply chains
Systems focused on decision-making
SCM modules include linear programming (LP) and simulation support
SCI capability allows collection of intelligence along the entire supply chain
ASP suppliers set-up and run systems for others
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9. Integrating ERP and E-Commerce
Many companies with ERP use e-commerce
E-commerce needs to interface with ERP
Cybex International is a good example:
Needed to integrate B2C and B2B transactions
Cybex installed a Peoplesoft, Inc. ERP system
Reduced BOM’s from 15,200 to 200, suppliers from 1000 to 550, paperwork by 2/3
Reduced supplier material shortages and customer order-to-ship time from 4 to 2 weeks
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10. Benefits of ERP Implementation
ERP presents a holistic view of the business functions from a single information and IT architecture
Increases organizational information flow
Increases ability to incorporate better management control, speedier decision making, and cost reductions
Allows replacement of disparate systems
e.g. ExxonMobile used ERP to replace 300 different systems
A study of ERP implementations reports that benefits typically start 8 months after implementation with median annual savings of $1.6 million
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11. The Cost of ERP Systems
Major suppliers are SAP AG, Peoplesoft, Oracle, and Baan. Also smaller PC based suppliers.
Costs for larger ERP systems range from hundreds of thousands to several million dollars.
Outside consultants are usually involved in selection, configuration, and implementation.
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12. The Cost of ERP Systems
Consultant costs can run up to 3 times the cost of the system itself according to a Gartner Group study.
Added costs also include additional people, new computer hardware, and the cost to develop a new, integrated database
Successful implementation requires leadership and top management commitment to a vision for the business
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13. Material Planning Systems
1960s, manufacturing planning systems focused primarily on traditional inventory control issues
MRP translated a master schedule of final products into time-phased net requirements for subassemblies, assemblies, and parts
First MRP systems evolved from closed-loop MRP
Closed-loop MRP included production planning, master scheduling, and capacity requirements
In mid 1970’s, MRPII systems added functionality to plan and execute all internal functions
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14. An Overview of MRP
MRP uses the concept of backward scheduling to determine how much and when to order and replenish
The CPR module checks to make sure the scheduled work load profile is feasible
The MPS module contains the authorized schedule
The BOM module contains the product structure for each unique product
The Inventory Record module keeps track of the inventory status for each item in the database
MRP output includes schedules for all internal activities and parts as well as orders for all supply chain items
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15. Input/Output - MRP Process
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16. Types of Demand There are two types of demand. Independent Demand
Is the demand for finished products
Does not depend on the demand of other products
Needs to be forecasted
Dependent Demand
Is the demand derived from finished products
Is the demand for component parts based on the number of end items being produced and is managed by the MRP system
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17. Objectives of MRP
Determines the quantity and timing of material requirements
Determines what to order (checks BOM), how much to order (lot size rules), when to place the order (need date minus lead time), and when to schedule delivery (on date needed)
Maintain priorities
In a changing environment, MRP reorganizes priorities to keep plans current and viable
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18. Building a CD Cabinet With MRP
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19. MRP Inputs - Authorized MPS
From the authorized MPS, we calculate when we need to have replenishment orders of CD cabinets; when we need a new MPS order.
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20. MRP Inputs-Inventory Records
System checks the inventory record for each BOM item to see if inventory is available or if a replenishment order is needed to build the cabinets.
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21. MRP Inputs-Bills of Material
A BOM lists all of the items needed to produce one CD cabinet
The BOM is exactly like a recipe for baking a cake
The BOM’s must be complete and accurate and can only be changed by an ECN
MRP BOM’s are indented bills of materials
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22. A Product Structure Tree
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23. The MRP Explosion Process
Using table 14-6 and the product structure tree, we will work through an example of how the MRP explosion process would calculate the requirements for building a CD cabinet. On the next slide we start with the cabinet top to illustrate how MRP calculates the gross requirements for this component.
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24. Inventory Records - Components
It was noted on the previous slide that the parent item (CD Cabinet) has planned orders in periods 3, 6, and 9.
Its children (top, bottom, door, left & right side, shelves, and supports) have gross requirements in periods 3, 6, and 9.
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25. Inventory Records - Components
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26. Inventory Records– Components (cont.)
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27. Inventory Records– Components (cont.)
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28. Inventory Records – Remaining Components
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29. Inv. Records – Remaining Components (cont.)
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30. Inv. Records – Remaining Components (cont.)
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31. MRP Action Notices Action Notices:
Indicate items that need a production planner’s attention
Are created when a planned order needs to be released, due dates need to be adjusted, or when there is insufficient lead time for normal replenishment
Often require planners to rush or expedite orders
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32. MRP Action Notices Action Bucket:
Is the current period where we take actions such as releasing, rescheduling, or canceling orders
A positive quantity in current period’s planned order row means that an order must be released
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33. Example Comparing Lot Size Rules: Three common lot sizing rules used within MRP Systems are fixed order quantity (FOQ), lot for lot (L4L), and period order quantity (POQ). Cost comparison is based on Inventory holding costs ($0.10 per period) and ordering cost ($25 per order). In this example POQ is best at $
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34. Rough Cut Capacity Example: The CRP module uses data from MRP
Rough Cut Capacity Example: The CRP module uses data from MRP. We calculate workloads for critical work centers based on open shop orders and planned shop orders. These shop orders are translated into hours of work by work center and by time period. Table show items scheduled for work Center 101.
Available = 4 machines x 2 shifts x 10 hours x 5 days x 0.85 utiliza- x 0.95 effi-
Capacity per shift per wk tion ciency
Available = standard hours
Capacity
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35. Workload Graph for Work Center 101: CRP enables a company to evaluate both the feasibility of the MRP system and how well the company is using its critical work centers.
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36. Resource Planning Across the Organization
Since MRP determine the quantity and timing of materials needed, it affects several functional areas
Accounting future material commitments based on MRP output
Marketing is primarily concerned with MPS as the MRP reveals potential material shortages
Information systems maintains the MRP and the MPS
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37. Chapter 14 Highlights
ERP is software designed for organizing and managing all business processes by sharing information across functional areas using a common database and a single computer system.
First generation ERP systems provide a single interface for managing routine activities performed in manufacturing. Second generation systems or SCM –software is designed to improve decision making in the supply chain. The current trend is integrating e-commerce and ERP.
Tangible benefits from ERP include reductions in inventory and staffing, increased production, improved order management, and increased revenue and profits.
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38. Chapter 14 Highlights (cont.)
MRP systems are designed to calculate material requirements from dependent demand items. MRP systems use backward scheduling to determine activity start dates.
Independent demand is the demand for finished products, whereas dependent demand is demand that is derived from finished products, MRP system use dependent demand..
The objectives of MRP are to determine the quantity and timing of material requirements and to keep schedule priorities updated and valid. MPR determines what to order, how much to order, when to place the order, and when to schedule the arrival.
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39. Chapter 14 Highlights (cont.)
MRP needs three inputs: the authorized MPS, the BOM file, and the inventory records file. The MPS is the planned build schedule, the BOM files shows the materials needed to build an item, and the inventory records file shows the inventory on hand.
Once the MPS has been input, MRP checks the inventory records to determine if enough end-item inventory is available. If sufficient end-item inventory is not on hand, MPR checks the end-item’s BOM file to determine what materials are needed and in what quantities.
Action notices show when to release planned orders, reschedule orders, or adjust due dates. They allow the planner to use the MRP output information effectively
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40. Chapter 14 Highlights (cont.)
Different lot size rules are used with MRP systems to generate different order quantities and order frequencies. The lot-for-lot (L$L) rule always minimizes the inventory investment but maximized ordering costs.
Planned orders generated by MRP, plus any open shop orders, are inputs to capacity requirements planning (CRP). CRP checks to see if available capacity is sufficient to complete the orders scheduled in a particular work center during a specific time period
CRP calculates the workloads at critical work centers by using the planned orders generated by the MRP system. These planned orders are multiplied by the standard times to calculate individual work center loads
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41. The End
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