1. PRODUCTION LOGISTICS Custom Logistics Slovak University of Technology Faculty of Material Science and Technology in Trnava

2. The Merit of Custom Logistics It describes the management of orders flow in company, starting with the evidence till confirmation the contracts of sale and their set up for planning.

3. Order Evidence The order usually contains: Number of product – is some coded form, e. g. JKPOV, IČO (in Slovakia – identification number of the organization - customer), DIČ (in Slovakia – taxing identification number), Order number (needed for contract of sale), Product parameters, Amount, Delivery conditions, Delivery date etc. It is suitable when the order evidence is central for better coordination of operative plans of particular sections (plants, workshops) for elimination of subjective approach introducing ordered products to planned periods.

4. Technical, Technological and Economic Scoring There is worked technological process for each product made before. In this process are defined sequence of production operations, operation times, amount and type of use materials and next qualitative and quantitative data.

5. Technical, Technological and Economic Scoring If the product is new one, there is necessary to have estimate consideration – is possible to produce the article or not, in factory. If it comes under the range of goods, the technical and technological conditions are defined. Then, it is useful to judge the economic aspects and to decide, if there is effective to produce it. If not, the order is refused (too little amount, necessity of new devices, ineffective product etc.). If it is effective to produce the next article then we have to prepare its job description and then evaluate it and make the price.

6. Aggregate (capacity) planning The ordered product has its own production run. It also defines the production cycle that is minimal time form beginning of production process until its finish. Shifting the order to planning period (month, week), there is need to sift ordered article in advance to the production divisions preceding the last one to meet the delivery day of production division which is the last one in its production run.

7. Aggregate (capacity) planning

8. Fitting the Capacity Demands to Capacity Resources

9. Capacity smoothing is accordance KN(J)  KM(J) We can achieve it by: Slotting the large amounts in to the small ones and they we will move into other planning periods, Dealing with customers about the change or delivery time,

10. Fitting the Capacity Demands to Capacity Resources Temporary rising the production capacity, Declining the least lucrative orders, unreliable customers (in term of payment) etc. There will be submitted the contract of purchases after the capacity planning and the order becomes the offer.

11. Cumulating, Batching, Priority Allocation The identical products from different orders are join by particular criteria into the larger groups (by structure, operations, forms etc.) in one planning period. This way the factory will gain the higher serial of production and labor productivity. It is good that cumulated amount is whole multiple of the batch.

12. Cumulating, Batching, Priority Allocation Batch is specific products quantity which are transported together between the operation made by the same setting parameters. The optimal batch intensity for one arrangement in to the production process could be different then the whole production process. The batch is sometimes done by technology. The optimal batch intensity affects the continuous production running an capacity utilization. When the bathes are larger then the devices are not needed to configurate and other way round.

13. Cumulating, Batching, Priority Allocation There will create intro-plant offers by cumulating and distribution in to the batches. The intro-plant offers mean production tasks, to which we can in term of economic and partner to assign the external priority, scheduling the production.