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CHAPTER 10
Purchasing and Supply Scheduling Decisions
LOGISTICS 3 CHAPTER 10 2
Introduction
Purchasing and Supply Scheduling Decisions
(P 424)
LOGISTICS 3 CHAPTER 10 3
Just-ln-Time (JIT) Supply Scheduling
Philosophy of complete elimination of waste
LOGISTICS 3 CHAPTER 10 4
JIT supply scheduling is Characterised by:
LOGISTICS 3 CHAPTER 10 5
A good example of a JIT scheduling is
called the Kanban System
times.
A comparison between a KANBAN (JIT) system (where
production of items is frequently repeated)
AND
A production schedule built to take advantage of economies of
scale.
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LOGISTICS 3 CHAPTER 10 7
KANBAN
• Lead times are highly predictable because they are short.
– Suppliers are located near the site of operations and deliveries can be
made frequently, often once an hour, without incurring great transportation
expense.
• Order quantities are small because setup and procurement
costs are kept low.
– Since order quantities are related to setup or procurement costs, they
become the target for cost reduction. Small order quantities result in low
inventories.
• Few vendors are used, with correspondingly high expectations
of them.
• A high level of cooperation between the manufacturer and
vendor is developed to assure a high level of product and
logistical performance.
• Since KANBAN systems operate with minimum inventory levels
and few suppliers, the risk of immediate channel shutdown
from interruptions in the supply chain is great.
LOGISTICS 3 CHAPTER 10 8
MRP Mechanics
LOGISTICS 3 CHAPTER 10 9
Materials Requirements Planning (MRP)
•MRP is a method used for scheduling materials, and supplies whose demand is
reasonably well known.
•Balancing (offsetting) the lead time with the request for materials/supplies, the
demand can be met at the time they develop.
•Precise timing of materials flows to meet production requirements is the principle
behind materials requirements planning (MRP).
LOGISTICS 3 CHAPTER 10 10
Distribution Requirement Planning (DRP)
(P 442)
•Compressing the time between when customer orders are placed and
when they are received can be a competitive advantage.
•DRP is based on many of the same ideas behind MRP scheduling:
– Use information to reduce uncertainties
– Use electronic information transmission to reduce the order-cycle time.
– Use computer technology to speed the production and or filling of customer
orders.
LOGISTICS 3 CHAPTER 10 11
Integrated Supply Channel Management
LOGISTICS 3 CHAPTER 10 12
Applying DRP to the physical distribution channel offers
an alternative with several benefits to the more
traditional Pull methods. (p 443)
LOGISTICS 3 CHAPTER 10 13
DRP Mechanics
DRP is an extension of the MRP logic that has
already been described.
LOGISTICS 3 CHAPTER 10 14
PURCHASING
LOGISTICS 3 CHAPTER 10 15
Importance of Purchasing
LOGISTICS 3 CHAPTER 10 16
Sales 850 STRATEGIC PROFIT MODEL
Cost of sales % 47% (R MILLIONS) SALES
Variable Expenses 10 GROSS
Fixed Expenses 40 NET NET MARGIN -
Inventory 70 PROFIT PROFIT COST OF
Acc. Receivable 15 MARGIN SALES
Fixed Assets 200 % /
Other Assets 10 SALES -
Tax 32% VARIABLE
Net Worth 300 EXPENSES
TOTAL
EXPENSES +
RETURN FIXED
RETURN ON NET FINANCIAL ON - EXPENSES
WORTH LEVERAGE ASSETS TAXES
% = X % X
Tot Assets INVENTORY
Net Worth
+
ACCOUNTS
SALES RECEIVABLE
ASSET CURRENT
TURNOVER / ASSETS +
TOTAL OTHER
ASSETS + CURRENT
LOGISTICS 3 CHAPTER 10 Fixed Assets ASSETS 17
STRATEGIC PROFIT MODEL
(R MILLIONS) SALES
GROSS 850
NET NET MARGIN -
PROFIT PROFIT 450.5 COST OF
MARGIN 272.340 SALES
32.040% % / 399.5
SALES -
850 VARIABLE
EXPENSES
TOTAL 10
EXPENSES +
RETURN RETURN 50.000 FIXED
ON NET FINANCIAL ON - EXPENSES
WORTH LEVERAGE ASSETS TAXES 40
90.780% = 0.983 X 92.319% X 128.160
Tot Assets INVENTORY
Net Worth 70
+
ACCOUNTS
SALES RECEIVABLE
ASSET 850 CURRENT 15
TURNOVER / ASSETS +
2.88 TOTAL 95 OTHER
ASSETS + CURRENT
295 Fixed Assets ASSETS
200 10
LOGISTICS 3 CHAPTER 10 18
LOGISTICS III
CHAPTER 10
END