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Tata McGraw
Chapter 16
Aggregate Sales and Operations Planning
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OBJECTIVES
Sales and Operations Planning The Aggregate Operations Plan
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Process planning
Long range
Strategic capacity planning Sales and operations (aggregate) planning Sales plan
Aggregate operations plan
Medium range
Logistics Vehicle capacity planning Vehicle loading Vehicle dispatching Warehouse receipt planning
Services
Order scheduling
Short range
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Long-range planning
Greater than one year planning horizon Usually performed in annual increments
Medium-range planning
Short-range planning
One day to less than six months Usually with weekly or daily increments
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Main purpose: Specify the optimal combination of production rate (units completed per unit of time) workforce level (number of workers) inventory on hand (inventory carried from previous period) Product group or broad category (Aggregation) This planning is done over an intermediate-range planning period of 3 to18 months
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10000
Suppose the figure to the right represents forecast demand in units Now suppose this lower figure represents the aggregate capacity of the company to meet demand What we want to do is balance out the production rate, workforce levels, and inventory to make these figures match up
2000
0 Jan Feb Mar 9000 8000 6000 Apr May Jun
10000 8000
6000
4000 2000 0
4500
4000
4000
Jan
Feb
Mar
Apr
May
Jun
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External to firm
Current workforce
Inventory levels
Internal to firm
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Chase
Level
Stable workforce
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Materials Holding costs Marginal cost of stockout Hiring and training cost Layoff costs Labor hours required Straight time labor cost Beginning inventory Productive hours/worker/day Paid straight hrs/day
$5/unit $1/unit per mo. $1.25/unit per mo. $200/worker $250/worker .15 hrs/unit $8/hour 250 units 7.25 8
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Demand/mo Jun
6000
Jan
4500
Feb
5500
Mar
7000
Apr
10000
May
8000
7.25x2 2
7.25 8
22x8hrsx$8=$140 8
Days/mo Hrs/worker/mo Units/worker $/worker
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Jan 22 1 5 9 .5 1 ,0 6 3 .3 3 $ 1 ,4 0 8
Dem and Beg. inv. Net req. Req. wo rkers Hired Fired W o rkfo rce Ending invento ry
Jan 4 ,5 0 0 250 4 ,2 5 0 3 .9 9 7 3 4 0
Then, calculate number of workers needed to produce the net requirements, or 4250/1063.33=3.997 or 4 workers
Finally, determine the number of workers to hire/fire. In this case we only need 4 workers, we have 7, so 3 can be fired.
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Below are the complete calculations for the remaining months in the six month planning horizon
Days/mo Hrs/worker/mo Units/worker $/worker Jan 22 159.5 1,063 $1,408 Feb 19 137.75 918 1,216 Mar 21 152.25 1,015 1,344 Apr 21 152.25 1,015 1,344 May 22 159.5 1,063 1,408 Jun 20 145 967 1,280
Demand Beg. inv. Net req. Req. workers Hired Fired Workforce Ending inventory
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Below are the complete calculations for the remaining months in the six month planning horizon with the other costs included
Demand Beg. inv. Net req. Req. workers Hired Fired W orkforce Ending inventory Jan 4,500 250 4,250 3.997 3 4 0 Feb 5,500 5,500 5.989 2 6 0 Mar 7,000 7,000 6.897 1 7 0 Apr 10,000 10,000 9.852 3 10 0 May 8,000 8,000 7.524 2 8 0 Jun 6,000 6,000 6.207 1 7 0
Jan Feb Mar Apr May Jun $21,250.00 $27,500.00 $35,000.00 $50,000.00 $40,000.00 $30,000.00 5,627.59 7,282.76 9,268.97 13,241.38 10,593.10 7,944.83 400.00 200.00 600.00 750.00 500.00 250.00
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Lets take the same problem as before but this time use the Level Workforce strategy This time we will seek to use a workforce level of 6 workers
Demand Beg. inv. Net req. W orkers P roduction Ending inventory Surplus Shortage
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Below are the complete calculations for the remaining months in the six month planning horizon
Jan 4,500 250 4,250 6 6,380 2,130 2,130 Feb 5,500 2,130 3,370 6 5,510 2,140 2,140 Mar 7,000 2,140 4,860 6 6,090 1,230 1,230 Apr 10,000 1,230 8,770 6 6,090 -2,680 2,680 May 8,000 -2,680 10,680 6 6,380 -1,300 1,300 Jun 6,000 -1,300 7,300 6 5,800 -1,500 1,500
Demand Beg. inv. Net req. Workers Production Ending inventory Surplus Shortage
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Below are the complete calculations for the remaining months in the six month planning horizon with the other costs included
Jan 4,500 250 4,250 6 6,380 2,130 2,130 Feb 5,500 2,130 3,370 6 5,510 2,140 2,140 Mar 7,000 10 4,860 6 6,090 1,230 1,230 Apr 10,000 -910 8,770 6 6,090 -2,680 2,680 Jan $8,448 31,900 2,130 Feb $7,296 27,550 2,140 Mar $8,064 30,450 1,230 Apr $8,064 30,450 3,350 May 8,000 -3,910 10,680 6 6,380 -1,300 1,300 May $8,448 31,900 1,625 Jun 6,000 -1,620 7,300 6 5,800 -1,500 1,500 Jun $7,680 29,000 1,875
Note, total costs under this strategy are less than Chase at $260.408.62
$48,000.00 181,250.00 5,500.00 6,850.00 $241,600.00
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Question Bowl
Sales and Operations Planning activities are usually conducted during which planning time horizon? a. Long-range b. Intermediate-range c. Short-range d. Really short-range e. None of the above Answer: b. Intermediate-range (i.e., 6 to 18 months)
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Question Bowl
Which of the following are Production Planning Strategies can involve trade-offs among the workforce size, work hours, inventory, and backlogs? a. Chase strategy b. Stable workforce-variable work hours c. Level strategy d. All of the above e. None of the above
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Question Bowl
Which of the following are considered relevant costs in the Aggregate Production Plan? a. Costs associated with changes in the production rate b. Inventory holding costs c. Backordering costs d. Basic production costs e. All of the above Answer: e. All of the above
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Question Bowl
Which of the following Aggregate Planning Techniques can be performed using simple spreadsheets? a. Cut-and-try b. Linear programming c. Transportation method d. All of the above e. None of the above
Answer: a. Cut-and-try (The other two involve more complex computational effort than simple spreadsheets.)
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End of Chapter 16