SAP Press - Materials Planning with SAP

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作者 SAP 2016年出版 分类:sap 1512

 SAP Press - Materials Planning with SAP 官方出品,英文原版,内容可编辑带目录非影音版!

Part I – Materials Planning Basics
1 Materials Planning Basics
1.1 The Process of Materials Planning
1.2 The Materials Controller
1.3 Strategic and Tactical Materials Planning
1.3.1 The Role of a Strategic Materials Planner
1.3.2 The Tasks of a Tactical Materials Planner
1.4 Portfolio Segmentation for Decision Making
1.4.1 Portfolio Management Example
1.4.2 Strategies in an Enterprise
1.4.3 Segmentation for Replenishment Strategies
1.5 Lean and Agile Supply Chains
1.5.1 Pushing, Pulling, or Both?
1.5.2 A Lean Supply Chain Flows
1.5.3 An Agile Supply Chain Flows, Too
1.6 Summary
2 The Past and the Future of Materials Planning
2.1 Past Problems with Materials Requirements Planning
2.2 Today’s Problems with Material Requirements
Planning
2.3 A Word on Customizing
2.4 The Old Paradigm and the New

2.4.1 Using SAP ERP as a Control Mechanism
2.4.2 Using SAP APO as a Planning Instrument
2.4.3 Combining SAP ERP with SAP APO Successfully and
Efficiently
2.5 Future Potential in Operations, Supply Chain, and
Materials Management
2.5.1 The Science of Operations Management
2.6 Planning the Future with an Unconstrained Supply
Plan
2.6.1 Shaping a Better Future Using the Right Side of Our Brain a
Bit More Often
2.7 Summary
3 Building Blocks of Materials Planning
3.1 Modeling
3.1.1 Demand and Supply Profiles
3.1.2 Gate Control
3.1.3 Strategies to Connect Sales with Production
3.2 Strategic and Tactical Materials Planning
3.2.1 Organizational Considerations
3.2.2 Designing Standard Processes for Strategic and Tactical
Materials Planning
3.3 Scientific Theories and Global Integration
3.3.1 Systems Thinking
3.3.2 Factory Physics and Supply Chain Science
3.3.3 SAP Value Stream Mapping and Lean Dynamics
3.4 Summary
Part II – Materials Planning in SAP ERP
4 Principles of Effective Materials Planning
4.1 Supply Chain Strategy and Performance Boundaries
4.1.1 Establishing a Solid Framework of Reference
4.1.2 Leadership Roles
4.1.3 Set Goals and Measure Results
4.1.4 Materials Portfolio Segmentation
4.1.5 Performance Boundaries Examples
4.2 Developing User Guidelines and a Policy Playbook
4.3 Setting Control Limits
4.4 The Competent Materials Controller
4.4.1 Overall Setting of Strategy and Periodic Fine-Tuning of
Policy
4.4.2 Tools for Decision Making
4.4.3 The SAP Add-On Tools
4.5 Summary
5 Prioritized Portfolio Management
5.1 Portfolio Basics in SAP
5.1.1 ABC Analysis
5.1.2 Groupings and Priorities
5.2 Responsibilities and Accountability
5.2.1 Outdated Elements
5.2.2 Housecleaning Materials Portfolios

5.3 Using Buckets
5.4 Monitoring Your Portfolio
5.4.1 Transaction MD07 Setup
5.4.2 Portfolio Management with the MRP Monitor
5.5 Summary
6 Automated and Periodic Policy Setting
6.1 Employing Strategies and Policies in an Enterprise
6.2 Segmenting a Materials Portfolio
6.2.1 Performing an ABC Analysis
6.2.2 Determining a Coefficient of Variation for the XYZ Analysis
6.2.3 Combining ABC with XYZ
6.2.4 Adding an EFG Classification for Long and Short Lead
Times
6.2.5 UVW Classification for Purchase Price Segmentation
6.2.6 LMN Classification for Volume or Size
6.2.7 Lifecycle Analysis
6.2.8 Putting It All Together for Policy Setting
6.3 Replenishment Policies
6.3.1 MRP Types
6.3.2 Lot-Sizing Procedures
6.3.3 Safety Stock Strategies
6.3.4 Developing a Playbook for Replenishment Policies
6.4 Planning Policies
6.4.1 Forecast and Order-Based Fulfillment Practices
6.4.2 Strategy Groups and Strategy
6.4.3 Availability Check and Transfer of Demand
6.4.4 Consumption Procedures

6.4.5 Developing a Playbook for Planning Policies
6.5 Setting Policy
6.6 Using the SAP Add-On Tools for Segmentation and
Policy Setting
6.6.1 MRP Monitor
6.6.2 Safety Stock and Reorder Point Simulator
6.6.3 Lot Size Simulator
6.7 Summary
7 Intelligent Exception Monitoring
7.1 Exception Monitoring in SAP ERP
7.1.1 Exception Groups and Exception Messages
7.1.2 Prioritization of Exception Groups and Exception Messages
7.1.3 Fixing the Root Cause Instead of Expediting the Problem
7.2 Building a Monitoring System for Exceptional
Situations
7.2.1 How to Initiate the MRP Run
7.2.2 Exception Cards
7.2.3 Monitoring Exception Messages
7.2.4 Putting It All Together
7.3 Using the SAP Add-On Tool MRP Exception Monitor
7.4 Summary
8 Sustainable Inventory Optimization
8.1 Performing Inventory Analysis
8.1.1 SAP ERP’s Logistics Information System
8.1.2 Analyzing and Monitoring Stocks with Document
Evaluations
8.2 Employing Inventory Strategies with Meaningful Key
Performance Indicators
8.2.1 Strategic and Tactical Inventory Key Performance Indicators
8.2.2 Parameter Controlling with Dual Classification
8.3 Making Inventory Optimization Sustainable
8.3.1 Fine-Tuning the Policy
8.3.2 Performing Daily Exception Monitoring for Continuous
Attainment of Good Results
8.3.3 Keeping the Basic Data and Supply and Demand Elements
Clean
8.3.4 Getting Management to Sign Off on Meaningful Supply
Chain Strategies
8.3.5 Performing Capacity Sequencing, Leveling, and Scheduling
8.3.6 Respecting the Planning Horizons
8.4 SAP Add-On Tools for Inventory Optimization
8.4.1 Analyzing Stocks with the Inventory Cockpit
8.4.2 Simulating Lot-Size Procedures, Safety Stock Levels, and
Reorder Points
8.4.3 Simulating the Effects of a Policy
8.5 Summary
Part III – Evaluating, Measuring, and Improving
Materials Planning
9 Key Performance and Supply Chain Indicators
9.1 The Balanced Scorecard
9.2 The Supply Chain Performance Index Framework
9.2.1 The Supply Chain Performance Index Spider Graph
9.2.2 Inventory Performance
9.2.3 Service
9.2.4 Automation/Integration
9.2.5 Flexibility/Agility/Responsiveness
9.2.6 Lean Six Sigma
9.2.7 Cost/Profitability
9.2.8 Visibility/Transparency/Communication
9.2.9 Information Maturity
9.2.10 Competence
9.2.11 Organizational Support
9.3 Putting It All Together
9.4 SAP Add-On Tools for Performance Measurement
9.4.1 Service Level Monitor
9.4.2 Supply Chain Performance Cockpit
9.5 Summary
10 Traditional Inefficiencies
10.1 Dealing with an Unmanageable Amount of Exception
Messages

10.1.1 Using Exception Messages
10.1.2 Using the Right Transaction Codes
10.1.3 Lack of Good Policy
10.2 An Isolated Sales Department
10.2.1 Possible Sales Interface Mental Model 1: Not Fixing the
Date in the Delivery Proposal of the Sales Availability Check
10.2.2 Possible Sales Interface Mental Model 2: Forecast
Reduction
10.2.3 Possible Sales Interface Mental Model 3: The Make-toStock/Make-to-Order Decision
10.2.4 Possible Sales Order Interface Mental Model 4: Checking
With or Without Replenishment Lead Time
10.3 A Buyer without a Cause
10.4 Fiddling with Policy
10.5 Capacity Planning
10.6 Using Sales Orders for Intercompany Stock Transfers
10.7 Chasing Demand
10.8 Hiding the Buffer
10.9 The Reorder Point Dilemma When Sourcing from
Another Plant
10.10 The Hang-from-the-Ceiling Strategy
10.11 Summary
11 Improvement and Optimization Programs
11.1 Benchmarking the Current State
11.1.1 Inventory Performance
11.1.2 Service
11.1.3 Automation and Integration
11.1.4 Flexibility and Responsiveness
11.1.5 Transparency, Visibility, Communication
11.1.6 Measuring Information Maturity
11.1.7 Competence
11.1.8 Organizational Support
11.2 Developing Improvement Initiatives
11.3 Measuring Progress
11.4 Summary

Part IV – Modeling Materials Planning
12 Scientific Modeling of the SAP Supply Chain
12.1 Operations Management and Science
12.1.1 Science and Technology in Operations Management
12.2 Systems Thinking
12.2.1 Causal Loop Diagrams
12.2.2 Stock and Flow Diagrams
12.2.3 Behavior-over-Time Diagrams
12.2.4 Mental Models in Materials Planning and How to Break
Them
12.3 Factory Physics
12.3.1 Operations Science within a Framework of Demand and
Transformation
12.3.2 Performance Boundaries
12.3.3 Management Control
12.3.4 Some Basic Factory Physics Principles
12.4 SAP Value Stream Mapping
12.5 Summary
13 Examples from Industry
13.1 Continuous and Sustainable Optimization at Tennant
Company
13.2 Plant Transformation at ASEA Brown Boveri
13.3 A Model for the Process Industry from Bellisio Foods

13.4 Lean Materials Planning with SAP at Kraft Foods
13.5 Summary

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