工作流参考模型英文

SECTION 1

SCM TEMPLATE WORKFLOW

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SCM Template Workflow

Release 4.2.1

Copyright 2000 i2 Technologies, Inc.

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February, 2000

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SCP Master Planning Technical Implementer Reference Manual Contents

SCM PROCESSES OVERVIEW

SCM P ROCESSES

DEMAND PLANNING

D EMAND F ORECASTING

Top-Down Forecasting

Bottom-Up Forecasting

Life Cycle Planning – New Product Introductions and Phase-In/Phase-Out

Event Planning

Consensus Forecast

Attach-Rate Forecasting/Dependent Demand Forecasting in Configure-to-Order environments

D EMAND C OLLABORATION

Flex Limit Planning

F ORECAST N ETTING

Forecast Extraction

MASTER PLANNING

S UPPLY P LANNING

Enterprise Planning: Inventory Planning

Enterprise planning: Long term capacity planning

Enterprise planning: Long term material planning

Facility Planning: Supply plan for enterprise managed components

Collaboration Planning for Enterprise and Factory Managed Components – Procurement

Collaboration

Collaboration Planning with Transportation Providers - Transportation Collaboration

A LLOCATION P LANNING

DEMAND FULFILLMENT

O RDER P ROMISING

Promising new orders

Configure to Order (CTO) Orders

Build to Order (BTO) Orders

O RDER P LANNING

Factory Planning

Transportation Planning

SCM Processes Overview

The following figure briefly describes the solution architecture for the core processes that constitute

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the SCM solution.

SCM Processes

The SCM template as a whole performs the following functions:

1.Demand Planning: Forecasting and demand collaboration. Sales forecasts are generated using

various statistical models and customer collaboration.

2.Master Planning: Long term and medium term master planning for material as well as capacity.

Master planning can be done at both the enterprise level (for critical shared components) and the

factory level. In addition, decisions relating to material procurement and capacity outsourcing

can be made.

3.Allocation Planning: Reserving product supply for channel partners or customers based on pre-

specified rules. Also, managing the supply so that orders that have already been promised can be

fulfilled in the best possible manner (on the promised dates and in the promised quantities).

4.Order Promising: Promising a date and quantity to customer orders. These promises are made

looking at the projected supply. In addition, sourcing decisions are also made here after

considering such variables as lead-time, product cost, shipping cost, etc.

5.Order Planning: Detailed order planning encompassing multiple factories. In addition detailed

transportation planning is also done which can handle such complex requirements as merging

two shipments from different locations during transit.

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SCP Master Planning Technical Implementer Reference Manual Information flows seamlessly between all these functions. The inputs to the system are the static data

(supply chain structure, supplier relationships, seller and product hierarchies, supplier relationships,

etc), some forecast data and actual orders. The output is a comprehensive and intelligent supply

chain plan which takes all the supply chain delivery processes into consideration in order to

maximize customer satisfaction, at the same time reducing order fulfillment lead times and costs.

The scope of this document is to describe the scenarios modeled as a part of the current release of the

template (Hitech2). For any planning system, the place to begin planning is demand forecasting. We

look at this in more detail in the next section.

Demand Planning

The objective of the Demand Planning process is to develop an accurate, reliable view of market

demand, which is called the demand plan. The Demand Planning process understands how products

are organized and how they are sold. These structures are the foundation of the process and

determine how forecast aggregation and disaggregation is conducted. A baseline statistical forecast

is generated as a starting point. It is improved with information directly from large customers and

channel partners through collaboration. The forecast is refined with the planned event schedule, so

the demand plan is synchronized with internal and external activities. Each product is evaluated

based on its lifecycle, and continually monitored to detect deviation. New product introductions are

coordinated with older products, pipeline inventories, and component supply to maximize their

effectiveness. Attach rates are used to determine component forecasts given the proliferation of

products. The result is a demand plan that significantly reduces forecast error and calculates demand

variability, both of which are used to determine the size of the response buffers. The specific

response buffers and their placement are different based on the manufacturing model employed,

therefore the Demand Planning process must represent those differences.

The following figure identifies the key processes that constitute demand planning and the scenarios

that are modeled in the template.