SI527 - ERP (Enterprise Resources Planning) Session 05 Production and Operation Information System Wahyu Sardjono, S.Si, MM Universitas Multmedia Nusantara

M0254 Enterprise Resources Planning ©2004 Marketing and Sales Determine pricing Take customer orders Create sales forecast M0254 Enterprise Resources Planning ©2004

Production and Materials Management Planning Need accurate forecasts from Marketing and Sales Compare costs with Accounting M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004

Production and Materials Management at Fitter Snacker Must answer the following questions: How much of each bar should be produced? What quantities of raw materials should be ordered? When should raw materials be ordered M0254 Enterprise Resources Planning ©2004

General Approaches to Production Make-to-stock: Items produced in anticipation of orders Make-to-order: Items produced to meet specific customer orders Assemble to order: Final product assembled from make-to-stock items M0254 Enterprise Resources Planning ©2004

Fitter Snacker Production Problems Communications Marketing does not share data with production (sales promotions and large, unexpected orders) Inventory True inventory status not known No real-time data on actual sales Accounting and Purchasing Difficulty forecasting raw material and labor costs Adjusting accounts for actual vs. standard costs time consuming and done infrequently MRP allows plant manager to plan production and raw materials for many periods. It works backwards from a sales forecast to create a production schedule. From there, given supplier lead times and finished product recipes, MRP works backwards to schedule raw material purchases. This is impossible to figure w/o a computer. M0254 Enterprise Resources Planning ©2004

ERP Approach to Production Planning Sales and Operations Planning Demand Management MRP Detailed Scheduling Sales Forecasting Purchasing Production M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Fitter Snacker’s sales forecast for January through June M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Sales Demand Management MRP Detailed Scheduling Forecasting Purchasing Production Starting Inventory Figure 4.6: Sales and operations planning—the second step of the production planning process M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Snacker’s sales and operations plan for January through June M0254 Enterprise Resources Planning ©2004

Sales and Operations Planning in ERP M0254 Enterprise Resources Planning ©2004

Sales and Operations Planning Demand Management MRP Detailed Scheduling Sales Forecasting Purchasing Production Starting Inventory Demand Management—the third step of the production planning process M0254 Enterprise Resources Planning ©2004

Sales and Operations Planning Demand Management MRP Detailed Scheduling Sales Forecasting Purchasing Production Starting Inventory MRP—the Material Planning Process M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 MRP List in ERP M0254 Enterprise Resources Planning ©2004

Stock Requirements List in ERP M0254 Enterprise Resources Planning ©2004

Detailed Production Scheduling Snack bar production line is bottleneck Scheduling of production line is key to determining detailed production schedule M0254 Enterprise Resources Planning ©2004

Detailed Production Scheduling Length of production runs Longer runs reduces cost of setups Longer runs increase capacity utilization Shorter runs reduces cost of inventory M0254 Enterprise Resources Planning ©2004

Penyediakan Data Produksi untuk Pencatatan Transaksi Data produksi tidak didapatkan dari sistem ERP secara langsung Banyak metode pengumpulan mentah yang tersedia. ERP memungkinkan pengelolaan data untuk tujuan proses produksi dan akuntansi, dengan data yang konsisten di kedua area tersebut. M0254 Enterprise Resources Planning ©2004

ERP in Supply Chain Management $ $ $ $ $ Goods Goods Goods Goods Goods Raw Materials Customer Supplier Manufacturer Wholesaler Retailer Information Information Information Information Information M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 SCM dan ERP ERP tidak diperlukan untuk Manajemen Rantai Pasokan (SCM). ERP dapat memudahkan terjadinya informasi secara real time. Penggunaan internet dapat mengurangi biaya komunikasi M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Supply Chain Metrics Total Supply Chain Cash-to-cash cycle time: Time from paying for raw materials to the time when cash is collected from the customer Total supply chain costs M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Supply Chain Metrics Buyer-Supplier Initial fill rate Initial-order lead-time On-time performance M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Kesimpulan Suatu sistem ERP dapat meningkatkan efisiensi proses produksi dan pembelian. Efisiensi pada pemasaran dimulai dengan perkiraan penjualan dikaitkan dengan produksi barang, yang selanjutnya dipakai untuk membuat rencana produksi dengan pembelian sejumlah bahan baku. M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Kesimpulan Perencanaan produksi dapat dilakukan tanpa sebuah sistem ERP, tetapi dengan sistem ERP memungkinkan produksi dihubungkan dengan Pembelian dan Akuntansi. Berbagi data ini meningkatkan efisiensi secara keseluruhan perusahaan M0254 Enterprise Resources Planning ©2004

M0254 Enterprise Resources Planning ©2004 Kesimpulan Perusahaan-perusahaan membangun sistem ERP untuk implementasi manajemen rantai pasokan. Dalam melakukan hal ini, perusahaan melihat dirinya sebagai bagian dari proses besar yang meliputi pelanggan dan pemasok. Memanfaatkan informasi dengan lebih efisien karena rantai pasokan dapat mengurangi biaya secara signifikan. M0254 Enterprise Resources Planning ©2004