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1、SECTION 1SCM TEMPLATE WORKFLOWSCM Template WorkflowRelease 4.2.1Copyright 2000 i2 Technologies, Inc.This notice is intended as a precaution against inadvertent publication and does not imply any waiver of confidentiality. Information in this document is subject to change without notice. No part of t

2、his document may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or information storage or retrieval systems, for any purpose without the express written permission of i2 Technologies, Inc.The software and/or database described i

3、n this document are furnished under a license agreement or nondisclosure agreement. It is against the law to copy the software on any medium except as specifically allowed in the license or nondisclosure agreement. If software or documentation is tobe used by the federal government, the following st

4、atement is applicable: In accordance with FAR 52.227-19 Commercial Computer Software Restricted Rights, the following applies: This software is Unpublishedrights reserved under the copyright laws of the United States.The text and drawings set forth in this document are the exclusive property of i2 T

5、echnologies, Inc. Unless otherwise noted, all names of companies, products, street addresses, and persons contained in the scenarios are designed solely to document the use of i2 Technologies, Inc. products.The brand names and product names used in this manual are the trademarks, registered trademar

6、ks, service marks or trade names of their respective owners. i2 Technologies, Inc. is not associatedwith any product or vendor mentioned in this publication unless otherwise noted.The following trademarks and service marks are the property of i2 Technologies, Inc.: EDGE OF INSTABILITY; i2 TECHNOLOGI

7、ES; ORB NETWORK; PLANET; and RESULTS DRIVEN METHODOLOGY. The following registered trademarks are the property of i2 Technologies, Inc.: GLOBAL SUPPLY CHAIN MANAGEMENT; i2; i2 TECHNOLOGIES and design; TRADEMATRIX; TRADEMATRIX and design; and RhythmLink.February, 2000Document ID: HiTech 4.2 SCM Templa

8、te WorkflowDocument Version:V 1.0Document Title:HiTech 4.2 SCM Template WorkflowDocument Revision:Draft 1Revision Date:3 February, 2000Document Reference:.Primary Author(s):SCM Team Krishnan Subramanian, Jatin Bindal, Abhay SinghalComments:ContentsSCM PROCESSES OVERVIEWSCM ProcessesDEMAND PLANNINGDe

9、mand ForecastingTop-Down ForecastingBottom-Up ForecastingLife Cycle Planning New Product Introductions and Phase-In/Phase-OutEvent PlanningConsensus ForecastAttach-Rate Forecasting/Dependent Demand Forecasting in Configure-to-Order environmentsDemand CollaborationFlex Limit PlanningForecast NettingF

10、orecast ExtractionMASTER PLANNINGSupply PlanningEnterprise Planning: Inventory PlanningEnterprise planning: Long term capacity planningEnterprise planning: Long term material planningFacility Planning: Supply plan for enterprise managed componentsCollaboration Planning for Enterprise and Factory Man

11、aged Components Procurement CollaborationCollaboration Planning with Transportation Providers - Transportation CollaborationAllocation PlanningDEMAND FULFILLMENTOrder PromisingPromising new ordersConfigure to Order (CTO) OrdersBuild to Order (BTO) OrdersOrder PlanningFactory PlanningTransportation P

12、lanningSCM Processes OverviewThe following figure briefly describes the solution architecture for the core processes that constitute the SCM solution. SCM ProcessesThe SCM template as a whole performs the following functions:1. Demand Planning: Forecasting and demand collaboration. Sales forecasts a

13、re 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, decis

14、ions relating to material procurement and capacity outsourcingof materials from suppliers (or capacity outsourcing decisions) 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 hav

15、e 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 her

16、e 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 l

17、ocations during transit.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 comprehe

18、nsive 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

19、 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 PlanningThe objective of the Demand Planning process is to develop an accurate, reliable view of market demand, which is c

20、alled 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

21、. 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 continu

22、ally 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

23、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 represen

24、t those differences.Order PlanningDemand PlanningOrder PromisingAllocationPlanningDemand ForecastingTop down forecastingBottom up forecastingLife cycle planningOption forecast Consensus forecastingForecast extractionDemand CollaborationDemandPlanningCustomersOrder Creation& CaptureForecast NettingMa

25、ster PlanningThe following figure identifies the key processes that constitute demand planning and the scenarios that are modeled in the template.Demand ForecastingTop-Down ForecastingDefinitionTop down forecasting is the process of taking an aggregate enterprise revenue target and converting this r

26、evenue target into a revenue forecast by sales unit/product line. This allocation process of revenue targets can be done using historical performance measures or using rule based allocation techniques. The revenue targets can further be broken down into unit volume forecasts by using Average Selling

27、 Price information for product lines.Historical information is typically more accurate at aggregate levels of customer/product hierarchies. Therefore, statistical forecasting techniques are typically applied at these aggregate levels. At levels where historical information might not be very relevant

28、 or is not perceived to be accurate, this allocation can be done with a rule-based approach. Frequency: This process is typically performed at a monthly/quarterly frequency, with the forecast being generated for the next several months/quarters. Scenario DescriptionBased upon historical bookings at

29、an aggregate level across the entire company (for all products and geographys), the system will automatically generate multiple forecasts using different statistical techniques. The statistical techniques will account for such things as seasonality, trends, and quarterly spikes. Each statistical for

30、ecast will be compared with actuals to calculate a standard error. This will automatically occur at every branch (intersection) in the product and geographic hierarchies. The aggregate statistical forecast generated for the entire company will be automatically disaggregated at every intersection usi

31、ng the statistical technique with the smallest standard error. The outcome of this process will be a “Pickbest” statistically generated forecast at every level in the product and geography hierarchies. This forecast is then used as a baseline or starting point.Inputs Historical Bookings by units His

32、torical Statistically based Bookings ForecastOutputs Multiple Statistical forecasts Statistical “Pickbest” forecast Forecast committed to top-down forecast database row.Benefits Easy disaggregation of data means faster, more accurate forecasting Simple alignment of revenue targets Uses top down stat

33、istical advantages to easily tie lower level forecasts to revenue targetsi2 Products Used TRADEMATRIX Demand PlannerBottom-Up ForecastingDefinitionThis process enables the different sales organizations/sales reps/operations planners to enter the best estimate of the forecast for different products.

34、This process consolidates the knowledge of sales representatives, local markets, and operational constraints into the forecasting process. This forecast can be aggregated from bottom up and compared to the targets established by the top-down forecasting process at the enterprise level. This will ena

35、ble easy comparison between sales forecasts and financial targets. Frequency: This is a weekly process. However, there is continuous refinement of the forecast at an interval determined by the forecasting cycle time and/or nature of the change required.Scenario DescriptionIn parallel with the top-do

36、wn forecast, the sales force/operational planners will enter forecasts for independent demand for a particular SKU or product series by customer or region as is pertinent to a particular Product / Geography combination. This data will automatically be aggregated and compared to the targets establish

37、ed by the top-down forecasting process. Using the Average Selling Price for a unit, the unit based forecasts can be converted to revenue dollars and automatically aggregated.The bottom-up forecast can also be generated using collaborative demand planning with a customer. In this case, the consensus

38、forecast for a product/product series for a customer is aggregated and compared to the top-down target. Input o Sales force inputo Operations Planning Input o Average Selling Price (ASP)o Customer forecast (from the Demand Collaboration process)Outputs o Aggregated Sales forecast by unito Aggregated

39、 Sales Forecast by Dollarso Aggregated Operations Plan by unitBenefitso Automatic aggregation of data means faster, more accurate forecastingo Simple alignment of lower level Sales plans to higher level revenue targetsi2 Products UsedTRADEMATRIX Demand Planner, TRADEMATRIX Collaboration PlannerLife

40、Cycle Planning New Product Introductions and Phase-In/Phase-OutDefinition Forecasting product transitions plays a critical role in the successful phasing out and launch of new products. New Product Introduction (NPI) and phase In/phase out forecasting allows the enterprise to forecast ramp downs and

41、 ramp ups more accurately. Ramping can be defined in terms of either a percentage or as units. Typically new products are difficult to forecast because no historical information for that product exists. NPI planning must allow for new product to inherit historical information from other product when

42、 it is expected that a new product will behave like the older product. In situations where a new product will not behave like any other older product, NPI planning allows a user to predict a life cycle curve for a product, and then overlay lifetime volume forecasts across that curve.Scenario Descrip

43、tion Given a forecast for two complimentary products, the user can change the ramping percentage of both to reflect the ramping up of one product and the ramping down of another. Given a New Product Introduction that is predicted to behave like an older product, the user can utilize historical data

44、from the older product to be used in predicting the forecast for the new product. The scenarios for this process are executed in TradeMatrix Demand Planner. Future releases of the template will use TradeMatrix Transitional Planner to do product life cycle planning.Inputso Historical bookingso New pr

45、oduct and association with the older parto Product ramping information for a new productOutputs Adjusted Forecast ramping broken out by % New product forecast based on a similar products history New product forecast based on life cycle inputBenefits The ability to forecast a new product using histor

46、y from an another product The ability to forecast using product life cycle curves Cleaner product transitions allowing for decreased inventory obsolescencei2 Products UsedTRADEMATRIX Demand Planner, TRADEMATRIX Transition PlannerEvent PlanningDefinition This process determines the effect of future p

47、lanned events on the forecast. The marketing forecast is adjusted based on events related factors. A promotional campaign or price change by the company or the competition is an example of an event related factor that may influence demand. The marketing forecast is adjusted up or down by a certain f

48、actor. The factor can be increased or decreased across periods to simulate a ramp-up or a ramp-down in sales depending upon the nature of the event. Frequency: Event BasedScenario Description An event row will model the influence of the event that will change the marketing forecast. A promotional campaign or price change by the company or the competition is an example of a factor