《SAPMRP逻辑》PPT课件.ppt

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1、R3 MRP Logic,The purpose of MRP is to guarantee material availability by planning for procurement or production of required quantities.,Convert,Planned,Order,Dependent Reqmts,Reservations,Purchase,Requisition,Warehouse,Production,Order,Planned Indent,Requirements,Purchase,Order,Schedule,Line,Materia

2、l,Reqmts,Planning,Sales,Orders,Sales order/,Planned,Ind,Requirement,Planned order,Purchase requisition,Dependent requirement,Planned order,Dependent requirement,Finished,Finished,product,product,Assembly 2,Assembly 1,Raw,material 3,Raw,material 1,Raw,material 2,R/3s MRP is for unconstraint-based pla

3、nning,APO is for the constraint-based planning,How the Planning Run Works,Net Requirements Calculation1.Determine Available Warehouse Stock 2.Determine Planned Receipts(after considering existing issues and receipts)3.Calculate the Shortage QuantityLot Size CalculationDetermine the lot size of each

4、plan order.R3 Lot Sizing falls into 3categories:Static Lot Size,Optimum Lot Size or Period Lot Size Procurement Type&SchedulingIn-house Production or External Procurement&Backward Scheduling orForward SchedulingBOM ExplosionDetermine the valid BOM for explosionQuota ArrangementA lot can further be s

5、plit by quota arrangements(MM will cover this),Net Requirements Calculation-Lot Size Calculation-Scheduling-BOM Explosion-Quota Arrangement,Firmed receipts,:,production order,purchase order,firmed planned order,Reschedule,in,Reschedule out,Tolerance,In-,house production time,+,Goods receipt,processi

6、ng time,+,Rescheduling horizon,Receipts,Reqmts,Time,Rescheduling,Check,for Firmed Receipts,*,*,Tolerance,Tolerance,Exception,message,Exception,message,The planning run will not automatically displace firmed receipts.,BOM Explosion,Scheduling,Procurement type,Lot-,size calculation,Net Reqmts Calculat

7、ion,Net Reqmts Calculation,Overview,:,Net Requirements Calculation,MRP:,Net Requirements Calculation,Shortage,Shortage,Sales,Sales,Orders,Orders,Planned Ind Reqmts,Planned Ind Reqmts,Dependent Reqmts,Dependent Reqmts,Reservations,Reservations,Planned,Orders,Production,Orders,Purchase Requisitions,Pu

8、rchase orders,Warehouse,Stock,Lot,Size,Safety,Safety,Stock,Stock,Compare,Compare,Demand,Supply,MRP will compare the requirement and supply to get a shortage gap.A comparison is made between warehouse stock and the appropriate receipts and issue.In the net requirements calculation,a difference is mad

9、e between reorder point planning,forecast-based planning,and MRP.In each procedure,the system calculates available stock differently.,MRP,Procedures,based on consumption,in,the past,MRP,MRP,Procedures,Procedures,controlled by,MRP,type,in,material master(MRP 1 view),MRP,Consumption,-,based,Reorder po

10、int,planning,Forecast,-,based,planning,Time,-,phased,planning,W/or W/O Requirements,Deterministic Planning,Master Data,Material Master(Important Ones)MRP Group(MRP1)-Group common MRP materials together MRP Type(MRP1)-Planning Method.Reorder Point(MRP1)-For Reorder Point Planning MethodsPlanning Time

11、 Fence(MRP1)-Restrict Planning Activities within the TimeFencePlanning Cycle(MRP1)-Only for Time Phased PlanningMRP Controller(MRP1)-Planner for the materialLot Sizing(MRP1)-Lot Size determinationStorage Cost Indicators(MRP1)-For Optimum Lot sizing OnlyOrdering Costs(MRP1)-For Optimum Lot Sizing Onl

12、yAssembly Scrap(MRP1)-For Assembly Scrap OnlyProcurement Type(MRP2)-Make or Buy Indicator.Special Procurement(MRP2)-For stock transfers,phantoms etc.Quota Arrangement(MRP2)-Splitting of Quota for internal and/or external procurement(MM will handle this),Master Data(Contd),Material Master(Important O

13、nes)Lead Times(GR and Planned Delivery Time)(MRP2)-Receiving and Purchasing Lead TimesScheduling Margin Key(MRP2)-How external or internal procurement is scheduledSafety Stock(MRP2)-Safety StockForecast(MRP3 and Forecasting)-Mainly for Forecast Based Planning,ReOrder Point Planning and Time Phased P

14、lanningPlanning Strategy(MRP3)-Mainly for Finished Goods-to be decided by APOAvailability Check(MRP3)-ATP logic for components-to be decided by ZL.For Finished Goods-to be decided by APO.Discontinuation(MRP4)-Discontinuation by material across all BOMsComponent Scrap(MRP4)-Component ScrapRequirement

15、s Grouping(MRP4)-Group requirements for planning or displayStorage Location MRP(MRP4)-Only if storage MRP is required,How the Planning Run Works Per MRP Type,Reorder Point Planning(REORDER)(MRP Type VB,Reorder Level)When Available Stock falls below reorder level,planned orders aregenerated in the pl

16、anning run to order up to reorder level.Safety Stockrequirement is just for informationAvailable Stock=Plant Stock+ReceiptsReorder Point Planning+Requirements(REORDERREQS)(MRP Type V1,Reorder Level)When Available stock falls below reorder level,planned orders are generated in the planning run to ord

17、er up to reorder level.Safety stock requirement is just for information.The difference here is that sales orders and reservations are also taken into account.Available Stock=Plant Stock+Receipts-(Sales Orders+Reservations),How the Planning Run Works Per MRP Type,Forecast Based Planning(FORECAST)(MRP

18、 Type VV,Create Forecast)System only considers forecast requirements(any other requirements are not considered).Planned orders are proposed when available stock is less than forecast requirements.Available Stock=Plant stock-Safety Stock+Receipts-Forecast RequirementsTime Phased Planning(TIMEPLAN)(MR

19、P Type R1,Planning Cycle,CreateForecast)Material is planned according to same cycle in which it is delivered ie the material is not planned during the normal MRP run.The material have to be planned using a separate MRP run.Available Stock=(Plant stock-Safety Stock+Receipts-Forecast Requirements)with

20、in the planning cycle.MRP Planned(PDFORECAST)(MRP Type PD,Optional Create Forecast)System checks every requirement to determine whether they are covered by available warehouse stock and/or receipts.Available Stock=Plant stock-Safety Stock+Receipts-All Requirements,Safety,stock,Safety,stock partially

21、 available,Dynamic safety stock,Safety,time,Quantity,and,Time Floats,Reqmt,Receipt,Stock,Time,Safety stock,(not available,for planning),Safety stock:,To be set in material,master(MRP 2)or in the MRP area,segment,Safety Stock,Receipt,Time,Stock,Available,quantity,for planning,Portion of,safety stock,

22、not,available for planning,Safety,stock partially available,:,set,in,MRP,group,Statistical,safety stock,from,material,master,Portion of,safety stock,available,Safety,Safety Stock,Partially Available,Minimum,stock,Target stock,Maximum,stock,Replenish,to,target stock,Exception message,if falls,below m

23、inimum,stock,for firmed order proposals,otherwise adjustment,dynamic,safety,stock,“,Dynamic,Safety Stock(1),Stock,Reqmts,Period 1,Period 2,Period 3,Period 4,Minimum stock,Target stock,Maximum stock,Time,Time,Average daily requirements,Average daily requirements,Average daily requirements,Days,Dynami

24、c Safety Stock and Range of Coverage,Profile,Dynamic Safety Stock(2),Interval,1,Interval,2,Interval,3,Minimum,stock,Target stock,Maximum,stock,Reqmts,Time,Time,Definition of,range,of,coverage profile,in,Customizing,assignment,in,material master,Range of,Coverage,Profile:,Intervals,(1),Interval 1,Int

25、erval 2,Interval 3,Reqmts,Time,Time,Periods with deviating range of coverage,Maximum stock,Target stock,Minimum stock,Range of Coverage Profile:,Intervals(2),Time,Safety,time,30.03.,28.03.,2,workdays,Receipts,Reqmts,Safety,time,:,To,be set,in,material master,(MRP 2)or in,the MRP,area segment,Safety,

26、Time,Dep,.,reqmts,Components,Time,Ind reqmt,Finished product,Time,+,-,+,-,Safety,time,Reqmts,time,Ind reqmt,Defined using,the,safety time indicator,in the,material master,(MRP 2)or in,the MRP,area segment,Safety,Time,in Multi-Level,Production,Time,Receipts,Reqmts,2,workdays,Safety,time,4,workdays,2,

27、workdays,Safety,time,Safety,time,Definition of,period profile,in Customizing,assignment,in,material master,Period,Profile,for,the Safety,Time,BOM Explosion,Scheduling,Procurement type,Lot-,Lot-,size calculation,size calculation,Net Requirements,Calculation,Overview,:,Lot-,Size Calculation,Static,pro

28、cedures,Static,procedures,Lot-,for,-,lot order quantity,Replenishment,up to,maximum stock,level,Fixed lot size,Period,procedures,Period,procedures,Daily lot size,Monthly lot size,Weekly lot size,Flexible,periods,according,to,planning calendar,Optimum,procedures,Optimum,procedures,Dynamic lot size,cr

29、eation,Least,unit cost,procedure,Part,period procedure,Groff reorder procedure,Lot-,Lot-,sizing procedures,sizing procedures,Overview,of Lot-,Sizing Procedures,Entered,in,Material,master,Definition in,Customizing,Quantity,Time,Lot-for-lot order quantity(exact to the day),Replenish up to maximum,stoc

30、k level,Fixed lot size,Receipts,Reqmts,EX,FX,HB,Static Lot-Sizing Procedures,Time,Period,1,Period,2,Period,3,Period length,Period length,Receipts,Reqmts,TB,Daily lot size,WB,Weekly lot size,MB,Monthly lot size,Period,Lot-,Sizing Procedures,Time,Period,1,Period,2,Period,3,Mon,Tue,Wed,Thu,Fri,Sat,Sun,

31、1,8,15,22,2,9,16,23,3,10,17,24,4,11,18,25,5,12,19,26,6,13,20,27,7,14,21,28,July,2000,Wed,Wed,Wed,Wed,PC,Period,Lot,Size Acc,.to,Planning Calendar,Lot,Size According,to,Planning Calendar,Many deliveries,/,High,order costs,Minimal stock keeping/,Minimal,storage costs,Few deliveries,/,Low order costs,M

32、ore extensive,stock keeping/,Higher storage costs,Optimum Lot-,Sizing Procedures,Lot-for-lot,order quantity,Monthly lot size,Reqmt,Receipt,Long-Term Lot Size,2,months ago,1,1,Today,2,2,For,2,months,no events,required,a change in,planning,so not,planned,during,NETCH+NETPL!,Problem,Maximum MRP,period,

33、(MRP,group,),Possible Solution,:,Planning,Run,Executed Regularly,Additional Restrictions,You can use these additional restrictions to further define lot sizes:Short Term and Long Term Lot Size(SHORTLONGTERMLOT)(Lot Size Key LL)Minimum Lot SizeMaximum Lot SizeRounding ValueRounding Profile,BOM Explos

34、ion,Scheduling,Scheduling,Procurement type,Procurement type,Lot-,size calculation,Net Requirements Calculation,Overview,:,Scheduling,External procurement,Stock,Stock,transfer,transfer,Procurement Types,Procurement Types,In-,In-,house,house,production,production,Subcontracting,Subcontracting,Vendor,P

35、roduction,Production,in,in,own,own,plant,plant,Production,Production,in,in,another,another,plant,plant,Reservation in,Reservation in,another,another,plant,plant,Components,Components,Components,Procurement types,Special procurement types,Procurement Types,Scheduling,The following times are taken int

36、o account:processing time required by purchasing department(workdays)planned delivery time of the material(calendar days)goods receipt processing time(workdays)These times will be used to determine therelease date of the planned order or purchaserequisition.,Planned order,Planned order,Availability,

37、date,Opening,date,Order,start,date,Order,finish,date,Time,Goods receipt,processing time,In-,house production time,Opening period,Scheduling margin,key,(MRP 2),Lot-,size dependent,:,MRP 2,Lot-,size independent,:,work scheduling,MRP 2,Backward Scheduling for,In-,House Production,Availability,date,Orde

38、r start,date,Order finish,date,Time,Goods receipt,processing time,In-house production time,Today,Planned order,Planned order,Automatic,if order start date is in the,past during backward scheduling,Forward Scheduling for In-House Production,In-house production time,Plnd,delivery time,Processing time,

39、for Purchasing,Order start,date,Order finish,date,Customizing,Plant parameters,Non-vendor-specific:,Material master,Vendor-specific:,Outline,agreement or info record,Delivery,date,Release,date,Time,.,.,Scheduling for External Procurement,Lead Time Scheduling,Lead Time Scheduling,Order header,Order h

40、eader,Arbeitsvorg,nge,Materialkomponenten,Fertigungshilfsmittel,Kosten,Plan,Soll,Ist,20,50,100,l,Used for production orders and routings,l,Based on basic dates:,MRP,manual,l,Target dates calculated(scheduled dates),l,Basis for in-house production or operations,l,Capacity requirements calculated,l,Ex

41、act to the second,Target start date,Target finish date,l,Separate scheduling for planned orders,Order finish date,Order start date,Opening date,Basic Scheduling,Basic Scheduling,t,Periods,l,Exact to the day,l,Basic dates calculated,l,Basis for in-house production or replenishment lead time,l,Improve

42、d performance,l,No calculation of capacity requirements,Scheduling in Production Planning,OS,Order start date,OF,Order finish date,OD,Opening date,Time,OD,Product,OS,OF,OD,OS,OF,OD,Assembly,OS,OF,Goods receipt,processing time,Opening period,Reqmts,date,Product,Reqmts,date,Product,Backward scheduling

43、,Scheduling,ind,.,=1,no capacity requirements,Order Dates for Basic Scheduling,Available,Available,Available,OS,OF,Order,finish date,Production,finish date,Production,finish date,Production,start date,Production,start date,Order,start date,Operations,(from routing),Operations,(from routing),Float be

44、fore production,Scheduling margin key,Float after production,Scheduling margin key,10,30,20,Planned order,OS,OF,1,1,2,2,Scheduling,ind,.,=2,capacity requirements are calculated,Lead Time Scheduling,OS,OF,10,20,30,40,50,Float before,production,Lead time scheduling,using routing,In-,house production t

45、ime shorter,In-,house prod,.,time greater than scheduling,in,routing,In-,house production time from material master,Float after,production,Requirements,date,Calculation,Calculation,of,of,order dates,order dates,Calculation,Calculation,of,of,planned dates,planned dates,Scheduling,:,Significance,of In

46、-,house Production,Time,Wrong,in-,house,production time,in,material,master,?,Time,OS,OF,OD,10,30,20,PS,PF,10,30,20,10,30,20,OS,Order,start,date,OF,Order,finish,date,OD,Opening,date,Opening period,Goods receipt,processing time,PS,Production start,date,PF,Production finish,date,Assembly,1,Product,Asse

47、mbly,2,Backward scheduling,Order,Dates for Lead Time Scheduling,Assembly,2,in,routing,assigned,operation,30,Finished product,Component,1,Component,2,Determining components,Lead,-,time offset,Lead time,+,-,Time,Order,start,date,Planned order,Dep,.,reqmts,-,Lead,-,time offset,Dep,.,reqmts,-,Lead,-,tim

48、e offset,Dep,.,reqmts,-,Lead time,Dep,.,reqmts,-,Lead time,BOM,maintenance,Changing Dependent Requirement Dates,Note:,the,lead time,and,lead,-,time offset are,not,taken into,account,in the,lead time scheduling,!,Dependent reqmts,w/o,lead time,/,lead,-,time offset,Scheduling,Procurement type,Lot-,siz

49、e calculation,Net Requirements Calculation,BOM Explosion,BOM Explosion,Overview,:,BOM Explosion,Usage quantity,/,dates,Target,Selection,of BOM,usage,Selection,of Alternative BOM,Change,status,of,alternative BOM,Component selection,Dependent reqmts,quantities,and,dates,Usage,Lot,size,Explosion date,I

50、tems,relevant to,production,BOM Explosion,Production version,Explosion date,Lot,size,BOM,explosion number,Order,finish,Order,start,1,2,3,Customizing,for,BOM,explosion,BOM,explosion number,Order,finish,Order,start,Customizing,for,BOM,explosion,BOM,usage by selection,ID,Selection method indicator,Alte