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Strategy not tactics drivesaggregate planning
Abhijeet Dash UM14001
Abhineet Sudhendra UM14003
Abinash Mallick UM14004
Debananda Patra UM14022
Rajendra Kumar Biswal UM14043
Section A Group
10
Introduction Literature Methodology Findings Conclusion Limitations
What is Strategy and what is Tactics ?
Strategy concerns policies and plans of use of the firm
productive resources with the aim of supporting long term
competitive strategy A more recent approach involves
distinguishing competitive variables in order winner and order
qualifiers when defining operations strategy.
At the tactical level (intermediate term), operations management
addresses the issues relevant to efficiently scheduling material
and labor within the constraints of the firm's strategy and
making aggregate planning decisions. Operations managers
have a hand in deciding employee levels (how many workers do
we need and when do we need them?), inventory levels (when
should we have materials delivered and should we use a chase
strategy or a level strategy?), and capacity (how many shifts do
we need? Do we need to work overtime or subcontract some
work?)
What is Aggregate Planning ?
Aggregate planning is an operational activity that does an
aggregate plan for the production process, in advance of 2 to 18
months, to give an idea to management as to what quantity of
materials and other resources are to be procured and when, so
that the total cost of operations of the organization is kept to the
minimum over that period..
Introduction Literature Methodology Findings Conclusion Limitations
Are the mathematical models robust enough to accommodate all the factors taken by managers in real life ?
• Linear Programming -- LP models can be used to minimize the sum of costs related to aggregate planning such as
regular labor time, overtime, subcontracting, inventory, and backorder costs.
• Goal Programming -- On the other hand, goal programming is used to optimize multiple goals; it is also possible to
attach a certain priority to each goal. Like LP, goal programming is also an optimization technique.
• Linear Decision Rule -- One of the linear equations is used to plan the production levels and the other linear equation is
used to plan the work force size.
• Management Coefficients -- this heuristic model attempts to improve planning performance using multiple regression.
Past managerial performance is used as a base to improve performance.
• Parametric Production Planning -- this technique helps planning the production levels and work force levels by using a
heuristic search routine.
• Simulation Models -- Many real life situations are simulated . The computerized simulation models are tested under
these simulated conditions to determine the aggregate planning parameters such as production levels and work force
sizes
Strategies Involved in aggregate
planning
• Chase
• Level
• Mixed
• Demand Management
• Modified Chase
• Modified Level
• Level workforce
• Level Core workforce
Questions left to be answered
• Is a highly constrained process of
product disaggregation a realistic
proposition?
• How does the aggregate planning
model fit into the overall scheme of
things?
• Can we reconcile its medium term
rigidities with the need for short-term
scheduling flexibility?
Introduction Literature Methodology Findings Conclusion Limitations
• The research was carried out through a case based approach. It means that the sample taken is richer in
information.
• The aim was to cover a wide range of industries and organisations. The study was made of 42
manufacturers that experience seasonally biased demand.
• Along with this an interview was conducted with a senior manager which was followed by a plant tour to
make observations and prompt further relevant questions.
• The discussions made avoided any preconceptions as no substantial body of evidence exists to indicate
that the aggregate planning model represents normal industrial practice.
• The topics covered the company’s business environment, strategy for dealing with seasonal variations, the
objectives and broad format of production planning, and resources scheduling. The development of the
MPS, shop floor constraints, management issues, and the nature of the volume and mix flexibility were also
featured in the fields of research.Observations during research
• About 75% went for a chase or modified chase
option. And more than 80% tried to keep minimum
quantities of stock.
• Not a single enterprise has implemented a mixed
strategy, or even attempted to balance marginal
labour costs against imputed charges for smoothing
inventories.
• Unfortunately a certain product or production
category is not associated with a specific seasonal
strategy which causes certain inconvenience.
• All the plants possess limited volume flexibility
Introduction Literature Methodology Findings Conclusion Limitations
This paper serves a perfect illustration of the mind-set that continues to dog the aggregate planning
literature.
Strategy No. of cases % of the total Cumulative %
Chase 19 45.2 45.2
Modified Chase 12 28.6 73.8
Demand management 4 9.5 83.3
Level 4 9.5 92.8
Other 3 7.1 99.9
Mixed 0 0.0 99.9
Total 42 100 100
Introduction Literature Methodology Findings Conclusion Limitations
Chase Strategy
• Matching exact
demand with no
inventory.
• Advantage-
Minimum financial
issues.
• Limitations-
• Need for high
demand accuracy.
• Need for fast
response to
demand
underestimates
• Leads to
backorders.
• High hiring and
firing costs
Modified Chase
Strategy
• Stocking of items
with negligible
financial risks.
• Orders received in
advance are
produced and
stocked.
• Eg- Pharmaceutical
Demand
Management
Strategy
• combination of zero
inventory and a
level production.
• achieved by only
those firms that
produce seasonally
complement
products
• Best method but
very difficult to
implement
• Eg- Greeting Cards
Level Strategy
• Make to stock
approach.
• Level Workforce
• High hiring, training
and firing costs.
• Best selling
products with
stable demand ideal
for this strategy
Stable
workforce
(Core) Strategy
• Costly and lengthy
trainings
• Constraint on
inventory storing
capacity
• During Lean period
workers produce
jigs and fixtures
needed for
production
• Selective stocking
Modified Level
Strategy
• Followed by firms
with highly
seasonal demands
and high hiring and
firing costs.
• Raising output rate
for level production
during peak
demand.
• Using workforce for
ancillary activities
during lean
demand.
Introduction Literature Methodology Findings Conclusion Limitations
Recent popularity of JIT production has fuelled the choice of Chase Strategy
Chase Strategy leads to unstable labour productivity, discourages skilled labour. So mixed
strategy is rather cheaper but none had adopted it.
The firms address productivity and cost issues by opting for the right strategy.
Firms also use suitable tactics to adjust labour inputs and decide inventory levels and satisfy
customer demands through MPS.
In reality firms go for tactical planning (MRP) through tailor made MPS to address demand
fluctuations on a short term basis.
So there is a flawed and inadequate aggregate planning which should actually be strategy
driven
Manufacturers need to adopt the appropriate strategy for long term viability of tackling the
seasonal demand fluctuations.
Introduction Literature Methodology Findings Conclusion Limitations
Research is limited to tangible products manufacturers and not service sector
it fails to take into account the financial restrictions that may distort the production planning
and output as production in varying amounts lead to varying costs related to output, like
increased per unit transport cost, increased set-up time etc.
The research talks about absence of any link between aggregate planning and JIT production.
However, it fails to explain why there is no such nexus between the two.
Biased sample of industries as none followed a mixed strategy
The research article suggests substantial quantities of finished goods stocks as an anathema
which is not so for certain firms like FMCG where brand switching is high among customers.
In all these cases the firms selected had an in built seasonal demand component. The validity
of the thinking is yet to be applied to a firm without seasonal demand.

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Om presentation group 10 sec a

  • 1. Strategy not tactics drivesaggregate planning Abhijeet Dash UM14001 Abhineet Sudhendra UM14003 Abinash Mallick UM14004 Debananda Patra UM14022 Rajendra Kumar Biswal UM14043 Section A Group 10
  • 2. Introduction Literature Methodology Findings Conclusion Limitations What is Strategy and what is Tactics ? Strategy concerns policies and plans of use of the firm productive resources with the aim of supporting long term competitive strategy A more recent approach involves distinguishing competitive variables in order winner and order qualifiers when defining operations strategy. At the tactical level (intermediate term), operations management addresses the issues relevant to efficiently scheduling material and labor within the constraints of the firm's strategy and making aggregate planning decisions. Operations managers have a hand in deciding employee levels (how many workers do we need and when do we need them?), inventory levels (when should we have materials delivered and should we use a chase strategy or a level strategy?), and capacity (how many shifts do we need? Do we need to work overtime or subcontract some work?) What is Aggregate Planning ? Aggregate planning is an operational activity that does an aggregate plan for the production process, in advance of 2 to 18 months, to give an idea to management as to what quantity of materials and other resources are to be procured and when, so that the total cost of operations of the organization is kept to the minimum over that period..
  • 3. Introduction Literature Methodology Findings Conclusion Limitations Are the mathematical models robust enough to accommodate all the factors taken by managers in real life ? • Linear Programming -- LP models can be used to minimize the sum of costs related to aggregate planning such as regular labor time, overtime, subcontracting, inventory, and backorder costs. • Goal Programming -- On the other hand, goal programming is used to optimize multiple goals; it is also possible to attach a certain priority to each goal. Like LP, goal programming is also an optimization technique. • Linear Decision Rule -- One of the linear equations is used to plan the production levels and the other linear equation is used to plan the work force size. • Management Coefficients -- this heuristic model attempts to improve planning performance using multiple regression. Past managerial performance is used as a base to improve performance. • Parametric Production Planning -- this technique helps planning the production levels and work force levels by using a heuristic search routine. • Simulation Models -- Many real life situations are simulated . The computerized simulation models are tested under these simulated conditions to determine the aggregate planning parameters such as production levels and work force sizes Strategies Involved in aggregate planning • Chase • Level • Mixed • Demand Management • Modified Chase • Modified Level • Level workforce • Level Core workforce Questions left to be answered • Is a highly constrained process of product disaggregation a realistic proposition? • How does the aggregate planning model fit into the overall scheme of things? • Can we reconcile its medium term rigidities with the need for short-term scheduling flexibility?
  • 4. Introduction Literature Methodology Findings Conclusion Limitations • The research was carried out through a case based approach. It means that the sample taken is richer in information. • The aim was to cover a wide range of industries and organisations. The study was made of 42 manufacturers that experience seasonally biased demand. • Along with this an interview was conducted with a senior manager which was followed by a plant tour to make observations and prompt further relevant questions. • The discussions made avoided any preconceptions as no substantial body of evidence exists to indicate that the aggregate planning model represents normal industrial practice. • The topics covered the company’s business environment, strategy for dealing with seasonal variations, the objectives and broad format of production planning, and resources scheduling. The development of the MPS, shop floor constraints, management issues, and the nature of the volume and mix flexibility were also featured in the fields of research.Observations during research • About 75% went for a chase or modified chase option. And more than 80% tried to keep minimum quantities of stock. • Not a single enterprise has implemented a mixed strategy, or even attempted to balance marginal labour costs against imputed charges for smoothing inventories. • Unfortunately a certain product or production category is not associated with a specific seasonal strategy which causes certain inconvenience. • All the plants possess limited volume flexibility
  • 5. Introduction Literature Methodology Findings Conclusion Limitations This paper serves a perfect illustration of the mind-set that continues to dog the aggregate planning literature. Strategy No. of cases % of the total Cumulative % Chase 19 45.2 45.2 Modified Chase 12 28.6 73.8 Demand management 4 9.5 83.3 Level 4 9.5 92.8 Other 3 7.1 99.9 Mixed 0 0.0 99.9 Total 42 100 100
  • 6. Introduction Literature Methodology Findings Conclusion Limitations Chase Strategy • Matching exact demand with no inventory. • Advantage- Minimum financial issues. • Limitations- • Need for high demand accuracy. • Need for fast response to demand underestimates • Leads to backorders. • High hiring and firing costs Modified Chase Strategy • Stocking of items with negligible financial risks. • Orders received in advance are produced and stocked. • Eg- Pharmaceutical Demand Management Strategy • combination of zero inventory and a level production. • achieved by only those firms that produce seasonally complement products • Best method but very difficult to implement • Eg- Greeting Cards Level Strategy • Make to stock approach. • Level Workforce • High hiring, training and firing costs. • Best selling products with stable demand ideal for this strategy Stable workforce (Core) Strategy • Costly and lengthy trainings • Constraint on inventory storing capacity • During Lean period workers produce jigs and fixtures needed for production • Selective stocking Modified Level Strategy • Followed by firms with highly seasonal demands and high hiring and firing costs. • Raising output rate for level production during peak demand. • Using workforce for ancillary activities during lean demand.
  • 7. Introduction Literature Methodology Findings Conclusion Limitations Recent popularity of JIT production has fuelled the choice of Chase Strategy Chase Strategy leads to unstable labour productivity, discourages skilled labour. So mixed strategy is rather cheaper but none had adopted it. The firms address productivity and cost issues by opting for the right strategy. Firms also use suitable tactics to adjust labour inputs and decide inventory levels and satisfy customer demands through MPS. In reality firms go for tactical planning (MRP) through tailor made MPS to address demand fluctuations on a short term basis. So there is a flawed and inadequate aggregate planning which should actually be strategy driven Manufacturers need to adopt the appropriate strategy for long term viability of tackling the seasonal demand fluctuations.
  • 8. Introduction Literature Methodology Findings Conclusion Limitations Research is limited to tangible products manufacturers and not service sector it fails to take into account the financial restrictions that may distort the production planning and output as production in varying amounts lead to varying costs related to output, like increased per unit transport cost, increased set-up time etc. The research talks about absence of any link between aggregate planning and JIT production. However, it fails to explain why there is no such nexus between the two. Biased sample of industries as none followed a mixed strategy The research article suggests substantial quantities of finished goods stocks as an anathema which is not so for certain firms like FMCG where brand switching is high among customers. In all these cases the firms selected had an in built seasonal demand component. The validity of the thinking is yet to be applied to a firm without seasonal demand.

Notes de l'éditeur

  1. Order winners are variables which permit differentiating the company from competitors, while order qualifiers are prerequisites for engaging in a transaction . Metrics in operations management can be broadly classified into efficiency metrics and effectiveness metrics. Effectiveness metrics involve price, quality, time, flexibility, stock availability & ecological soundness: