3. 3
VMI
mgmt.
VMI
implementation
decision by top
mgmt.
Employees
VMI
Employees
convinced of
the benefits of
VMI
EDI Standards
were SET
POS data
ers
POS data
sent to
manufactur
ers
Manufacturer
decides inventory
replenishment
Goods are
center
Goods are
shipped to
Distribution
center
Walmart sends
nt
Walmart sends
acknowledgeme
nt
Manufacturer
gets credited
4. 4
Manufacturing Requirements
Retailer/Wholesaler
Requirements
Consumer
Requirements
“ , ,
…from product
development/
design
…via
manufacturing
planning and
purchasing
…to
manufacturer’s
suppliers
…through
manufacturing
…and
distribution
…to
retailers/wholesalers
…and end
consumers
work in
progress
raw
material
finished
goods
finished
goods
finished
goods
finished
goods
develop-
ment
orders
planning
orders
procure-
ment
orders
production
orders
sub
and
final
assembly
orders
factory
orders
replenish-
ment
orders
retailer
orders
replenish-
ment
orders
point of
sale
mfr. retailer consumer
Retailer Forecast
Manufacturer Forecast
VMI ECR QR EPC GDS DRP SCM
CPFRRFID
APS
SCOR
S&OP
10. 10
SCOR 5.0
VMI ECR
Supplier’s
Supplier
Make DeliverSource Make DeliverMakeSourceDeliver SourceDeliverSource
Customer’s
Customer
Plan
Supplier
(Internal or
External)
Your Company
Customer
(Internal or
External)
Return
Return ReturnReturn
Return
Return
14. 14
2. To help planner to look for
Orders that will fit on the same
knife setting, check filter to further
filter on Orders
1. An Order with Width 100 mm
has been planned making the
Material Remaining Width 230 mm
3. Order In Group list is further filtered to
show only Orders that will fit the Material
Remaining Width ( <= 230 mm ) in the
same knife setting. Continue assigning
orders until no more Orders fits
Average Scrap KPI of all the materials
which have been planned.
Average DueDateSpread KPI for all the
materials which have been planned with
orders.
1.Stochastic waiting times
waiting time of an operation before it can be
produced on a resource is stochastic and
depends on the details of scheduling.
2. Combined resources
operations are planned on the set of allowed
resources. The definitive resource assignment
and sequencing of operations is the
scheduler's task.
3. Capacity evaluation
capacity use is evaluated on a specified time bucket
level. Ensuring an equal distribution of tasks
within a time bucket is a task left to the
scheduler.
4. Finite Capacity Planning
In many situations, there may be more demand for
capacity on bottleneck resources than
available. In such cases orders (or order
requests) may need to be delayed (or
occassionally pulled forward). Deciding which
order is moved by how much is the task of the
finite capacity planning functionality
16. 16
Cyclic supply chain due to
tolling and scrap loop
Sourcing strategy
Make to stock strategy,
many plants and DCs
Integration of MP and
Scheduler
Logistical and load
balancing puzzle
Complex supply chain
55 plants, 125 DC, 13.000
products
27. 28
–
Productive time
Unmatched coverage
Console time
Unallocated shifts
Leave approved within leave slots
Additional payments
Training opportunity ratio
Excess time off
Required training planned
28. 29
1. Translate demand forecasts into headcount
2. Create roster
3. Assign tasks and breaks
Typical Rostering Process Overview
Week 34 Week 35 Week 36
M T W T F S S M T W T F S S M T W T F
JD
IK
DH
JC
WE
DJ
Day 2
Events
Multiple tasks
Task N1
Task N2
29. 30
What Quintiq Workforce help u
Increased resource utilization
Optimize employee contracts - Minimize underhours & Avoid overhours
Reduce rental external resources (People, Equipment & Material)
Reduce travel time
Reduce inventory costs
Customer loyalty
Reduce response times and ensure service level agreements
Improved quality through risk reduction (e.g. guaranteed capacity)
Employee satisfaction
More openness and fairness in the planning
Take employees preferences into account (e.g. preferred shifts)
In time communication of roster
Decrease sickness rate
Increase administrative efficiency
Minimize planning effort
Minimize hour registration effort
Transparency of the quality of the planning
Visibility of the consequences of planners’ decisions
Feedback presented in KPI’s
Technology
Co-existence with other systems
Easy to maintain
Future proof technology (e.g. able to combine round trip planning and guard rostering in one
solution)
37. 38
Quintiq HQ
‘s-Hertogenbosch
The Netherlands
Quintiq Ltd
Oxford
United Kingdom
Quintiq GmbH
Mannheim
Germany
Quintiq GmbH,
Munich office
Germany
Quintiq Oy
Helsinki
Finland
Quintiq Pty Ltd
Melbourne
Australia
Quintiq Sdn Bdh
Kuala Lumpur
Malaysia
Quintiq China
Shanghai
China
Quintiq Inc.
Philadelphia
USA
