供應(yīng)鏈計(jì)劃管理其它上課時間：

* 制造型企業(yè)中專注于需求計(jì)劃、主生產(chǎn)計(jì)劃、物料計(jì)劃、生產(chǎn)計(jì)劃、庫存計(jì)劃、配送計(jì)劃的人員

供應(yīng)鏈計(jì)劃包括供應(yīng)鏈主鏈之需求計(jì)劃、主生產(chǎn)計(jì)劃、物料計(jì)劃、產(chǎn)能計(jì)劃、生產(chǎn)計(jì)劃、庫存計(jì)劃、倉儲計(jì)劃、配送計(jì)劃。輔鏈上相關(guān)的配套計(jì)劃由主鏈計(jì)劃衍生而出, 這些計(jì)劃的相關(guān)一致性, 是供應(yīng)計(jì)劃得以實(shí)施的保障。

供應(yīng)鏈計(jì)劃是企業(yè)供應(yīng)鏈管理之核心職能,擔(dān)負(fù)著對所有輸入信息、輸入資源的分析、協(xié)調(diào)和平衡, 使得企業(yè)以最經(jīng)濟(jì)的方式實(shí)現(xiàn)供應(yīng)的精準(zhǔn)性和靈活性。

供應(yīng)鏈計(jì)劃系統(tǒng)的優(yōu)化對提升供應(yīng)鏈整體績效甚為關(guān)鍵, 通過管理輸入, 以預(yù)見取代應(yīng)急、應(yīng)對、應(yīng)變, 以信息取代庫存, 來提升客戶需求的滿足率、降低庫存水平、最大化產(chǎn)品周轉(zhuǎn)率、 提高設(shè)備利用率、降低供應(yīng)偏差的代價。

供應(yīng)鏈計(jì)劃是企業(yè)競爭優(yōu)勢的來源之一，是企業(yè)一個重要的決策職能。1.重塑供應(yīng)鏈計(jì)劃的地位
* 預(yù)見、規(guī)劃、檢查、調(diào)整、評估、持續(xù)改善的上升循環(huán)
* 供應(yīng)鏈計(jì)劃——供應(yīng)鏈管理之核心
* 供應(yīng)鏈計(jì)劃的價值

2.供應(yīng)鏈計(jì)劃概述
* 供應(yīng)鏈規(guī)劃過程
* 主鏈計(jì)劃與輔鏈計(jì)劃之相關(guān)性
* 輸入、處理過程與輸出之關(guān)聯(lián)

3.需求計(jì)劃——對需求進(jìn)行計(jì)劃
* 需求的不確定性及其影響
* 需求計(jì)劃的輸入和輸出
* 管理計(jì)劃的輸入
* 提升需求預(yù)測準(zhǔn)確性的系統(tǒng)性方法

4.銷售和運(yùn)營計(jì)劃——平衡需求和供應(yīng)的協(xié)調(diào)一致的計(jì)劃
* 預(yù)見短、中期的市場需求
* 預(yù)見瓶頸和制約
* 共同尋求最佳解決方案，并達(dá)成一致
* 實(shí)施、監(jiān)控、反饋、改善

5.主生產(chǎn)計(jì)劃——組織貨物供應(yīng)
* 主生產(chǎn)計(jì)劃的輸入和輸出
* 制約因素的管理
* 提升供應(yīng)靈活性的策略方法

6.主物料計(jì)劃——組織物料供應(yīng)
* BOM 管理中常見的問題
* BOM 管理的方法
* BOM質(zhì)量的衡量和優(yōu)化

7.庫存計(jì)劃——組織應(yīng)對供應(yīng)鏈的不確定性和動態(tài)性
* 庫存計(jì)劃的輸入和輸出
* 庫存計(jì)劃輸入?yún)��?shù)的決策
* 改善庫存的動態(tài)監(jiān)控管理方法
* 庫存結(jié)構(gòu)質(zhì)量的管理

8.生產(chǎn)計(jì)劃——組織制造
* 生產(chǎn)計(jì)劃的輸入和輸出
* 瓶頸、制約因素的管理

9.配送計(jì)劃——組織地區(qū)倉的補(bǔ)貨
* 利益相關(guān)者和業(yè)務(wù)目標(biāo)
* 配送計(jì)劃的輸入和輸出

10.供應(yīng)鏈規(guī)劃職能業(yè)績的衡量
* 供應(yīng)計(jì)劃 KPIs
* KPI矩陣
* 供應(yīng)鏈計(jì)劃的持續(xù)改善行動——提升和創(chuàng)造價值
1. Re-positioning of supply chain planning
* Rising cycle of continuous improvement
* Supply chain planning - core of SCM
* Value of the supply chain planning

2. Overview of the supply chain planning
* Supply chain planning process
* Relevance between main chain plans and auxiliary chain plans
* Managing inputs and outputs of SCP

3. Demand planning - managing the demand
* Demand uncertainty and its impact
* Inputs and output of demand plan
* Managing inputs of demand plan
* Systematic approach to improve demand accuracy

4. Sales and operation planning - balancing demand and supply
* Foreseeing in - market demand
* Exploring the bottlenecks and constrains
* Jointly seeking the best solutions and reaching agreement
* Monitoring the implementation process

5. MPS - organizing product supply
* Input and output of MPS
* Main constraints management
* Strategic approach to enhance supply flexibility

6. MRP - organizing material supply
* Common problems in BOM management
* BOM management
* Measurement and optimization on the BOM quality

7. Inventory planning - responding to supply uncertainty and dynamics
* Inputs and output of inventory plan
* Decisions of input parameters
* Dynamic monitoring inventory
* Managing the quality of stock

8. Production planning - organizing producing
* Input and output of the production planning
* Main constraints of the production planning

9. DRP - organizing regional warehouse replenishment
* Stakeholders and business objectives
* Inputs and output of DRP

10. Measurement of the functional performance of the supply planning
* KPIs of supply planning
* KPI matrix
* Continuous improvement of the supply chain planning system