45
1
1
2
CPFR@
2012 09 22
3
VMI
mgmt.
VMIimplementationdecision by top
mgmt.Employees
VMI
Employeesconvinced of
the benefits ofVMI
EDI Standardswere SET
POS data
ers
POS datasent to
manufacturers
Manufacturerdecides inventory
replenishment
Goods are
center
Goods areshipped to
Distributioncenter
Walmart sends
nt
Walmart sendsacknowledgeme
nt
Manufacturergets credited
4
Manufacturing RequirementsRetailer/Wholesaler
RequirementsConsumer
Requirements
“ , ,
…from productdevelopment/
design
…viamanufacturingplanning andpurchasing
…tomanufacturer’s
suppliers
…throughmanufacturing
…anddistribution
…toretailers/wholesalers
…and endconsumers
work inprogress
rawmaterial
finishedgoods
finishedgoods
finishedgoods
finishedgoods
develop-ment
orders
planningorders
procure-ment
orders
productionorders
subandfinal
assemblyorders
factoryorders
replenish-ment
orders
retailerorders
replenish-ment
orders
point ofsalemfr. retailer consumer
Retailer Forecast
Manufacturer Forecast
VMI ECR QR EPC GDS DRP SCM
CPFRRFIDAPS
SCOR
S&OP
5
–
Collaborative Planning Forecasting & Replenishment
6
–
7
–
8
SOA
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SCOR 5.0VMI ECR
Supplier’sSupplier
Make DeliverSource Make DeliverMakeSourceDeliver SourceDeliverSource
Customer’sCustomer
Plan
Supplier(Internal orExternal) Your Company
Customer(Internal orExternal)
ReturnReturn ReturnReturn Return
Return
11
–
1. Best-Fit2.
•SMA•WMA•PD•EMA•DEMA•SMM•Extrapolation•SES•LP……
12
13
……
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2. To help planner to look forOrders that will fit on the sameknife setting, check filter to furtherfilter on Orders
1. An Order with Width 100 mmhas been planned making theMaterial Remaining Width 230 mm
3. Order In Group list is further filtered toshow only Orders that will fit the MaterialRemaining Width ( <= 230 mm ) in thesame knife setting. Continue assigningorders until no more Orders fits
Average Scrap KPI of all the materialswhich have been planned.
Average DueDateSpread KPI for all thematerials which have been planned withorders.
1.Stochastic waiting timeswaiting time of an operation before it can be
produced on a resource is stochastic anddepends on the details of scheduling.
2. Combined resourcesoperations are planned on the set of allowed
resources. The definitive resource assignmentand sequencing of operations is the
scheduler's task.3. Capacity evaluation
capacity use is evaluated on a specified time bucketlevel. Ensuring an equal distribution of tasks
within a time bucket is a task left to thescheduler.
4. Finite Capacity PlanningIn many situations, there may be more demand for
capacity on bottleneck resources thanavailable. In such cases orders (or order
requests) may need to be delayed (oroccassionally pulled forward). Deciding whichorder is moved by how much is the task of the
finite capacity planning functionality
15
16
Cyclic supply chain due totolling and scrap loop
Sourcing strategy
Make to stock strategy,many plants and DCs
Integration of MP andScheduler
Logistical and loadbalancing puzzle
Complex supply chain55 plants, 125 DC, 13.000
products
17
18
1. &-
–
100 % -
2. &
3.
19
Quintiq
Quintiq
KPI &
GUIQuintiq
Quintiq
20
Quintiq
80%Quintiq
Windows Web
Quintiq Quintiq
80%Quintiq
Windows Web
Quintiq Quintiq
Quintiq Quintiq
10%
Quintiq Quintiq
10%
10%10%
21
@2012 09 22
22
Debra M Amidon“
”“ ‘ ’
CIBC ‘ ’”
23
IT
Quintiq
25
ITIL
26
Workforce Planning for SLA/Workforce
27
28
–
Productive timeUnmatched coverage
Console timeUnallocated shifts
Leave approved within leave slotsAdditional payments
Training opportunity ratioExcess time off
Required training planned
29
1. Translate demand forecasts into headcount
2. Create roster
3. Assign tasks and breaks
Typical Rostering Process Overview
Week 34 Week 35 Week 36M T W T F S S M T W T F S S M T W T F
JDIKDHJCWEDJ
Day 2
EventsMultiple tasks
Task N1
Task N2
30
What Quintiq Workforce help u
Increased resource utilizationOptimize employee contracts - Minimize underhours & Avoid overhoursReduce rental external resources (People, Equipment & Material)Reduce travel timeReduce inventory costs
Customer loyaltyReduce response times and ensure service level agreementsImproved quality through risk reduction (e.g. guaranteed capacity)
Employee satisfactionMore openness and fairness in the planningTake employees preferences into account (e.g. preferred shifts)In time communication of rosterDecrease sickness rate
Increase administrative efficiencyMinimize planning effortMinimize hour registration effort
Transparency of the quality of the planningVisibility of the consequences of planners’ decisionsFeedback presented in KPI’s
TechnologyCo-existence with other systemsEasy to maintainFuture proof technology (e.g. able to combine round trip planning and guard rostering in onesolution)
31
/
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2009 2010
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Quintiq
…………
“Develop a single applicationcapable of solving any type
of planning puzzle”
33
DHL
DHL QuintiqQuintiq 90 Quintiq DHL
SmartTruck
DHLDHL
DHL 220 DHL 304 DHL
Deutsche Post World Net
“Quintiq DHL”
DHL EVPCharlie Dobbie
34
www.quintiq.cn
35
Quintiq
ClientKernel
ArchitectExternalobjectmodel
BusinessLogicEditor
DesignerChangehandler
Caching
Datapropagation
Reporting
Generic
Customdraw
ListGanttchart
Chart
Analysis
Views
Represen-tation
Visualization
ThinClientEngine
SessionManager
Externalobjectmodel
Changehandler
Caching
Datapropagation
Visualization
Thin clientSession
Thin clientSession
ServerKernel
Optimization
Transac-tion
Integration
BusinessLogic
POA LP/MP
ODBC
XML
.NET
IndustrySolutions
DaemonsTables
Calendars
Components
Undo/redo
Propagation
WORKFORCE
36
37
Quintiq
1997 2000
500
500 76
Quintiq
38
Quintiq HQ‘s-HertogenboschThe Netherlands
Quintiq LtdOxford
United Kingdom
Quintiq GmbHMannheimGermany
Quintiq GmbH,Munich office
Germany
Quintiq OyHelsinkiFinland
Quintiq Pty LtdMelbourneAustralia
Quintiq Sdn BdhKuala Lumpur
Malaysia
Quintiq ChinaShanghai
ChinaQuintiq Inc.Philadelphia
USA
39
Overloaded>= 90%< 90%
Capacity Usage
40
( )
41
- -
42
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/
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2009 2010
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–
44
/
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7h 7½h 8 h
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