Production planning, inventory management and scheduling: Spanning the boundaries

Sprague, Linda G.; Ritzman, Larry P.; Krajewski, Lee J.

doi:10.1002/mde.4090110504

Cited by 9 publications

(6 citation statements)

References 25 publications

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“…[21]). Literature offers insights into the topic based on case studies representing different types of production companies, such as garment manufacturers, beverage production, pharmaceutical industry, mechanical or electrical engineering, or for different type of manufacturing and/or planning systems such as automated manufacturing systems or hierarchical planning systems (e.g.…”

Section: Introductionmentioning

confidence: 93%

Planning and scheduling production systems from a logistics perspective

Gudehus¹,

Kotzab

2009

Logist. Res.

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Production systems are special performance systems which generate physical goods from input material. Therefore, the methods of system analysis, the limit performance and queuing laws and the strategies, which have been developed for general performance systems such as logistics systems, can be applied to production systems. This article describes strategies and standard procedures for production planning and scheduling, which result from the logistic approach.

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Section: Introductionmentioning

confidence: 93%

Planning and scheduling production systems from a logistics perspective

Gudehus¹,

Kotzab

2009

Logist. Res.

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“…In order to apply and validate the created and modelled RH-SD-Java approach, the results were compared and offered in costs, service level and bullwhip effect terms for different manufacturing orders. That is, the OUT-S (order up to level S) (Silver, Pyke, and Peterson 1998) (see the Annexe) orders simulated in an SD model (Campuzano, Mula, and Peidro 2010) and those which use lot-sizing according to the SM and WW techniques (Table 2), which are created by the RH-SD-Java approach during all the simulation periods according to the inventory requirements to cover demand.…”

Section: The Rh-sd-java Applicationmentioning

confidence: 99%

“…The order-up-to level policy, OUT-S, is as follows (Silver, Pyke, and Peterson 1998): O t = S t -inventoryposition. The order quantity, O t , equals S t , reduced for the inventory position, where O t is the ordering decision made at the end of time period t and S t is the OUT-S used during time period t. OUT-S is updated each period according to:…”

Section: Annexementioning

confidence: 99%

A rolling horizon simulation approach for managing demand with lead time variability

Bolarín

Díaz‐Madroñero

Legaz-Aparicio

2019

International Journal of Production Research

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This paper proposes a rolling horizon (RH) approach to deal with management problems under dynamic demand in planning horizons with variable lead times using system dynamics (SD) simulation. Thus, the nature of dynamic RH solutions entails no inconveniences to contemplate planning horizons with unpredictable demands. This is mainly because information is periodically updated and replanning is done in time. Therefore, inventory and logistic costs may be lower. For the first time, an RH is applied for demand management with variable lead times along with SD simulation models, which allowed the use of lot-sizing techniques to be evaluated (Wagner-Whitin and Silver-Meal). The basic scenario is based on a realworld example from an automotive single-level SC composed of a first-tier supplier and a car assembler that contemplates uncertain demands while planning the RH and 216 subscenarios by modifying constant and variable lead times, holding costs and order costs, combined with lot-sizing techniques. Twenty-eight more replications comprising 504 new subscenarios with variable lead times are generated to represent a relative variation coefficient of the initial demand. We conclude that our RH simulation approach, along with lot-sizing techniques, can generate more sustainable planning results in total costs, fill rates and bullwhip effect terms.

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“…Thus, Holt et al's work also played a role in renaissance of business education as we know it today. Sprague et al (1990) used Holt et al's work as an exemplar in reviewing the research on production planning, inventory management, and scheduling, and they observed, ''The translation of demand for a product into load on operational resources constitutes a critical problem that is never solved. The astute manager seeks a process by which the ever present problem can be solved, rather than a specific solution'' (p. 297).…”

Section: A Renaissancementioning

confidence: 99%

Holt, Modigliani, Muth, and Simon's work and its role in the renaissance and evolution of operations management

Singhal

2006

J of Ops Management

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Early work in aggregate production planning has evolved into a major business process known as sales and operations planning. In the 1950s, a team led by Holt, Modigliani, Muth, and Simon, which also included Bonini and Winters, worked on aggregate production planning and forecasting and published a series of papers and a book. The literature contains reports of at least 73 applications of their work in four companies and three application studies. Holt et al.'s work and its visibility led to a renaissance of the field of operations and supply chain management as we know it today and brought two paradigm changes in the domain and the role of operations and supply chain management. First, seemingly unrelated and non-managerial individual functions started to emerge as parts of an integrated system of managing production. Second, aggregate production planning brought to forefront the central role of operations management by linking it with supply chains and other functions in the organization. #

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Production planning, inventory management and scheduling: Spanning the boundaries

Cited by 9 publications

References 25 publications

Planning and scheduling production systems from a logistics perspective

Planning and scheduling production systems from a logistics perspective

A rolling horizon simulation approach for managing demand with lead time variability

Holt, Modigliani, Muth, and Simon's work and its role in the renaissance and evolution of operations management

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