《SAPMRP逻辑》PPT课件.ppt

1、R3 MRP Logic,The purpose of MRP is to guarantee material availability by planning for procurement or production of required quantities.,Convert,Planned,Order,Dependent Reqmts,Reservations,Purchase,Requisition,Warehouse,Production,Order,Planned Indent,Requirements,Purchase,Order,Schedule,Line,Materia

2、l,Reqmts,Planning,Sales,Orders,Sales order /,Planned,Ind,Requirement,Planned order,Purchase requisition,Dependent requirement,Planned order,Dependent requirement,Finished,Finished,product,product,Assembly 2,Assembly 1,Raw,material 3,Raw,material 1,Raw,material 2,R/3s MRP is for unconstraint-based pl

3、anning, APO is for the constraint-based planning,How the Planning Run Works,Net Requirements Calculation 1. Determine Available Warehouse Stock 2. Determine Planned Receipts (after considering existing issues and receipts) 3. Calculate the Shortage Quantity Lot Size Calculation Determine the lot siz

4、e of each plan order. R3 Lot Sizing falls into 3 categories : Static Lot Size, Optimum Lot Size or Period Lot Size Procurement Type & Scheduling In-house Production or External Procurement & Backward Scheduling or Forward Scheduling BOM Explosion Determine the valid BOM for explosion Quota Arrangeme

5、nt A lot can further be split by quota arrangements (MM will cover this),Net Requirements Calculation - Lot Size Calculation - - Scheduling - BOM Explosion - - Quota Arrangement,Firmed receipts,:,production order,purchase order,firmed planned order,Reschedule,in,Reschedule out,Tolerance,In-,house pr

6、oduction time,+,Goods receipt,processing time,+,Rescheduling horizon,Receipts,Reqmts,Time,Rescheduling,Check,for Firmed Receipts,*,*,Tolerance,Tolerance,Exception,message,Exception,message,The planning run will not automatically displace firmed receipts.,BOM Explosion,Scheduling,Procurement type,Lot

7、-,size calculation,Net Reqmts Calculation,Net Reqmts Calculation,Overview,:,Net Requirements Calculation,MRP:,Net Requirements Calculation,Shortage,Shortage,Sales,Sales,Orders,Orders,Planned Ind Reqmts,Planned Ind Reqmts,Dependent Reqmts,Dependent Reqmts,Reservations,Reservations,Planned,Orders,Prod

8、uction,Orders,Purchase Requisitions,Purchase orders,Warehouse,Stock,Lot,Size,Safety,Safety,Stock,Stock,Compare,Compare,Demand,Supply,MRP will compare the requirement and supply to get a shortage gap. A comparison is made between warehouse stock and the appropriate receipts and issue. In the net requ

9、irements calculation, a difference is made between reorder point planning, forecast-based planning, and MRP. In each procedure, the system calculates available stock differently.,MRP,Procedures,based on consumption,in,the past,MRP,MRP,Procedures,Procedures,controlled by,MRP,type,in,material master (

10、MRP 1 view),MRP,Consumption,-,based,Reorder point,planning,Forecast,-,based,planning,Time,-,phased,planning,W/ or W/O Requirements,Deterministic Planning,Master Data,Material Master (Important Ones) MRP Group (MRP1) - Group common MRP materials together MRP Type (MRP1) - Planning Method. Reorder Poi

11、nt (MRP1) - For Reorder Point Planning Methods Planning Time Fence (MRP1) - Restrict Planning Activities within the TimeFence Planning Cycle (MRP1) - Only for Time Phased Planning MRP Controller (MRP1) - Planner for the material Lot Sizing (MRP1) - Lot Size determination Storage Cost Indicators (MRP

12、1) - For Optimum Lot sizing Only Ordering Costs (MRP1)- For Optimum Lot Sizing Only Assembly Scrap (MRP1) - For Assembly Scrap Only Procurement Type (MRP2) - Make or Buy Indicator. Special Procurement (MRP2) - For stock transfers, phantoms etc. Quota Arrangement (MRP2) - Splitting of Quota for inter

13、nal and/or external procurement (MM will handle this),Master Data (Contd),Material Master (Important Ones) Lead Times (GR and Planned Delivery Time) (MRP2) - Receiving and Purchasing Lead Times Scheduling Margin Key (MRP2) - How external or internal procurement is scheduled Safety Stock (MRP2) - Saf

14、ety Stock Forecast (MRP3 and Forecasting) - Mainly for Forecast Based Planning, ReOrder Point Planning and Time Phased Planning Planning Strategy (MRP3) - Mainly for Finished Goods - to be decided by APO Availability Check (MRP3) - ATP logic for components - to be decided by ZL. For Finished Goods -

15、 to be decided by APO. Discontinuation (MRP4) - Discontinuation by material across all BOMs Component Scrap (MRP4) - Component Scrap Requirements Grouping (MRP4) - Group requirements for planning or display Storage Location MRP (MRP4) - Only if storage MRP is required,How the Planning Run Works Per

16、MRP Type,Reorder Point Planning (REORDER) (MRP Type VB, Reorder Level) When Available Stock falls below reorder level, planned orders are generated in the planning run to order up to reorder level. Safety Stock requirement is just for information Available Stock = Plant Stock + Receipts Reorder Poin

17、t Planning + Requirements (REORDERREQS) (MRP Type V1, Reorder Level) When Available stock falls below reorder level, planned orders are generated in the planning run to order up to reorder level. Safety stock requirement is just for information. The difference here is that sales orders and reservati

18、ons are also taken into account. Available Stock = Plant Stock + Receipts - (Sales Orders + Reservations),How the Planning Run Works Per MRP Type,Forecast Based Planning (FORECAST) (MRP Type VV, Create Forecast) System only considers forecast requirements (any other requirements are not considered).

19、 Planned orders are proposed when available stock is less than forecast requirements. Available Stock = Plant stock - Safety Stock + Receipts - Forecast Requirements Time Phased Planning (TIMEPLAN) (MRP Type R1, Planning Cycle, Create Forecast) Material is planned according to same cycle in which it

20、 is delivered ie the material is not planned during the normal MRP run. The material have to be planned using a separate MRP run. Available Stock = (Plant stock - Safety Stock + Receipts - Forecast Requirements) within the planning cycle. MRP Planned (PDFORECAST) (MRP Type PD, Optional Create Foreca

21、st) System checks every requirement to determine whether they are covered by available warehouse stock and/or receipts. Available Stock = Plant stock - Safety Stock + Receipts - All Requirements,Safety,stock,Safety,stock partially available,Dynamic safety stock,Safety,time,Quantity,and,Time Floats,R

22、eqmt,Receipt,Stock,Time,Safety stock,(not available,for planning),Safety stock:,To be set in material,master (MRP 2) or in the MRP area,segment,Safety Stock,Receipt,Time,Stock,Available,quantity,for planning,Portion of,safety stock,not,available for planning,Safety,stock partially available,:,set,in

23、,MRP,group,Statistical,safety stock,from,material,master,Portion of,safety stock,available,Safety,Safety Stock,Partially Available,Minimum,stock,Target stock,Maximum,stock,Replenish,to,target stock,Exception message,if falls,below minimum,stock,for firmed order proposals,otherwise adjustment,dynamic

24、,safety,stock,“,Dynamic,Safety Stock (1),Stock,Reqmts,Period 1,Period 2,Period 3,Period 4,Minimum stock,Target stock,Maximum stock,Time,Time,Average daily requirements,Average daily requirements,Average daily requirements,Days,Dynamic Safety Stock and Range of Coverage,Profile,Dynamic Safety Stock (

25、2),Interval,1,Interval,2,Interval,3,Minimum,stock,Target stock,Maximum,stock,Reqmts,Time,Time,Definition of,range,of,coverage profile,in,Customizing,assignment,in,material master,Range of,Coverage,Profile:,Intervals,(1),Interval 1,Interval 2,Interval 3,Reqmts,Time,Time,10.12.2000,20.12.2000,Periods

26、with deviating range of coverage,Maximum stock,Target stock,Minimum stock,Range of Coverage Profile:,Intervals (2),Time,Safety,time,30.03.,28.03.,2,workdays,Receipts,Reqmts,Safety,time,:,To,be set,in,material master,(MRP 2) or in,the MRP,area segment,Safety,Time,Dep,.,reqmts,Components,Time,Ind reqm

27、t,Finished product,Time,+,-,+,-,Safety,time,Reqmts,time,Ind reqmt,Defined using,the,safety time indicator,in the,material master,(MRP 2) or in,the MRP,area segment,Safety,Time,in Multi-Level,Production,Time,Receipts,Reqmts,2,workdays,Safety,time,4,workdays,2,workdays,12.12.2000,20.12.2000,Safety,tim

28、e,Safety,time,Definition of,period profile,in Customizing,assignment,in,material master,Period,Profile,for,the Safety,Time,BOM Explosion,Scheduling,Procurement type,Lot-,Lot-,size calculation,size calculation,Net Requirements,Calculation,Overview,:,Lot-,Size Calculation,Static,procedures,Static,proc

29、edures,Lot-,for,-,lot order quantity,Replenishment,up to,maximum stock,level,Fixed lot size,Period,procedures,Period,procedures,Daily lot size,Monthly lot size,Weekly lot size,Flexible,periods,according,to,planning calendar,Optimum,procedures,Optimum,procedures,Dynamic lot size,creation,Least,unit c

30、ost,procedure,Part,period procedure,Groff reorder procedure,Lot-,Lot-,sizing procedures,sizing procedures,Overview,of Lot-,Sizing Procedures,Entered,in,Material,master,Definition in,Customizing,Quantity,Time,Lot-for-lot order quantity (exact to the day),Replenish up to maximum,stock level,Fixed lot

31、size,Receipts,Reqmts,EX,FX,HB,Static Lot-Sizing Procedures,Time,Period,1,Period,2,Period,3,Period length,Period length,Receipts,Reqmts,TB,Daily lot size,WB,Weekly lot size,MB,Monthly lot size,Period,Lot-,Sizing Procedures,Time,Period,1,Period,2,Period,3,Mon,Tue,Wed,Thu,Fri,Sat,Sun,1,8,15,22,2,9,16,2

32、3,3,10,17,24,4,11,18,25,5,12,19,26,6,13,20,27,7,14,21,28,July,2000,Wed, 3.7.2000,Wed, 10.7.2000,Wed, 17.7.2000,Wed, 24.7.2000,PC,Period,Lot,Size Acc,. to,Planning Calendar,Lot,Size According,to,Planning Calendar,Many deliveries,/,High,order costs,Minimal stock keeping/,Minimal,storage costs,Few deli

33、veries,/,Low order costs,More extensive,stock keeping/,Higher storage costs,Optimum Lot-,Sizing Procedures,Lot-for-lot,order quantity,Monthly lot size,Reqmt,Receipt,Long-Term Lot Size,2,months ago,1,1,Today,2,2,For,2,months,no events,required,a change in,planning, so not,planned,during,NETCH + NETPL

34、!,Problem,Maximum MRP,period,(MRP,group,),Possible Solution,:,Planning,Run,Executed Regularly,Additional Restrictions,You can use these additional restrictions to further define lot sizes : Short Term and Long Term Lot Size (SHORTLONGTERMLOT) (Lot Size Key LL) Minimum Lot Size Maximum Lot Size Round

35、ing Value Rounding Profile,BOM Explosion,Scheduling,Scheduling,Procurement type,Procurement type,Lot-,size calculation,Net Requirements Calculation,Overview,:,Scheduling,External procurement,Stock,Stock,transfer,transfer,Procurement Types,Procurement Types,In-,In-,house,house,production,production,S

36、ubcontracting,Subcontracting,Vendor,Production,Production,in,in,own,own,plant,plant,Production,Production,in,in,another,another,plant,plant,Reservation in,Reservation in,another,another,plant,plant,Components,Components,Components,Procurement types,Special procurement types,Procurement Types,Schedul

37、ing,The following times are taken into account : processing time required by purchasing department (workdays) planned delivery time of the material (calendar days) goods receipt processing time (workdays) These times will be used to determine the release date of the planned order or purchase requisi

38、tion.,Planned order,Planned order,Availability,date,Opening,date,Order,start,date,Order,finish,date,Time,Goods receipt,processing time,In-,house production time,Opening period,Scheduling margin,key,(MRP 2),Lot-,size dependent,:,MRP 2,Lot-,size independent,:,work scheduling,MRP 2,Backward Scheduling

39、for,In-,House Production,Availability,date,Order start,date,Order finish,date,Time,Goods receipt,processing time,In-house production time,Today,Planned order,Planned order,Automatic, if order start date is in the,past during backward scheduling,Forward Scheduling for In-House Production,In-house pro

40、duction time,Plnd,delivery time,Processing time,for Purchasing,Order start,date,Order finish,date,Customizing,Plant parameters,Non-vendor-specific:,Material master,Vendor-specific:,Outline,agreement or info record,Delivery,date,Release,date,Time,.,.,Scheduling for External Procurement,Lead Time Sche

41、duling,Lead Time Scheduling,Order header,Order header,Arbeitsvorg,nge,Materialkomponenten,Fertigungshilfsmittel,Kosten,Plan,Soll,Ist,20,50,100,l,Used for production orders and routings,l,Based on basic dates:,MRP,manual,l,Target dates calculated (scheduled dates),l,Basis for in-house production or o

42、perations,l,Capacity requirements calculated,l,Exact to the second,Target start date,Target finish date,l,Separate scheduling for planned orders,Order finish date,Order start date,Opening date,Basic Scheduling,Basic Scheduling,t,Periods,l,Exact to the day,l,Basic dates calculated,l,Basis for in-hous

43、e production or replenishment lead time,l,Improved performance,l,No calculation of capacity requirements,Scheduling in Production Planning,OS,Order start date,OF,Order finish date,OD,Opening date,Time,OD,Product,OS,OF,OD,OS,OF,OD,Assembly,OS,OF,Goods receipt,processing time,Opening period,Reqmts,dat

44、e,Product,Reqmts,date,Product,Backward scheduling,Scheduling,ind,.,=1, no capacity requirements,Order Dates for Basic Scheduling,Available,Available,Available,OS,OF,Order,finish date,Production,finish date,Production,finish date,Production,start date,Production,start date,Order,start date,Operations

45、,(from routing),Operations,(from routing),Float before production,Scheduling margin key,Float after production,Scheduling margin key,10,30,20,Planned order,OS,OF,1,1,2,2,Scheduling,ind,.,= 2, capacity requirements are calculated,Lead Time Scheduling,OS,OF,10,20,30,40,50,Float before,production,Lead

46、time scheduling,using routing,In-,house production time shorter,In-,house prod,.,time greater than scheduling,in,routing,In-,house production time from material master,Float after,production,Requirements,date,Calculation,Calculation,of,of,order dates,order dates,Calculation,Calculation,of,of,planned

47、 dates,planned dates,Scheduling,:,Significance,of In-,house Production,Time,Wrong,in-,house,production time,in,material,master,?,Time,OS,OF,OD,10,30,20,PS,PF,10,30,20,10,30,20,OS,Order,start,date,OF,Order,finish,date,OD,Opening,date,Opening period,Goods receipt,processing time,PS,Production start,da

48、te,PF,Production finish,date,Assembly,1,Product,Assembly,2,Backward scheduling,Order,Dates for Lead Time Scheduling,Assembly,2,in,routing,assigned,operation,30,Finished product,Component,1,Component,2,Determining components,Lead,-,time offset,Lead time,+,-,Time,Order,start,date,Planned order,Dep,.,r

49、eqmts,-,Lead,-,time offset,Dep,.,reqmts,-,Lead,-,time offset,Dep,.,reqmts,-,Lead time,Dep,.,reqmts,-,Lead time,BOM,maintenance,Changing Dependent Requirement Dates,Note:,the,lead time,and,lead,-,time offset are,not,taken into,account,in the,lead time scheduling,!,Dependent reqmts,w/o,lead time,/,lea

50、d,-,time offset,Scheduling,Procurement type,Lot-,size calculation,Net Requirements Calculation,BOM Explosion,BOM Explosion,Overview,:,BOM Explosion,Usage quantity,/,dates,Target,Selection,of BOM,usage,Selection,of Alternative BOM,Change,status,of,alternative BOM,Component selection,Dependent reqmts,

51、quantities,and,dates,Usage,Lot,size,Explosion date,Items,relevant to,production,BOM Explosion,Production version,Explosion date,Lot,size,BOM,explosion number,Order,finish,Order,start,1,2,3,Customizing,for,BOM,explosion,BOM,explosion number,Order,finish,Order,start,Customizing,for,BOM,explosion,BOM,usage by selection,ID,Selection method indicator,Alternative BOM,selected,Change,status,of alternative,BOM,determined,Summary,:,BOM,Selection,Planned order,Priority,1,2,Usage,Production,Engineering,BOM,Selection,ID,Production,BOM,Costing,BOM,Engineering,BOM,Used,if,no vali