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Strategic
Planning |
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Àü·« °èȹ(Strategic
Planning)Àº º¯È ¹«½ÖÇÑ ¼ö¿ä ¿¹Ãø°ú ºñÁö´Ï½º ½Ã³ª¸®¿À ȯ°æ ÇÏ¿¡ Àå±âÀûÀÎ ¼³ºñ ¹×
ÀÚ¿øÀ» Æò°¡Çϴµ¥ µµ¿òÀ» ÁÖ´Â ±â¾÷ Â÷¿øÀÇ ÀÇ»ç °áÁ¤À» Áö¿øÇÑ´Ù. ÀÌ·¯ÇÑ °ÍÀ» À§ÇÏ¿© MIMI´Â »õ·Î¿î »ý»ê ¼³ºñ ¶Ç´Â ¹°·ù ¼¾Å¸ÀÇ
ÀÔÁö ¼±Á¤µîÀ» Æ÷ÇÔÇÏ¿© »ý»ê ¿ë·®ÀÇ È®Àå ¶Ç´Â Ãà¼Ò¿Í °°Àº ¿¹»êÀ» ¼¼¿ì°í ÀÚº» ÁöÃâÀ» °èȹÇϴµ¥ »ç¿ëµÇ¾î Áø´Ù.
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¶Ç´Â Àμö¸¦ ÅëÇØ ȹµæÇÑ ÀÚ»êÀÇ Æò°¡Çϰųª ºÐ»ê ¶Ç´Â ºñÈ¿À²ÀûÀÎ ³×Æ®¿öÅ©¸¦ ÃÖÀûÈÇϱâ À§ÇÏ¿© MIMI¸¦ »ç¿ëÇÒ ¼ö ÀÖ´Ù. ±×·¡ÇÈÀûÀÎ
ºÐ¼® µµ±¸µéÀº Supply ChainÀÇ Àç ±¸Ãà ½Ã³ª¸®¿À¸¦ ¿¬±¸Çϴµ¥ »ç¿ëµÉ ¼ö ÀÖ´Ù. ¸ðµ¨µéÀº ¼öÀͼº, ºñ¿ë, ¼ºñ½º ¼öÁØ ¹× ½ÃÀå
Á¡À¯À²µî°ú °°Àº °´Ã¼Àû ±â´Éµé·Î °£ÁֵȴÙ. |
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Demand
Management |
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MIMI ¼ö¿ä°ü¸®(Demand Management :
MIMI/DM) ¾îÇø®ÄÉÀ̼ǵéÀº ¼ö¿ä ¿¹Ãø, ¿¹Ãø°ú ÇÔ²² ÁÖ¹® Á¶Á¤, ±×¸®°í º¹ÀâÇÑ ¹è¼Û ³×Æ®¿öÅ© »ó¿¡¼ ¿î¼Û °ü¸®µî¿¡ ´ëÇÑ °ü¸®
´É·ÂÀ» Çâ»ó ½ÃŲ´Ù. DM¾îÇø®ÄÉÀ̼ǵéÀº »ó¼¼ÇÑ °Å·¡ ¼öÁØÀÇ ÃâÇÏ À̷°ú ½ÇÁ¦ °í°´ ¼ö¿ä¸¦ °¨¾ÈÇÑ´Ù. ÀÌ·¯ÇÑ ¼ö ¸¹Àº µ¥ÀÌŸµéÀº
Áö±Ý±îÁö ´Ù¸¥ ¹æ½Ä ¶Ç´Â µµ±¸µéÀÌ Á¦´ë·Î ¼ÒÈÇÏÁö ¸øÇÏ¿´´ø °ÍÀÌ´Ù.
»ó¼¼ÇÑ ÀÌ·Â °ü¸®¿¡ ÀÇÇÏ¿© °¡½ÃÀûÀÎ ¿¹Ãø ±â°£³»ÀÇ ¼ö¿ä ¹èºÐ ÆÐÅÏÀ» °¡´ÉÄÉ ÇÏ¸ç ´Ü±âÀûÀÎ Planning
¹× SchedulingÀÇ ¾ÆÁÖ À¯¿ëÇÑ ÀÔ·ÂÀ¸·Î Ȱ¿ëµÉ ¼ö ÀÖ´Ù. MIMI´Â »ç¿ëÀÚ°¡ ¿øÇÏ´Â ¾î¶°ÇÑ ¹æ¹ýÀ¸·Îµç µ¥ÀÌŸ ¹× Á¤º¸¸¦ ¸ðÀ¸°í
ÀÚ¸¦ ¼ö ÀÖÀ¸¸ç Àϰü¼ºÀÖ´Â Æø³Ð°í ´Ù¾çÇÑ ¿¹Ãø ȸéÀ» Á¦°øÇÑ´Ù.
15°³ÀÌ»óÀÇ Åë°èÇÐÀûÀÎ ¿¹Ãø ¹æ¹ýµéÀ» Á¦°øµÇ¾îÁø´Ù. "ÃÖÀû"À̶ó°í ÇÒ ¼ö ÀÖ´Â Çϳª°¡ ´Ù¸¥ ¿©·¯°¡Áö
¹æ¹ýµéÀ» °ËÅäÇÑ ÈÄ¿¡ °¡Àå ÃÖÀûÀÎ ¿¹ÃøÀ» ¼±ÅÃÇÑ´Ù. »ç¿ëÀÚ´Â »ç¿ëÀÚ ÀÚ½ÅÀÇ ¿¹Ãø ±â¼úÀ» »ç¿ëÇÒ ¼öÀÖÀ¸¸ç ¶Ç´Â ¿©·¯ Á¾·ùµéÀ»
°áÇÕ/ÇÕ¼ºÇÏ¿© »õ·Î¿î °ÍÀ» ¸¸µé¾î ³¾¼öµµ ÀÖ´Ù. °·ÂÇÑ ÇÁ¸®Á¨Å×ÀÌ¼Ç ±×·¡ÇȵéÀº µ¥ÀÌŸµéÀ» °¡½ÃÈ ½ÃÄÑÁÖ¸ç »ç¿ëÀÚ¿¡°Ô ÀÔÃâ·Â ⱸ¸¦
Á¦°øÇÑ´Ù. ¿¹¿Ü¿Í °ã󾲱⸦ ½±°Ô °ü¸®ÇÒ ¼ö ÀÖ´Ù.
¼ö¿ä °ü¸® (Demand Management) ±â´Éµé¿¡´Â ´ÙÀ½°ú °°Àº ±â´ÉµéÀÌ Æ÷ÇԵǾî
ÀÖ´Ù.: 1. ´Ù¾çÇÑ
¼öÁØ¿¡¼ µ¥ÀÌŸ/Á¤º¸¸¦ ¸ðÀ¸°í ÀÚ¸¦ ¼ö ÀÖ´Â À̷µéÀÇ º¸±â¿Í
Á¶Á¤ 2. ÀûÀýÇÑ À̷°ú ¿¹Ãø ±â¼úÀÌ Á¦Ç°, °í°´, ±×¸®°í
À§Ä¡µéÀÇ °¢°¢ÀÇ À¯ÀÏÇÑ Á¶ÇÕ¿¡
Àû¿ëµÉ ¼ö ÀÖµµ·Ï
¿¹ÃøÀÌ À¯¿¬ÇÑ ¹üÁÖ·Î ³ª´¸ 3. ÀÌ·¯ÇÑ À̷°ú ÇÔ²² Åë°èÀûÀ¸·Î
¿¹ÃøÀ» »ý¼º 4. ´Ù¾çÇÑ ¼öÁØÀÇ µ¥ÀÌŸ/Á¤º¸ÀÇ ¸ðÀ¸±â¿Í
ÀÚ¸£±â¿¡¼ ¿¹ÃøÀ» º¸±â¿Í °ãó ¾²±â 5. ¿ÀÇ °í°´ ÁÖ¹®ÀÇ ¿¹Ãø
Á¶Á¤ ¹× ÅëÇÕ
MIMI/DMÀÇ µ¥ÀÌŸ ¸ÊÇÎ ´É·ÂÀº °¡Àå »ó¼¼ÇÑ ¼öÁØÀÇ ¿¹ÃøÀ» °ü¸®ÇÏ´Â°Í ¾øÀÌ ´Ù¾çÇÑ Ä«Å×°í¸®(¹üÁÖ)·Î
»ç¿ëÀÚÀÇ ¿¹ÃøÀ» µ¿ÀûÀ¸·Îº¯È¯ÇÑ´Ù. À̰ÍÀº This supports a forecasting process that
incorporates feedback and overrides from management, manufacturing,
marketing, sales, and other areas of the organization, in their terms,
while understanding where changes occurred.
Other software packages have rigid data models and are
limited to top-down or bottom-up approaches. MIMI/DM is completely
flexible and works the way you do. The forecast can be produced and
managed at any level in the product routing, e.g., a higher level product
family as well as finished good or SKU, any level in the distribution
network (plant, distribution terminal, warehouse, etc.), or any other
attributes necessary. |
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Inventory Management Planning
Àç°í °ü¸® °èȹ (Inventory Management
Planning)Àº ´ÙÀ½ µÎ°¡ÁöÀÇ ÁÖ¿ä »çÇ׿¡ ´ëÇÑ ÇØ´äÀ¸·Î¼ ÆÇ¸Å(¿µ¾÷) ¿¹Ãø°ú ÀÚ¿ø
°èȹ/ÀÏÁ¤À» ÅëÇÕÇÏ´Â °ÍÀÌ´Ù.
- ºÒÈ®½ÇÇÑ ÆÇ¸Å ¿¹Ãø¿¡ ´ëÇÏ¿© ¾î´À Á¤µµÀÇ Àç°í ¿©À¯ºÐÀ» °¡Á®¾ß Çϴ°¡?
- ºÒÈ®½ÇÇÑ ¼ö¿ä¿¡ ´ëÇÏ¿© °èȹÀº ¾î¶»°Ô ¼¼¿ö¾ß Çϴ°¡?
ÀÌ·¯ÇÑ ¾îÇø®ÄÉÀ̼ǵéÀº ÀüüÀûÀÎ ¹èºÐ ³×Æ®¿öÅ©, »ý»ê ´É·Â°ú Á¦ÇÑ, °è¾à°ú ¿ÜºÎ ÀÚ¿øÀÇ È°¿ë, ±×¸®°í
´ÙÀ½°ú °°Àº ¼ö¿äÀÇ º¯¼öµéÀ» °í·ÁÇÒ ¼ö ÀÖ´Ù.:
- ¸ñÇ¥ Àç°í ¼öÁØ (ÞÀîñïÒëò)
- ´Ù(Òý) °èÃþÀûÀÎ Àç°íÀÇ î¢ ÀÔ°í¿Í ¾ÈÀü Àç°íÀÇ ¿ä±¸
- Trade-offs between expediting rules and alternative
transportation modes versus safety stocks and inventory costs
MIMI optimizes your inventory deployment using linear
programming, simulated annealing algorithms, and/or traditional DRP
planning techniques as appropriate. It considers the economic impact of
near-term expediting rules using its integrated expert system.
Synchronizing market demand with production decisions is
key to maximizing the productivity and responsiveness of the supply chain.
Any improvement in this area directly reduces the need to carry safety
stock or build spare capacity. |
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Tactical Operations Planning
Tactical
Operations Planning focuses on "where to make
what". It involves allocating production across various plants while
minimizing transportation and operating costs. By combining the production
with the distribution problem, MIMI provides a globally optimal
solution, while respecting capacity and other constraints.
Issues addressed include:
- Where to procure raw or intermediate materials
- Sourcing of production across plants, and within plants
- Use of internal (finite) capacity versus purchases,
tolls, contract production, exchanges, or infinite capacity
- Movements of intermediates between manufacturing
sites
MIMI considers the demands on the business (both forecast
and orders), available inventory, and the capabilities and constraints of
the manufacturing sites and distribution network, and production
capacities, constraints, and preferences. The drivers for this decision
making process are the economics of the business (revenues and costs), and
business objectives - much more than any other system is capable of
addressing. This is effective in both made-to-stock and made-to-order
environments.
We use linear programming technology to develop an optimal
production and distribution plan. There are no restrictions on the number
of supply and demand points, or intermediate storage facilities. In this
framework, demand can be a hard constraint (minimize cost) or a soft
constraint (maximize profit). Capacity can likewise be a hard constraint
(finite), or a soft constraint (deciding how/when to use vendors, tollers,
or otherwise out-source the production requirements).
Decisions regarding sourcing of production and modes of
transportation to be used are passed down to a Smart DRP function (see
below), or to a DRP function within your traffic or logistics department.
Purchasing requirements are passed to the Purchasing function within the
business.
MIMI has the flexibility to permit the inclusion of
periodic shutdowns or unusual production constraints in the model. Some
clients require aging of production, others require different production
stages occurring in different locations. This might overwhelm some systems
but is easily handled with MIMI's method of model formulation. MIMI can
help you evaluate several alternatives and determine answers that will
increase profits and improve customer service. |
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Plant
Operations and Capacity Planning
Plant Operations and Capacity
Planning consists of a "look ahead" function for a
single site over a time horizon of several weeks to a year. It ensures
sufficient production capacity, raw materials, and personnel are available
to meet demand. Demand may include forecasts, actual orders, or a
combination of the two. MIMI can be used for:
- capacity planning (equipment loadings, production
calendar, labor levels)
- defining the timing and volume of purchases of longer
lead time raw materials that affect planning decisions (signal to
purchase)
- evaluating campaign size and frequency (when there are
significant costs associated with changing operations).
MIMI goes beyond MPS, MRP, and CRP because it can suggest
solutions to the capacity (or inventory) problems that it encounters. In
addition, the solution process is driven by economics, and will consider
the use of alternate routings and alternate formulations. MIMI can
evaluate alternate ways of making the same product, as well as co-product
and by-product recipes. Alternate operations are automatically substituted
for the primary during schedule generation if warranted by a capacity
overload or material runout. |
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Scheduling
Scheduling is a near-term function that addresses the
sequence, timing, and volumes of manufacturing activities or movements to
be executed. It is a dynamic process that involves reacting to perpetual
changes in customer orders, demand forecast, material availability, and
production throughput.
MIMI provides interactive tools to determine if a given
sequence of activities is feasible with respect to both inventory and
capacity. It dynamically determines activity timing requirements across
multiple stages of production, linking inventories and production
activities to customer orders and net forecast. It can suggest solutions
to problems created by changes or upsets, as well as cost-saving
improvements to a schedule by reducing changeover and inventory holding
costs, or increasing effective capacity. The solution process can
include:
- creating new production activities
- defining purchases
- re-sequencing activities
- changing start times
- changing production volumes
- providing feedback on schedule costs
MIMI has the most powerful suite of scheduling algorithms
available. Twenty scheduling algorithms are used, as appropriate to your
application, to generate capacity and material-feasible schedules quickly.
The algorithms make use of a variety of techniques including JIT, ASAP,
network, critical path, and heuristic formulations.
MIMI does not make limiting assumptions about the nature
of your scheduling environment and problems. MIMI assumes local
bottlenecks may "move" dynamically across facilities and over time. Costs
of different schedules are monitored and considered by certain algorithms
to drive towards least-cost objectives when possible. |
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Able-To-Promise (ATP)
The key to competitive advantage in many industries today
is the ability to commit ? and fulfill ? customer requests for product
delivery quickly and reliably. MIMI provides advanced ATP capability
extending far beyond the standard definition of Available-to-Promise. It
enables customer service representatives to interact with the production
schedule to determine the ability to promise, in order to provide
customers with firm shipment dates, instantly.
MIMI/ATP links Order Fulfillment systems directly to
Scheduling and/or Planning applications. Users initiate dynamic, real-time
re-scheduling in a controlled fashion. Orders can be promised to customers
interactively based on existing inventory, already-planned production,
available but not yet scheduled capacity, or any combination of these
sources.
In addition to determining the feasibility of filling
individual orders, MIMI can be used to close the loop between
forecast-driven planning and order-driven scheduling. It does this by
providing specific guidance on what to do if orders deviate from forecast.
This process is very dynamic because of its ability to accept new order
changes with every commitment.
MIMI is easily configured to the client¡¯s order management
and scheduling environments. Expert System rules are used to automate the
commitment process on the basis of your business practices and objectives.
MIMI¡¯s integrated Expert System is essential for modeling these complex
and dynamic business rules. |
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