Dr. Jörg Schmid, Christoph Lieth
Lean E2E Supply Chain PlanningMeeting the Paradigm Change in the Chemical Industry
Logichem 2010, Düsseldorf
Camelot IDPro AG 2
AGENDA
4 Your way forward
1 Camelot – Thought Leader in LEAN SCM
2 21st Century Supply Chain Planning Paradigm
3 Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 3
Camelot IDPro – Your partner of choice
Camelot – Thought Leader in LEAN SCM
Who we areWho we are
�Management Consulting from strategies to results
�Established 1996 in Germany
and the US. Now top ranking for the following industries:
� Chemicals & Petrochemicals
� Pharmaceuticals & Healthcare
� Consumer Products
�Operating worldwide, with an
international network of more
than 320 consultants in Europe
and 1.200 consultants within the
Camelot International Group
Where we areWhere we are
�Camelot / Bristlecone(Santa Clara, USA)
�Camelot / Profit Point(Wynnewood, Philadelphia, USA)
�Camelot / enowa Services
(Exton, Philadelphia, USA)
�Camelot / Bristlecone(Santa Clara, USA)
�Camelot / Profit Point(Wynnewood, Philadelphia, USA)
�Camelot / enowa Services
(Exton, Philadelphia, USA)
Camelot Group USA
Camelot Group Europe
�Camelot / IDPro Asia(Singapore)
�Camelot / ISS Consulting(Kuala Lumpur, Malaysia
�Camelot / IDPro Asia(Singapore)
�Camelot / ISS Consulting(Kuala Lumpur, Malaysia
Camelot Group Asia
�Camelot / Spain(Barcelona)
�Camelot / Trilog(Milan)
�Camelot / Coffra
(Paris)
�Camelot / Spain(Barcelona)
�Camelot / Trilog(Milan)
�Camelot / Coffra
(Paris)
�Camelot / BPS (Helsinki)
�Camelot / BPS (Oslo)
�Camelot / BPS (Budapest)
�Camelot / BPS(Tallinn)
�Camelot / BPS (Helsinki)
�Camelot / BPS (Oslo)
�Camelot / BPS (Budapest)
�Camelot / BPS(Tallinn)
�Cologne�Mannheim (HQ)�Munich
�Zürich �Basel
�Cologne�Mannheim (HQ)�Munich
�Zürich �Basel
Camelot IDPro AG
Camelot IDPro is an international consulting organization with leading expertise in the Chemical, Pharmaceutical and Consumer Goods Industry
Camelot IDPro is an international consulting organization with leading expertise in the Chemical, Pharmaceutical and Consumer Goods Industry
Camelot IDPro AG 45/5/20104
We provide holistic consulting services along the entire Value Chain
What we offer
Operations
Managem
ent
StrategyProcess & Organization
IM / Systems
Classic strategicconsultancy
Process and IT consultancy
Subcontractor
Camelot IDProCamelot
ITLab
Camelot Core Competences
Strategy & Operations Strategy Implementation
Process & Value Chain Management
Organization & Business Transformation
A full-service consultancy – with core competences in operations strategy implementation, holistic reengineering of Value Chains, as well as organizational alignment and business transformation.
A full-service consultancy – with core competences in operations strategy implementation, holistic reengineering of Value Chains, as well as organizational alignment and business transformation.
Operations &
SCM
Sourcing &
Procurement
Logistics &
Transportation
Sales &
Customer Service
Camelot – Thought Leader in LEAN SCM
Camelot IDPro AG 5
Camelot addresses the critical value chain levers of the process industry with its key-services
Strategy to results… and …Innovation to solution! Strategy to results… and …Innovation to solution!
KPIKey
Performance
Indicators
KPIKey
Performance
Indicators
BPI
Business Unit
Performance Indicators
BPI
Business Unit
Performance Indicators
PPIProcess Performance
Indicators
PPIProcess Performance
Indicators
Vision,
Mission,CorporateStrategy
StrategicPlanning
OperationalPlanning
Strategy moni to ring
Target va lues
Strategic
action plann ing
Stra tegy upda te
Detai ledoperational plann ing
PerformanceMeasurement
Plan executionProcessoptimization
Stra tegic learning
& feedback
Define & cascade
objectives
Vision,
Mission,CorporateStrategy
StrategicPlanning
OperationalPlanning
Strategy moni to ring
Target va lues
Strategic
action plann ing
Stra tegy upda te
Detai ledoperational plann ing
PerformanceMeasurement
Plan executionProcessoptimization
Stra tegic learning
& feedback
Define & cascade
objectives
�EBIT
�ROI / ROCE
�EVA
�Sales
�CM�Costs
�COGS
�Forecast Accuracy
�Cycle times
�Activity costs
Portfolio Management�SKU Management
�SC Customer Service Configuration
�Supplier Management & Development
Network Optimization & Working Capital Mgt�Value Based Network Design
�Active Asset Management
�Advanced Inventory Management
Operational Strategy�SC Strategy Development and
Alignment�SC Model Design
Business Transformation & Organization�Organizational Alignment �Change Management
Performance Management�Business Planning
�Business Performance Management
Process Improvement�SC Planning Processes (S&OP)
�Harmonization & Consolidation
�Logistics & Transportation Mgmt.
�SC Collaboration
Segmentation & Classification�SCM Segmentation
�Process Classification
Lean Operations�Lean SCM
�Operational Excellence
Information Technology�Software Evaluation
�Blueprinting & Implementation
A B C
X
Y
Z
Data Quality�Master Data Management (Process & Organization)
�Data Quality Evaluation & Improvement
SCM APOSCM APO
APO 5.0APO 5.0 ICH ICH
R/3 4.6
Inter-company
R/3 4.6
Inter-
company
ECC 5.0
Inter -company
ECC 5.0Inter-
company
R/3 4.7Supplier/
Customer
R/3 4.7Supplier/
Customer
BW 3.5BW 3.5
XIXI
ALE
ALE
CIFCIF
Source Make De liver
Plan
Systems & Data
Systems & Data
Flow design
Flow design
Organizat ion
Organizat ion
Processes
Processes
Strategy
Strategy
x
xStrategy
Processes
Systems & Data
Flow
designOrganizat ion
x
x
x
x
x
x
Management & Business Processes & Information
WorkingCapital
Costs
Service
Value Chain
Excellence
Triangle WorkingCapital
Costs
Service
Value Chain
Excellence
Triangle
SC Compliance� Sustainability
� Risk Management
Assess Design Implement Sustain
WorkingCapital
Costs
Service
Value Chain
Excellence
Triangle
SC Performance Assessment� Benchmarking
� Opportunity
Identification
Camelot – Thought Leader in LEAN SCM
Camelot IDPro AG 6
We have a profound industry expertise with strong focus on the process industry
Camelot IDPro AG - a fully committed partner to make effective and efficient Value Chain Management for the Process Industry happen. Strategy to results. Innovations to solutions.
Camelot IDPro AG - a fully committed partner to make effective and efficient Value Chain Management for the Process Industry happen. Strategy to results. Innovations to solutions.
Op
era
tio
ns
Man
ag
em
en
t
Strategy Process & Org.
ImplementationIM / Systems
Process and IT consultancy
Strategic and
process consultancy
Classicstrategic
consultancy
Where we work
Camelot IDPro
Subcontractor
Camelot – Thought Leader in LEAN SCM
Camelot IDPro AG 7
AGENDA
4 Your way forward
1 Camelot – Thought Leader in LEAN SCM
2 21st Century Supply Chain Planning Paradigm
3 Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 8
Lean Planning and Scheduling
ProcessesProcesses OrganizationOrganization
Information Systems
Information Systems
• Easy planning concept
• Low inventory levels
• Stable cap. utilization
• Reduced lead times
• Less planning effort
Current challenges in the chemical industry
Lean Thinking
LPS
How do Lean Principles shape planning
and scheduling processes?
How can the planning
approach
dramatically increase
customer service and
reduce working capital
and costs?
Modern production systems
What are the
requirements of Lean
Manufacturing to an
appropriate planning
approach?
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 9
Planning Loop Trap
LPS
Classic forecast-based planning often ends in the planning loop trap
Forecast
required
Forecast
requiredLead timeLead time
ε
t
Forecast deviation
The longer the forecast horizon, the higher the
forecast error
• Safety stock required
• Short term production adjustments
• Variability of capacity utilization
Impact of forecast deviation
Longer lead time
Think lean and avoid the planning loop trapThink lean and avoid the planning loop trap
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 10
Classic planning approach
Production
Inventory
Inventory
Capacity utilization
Forecast
Customer
Consumption
In classic planning, demand variations are translated into productionwhile inventories are hardly utilized and kept untouched
In classic planning, demand variations are translated into productionwhile inventories are hardly utilized and kept untouched
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 11
Lean Planning & Scheduling
Production
Inventory
Inventory
LPS actively uses inventories to manage demand variability while keeping capacity utilization constantLPS actively uses inventories to manage demand variability while keeping capacity utilization constant
Consumption trigger
Customer
Consumption
Capacity utilization
Order
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 12
LPS: Paradigm change
Main Characteristics:
• Asset reacts to demand variability
• Floating production quantities
• Inventory is hardly touched
• Sub-optimal capacity utilization
0
20
40
60
80
100
120
140
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Consumption Make Capacity usage Inventory
Period:
Capacity is target (LPS)
Main Characteristics:
• Inventories address demand variability
• Repetitive production cycles
• Inventory actively used
• Stable capacity utilization
0
20
40
60
80
100
120
140
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24Period:
Stock is target (Classic planning)
Project Example
Consumption Make Capacity usage Inventory
The lean planning & scheduling approach has clear benefits for not too volatile high-volume productsThe lean planning & scheduling approach has clear benefits for not too volatile high-volume products
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 13
Tactical parameter
driven
Leveledcapacity
utilization
ConsumptionPull
Active use of inventories
E2E segmentation & synchronization
LPS
Benefits of LPS at a glance:
• Simplified planning
• Planning is reduced to few
parameters
• Less planning effort
• Stable asset usage
• Smaller batches & shorter lead times
• Repetitive production patterns with
stable make quantities
• Learning effects
• Quality improvement
• Easier supply chain collaboration
• More transparency facilitates E2E SC
coordination
To adopt lean thinking in planning, various principles need to be followed to realize a wide range of benefitsTo adopt lean thinking in planning, various principles need to be followed to realize a wide range of benefits
No forecast trigger
Lean SCM & LPS principles and benefits
21st Century Supply Chain Planning Paradigm
Camelot IDPro AG 14
AGENDA
4 Your way forward
1 Camelot – Thought Leader in LEAN SCM
2 21st Century Supply Chain Planning Paradigm
3 Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 15
Intermediates Finished GoodsFinished Bulks CustomerDC
Lean SCM & Global LPS
Renewal
Segmentation TacticalParameterization
StrategicSC Configuration
E2E SC Planning Monitoring
Form. Comp. Pack
FGIWIPWIP
B
D
F
H
I C
E
G
Production Cards
L K J A
L
A
Form. Comp. Pack
FGIWIPWIP
B
D
F
H
I C
E
G
Production Cards
L K J A
LL
A
Form. Comp. Pack
A
B
C
D
E
FGH
I
J
K
L
MN O
A
BC
D
E
F
A
BC
D
E
F
WIP WIP FGI
Form. Comp. Pack
A
B
C
D
E
FGH
I
J
K
L
MN O
A
B
C
D
E
FGH
I
J
K
L
MN O
A
BC
D
E
F
A
BC
D
E
F
A
BC
D
E
F
A
BC
D
E
F
WIPWIP WIPWIP FGIFGI
A
BC
D
E
F
Working Stock
Safety Stock Supply
Other Cycle Time Stock
Policy Stock
Safety Stock Demand
The LPS process is an end-to-end methodology, enabling the coordination and organization of the entire supply chain in an efficient and lean way
The LPS process is an end-to-end methodology, enabling the coordination and organization of the entire supply chain in an efficient and lean way
RW
cycle time
IRL
S&OP
Lean Planning & Scheduling for Chemical Champions
Volumelow medium high
low
medium
high
Variability
IRL / RW/ Kanban
Flow
Make to order
CampaignPlanning
Make to forecast
Camelot IDPro AG 16
Define decoupling points and allocate inventory within the global supply
chain
• Inventory in the regional distribution centres is replenished in line with actual consumption
• Postponement of outer packaging enables optimization of FG inventory
• Decoupling inventories for intermediates stage reduces the planning complexity
• To minimize the “bullwhip effect”, the actual customer demand is communicated using consumption pull
Long Lead Time
Materials
Short Lead Time
Materials
SynthesisMilling &
Inner Packing
Outer Pack To Order
Mid Term Forecast Customer
Order
Customer Order
Raw
Materials Intermediates
FG Inner
Pack
Regional
Distribution Centre
FIFO
Push
Consolidated FG Operation
Call Off Signal Pull Signal Replenishment OrderConsolidated Pull Signal
Transparency and clarity in the E2E value streams regarding lead times, decoupling and inventory tactics is key
Transparency and clarity in the E2E value streams regarding lead times, decoupling and inventory tactics is key
Working Stock
Safety Stock Supply
Other Cycle Time Stock
Policy Stock
Safety Stock Demand
Working Stock
Safety Stock Supply
Other Cycle Time Stock
Policy Stock
Safety Stock Demand
Working Stock
Safety Stock Supply
Other Cycle Time Stock
Policy Stock
Safety Stock Demand
Working Stock
Safety Stock Supply
Other Cycle Time Stock
Policy Stock
Safety Stock Demand
IM Production
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 17
Segment the portfolio to determine the best fitting supply mode
Volumelow medium high
low
medium
high
Variability
IRL / RW/ Kanban
Flow
Make to order
CampaignPlanning
Make to forecast
The inventory and decoupling tactics as well as the supply mode set the framework for E2E lean planning The inventory and decoupling tactics as well as the supply mode set the framework for E2E lean planning
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 18
Simulation B: To-Be modes
Supply mode simulationSimulation A: As-Is modes
Best supply modes
OEE Service-level Cost
OEE Service-level Cost
Volume
Variability
Simulation based analysis supports the optimal segmentation and allocation of supply modes regarding KPI trade-offs
Simulation based analysis supports the optimal segmentation and allocation of supply modes regarding KPI trade-offs
MTF
Lean Planning & Scheduling for Chemical Champions
MTO
Volume
Variability
Flow
RWMTF
MTO
Camelot IDPro AG 19
Global Supp
ly Chain Plan
ning
Network planning
and capacity
alignment
Segmentation and
SC planning modes
Optimization of tactical
SC parameters
Forecast and product
life cycle management
- Rhythm time
- Sequence
- Behavior
- Capacity
usage
Rhythm Wheel Scheduling
Rhythm Wheel Controlling
Rhythm Wheel Design CTR
make skip
IRL
OrderCI
Pull
PO
RW Attainment
RW As-Designed
RW As-Designed
Renewal
RW As-Is
The rhythm wheel process is an integral part of global lean SCMThe rhythm wheel process is an integral part of global lean SCM
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 20
IRL RW
Flow
MTO
Kanban
Supply Modes
Value Chain DC Customer
The better the production levelling, the higher the performance of the production system The better the production levelling, the higher the performance of the production system
Rhythm Wheel leveled asset
A
D
E
F
B
C
• Allocate products on the
wheel
• Define optimal sequence
• Define production quantities
based on reference demand
• Define planned cycle time &
upper / lower boundary
• KPI-based evaluation
(utilization, service level,
OEE, etc.)
Rhythm Wheel Design
Inter-mediates
Finishedbulks
Finished goods
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 21
IRL RW
Flow
MTO
Kanban
Supply Modes
Value Chain DC Customer
The production decisions are based on a simple rule and purely consumption pull drivenThe production decisions are based on a simple rule and purely consumption pull driven
A
BC
D
E
F
Rhythm Wheel leveled asset
Current Inventory < IRL ?
MAKE
Current Inventory > IRL ?
SKIP
Working Stock
Safety Stock Supply
Other Cycle Stock
Policy Stock
Safety Stock Demand
I nventory
R eplenishment
L evel
Stock
Rhythm Wheel Scheduling
Inter-mediates
Finished bulks
Finished goods
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 22
Working Stock
Safety Stock Supply
Other Cycle Stock
Policy Stock
Safety Stock Demand
Working Stock
Safety Stock Supply
Other Cycle Stock
Policy Stock
Safety Stock Demand
IRL RW
Flow
VMI
Demand
IRL
A
BC
D
E
F
Rhythm Wheel leveled asset
Cycle time
12d
8d
Cutting of outliers moves variability of response from production to inventory Cutting of outliers moves variability of response from production to inventory
Value Chain DC Customer
IRL RW
Flow
MTO
Kanban
Supply Modes
IRL
Stock
Rhythm Wheel Scheduling
Inter-mediates
Finished bulks
Finished goods
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 23
IRL RW
Flow
VMI
Measurable and comprehensible KPIs enable effective planning process managementMeasurable and comprehensible KPIs enable effective planning process management
Inter-mediates
Value Chain Finished bulks
Finished goods DC Customer
IRL RW
Flow
MTO
Kanban
Supply Modes
Rhythm Time Attainment (RTA)
• Tracks cycle length over time
• Evaluates the difference between the planned and actual cycle time
• Shows variations in capacity utilization
Run To Target (RTT)
• Shows required and actual production quantities in every cycle
• Tracks order fulfillment
• Evaluates the efficiency of the chosen cycle length boundaries
A
BC
D
E
F
0 1 2 3 4 5 6 7 cycles
Process Behavior Chart RTA
10
12
8
qty RTT Quantities
20
30
10
Total orders
1 3 4 5 6 7 cycles
0
Total qty
Lean KPIs
2
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 24
CustomerDC
The configuration of the few LPS parameters enables the synchronization of the global supply chainThe configuration of the few LPS parameters enables the synchronization of the global supply chain
Intermediates Finished
Goods
Finished
Bulk
A
BC
D
E
FA
BC
D
E
FA
BC
D
E
F
Calibrate synchronization
via parameter setting
Lean Planning & Scheduling for Chemical Champions
E2E Supply Chain synchronization with LPS
Working Stock
Safety Stock Supply
Other Cycle Stock
Policy Stock
Safety Stock Demand
IRLtmax
APIA
BC
D
E
F
APIA
BC
D
E
F
tmin
RW
Cycle
length
Camelot IDPro AG 25
tmaxtmin = tmax
Smooth SCFlexible response
tmin
SC responseSC response
A
BC
D
E
FA
BC
D
E
F
Trade-off
Lean Planning & Scheduling for Chemical Champions
E2E Supply Chain synchronization with LPS
Finished GoodsFinished BulkIntermediatesVolume
Variability? A
BC
D
E
F?A
BC
D
E
F?A
BC
D
E
F
Adjust the parameters and balance response and flexibility to synchronize your supply chainAdjust the parameters and balance response and flexibility to synchronize your supply chain
Camelot IDPro AG 26
Lean Planning process aligned organization
• Total
• SC cost-to-serve
• SC Continuity
• Responsiveness
• Total
• Inventories
• Capacity util.
• Service level
• Process stability
• Equipment avail.Execution
Teams
LPS enables an agile planning organisation with clearly defined roles and responsibilities LPS enables an agile planning organisation with clearly defined roles and responsibilities
Performance
Total
• Inventories
• Capacity util.
• Service level
• Process stability
• Equipment avail.
Total
• SC cost-to-serve
• SC Continuity
• Responsiveness
Strategic SCM Board
Site TacticalPlanning
Department
Global Tactical SC Planning Committee
Process
Segmentation
Execution Teams
Site TacticalPlanning
Department
Parameterization
E2E LPS
S&
OP
/ R
en
ew
al
Monitoring
Configuration
Site
• Inventories
• Capacity util.
• Service level
• RTA, RTT,…
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 27
Demand Planning
Master Planning
Fine Planning & Scheduling
Network Planning
Global Components
Reporting
S&OP
Demand Planning
Master Planning
Fine Planning & Scheduling
Network Planning LEAN planning methods
configuration
Lean planning methods application
MDMEAI…
Planning System
The Lean Planning IT implementation extends organically the existing landscape and enables full leverage of common components
The Lean Planning IT implementation extends organically the existing landscape and enables full leverage of common components
Monitoring
IT landscape for lean supply chain planning & scheduling
LEAN parameter planning and optimization
Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 28
AGENDA
4 Your way forward
1 Camelot – Thought Leader in LEAN SCM
2 21st Century Supply Chain Planning Paradigm
3 Lean Planning & Scheduling for Chemical Champions
Camelot IDPro AG 29
Benefits of LPS at a glance:
• Simplified planning
• Planning is reduced to few
parameters
• Less planning effort
• Stable asset usage
• Smaller batches & shorter lead times
• Repetitive production patterns with
stable make quantities
• Learning effects
• Quality improvement
• Easier supply chain collaboration
• More transparency facilitates E2E SC
coordination
Adopting lean thinking in planning, various principles need to be followed to realize a wide range of benefitsAdopting lean thinking in planning, various principles need to be followed to realize a wide range of benefits
Summary
Lean Planning & Scheduling (LPS) – Your way forward
Tactical parameter
driven
Leveledcapacity
utilization
ConsumptionPull
Active use of inventories
E2E segmentation & synchronization
LPS
No forecast trigger
Camelot IDPro AG 305/5/2010
The journey to world class end-to-en value chain management
Benefits do not need to occur in area of implementation, but will materialise in the end-to-end process
Data & IT
Lean Supply Chain Planning
Lean Scheduling
Lean Logistics
Organization & Change Management
Monitoring & Reporting
Lean Administration
Lean Manufacturing
Vendor Integration
Source
Production Planning
Procurement Planning
Make Deliver InvoiceWarehousing
Pla
nn
ing
Exec
uti
on
Inventory Planning
Distribution Planning
Demand Planning
Supply Chain Configuration
Supply Chain Configuration
Lean Planning & Scheduling (LPS) – Your way forward
Camelot IDPro AG 315/5/2010
Camelot offers the full toolset for lean SCM achieving operational excellence
Waste elimination
Respect the individual
Customer first
Ap
pr-
oa
ch
Continuous Improvement
FlowStandar-dization
PullTakt
Pri
nc
i-p
les
To
ols
Lean Planning & Scheduling
Simulation & Parameter-
optimizationSegmentation
Event Management
5S KaizenVisualization KPIs
VMI / SMI(Vendor / supplier
mgd inventory)Gemba
TPM (Total Productive
Maintenance)
Rhythm WheelIRL
(Inventory Target Setting)
Leveled Flow Design
Kanban
SMED (Single Minute
Exchange of Dies)
OEE (Overall Equipment
Effectiveness)
Flexibility / Complexity
Design
JiS / JiT(Just in
Sequence / Time)
VSM(Value Stream
Mapping)
DMAIC (problem solving)
S&OP and Parameter Renewal
Perfect Plant (Shop-Floor Integration)
PCO(Process Centric
Organization)
Data Quality Management
All tools contribute to the overall approach and principles on the journey to lean SCM
Lean Planning & Scheduling (LPS) – Your way forward
Camelot IDPro AG 32
Lean Planning & Scheduling (LPS) – Your way forward
As Lean Thought Leader we continuously explore the topic further
t
TRW cycle length
t
TRW cycle length
t
TRW cycle length
Global service level
Required IRL
Prof. RehofFraunhofer Institut für Software und
Systemtechnik ISST
Prof. Fleischmann Universität Mannheim, Lehrstuhl für ABWL und Logistik
Prof. Pfohl Technische Universität Darmstadt, Fachgebiet Unternehmensführung u. Logistik
Prof. Thonemann Universität Mannheim,
Seminar für SCM und Management Science
Multi-Stage LPS :
• SC topology optimization
• Global parameter optimization
• Synchronization of lean planning instruments over entire SC
• Analytical multi-stage variation
analysis
Linkage: LPS and other areas:
• Root-cause analysis of
deviations
• Mapping to financial KPIs
• Collaboration business models across the value chain
• Organizational deployment
LPS Tools:
• ERP / APS extensions
• Cloud computing
• Advanced planning methods
• Simultaneous optimization
engines
Thank you for your attention!