PART I: THE PROBLEM |
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The Materials Management Function Is in Trouble |
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3 | (12) |
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MRP Struggling to Support Modern Supply Chains |
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... The Way Things Used to Be |
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... But Then Trouble Began |
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... Attempts to Alleviate Trouble Began |
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... Have These Attempts Worked? |
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... More Trouble on the Horizon |
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The Root Cause of the Struggle |
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Minimum Requirements for a Solution |
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15 | (8) |
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Let the Customer Drive the System |
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The Material Supply Function |
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Elimination of Material Shortages |
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Elimination of Stock-Outs |
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PART II: THE SOLUTION |
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Reviewing and Learning from the Champions |
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23 | (34) |
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The Basics of the 3c Theory |
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57 | (30) |
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The Synchronized MRP Solution |
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87 | (18) |
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Supply Chains --- Definition |
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The 3C Approach to Engineering the Supply Chain |
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The First Step --- Characterization of the Chain |
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The Second Step --- Determining the Capacity of the Chain |
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The Third Step --- The Step Rule to Control Flow Through the Chain |
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The Fourth Step --- Optimization of the Chain |
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Supply Chains --- Optimization |
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Is 3C Always Better Than MRP? |
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105 | (26) |
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Varying Commonality and Forecast Accuracy |
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The 0% Forecast Accuracy Case |
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Under Perfect Commonality (Scenario FA 00:CIND 1.0) |
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Under Less Than Perfect Commonality (Scenario FA 00:CIND 0.8) |
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Under Remaining Less Than Perfect Commonality (Scenarios FA 00: CIND 0.6--0.0) |
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The 50 and 100% Forecast Accuracy Cases |
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Summary of Results --- Sensitivity Analyses to Forecast Accuracy at Different Levels of Commonality |
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About Our Experimentation |
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Complete Absence of Commonality |
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Summary of Results of Sensitivity Analyses to Sales Density |
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131 | (16) |
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3C --- Discovered By Materials Management Practitioners, Not Information Technology People |
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Greenfield and Re-Engineering Principles |
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How Come No One Thought of This Before? |
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Integrated Pull Principles |
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3C --- The Customer Driven Supply Chain |
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Delivery Performance and Turnover Ratio |
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147 | (16) |
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Assessment of Current Status |
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Material Shortages and Stock-Outs |
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163 | (16) |
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Learning from Past Experiences |
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The Global Markets Brought an Urgency |
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Capitalizing on Your Local Experts' Minds |
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Complexity --- A Real Concern |
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Enterprise First & Clean Later (EF&CL) |
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Clean First & Enterprise Later (CF&EL) |
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PART III: THE THEORY |
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179 | (34) |
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What it Is and What it Isn't. What it Does and What it Doesn't Do |
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Important 3C Mechanisms and Controls |
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Globally Combined Limitation |
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To Make Full Use of Commonality |
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Commonality --- The Powerful Strategy |
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The 3C Rate Bill (RBILL) --- Simplest Case |
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The 3C Rate Bill (RBILL) --- Generic Case |
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Commonality Index (CIND) --- Example |
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Time Between Purchases (TBP) |
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Quantity Maximum (Qmax) --- Definition |
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Quantity Zero (Q0) --- Definition |
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To Continuously Optimize the Business |
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Marginal Contribution Rate (MCR) |
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New Practices, New Results |
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Lead Times of Customer Orders Reduced |
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Material Shortages Drastically Reduced |
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Summarizing the Main Differences |
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New Practical Rules --- Putting it All Together |
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Planning Cycles Become Obsolete |
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Reduction of Suppliers' Lead Times Loses Importance |
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Bureaucracy Out, Simplicity In (Operating Expenses Down) |
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Glossary |
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213 | (2) |
Appendix A |
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215 | (6) |
Appendix B |
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221 | (12) |
Index |
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233 | |