Integral Logistics Management — Operations Management and Supply Chain Management Within and Across Companies

COPYRIGHT © PROF. DR. PAUL SCHÖNSLEBEN

Monthly Archives: September 2020

14.3 Finite Loading

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15.3 Order Monitoring and Shop Floor Data Collection

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13.3 Scheduling of Orders and Scheduling Algorithms

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17.3 Extensions Arising from the Variant-Oriented Concept

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12.3 Deterministic Determination of Dependent Demand

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18.3 TQM (Total Quality Management) and Quality Management Systems

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10.3 Historically Oriented Techniques with Trend-Shaped Behavior

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20.3 Modeling Information Systems in the Data View and Object View

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19.3 Summary

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11.3 ROP (Re)-Order Point Technique, and Safety Stock Calculation

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16.3 Job-Order Costing

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9.3 Factors for Successful Implementation of ERP Software and SCM Software

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2.3 Designing a Strategic Partnership Relationship

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5.3 Introduction to Detailed Planning and Execution

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7.3 Generative Techniques

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4.3 Important Techniques of Analysis in Business Process Engineering

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1.3 Logistics, Operations and Supply Chain Management Strategies in the Entrepreneurial Context

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6.3 The Kanban Technique

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8.3 Processor-Oriented Resource Management

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3.3 Sustainable Supply Chains

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10.3.1 Regression Analysis Forecast

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9.3.1 Limitations of the IT Support of Planning & Control

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18.3.1 Standards and Norms of Quality Management: ISO 9000:2015

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6.3.1 Kanban: A Technique of Execution and Control of Operations

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1.3.1 Company Performance, Supply Chain Performance: QCDF Objectives — Entrepreneurial Objectives in a Company and in a Supply Chain

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8.3.1 Campaign Planning

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14.3.1 Operations-Oriented Finite Loading, or Operations Sequencing

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15.3.1 Recording Issues of Goods from Stock and the Backflush Technique

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6.3.1b The Kanban Feedback Loop and the Kanban Rules

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5.3.1 Basic Principles of Materials Management Concepts

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20.3.1 Object, Attribute, and Object Class

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17.3.1 Expert Systems and Knowledge-Based Systems

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7.3.1 The Combinatorial Aspect and the Problem of Redundant Data

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11.3.1 The ROP (Re)-Order Point Technique

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12.3.1 Characteristics of Discontinuous Dependent Demand

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14.3.1b Operations-Oriented Finite Loading — Example and Evaluation

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5.3.1b The Cumulative Fill Rate

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9.3.1b Possibilities of the IT Support of Planning & Control

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16.3.1 Actual Quantities, Actual Costs, and Backflush Costing

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13.3.1 The Manufacturing Calendar, or Shop Calendar

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3.3.1 TBL — The Triple Bottom Line

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11.3.1b Order Point Calculation

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8.3.1b Synchronizing Process Stages

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3.3.1b The Changing Concept of Sustainability with Reference to the Triple Bottom Line

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4.3.1 Organization-Oriented Process Chart for Pull Logistics and Push Logistics

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2.3.1 Target Area Strategies for Intensive Cooperation

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10.3.2 Second-Order Exponential Smoothing Forecast

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9.3.2 Factors That Influence Individual Acceptance of Implementation of ERP Software

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18.3.2 Deming Prize, MBNQA, EFQM — Models and Awards for Total Quality Management

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6.3.2 Kanban: A Technique of Materials Management

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1.3.2 Supply Chain Strategy, Opportunity and Opportunity Cost

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8.3.2 Processor-Dominated Scheduling versus Material-Dominated Scheduling

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12.3.2 The Material Requirements Planning (MRP) Technique

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14.3.2 Order-Oriented Finite Loading

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15.3.2 Recording Completed Operations, and the Demonstrated Capacity

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11.3.2 Variants of the Order Point Technique

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5.3.2 Overview of Materials Management Techniques — Kanban, Order Point Technique, Cumulative Production Figures Principle (CPFP).

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20.3.2 View and Primary and Secondary Keys

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9.3.2b Factors That Influence the Range of Implementation of ERP Software

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7.3.2 Variants in Bills of Material and Routing Sheets: Production Rules of a Knowledge-Based System

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17.3.2 Implementation of Production Rules in a Knowledge-Based System

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14.3.2b Order-Oriented Finite Loading — Example and Evaluation

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5.3.2b Overview of Materials Management Techniques — Customer Order and Material Requirements Planning (MRP)

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16.3.2 Cost Analysis

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13.3.2 Lead Time Scheduling: Calculating the Manufacturing Lead Time

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3.3.2 SCoC — The Supplier Code of Conduct: Economic Opportunities for Social Commitment of Sustainable Supply Chains

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11.3.2b The Min-Max Reorder System and the Double Order Point System

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12.3.2b Comparing the Effects of MRP and Order Point

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4.3.2 Manufacturing Processes, Service Processes, and Service Blueprinting in the Company-Internal and Transcorporate Layout

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2.3.2 The Advanced Logistics Partnership (ALP) Model, a Framework for Implementation of Intensive Cooperation in the Supply Chain

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1.3.2b Return on Net Assets (RONA), Net Working Capital and Supply Chain Initivative (SCI) — Resolving Conflicting QCDF Objectives

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10.3.3 Trigg and Leach Adaptive Smoothing Technique

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18.3.3 Audits and Procedures for Assessing the Quality of Organizations

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6.3.3 Kanban: Long- and Medium-Term Planning

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1.3.3 Customer Order Penetration Point (OPP), or Customer Order Decoupling Point (CODP), and Approaches such as Modular Product Concept, (Late) Customization, Postponement

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11.3.3 Safety Stock Calculation with Continuous Demand

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8.3.3 Consideration of a Nonlinear Usage Quantity and of a Product Structure with Loops

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15.3.3 Progress Checking, Quality Control, and Report of Order Termination

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5.3.3 Basic Principles of Scheduling and Capacity Management Concepts

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20.3.3 Association and (Association) Role

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11.3.3b Service Level, Safety Factor, and Service Function

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7.3.3 The Use of Production Rules in Order Processing: The Parameterized Bill of Material

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17.3.3 A Data Model for Parameterized Representation of a Product Family (*)

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11.3.3c Safety Stock Calculation with Continuous Demand Following a Normal Distribution

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12.3.3 Determining the Timing of Dependent Demand and the Load of a Planned Order

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14.3.3 Constraint-Oriented Finite Loading

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5.3.3b The Overall Objective of Scheduling and Capacity Management

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13.3.3 Backward Scheduling and Forward Scheduling

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16.3.3 Product Costing or Project Costing – The Interface from Order Management to Cost Accounting

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3.3.3 Energy-intensive Industries — Using Waste From Other Industries: Economic Opportunities for Environmental Commitment of Sustainable Supply Chains

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7.3.3b The Maximum Bill of Material and the Maximum Routing Sheet

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4.3.3 Detailed Analysis and Time Study of Processes: Basic Process Analysis and Value-Stream Mapping

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3.3.3b Proactive Environmental Involvement: Economic Opportunities for Environmental Commitment of Sustainable Supply Chains

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2.3.3 Top Management Level: Building Trust and Establishing Principal Relationships

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11.3.3d Safety Stock Calculation with Continuous Demand Following a Poisson Distribution

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10.3.4 Seasonality Forecast

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18.3.4 Benchmarking

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1.3.4 Target Area Flexibility: Investments in Enabling Organizations, Processes, and Basic Technologies

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11.3.4 Determining the Service Level on the Basis of Stockout Costs

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15.3.4 Automatic Data Collection and Rough-Cut Data Collection

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