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 Possibilities and 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 QCDF — Entrepreneurial Objectives in a Company and in a Supply Chain

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8.3.1 Campaign Planning

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15.3.1 Recording Issues of Goods from Stock

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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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14.3.1 Operations-Oriented Finite Loading, or Operations Sequencing

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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 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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5.3.1 Basic Principles of Materials Management Concepts

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10.3.2 Second-Order Exponential Smoothing Forecast

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9.3.2 Factors That Influence Individual Acceptance and the Range 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 RONA — Resolving Conflicting QCDF Objectives

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8.3.2 Processor-Dominated Scheduling versus Material-Dominated Scheduling

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15.3.2 Recording Completed Operations

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20.3.2 View and Primary and Secondary Keys

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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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11.3.2 Variants of the Order Point Technique

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12.3.2 MRP — Material Requirements Planning Technique and Planned Orders

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14.3.2 Order-Oriented Finite Loading

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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 Economic Opportunities for Social Commitment of Sustainable Supply Chains

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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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5.3.2 Overview of Materials Management Techniques

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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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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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20.3.3 Association and (Association) Role

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7.3.3 The Use of Production Rules in Order Processing

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

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11.3.3 Safety Stock Calculation with Continuous Demand

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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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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 Economic Opportunities for Environmental Commitment of Sustainable Supply Chains

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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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2.3.3 Top Management Level: Building Trust and Establishing Principal Relationships

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5.3.3 Basic Principles of Scheduling and Capacity Management Concepts

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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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15.3.4 Automatic Data Collection and Rough-Cut Data Collection

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20.3.4 Single-Valued and Multivalued Roles, and Total and Partial Roles

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11.3.4 Determining the Service Level and the Relation of Service Level to Fill Rate

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13.3.4 Network Planning and CPM — Critical Path Method

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3.3.4 Energy Management Concepts, Industrial Symbiosis, and Measures for Improved Environmental Performance Using TBL Thinking

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2.3.4 Middle Management Level: Working Out Collaborative Processes in the Supply Chain

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5.3.4 Infinite Loading and Finite Loading — Overview of Scheduling and Capacity Management Techniques

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1.3.5 Industry 4.0, IoT, 3D printing etc. — Enabling Technologies Toward Personalized Production

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20.3.5 Association Types

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20.3.6 Breaking up an n-to-n Association; Association Class

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13.3.5 Central Point Scheduling

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3.3.5 The Measurement of the Environmental Performance of Sustainable Supply Chains

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2.3.5 Operational Management Level: Collaborative Order Processing — Avoiding the Bullwhip Effect

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5.3.5 Available-to-Promise (ATP) and Capable-to-Promise (CTP)

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13.3.6 The Lead-Time-Stretching Factor and Probable Scheduling

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3.3.6 CSR and IPL Statement — Social and Environmental Dimensions of Sustainable Supply Chains in Industrial Practice

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2.3.6 Managing a Strategic Partnership Relationship — A Practical Application

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20.3.7 Different Notations and the Reidentification Key

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13.3.7 Scheduling Process Trains

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2.3.7 The Virtual Enterprise and Other Forms of Coordination among Companies

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20.3.8 Breaking Up a Reflexive n-to-n Association

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