Making a material difference to your supply planning

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For want of a nail, a kingdom was lost! That paraphrasing of Shakespeare’s Richard III’s lament is as true in the real world today as it was in the play written in the 16th century.  The English monarch could well have been prescient about today’s CxOs and leaders of supply chains. Replace the word nail with parts, raw material and active ingredients, and kingdom with orders, customers and market share, and you begin to realise the importance of material planning.

Material planners and procurement leaders battle valiantly everyday against extreme complexity and volatility to maintain supply continuity. Ensuring availability of the right materials, at the right time, at the right location in the right quantity requires relentless synchronisation in the entire supply planning process across distribution, production and material planning. It hinges on constant collaboration across the people involved internally, and external stakeholders such as suppliers and contract manufacturers & packers. Synchronised material planning that produces a dependable material plan is the weapon of choice!

Synchronised material planning = Agility + Resilience

As part of an overall Supply Planning process, Material Planning sets itself a few interconnected objectives:

Agile supply chain planning

Enhance organisational trust and collaboration by working with the right people on the right supply issues in a timely manner, operating off a common set of data and assumptions.

Reduce waste

Provide insights for effective decision making around supply risks and threats to plan, stock investment and cost management, ultimately feeding into demand satisfaction.

Reduce waste

Answer what-if questions quickly and banish “I’ll get back you on that one” from the lexicon. Go beyond being just directionally correct to well thought out.

Increased supply chain resilience

Deliver a reliable baseline material plan within an overall supply plan, incorporating as much detail, facts and documented judgement as possible. This, including the material plan, serves as the common foundation from which everyone and all downstream processes operate.

Maximise production throughout

Synchronise planning transition at the procurement ordering lead-time by effecting a smooth handoff from Group-level material planning outside lead-time to Item# or Part# level planning while releasing a purchase order

Empowering planners and decision makers

At Replan, we pride ourselves on being a supply chain planning solution designed to streamline complex production planning that is synchronised with material planning, and minimise reliance on spreadsheets.

Wrapped inside a fast, intuitive UI, we deliver cutting-edge AI modelling and optimisation capabilities to transform and scale production planning. We empower supply chain planners and material planners to anticipate and respond to disruption with greater intelligence and agility. Intelligent algorithms supercharge the delivery of one continuous plan across planning horizons, from IBP/S&OP through material planning and procurement execution. Fast scenario modelling enables manufacturers to confidently create streamlined, dynamic production sequences in minutes.

Create streamlined, dynamic production sequences in minutes

Here’s how your teams can use Replan to deliver on your synchronised material planning objectives

Deliver a reliable baseline material plan within an overall supply plan

PLANNERS & SCHEDULERS

  • Review and maintain master data such raw material and parts data, material consumption rates and min/max stock targets
  • Review in-transit shipments
  • Analyse proposed material requirements plan output by Replan’s automated planning, starting with overall KPIs
  • Change inputs when necessary and re-run the planning algorithms

SUPPLY-SIDE EXECUTIVES

  • Review proposed material requirements plan output by Replan’s automated planning, starting with overall KPIs
  • Approve overall stock levels and associated investment

Provide insights for effective decision making

PLANNERS & SCHEDULERS

  • Drill into proposed material plan with dedicated, easy-to-use system screens for inventory, material usage and requirements
  • Identify and research problem hotspots
  • Snag pertinent screens and create succinct documents to highlight or explain issues

SUPPLY-SIDE EXECUTIVES

  • Inspect provided research and documentation on problem hotspots and proposed decisions
  • Approve overall material plan
  • Approve specific decisions in a timely manner

Synchronise planning transition at the procurement ordering lead-time

PLANNERS & SCHEDULERS

  • Validate proposed Group-to-Item volume and constraints adherence
  • Monitor plan versus execution on a weekly or daily basis.
  • Re-run or adjust plan as necessary

SUPPLY-SIDE EXECUTIVES

  • Review the effects of the transition from outside lead-time horizon to procurement ordering horizon
  • Approve (in ERP) Item-level granular proposed purchase orders for execution

Answer “what-if” questions quickly

PLANNERS & SCHEDULERS

  • Create scenarios by modifying any and all data in a separate environment
  • Run scenarios independently without reliance on IT support or other team members
  • Perform side-by-side impact analysis to answer “what if…” questions

SUPPLY-SIDE EXECUTIVES

  • Ask “what if…” questions
  • Review results of scenario analysis
  • Stretch goal: Create, run and analyse scenarios

Enhance organisational trust and collaboration

PLANNERS & SCHEDULERS

  • Eliminate individual or personal spreadsheets
  • Enable everyone to operate off the same set of data and visible assumptions
  • Communicate and collaborate with the right stakeholders, at the right time working on the right information

SUPPLY-SIDE EXECUTIVES

  • Measure and monitor performance to KPIs
  • Create and administer policies that enhance transparency and accountability

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