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When planning requirements change, planning systems will increase or decrease order quantities or expedite and defer the dates to match the new requirements.

 

But some of these messages can be considered as nothing more than nervousness.  While it might be important to increase or decrease quantities to match the change in demand, an expedite or a defer message, of less than 2 or 3 days, may not be a business requirement, or may be viewed as just nervousness of the system.  Not a good thing.

 

Defer and Expedite.

 

What is defer and expedite anyway?  How important is that?

 

Defer means the order isn't needed as soon as originally planned, that it can be delayed (deferred) for a time.  Perhaps some safety stock inventory has been completed or there has been a return and the supply order isn’t needed as early as originally projected.   If the supply comes in as planned, can the excess inventory be carried until the day of the requirement?

 

Expedite is when the inventory is not meeting requirements and that future order is needed sooner than expected.  How long can the item be on back order and still meet client expectations for quick delivery?

 

Reducing Nervousness

 

When the business requirements permit, then the system nervousness can be reduced by delaying the replenishment for a period of time or by carrying the inventory for a time.

 

Damper Days

 

The JD Edwards EnterpriseOne Requirements Planning system has Damper Days just for this purpose. Setting a damper day value in the R3482/R3483 processing options, allows the planning engine to only create a defer or expedite message when the change is greater than the damper days.  Is it OK to back order an item for 2 or 3 days, but not more?  Then set the expedite damper days to the number of days that reduces nervousness, but does not impact meeting customer expectations.

 

Is it OK to carry 4 or more days of inventory so that orders are not rescheduled to later dates?  Then set the defer damper days to a number of days that an order can come in early to reduce nervousness without a great inventory holding cost.

 

When balancing the planning data setup, assigning the item lead times, safety stock levels, and min max multiples, you can also consider the planning damper days as another tool in the toolbox to reduce the system nervousness and help those planners focus on the real issues for the day.

 

Are you using Damper Days to reduce nervousness?  If so, would you ever go back to not using Damper Days?  If you are not, does this sound like an option in your business? Why or Why not?

 

I encourage you to discuss, what are you doing in your business to reduce nervousness?

The firm and planned orders is a result of an MRP run, but is an idealized infinite capacity plan.  For production work, the plan can be validated by considering the planned and released load on capacity. For vendor supply orders, the plan can be validated against a vendor (blanket) agreement order and vendor supplier constraints.

 

Validate Production Work:

1.  R3382 Capacity Requirements Planning Setup and Overview (Doc ID 1433142.1)

Capacity planning is the process of checking if there are sufficient resources available to complete the scheduled material or production plan on time and in full.  Setting up capacity planning is the process of defining what capacity is available and reviewing the critical areas where capacity constraints exist.  If insufficient capacity is available the user must alter the plan or the capacity manually.

 

    JD Edwards EnterpriseOne Capacity Planning module comprises:

       Resource Requirements Planning (RRP)

       Rough Cut Capacity Planning (RCCP)

       Capacity Requirements Planning (CRP)

 

2. R3382 Capacity Requirements Planning Quick Test Setup (Doc ID 651330.1)

This is a checklist to follow when first testing or troubleshooting CRP (Capacity Requirements Planning).  It will enable users to quickly setup and test R3382.

 

Validate Vendor Schedules:

Vendor schedule constraints can be established and a schedule generated that meets business requirements and vendor agreement constraints.  Supply quantities are then released from the blanket order quantity in a manner that is visible to both the supplier and to the business.

 

1. Understanding Supplier Release Scheduling (SRS) (Doc ID 637829.1)

This document will provide full details of the Supplier Release Scheduling (SRS) process, including processing options, Adhoc Scheduling etc.

 

2.  Supplier Release Scheduling (SRS) Quick Setup (Doc ID 651602.1)

This document lists the steps to aid the user through the Supplier Release Scheduling process.

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