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Chapter 16 provided generic commentary around the "work" part of work and information flow. Here is some necessary background on the "information" part.In the language of SCOR, information flow is represented in inputs and outputs—definitions that are detailed in the SCOR dictionary (refer to Figure 13-1). There are two points to make regarding the inputs and outputs as summarized in the dictionary. First, what's represented on the picture and in the definitions section are a laundry list, there are no required links. And the format of the documentation is not in a true process flow. For example, the input to S1.2—receive product is the product and the output is receipt verification; the picture is not specific about the information link between each Level Three process. Users need to use the diagram as a guide, deciding which inputs and outputs are appropriate for their own blueprint.Second, the inputs and outputs must be translated into the language of the application that will be used to create them. The application can be phone, fax, paper forms, voicemail, or digital through web-based data entry or modules of an ERP system. The tactics of the company's e-business strategy need to be reflected in the signals between elements. The inputs and outputs can be put in a variety of digital forms, such as electronic data interchange (EDI), extensible markup language (XML), etc. The information flow needs to reflect the TO BE solution environment.With that as background, here is brief tour part two of the TO BE blueprint (Table 16-3).The signals required to complete a sales order include a customer quote request, quote record, booked order, available inventory status, confirmed allocated order, pick list, customer master data containing routes, transportation master data containing rates and carriers, picked load, shipment record, advanced ship notice, customer receipt, and customer invoice.The signals required to complete a work order or production job include planned orders, production schedule (by line or cell or process), material pull request, work order, replenishment order, and shipment.The signals required to complete a purchase order include a requisition or other replenishment input, purchase order, receipt record, quality record, and supplier invoice. The signals required to complete a return authorization include customer request or planned return schedule, return authorization record, credit or replacement record, receipt record, disposition record, requisition for parts, material move request, return authorization to the supplier, and shipment record.The signals required to support a forecast and supply replenishment plan include actual demand records, statistical forecast, forecast adjustments, supply plan exceptions, constrained unit plan, allocated orders by stock keeping unit by location, distribution resource exceptions, distribution requirements plan by location, replenishment order, master production schedule, planned orders, and material requirements plan.This entire list—plus any others specific to the company—needs to be translated into appropriate labels in a packaged application.The PLAN changes identified in the Fowlers case (Figure 17-1) include different signals that trigger a new unit forecast (P1.1), such as sales history; promotion; revised item master; other special causes; and annual unit and financial forecast. Sales history in this case refers to the month-end update of the planning software, based on actual demand. Promotion refers to the revised promotional calendar for specific customer or item events, as well as the general marketing campaigns. Revised item master refers to changes in item data that would change the method of forecast; for example, corporate marketing needs to release new products and a list of rationalized items to be retired. In either case, the history will need to be adjusted in some way during the work part of P1.1.
Figure 17-1: Fowlers' TO BE PLAN processes with inputs and outputs.
Examples of special causes that are inputs to the forecast process include significant changes in the customer base, large trade shows where product is given away, and new market share acquisitions. The annual unit and financial forecast is the month's previous agreed-to plan—the most recent sales and operations plan.
Signals that trigger a new supply plan (P1.2) to support the forecast focus primarily on the replanned quarterly aggregate unit forecast. In this case, Fowlers is assuming that the capacity assumptions, inventory stocking strategies, and other essential supply planning setups are completed in the Enable PLAN elements prior to the actual P1.2 work. Replanned quarterly aggregate unit forecast refers to the unconstrained unit forecast generated by the demand planner in the previous step, when he or she hit the "done" button for the demand plan. Signals that trigger balance activity between requirements and resources are the quarterly unit supply plan exceptions. In supply planning terms, this is the exception list identified by item and location where there is real potential to miss designated customer service levels. Exceptions also point out where there is too much inventory.Signals that trigger an update process include consensus balanced quarterly supply chain plans. Fowlers is seeking to formalize agreement to the exceptions and officially update a constrained unit plan that will feed the rest of the planning elements with an updated quarterly unit plan. It also would contribute to the revised financial projection needed in the leading practice of sales and operations planning with rolling twelvemonth unit and financial forecast projections.
