Order Planning
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Global Manufacturing Management : From Excellent Plants Toward Network Optimization. Hrsg. / Thomas Friedli; Gisela Lanza; Dominik Remling. Springer Nature, 2021. S. 143-153 (Management for Professionals; Band Part F465).
Publikation: Beiträge in Sammelwerken › Kapitel › begutachtet
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TY - CHAP
T1 - Order Planning
AU - Stamer, Florian
AU - Peukert, Sina
AU - Lanza, Gisela
N1 - Publisher Copyright: © 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.
PY - 2021
Y1 - 2021
N2 - In the context of managing global production networks, the way customer orders are planned and scheduled in the production network highly affects a company’s competitiveness. A well-defined and well-executed planning process enables manufacturing companies to satisfy their customers’ needs to a high degree while keeping production costs at a low level. In a company’s overall planning hierarchy consisting of long-term strategic, mid-term tactical, and short-term operational planning, order planning can be positioned between the mid-term and the short-term planning processes. As it can be seen in the automotive industry, for example, the transition from mid- to short-term planning currently lacks consistency since the primary and secondary demand planned mid-term does not necessarily match the real customer demand arising in the short term. Customer order planning in this context can significantly improve consistency by bringing together demand forecast and real customer orders.
AB - In the context of managing global production networks, the way customer orders are planned and scheduled in the production network highly affects a company’s competitiveness. A well-defined and well-executed planning process enables manufacturing companies to satisfy their customers’ needs to a high degree while keeping production costs at a low level. In a company’s overall planning hierarchy consisting of long-term strategic, mid-term tactical, and short-term operational planning, order planning can be positioned between the mid-term and the short-term planning processes. As it can be seen in the automotive industry, for example, the transition from mid- to short-term planning currently lacks consistency since the primary and secondary demand planned mid-term does not necessarily match the real customer demand arising in the short term. Customer order planning in this context can significantly improve consistency by bringing together demand forecast and real customer orders.
KW - Engineering
UR - http://www.scopus.com/inward/record.url?scp=85162942008&partnerID=8YFLogxK
U2 - 10.1007/978-3-030-72740-6_10
DO - 10.1007/978-3-030-72740-6_10
M3 - Chapter
AN - SCOPUS:85162942008
SN - 978-3-030-72739-0
T3 - Management for Professionals
SP - 143
EP - 153
BT - Global Manufacturing Management
A2 - Friedli, Thomas
A2 - Lanza, Gisela
A2 - Remling, Dominik
PB - Springer Nature
ER -