1. //
  2. Start
  3. //
  4. Publications
  5. Order Planning
  6. Output formats
  7. //

Order Planning

Research output: Contributions to collected editions/works › Chapter › peer-review

Standard

Order Planning. / Stamer, Florian; Peukert, Sina; Lanza, Gisela.
Global Manufacturing Management : From Excellent Plants Toward Network Optimization. ed. / Thomas Friedli; Gisela Lanza; Dominik Remling. Springer Nature AG, 2021. p. 143-153 (Management for Professionals; Vol. Part F465).

Research output: Contributions to collected editions/works › Chapter › peer-review

Harvard

Stamer, F, Peukert, S & Lanza, G 2021, Order Planning. in T Friedli, G Lanza & D Remling (eds), Global Manufacturing Management : From Excellent Plants Toward Network Optimization. Management for Professionals, vol. Part F465, Springer Nature AG, pp. 143-153. https://doi.org/10.1007/978-3-030-72740-6_10

APA

Stamer, F., Peukert, S., & Lanza, G. (2021). Order Planning. In T. Friedli, G. Lanza, & D. Remling (Eds.), Global Manufacturing Management : From Excellent Plants Toward Network Optimization (pp. 143-153). (Management for Professionals; Vol. Part F465). Springer Nature AG. https://doi.org/10.1007/978-3-030-72740-6_10

Vancouver

Stamer F, Peukert S, Lanza G. Order Planning. In Friedli T, Lanza G, Remling D, editors, Global Manufacturing Management : From Excellent Plants Toward Network Optimization. Springer Nature AG. 2021. p. 143-153. (Management for Professionals). doi: 10.1007/978-3-030-72740-6_10

Bibtex

@inbook{0b190abb329e4b5a9f6a34f1fce80d18,
title = "Order Planning",
abstract = "In the context of managing global production networks, the way customer orders are planned and scheduled in the production network highly affects a company{\textquoteright}s competitiveness. A well-defined and well-executed planning process enables manufacturing companies to satisfy their customers{\textquoteright} needs to a high degree while keeping production costs at a low level. In a company{\textquoteright}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.",
keywords = "Engineering",
author = "Florian Stamer and Sina Peukert and Gisela Lanza",
note = "Publisher Copyright: {\textcopyright} 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.",
year = "2021",
doi = "10.1007/978-3-030-72740-6_10",
language = "English",
isbn = "978-3-030-72739-0",
series = "Management for Professionals",
publisher = "Springer Nature AG",
pages = "143--153",
editor = "Thomas Friedli and Gisela Lanza and Dominik Remling",
booktitle = "Global Manufacturing Management",
address = "Germany",

}

RIS

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 AG

ER -

DOI

Recently viewed

Researchers

  1. Jürgen Lürssen