The Planning Process Integration Influence on the Efficiency of Material Flow in Production Companies

Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 745)

Abstract

In the article, the authors present the results of the research on the planning process integration influence on the efficiency of material flow in production companies. In order to identify the influence the authors developed their own planning process integration model based on the Sales and Operations Planning (SOP) approach. Four planning process integration levels were qualitatively defined at the tactical level and were modelled in the simulation environment. The levels were applied to plan material flow in a production company. The flow efficiency was measured by means of the following indicators: customer service level and return on sales. The simulation study results made it possible to confirm that the planning process integration has a positive influence on material flow in production companies.

Keywords

Business process engineering Process integration Sale and operations planning Planning process 

Notes

Acknowledgments

This paper has been financed within the grant by the Ministry of Science and Higher Education entitled, “Integration of planning processes in supply chain” (project No. KSL 1/17) pursued at the Poznan School of Logistics in Poznań.

References

  1. 1.
    Adamczak, M., Domański, R., Cyplik, P.: Use of sales and operations planning in small and medium-sized enterprises. LogForum 9, 11–19 (2013)Google Scholar
  2. 2.
    Adamczak, M., Hadaś, L., Domański, R., Cyplik, P.: Modelling integration process planning in the supply chain using SOP approach. In: Golińska, P. (ed.) Logistics Operations, Supply Chain Management and Sustainability, pp. 157–169. Springer, Heidelberg (2014)Google Scholar
  3. 3.
    Adamczak, M., Cyplik, P.: Influence of task environment on efficiency of material flow in companies with different level of integration of planning processes. In: 17th International Scientific Conference Business Logistics in Modern Management, October 12–13, Osijek, Croatia (2017)Google Scholar
  4. 4.
    Affonso, R., Marcotte, F., Grabot, B.: Sales and operations planning: the supply chain pillar. Prod. Plan. Control 19(2), 132–141 (2008)CrossRefGoogle Scholar
  5. 5.
    Blackstone Jr., J.H. (ed.): APICS Dictionary, 13th edn. APICS The Association for Operations Management, Chicago (2010)Google Scholar
  6. 6.
    Cyplik, P., Hadas, L., Adamczak, M., Domański, R., Kupczyk, M., Pruska, Ż.: Measuring the level of integration in a sustainable supply chain. IFAC Proc. 47(3), 4465–4470 (2014)CrossRefGoogle Scholar
  7. 7.
    Danese, P., Romano, P., Formentini, M.: the impact of supply chain integration on responsiveness: the moderating effect of using an international supplier network. Transp. Res. Part E: Logist. Transp. Rev. 49(1), 125–140 (2013)CrossRefGoogle Scholar
  8. 8.
    Daviaud, S.: Why is S&OP still an issue and will on-demand bring to the process? Supply Chain Forum: Int. J. 7(2), 32–45 (2006)Google Scholar
  9. 9.
    Farrell, M.J.: The measurement of productive efficiency. J. R. Stat. Soc. 120, 253–281 (1957)Google Scholar
  10. 10.
    Feng, Y., D’Amours, S., Beauregard, R.: The value of sales and operations planning in oriented strand board industry with make-to-order manufacturing system: cross functional integration under deterministic demand and spot market recourse. Int. J. Prod. Econ. 115(1), 189–209 (2008)CrossRefGoogle Scholar
  11. 11.
    Hadaya, P., Cassivi, L.: The role of joint collaboration planning actions in a demand-driven supply chain. Ind. Manag. Data Syst. 107(7), 954–978 (2007)CrossRefGoogle Scholar
  12. 12.
    Hadas, L., Cyplik, P., Adamczak, M.: Dimensions for developing supply chain integration scenarios. Bus. Logist. Mod. Manag. 2015, 225–239 (2015)Google Scholar
  13. 13.
    Hahn, G.J., Kuhn, H.: Optimising a value-based performance indicator in mid-term sales and operations planning. J. Oper. Res. Soc. 62(3), 515–525 (2011)CrossRefGoogle Scholar
  14. 14.
    Kolinski, A., Sliwczynski, B.: Evaluation problem and assessment method of warehouse process efficiency. In: Proceedings of the 15th International Scientific Conference, Business Logistics in Modern Management, Osijek, Croatia, pp. 175–188 (2015)Google Scholar
  15. 15.
    Mazel, J.: New Research Tells How To Put Muscle Into S&OP S&OP Process. Inventory Management Report, November, pp. 6–10 (2004)Google Scholar
  16. 16.
    Muzumdar, M., Fontanella, J.: The secrets to S&OP success. Supply Chain Manag. Rev. 10(3), 4–12 (2006)Google Scholar
  17. 17.
    Olhager, J., Johansson, P.: Linking long-term capacity management for manufacturing and service operations. J. Eng. Technol. Manag. 29(1), 22–33 (2012)CrossRefGoogle Scholar
  18. 18.
    Oliva, R., Watson, N.: Cross-functional alignment in supply chain planning: a case study of sales and operations planning. J. Oper. Manag. 29(5), 434–448 (2011)CrossRefGoogle Scholar
  19. 19.
    Pagell, M.: Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics. J. Oper. Manag. 22(5), 459–487 (2004)CrossRefGoogle Scholar
  20. 20.
    Romano, P.: Co-ordination and integration mechanisms to manage logistics processes across supply networks. J. Purch. Supply Manag. 9(3), 119–134 (2003)CrossRefGoogle Scholar
  21. 21.
    Seo, Y.-J., Dinwoodie, J., Kwak, D.-W.: The impact of innovativeness on supply chain performance: is supply chain integration a missing link? Supply Chain Manag.: Int. J. 19(5/6), 733–746 (2014)CrossRefGoogle Scholar
  22. 22.
    Sodhi, M.S., Tang, C.S.: Determining supply requirement in the sales-and-operations-planning (S&OP) process under demand uncertainty: a stochastic programming formulation and a spreadsheet implementation. J. Oper. Res. Soc. 62(3), 526–536 (2011)CrossRefGoogle Scholar
  23. 23.
    Tuomikangas, N., Kaipia, R.: A.: coordination framework for sales and operations planning (S&OP): synthesis from the literature. Int. J. Prod. Econ. 154, 243–262 (2014)CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.Poznan School of LogisticsChair of Logistics SystemsPoznanPoland

Personalised recommendations