Manufacturing Planning and Control for Supply Chain Management

by Thomas E. Vollmann, William Berry, David Clay Whybark

This text gives comprehensive, real-world-based coverage of the concepts, tools and methods used to manage and control manufacturing systems. This major revision contains four new chapters and four thoroughly upgraded to nearly original content. ERP systems coverage and the impact of them in the field is covered now in a new introductory chapter as well as being integrated heavily into many others. The organization is flexible, with the basic coverage in chapters 1-12, followed by advanced material that could be covered along with the basics, or skipped. Each chapter gives a managerial issues overview, then the detailed technical presentation, then examples of company implementations, then concluding principles.

712 pages, Paperback

First published February 5, 2004

Reviews

[Robert · Rating 5 out of 5]

The comments that follow focus on the Fifth Edition (2005) in which the co-authors update, supplement, or delete material from previous editions as well as add new concepts "in response to changing needs." They also explain that they revised the basic organization of their book "in response to changes in the environment in which manufacturing planning and control (MPC) systems operate."

For example, the implementation of enterprise resource planning (ERP) systems and the continuing decentralization of decision-making to the factory floor. The environment has also become more complicated by the proliferation of globalization initiatives. As a result, the authors note, "the interconnectedness of manufacturing firms has increased substantially. The implication of this is that companies are now often integrated as customers of their suppliers and integrated with customers whom they supply in complicated ways. This has created the need to manage some very complex supply chains or networks."

Of special interest to me is the material provided in Chapter 4, "Enterprise Resource Planning (ERP) - Integrated Systems." For various reasons that the authors cite, it is highly desirable, in fact imperative that decision-making be centralized if the given system is to take full advantage of economies of scale. Redundant transactions must be minimized, if not eliminated. With regard to knowledge management, information must be captured at the source, with any process of transactions fully documented. (Many senior-level executives express the same exasperation: "If only we knew what we know!") In fact, all processes must efficiently support the data needs of the ERP system. Hence the importance of communication, cooperation, and especially, collaboration at all levels and within all areas of the given supply chain. Moreover, a set of performance measures must be formulated in coordination with appropriate policies, procedures, and objectives. Economies of scale can also be achieved if fewer software and hardware platforms are needed during ERP implementation.

[Nickute]

good

[Kurnia Ganjar]

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