Demand-capacity management
The term " demand-capacity management (abbr .: BKM)" denotes, mainly in the context of production management , the continuous comparison of capacity requirements and available capacities.
Market driven events such as more sales or short-term changes in customer order affecting companies as well as supply bottlenecks in the supply network ( supply chain , Eng. Supply Chain ) or disturbances in the production of enterprises. Manufacturing companies are forced to mirror the changed circumstances against the existing plans, needs and capacities. This ensures that the effects of the events are kept as low as possible and do not radiate into the entire value chain .
A demand and capacity management can react to these changes in supply or demand. Affected orders are identified and the available capacities are analyzed. A bottleneck can be avoided either in planning terms by postponing the affected orders or in terms of planning by expanding the bottleneck capacitively - e.g. B. through the use of the agreed flexibility or procurement from alternative suppliers. Additional sales and order modifications can be checked against the available capacities in the value chain and, if necessary, secured through capacity-increasing measures. To do this, it is necessary to put the emerging requirements and the available capacities in relation to one another - both at the level of production resources and at the level of parts and components. The part and resource capacities that become free or are no longer required as a result of an event (e.g. an order modification) can also be recognized and thus either used for other purposes or reduced as part of a capacity adjustment.
Areas of the companies involved in the BKM are sales , plants with production and production planning as well as logistics , dispatching and purchasing .
Systems for demand and capacity management
Applications for the BKM should be able to transform events to the demand and capacity level. As a result, unforeseen capacity bottlenecks in the supplier network are projected onto the orders in order to be able to analyze the specific effects. In return, changes in the planning - be it sales inquiries about increased sales, the time postponement of individual orders or changes to individual order contents - are resolved using the parts list and the work plan and compared with the available capacities.
The availability of high-performance IT systems that can be operated economically makes it possible to simulate a wide variety of demand and capacity scenarios and to increase productivity through the knowledge gained in this way .
Demand and capacity management in the automotive industry
Due to the wide variety of products and the complex production and delivery structures, the BKM plays an important role in the automotive industry. The production capacities of the internal and external suppliers for all product variants and production locations are taken into account in the production program planning at an early stage so that there is no production stop or production downtime at the vehicle manufacturer due to a delivery bottleneck. This is done by describing the capacities with the help of restrictions that often apply not only to individual parts or assemblies, but to groups (variants) of individual parts and assemblies that depend on the equipment of the vehicles. Therefore, the capacity restrictions are already taken into account when creating the production programs for vehicles and assemblies and are the basis for determining the requirements for individual parts and assemblies where the bottleneck is to be avoided.
literature
- Ralph Ostertag: Supply chain coordination in the phasing out in the automotive industry: coordination model based on progress figures for decentralized planning with central information provision. 1st edition. Gabler, Wiesbaden 2008, ISBN 978-3-8349-1290-9 .
- Thomas Zernechel: Design and optimization of company networks - supply chain management in the automotive industry. In: FJ Garcia Sanz, K. Semmler, J. Walther (eds.): The automotive industry on the way to global network competence . Springer Verlag, Berlin / Heidelberg 2007, ISBN 978-3-540-70783-7 , pp. 367-378.
- Eliyahu Goldratt, Jeff Cox: The Goal. 4th edition. Campus Verlag, Frankfurt am Main 2008, ISBN 978-3-593-38568-6 .
- W. Herlyn: PPS in automobile construction - production program planning and control of vehicles and assemblies . Hanser Verlag, Munich 2012, ISBN 978-3-446-41370-2 .
Individual evidence
- ^ W. Herlyn: PPS in automobile construction. Hanser Verlag, Munich 2012, p. 196.