Cumulative number
Cumulative quantities are individual (demand) amounts present as a time / quantity vector and the accumulated for a series of time points in a defined period of time and are summed. The process for determining cumulative quantities is used in business administration within the framework of enterprise resource planning and PPS systems to control production and the flow of materials. The determination of requirements and the formation of orders are not carried out according to the gross-net principle, but according to the target-actual principle of the control loop .
commitment
Progress figures were originally only used in the automotive industry, but are now also used in other areas of large-scale production. They are part of the information that is exchanged between automobile manufacturers and their suppliers via electronic data interchange (EDI) in order to control and synchronize production and deliveries with one another. The cumulative quantities are contained in the EDI formats for which corresponding standard formats have been agreed within the framework of the VDA (e.g. VDA-4915). With the aid of the cumulative figures , changes to dates and quantities can be clearly displayed. A demand shortfall (delivery backlog) can be displayed immediately after the demand figures have been updated and transferred to internal (production) and external suppliers.
concept
When progress number concept in to production planning to be delivered or quantities to be produced for defined periods (eg. As month, week, day) and a defined point of delivery (logistics) at a defined time (eg. As the date of the inventory) totaled. The target cumulative quantities result from this. The recording of the actual quantities leads to the actual cumulative quantities. According to the control loop principle, the target and actual cumulative quantities can be regularly compared with one another. In the event of a deviation that can exceed a certain tolerance limit, a warning message is output and / or a certain action is triggered. This enables simple and continuous monitoring and control of the production and material flow. This concept can also be extended to long supply chains, whereby a bullwhip effect can be avoided. If the actual cumulative figure is above the target cumulative figure (red line above the blue line), one speaks of a preliminary run , which is either in time units (e.g. shift or days: see horizontal green line) or in a quantity unit (e.g. B. Pieces: see vertical magenta line) can be measured. If the red line is below the blue line, there is a backlog . In the cumulative determination of requirements for the next planning period , the calculated lead or backlog is calculated accordingly cumulatively.
advantages
The control of daily or shift-specific order quantities reduces storage and thus the capital commitment at the manufacturer. In addition to the "normal" order or delivery schedule, the daily requirement that has to be delivered in the specified time window is separately informed via the so-called "detailed schedule".
Since the cumulative figures are an integral part of delivery schedules , it is easy to see which goods are on the way when the cumulative figures are coordinated between the supplier and the customer.
literature
- Michael Schenk, Rico Wojanowski: Progress figures . In: Reinhard Köther: Taschenbuch der Logistik. 2nd Edition. Hanser Verlag, Munich 2006, ISBN 3-446-40670-0 .
- Hans-Peter Wiendahl: Business organization for engineers . 6th edition. Hanser, Munich 2008, ISBN 978-3-446-41279-8 .
- Wilmjakob Herlyn: The Bullwhip Effect in expanded Supply Chains and the Concept of Cumulative Quantities . epubli, Berlin 2014, ISBN 978-3-8442-9878-9 , pp. 513-528 .
- Wolfgang Heinemeyer: Planning and control of the logistic process with progress figures. In: D. Adam (Ed.): Flexible manufacturing systems. Gabler Verlag, Wiesbaden 1993, ISBN 3-409-17914-3 , pp. 161-188.
- 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 .
- Hermann Lödding: Process of production control. 2nd Edition. Springer Verlag, Berlin / Heidelberg 2008, ISBN 978-3-540-76859-3 .
- Hans-Peter Wiendahl: Production control - logistical control of production processes based on the funnel model . Hanser, Munich 1997, ISBN 3-446-19084-8 .
- Paul Schönsleben: Integral logistics management . 7th edition. Springer Vieweg, Berlin Heidelberg 2016, ISBN 978-3-662-48333-6 .