Functional planning of sales, production and purchasing in 1C: SCP
The main management functions are:
• operational control;
• accounting and control;
• analysis and decision making.
Functional 1C: SCP supports all listed functions in the context of the main business processes of procurement, production and sales.
The purpose of this tutorial is to study the function of planning in production, as well as in adjacent subsystems of purchases and sales, so in the future we will mainly talk about this functionality of the program.
Planning consists in creating aggregated and refined sales, production and procurement plans (consolidated planning), developing preliminary production planning and operational planning of production, and further, in transition to operational management.
Operational planning and management includes the approval of the production plan and the planning of its execution, the formulation of tasks for production, the formation of needs for commodity-material values, the maintenance of orders for production, orders of buyers and orders to suppliers, etc.
The function of accounting and control involves the recording of business transactions. Examples of such actions are the registration of the receipt of goods and services, the sale of products and services, the movement of goods between warehouses, the transfer of materials into production, the release of finished products or semi-finished products.
Analysis and decision making is the most important function of management. It is implemented through the formation of various reports on the current and planned activities of the enterprise, comparing the plan with the fact, forecasting. In the 1C: SCP configuration, there are many useful reports: "Sales plan", "Production plan", "Plan-actual sales analysis", "Daily shift job", "Production demand plan", "Load diagram Work Centers & quot ;, & quot; Order Point Analysis & quot; etc. Due to the analysis of reports, decisions can be made, for example, on placing orders for suppliers, accelerating the implementation of late production tasks, and adjusting the timing of customer orders.
Planning should answer the questions: what to produce and in what quantity, what is available to perform work for the current or future time, which will be required in the future (labor, equipment, tools, raw materials and materials) and in what quantity?/p>
An effective planning system is needed to answer these questions. One of the options may be the MRP system II and its software implementation 1C: SCP 8.
The general scheme of planning and operations management, as well as communication with the normative-reference subsystem (NSI) is shown in Fig. 9.1.
Fig. 9.1. Scheme for planning and managing operations in 1C: SCP
In this section of the tutorial, the material is presented in the following order.
First we will get acquainted with the subsystem of the NSI, in which information for planning and controlling operations is generated, stored and used. The key elements of the NSI are:
• a description of the structure of the product through specifications;
• production technologies in the object & quot; process maps & quot ;, as well as information on technological operations;
• data on work centers and their work schedules, as well as graphs of their availability;
• information about the time of in-production transportation;
• data on the composition of the nomenclature used (raw materials, materials, work in progress and finished products).
Next, we move on to the analysis of key operations management subsystems, adhering to the technological sequence of working with them.
The first step in managing operations is to work with the subsystem "End-to-end planning of sales, production and procurement", whose goal is the formation of large-scale (by nomenclature groups) and refined (according to the nomenclature) sales, production and procurement plans. When creating plans, product structures (specifications) are taken into account, assessments are made of the possibility of executing plans for key system constraints (work time and equipment time for equipment, restrictions on harmful emissions into the atmosphere, capacity of key equipment, limits on raw materials and materials, limited demand and m.).
In fact, at the end-to-end planning stage, we get the data for the main (main) production schedule (OKPP or SCPP) used to compile detailed shift plans using the methods MRP I and CRP (detailed planning of requirements for materials and production facilities). However, the performance of the CPPP is nevertheless still in doubt, because in the process of its compilation the production technology, the level of equipment loading and actual production capabilities are not taken into account.
For the formation of more or less reliable CPCC, as well as for minimizing the time and labor involved in drawing up detailed plans at the stage of shift production planning ( MRP I + CRP ), it is possible to use subsystems of preliminary planning. At this stage, information is used about the structure of products and on the integrated production technology (technological routes).
The next stage of planning is a subsystem of operational (shift) planning and operational management of production on the basis of the methods MRP I + CRP. The purpose of this stage is to obtain daily shifts, schedules loading of work centers and schedules of requirements in the purchased materials. Subsequent actions in this subsystem will be related to the approval of tasks for production, fixing the fact of the operations performed and the fact of the output of products and semi-finished products.
The last stage of operations management we consider is the operational management of purchases, and in particular, the work on consolidating requirements and forming orders for suppliers.
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