Someone says to you, “If a company is already using sales and operations planning to coordinate marketing and operations, then it doesn’t need master scheduling as well.” Is this true? How are S&OP and master scheduling similar? How are they different? What information does master scheduling provide that S&OP does not? How difﬁcult would it be to develop successful master schedules without doing S&OP ﬁrst?
Answer to relevant QuestionsCan a company complete its material requirements plans before it does master scheduling? Explain.Explain in your own words how tools such as master scheduling, MRP, and DRP can be used to coordinate activity up and down a supply chain. For example, what information might we share with our customers? Our suppliers? What ...Now suppose the lead time for item A2, shown in problem 6, is three weeks rather than two weeks. Based on this information, can the company support the current gross requirements for the A2? Why? What are the implications of ...Consider the following job information. Each job must proceed sequentially through the different work areas, and each area can work on only one job at a time. Sequence the jobs according to the (1) ﬁrst come, ﬁrst-served ...We noted in the chapter that kanban is not a planning tool but a control mechanism. What did we mean by that? How does the MRP/kanban example in Example 13.4 illustrate the point?
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