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ERP I: Exercises 2 - Production Planning

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Exercise a)

Following the format of the spreadsheet in Figure 2, develop a spreadsheet to forecast Fitter's
sales for July through December. Calculate the base projection using the previous year's values
(shown in Figure 1), and factor in the 3 percent estimated growth rate.

Assume that the special marketing promotion last year resulted in an increase in sales of 200
cases for July and that a special marketing promotion this year will result in an increase in sales
for July of 400 cases.

Sales volume July August September October November December


Previous year 6702 6327 6215 6007 5954 5813

Source line: Course Technology /Cengage Learning.


FIGURE 1 Fitter's sales for last year, July through December

Sales forecasting January February March April May June


Previous year (cases) 5734 5823 5884 6134 6587 6735
Promotion sales (cases) 300 300
Previous year base (cases) 5734 5823 5884 6134 6287 6435
Growth 3.0 % 172 175 177 184 189 193
Base projection (cases) 5906 5998 6061 6318 6476 6628
Promotion (cases) 500
Sales forecast (cases) 5906 5998 6061 6318 6476 7128

Source line: Course Technology /Cengage Learning.


FIGURE 2 Fitter's sales forecast for January through June
Sales forecasting July August September October November December
Previous year (cases)

Promotion sales (cases)

Previous year base (cases)

Growth 3.0 %

Base projection (cases)

Promotion (cases)

Sales forecast (cases)

Solution Exercise a)

Exercise b)

Using the Fitter sales forecast for July through December that you created in Exercise a),
develop a spreadsheet for sales and operations planning for those same months. Use the
format of the spreadsheet shown in Figure 4. The number of working days for each month is
shown in Figure 3.

July August September October November December


Working days 20 23 21 21 20 21

Source line: Course Technology /Cengage Learning.


FIGURE 3 The number of working days at Fitter, July through December

Sales and operation planning December January February March April May June
1) Sales forecast 5906 5998 6061 6318 6476 7128
2) Production plan 5906 5998 6061 6318 6650 6950
3) Inventory 100 100 100 100 100 274 96
4) Working days 21 20 23 21 21 22
5) Capacity (shipping cases) 6999 6666 7666 6999 6999 7333
6) Utilization 84% 90% 79% 90% 95% 95%
7) NRG-A (cases) 70.0% 4134 4199 4243 4423 4655 4865
8) NRG-B (cases) 30.0% 1772 1799 1818 1895 1995 2085

Source line: Course Technology /Cengage Learning.


FIGURE 4 Fitter's sales and operations plan for January through June
For your production plan, try to keep the capacity utilization at 95 percent or less. To
disaggregate the plan for the group into plans for NRG-A and NRG-B bars, use 70 percent of
sales for NRG-A bars and 30 percent for NRG-B bars.

Sales and operation planning


1) Sales forecast

2) Production plan

3) Inventory

4) Working days

5) Capacity (shipping cases)

6) Utilization

7) NRG-A (cases) 70.0%

8) NRG-B (cases) 30.0%

Solution Exercise b)

Exercise c)

Develop a weekly production plan for August, like the one for January shown in Figure 5. For
the weekly sales periods, the last week will include two days in September. The factory
calendar information is shown in Figure 6.

Week 1 Week 2 Week 3 Week 4 Week 5


Demand management 1/3 - 1/7 1/10 - 1/14 1/17 - 1/21 1/24 - 1/28 1/31 2/1-2/4
Monthly demand NRG-A 4134 4134 4134 4134 4134 4199
NRG-B 1772 1772 1772 1772 1772 1799
Working days in week 5 5 5 5 1 4
Working days in month 21 21 21 21 21 20
MPS NRG-A 984 984 984 984 1037
Weekly demand NRG-B 422 422 422 422 444

Demand management Jan 3 Jan 4 Jan 5 Jan 6 Jan 7


Monthly demand NRG-A 4134 4134 4134 4134 4134
NRG-B 1772 1772 1772 1772 1772
Working days in month 21 21 21 21 21
MPS NRG-A 197 197 197 197 197
Daily demand NRG-B 84 84 84 84 84

Source line: Course Technology /Cengage Learning.


FIGURE 5 Fitter's production plan for January: The first five weeks of production are followed by
a day-by-day

Week 1 Week 2 Week 3 Week 4 Week 5


Demand management 8/1 - 8/5 8/8 - 8/12 8/15 - 8/19 8/22 - 8/26 8/29 - 8/31 9/1 - 9/2
Working days in week 5 5 5 5 3 2
Working days in month 23 23 23 23 23 21
Source line: Course Technology /Cengage Learning.
FIGURE 6 Factory Calendar
FIGURE 4-1 5 Fitter's factory calen dar for Aug ustm

Demand management
Monthly demand NRG-A

NRG-B

Working days in week

Working days in month

MPS NRG-A

Weekly demand NRG-B

Demand management
Monthly demand NRG-A

NRG-B

Working days in month

MPS NRG-A

Daily demand NRG-B

Solution Exercise c)

Exercise d)

Develop an MRP record, similar to the one in figure 7, for wheat germ for the five weeks of
August. Wheat germ must be ordered in bulk-container quantities, so the planned orders must
be multiples of 2,000 pounds. Use a lead time of one week and an initial on-hand inventory of
3,184 pounds, assume that an order of 8,000 pounds is scheduled for receipt during Week 1.
Are there any weeks when you, as a planner, would consider planning an order above or below
the minimum required? Why? (Assume that there are no problems with storage capacity or
shelf life)

Oats Lead time = 2 weeks Week 1 Week 2 Week 3 Week 4 Week 5


MPS NRG-A 984 984 984 984 1037
(cases) NRG-B 422 422 422 422 444
MPS NRG-A 142 142 142 142 149
(500 lb batches) NRG-B 61 61 61 61 64
Gross requirements(lb) 57,850 57,850 57,850 57,850 60,700
Scheduled receipts 44,000 44,000
Planned receipts 88,000 44,000 44,000
On hand 29,650 15,800 1,950 32,100 18,250 1,550
Planned orders 88,000 44,000 44,000

Source line: Course Technology /Cengage Learning.


FIGURE 7 The MRP record for oats in NRG bars, Weeks 1 through 5

Oats Lead time = 2 weeks Week 1 Week 2 Week 3 Week 4 Week 5


MPS NRG-A

(cases) NRG-B

MPS NRG-A

(500 lb batches) NRG-B

Gross requirements(lb)

Scheduled receipts

Planned receipts

On hand

Planned orders

Solution Exercise d)