Discrete Industry: Make to Stock

Discrete Industry: Make to Stock

This Business Scenario Map shows how enterprises can carry out activities in a make to stock business scenario for a discrete industry. The map illustrates the benefits of manufacturing against a forecast generated by the field sales force, and selling when the customer demand is received. By manufacturing to forecast the enterprise reduces the order fulfillment time and is able to service the sales orders with existing stocks. This enables the manufacturer to plan much efficiently and utilize resources to the maximum.

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Value Potentials Business Benefits
Up to 19%* Increased accuracy of forecast
Up to 20%* Effective resource utilization
Planner
Manufacturer
Quality Controller / Distributor
Generate Demand Forecast
Carry out material planning
Carry out scheduling activities
Firm plan and release to production
Receive shop floor papers
Raw material staging
Carry out production execution
Provide material for quality approval
Carry out in-process quality checks
Manufactured goods checked by quality dept.
Stock material at plant or distribution center
.
Source:
* Industry Experts
The value potentials shown in this table have been reported by selected SAP customers or independent third parties as referenced herein. However, there is no guarantee that such value potentials can be realized in any particular customer-specific business processes, and SAP does not make any representations and disclaims any liability as to the appropriateness of the referenced value potentials for any specific customer situation.
©SAP AG 2008
Business Benefits Value Potentials
Reduced inventories Up to 20%*
Reduced production lead times  Up to 40 %*
 

Discrete Industry: Make to Stock

One of the main factors that are generating a need to manufacturing based on forecast is the reducing lead times acceptable to the customers. Since the customers are not willing to wait for their requirements the manufacturers are driven to anticipate the demand and manufacture based on that. The manufacturer wants to be ready to sell "off the shelf" when a customer demands it. This would lead to reduced lost orders.

 

Most companies forecast future demand based on historical customer orders or shipment levels and patterns. However, actual consumer demand may be very different from the order stream. Each member of the supply chain observes the demand patterns of its customers and in turn produces as set of demands on its suppliers. In order to be more accurate the enterprise looks at collaborative demand forecasting. By providing business partner visibility into inventory and by collaborating on a single shared forecast of customer demand, supply chain partners can positively impact a set of key business drivers to create value across supply chain partners.

 

The manufacturer tries to preempt the requirements of the customer and then manufactures the goods based on this forecasted demand. He would keep the material in stock either in the manufacturing plant or to his distribution centers in the supply chain. The manufacturers approach would be to keep the goods closest to the place at which he is more certain about the demand and also reduce the time to deliver to customer.

 

The primary benefit of this process is in a situation when the customer has various options of getting the product. In case a customer sees that there is a delay in getting material from one supplier he immediately goes to another supplier. With this process the manufacturer will keep the material ready and satisfy the customer demand immediately. This would lead to reduced lost orders and order lead times.