OPS 571 Week 3 Operations Planning Analysis (Part 2)

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Week 3 is part two of the two-part assignment, which includes a discussion on operations planning.

Create an analysis between 1,200 to 1,500 words

Note: Concepts and applications for the assignment must be directly integrated and referenced from weekly course material. External references for concepts and applications presented within the weekly reading not accepted. Exception: Peer Reviewed Journal Articles and Company websites. 

Requirement 1: Discuss Sales and Operations Planning: Discussing relationship between Sales, Operations Planning, and the development of an Aggregated Operations Plan discussed within Chapter 16.

Requirement 2: Discussed Demand Management and the importance of Forecasting to support Demand Management. Support discussion by applying the appropriate Quantitative support metrics provided within Chapter 15.

Requirement 3: Discuss Materials Resource Planning and Inventory Control and their relationships to constructing a Master Production Schedule (MPS) that aligns with the Materials Resource Plan (MRP) discussed within Chapter 18.

Requirement 4: Discuss the validity of applying the various operational structures within a real-world work environment.

Submission Requirements:

  1. Include at least one or more in-text citations per section within assignments.
  2. Format assignments and presentations using the APA requirements.
  3. Check all assignments through the Grammarly and the Plagiarism tools located within the Center for Writing Excellence before submitting it for grading.
  4. Submit the Plagiarism report and Grammarly report with individual and team assignments.

Submit required assignment and support documents through the Assignment tab.

Description

OPS 571 Week 3 Operations Planning Analysis (Part 2),

Sales are the key to any going concern business since they are source of revenue for the business. Therefore, it is vital for the company to ensure that they organize all the operations that deal with sales. Production is always the back bone of sales because nothing will be sold if production process fails. This paper will discuss the various relationships there is to sales.

 

Relationship between Sales and Operations Planning

Sales and procedures arrangement is a practice that assists firms offer enhanced consumer facility, lesser inventory, condense consumer lead intervals, alleviate invention rates, and give upper administration a grip on the trade. The practice is planned to organize events in the ground with the developed and amenity utilities that are vital to chance request over stint. Subject to the state, events in the field may comprise the hoard of storeroom delivery midpoints, trade sales outlets, or nonstop sales stations (Jacobs, 2010). The practice is premeditated to assist a business get request and source in equilibrium and retain them in equilibrium over a period. The practice entails collaboration among trades, circulation and logistics, tasks, finance, and merchandise improvement.

Development of an Aggregated Operations Plan

Contained by sales and operations planning, promotion advances a transactions proposal that spreads over the subsequent 3 to 18 months. This transactions strategy naturally is identified in components of aggregate merchandise collections and frequently is knotted into sales inducement packages and other promotion events. The tasks side grows an actions strategy as a yield of the development, which is conferred in profundity. By concentrating on aggregate goods and trades volumes, the advertising and actions tasks are competent to advance strategies for the technique request will be encountered (Jacobs, 2010). This is a predominantly challenging mission when request fluctuations suggestively vary over a period as a consequence of fair tendencies or other aspects.

Demand Management

There are two elementary basis of request: dependent request and independent request. Dependent request is the demand for a merchandise or amenity triggered by the request for other goods or amenities (Jacobs, 2010). For instance, if a company supplies 1,000 tricycles, at that juncture 1,000 front helms and 2,000 back helms are wanted. This form of core demand requires no prediction, just a formulation. Such as to how voluminous tricycles the company might vend, this is termed independent request since its request cannot be resulting nonstop from that of other goods

Forecasting to support Demand Management

Projections are also desired for how a company controls courses on a day-to-day center. For instance, when must the record for an element be reloaded, or how abundant manufacture must we plan for an element subsequent week? These are strategic predictions where the aim is to evaluate a request in the virtual short period, limited months or weeks. These predictions are significant to confirm that in the short period we are competent to encounter consumer lead period prospects and other principles linked to the sustainability of our goods and amenities.

The similar is true comparative to amenity sites where account is not castoff to shield demand. Now volume accessibility virtual to presume demand is a concern (Jacobs, 2010). If we can forecast request in an amenity situation very precisely, then strategically all we require to do is confirm that we have the suitable capability in the short period. When request is not foreseeable then, additional capability may be required if overhauling consumers rapidly is significant.

Time series estimating simulations attempt to estimate the impending grounded on historical data. For instance, sales statistics composed for the previous six weeks might be castoff to estimate transactions for the subsequent week. Quarterly deals facts co

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