Advanced planning and scheduling. (Supply Support: Air Force Spares Campaign).To capitalize on Cap´i`tal`ize on` v. t. 1. To turn (an opportunity) to one's advantage; to take advantage of (a situation); to profit from; as, to capitalize on an opponent's mistakes s>. the momentum of the logistics transformation Demand Planning Pathfinder at Oklahoma City Oklahoma City (1990 pop. 444,719), state capital, and seat of Oklahoma co., central Okla., on the North Canadian River; inc. 1890. The state's largest city, it is an important livestock market, a wholesale, distribution, industrial, and financial center, and a farm Air Logistics Center (OC-ALC), Oklahoma, an Advanced Planning and Scheduling Advanced Planning & Scheduling (APS) refers to a manufacturing management process by which raw materials and production capacity are optimally allocated to meet demand. APS is especially well-suited to environments where simpler planning methods can not adequately address complex (APS) Pathfinder effort was launched in February 2002. Advanced planning and scheduling is an off-the-shelf technology used for supply chain planning and decision support functions in a variety of commercial manufacturing, distribution, maintenance, and repair environments and, generally, has resulted in significant improvements to supply chain order fulfillment Order fulfillment (in BE also: order fulfilment) is in the most general sense the complete process from point of sales inquiry to delivery of a product to the customer. Sometimes Order fulfillment , cycle time, and cost efficiency. The APS Pathfinder initiative will evaluate APS capabilities and limitations in an Air Force maintenance, repair, and overhaul (MRO MRO In currencies, this is the abbreviation for the Mauritanian Ouguiya. Notes: The currency market, also known as the Foreign Exchange market, is the largest financial market in the world, with a daily average volume of over US $1 trillion. ) environment and support an implementation decision by Air Force leadership. Secondary objectives of the APS Pathfinder include the development of functional and technical documentation (data maps, process maps, training requirements, roles, and responsibilities) necessary to support APS implementation if such a decision is made by Air Force leadership. The Demand Planning Pathfinder highlighted a key technical gap in the Air Force--a single system or even a group of systems that can adequately plan requirements for spares and provide an integrated and comparative view of supply chain decisionmaking information in areas such as: * Difference between planned and actual performance in the supply chain * Real-time visibility of changes in the spares pipeline * Ability to see and evaluate the impact of adjusted inventory levels * Simultaneous assessment of both buy and repair requirements * Ability to identify sources of requirements from various operational customers * Ability to compare both depot-level repair and Defense Logistics Agency Noun 1. Defense Logistics Agency - a logistics combat support agency in the Department of Defense; provides worldwide support for military missions Defense Department, Department of Defense, DoD, United States Department of Defense, Defense - the federal department (DLA) requirements to funding needs The current requirement processes and systems tools are unable to adequately identify which conditions contribute to spares shortfalls, impair logistical support to the warfighter, and adversely affect weapon systems availability. The Air Force has several good pinpoint solutions that perform some of these functions. However, integrating these data in a way that allows management to make rapid decisions on how to maximize limited resources to obtain the best possible weapon systems availability is not possible with these pinpoint solutions. Currently, the Air Force prime item managers are reviewing Engine Supportability Asset Management Plan (ESAMP ESAMP Engine Supportability Asset Management Plan ESAMP East Sussex Archaeology & Museums Partnership (UK) ) listings to identify current and potential supply shortfalls for 30 to 120 days out. Generated over a 3-week span, the Reparability rep·a·ra·ble adj. Possible to repair: reparable damage to the car; reparable wrongs. [French réparable, from Latin repar and Forecast Module (RFM RFM Recency, Frequency, Monetary RFM Rotorcraft Flight Manual RFM Reform Party RFM Radio Frequency Module RFM Radio Free Monterey RFM Retirement and Financial Management RFM Reply to Flagged Message RFM Radio Frequency Monitor RFM Request for Material ) provides the Air Force prime item manager with the ESAMP listing. Using the ESAMP listing, the item manager begins a very labor-intensive process using the Secondary Item Requirements System (D200A), Item Manager Wholesale Requisition A written demand; a formal request or requirement. The formal demand by one government upon another, or by the governor of one state upon the governor of another state, of the surrender of a fugitive from justice. The taking or seizure of property by government. Process (DO35A), or Wholesale and Retail Receiving and Shipping (DO35K) data, often accessed through the Navy Supply Maintenance Aviation Reengineering Team (SMART [OC-ALC-developed data warehouse]), Execution and Prioritization of Repair Support System (EXPRESS [for EXPRESS-managed items]), and phone calls to the scheduler for projections of repair to validate the RFM listing. DLA consumables are worked by retail item managers using a similar process and could consume up to 30 percent of their time. With advanced planning and scheduling software, managers will be able to generate automated reports on demand for review of asset supportability in daily, monthly, quarterly, and even yearly outlooks. In addition, managers will be able to create reports using several different user-defined criteria. In this regard, the APS Pathfinder initiative is closely aligned to the demand planning concept. APS software was designed to work in tandem Adv. 1. in tandem - one behind the other; "ride tandem on a bicycle built for two"; "riding horses down the path in tandem" tandem with either Manufacturing Resource Planning Manufacturing Resource Planning (MRP II) is defined by APICS as a method for the effective planning of all resources of a manufacturing company. Ideally, it addresses operational planning in units, financial planning in dollars, and has a simulation capability to answer II/Enterprise Resource Planning Resource planning may refer to:
The Air Force APS Pathfinder effort is a proof of concept, applying APS software within the Fl01 engine community at OC-ALC. The pilot is structured to provide information necessary for implementation planning Operational planning associated with the conduct of a continuing operation, campaign, or war to attain defined objectives. At the national level, it includes the development of strategy and the assignment of strategic tasks to the combatant commanders. and decisionmaking, testing the functional benefits and technical fit within the Air Force environment, and enabling collaboration with DLA and the original equipment manufacturers. The intent of the APS Pathfinder is to validate an APS capability for creating a single logistics, system-planning baseline that integrates the various functional efforts (forecasting, inventory and distribution planning, maintenance and production planning Production planning The function of a manufacturing enterprise responsible for the efficient planning, scheduling, and coordination of all production activities. ) that are currently fragmented across a number of individual organizations, processes, and information systems. The APS Pathfinder endeavors to provide an automated, alerts-based capability to identify, examine, and resolve logistics system constraints by exception (parts availability, physical capacity, and financial restrictions) before they impact production and establish a mechanism for sharing information and supporting collaborative planning capabilities across the extended supply chain (for example, DLA and original equipment manufacturers). Underway at OC-ALC, within the F101 engine community, a representative group of shop-replaceable units has been selected for the effort; these shop-replaceable units represent a crosssection of the items managed within the Air Force and the piece parts supplied by DLA. The following activities have been completed: * Hardware and software has been installed and configured. * Data-mapping efforts have resulted in defining the support processes enabled by current Air Force data systems. * Candidate systems were reviewed, and inbound data required to support that functionality were identified and compared with existing Air Force Materiel Command  Air Force Materiel Command (AFMC) is a major command of the United States Air Force. (AFMC AFMC Air Force Materiel CommandAFMC Arkansas Foundation for Medical Care AFMC Armed Forces Medical College (Pune, India) AFMC Armed Forces of America Motorcycle Club AFMC Auxiliary Fuel Management Computer ) and Department of Defense (DoD) legacy systems. * Record layouts and schemata for both the Enterprise Data Warehouse and operational data stores have been obtained and are under review. The current F101 supply chain model was developed to highlight the supply chain model in which the APS Pathfinder pilot will operate. The Demand Planning, Supply and Capacity Planning, and Collaborate Modules have been loaded with an initial feed of Air Force legacy data. Initial configuration and testing of the data with Air Force business scenarios, based on the demand planning tenets, are now underway. The environment detailed above is not all-inclusive; however, it is intended to represent the Air Force modeled in the APS pilot. Highlighted in this view are the critical organizations targeted for the network model; current Air Force and DoD legacy systems were identified based on the information provided by government functional experts, BearingPoint-facilitated meetings, and detailed research into current Air Force and DoD systems. The Ogden ALC (Assembly Language Coding) A generic term for IBM mainframe assembly languages. 1. ALC - Assembly Language Compiler. 2. ALC - Airline Line Control. (OO-ALC) Logistic Systems Division and AFMC system offices of primary responsibility, Supply Systems Group, and Materiel ma·te·ri·el or ma·té·ri·el n. The equipment, apparatus, and supplies of a military force or other organization. See Synonyms at equipment. Systems Group determined applicable systems, frequency, and data availability Refers to the degree to which data can be instantly accessed. The term is mostly associated with service levels that are set up either by the internal IT organization or that may be guaranteed by a third party datacenter or storage provider. in regard to transactional versus static data feeds. Some data were available locally within OC-ALC, and other data needs were met by the AFMC Supply Systems Group and the Air Force Logistics Management Logistics Management is that part of Supply Chain Management that plans, implements, and controls the efficient, effective, forward, and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet Agency. The power of the modules selected--Demand Planning, Supply and Capacity Planning, and Collaborate--address the fit and function of the software to an Air Force MRO environment. Demand Planning Module The Demand Planning Module is the enabling technology for Step 3 of the demand planning process. The demand planning software module of the APS Pathfinder uses multiple history streams and algorithms to forecast an unconstrained requirement. Squadron- and base-level historical consumption is imported into the Demand Planning Module; this information is aggregated to higher levels (global requirements) to facilitate the planning process. Establishing forecast models that define how an item is expected to behave creates location-specific item forecasts. Demand planners manage by user-defined exception parameters when the items behave differently than expected. These demand planners can easily supplement the statistical forecast with additional information; in this manner, the Demand Planning Module enables demand planners to create statistical forecasts based on historical patterns and change plans rapidly when conditions change. It can track forecast accuracy by base, squadron, and so on (flexibility for different mission profiles). This allows demand planners to further refine forecasts over each iterative it·er·a·tive adj. 1. Characterized by or involving repetition, recurrence, reiteration, or repetitiousness. 2. Grammar Frequentative. Noun 1. demand planning cycle by evaluating the set of forecast algorithms and supplemental adjustments that provided the best result. Current modeling of the demand planning software reveals ease of use and functionality that allows use of historical information from the Standard Base Supply System, collaborating with the warfighter, and reconciling time-change requirements based on life-limited parts. This permits the demand planning forecast to reflect actual warfighter and weapon system needs that are not constrained by financial or capacity-related factors. Supply and Capacity Planning Module The Supply and Capacity Planning Module will support development of a master production schedule based on: * Forecast (from the Demand Planning Module) * Consumption * Inventory * Current production * Constraints (capacity, materiel, manpower, and supplier lead time) * Location-specific requisition objectives Enabling Step 4 of the demand planning process, the Supply Capacity Planning Module will provide a constrained functional plan. The constrained functional plan translates the unconstrained requirements of the Demand Planning Module into an integrated set of functional plans that considers and addresses constraining factors and lays out a coordinated plan for optimizing logistics chain performance. The Supply and Capacity Planning Module possesses simulation-modeling (what capability. The primary focus of this APS capability is to model the impact of multiple changes across the supply chain (enterprise-wide view), assisting demand planning efforts by highlighting potential problem areas so the most feasible solution can be identified from several possibilities and then forwarded for action or execution. This (what if) modeling capability automatically considers various supply chain constraints--supplier capabilities, long lead-time items, repair shop throughput, customer priorities, and financial budgets--tha t enhance the identification of a potential optimal solution. What if analysis can also be conducted to assess the impact of a new item entering or being phased out from the supply chain as changes occur with customers, repair capability, or suppliers. Collaborate Module The Collaborate Module facilitates purchasing and supply Purchasing and Supply can have several different definitions. According to the Institute for Supply Management (ISM) [1], purchasing is defined as a major function of an organization that is responsible for acquisition of required materials, services, and equipment. chain management (PSCM PSCM Public Service Communications Manual PSCM Purchasing & Supply Chain Management PSCM Product Structure Configuration Management PSCM Master Chief Personnel Specialist PSCM Master Chief Port Security Specialist (USCG rating) ) activities, extends supply chain planning to key suppliers and customers, and enables internal and external communication. The Collaborate Module facilitates both Step 3 of demand planning and Step 4 in determining a constrained functional plan in the Supply and Capacity Planning Module by providing a feedback loop as outlined in demand planning Step 5. The Collaborate Module can provide a near real-time, responsive, and fully integrated supply chain approach to planning and assessment of execution plans. Properly configured, it can provide an enterprise view of selected information from any or all of the various planning organizations (for example, Supply Management Activity Group or AFMC). This means anyone along the supply chain can get an end-to-end view of the plan (customer through supplier), customized to show only information pertinent to that organization. This module is configured to enable communication with internal customers (regional supply squadrons and base supply) and external suppliers (DLA and the original equipment manufacturers), as well as contract repair facilities. Dependent on the authority granted to the user, collaborative planning permits all users to enter the system with a single entry and have a common view of multiple functional areas such as forecasting, inventory and distribution, and shop capacity. This common view allows everyone to see the potential impact of anticipated planning activity (forecast changes, inventory movement, shop order activity, or order changes) in a near real-time manner. APS software operates in a state-of-the-art technical environment that provides responsive, flexible, integrated systems capable of meeting the logistical planning needs of all users and demonstrates the value of consolidated functions and standardization of systems, processes, and data to support collaborative supply chain decisions. The additional business modeling, what if capability, permits testing multiple scenarios and comparing them to one another to find the most feasible plan for execution. This supply chain capability provides flexibility for incorporating internal and external resources by examining all enterprise-related resource capabilities that can be optimized to meet weapon systems availability. Additionally, APS systems allow for management by exception of specific parts or events. System users can set up variable parameters to perform routine tasks on an hourly, daily, weekly, or monthly basis and require human intervention only when the parameters have been exceeded. Then the system will prompt the appropriate person to take some kind of action, which would allow the item manager to spend time on anticipated problem areas vice daily reactive or redundant activities, which is critical in this time of shrinking manpower and increased workload. Expected Benefits of Implementing an APS System * Rapidly generate replans until the most feasible plan is identified for execution: * Improved decisionmaking is enabled through one telescoping, planning horizon Planning horizon The length of time a model or investor or plan projects into the future. to compare demand and supply with one common view. * Multidimensional forecasting permits locating organizations that may be precipitating demand changes. * Numerous mathematical algorithms permit improved forecasting options to more effectively plan demands based on subtle variations of historical usage. * Decomposition of historical data permits detailed examination of unusual historical events to increase a planner's understanding of how the event should be weighted to influence any future forecasts. * Monitoring accuracy of forecast by comparison of planned versus actual activities permits measuring the effectiveness of demand information. * Manage time-phased product and materiel flow; for example, optimize inventory placement across logistics network and allocate critical or limited inventory based on priority rules or network-wide visibility of stock locations. * Decision support tool suggests optimal production and procurement plans; for example, automatically fills planned and unplanned requirements-based priorities, identifies lead time to source products for back orders, and identifies and suggests alternate sources and products. * System propagates multiple types of demand through the supply chain; for example, forecast, stock replenishment, customer orders, and back orders. * Automated means of considering all known physical supply chain constraints; for example, capacity, materiel, and labor. * Use of priority rules to assess alternatives; for example, make and repair product earlier or later, use alternate resources, use alternate product, make one customer order more important than another, and ensure order request date can be met with the desired quantities. * Automated means of suggesting optimization of machine, labor, and materiel to meet production delivery requirements The stipulation that requires that an item of materiel must be delivered in the total quantity required by the date required. . * Automatically shared information with supply chain partners; for example, inventory, production, and forecasts. * Near real-time response to exception conditions. While the APS project is just a pathfinder within the Air Force, the expected benefits are not new to Department of Defense advanced planning and scheduling as a technology and demand planning enabler is a featured component of DLA Business System Modernization efforts, Navy SMART efforts, and Army logistics modernization initiatives. The Navy, Army, and DLA have integrated or are in the process of selecting and integrating an APS solution for their supply chain information technology framework. Key to the Air Force APS Pathfinder effort is determining how to address the integration of the numerous Air Force and DoD supply chain initiatives, such as DLA's Business System Modernization APS integration and the most recent initiatives of the Spares Campaign, the PSCM concept, and the University of Maryland University of Maryland can refer to:
As a software tool that enables the demand planning process, the APS Pathfinder endeavors to provide an integrated, near realtime, responsive approach to planning and assessment of feasible execution plans through an enterprise-wide view of all logistical organizations with which it is connected. To facilitate optimized supply chain network planning for spares requirements and warfighter supportability, advanced planning and scheduling provides one seamless planning environment based on enterprise-wide technology, which includes retail and wholesale systems and is customer-centric in its decisionmaking processes. The ability of advanced planning and scheduling to automatically share data with its multiple applications will substantially reduce the probability of reliance on assumptions, generalizations, or guesswork that can lead to incorrect conclusions and sub-optimal solutions. Its ability to evaluate usage history and isolate causes of conditions will accelerate a more rapid implementation of feasible sol utions through its dynamic modeling capability, which assists in evaluation of ever-changing circumstances. However, all this capability is reliant on accurate and timely data passed from a solid foundation of transaction systems. The APS Pathfinder will evaluate APS software capabilities and fit in an Air Force maintenance-and-repair environment by examining the following issues: * Software functionality provided to item managers, weapon system managers, equipment specialists, and other logisticians involved in integrated planning In amphibious operations, the planning accomplished by commanders and staffs of corresponding echelons from parallel chains of command within the amphibious task force. See also amphibious operation; amphibious task force. functions * Compatibility with current and planned Air Force logistics information systems, technology initiatives, and command and control structures * Identification of resources, training, process reengineering, and other issues with significant potential to influence an implementation decision Results of the APS Pathfinder will address the fit and function of the APS software to the demand planning process and support an implementation decision by Air Force leadership. The APS Pathfinder is on time and on track and will evaluate whether APS software can provide an integrated, near real-time, responsive approach to planning and assessment of feasible execution plans. The Demand Planning Pathfinder at OC-ALC clearly demonstrated the potential benefits of applying the demand planning process to Air Force logistics to support the needs of the customer--the warfighter and weapon systems. While the process of demand planning may manifest itself in different forms, either in process or technology such as advanced planning and scheduling, the benefits realized in industry and observed in the Demand Planning Pathfinder cannot be ignored. Ms Kaczmarek is project manager, Demand and Repair Workload Forecasting Initiative, Directorate of Supply Chain Integration, Air Force Deputy Chief of Staff Installations and Logistics; Ms LaRue is a logistics officer, Propulstion Production Division, OC-ALC, Tinker AFB AFB abbr. acid-fast bacillus AFB Acid-fast bacillus, also 1. Aflatoxin B 2. Aorto-femoral bypass , Oklahoma; Mr Anderson is an item manager, General Electric Engines Section, Logistics Propulsion Management, OC-ALC, Tinker AFB; Mr Owen is an industrial technician, Engine Production Branch, Maintenance Directorate, OC-ALC, Tinker AFB; Mr Warren is a program analyst, Materiel System Group/Software Information Tinker Unit, Air Force Material Command/Electronic Systems Center, Tinker AFB; Mr Waite is a logistics officer, Logistics Management Section, Logistics Propulsion Management, OC-ALC, Tinker AFB; and Ms Womack is an inventory management specialist Maintenance Directorate, OC-ALC, Tinker AFB. |
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