1. Supply Chain Synchronization for
Effective Operation Planning
Group 4
Lek Yen Hoon
Koh Mei York
Zheng Liyue
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2. Introduction of Supply Chain Management
CONTENTS
Eight Dimensions of Operation Planning
Supply Chain
Synchronisation
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3.  Supply chain management (SCM)
is the process of planning,
implementing, and controlling
the operations of the supply chain
as efficiently as possible.
 Supply Chain Management spans
all movement and storage of raw
materials, work-in-process
inventory, and finished goods
from point-of-origin to point-of-
consumption.
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4.  Supply Chain Synchronisation is
becoming the most important way to
develop higher levels of supply chain
competitive advantage.
 To achieve the highest level of supply
chain synchronization benefit, you must
address eight different dimensions of
the supply chain.
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6.  Educate the people. Explain in simple terms what
synchronization is, what it intends to achieve, how it intends to
achieve it and what their part is in it.
 Continue direct communication throughout the project to help
develop linkages between employees of participating firms.
 Facilitate about data and ongoing communication is critical to
ensure product, ordering and systems information are correctly
updated to support the coordinated scheduling.
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7.  Develop the supply chain schedule
 Have realistic expectations
 Map the current process
 Allow for variances
 Err on the safe side
 Overlay volume and density information
 Inform the participants
 Collecting data is streamlining the process to minimize
additional work.
 Data collection should be a by product of the supply
chain process, not activity unto itself.
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8.  Order Timing – Map and understand current supply chain
flows and timings by developing a new, optimized supply
chain synchronization model.
 Unitization - taking production at the locations and rates it
is most efficient to take it, without disruption of the
scheme by the legal rights inhering in competing
properties
 This is partially completed by the barcode symbology
(or RFID in advanced cases) and the purchase order.
 These two key data streams can be easily integrated
into the supply chain synchronization processes.
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9.  Collect information about each exception for
monitoring and improvement purposes
 Exceptions should be manageable to prevent flaws in
the information used to build the synchronized system
 The base level of service required is
to determine the required service
level or delivery lead time that is
acceptable
 Once this determination is made,
transportation mode and optimal
load mix density will be selected
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10.  Rules and methods for ongoing adjustment and
optimization of the process should be defined
 Integrate the ability to switch to varying size and
capacity of containers
 Careful monitoring of these optimization
opportunities will make the appropriate timing for
such initiatives readily apparent
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11.  Operations Planning is a process where the executives of an
organization gather monthly to review previous performance
against plans and if necessary create new plans.
 The input to the process is the forecast and the output of the
S&OP is the production plan, the demand plan, as well as the
many other plans that are derived from these.
 The objective of Operations Planning is to arrive at a business
"Game Plan" to help manage and allocate critical resources to
meet the needs of the customer at the least cost to do so.
 S&OP works on pre-agreed Key Performance Indicators. It helps
the Managers to identify the area for improvements through
these KPI and track the plan vs. actual performance.
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12.  Improved customer service
 Reduced inventory
 Lower manufacturing & distribution costs
 Better control of overall business
performance
 Increased team work within and across
functions
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15.  Supply Chain tends to focus on purchasing and
procurement, but not necessarily so. It can
include materials, inventory, and production
planning.
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