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Eberspaecher R, Zadek H (2020). Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks. Logistics Journal : referierte Veröffentlichungen, Vol. 2020. (urn:nbn:de:0009-14-50474)

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%0 Journal Article
%T Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks
%A Eberspaecher, Ralph
%A Zadek, Hartmut
%J Logistics Journal : referierte Veröffentlichungen
%D 2020
%V 2020
%N 4
%@ 1860-5923
%F eberspaecher2020
%X In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network.
%L 620
%K MTO
%K customer order
%K integrated planning
%K production planning and controlling
%K scheduling
%R 10.2195/lj_NotRev_eberspaecher_en_202004_01
%U http://nbn-resolving.de/urn:nbn:de:0009-14-50474
%U http://dx.doi.org/10.2195/lj_NotRev_eberspaecher_en_202004_01
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@Article{eberspaecher2020,
  author = 	"Eberspaecher, Ralph
		and Zadek, Hartmut",
  title = 	"Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks",
  journal = 	"Logistics Journal : referierte Ver{\"o}ffentlichungen",
  year = 	"2020",
  volume = 	"2020",
  number = 	"4",
  keywords = 	"MTO; customer order; integrated planning; production planning and controlling; scheduling",
  abstract = 	"In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network.",
  issn = 	"1860-5923",
  doi = 	"10.2195/lj_NotRev_eberspaecher_en_202004_01",
  url = 	"http://nbn-resolving.de/urn:nbn:de:0009-14-50474"
}
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RIS

TY  - JOUR
AU  - Eberspaecher, Ralph
AU  - Zadek, Hartmut
PY  - 2020
DA  - 2020//
TI  - Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks
JO  - Logistics Journal : referierte Veröffentlichungen
VL  - 2020
IS  - 4
KW  - MTO
KW  - customer order
KW  - integrated planning
KW  - production planning and controlling
KW  - scheduling
AB  - In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network.
SN  - 1860-5923
UR  - http://nbn-resolving.de/urn:nbn:de:0009-14-50474
DO  - 10.2195/lj_NotRev_eberspaecher_en_202004_01
ID  - eberspaecher2020
ER  -
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Wordbib

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ISI

PT Journal
AU Eberspaecher, R
   Zadek, H
TI Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks
SO Logistics Journal : referierte Veröffentlichungen
PY 2020
VL 2020
IS 4
DI 10.2195/lj_NotRev_eberspaecher_en_202004_01
DE MTO; customer order; integrated planning; production planning and controlling; scheduling
AB In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network.
ER
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Mods

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  <abstract>In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network.</abstract>
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    <topic>MTO</topic>
    <topic>customer order</topic>
    <topic>integrated planning</topic>
    <topic>production planning and controlling</topic>
    <topic>scheduling</topic>
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Bibliographic Citation Logistics Journal : referierte Veröffentlichungen, Vol. 2020, Iss. 4
Title

Pre-requisites and added value based upon a comprehensive coordination of multi-product customer orders in MTO production networks (eng)
Author Ralph Eberspaecher, Hartmut Zadek
Language eng
Abstract In a data- and information-driven enterprise, production planning and control becomes more and more important. Most enterprises invest in data collection and analytics systems within production. Production-related information is, however, already given and included within the customer order and entered by the sales department. The customer order may not only consist of one production order, but, especially in a B2B (Business to Business) environment, the customer order may include more than one production unit. Therefore, it may be advantageous to transmit the customer order information throughout the overall production planning and control process. In former studies, the so-called integrated planning developed concepts and algorithms to combine the production and transportation constraints within production planning. Increased customization and competition may resolve in new services and more efficient methods. Enterprises within machinery and plant engineering business face both trends. In this case, an adjustment of the operative production planning might be beneficial. A central operative production planning for the overall production network enables companies to offer special service to their customers (complete delivery) and to remain efficient (total costs of order scheduling). The concept will be presented and discussed within this article and focuses on MTO (make to order) manufacturers with an existing production network. Die Produktionsplanung und -steuerung gewinnt in einem daten- und informationsgetriebenen Unternehmen zukünftig weiter an Bedeutung. Zahlreiche Unternehmen investieren in Datenbanktechnologien und Data Analytics im Produktionsbereich. Viele produktionsrelevante Informationen sind jedoch bereits im Vertrieb und im Kundenauftrag verfügbar. Insbesondere zwischen Geschäftskunden (B2B) enthält ein Kundenauftrag häufig mehr als einen Produktionsauftrag. Deshalb könnte es vorteilhaft sein, wenn die Kundenauftragsinformation über den gesamten Prozess der operativen Produktionsplanung und -steuerung verfügbar wäre. Bisherige Studien zur integrierten Planung stellten Konzepte und Algorithmen zur Einbeziehung von Transportrestriktionen in der Produktionsplanung vor. Die ansteigende Individualisierung und der internationale Wettbewerb motivieren die Hersteller zum Angebot zusätzlicher Services und zur Anwendung effizienterer Methoden. Die Unternehmen im Bereich des Maschinen- und Anlagenbaus verfolgen beide Richtungen. Dabei kann die Einbeziehung der operativen Produktionsplanung von Vorteil sein. Eine zentrale operative Produktionsplanung für den gesamten Produktionsverbund ermöglicht es, im Kundenauftrag verankerte zusätzliche Serviceleistungen (wie beispielsweise die Komplettlieferung) abzuwickeln und die Effizienz bei der Auftragseinplanung beizubehalten. Das dahinterliegende Konzept wird in diesem Beitrag vorgestellt und diskutiert. Es bezieht sich in erster Linie auf Auftragsfertiger mit einem bestehenden Produktionsnetzwerk.
Subject MTO, customer order, integrated planning, production planning and controlling, scheduling
DDC 620
Rights fDPPL
URN: urn:nbn:de:0009-14-50474
DOI https://doi.org/10.2195/lj_NotRev_eberspaecher_en_202004_01