Scm and ddmrp

Supply Chain Management &
DDMRP principles
2

SCM - Some Definitions
Supply Chain Management encompasses every effort involved in
producing and delivering a final product or service, from the supplier’s
supplier to the customer’s customer. Supply Chain Management includes
managing supply and demand, sourcing raw materials and parts,
manufacturing and assembly, warehousing and inventory tracking, order
entry and order management, distribution across all channels, and delivery
to the customer.
The Supply Chain Council, U.S.A.

Key Observations
 Integrated activity:
* Among functions such as logistics, manufacturing, distribution,
design/engineering, marketing, finance, etc.
* Multiple organizations i.e., suppliers, customers & 3 PL providers
* Coordination of conflicting goals, metrics, etc.
 Responsible for multiple flows:
* Information (orders, status, contracts)
* Physical (raw material, wip., finished goods)
* Financial (payment, credits, etc.)

Why is SCM Important?
Strategic Advantage – It Can Drive Strategy
 Manufacturing is becoming more efficient
 SCM offers opportunity for differentiation (Dell) or cost
reduction (Wal-Mart or Big Bazaar) or customer service
(TATA steel)
Globalization
 Requires greater coordination of production and
distribution
 Increased risk of supply chain interruption
 Increases need for robust and flexible supply chains

(continued)
At the company level, supply chain
management impacts
 COST – For many products, 20% to 40% of total
product costs are controllable logistics costs.
 SERVICE – For many products, performance factors
such as inventory availability and speed of delivery
are critical to customer satisfaction.
 Delinking of Production –it delinks production from market
volatility by providing suitable buffers at appropriate
place in the supply chain

(continued)
Purpose of Supply chain
 Time buffering – buffering the time between production and
consumption
 Distance – Spanning the location of Production & Consumption
 Quantity – Producers specialize in large quantity of a limited
assortment
 Assortment – consumers seek small quantities and wide assortment

Supply Chain
Product
Information
Funds
Raw
Materials
Plant
PWH
RWH/
Distributor
Dealer Customer
Customer
Customer

Primary Characteristics of Supply Chain
SCM as an operating discipline can be summarized as the practice of
these characteristics:
 Performance excellence – customer satisfaction at the lowest total Cost
 Collaboration with Supply chain partners - coordinating operating
activities
 Information Technology – Enabling SC resource optimization

Complexities Involved in
Supply Chain Management
The supply chain is a complex network of facilities and
organizations with different, conflicting objectives
Matching supply and demand is a major challenge
System variations over time are also an important
consideration
Many supply chain problems are new and there is no
clear understanding of all the issues involved

The Dynamics of the Supply Chain –
a typical supply study
Demand variability & schedule changes
amplified through:
• MRP’s network of demand dependencies
• Latency – delayed communications re downstream demand
level changes that cause upstream to overcompensate and
‘oscillate’
• Misreading of demand signals between trading partners
• Excessive batching

The Dynamics of the Supply Chain
a typical supply study
OrderSize
Time
Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998
Customer
Demand
Retailer Orders
Distributor Orders
Production Plan

Today’s formal planning
systems are
fundamentally broken!
What is the basic Problem?
DDMRP Sneak Peek All material and © copyright Demand Driven Institute 2014, all rights reserved
6

DDMRPIntro
Companies UsingSpreadsheets forDemand Management
84
71
63
0 20 40 60 80 100
Laggards
IndustryAverage
Best-in-Class
Modern Planning Systems Broken?!
All material and © copyright Demand Driven Institute 2014, all rights reserved

Old Rules, Old Tools, New
Pressures
All material and © copyright Demand Driven
Institute 2014, all rights reserved
• Forecast error is on the rise
• Supply Chain Complexity and Volatility is increasing
• Legacy planning tactics and tools are breaking down
► Inside most modern ERP systems is MRP
► 79% of ERP Buyers implement MRP
► Conceived in the 1950’s
► Codified in the 1960’s
► Commercialized in the 1970’s and…
► …it hasn’t changed

DDMRP Intro 9
The “New Normal”
• Pressure for leaner inventories
• Inaccurate forecasts
• More product variety
• Long lead time parts & components
• Global sourcing and demand
• Shorter product life cycles
• Shorter customer tolerance times
• More product complexity and/or
customization
Worldwide there are more complex
planning and supply scenarios than ever –
the past is NOT an predictor for the future

Expectations from Supply Chain
 Service
 Revenue
 Inventories
 Expenses
Requirements
• Realization that Time is the ultimate constraint
• Well defined and understood systems
• Smooth linkage between points in the system
All above lead to becoming Demand Driven

The First Law of Supply Chain
All material and © copyright Demand Driven Institute
All benefits will be directly related to the speed of
FLOW of materials and information.
Information
Materials & Information
Corollary:
Materials and Information must be RELEVANT!!!
Suppliers Customers

"All Benefits" Encompass:
• Service is consistent and reliable when a system flows well
• Revenue is maximized and protected
• Inventories are minimized
• Expenses ancillary and/or unnecessary are minimized
• Cash flow follows the rate of product flow to market demand
Protect and Promote Flow = ROI Maximization

FLOW
Flow is the enabler for the
primary objectives of most
functions in the company
Planning
Finance
Sales
Marketing
Quality
Plant/
Operations

FLOW
Lean
PrimaryObjective:
ReduceWaste
Primary Objective:
ReduceVariability
Six-Sigma
Primary Objective:
Improve
Throughput
Theory of Constraints
Flow is the intersection of prevailing improvement
methods

Committing to the Wrong
Demand Signal
• Forecasts are often converted to Planned Orders
• Three Universal Truths about Forecasts
• They start out wrong
• The more remote in time they are the more wrong they are
• The more detailed we make them the more wrong the are
• When Planned Orders are wrong:
• We commit capacity, materials, space, time, etc. to the wrong
thing
• We often have to spend more to get the right thing within a short
window of time or…we risk service

Planning and Scheduling
Nervousness
Nervousness: “The characteristic in an MRP system when minor changes in higher
level (e.g. level 0 or 1) records or the master production schedule cause
significant timing or quantity changes in lower level (e.g. 5 or 6) schedules or
orders.” (APICS Dictionary 12th Edition, Blackstone, 86)
FPA
ICA SAA
SAB ICB
PPB PPC
PPA
SAG
PPEPPD
FPB
SAL
PPZPPA
SAA
ICBPPA
SAG
PPEPPD
◄ChangeICB
SAA
FPA
SAG
PPEPPD
SAA
FPB

Output Lead time
The Law of System Variability
Delays accumulate while gains do not.
• The more that variability is passed between discrete
areas, steps, or processes in a system, the less
productive that system will be.
• The more areas, steps, or processes and connections in
the system, the more erosive the effect to system
productivity will be.

Variability at the Supply Chain
Level
OEMFoundry Component
Sub-
Assembler
More parts – worse the effect!
Bull‐Whip Effect: “An extreme change in the supply position upstream in a
supply chain generated by a small change in demand downstream in the
supply chain. Inventory can quickly move from being backordered to being
excess. This is caused by the serial nature of communicating orders up the
chain with the inherent transportation delays of moving product down the
chain.” (APICS Dictionary, 12th Edition)

A Further Complication – “Artificial
Batches”
• An artificial batch is any batch that is not function of actual
demand or consumption
• Examples would be:
• Economic Order Quantities
• Minimum Run Sizes
• Minimum Order Quantities
• Minimum Freight Policies
• Minimum Order Cycles (imposed latency)
• Artificial batches often impede the synchronization of
supply with actual demand – they are a form of
management variability

An Example

Two Universal Points of Inventory
Too MuchToo Little
A B
0
Optimal RangeWarning Warning
Note: “Optimal” is from an on-hand perspective

The MRP “Bi‐Modal” Distribution
Too MuchToo Little Optimal Range
#ofpartsorSKU
Warning Warning
0

Too MuchOptimal Range
#ofpartsorSKU
Too Little Warning Warning
The Effects of the Bi‐Modal
Distribution
Oscillation
0
Three Simultaneous Effects:
1. Persistently High Inventories
2. Chronic and Frequent Shortages
3. High Expedite and Waste Related
Expenses
“How can we have so much inventory
and not be able to ship orders?!”
“We paid for fast freight now we don’t
need it?!”

Something Must Change
Deloitte University Press DUPress.com
MRP MRP II ERP APS

A Blue Print for Change –
Mitigating the Effect of Variability
on Flow
1.Use only ACTUAL DEMAND
2.Establish DECOUPLING POINTS
3.Establish CONTROL POINTS
4.Buffer Both DECOUPLING and CONTROL POINTS
5.Measure for Flow

From:
Forecast
Plant
Planning
Suppliers
Logistics
To:
Sales
Order
Plant
Planning
Suppliers
Logistics
• Planned orders create supply orders in anticipation
of need
• Forecast error associated with Planned orders
results in inventory misalignments and expedite
expenses
• Only qualified sales orders within a short range
horizon qualify as demand allocations
• Sales orders give a near perfect demand signal in
terms of what will be sold and when it will be sold.
1 – Shift from Forecast Driven to
Sales Order Driven

2 – Establish Decoupling Points
• The only way to stop Nervousness and the Bull Whip Effect is to stop variation from being passed
between the parts of the system
• decoupling —Creating independence between supply and use of material. Commonly denotes
providing inventory between operations so that fluctuations in the production rate of the
supplying operation do not constrain production or use rates of the next operation. (APICS
Dictionary, 12th Edition, page 34, Blackstone 2008)
• decoupling points —The locations in the product structure or distribution network where
inventory is placed to create independence between processes or entities. Selection of
decoupling points is a strategic decision that determines customer lead times and inventory
investment. (APICS Dictionary, 12th Edition, page 34, Blackstone 2008)
OEMFoundry Component
Sub-
Assembler
Decoupled Lead Times

Everything Dependent (MRP)
versus Strategically Decoupled
(DDMRP)
MRP Everything Dependent Strategically Decoupled

3 – Establish Control Points
• Places to transfer, impose, and amplify control
through a defined area.
• When set as a specific resource they are often
called a “Drum” or a “Pacesetter”
• Selection Criteria:
1. Points of Scarce Capacity determine the total system
output potential.
2. Exit and Entry Points are the boundaries of your
effective control.
3. Common Points are points where one place controls
many things.
4. Points that Have Notorious Process Instability can
be planned for and controlled better when visibility
and focus is placed on the resource and itsvariability.

laser
assembly
weld
Customer
plate
saw
shear
heat
treat
paint configure
purchased
component
stocks
Raw
stocks
Outsource
operation
Lead time = 1 weekLead time = 3 weeks
A Decoupled System with Control
Points
Lead time =
4 week
= Strategic Decoupling points
= ControlpointC
C machining
C
C
C
C

4 – Buffer Decoupling and Control
Points
Stock
Time
Capacity

Stock Buffers – Used at Decoupling Points
Quantities of inventory or stock that are designed to decouple demand from supply. They are
commonly amounts of inventory that will provide reliable availability to the consumers of the
stock while at the same time allowing for the aggregation of demand orders creating a more
stable and efficient supply signal.
Cumulative Supply Variability
Pre-Buffer Sequence of Events Consumer of stock
Cumulative Demand Variability
Reliable Output/AvailabilityAggregated Supply Requirement
Stock Level

Time Buffers – Used at Control
Points
Scheduled Start at
Control Point
▼
Scheduled Entry to
Buffer
▼
Early
WO 1595
WO 1781
WO 1601
WO 3279
WO 2001
WO 1626
C
Late
Upstream
Processes
BUFFERGreen Yellow Red
Example: 9 hour buffer

Capacity Buffers – Used Around
Decoupling and Control Points
The protective capacity at resources that allow these
resources to catch up (rebuild buffers) when variability
strikes.
Stable Output
Cumulative Variation
(including expedited orders)
Preceding Sequence of Events Buffered Resource
CapacityBuffer
TotalCapacity
Over Capacity

laser
assembly
weld
Customer
plate
saw
shear
heat
treat
paint configure
purchased
component
stocks
Raw
stocks
Outsource
operation Lead time = 1 week
Lead time = 3 weeks
Demand Driven Design
Model
= Stockbuffer
Lead time =
4 week
= ControlpointC
C machining
C
C
C
C
= Time buffer
= Capacitybuffer

5 – Three Tactical Metric
Objectives for Flow
Metric Objectives The Message
System Reliability Execute to the
plan/schedule/market expectation;
System Stability Pass on as little variation as possible;
System Speed/Velocity Pass the right work on as fast as possible;
DaytoDay
OperationsControl

System Reliability
Execute to the plan/schedule/market expectation
C
Monitor , release, sequence
and on-time status of work at
control points
Measure:
Monitor on-hand and
available stock statuses
at decoupling points
Dispatch List - Resource C1
Start Full Duration End Sales Order Work Order Status Sales Order Qty Work Order Qty Part
2/13/2014 17:57 11:05 2/14/2014 5:02 356010 356010-5 Released, awaiting start 0 22 2003

System Stability
Pass on as little variation as possible
Monitor penetrations to time
buffers focusing on red and late
zones
Monitor on-hand, available stock
and projected on-hand at
decoupling points
Measure:
Monitor capacity buffers in non-
control point resources looking
for potential overloads
WorkOrderLoad
Capacity

System Speed Velocity
Pass the right work on as fast as possible
Monitor early buffer entry
Monitor backlog status and dispatch list sequence of control points
C
Dispatch List - Resource C1
Start Full Duration End Sales Order Work Order Status Sales Order Qty Work Order Qty Part
2/13/201417:57 11:05 2/14/20145:02 356010 356010-5 Arrived, LATE to Start 0 22 2003
2/14/20145:02 8:35 2/14/201413:37 356009 356009-2 Arrived, LATE to Start 0 17 2003
2/14/201413:37 9:05 2/14/201422:42 356009 356009-1 Released, awaiting start 0 18 2003
Measure:
Monitor Over the Top of Green (OTOG)

Analytics – Use of Control Charts
Initial Results
Starting Out
Mature Implementation

Effects of de-coupling
Replenishment stock buffers
Grey – Over the recommended levels
Green – comfort zone
Yellow – Operating zone
Red – Safety zone
Deep red – Base

The Six Decoupling Point Positioning
FactorsFactor Definition
Customer Tolerance
Time
The amount of time potential customers are willing to
wait for delivery of a good or a service.
Market Potential
Lead Time
The lead time that will allow an increase of price or the
capture of additional business through either existing
new customer channels.
Demand Variability The potential for swings and spikes in demand that
could overwhelm resources (capacity, stock, cash, etc.).
Supply Variability The potential for and severity of disruptions in sources
of supply and/or specific suppliers. This can also be
referred to as supply continuity variability.
Inventory Leverage
& Flexibility
The places in the integrated BOM structure (the Matrix
BOM) or the distribution network that leave a company
with the most available options and the best lead-time
compression to meet the business needs.
Critical Operation
Protection
The minimization of disruption passed to critical
resources or control points.

Buffers
Green – Determined on Lead Time, Consumption &
Lead time factor
Yellow – Determined on Lead Time, Consumption. The
yellow zone is the rebuild zone for replenished
and replenished override buffers.
Red Safety – Determined on Lead Time, Consumption &
Lead time Variability
Red Base - The portion of the red zone sized by
Variability factors.

Lead time decompression - Effects
 Lead time in the BOM of part A on left is 35 day in one leg and 30 day in
another. Thus forecast variability will have to be for a period of 35 days and
stocks to be maintained accordingly.
 After providing buffers in the diagram on right the lead time is reduced to
5 days. The longest led time in the chain is 15 days and to be used for
determining buffer level determination.
 If customer tolerance time is nil, buffer is required to be maintained at A
also, which will be a factor of longest led time, that is 5 days.
DV 0.5
LTF 0.5
Before Buffering
Total Safety Base Max Min Avg
A 100 1,750 3,500 2,625 1,750 875 35 6,125 875 3,500 30.00$ 105,000$
B 200 1,500 3,000 2,250 1,500 750 15 5,250 750 3,000 7.00$ 21,000$
C 100 1,250 2,500 1,875 1,250 625 25 4,375 625 2,500 10.00$ 25,000$
D 200 1,500 3,000 2,250 1,500 750 15 5,250 750 3,000 5.00$ 15,000$
166,000$
After Buffering
Total Safety Base Max Min Avg
A 100 50 100 75 50 25 1 175 25 100 30.00$ 3,000$
B 200 500 1,000 750 500 250 5 1,750 250 1,000 7.00$ 7,000$
C 100 1,250 2,500 1,875 1,250 625 25 4,375 625 2,500 10.00$ 25,000$
D 200 1,500 3,000 2,250 1,500 750 15 5,250 750 3,000 5.00$ 15,000$
50,000$
Red
LT
Total Stk
Unit cost
Avg Inv
Value
YellowGreenADUSKU
SKU ADU Green Yellow
Total Stk
LT Unit cost
Avg Inv
Value
Red
$
30
$
7
$
5
$
10
$
10
$
7
$
5
$
30
2
2
1 1
2
2

Buffer management
 Buffers are essential to decouple various nodes and make them
independent in their operations. This facilitates improved order
servicing, reduced working capital requirement and better customer
satisfaction
 By distributing buffers at every control node in the critical chain, the
risk is reduced and the chain becomes more efficient. Stocks outs are
reduced greatly and overall working capital is reduced.
Plant PWH RWH/ HUB DealerDistributor

Demand driven planning - Execution
 Stock movement is continuously monitored to prevent stock build up in the
system and preference is given to dispatches for SKU nearing stock-out. This
makes chain highly efficient and frees working capital
SKU Location 18-Apr 20-Apr 21-Apr 24-Apr 25-Apr 26-Apr 27-Apr 28-Apr 30-Apr 1-May 2-May 3-May 4-May 5-May 6-May 8-May 9-May 10-May 11-May 12-May 13-May 15-May 16-May 17-May 18-May 19-May 20-May 21-May 23-May 24-May 25-May 26-May 27-May 29-May 30-May 31-Jan 1-Jun 2-Jun 3-Jun 5-Jun 6-Jun 7-Jun 8-Jun 9-Jun 10-Jun 11-Jun 13-Jun
RB_FE500D_8.0DIA_12 DELHI Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_10.0DIA_12 DELHI Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_12.0DIA_12 DELHI Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_16.0DIA_12 DELHI Blue Blue Blue Blue Green Green Green Green Yellow Yellow Red Red Red Red Red Red Red Red Red Red Yellow Yellow Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_20.0DIA_12 DELHI Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_25.0DIA_12 DELHI Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_32.0DIA_12 DELHI Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_8.0DIA_12 FARIDABAD Red Red Red Red Red Red Red Red Red Red Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_10.0DIA_12 FARIDABAD Green Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_12.0DIA_12 FARIDABAD Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_16.0DIA_12 FARIDABAD Blue Green Green Yellow Yellow Yellow Yellow Yellow Yellow Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_20.0DIA_12 FARIDABAD Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_8.0DIA_12 GHAZIABAD Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_10.0DIA_12 GHAZIABAD Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_16.0DIA_12 GHAZIABAD Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Yellow Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green
RB_FE500D_32.0DIA_12 GHAZIABAD Blue Blue Blue Blue Blue Blue Blue Blue Red Red Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_8.0DIA_12 GUWAHATI Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_10.0DIA_12 GUWAHATI Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_12.0DIA_12 GUWAHATI Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_16.0DIA_12 GUWAHATI Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_20.0DIA_12 GUWAHATI Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_25.0DIA_12 GUWAHATI Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red
RB_FE500D_32.0DIA_12 GUWAHATI Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_8.0DIA_12 JAIPUR Red Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_10.0DIA_12 JAIPUR Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red
RB_FE500D_12.0DIA_12 JAIPUR Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_16.0DIA_12 JAIPUR Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_20.0DIA_12 JAIPUR Yellow Yellow Yellow Yellow Yellow Green Green Yellow Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_25.0DIA_12 JAIPUR Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow
RB_FE500D_32.0DIA_12 JAIPUR Red Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_8.0DIA_12 KANPUR Red Yellow Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Red Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_10.0DIA_12 KANPUR Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_12.0DIA_12 KANPUR Blue Green Green Green Green Green Green Green Red Red Red Red Red Red Red Yellow Red Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red
RB_FE500D_16.0DIA_12 KANPUR Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red
RB_FE500D_20.0DIA_12 KANPUR Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red
RB_FE500D_25.0DIA_12 KANPUR Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_32.0DIA_12 KANPUR Red Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_8.0DIA_12 KOLKATA Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Red Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_10.0DIA_12 KOLKATA Yellow Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green
RB_FE500D_12.0DIA_12 KOLKATA Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow
RB_FE500D_16.0DIA_12 KOLKATA Green Green Green Green Green Green Green Yellow Yellow Yellow Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green
RB_FE500D_20.0DIA_12 KOLKATA Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_25.0DIA_12 KOLKATA Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Blue Blue Blue Blue Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_32.0DIA_12 KOLKATA Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_8.0DIA_12 MANDI Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Red Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_10.0DIA_12 MANDI Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_12.0DIA_12 MANDI Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow
RB_FE500D_16.0DIA_12 MANDI Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_20.0DIA_12 MANDI Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red
RB_FE500D_25.0DIA_12 MANDI Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red
RB_FE500D_32.0DIA_12 MANDI Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_8.0DIA_12 PATNA Red Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green
RB_FE500D_10.0DIA_12 PATNA Blue Blue Blue Blue Blue Blue Green Yellow Red Red Red Red Red Yellow Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_12.0DIA_12 PATNA Green Blue Blue Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Green Blue Blue Blue Blue Blue Blue Blue Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_16.0DIA_12 PATNA Blue Green Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Yellow Yellow Green Blue Blue Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_20.0DIA_12 PATNA Yellow Green Green Green Blue Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Blue Blue Yellow Blue Blue Yellow Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_25.0DIA_12 PATNA Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Green Green Green Green Green Green Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Green Green Yellow Yellow Yellow Red Red Red Red Red Red
RB_FE500D_32.0DIA_12 PATNA Blue Blue Blue Blue Blue Blue Blue Blue Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Yellow Red Red Red Black Black Black Black Black Black Black Black Black Black Black Black
RB_FE500D_8.0DIA_12 Plant Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Yellow Green Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_10.0DIA_12 Plant Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green Green Green Green Green Green Green Green
RB_FE500D_12.0DIA_12 Plant Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Blue Blue Blue Blue Green Green Green Green Green Green Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow
RB_FE500D_16.0DIA_12 Plant Red Red Red Blue Blue Green Green Green Red Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Yellow Yellow Yellow Red Red Red Red Red Red Red Red Yellow
RB_FE500D_20.0DIA_12 Plant Red Red Blue Blue Blue Blue Green Green Green Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Green Green Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Green Green Green Green Green Green
RB_FE500D_25.0DIA_12 Plant Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Green Yellow Yellow Yellow Yellow Yellow Yellow Yellow Red Red Red Red Red Red Red Red Red Red Red Yellow Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue Blue
RB_FE500D_32.0DIA_12 Plant Blue Green Green Yellow Red Red Red Red Blue Green Yellow Yellow Yellow Yellow Yellow Red Green Blue Blue Blue Green Green Green Yellow Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Red Green

Where to Find out More?
All material and © copyright Demand Driven Institute 2014, all rights reserved
• Books:
• Online:
• www.demanddrivenmrp.com (free downloads and podcasts)
• www.demanddrivenworld.com (free downloads of company presentations from the Demand
Driven World Conference)
• DDMRP LinkedIn group: http://www.linkedin.com/groups?home=&gid=3768677

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