Introduction to Oracle ASCP and Demantra

Advanced Supply Chain
Planning (ASCP) and
Demantra Training
overview
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Demantra Overview

Company wide platform for demand planning
and collaboration.
Generation of Statistical Forecast
Introducing Oracle Demantra

Oracle Demantra Applications

Demantra Features
 Demand Management
 Functionality to import data
 Statistical Forecasting
 Reporting and Analysis
 Collaboration
 Limited causals and tuning capabilities
 Advanced Forecasting & Demand Modeling
 Additional Forecasting Models
 Causal contribution analysis & unlimited causal factors
 Advanced tuning capabilities (Nodal Tuning)
 Event Analysis

Other Noticeable Features
 User Configurable Dashboard
 Audit Trail / Online Notes
 Data Integrity
 User Friendly Graphs for Analysis
 New Product Introduction
 Workflow Driven Integrated Process

Demantra Jargons
 Level Dimensions and Hierarchies
 Series
 Collaborator Workbench
 Worksheets

Levels Overview
 Levels control how data is aggregated and organized
 Used in worksheets, filters, import or export, and
forecasting
Manufacturer Level
Retailer Level
Brand Level

Group data according
to characteristics of
items
Level Types
Page 9
Demantra supports the following level types:
Time
LocationItem
Combination/Matrix
Group data according
to characteristics of
locations
Group data according to
characteristics of item –
location combinations
(eg. ABC Classification)
Group data by
sales date

Series
 A set of data that can be displayed in a worksheet table or graph, at any
aggregation level. A series serves as Place holder for the data
 Series contain data
 Each series can be displayed a column in a worksheet table (and/or
graphed)

Worksheets
 Within Demantra, users work almost entirely within
worksheets
 A worksheet is a customized working environment
where users can view and edit data
 When users save changes back to the database, they
become available to other users and to downstream
operations
 A worksheet consists of one or more views, usually
displayed as tabs or multiple document interfaces within
the worksheet
 Each view retrieves a set of data that is aggregated in a
specific way and that may also be filtered

Worksheets – UI Components
Page 12November 21, 2017
Menu and
Toolbar
Table
Graph
Activity
Details
Embedded
Worksheet
Member
Browser
Notes and
Attachments
Status Bar

Collaborator Workbench
 First screen that user sees after logging into Demantra
 Launch point to Worksheets
 Contains System and User-defined contents
 Provides role-based access and user-secured
environment
 Provides real-time, automatic or manual alerts and
messages
 Fully Configurable

Collaborator Workbench
Page 14
Manage & work on all
important worksheets
See who is online &
who is not
Send & Receive alerts,
tasks and notifications
Personalized
Dashboards

Click to edit Master title style
Click to edit Master text styles
ASCP Planning Overview

• Maintain Excess Inventory
• Reserve Production Capacity
• Expedite Everything
• Reactive Approach
• Low degree of visibility
Customers Suppliers
Tier 2
Tier 1
Marketing
Forecast
Sales
Forecast
Mfg
Forecast
Manufacturing
Plans
t = weeks
?
Demand Planning Process Supply Planning Process
Traditional Approach

Typical Business Requirements
Supplier Manufacturing Distribution/Sales Customer
1. Integrating Suppliers
2. Plan based on
Suppliers lead time and
capacity
3. Optimize supplier cost
against on-time
delivery
1. Job Scheduling
2. Visibility of the
Production
3. Suggest changes based
on plan output
4. Manage the capacity
and materials
5. Long term capacity
planning
6. Reduce planning time
1. Plan material shipment
2. Prevent Stock-outs with
lower inventory levels
3. Consider the
transportation
constraints for
scheduling
1. Improve customer
response time
2. Ability to meet the
promise date
3. Take care of changes
in the priorities
4. Track the satisfaction
date
5. Improve forecast
accuracy
Supplier Manufacturing Sales & Distribution Customer

• Closed loop planning
processes across supply
chain
• Supply chain visibility
• Make better decisions
• React immediately to changes
in supply chain
• Supply Chain Built on
Information
Internet
Customers Suppliers
Tier 2
Tier 1
Marketing
forecast
Sales
forecast
Mfg
forecast
Single holistic
plan
t = hours
Forecast
Automated
exceptions
PortalPortal
Collaborative
demand plan
Collaborative
supply plan
Automated
exceptions
Automated
exceptions
Collaborative Planning Process
Demand Planning Process Supply Planning Process
Competitive Approach

Oracle ASCP

Oracle ASCP Features
• Unconstrained, constrained, and optimized plans across supply chain
• Plan considers both resource and material constraints (or either)
• One plan for all planning levels across multiple time horizons and organizations using ONE data model
• Supports alternate resources, alternate routings, alternate BOM’s, substitutions, alternate sourcing, co-products
and simultaneous resources
• Simulation Capability
• Workflow-Driven Exception Messaging
• Plan at Execution Level, Operation Level, Strategic Level based on user defined buckets

Inputs to Planning
Demand
Planning
Forecast
demand
Planning Engine
Existingsupply
Order Management
Inventory
Routing/ Resources
WIP/OSFM
Purchasing
Item/ BOM/ Sourcing
Flat file from
TSMC/ ASE
Sales Order
demand
Data Collection

Oracle Considerations for Planning
Supplier Manufacturing Distribution/Sales Customer
1. Supplier Capacity
2. Supplier processing time
3. Forecast/ Schedules for
Suppliers
4. Purchase orders
1. Item/ Inventory
2. BOM
3. Routings
4. Operation
5. Department/
Resources
6. Sourcing Rules
7. WIP Transaction
8. Safety Stock
1. Shipping Network
2. Shipping Methods
3. Shipping Time
4. Shipping Capacities
(wt./ vol.)
1. Sales orders
2. Forecasts
3. Customer specific
Sourcing Rules
4. Ship date
5. Order promising
6. Demand Priorities
Supplier Manufacturing Sales & Distribution Customer

Features and Concepts

 Oracle ASCP respects the following order modifiers (in order)
 Fixed Days Supply - FDS
 Fixed Order Quantity - FOQ
 Fixed Lot Multiplier - FLM
 Minimum Order Quantity - MOQ
 Maximum Order Quantity - MOQ
 Round Order Quantity - ROQ
 For ‘buy from’ supply order - Supplier order modifiers, if not then item attribute order modifiers
 For ‘make at’ and ‘transfer from’ supply orders - Item attribute order modifiers
Order Modifiers

 Standard
 Supply and demand prioritized on daily basis
 Firm supplies are considered
 Priority Pegging
 Pegged in First Pass in the “Firm Supply Allocation Window”
 Demand Window & Supply Window are considered
 Priority/ FIFO pegging
 Pegged in First Pass in the “Firm Supply Allocation Window”
 Uses the daily FIFO logic in the Second Pass once Firm Supplies are consumed
FIFO pegging
Uses the daily FIFO logic in the Second Pass once Firm Supplies are consumed
Pegging Options with ASCP

 Planning Time Fence
 Future time inside which no new planned orders nor rescheduling in existing orders is done.
 Purchase requisitions and internal requisitions are not subject to planning time fence processes.
 Release Time Fence
 Allow automatic release of planned orders as standard discrete jobs or as purchase requisitions
Time Fences

Time Fences
Only Sales Orders Only Forecasts
Demand Time Fence
Planning Time Fence
No new orders,
No reschedules in
Create, change and
reduce planned orders
Automatically release
planned orders
Release Time Fence

Types of Resources
Lot Based
Resource consumption is independent of the lot size
Same processing time irrespective of the number of items
Can be constrained or unconstrained or unplanned
Typically to model setup time or tact time
E.g. Furnace
Resource consumption is based on units processed
Can be constrained or unconstrained or unplanned
Typically capacity is modeled as item based resource
E.g. Testers
Item Based

Lot Resource 1
Process Time 2 hrs/ Lot
Resource Scheduling
Lot12
hrs
Lot2
2 hrs
Item BC2XX Lot 1 – 2000 Units
Lot 2 – 1000 Units
Item Resource 1
Process Time 250 units/ hr
Lot2 – 4 hrsLot1 - 8 hrs
To consider a resource as “Constrained” we need to set it as planned and add it to the
Bottleneck Resource Group specified in the plan (incase we are not planning for all
the resources)

Resource X
Resource Y
Primary Resource X Start : September-01-2003 End : March-31-2004
Primary Resource Y Start : April-01-2004 End : ∞
September-01-2003 ～ March-31-2004 → Resource X : Primary
Resource Y : Alternate
April-01-2004 ～ ∞ → Resource Y : Primary
Alternate Resource can be set.
• Preferred Resource is judged based on priorities
• Use operation effectivity to switch between primary
and alternate resources
Operation Item A
Alternate Resources

 Sourcing rules answer the question “From where does plant X get part A”
 Bill of Distribution specifies a multilevel replenishment network of warehouses, distribution centers, manufacturing
plants and trading partners across multiple organizations
 Options – Make at, Buy from or Transfer from
 The following are respected by the ASCP Engine
 Time–phased replenishment strategy
 Splitting demand according to sourcing percentages
 Rank to prioritize the sourcing supplier/ organization
 Supplier lead time/ order modifiers/ capacity
 Alternate movement incase capacity cant meet the demand
 Both are assigned to items under an Assignment Set
Sourcing Rule & Bill of Distribution

 The selections respect supplier capacity based on the following logic:
 Rank 1 ‘buy from’ suppliers respecting percentage allocations when available capacity exists for all
suppliers.
 Lower ‘buy from’ suppliers if no Rank 1 suppliers have available capacity but the lower rank suppliers
have available capacity.
 The primary Rank 1 supplier if there are no suppliers at any rank with any available capacity left. This is
true for both unconstrained and constrained plans.
Sourcing Percentage & Ranks

Safety Stock Supply
ASCP traces the “real” supply that resulted in the safety stock supply and pegs the sales order demand to
that supply
Time
100
50
Safety Stock Levels
Time
Safety Stock
Demand = 100
Safety Stock
Supply = 50
On Hand
Supply = 100 Supplies
DemandsSales Order
Demand = 50
100
50

Forecast Expiration
 Customers submit Demand Forecasts over a distributed time horizon and want a commitment on how much of
each weekly forecast quantity can be met on time
 If a forecast cannot be met on time, the supply runs late and consumes capacity in future weeks
 When many demands are late, it is difficult to tell what forecast quantity could be met on time each week
 ASCP takes the following values to consider expiration –
 Maximum Allowable Days Late
 Maximum Allowable Days Late before Forecast Expiration

 Fulfill customer demand on time by substituting a more functionally rich product, when the requested item is not
available.
 Substitution is done to consume existing inventory of older or meet demand date with a functionally equivalent or
superior item.
 Substitution as per rules based on
 Direction in which substitution is effective
 Effective dates
 Partial Order Fulfillment flag for the relationship
 Customer and customer site for a substitution relationship
End Item Substitution

Op.
1
Op.
2
Op.
3
Routing X
Op.
4
Op.
1
Op.
5
Op.
4
Routing Y
Op.
6
Alternate Routing can be set.
・Preferred Routing is judged based on priorities.
・Routings can be switched based on effective dates.
Child Item B
Alternate BOM can be set.
・Preferred BOM is judged based on priorities.
・BOMs can be switched based on effective dates.
Child Item C
Parent Item A
Item A
Alternate Bill and Routings

Operation
Co-products are produced as a result of some operation and are produced based on co-product rate.
60%
40%
Item A
Item A’
Co-Products and Substitutes

Forecast Spreading & Consumption
 Forecast is generated and maintained at an aggregate (week, month, quarter) time level
 Desirable to spread the periodic forecast demand evenly across workday calendar to provide a
realistic estimate of the future demand pattern.
 Restrict ASCP forecast consumption such that forecasts for any bucket will be consumed by
sales orders for the corresponding forecast bucket only.

Item Lead Time
 Buy Items
 The total lead-time of buy order has three components
 pre-processing lead-time (purchase order preparation)
 processing lead-time (time vendor needs the order before delivery to your dock)
 post processing lead-time (time to move from receiving to inventory)
 Lead times logic is in the order of listing:
 Processing lead-time as in Approved Supplier list
 Item attribute processing lead time

Supplier Capacity Constraints
 Plan based on Supplier Capacity Constraints
 Effectivity dates for time phased capacity definition
 Supplier-Specific Lead Times
 Delivery/Reception Frequency Calendars
 to reflect the days the supplier can deliver the order
 Supplier-Specific Order Modifiers for the supplied quantities
 Minimum order quantity or Fixed lot multiplier

 Planned Inventory Points
 Major stocking phases in manufacturing cycle
 Jobs continue till PIP level even without a valid demand
 Schedules the unpegged jobs after the pegged jobs
 In semiconductor manufacturing
 Wafers processed in furnace oxidize if left for some time
 In the Fab after acid cleaning, parts need to be re-cleaned if they are left alone for some time
 Between the fab and testing, performance is measured and the production process is adjusted
accordingly. If work orders spend too much time it affects process control and yields.
Planned Inventory Points

Plan Types/Planning Methods
Global Vs Vs Local

ASCP supports the following 3 Planning Types / Methods:
 Distribution Plan (DRP)
 Production Plan (MPS)
 Manufacturing Plan (MRP)
• A choice of plan types lets you tailor the degree of subset planning that is performed for the supply chain:
from a single, global supply chain plan down to manually adjusted plans for each item in each organization
of the supply chain.
• The DRP includes distribution requirements for all planned items across multiple organizations.
• The MPS is a statement of supply required to meet the demand for the items contained in an MDS or
another MPS. You can use MPS to level or smooth production so that you effectively utilize capacity to drive
the material requirements plan or distribution requirements plan.
• The MRP calculates net requirements from gross requirements by evaluating the master schedule, bills of
material, on–hand inventory balances, lead times and scheduled receipts etc.
Plan Types/Planning Methods

Thank you

Introduction to Oracle ASCP and Demantra

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