EXP_0034
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EXP_0034


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The basis of the reorder point planning is the comparison of the available warehouse stock and the fixed receipts with the reorder point. If the available warehouse stock is less than the reorder point, then the net requirements calculation is triggered.
The reorder point is composed of the expected average material requirements during the replenishment lead time and the safety stock. Correspondingly, the following points must be considered when defining the reorder point:
Safety stock,
Previous consumption or future requirements,
Replenishment lead time.
The safety stock must cover both the unplanned excess material consumption during the replenishment lead time as well as the additional consumption caused by delayed deliveries. 
If you want to take into account sales orders and manual reservations when planning, you can use another reorder point procedure designed for external requirements.
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In reorder point planning, the available warehouse stock comes from the following calculation: warehouse stock + open purchase order quantity (Purchase orders, firmed planned orders, firmed purchase requisitions).
There will be a material shortage if the available warehouse stock is less than the reorder point. 
The shortage quantity is the difference between the reorder point and the available warehouse stock. The purchase order quantity is created from the lot-sizing procedure in the material master record.
The system sets the planning date as the basis for the requirements date.
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The shortage quantity date for materials planned using reorder points is the date of the planning run. If stock falls short of the reorder point, the procurement must be carried out immediately. The system defines in scheduling, the date on which the material will be available, from the shortage quantity date. This procedure is defined as forward scheduling.
In forward scheduling, first of all the purchasing department processing time in work days is added and then the planned delivery time in calendar days and finally the goods receipt processing time in work days to the present date. The result of the calculation is the MRP date.
The purchasing department processing time is the time available to the buyer to convert a purchase requisition into a purchase order; it is defined specifically for a plant in Customizing.
The goods receipt processing time is the period of time between the receipt of a material and the addition to stock. This time is, for example, required for checking the material and for the process of placement into storage.
The planned delivery time and the goods receipt processing time are material-specific definitions. 
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