Catálogo de publicaciones - libros

The supply of locations is done via deployment along the BOD. Lateral stock transfers are usually avoided because there are more costly: The service part has to transferred one more time, which means additional costs, and the lateral transfer itself might be less cost efficient due to low volume. In exceptional cases a lateral stock transfer is desired nevertheless.

The replacement of a service part with another service part (or with several other service parts) is called supersession. Reasons for supersession might be changes in the product, changes in the service parts portfolio or changes in the sales package — e.g. from a kit to separate service parts or the other way around. Therefore supersession is not an independent process but relies mainly on the service parts planning processes manage demand, forecasting, EOQ and safety stock planning, and DRP.

Within service parts management two scenarios for sales order fulfilment exist: sales from stock and third party order processing (TPOP). Sales from stock is the common scenario where a sales order is confirmed (and delivered from) based on available stock. If service parts planning has been performed properly, this should be possible — unless it was decided that the customer facing location should not contain any stock (see chapter 4). In this case — or if the customer demand exceeds the forecast and the safety stock — it is checked whether any other distribution centre within the supply network is able to confirm the sales order. For the check within the supply network (i.e. the BOD) rules-based ATP is used. In the second scenario, third party order processing, the service part is procured directly from the supplier to the customer. Neither scenario is part of service parts planning, but at least the more straightforward scenario of sales from stock is briefly introduced in order to complete the picture from a supply chain management point of view.

Within the service parts management solution different tools exist for monitoring and reporting. Monitoring is used to observe the supply chain in order to help the planner intervening in case of imbalances and other problems. Imbalances are shown in the shortage monitor, and for other problems the alert monitor is used. Both tools are in SAP ICH™ and allow the supplier to have a look at the imbalances and other problems that concern him. As a third tool in SAP ICH™, the SPP cockpit provides an overview of the planning situation of a service part within the BOD — e.g. stock, stock in transit, forecast etc. The data for monitoring in SAP ICH™ is read mainly from tables that are used (and filled) by SAP APO™ applications.