Implementing EnterpriseOnes Planning tools: MPS

1
Implementing EnterpriseOnes Planning tools MPS
MRP
to a business that has no prior experience with
these process
2
Business Background

• FOSTERS GROUP and Beringer Blass Wine Estates
• 3 Divisions CUB, Fosters International
  Beringer Blass Wine Estates
• CUB Beer brands VB, Cascade, Crown Lager,
  Fosters, Cougar bourbon and Black Douglas RTDs
• One of the 4 big wine companies in Australia and
  the only Australian wine company in the top 4
  worldwide
• Global wine 20 million cases world wide, all in
  6 price range, EBITA last full year of
  429million 50/50 split AUS/US
• Australian Brands include Wolf Blass,
  Yellowglen, Jamiesons Run, Saltrams
• Bottling sites Mildura, Ballarat and the Barossa

3
Systems Background

• Systems
• Each division manages their own planning
  transactional systems.
• Replaced legacy system in mid 2002 with complete
  JDE ERP
• Winery module being developed by Peoplesoft
• Manugistics implemented during 2003, and Optikas
  document. management / workflow being
  implemented.
• We have a Fosters corporate data warehouse we
  share.
• light modifications to JDE
• Standalone Forms / Tables use the JDE Database
  instead of MS Access
• Modifications to standard forms not logic eg
  Description two everywhere
• New reports (almost all JDE reports replaced with
  csv reports that work)
• Minor mods to JDE logic (eg MRP)

4
Process Background

• Processes
• Data conversion changed every item
• 6,500 components
• 3,400 finished goods items
• 550 new products per year
• Discrete work orders
• Export products effective make to order, but
  were moving to more make to stock.
• Moving to small runs of wine (eg Yellow Label for
  Canada every two weeks) rather then one large run
  per year
• Long term management of dry goods such as labels

5
Pre EnterpriseOne Processes

• Beringer Blass Wine Estate Bottling Business
• MPS process based on a reorder point and
  budgets and a manual forecast is built using a
  custom database.
• A Program was put together and distributed to
  all departments.
• No concept of a BOM, but a component list which
  only had to be accurate on the day of bottling.
• MRP process managed by reviewing the program
  for short term dry goods (such as Glass and
  Caps), the long term components managed using
  budgets.
• ..familiar?.

6
MPS Vision and Process

• Manugistics
• Replace budget with a sales forecast
  unconstrained.
• Plan at an aggregated level (Non-Vintage product)
  Product Family.
• Use Manugistics fulfilment to net-off stock on
  hand, orders, and bulk wine constraint to derive
  a MPS for bottling that is achievable.
• EnterpriseOne MPS
• Load the Manu MPS and convert to the correct EOne
  Item.
• Load into EOnes Forecast table as a production
  forecast.
• Use modified MPS to generate Work Order messages.
• Summary
• Business comfortable with approach.
• Issues are technology and data.

7
Forecast Overview

• Items nomenclature is managed

• Planned by IPL (Demand) and MPF (Supply) which
  are cat codes.

8
Master Production Schedule

• While MPS in EOne, we report via portal using a
  data warehouse.
• Data warehouse allows us to measure the MPS
  changes over time.

• Within a freeze period, these messages will be
  turned into work orders.

9
MRP Vision and Process

• Long Term Planning
• Use the MPS to provide the demand for rolling 12
  months
• Manage long term components such as Glass, Cork
  and Labels
• Message management not suited, but the data is
  there
• Short Term Call-ups
• Use standard MRP message management
• Load building
• Generate POs that are emailed weekly/monthly
• Future
• EDI / B2B with majors (Amcor, ACI and Visy)
• Better management of labels expensive and
  change alot

10
MRP The solution

• Good quality BOMs

• Data on components
• Order Policy Rule
• Message Display Fence
• Leadtime Level
• Quantities on Branch
• Order UOM Default Supplier

11
MRP The Messages.

• Message Types
• B Order and expedite
• O Order within rules
• F Frozen Orders
• T Past Due Orders
• C D Cancel and Defer not used

12
MRP Message the problems.

• Message Item by item.
• Use the details screen
• Use MPF Supplier
• Use Required Date
• Customization to show purchase UOM qty
• Total qty calculated on form.
• But message fence (which filters the long term
  messages out) hides message we need to do long
  term planning.

13
MRP Long term planning

• Available to promise report by suppler / item
  type.

14
So, why dont people like it..

• Old process is a top down approach to
  component management
• Historically reports were based on work orders,
  with component shortage reports
• New process is bottom up, from each component
  up through the work orders
• EOne is not good as showing where the demand is
  coming from (work orders without descriptions,
  nested BOMs only showing the deepest demand
• Inclusion rules confusion what is in and what
  us out (eg Rework work orders)
• BOM to Parts-list changes
• Planning values on branch cumbersome to setup

15
So, how to get it used..

• Respect the change issue, dont train, mentor
• Grid view of branch values (see next slide)
• Pick a supplier trial very small
• ACI chosen one supplier providing almost all
  glass
• Small number of items to setup 40
• Run MRP and only view these items (too much
  information)
• Setup to enable one purchase order to be
  generated per session
• Purchase UOM on details
• Manage the timing issue within the detail form
• Setup supplier on dry goods
• Dont give user too many reports based on old
  model
• Rollout of other dry goods user driven
• OTT TIP Customize the P41002 to stop the UOM
  change once a record in the cardex.

16
Item Branch Grid
17
Conclusion

• EnterpriseOnes MPS MRP Process works
• The software is useable
• Minor mods will make it better, it needs polish
• Control access to data setup (BOMs and production
  values)
• Take the time
• Tony Drake
• Beringer Blass Wine Estates
• tony.drake_at_beringerblass.com.au