TABLE OF CONTENTS Joining the revolution is a fool s game. The real path to businesssuccess is evolution.
Jeff Adams [66]
This chapter presents four brief case histories in implementing new planning approaches. Theycover a considerable range of industries, business challenges, and project methodologies. Some ofthe cases report on programs that were great successes; others were not. The standard of practiceranges from adequate to excellent, and we certainly discuss here the lessons learned as part ofthese cases. They are presented in chronological order, from near-ancient to contemporary. Thecases report on:
A custom production planning and master scheduling system for a tire manufacturer
A tightly integrated planning package implemented at a soft drink bottler
A comprehensive planning approach for a paper producer
A short-range logistics planning/operating system
[66]Adams, Jeff, Don t join the revolution, iSource Business,November, 25 26, 2001.
Manufacturers of automobile tires have long been aware of the complex problem they face inplanning the manufacture and physical distribution of their product and how much value there is inplanning approaches that deal with multiple factors simultaneously. They must balance theiroriginal equipment manufacturer manufacturing for the automobile companies (which is basically ano-profit business that requires 100 percent service, lest an auto assembly plant be shut down)with their aftermarket production where they can make some profit. They must maintain inventory ofproduct in the field for quick replenishment of dealers stocks, since a dealer without theirproduct on hand in the right size, right now, will simply sell another brand of...
