Icon Scp 11.0 User Guide

© 2012 by icon-scm www.icon-scm.com

ICON-SCP 11.0

User Guide

Document Version: 11.0.4

Publishing Date: 12/10/2012

ICON-SCP 11.0 User Guide __________________________________________________________________________________

__________________________________________________________________________________© 2012 by icon-scm i

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Copyright © 2012 by icon-scm. All rights reserved.

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__________________________________________________________________________________© 2012 by icon-scm ii

Table of Contents

ICON-SCP 11.0 .......................................................................................................................i

Preface ................................................................................................................................ xxi

About This Document ........................................................................................................... xxi

Who Should Use This Document ............................................................................................ xxi

Documentation Organization ................................................................................................. xxi

What Is New in This Document .............................................................................................. xxii

Related Documentation ....................................................................................................... xxiii

Notation/Typographic Convention ......................................................................................... xxiv

1 Introduction ...................................................................................................................1

1.1 General Purpose of ICON-SCP .......................................................................................... 1

1.2 Example Business Processes ............................................................................................ 2

1.2.1 Allocation Planning .................................................................................................... 2

1.2.2 Visibility in Supply Networks ....................................................................................... 2

1.2.3 Capable to Promise ................................................................................................... 2

1.3 The icon-scm Process ..................................................................................................... 2

1.4 The Use Case Model ........................................................................................................ 4

1.4.1 Supply Chain Library ................................................................................................. 4

1.4.2 Supply Chain Network................................................................................................ 4

2 Master Data ....................................................................................................................6

2.1 Planning Horizon and Business Calendar............................................................................ 7

2.1.1 Overview ................................................................................................................. 7

2.1.2 Planning Horizon ....................................................................................................... 7

2.1.3 Business Calendar ................................................................................................... 10

2.1.4 Modeling Planning Horizon and Business Calendar ....................................................... 14

2.2 Working Calendars ....................................................................................................... 26

2.2.1 Overview ............................................................................................................... 26

2.2.2 Calendar Workbench................................................................................................ 26


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2.2.3 Calendar Setup ....................................................................................................... 30

2.2.4 Modeling Working Calendars ..................................................................................... 30

2.3 Depots ........................................................................................................................ 32

2.3.1 Overview ............................................................................................................... 32

2.3.2 Depot Setup ........................................................................................................... 32

2.3.3 Depot Family .......................................................................................................... 34

2.3.4 Modeling Depots ..................................................................................................... 35

2.4 Channels ..................................................................................................................... 37

2.4.1 Overview ............................................................................................................... 37

2.4.2 Customer Setup ...................................................................................................... 37

2.4.3 Channel Workbench ................................................................................................. 38

2.4.4 Channel Mapping .................................................................................................... 40

2.4.5 Modeling Channels .................................................................................................. 42

2.5 Parts ........................................................................................................................... 47

2.5.1 Overview ............................................................................................................... 47

2.5.2 Part Workbench ...................................................................................................... 47

2.5.3 Part Setup .............................................................................................................. 49

2.5.4 Part-Depot Setup .................................................................................................... 51

2.5.5 Part Family Setup .................................................................................................... 53

2.5.6 Part Lock ................................................................................................................ 56

2.5.7 Modeling Parts ........................................................................................................ 58

2.6 Suppliers ..................................................................................................................... 60

2.6.1 Overview ............................................................................................................... 60

2.6.2 Supplier Setup ........................................................................................................ 60

2.6.3 Modeling Suppliers .................................................................................................. 61

2.7 Processes .................................................................................................................... 62

2.7.1 Overview ............................................................................................................... 62

2.7.2 Process Setup ......................................................................................................... 71


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2.7.3 Process Share ......................................................................................................... 74

2.7.4 Modeling Processes and Process Shares ..................................................................... 78

2.8 Bill of Materials / Material Usage .................................................................................... 91

2.8.1 Overview ............................................................................................................... 91

2.8.2 Bill of Materials ....................................................................................................... 94

2.8.3 Multi-level BOM ....................................................................................................... 97

2.8.4 Modeling Bill of Materials ........................................................................................ 101

2.9 Inventory Channels / Target Inventory ......................................................................... 106

2.9.1 Overview ............................................................................................................. 106

2.9.2 Target Inventory ................................................................................................... 107

2.9.3 Modeling Target Inventory ..................................................................................... 109

2.10 Capacities ................................................................................................................ 113

2.10.1 Overview ............................................................................................................ 113

2.10.2 Capacity Workbench ............................................................................................ 114

2.10.3 Capacity Setup .................................................................................................... 116

2.10.4 Capacity Profile ................................................................................................... 119

2.10.5 Capacity Adjustment ............................................................................................ 120

2.10.6 Capacity Family ................................................................................................... 121

2.10.7 Modeling Capacities ............................................................................................. 122

2.11 Capacity Family Bill of Capacity .................................................................................. 126

2.11.1 Overview ............................................................................................................ 126

2.11.2 Bill of Capacities .................................................................................................. 127

2.11.3 Modeling Bill of Capacity ....................................................................................... 128

2.12 Cost and Price Model ................................................................................................. 129

2.12.1 Overview ............................................................................................................ 129

2.12.2 Sales Price Calculation ......................................................................................... 129

2.12.3 Costs Calculation ................................................................................................. 132

2.12.4 Modeling Costs .................................................................................................... 137


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3 Transactional Data ..................................................................................................... 145

3.1 Independent Demand ................................................................................................. 145

3.1.1 Independent vs. Dependent Demand ....................................................................... 145

3.1.2 Gross and Net Demand .......................................................................................... 146

3.1.3 Customer Orders ................................................................................................... 146

3.1.4 Shippable Forecast ................................................................................................ 151

3.1.5 Additional Demand ................................................................................................ 153

3.1.6 Inventory Reservations .......................................................................................... 155

3.2 Supply ...................................................................................................................... 157

3.2.1 Stock on Hand / Inventory ..................................................................................... 157

3.2.2 Inter Warehouse Transfer....................................................................................... 159

3.2.3 Purchase Order ..................................................................................................... 161

3.2.4 Work Orders ......................................................................................................... 163

3.2.5 Firm Planned Order ............................................................................................... 166

3.2.6 Firm Supply .......................................................................................................... 168

3.3 External Commits ....................................................................................................... 175

3.3.1 Save Material Commit ............................................................................................ 177

3.3.2 Load Material Commit ............................................................................................ 181

3.3.3 Save Capacity Commit ........................................................................................... 185

3.3.4 Load Capacity Commit ........................................................................................... 190

4 Demand Pre-Processing ............................................................................................. 194

4.1 FC Type .................................................................................................................... 194

4.2 Forecast .................................................................................................................... 195

4.3 Bucket to Date ........................................................................................................... 196

4.3.1 Parameter ............................................................................................................ 198

4.4 FC Netting Overview ................................................................................................... 198

4.5 Demand Pre-Processing Steps ...................................................................................... 200

4.5.1 Forecast Netting .................................................................................................... 202


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4.5.2 Forecast Classification ............................................................................................ 216

4.5.3 Forecast Allocation ................................................................................................ 219

4.5.4 Forecast Slicer ...................................................................................................... 223

4.5.5 Create Shippable Forecast ...................................................................................... 227

4.6 Primary Demand ........................................................................................................ 229

5 Planning Triggers and Planning Steps ........................................................................ 232

5.1 Planning Steps Overview ............................................................................................. 233

5.2 Create Primary Demand .............................................................................................. 234

5.2.1 Overview ............................................................................................................. 234

5.2.2 Input ................................................................................................................... 234

5.2.3 Logic ................................................................................................................... 236

5.2.4 Output ................................................................................................................. 242

5.3 Priority Manager ......................................................................................................... 242

5.3.1 Overview ............................................................................................................. 242

5.3.2 Input ................................................................................................................... 244

5.3.3 Logic ................................................................................................................... 244

5.3.4 Output ................................................................................................................. 252

5.4 Adjust Primary Demand .............................................................................................. 252

5.4.1 Overview ............................................................................................................. 252

5.4.2 Input ................................................................................................................... 252

5.4.3 Logic ................................................................................................................... 253

5.4.4 Output ................................................................................................................. 254

5.5 Create Firm Supply ..................................................................................................... 254

5.5.1 Overview ............................................................................................................. 254

5.5.2 Input ................................................................................................................... 254

5.5.3 Logic ................................................................................................................... 256

5.5.4 Output ................................................................................................................. 257

5.6 Constraint-Based Planning ........................................................................................... 257


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5.6.1 Overview ............................................................................................................. 257

5.6.2 Input ................................................................................................................... 259

5.6.3 Logic ................................................................................................................... 262

5.6.4 Output ................................................................................................................. 281

5.6.5 Modeling .............................................................................................................. 282

5.7 Material Requirements Planning ................................................................................... 295

5.7.1 Overview ............................................................................................................. 295

5.7.2 Input ................................................................................................................... 296

5.7.3 Logic ................................................................................................................... 297

5.7.4 Output ................................................................................................................. 297

5.8 Create Pegging .......................................................................................................... 297

5.8.1 Overview ............................................................................................................. 297

5.8.2 Input ................................................................................................................... 298

5.8.3 Logic ................................................................................................................... 298

5.8.4 Output ................................................................................................................. 300

5.9 Reallocation ............................................................................................................... 301

5.9.1 Overview ............................................................................................................. 301

5.9.2 Input ................................................................................................................... 301

5.9.3 Logic ................................................................................................................... 303

5.9.4 Output ................................................................................................................. 307

5.10 Calculate Release Status ............................................................................................ 307

5.10.1 Overview ............................................................................................................ 307

5.10.2 Input ................................................................................................................. 307

5.10.3 Logic.................................................................................................................. 310

5.10.4 Output ............................................................................................................... 314

5.11 Shortage Analysis ..................................................................................................... 314

5.11.1 Overview ............................................................................................................ 314

5.11.2 Input ................................................................................................................. 314


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5.11.3 Logic.................................................................................................................. 315

5.11.4 Output ............................................................................................................... 317

5.12 Forecast Commit ....................................................................................................... 317

5.12.1 Overview ............................................................................................................ 317

5.12.2 Input ................................................................................................................. 318

5.12.3 Logic.................................................................................................................. 319

5.12.4 Output ............................................................................................................... 319

6 User Interface ............................................................................................................ 320

6.1 ICON-SCP Installation and Access ................................................................................ 320

6.1.1 Installing ICON-SCP .............................................................................................. 320

6.1.2 Starting ICON-SCP ................................................................................................ 321

6.1.3 Logging into ICON-SCP .......................................................................................... 322

6.1.4 Closing ICON-SCP ................................................................................................. 325

6.2 Elements of the ICON-SCP Screen ................................................................................ 325

6.2.1 User Profile .......................................................................................................... 325

6.2.2 Menu Bar ............................................................................................................. 326

6.2.3 TDI Toolbar .......................................................................................................... 327

6.2.4 Status Bar ............................................................................................................ 328

6.2.5 TDI Tab ............................................................................................................... 329

6.2.6 TDI Treeview ........................................................................................................ 330

6.2.7 Theme ................................................................................................................. 330

6.2.8 Undock and Split Screens ....................................................................................... 332

6.2.9 Search, Retrieve, and Filter .................................................................................... 335

6.2.10 Query Mode ........................................................................................................ 339

6.2.11 Query Builder ...................................................................................................... 342

6.2.12 Filter Dialog ........................................................................................................ 344

6.2.13 Stored Queries, Filters, and Sorts .......................................................................... 345

6.3 Maintaining and Editing Data ....................................................................................... 347


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6.3.1 Inserting New Data Rows ....................................................................................... 347

6.3.2 Deleting Data Rows ............................................................................................... 349

6.3.3 Discard Row ......................................................................................................... 350

6.3.4 Set Null Value ....................................................................................................... 350

6.3.5 Resetting a Value .................................................................................................. 350

6.3.6 Filling a Column .................................................................................................... 350

6.3.7 Enhanced User Input ............................................................................................. 351

6.3.8 Batch Updates ...................................................................................................... 352

6.3.9 Saving Changes .................................................................................................... 353

6.3.10 Discard Changes ................................................................................................. 354

6.4 Using ICON-SCP Data Outside of the Application ............................................................ 354

6.4.1 File Formats ......................................................................................................... 354

6.4.2 Copying All Data ................................................................................................... 357

6.4.3 Pasting All Data .................................................................................................... 358

6.4.4 Loading Data from a File ........................................................................................ 358

6.4.5 Import File Dialog Box ........................................................................................... 359

6.5 Further Tools ............................................................................................................. 359

6.5.1 Pivot Table ........................................................................................................... 360

6.5.2 Using the Calculator .............................................................................................. 362

6.5.3 Getting Information about an Open Window ............................................................. 363

6.5.4 Searching and Replacing Data with the Find Tool ...................................................... 365

6.5.5 Auto Fit Column .................................................................................................... 366

6.5.6 Using the Print Preview .......................................................................................... 367

6.5.7 Using the Online Help System ................................................................................. 368

6.6 Admin Tools (SysAdmin) ............................................................................................. 369

6.6.1 Parameter ............................................................................................................ 369

6.6.2 User Authorization ................................................................................................. 373

6.6.3 Menu Configuration ............................................................................................... 375


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6.6.4 Report Repository ................................................................................................. 381

6.6.5 Command Wizard .................................................................................................. 401

6.6.6 Report Wizard ....................................................................................................... 404

6.6.7 Navigation Wizard ................................................................................................. 415

6.6.8 Server Admin ....................................................................................................... 419

6.6.9 Business Calendar ................................................................................................. 420

6.6.10 Planning Grid ...................................................................................................... 420

6.6.11 Statistics ............................................................................................................ 420

6.6.12 Inbound Interface Status ...................................................................................... 425

6.6.13 Outbound Interface Status ................................................................................... 426

6.6.14 Translations ........................................................................................................ 427

6.6.15 Log Table ........................................................................................................... 430

6.6.16 Subscreen Customizing ........................................................................................ 431

6.6.17 Access Security Settings....................................................................................... 450

6.6.18 Drop-down Access ............................................................................................... 452

6.6.19 Ticker Setup ....................................................................................................... 453

6.6.20 Web Executor ..................................................................................................... 453

6.6.21 External Dropdowns ............................................................................................. 454

6.7 Miscellaneous ............................................................................................................ 455

6.7.1 Client Retrieval Limits ............................................................................................ 455

6.7.2 Reconnect ............................................................................................................ 455

6.7.3 Configured Business Processes / Named Services ...................................................... 456

7 Demand Reports ........................................................................................................ 457

7.1 Management Dashboard .............................................................................................. 458

7.1.1 Retrieving Data ..................................................................................................... 460

7.1.2 Report Results ...................................................................................................... 461

7.1.3 Report Analysis ..................................................................................................... 461

7.2 Lateness Prio Map ...................................................................................................... 462


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7.2.1 Retrieving Data ..................................................................................................... 464

7.2.2 Report Results ...................................................................................................... 465

7.2.3 Report Analysis ..................................................................................................... 466

7.3 Demand Commit ........................................................................................................ 467

7.3.1 Retrieving Data ..................................................................................................... 468

7.3.2 Report Results ...................................................................................................... 471

7.3.3 Report Analysis ..................................................................................................... 471

7.4 Ack Date Report ......................................................................................................... 472

7.4.1 Retrieving Data ..................................................................................................... 473

7.4.2 Report Results ...................................................................................................... 475

7.4.3 Report Analysis ..................................................................................................... 477

7.5 Delivery Plan ............................................................................................................. 478

7.5.1 Retrieving Data ..................................................................................................... 478

7.5.2 Report Results ...................................................................................................... 479

7.5.3 Report Analysis ..................................................................................................... 481

7.6 Delivery Workbench .................................................................................................... 482

7.6.1 Graphical Pegging Report ....................................................................................... 483

7.7 Top Down Pegging Report ........................................................................................... 486

7.7.1 Retrieving Data ..................................................................................................... 486

7.7.2 Report Results ...................................................................................................... 487

7.7.3 Report Analysis ..................................................................................................... 488

7.8 Push Short Alert Report ............................................................................................... 489

7.8.1 Retrieving Data ..................................................................................................... 490

7.8.2 Report Results ...................................................................................................... 491

7.8.3 Report Analysis ..................................................................................................... 494

7.9 Demand Bottom Up Pegging ........................................................................................ 494

7.9.1 Retrieving Data ..................................................................................................... 495

7.9.2 Report Results ...................................................................................................... 496


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7.9.3 Report Analysis ..................................................................................................... 497

7.10 Demand Report ........................................................................................................ 498

7.10.1 Retrieving Data ................................................................................................... 498

7.10.2 Report Results .................................................................................................... 499

7.11 Demand Flow Report ................................................................................................. 499

7.11.1 Retrieving Data ................................................................................................... 500

7.11.2 Report Results .................................................................................................... 500

7.11.3 Report Analysis ................................................................................................... 501

7.12 Pegging Report ......................................................................................................... 502

7.12.1 Retrieving Data ................................................................................................... 502

7.12.2 Report Results .................................................................................................... 503

7.13 Pick List Report ......................................................................................................... 504

7.13.1 Retrieving Data ................................................................................................... 505

7.13.2 Report Results .................................................................................................... 505

7.14 Locked Order ............................................................................................................ 506

7.14.1 Retrieving Data ................................................................................................... 507

7.14.2 Report Results .................................................................................................... 508

7.14.3 Report Analysis ................................................................................................... 510

8 Supply Reports ........................................................................................................... 512

8.1 Replenishment Report ................................................................................................. 513

8.1.1 Retrieving Data ..................................................................................................... 514

8.1.2 Report Results ...................................................................................................... 516

8.1.3 Report Analysis ..................................................................................................... 519

8.2 Replenishment Proposals ............................................................................................. 519

8.2.1 Retrieving Data ..................................................................................................... 520

8.2.2 Report Results ...................................................................................................... 520

8.2.3 Report Analysis ..................................................................................................... 522

8.3 Replenishment WO Detail ............................................................................................ 523


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8.3.1 Retrieving Data ..................................................................................................... 523

8.3.2 Report Results ...................................................................................................... 524

8.3.3 Report Analysis ..................................................................................................... 525

8.4 Process Replenishment Plan ......................................................................................... 526

8.4.1 Retrieving Data ..................................................................................................... 527

8.4.2 Report Results ...................................................................................................... 528

8.4.3 Report Analysis ..................................................................................................... 529

8.5 Graphical Inventory Report .......................................................................................... 529

8.5.1 Retrieving Data ..................................................................................................... 530

8.5.2 Report Results ...................................................................................................... 530

8.5.3 Report Analysis ..................................................................................................... 531

8.6 Supply Workbench...................................................................................................... 533

8.6.1 Report Analysis ..................................................................................................... 534

8.7 Supply Bottom Up Pegging Report ................................................................................ 534

8.7.1 Retrieving Data ..................................................................................................... 535

8.7.2 Report Results ...................................................................................................... 536

8.7.3 Report Analysis ..................................................................................................... 537

8.8 Supply Report ............................................................................................................ 538

8.8.1 Retrieving Data ..................................................................................................... 538

8.8.2 Report Results ...................................................................................................... 539

8.9 WOP Detail Report ...................................................................................................... 540

8.9.1 Retrieving Data ..................................................................................................... 541

8.9.2 Report Results ...................................................................................................... 541

8.9.3 Report Analysis ..................................................................................................... 542

8.10 Requirement Report .................................................................................................. 545

8.10.1 Retrieving Data ................................................................................................... 545

8.10.2 Report Results .................................................................................................... 546

8.11 PO Proposal .............................................................................................................. 546


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8.11.1 Retrieving Data ................................................................................................... 547

8.11.2 Report Results .................................................................................................... 548

8.11.3 Report Analysis ................................................................................................... 549

8.12 IWT Proposal ............................................................................................................ 550

8.12.1 Retrieving Data ................................................................................................... 551

8.12.2 Report Results .................................................................................................... 552

8.12.3 Report Analysis ................................................................................................... 553

8.13 WO Proposal............................................................................................................. 554

8.13.1 Retrieving Data ................................................................................................... 555

8.13.2 Report Results .................................................................................................... 556

8.13.3 Report Analysis ................................................................................................... 557

8.14 Change Order Proposal .............................................................................................. 558

8.14.1 Change Order Proposals Calculation ....................................................................... 560

8.14.2 Order Actions ...................................................................................................... 561

8.14.3 Retrieving Data ................................................................................................... 562

8.14.4 Report Results .................................................................................................... 563

8.14.5 Report Analysis ................................................................................................... 564

8.15 Shortage/Excess Report ............................................................................................. 565

8.15.1 Retrieving Data ................................................................................................... 566

8.15.2 Report Results .................................................................................................... 569

8.15.3 Report Analysis ................................................................................................... 572

8.16 Backlog FGI Report ................................................................................................... 575

8.16.1 Retrieving Data ................................................................................................... 575

8.16.2 Report Results .................................................................................................... 576

8.16.3 Report Analysis ................................................................................................... 578

8.17 Memo Report ............................................................................................................ 578

8.17.1 Retrieving Data ................................................................................................... 579

8.17.2 Report Results .................................................................................................... 579


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8.17.3 Report Analysis ................................................................................................... 580

8.17.4 Memo Escalation Level ......................................................................................... 580

8.18 Capacity Requirements .............................................................................................. 580

8.18.1 Retrieving Data ................................................................................................... 581

8.18.2 Report Results .................................................................................................... 583

8.18.3 Report Analysis ................................................................................................... 585

8.19 Capacity Utilization ................................................................................................... 586

8.19.1 Retrieving Data ................................................................................................... 587

8.19.2 Report Results .................................................................................................... 588

8.19.3 Report Analysis ................................................................................................... 589

8.20 Consumption Report .................................................................................................. 590

8.20.1 Retrieving Data ................................................................................................... 590

8.20.2 Report Results .................................................................................................... 590

9 Scenario Management ................................................................................................ 592

9.1 Scenario Management Overview ................................................................................... 593

9.1.1 The Scenario Concept ............................................................................................ 593

9.1.2 Scenario Management Cycle ................................................................................... 594

9.2 Manage Scenarios ...................................................................................................... 595

9.2.1 Create Scenario .................................................................................................... 597

9.2.2 Delete Scenario .................................................................................................... 599

9.2.3 Rename Scenario .................................................................................................. 599

9.2.4 Activate Scenario .................................................................................................. 600

9.2.5 Deactivate Scenario ............................................................................................... 600

9.3 Switch Scenarios ........................................................................................................ 601

9.4 Scenario Access ......................................................................................................... 602

9.5 Compare Scenarios ..................................................................................................... 603

9.5.1 Comparison Reports .............................................................................................. 603

9.5.2 Compare Scenarios with Scorecards ........................................................................ 604


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9.6 Replay Action Log ....................................................................................................... 605

9.6.1 Replay Action Example ........................................................................................... 606

9.7 Scorecard Management Overview ................................................................................. 607

9.7.1 Key Performance Indicators (KPI’s) ......................................................................... 607

9.7.2 Scorecard Management Cycle ................................................................................. 608

9.8 Manage Scorecards .................................................................................................... 608

9.8.1 Manage Scorecards - General View .......................................................................... 609

9.8.2 Manage Scorecards - Detail View ............................................................................ 612

9.9 View Scorecard .......................................................................................................... 618

9.9.1 Tabular View ........................................................................................................ 618

9.9.2 Graphical View ...................................................................................................... 620

10 Screens ...................................................................................................................... 623

10.1 Ack Date Report ....................................................................................................... 623

10.2 Additional Demand .................................................................................................... 624

10.3 Adjust Primary Demand ............................................................................................. 624

10.4 Backlog FGI Report ................................................................................................... 624

10.5 Bill of Capacities ....................................................................................................... 625

10.6 Bill of Materials ......................................................................................................... 626

10.7 Bucket to Date ......................................................................................................... 626

10.8 Business Calendar ..................................................................................................... 627

10.9 Calculate Release Status ............................................................................................ 627

10.10 Calendar Workbench................................................................................................ 627

10.11 Calendar Setup ....................................................................................................... 628

10.12 Capacity Workbench ................................................................................................ 628

10.13 Capacity Adjustment ............................................................................................... 629

10.14 Capacity Commit ..................................................................................................... 630

10.15 Capacity Family ...................................................................................................... 631

10.16 Capacity Profile ....................................................................................................... 631


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10.17 Capacity Requirements ............................................................................................ 632

10.18 Capacity Setup ....................................................................................................... 632

10.19 Capacity Utilization .................................................................................................. 633

10.20 Change Order Proposal ............................................................................................ 633

10.21 Channel Mapping .................................................................................................... 634

10.22 Channel Workbench ................................................................................................. 634

10.23 Commit Type .......................................................................................................... 635

10.24 Constraint Based Planning ........................................................................................ 635

10.25 Consumption Report ................................................................................................ 636

10.26 Create Pegging ....................................................................................................... 637

10.27 Create Firm Supply .................................................................................................. 637

10.28 Create Primary Demand ........................................................................................... 638

10.29 Create SFC ............................................................................................................. 639

10.30 Customer Order ...................................................................................................... 640

10.31 Customer Setup ...................................................................................................... 640

10.32 Delivery Plan .......................................................................................................... 641

10.33 Delivery Workbench ................................................................................................ 641

10.34 Demand Bottom Up Pegging ..................................................................................... 642

10.35 Demand Commit ..................................................................................................... 643

10.36 Demand Flow Report ............................................................................................... 643

10.37 Demand Report ....................................................................................................... 644

10.38 Depot Setup ........................................................................................................... 645

10.39 Depot Family .......................................................................................................... 645

10.40 Family Setup .......................................................................................................... 645

10.41 FC Netting Overview ................................................................................................ 646

10.42 FC Type ................................................................................................................. 646

10.43 Firm Planned Order ................................................................................................. 647

10.44 Firm Supply ............................................................................................................ 647


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10.45 Forecast ................................................................................................................. 648

10.46 Forecast Allocation .................................................................................................. 649

10.47 Forecast Classification .............................................................................................. 649

10.48 Forecast Commit ..................................................................................................... 650

10.49 Forecast Netting ...................................................................................................... 651

10.50 Graphical Inventory Report ...................................................................................... 652

10.51 Inventory ............................................................................................................... 652

10.52 Inventory Reservation ............................................................................................. 653

10.53 Inter Warehouse Transfer......................................................................................... 654

10.54 IWT Proposal .......................................................................................................... 654

10.55 Lateness Prio Map ................................................................................................... 655

10.56 Load Capacity Commit ............................................................................................. 656

10.57 Load Material Commit .............................................................................................. 656

10.58 Locked Order .......................................................................................................... 656

10.59 Manage Scenarios ................................................................................................... 657

10.60 Manage Scorecards ................................................................................................. 657

10.61 Management Dashboard Report ................................................................................ 658

10.62 Material Attribute .................................................................................................... 659

10.63 Material Commit ..................................................................................................... 660

10.64 Material Environment ............................................................................................... 660

10.65 Material Requirements Planning ................................................................................ 662

10.66 Memo Escalation Level ............................................................................................. 662

10.67 Memo Report .......................................................................................................... 662

10.68 Multi-Level BoM ...................................................................................................... 663

10.69 NP Code Mapping .................................................................................................... 663

10.70 Order Lock ............................................................................................................. 664

10.71 Part Lock ................................................................................................................ 664

10.72 Part-Depot Setup .................................................................................................... 664


__________________________________________________________________________________© 2012 by icon-scm xix

10.73 Part Setup .............................................................................................................. 665

10.74 Part Workbench ...................................................................................................... 666

10.75 Pegging Report ....................................................................................................... 667

10.76 Pick List Report ....................................................................................................... 668

10.77 Planning Grid .......................................................................................................... 669

10.78 Planning Horizon ..................................................................................................... 669

10.79 PO Proposal ............................................................................................................ 670

10.80 Primary Demand ..................................................................................................... 670

10.81 Priority Manager...................................................................................................... 671

10.82 Priority Mapping ...................................................................................................... 671

10.83 Process Replenishment Plan ..................................................................................... 672

10.84 Process Setup ......................................................................................................... 672

10.85 Process Share ......................................................................................................... 672

10.86 Purchase Order ....................................................................................................... 673

10.87 Push Short Alert Report ........................................................................................... 674

10.88 Reallocation ............................................................................................................ 674

10.89 Replay Action Log.................................................................................................... 675

10.90 Replenishment Proposals .......................................................................................... 676

10.91 Replenishment Report .............................................................................................. 677

10.92 Replenishment WO Detail ......................................................................................... 677

10.93 Requirement Report ................................................................................................ 677

10.94 Save Capacity Commit ............................................................................................. 678

10.95 Save Material Commit .............................................................................................. 678

10.96 Shippable Forecast .................................................................................................. 679

10.97 Shortage Analysis ................................................................................................... 680

10.98 Shortage Excess Report ........................................................................................... 680

10.99 Slice SFC ................................................................................................................ 681

10.100 Supply Bottom Up Pegging Report ........................................................................... 682


__________________________________________________________________________________© 2012 by icon-scm xx

10.101 Supply Report ....................................................................................................... 682

10.102 Supply Workbench ................................................................................................. 683

10.103 Target Inventory ................................................................................................... 683

10.104 Top Down Pegging Report ...................................................................................... 684

10.105 View Scorecard ..................................................................................................... 684

10.106 WO Proposal ......................................................................................................... 685

10.107 Work Order ........................................................................................................... 685

10.108 WOP Detail Report ................................................................................................. 686

A Appendix: Shortcuts .......................................................................................................1

A.1 File ............................................................................................................................... 1

A.2 Edit .............................................................................................................................. 2

A.3 Window ......................................................................................................................... 2

A.4 Help ............................................................................................................................. 3

B Appendix: Table of Figures and Tables ...........................................................................4

B.1 Table of Figures ............................................................................................................. 4

B.2 Table of Tables............................................................................................................. 12

Glossary .................................................................................................................................1


__________________________________________________________________________________© 2012 by icon-scm xxi

Preface

ICON-SCP is a powerful supply chain planning and execution software solution that provides a fast and

efficient end-to-end demand and supply planning process across a complete supply network.

About This Document

Welcome to the ICON-SCP 11.0 User Guide (Document Version: 11.0.3 published 11/30/2012).

This guide begins with an executive summary of the general purpose and benefits of ICON-SCP and the

icon-scm process. Following the executive summary is a detailed description of the ICON-SCP planning

model, the elements that define a company’s supply chain, and their relationship to each other.

Besides the transactional data such as demand and supply, the ICON-SCP planning steps are discussed

in detail as a basis for understanding the planning screens available in the ICON-SCP Client. This guide

focuses on understanding all screens, features, and functionalities provided within the ICON-SCP user

interface. Finally, this guide thoroughly describes ICON-SCP’s standard reports.

This documentation may contain links to Web sites of other companies or organizations that icon-scm

does not own or control. icon-scm neither evaluates nor makes any representations regarding the

accessibility of these Web sites.

Who Should Use This Document

This guide is intended for ICON-SCP users who require information about the screens, features, and

functionalities in the ICON-SCP client, ICON-SCP planning model, and planning steps. The audience of

this guide are planners, buyers, system administrators, users, etc. of ICON-SCP.

Documentation Organization

This document addresses the following:

Chapter Description

1. Introduction Overview of the icon-scm Process

2. Master Data Discussion of the supply chain elements (master data), such as Parts,

Depots, BoM, etc.

3. Transactional Data Discussion of demand data in ICON-SCP, such as Forecast, Customer

Orders, etc. and supply data such as Inventory, Inter Warehouse Transfer,


__________________________________________________________________________________© 2012 by icon-scm xxii

etc.

4. Demand Pre-

Processing

Examination of the ICON-SCP demand pre-processing steps. Each demand

pre-processing steps explains the input and output data as well as the core

logic implemented.

5. Planning triggers

and Planning Steps

Examination of the ICON-SCP planning triggers and planning steps; Each

planning step explains the input and output data as well as the core logic

implemented.

6. User Interface Explanation of the ICON-SCP Client features and functionalities, such as

User Authorization, Subscreen Customizing, etc.

7. Demand Reports This chapter lists all demand reports in ICON-SCP and explains the

reporting windows and the added value of each report.

8. Supply Reports This chapter lists all supply reports in ICON-SCP and explains the reporting

windows and the added value of each report.

9. Scenario

Management

Discussion of scenario and scorecard management; Scenario management

explains how scenarios can be created, how planning actions can be

applied to scenarios and how scenarios can be compared with each other.

Scorecard management explains the creation and usage of scorecards and

KPIs.

10. Screens Alphabetical list of all ICON-SCP screens. Each subchapter contains a link

that refers to the place in the document where the particular screen is

explained in detail.

What Is New in This Document

The following table lists major changes in this document:

Chapter Major change

2.8.3 Multi-Level BoM As this report is now part of the repository framework, some columns have

been removed from the application (can be added with Report Repository);

This change is reflected in the chapter 2.8.3 showing new screenshots and

the reduced list of report columns.

2.9.2 Target Inventory Adjusted the chapter 2.9.2 Target Inventory to show which target

inventory definitions are applied to icon-SCC


__________________________________________________________________________________© 2012 by icon-scm xxiii

2.9.3 Modeling Target

Inventory

Created new subchapters to explain different types of target inventory

modeling.

4.5.1.5.1 FC Netting

Based on Planning Grid

New chapter explaining the FC netting

4.5.1.5.2 FC Netting

Using Channel

Hierarchy

New chapter based on the previous one, showing the netting results now

using channel hierarchies

4.5.1.5.3 Linear

Distribution of Netted

FC

New chapter demonstrating that the netted forecast amount is spread

through a period linearly

5.6.3.6 In-house

Consumption

Reworked chapter to show a new use case and explain the concept of the

ICON-SCP In-house Consumption.

5.6.3.7 Repair Lot

Sizes

This is a new chapter describing the algorithm of the Repair Lot Sizes

checkbox

5.6.5 Modeling This is a new chapter which will explain modeling of each and every

Constraint Based Planning step. For now, the chapter explains how to

model In-house Consumption in conjunction with Jump over Bill of

Materials, Jump over Alternative Components and Pull Flag.

6.6.6.2.3 Create

Custom Filter

Added table with custom filter objects and their definitions

6.6.4 Report

Repository

Note about reports not belonging to the group of Report Repository reports

6.6.14.1 Dictionary Described how to add/modify/delete translation keys

7.8 Push/Alert Report Added a note about enabled fields in “Part” mode

8.14 Change Order

Proposal

Reworked the introductory part of this chapter to explain the concept of

this report, especially regarding the Executive vs. Ideal results.

9.2 Manage Scenario Corrections in the description of some Manage scenario report.

Related Documentation

This document is part of the ICON-SCP 11.0 library, which also includes the following documents:


__________________________________________________________________________________© 2012 by icon-scm xxiv

Document Description

User Guide Detailed description of ICON-SCP 11.0 planning model and planning steps

Admin Guide Basic task information for getting started and using the ICON-SCP 11.0

software

Data Transfer Guide Data transfer related aspects such as inbound interfaces and processing

Customization Guide This document describes how to implement customer-specific functionality

to run inside the ICON-SCP Server.

Release Notes Brief explanation of features and functionalities of the ICON-SCP 11.0

release

Upgrade Guide Information about upgrading previous release of icon-scm product software

Online Help Context-sensitive help topics that describe how to use ICON-SCP 11.0

client interface

Notation/Typographic Convention

The following list summarizes the notation conventions for syntax presentation:

Type Style Meaning and Example

Accent Underlined text type is used for the emphasis.

Client element Bold type is used for names of elements in the client. These include

report names, menu names, menu paths, menu options, planning

tasks, dialog box names, checkbox, drop-down box, radio button

names. For example, Forecast Netting dialog box.

Process name Italic type indicates process name in the system for example, Forecast

Netting process.

SYSTEM ELEMENT Upper case is reserved for the names of elements in the system. These

include database names, database objects, parameter names, table

names, data types, for example, SELECT.

Example: Example is reserved for conceptual examples.

Note: Note is reserved for remarks and recommendations. For example:

Note: The complete list of changes are not part of this


__________________________________________________________________________________© 2012 by icon-scm xxv

document.

The same style can be used for Important (for caution or

items/conditions of significant value). For example:

Important: Please use a different database schema.

Code (Block) Reserved for source code and for command line statements. For

example:

BufferedWriter out = null;

try {

out = new BufferedWriter(new FileWriter(”filename”, true));

Code (Inline) Text Monospace typeface indicates executables, filenames, directory names,

and sample user-supplied elements. Such elements include net service

names, and connect identifiers, as well as user-supplied database

objects and structures, packages and classes, usernames and roles,

program units.

For example: find the files at

Y:\Whatever\Product\Install\Test\Uninstall\.

Hyperlink Blue underlined text is reserved for hyperlinks within text. By clicking a

passage of cross-referenced text, the reader is taken to the location

described.

[brackets text] Variable user entry. Brackets indicate that a user should replace these

words and characters with appropriate entries to make entries in the

system.


__________________________________________________________________________________ © 2012 by icon-scm Page 1 of 686

1 Introduction

The underlying goal of any supply chain management system is to ensure the efficient and dependable

alignment of customer demands with all distribution or production processes within a company-wide or

extended supply network. At the same time, companies want to know which material and capacity

constraints can be resolved and how resources should be aligned based on customer or business

priorities. The operational challenge is to provide customers with precise delivery dates that are

consistently met. Therefore, it is important to understand how the supply network can respond and

have the planning capability to rapidly, flexibly, and reliably meet dynamically changing requirements.

In this chapter, we cover the following topics:

Topics Brief description

General Purpose of

ICON-SCP

Describes basic concepts of the ICON-SCP solution

Example Business

Processes

Illustrates the typical business processes such as Allocation Planning,

Visibility in Supply Networks, and Capable to Promise.

The icon-scm Process Shows the icon-scm process and how ICON-SCP meets the objectives and

requirements

1.1 General Purpose of ICON-SCP

ICON-SCP helps to respond to and implement a short to long-term sales plan reliably and efficiently.

By matching demands and resources, a coherent and feasible purchasing, production, and distribution

plan is computed. The plan comprises all mapped stakeholders in the supply network together with

their individual material and capacity constraints. Following the concept of Demand Driven Supply

Networks (DDSN), ICON-SCP determines the quantities and schedules of shipment, replenishment, and

production. ICON-SCP also exploits options like multi-sourcing, production flexibility, and alternative

shipping relations.

ICON-SCP allows the simulation of comprehensive operational and tactical sourcing, production, and

distribution decisions based on a single global consistent model. Expressive reports support data

management and the evaluation and communication of plans. ICON-SCP interfaces with ERP systems

for master and transactional data management and plan execution.



1.2 Example Business Processes

In this section, we present a selection of three typical business processes. This overview is by no

means exhaustive, but rather meant to illustrate some typical application patterns and to present some

application contexts, user interactions, and system functions in coherent settings.

1.2.1 Allocation Planning

In this mid to long-term scenario, a company must allocate scarce supply to the production and

fulfillment of different markets. Forecasts and available and dynamically arriving orders must be

netted, classified, and matched with available and procurable materials and capacity. Planners interact

with the system to ensure that scarce supply is allocated as well as possible.

1.2.2 Visibility in Supply Networks

Outsourced manufacturing is a typical business scenario in the high-tech industry. Ensuring efficient

operations with the right level of inventories is crucial when facing short product cycles and rapid

technological innovation. In a supply network with OEM facilities, ODM sites and suppliers, ICON-SCP is

applied to provide a coordinated supply plan giving insight into the right levels of inventory over time

and the anticipated flow of materials. While the results of the planning process are not directly fed into

the ERP system, the plan – called the Shadow Plan – is a benchmark against which to compare the

performance of the supply chain and individual actors therein. This type of planning is typically done

for critical components on a weekly basis and a weekly planning grid.

1.2.3 Capable to Promise

In this business scenario, a company reacts to incoming requests on short notice. With ICON-SCP, a

company can check whether materials and capacities are available or can be supplied on time. During

this check, the ICON-SCP planning logic considers rescheduling of open orders and reallocation of

resources but always ensures that previous commits remain executable. The planning logic thereby

exploits the available procurement and production options, and customers perceive the company as

being flexible and reliable. Planners use built-in reports to identify material and/or capacity shortages

and can interactively reprioritize demands or adjust firm supply to accommodate the new request.

1.3 The icon-scm Process

ICON-SCP, as any other planning system, requires data inputs. The quality of these inputs is crucial,

and icon-scm has defined a process, which not only leverages the functionality of ICON-SCP, but also

covers business processes to gather and improve the data foundation of the Demand Supply Match

(DSM).

These are the process steps of the icon-scm process:



1. Demand Planning: To improve the quality of the demand signal, it is important to align all

teams and departments that have a different perspective on the expected future demand. This

includes Sales Representatives, Marketing, and Finance. The result of this process step is the

consensual demand signal, which represents the total known and expected demand. In

practice, this demand would only be serviceable if no material or capacity constraints were

binding throughout the supply chain.

2. Hypothetical MRP: This process step should not be confused with a real MRP process, which

triggers work or purchase order creation or adjustments. Instead, it is a translation of demand

into component requirements. For this purpose, a BOM explosion is performed considering the

existing inventory on hand and target shares for alternative sourcing.

3. Partner Collaboration: The calculated component requirements are published, and partners

(e.g., suppliers) respond with a material or capacity commit.

4. The material and capacity commits are used to create a plan, which effectively matches the

demand signal with the best material and capacity information.

Figure 1: The icon-scm Process



1.4 The Use Case Model

1.4.1 Supply Chain Library

Supply chain dynamics can become complicated to model due to the presence of heterogenous

entities, multiple performance measures, and complex interaction effects. The variety of supply chains

poses a limitation on reusability of processes across them. For example, a supply chain could be highly

centralized where most of the entities belong to e.g. EOM, or could be highly decentralized where most

of the entities belong to different organizations.

In this guide, we present a classification of library of software components that enables modeling and

analysis of a large variety of problems, though it is not exhaustive by any means.

We classify different elements in the supply chain library into four broad categories:

Master Data

Transactional Data

Preprocessing and Planning Steps

Reporting

The Master Data category comprises the supply chain network data elements. Transactional data

elements are classified into two basic sets of elements – Independent Demand and Supply. The

preprocessing and the planning steps are the key software components in ICON-SCP. The final piece of

our supply chain library is reporting, as a result of the planning steps.

1.4.2 Supply Chain Network

All use cases explained in this guide are based on the following supply chain network:

1. OEM (managing SYSTEM_1, SYSTEM_2)

2. Demand Plants:

2.1. DC1 (Distribution Center 1): distributing SYSTEM_1 products to CUSTOMER-A

2.2. DC2 (Distribution Center 2): distributing SYSTEM_2 products to CUSTOMER-B

2.3. CM2 (Contract Manufacturer 2): distributing SYSTEM_1 products directly to CUSTOMER-B

3. Manufacturing Plants:

3.1. CM1 (Contract Manufacturer 1): manufacturing SYSTEM_1 and SYSTEM_2 products

3.2. CM2 (Contract Manufacturer 2): manufacturing SYSTEM_1 and SYSTEM_2 products

4. Purchasing Plants:

4.1. VH1 (Vendor Hub 1): stores purchased components required for SYSTEM_1 and

SYSTEM_2

4.2. VH2 (Vendor Hub 2): stores purchased components required for SYSTEM_1 and

SYSTEM_2



5. Supplier Base:

5.1. SUPPLIER_A: supplying both VHs with components CABLE_X and CABLE_Y

5.2. SUPPLIER_B: supplying both VHs with components ASIC_1000 and ASIC_2000

5.3. SUPPLIER_C: supplying both VHs with components SEAG and WESTDIG

5.4. SUPPLIER_D: supplying both VHs with the component COOLING_UNIT

5.5. SUPPLIER_E: supplying both VHs with the component MAIN_BOARD

5.6. SUPPLIER_F: supplying both VHs with the component CHASSIS_R

Figure 2: Supply Chain Network

Note: In this Guide, we examine the planning concepts from the OEM’s perspective.

Furthermore, for all our examples, we will pretend as if today’s date was May 15th 2010

(CURRENT_DATE = 05/15/2010) and we will look into a planning horizon of 26 weeks when we are

creating our plan.

Note: This static definition of the CURRENT_DATE is substantial as we are developing

an abstract model, which requires a certain level of simplicity in order to be

understood.



2 Master Data

The chapter “Master Data” describes elements in a supply chain and their relationship to each other. A

model is used to describe a forward-looking view of the master data in a supply chain from a planning

perspective. A model is a conceptual representation of reality. Typically, a model will refer only to

some aspects of the real world.

The chapter “Master Data” focuses on materials, capacities, and processes within a supply network by

obeying rules such as bills of materials, lead times, and business calendars in order to effectively plan

and/or execute a company’s supply chain processes.

Topics covered in this section include the following:


Planning Horizon and

Business Calendar

Explains the concept of a Planning Horizon and Business Calendar as well as

how they will be defined in ICON-SCP.

Working Calendars Explains the concept of Working Calendar as well as how the calendars will

be defined and maintained in ICON-SCP.

Depots Describes the basic idea of depots, depot families, and the depot setup.

Channels Explains the concept of channels, channel hierarchy, and channel workbench.

Parts Provides insight into the usage of parts, part workbench, part setup, depot

part setup, and part family setup.

Suppliers Explains the concept of suppliers

Processes Describes in detail the three process types, the mix of processes, the process

attributes, the process setup, and process shares.

Bill of Materials /

Material Usage

Explains the bill of material including multi-level BoMs, substitutes,

component alternatives, and alternative groups.

Inventory Channels /

Target Inventory

Shows the necessity of inventory and how target inventory is defined.

Capacities Gives insight into capacities, their setup, adjustments, and capacity families.

Bill of Capacity Explains the bill of capacities concept.

Cost and Price Model Describes the cost and price calculation in ICON-SCP and the Revenue and



Margin reporting.

2.1 Planning Horizon and Business Calendar

2.1.1 Overview

ICON-SCP distinguishes between a Planning Horizon, Business Calendar, and Working Calendar.

The Planning Horizon is the total time span a planning model projects into the future. The Planning

Horizon buckets are defined for a daily, weekly, monthly grid, or in combination.

A Business Calendar defines a company’s fiscal year. This period may be a calendar year, but can be

any 12-month period. Because a Business Calendar is a system-wide calendar, there is only one

calendar per instance.

While the Business Calendar is used for aggregation purposes in ICON-SCP, Working Calendars are

used to specify working and non-working days.

Working Calendars are assigned to depots (Locations) and processes (as delivery calendar), and

therefore there can be more than one Working Calendar defined in ICON-SCP.

2.1.2 Planning Horizon

The planning horizon is the total time span a company will look into the future when preparing a

strategic plan. It is the planning period in which planned activities are to be executed.

ICON-SCP calculates a planning horizon based upon specific parameters (e.g. CURRENT DATE,

DEFAULT BUSINESS CALENDAR, etc.). It is possible to change any of these parameters and apply the

changes without restarting the application.

2.1.2.1 Planning Horizon

Planning Horizon screen is available under Master Data Calendars.

The Planning Horizon screen presents the defined planning grid and defines mapping from days to

weeks, months, quarters, and years from the available business calendar.



Figure 3: Planning Horizon

The following list gives a brief description of the report results:

Column Name Description

Daily Date Every day of a defined Planning Horizon is listed in each row.

Weekly Date Presents a mapping of days to weeks, e.g., if a week starts with 5/21, then for

the whole week (all 7 days of a week) 5/21 is displayed.

Monthly Date Presents a mapping of days to months, e.g., if it is defined that a month starts

with 4/30, then for the whole month (every day of the month) 4/30 is displayed.

Quarterly Date Presents a mapping of days to quarters, e.g., if a quarter starts with 04/02, then

for the whole quarter (every day of the 3 months) 04/02 is displayed.

Yearly Date Presents a mapping of days to years e.g., if a year starts with 01/01, then for

the whole year (all 365 days of a year) 01/01 is displayed.

Table 1: Planning Horizon report results

2.1.2.2 Planning Grid

The planning horizon will be defined in the Planning Grid dialog box. The Planning Grid setting

provides user an option to select the horizon on daily, weekly, or monthly, buckets.



Example: If the selection is made with MONTHLY option and DAYS=3; WEEKS=4; MONTHS=5, then

the planning grid must evaluate to 3 months of daily buckets followed by 4 months of weekly buckets

followed by 5 months of monthly buckets.

The changes in the Planning Grid will be considered online thus, there is no need to restart the

system.

Figure 4: Planning Grid dialog box

The following table explains the fields from the dialog box:


Current Date With definition of the Current Date, the system considers the specified date as a

fixed date

Use System Date With definition of the Use System Date, the system considers today’s date

Past Date Must be before beginning of the Planning Horizon

Future Date Must be after the Planning Horizon

Buckets Days: Only Daily bucket is available

Weeks: Daily and Weekly buckets are available

Months: Daily, Weekly, and Monthly buckets are available



Default Business

Calendar

Gregorian Calendar or ISO Calendar

Table 2: Planning Grid dialog box description

Note: the ISO calendar in the ICON SCP application is defined according to the ISO

8601 standard.

2.1.3 Business Calendar

The Business Calendar is a system-wide calendar, meaning there is only one calendar per instance

(tenant). An ICON-SCP instance can either use a default business calendar (as parameter), i.e.,

GREGORIAN_US/ISO, or the custom business calendar available in the database table

BUSINESS_CALENDAR. Upon startup of ICON-SCP instances, the available custom business calendar is

validated and is used if found valid. Otherwise, the system uses the default business calendar

(available as planning grid parameter). If the Business Calendar has been modified in the client, the

same validation checks will be performed as upon startup.

The Business Calendar defines the mapping from days to weeks, months, quarters, and years. A valid

Business Calendar can ensure that a time period utilized in the Planning Grid falls as a whole into the

time period of the next aggregation level. As an example, a non-modified ISO Business Calendar

ensures that a week falls completely into one specific month. This is different from a regular Gregorian

calendar where a week could start in one month and end in the next month.

The Business Calendar is used for any ad-hoc aggregation within reports and analytics.

2.1.3.1 Business Calendar

Business Calendar screen is available under SysAdmin System Business Calendar.

In the Business Calendar screen, a company’s Fiscal Year is mapped from days to weeks, months,

quarters, and years.



Figure 5: Business Calendar

The buttons in the Filter area provide the following functionalities:

Buttons Functionality

Retrieve Retrieves data in the window

Create Opens new window where a new Business Calendar can be created

Delete Opens new window where the selected Business Calendar Year can be deleted

Clear Clears the complete Business Calendar and the system falls back to Default

Business Calendar

Table 3: Buttons in the Business Calendar


Column name Description

Daily Date Every day of a defined Business Calendar is listed in each row.

Weekly Date Presents a mapping of days to weeks, e.g., if a week starts with 01/01, then for

the whole week (all 7 days of a week) 01/01 is displayed.

Monthly Date Presents a mapping of days to months, e.g., if it is defined that a month starts

with 01/01, then for the whole month (every day of the month) 01/01 is



displayed.

Quarterly Date Presents a mapping of days to quarters, e.g., if a quarter starts with 01/01, then

for the whole quarter (every day of the 3 months) 01/01 is displayed.

Yearly Date Presents a mapping of days to years e.g., if a year starts with 01/01, then for

the whole year (all 365 days of a year) 01/01 is displayed.

Table 4: Business Calendar report results

2.1.3.2 Creating Business Calendar

The Business Calendar will be created with the use of the Create Business Calendar dialog box:

Figure 6: Create Business Calendar dialog box

The following table explains the fields from the dialog box:


Start Year The year at which the business calendar starts. Year is in YYYY format. The

planner must provide drop-down options with year starting with [current

calendar year - 2] to [current calendar year + 2])

Number of Years The number of years to add after the start year

Year starts with The month at which the business calendar starts

(Months with January, February, March… December)

Calendar Type Provides most commonly used base types.

(GREGORIAN, 4-4-5, 4-5-4, 5-4-4);

The Calendar Type GREGORIAN in the Create Business Calendar dialog

works only together with monthly and daily planning definition in the Planning



Grid.

If a planning horizon should be defined on a weekly basis, it is important to

define the Calendar Type in the Create Business Calendar dialog as 4-4-5,

4-5-4 or 5-4-4.

Week starts with Select the weekday with which the business calendar week will start. (Week day

starts with Monday, Tuesday …Sunday)

Table 5: Create Business Calendar dialog box description

Note: Extending the business calendar can only be achieved by recreating the business

calendar with total (including extension) number of years. It will remove the existing

business calendar and recreate the business calendar from the given start year until

the given number of years.

2.1.3.3 Modifying Business Calendar

The custom business calendar available under SysAdmin System Business Calendar can be

modified inline. Insert (Ctrl+I)/Update (Inline) functions are supported and Delete (Ctrl+D) function is

not supported.

2.1.3.4 Deleting Business Calendar

The Delete option available under SysAdmin System Business Calendar offers functionality to

delete the selected Business Calendar years. The Delete functionality can be used to delete the

obsolete Business Calendar years.

Figure 7: Delete Business Calendar

Before deleting the selected calendar years, the system validates the modified Business Calendar

against the Planning Grid. If validation is successful, the system continues with the delete operation. If

not, then the system displays the validation errors.



Note: Deleting of the calendars should start with the latest calendar. Considering the

picture below, the 2012-01-02 calendar should be deleted fist. The last deleted one will

be 2008-12-29 calendar.

2.1.3.5 Clearing the Business Calendar

The Clear operation available under SysAdmin System Business Calendar offers functionality

to clear the complete Business Calendar. This is different from deleting the Business Calendar years as

this does not validate against the planning grid. This simply means that the system falls back to the

Default Business Calendar.

2.1.4 Modeling Planning Horizon and Business Calendar

The following sections show the Planning Horizon and Business Calendar results when different

settings are defined in the Planning Grid and Create Business Calendar dialogs.

2.1.4.1 Effects of the Planning Horizon on the Planning Results

In this section we want to show the effects of the Planning Horizon results on the planning picture.

2.1.4.1.1 Monthly Planning

The planning horizon is the total time span a company will look into the future when preparing a

strategic plan. In our example, we want to plan on a monthly basis, therefore we will look into a total

time span of 7 months starting with the date 5/15/2010. (5/15/2010=CURRENT_DATE).

We will define the following settings in the Planning Grid:

How should the planning picture look like? Settings in the Planning Grid

start on the 05/15/2010 CURRENT_DATE: <05/15/2010>

no daily buckets evaluation PLANNING_DAYS: <0>

no weekly buckets evaluation PLANNING_WEEKS: <0>

evaluate 7 months of monthly buckets PLANNING_MONTHS: <7>



all planning data elements available before our

defined planning horizon will show

PAST_DATE: <01/01/1990>

all planning data elements available after the

planning horizon will show

FUTURE_DATE: <11/11/2222>

Table 6: Settings in the Planning Grid

Let us understand now why these parameter settings are important:

The planning engine calculates a planning picture starting with the 5/15/2010 and distributes the

demand and supply in the future buckets. The planning output will be displayed in ICON-SCP on

monthly basis. In the table below, the finished good SYSTEM_1 is planned for 7 months on a monthly

basis. This means, each row shows one month. The data is calculated on a monthly basis. Seven

months are displayed.

Depot Part Date Demand Inventory

CM1 SYSTEM_1 01/01/1900 200

05/15/2010 50 150

06/01/2010 60 90

07/01/2010 70 20

08/01/2010 20

09/01/2010 20

10/01/2010 20

11/01/2010 20

11/11/2222 20

Table 7: Planned Inventory for the SYSTEM_1 part on monthly basis

It needs to be understood that the information displayed always refers to the first date of a month. For

example, we have received a Demand of 20 units on 5/21/2010 and 30 units on 5/29/2010. The

Demand of the month May will be aggregated (=50 units) and displayed under the first date of the

month (which is in our case the CURRENT DATE). The same calculation is valid for Inventory, etc.

The application expects the definition of Past date and Future date. These dates will be displayed in

the reports in the first and last row. The first row will show the Past date 01/01/1900, which contains

planning relevant elements available prior to the first planning date (CURRENT_DATE), such as

inventory on hand. There are 200 units of SYSTEM_1 already available on-hand, before the first



demand comes in on the CURRENT_DATE. The last row will show the Future date 11/11/2222 and the

corresponding planning data elements which are actually valid for an unlimited time. In the example

above, 20 units are available until the end of the planning horizon (unless a demand will show up), as

no demand is planned after the 07/31/2010 to use it up.

2.1.4.1.2 Weekly Planning

Assuming we want to plan on weekly basis, we will define the following settings:


start on the 05/15/2010 CURRENT_DATE: <05/15/2010>

no daily buckets evaluation PLANNING_DAYS: <0>

evaluate 26 weeks of weekly buckets PLANNING_WEEKS: <26>

no monthly buckets evaluation PLANNING_MONTHS: <0>

all planning data elements available before our

defined planning horizon will show

PAST_DATE: <01/01/1990>

all planning data elements available after the

planning horizon will show

FUTURE_DATE: <11/11/2222>

Table 8: Explanation of the Planning Grid screen

Compared to the planning output in the previous section, the planning output now will be displayed in

ICON-SCP on weekly basis. In the table below, the finished good SYSTEM_1 is planned for 26 weeks.

This means, each row shows one week. The data is calculated on a weekly basis. 26 weeks are

displayed in an ICON-SCP screen.


CM1 SYSTEM_1 01/01/1900 200

05/15/2010 200

05/21/2010 20 180

05/28/2010 30 150

06/04/2010 150

06/11/2010 150

06/18/2010 60 90



06/25/2010 90

07/02/2010 70 20

…. 20

11/11/2222 20

Table 9: Planned Inventory for the SYSTEM_1 part on weekly basis

It needs to be understood that the information displayed always refers to the first date of a week. For

example, we have received a Demand of 20 units on 5/21/2010 and 30 units on 5/29/2010. The

Demand of the weeks in May will be aggregated per week and displayed under the first date of each

week. The same calculation is valid for Inventory, etc.

2.1.4.1.3 Best Practices

Typically, the Planning Horizon will comprise several months, one year or even several years. Thus,

it can be a large time span that a company is looking into when creating a plan. Sometimes monthly

planning might not be sufficient, as there is not enough detail information in order to understand the

planning picture. On the other hand, a daily planning can be too overwhelming managing too much

information in one screen. Generally, a more detail planning information is required when looking into

a shorter planning horizon than into a planning horizon of a few years. Generally, more detailed

planning information is required at the beginning of the planning horizon than towards the end.

Consequently, a mix of planning parameters when defining the Planning Grid may be a good solution.

Assuming our Planning Horizon comprises seven months. We want to plan the first month on a daily

basis, the following three months on a weekly basis and the last three months on a monthly basis:


evaluate 1 month of daily buckets PLANNING_DAYS: <1>

evaluate 3 months of weekly buckets PLANNING_WEEKS: <3>

evaluate 3 months of monthly buckets PLANNING_MONTHS: <3>

Table 10: Planning Grid settings

These settings result in a following planning picture:


CM1 SYSTEM_1 01/01/1900 200

05/15/2010 200



05/16/2010 200

05/17/2010 200

05/18/2010 200

05/19/2010 200

05/20/2010 200

05/21/2010 20 180

05/22/2010 180

05/23/2010 180

05/24/2010 180

05/25/2010 180

05/26/2010 180

05/27/2010 180

05/28/2010 180

05/29/2010 30 150

05/30/2010 150

05/31/2010 150

06/04/2010 150

06/11/2010 150

06/18/2010 60 90

06/25/2010 90

07/02/2010 70 20

…. 20

09/01/2010 20

10/01/2010 20

11/01/2010

11/11/2222 20



Table 11: Daily, Weekly, Monthly Planning

2.1.4.2 Default Business Calendar as GREGORIAN_US

On startup the Planning Grid takes the defined parameters and validates the custom Business

Calendar (if one is available). If no custom Business Calendar is available, then the application uses

a Default Business Calendar based on the Planning Grid settings. There are two Calendar Types

in the Planning Grid that can be chosen to define the Default Business Calendar: GREGORIAN_US

or ISO.

This example shows the Planning Horizon results when the Default Business Calendar is effective.

The Default Business Calendar is only effective if no definition is available in Business Calendar or

the existing Business Calendar has been deleted or cleared.

Assuming the Planning Grid is set up as follows and the GREGORIAN_US is chosen as the Default

Business Calendar:

Planning Grid field Value

Current Date 05/15/2010

Past Date 01/01/1990

Future Date 11/11/2222

Use system date Not checked

Evaluate 0 months of daily buckets Daily Buckets: <0>

Evaluate 0 months of weekly buckets Weekly Buckets: <0>

Evaluate 11 months of monthly buckets Monthly Buckets: <11>

Default Business Calendar will use GREGORIAN_US

Table 12: Data setup in the Planning Grid

The planning horizon will be created for a time span of 11 months starting with the CURRENT DATE

5/15/2010. The Planning Horizon screen will look like shown in the table below:

Daily Date Weekly Date Monthly Date Quarterly Date Yearly Date

05/15/2010 05/10/2010 05/01/2010 04/01/2010 01/01/2010

05/16/2010 05/10/2010 05/01/2010 04/01/2010 01/01/2010

05/17/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010

05/18/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010



05/19/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010

05/20/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010

05/21/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010

05/22/2010 05/17/2010 05/01/2010 04/01/2010 01/01/2010

Table 13: Planning Horizon with Default Business Calendar as GREGORIAN_US

The GREGORIAN_US calendar determines that the week starts with a Sunday.

The Daily Date column will start with the first date of the Planning Horizon, which is our CURRENT

DATE (5/15/2010).

The Weekly Date column will start with the first Sunday prior to the CURRENT DATE. Since in this

example, the CURRENT DATE happens to be on a Sunday, the first Sunday is equal to the CURRENT

DATE, which results in 5/15/2010.

The Monthly Date will always start with the 1st of the month where the CURRENT DATE falls into

(05/01/2010 is a Saturday); the same is valid for the Quarterly Date and the Yearly Date.

Note: Only planning on the daily and monthly basis is possible with a GREGORIAN_US

calendar.

2.1.4.3 Default Business Calendar as ISO

A non-modified ISO Business Calendar ensures that a week falls completely into one specific month.

This is different from a regular Gregorian calendar where a week could start in one month and end in

the next month.

Let us assume the Planning Grid input parameters as in the table below, where the Default

Business Calendar will be ISO and the CURRENT_DATE is 05/15/2010











the default business calendar will use ISO

Table 14: Data setup in the Planning Grid

The Planning Horizon screen will look like shown in the table below:


05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

05/16/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

05/17/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/18/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/19/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/20/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/21/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/22/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

Table 15: Planning Horizon with Default Business Calendar as ISO

The ISO calendar starts with a Monday.

The Daily Date column will start with the first date of the Planning Horizon, which is our CURRENT

DATE (5/15/2010). This is a Sunday.

The Weekly Date column will start with the first Monday prior to the CURRENT DATE. In our case the

first Monday prior to the CURRENT DATE (5/15/2010) is on the 5/10/2010.

The Monthly Date will always start with the first Monday of the month where the CURRENT DATE falls

into. The CURRENT DATE falls into the month of May and the first Monday in the month of May is on

the May 3rd.

The Quarterly Date starts with the first Monday of the quarter where the CURRENT DATE falls into;

same is valid for the Yearly Date.

2.1.4.4 Monthly Planning with Calendar Type 4-4-5

As soon as there is a valid Business Calendar defined, it’s definition will have an impact on the

Planning Horizon results. The Default Business Calendar in the Planning Grid will not have any

effect on the Planning Horizon.

Let us assume the following settings in the Business Calendar:



Create Business Calendar field Value

Start Year 2010

Number of Years 3

Year starts with January

Calendar Type 4-4-5

Week starts with Monday

Table 16: Business Calendar Settings

Now, let us assume the following settings in the Planning Grid:









Default business calendar GREGORIAN_US


The system will create a Business Calendar for the years 2009, 2010 and 2011. According to the ISO

calendar, the year 2010 starts in the last week of 2008, thus the system creates calendar starting on

12/29/2008. When looking at the Daily Date= 01/01/2010 row, you can notice that its Yearly Date

maps to 2008 namely to 12/29/2008.

The Business Calendar will look like shown in the table below:


12/29/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008

12/30/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008

12/31/2008 12/29/2008 12/29/2008 12/29/2008 12/29/2008



01/01/2009 12/29/2008 12/29/2008 12/29/2008 12/29/2008

01/02/2009 12/29/2008 12/29/2008 12/29/2008 12/29/2008

…

01/01/2010 12/28/2009 11/23/2009 09/28/2009 12/29/2008

…

05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

…

Table 18: Business Calendar with Calendar Type 4-4-5

Since 01/01/2009 is a Thursday and the calendar will start on a Monday, it will consider 12/29/2008 as

the first date of the calendar.

Note: A year in accordance to ISO 8601 consists of 52 weeks (leap years comprise 53

weeks). These weeks are grouped into four quarters. Each quarter comprises 13

weeks, except in leap years, where the 4th quarter comprises 14 weeks. Each quarter

is divided in three months. 4-4-5 means that each quarter has four weeks in the first

month, four weeks in the second month and five weeks in the third month. In leap

years, the last month of a quarter has six weeks, which results in 53 weeks per leap

year.

Regardless of the definition “Default Business Calendar=GREGORIAN_US”, the Planning Horizon

will consider the Business Calendar definition and will use the 4-4-5 Calendar Type.

The Planning Horizon will look like shown in the table below:


05/15/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

05/16/2010 05/10/2010 05/03/2010 04/05/2010 01/04/2010

05/17/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/18/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/19/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/20/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

05/21/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010



05/22/2010 05/17/2010 05/03/2010 04/05/2010 01/04/2010

Table 19: Planning Horizon with Calendar Type 4-4-5

The Planning Horizon will end after 11 months on 04/03/2011.

2.1.4.5 Weekly Planning with Calendar Type 4-4-5

If a planning horizon should be defined on a weekly basis, it is important to define the Calendar Type

in the Create Business Calendar dialog as 4-4-5, 4-5-4 or 5-4-4.

As soon as there is a valid Business Calendar defined, its definition will have an impact on the

Planning Horizon results. The Default Business Calendar in the Planning Grid will not have any

effect on the Planning Horizon.

Note: The Calendar Type GREGORIAN in the Create Business Calendar dialog

works only together with monthly and daily planning definition.

Let us assume the following definition in the Business Calendar dialog:


Start Year 2010

Number of Years 3


Calendar Type 4-4-5


Table 20: Business Calendar Settings

Now, let us assume the following settings in the Planning Grid:







Evaluate 26 weeks of weekly buckets Weekly Buckets: <26>




the default business calendar will use GREGORIAN_US


The Planning Horizon will show the same results as in the previous chapter (Monthly Planning with

Calendar Type 4-4-5), except that it ends after 26 weeks (on 11/11/2010).

2.1.4.6 Monthly Planning with Calendar Type GREGORIAN

Assuming the Create Business Calendar is set up as follows:


Start Year 2010

Number of Years 3


Calendar Type GREGORIAN


Table 22: Create Business Calendar settings

The system will create a Business Calendar for the years 2010, 2011 and 2012. It will start with

01/01/2010 and end with 01/01/2013.

The Business Calendar will look like shown in the table below:


01/01/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010

01/02/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010

01/03/2010 12/28/2009 01/01/2010 01/01/2010 01/01/2010

01/04/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010

01/05/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010

01/06/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010

01/07/2010 01/04/2010 01/01/2010 01/01/2010 01/01/2010

Table 23: Business Calendar with Calendar Type GREGORIAN



Based on the definition Week starts with Monday, the Weekly Date will start on the first Monday

prior to the 01/01/2010, which is the 12/28/2009. All other time categories will start with the first day

of the month January (Year starts with January) of the Start Year 2010.

If the Week starts with Friday is defined (instead of Monday), then the Business Calendar columns

would all start with 01/01/2010 as January 1st 2010 falls on a Friday.

2.2 Working Calendars

2.2.1 Overview

The Working Calendar provides mandatory information about working and non-working days.

A Working Calendar can be assigned to depots (locations). It plays an important role in forward and

backward scheduling of process lead times.

A Working Calendar can also be assigned to a process. In that case, it can be understood as a delivery

or production calendar. The handling of such a calendar differs from the calendars assigned to depots.

Calendars assigned to processes are considered as soft constraints, meaning the system understands it

as a planning goal, but may decide to ignore it if demand is rescheduled otherwise.

Note: Due to the dependencies of the various planning inputs and the sequence of

their processing, the calculated demand schedule using process specific calendars may

differ from a plan calculated without process calendars.

2.2.2 Calendar Workbench

The Calendar Workbench screen is available under Master Data Calendars.

Calendar Workbench offers a complete view of all available calendars and their descriptions. It

allows creating, changing, and deleting schemes of working/non-working days for each calendar and

the relevant year to address related planning needs. Upon selecting a calendar in the top section, the

bottom section displays the monthly view of the calendar bucket mappings together with their work-

flag representation.



Figure 8: Calendar Workbench

Retrieve data with the following selection criteria:

Selection Criteria Definition

Calendar Can select the defined depot calendar in the pull-down menu

Start Date Indicates the Start Date of the selected calendar

End Date Indicates the End Date of the selected calendar

Table 24: Calendar Workbench selection criteria

The following list gives a brief description of the button functionalities and report results:


Create Calendar This button opens a new window Create Calendar where you can create a

new working calendar.

Update calendar

patterns

This button opens a new window Update Calendar where you can perform

updates to the calendar patterns.



Delete calendar This button opens a new window Delete Calendar where you can delete

the selected depot calendar.

Calendar Calendar identifier

Description Optional description for the calendar

Table 25: Calendar Workbench report results

2.2.2.1 Creating a Working Calendar

Creating a new working calendar using the Calendar Workbench as shown in the previous chapter

requires a mandatory Calendar name with an optional Description. This will create a calendar using

the available planning horizon and the chosen work-day pattern.

The following explains the steps to create a new calendar:

1. Select from the Calendar Workbench screen to create a new calendar.

2. Calendar: Enter the name of the calendar.

3. Description: Enter the Description for the Calendar.

4. Pattern: Assign the respective working/non-working days to the calendar.

5. Click on Create to create the calendar.

2.2.2.2 Updating a Working Calendar

In the Calendar Workbench working days are represented by a white or yellow background; non-

working days, e.g., weekends and holidays, by a red background.



Figure 9: Working/non-working days

A simple click on a specific day will toggle the working/non-working status, e.g., to set public holidays.

You can also update a calendar by clicking on the button Update Calendar in the Calendar

Workbench.

Updating an existing Working Calendar using the Calendar Workbench for the given horizon and

chosen workday pattern will update the existing entries. If the calendar bucket is not available for the

period in the horizon, this will create a new calendar bucket entry.

1. Select the button to change the working/non-working status systematically.

2. The Update Calendar window opens.

3. The checkboxes need to be marked in order to modify the status of every weekday.

2.2.2.3 Deleting a Working Calendar

Deleting an existing Working Calendar using the Calendar Workbench for the given horizon deletes

the available calendar buckets.



Figure 10: Delete Calendar

An option is available to Delete the entire calendar, which means the entire calendar with all the

available buckets will be deleted.

Note: It is not possible to delete a Working Calendar referenced to the existing depots.

2.2.3 Calendar Setup

The Calendar Setup screen is available under Master Data Calendars.

The Calendar Setup screen allows user to create a new calendar, update an existing calendar, and

delete an existing calendar.

Figure 11: Calendar Setup

For details on how to create, update, and delete a calendar, please refer to the previous chapter.

2.2.4 Modeling Working Calendars

Each depot (location) in a supply chain network requires a working calendar. For our example

presented in the chapter Supply Chain Network, we will need to create depot calendars first before we

assign them to the depots.



The working calendars will be set up in the Create Calendar screen by assigning the calendar name to

the mandatory Calendar field with an optional Description.

In our example, we will create two different calendars:

5-2 (working week is from Monday to Friday; Saturday and Sunday are non-working days)

6-1 (working week is from Monday to Saturday; only Sunday is a non-working day)

Calendar Description

5-2 Mon – Fri

6-1 Mon – Sat

Table 26: Calendar Setup screen

Furthermore, work flags have to be defined for the corresponding calendar. In the Pattern section we

define e.g. for our “5-2” calendar a pattern with Monday – Friday as working days and

Saturday/Sunday as non-working days.

Figure 12: Pattern box in the Create Calendar screen

This will create working calendars using the already defined Planning Horizon settings and the

chosen work-day pattern. All working calendars are defined for the next 26 weeks starting with the

Current Date (Planning Horizon settings). The calendar days outside of the Planning Horizon are

marked grey. A working week starts on Saturday May 15th (6-1 calendar) or on Monday May 17th (5-2

calendar). No holidays are defined for the planning period of the concerned 26 weeks.

After setting up working calendars and modeling working and non-working days, you can finetune the

working and non-working days (e.g. adding holidays) for each working calendar.

For this purpose, click on the specific date in the calendar and it will turn red/white (e.g. 26th of May):

Figure 13: Adding a holiday in the Calendar Workbench screen



2.2.4.1 Modeling Depot Names as Calendars

Each depot can have its own working calendar. Also one working calendar can be defined for more

than one depot. Let us assume that each depot had its own calendar except for DC1 and DC2. The two

distribution centers will have the same working calendar, which we name “DC”.

Calendar Description

VH1 Vendor Hub 1 China – working calendar

VH2 Vendor Hub 1 Singapore – working calendar

CM1 Contract Manufacturer 1 China – working calendar

CM2 Contract Manufacturer 1 Singapore – working calendar

DC Distribution Center 1 / Distribution Center 2 – working calendar

Table 27: Calendar descriptions

You can also decide to expand your network and open up a new contract manufacturer site and

another Vendor Hub in Singapore. You can define the working calendars upfront and assign them to

the corresponding depots at some later point of time.

2.3 Depots

2.3.1 Overview

Depots are elements of the supply chain structure that represent locations where materials are

procured, transformed, stocked and/or distributed, such as manufacturing plants, distribution centers,

or vendor hubs. A depot is a logical entity and does not necessarily refer to a physical site. The depot

is a mandatory attribute to any demand and supply within the model.

Note: The synonyms for the term Depot are Location, Plant, Site.

2.3.2 Depot Setup

The Depot Setup screen is available under Master Data Depots.

The Depot Setup screen allows the user to define depots in ICON-SCP. Additionally, the Depot Setup

screen provides controls for maintaining calendars.



Figure 14: Depot setup



Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot, or List. If no

specific Depot is selected, clicking on the Retrieve button will list all depots.

Table 28: Depot selection criteria

The following list gives a brief description of the button functionalities and report results:


Create new depot Opens a new window where the user can create a new depot

Update selected depot Opens a new window where the user can update a selected depot

Delete selected depot Opens new window where the user can delete the selected depot

Depot Depot identifier

Description Optional description for the depot

Plan Flag The depot is considered in planning if this box is checked

Calendar Specifies which calendar is used for the depot

Open calendar Opens the Calendar window for the selected depot

Table 29: Depot setup report results



2.3.2.1 Setting up a Depot

This chapter explains how to set up a Depot. Depots will be set up in the screen Depot Setup.

1. Press Ctrl+I or click on .

2. Define Depot identifier and Description.

3. Check the box Plan Flag to consider this depot for planning.

4. Select the calendar to be used for this depot.

2.3.3 Depot Family

The Depot Family screen is available under Master Data Depots.

The Depot Family screen enables the user to combine several depots into a single family. The Depot

Family allows for the creation of lists of depots, which can be used in ICON-SCP reports in order to

retrieve results for that list of depots rather than depot by depot. Thus, the user is able to retrieve

multiple depots in all reports that provide the standard depot selection dropdown.

Figure 15: Depot Family



Depot/Family/List If specified, data is filtered by Depot name, Depot family or Family list. If no

specific Depot is selected, clicking on the Retrieve button will list all depots.

Table 30: Depot Family selection criteria





Depot Family Depot Family identifier


Table 31: Depot Family report results

2.3.3.1 Setting up a Depot Family

This chapter explains how to set up a Depot Family. You can set up Depot Families in the Depot

Family screen.

1. Press Ctrl+I to insert a new row.

2. Define values for Depot Family.

3. Define values for Depot.

4. Press Ctrl+S to save the changes.

2.3.4 Modeling Depots

After setting up different working calendars for each depot, we will now model the depots and assign

the working calendars to each depot.

As mentioned earlier, our supply chain network consists out of following depots:

two vendor hubs (VH1, VH2),

two contract manufacturer sites (CM1, CM2)

two distribution centers (DC1, DC2)

The depots will be set up in the Depot Setup screen by assigning the depot name to the mandatory

Depot field with an optional Description.

Depot Description Plan Flag Calendar

VH1 Vendor Hub 1 China 1 5-2

VH2 Vendor Hub 1 Singapore 1 6-1

CM1 Contract Manufacturer 1 China 1 5-2

CM2 Contract Manufacturer 1 Singapore 1 6-1

DC1 Distribution Center 1 1 5-2

DC2 Distribution Center 2 1 6-1

Table 32: Depot Setup screen



Furthermore, the application expects the Plan Flag definition which determines if the concerning depot

will be considered for planning or not. If you want to model different scenarios of supply chain

networks, you could check in and check out the flags as required. In our example, we will set the

planning flags for all depots of our current supply chain network.

The working calendars which have been defined in the chapter Modeling Depot Names as Calendars are

now assigned to each depot. VH1, CM1 and DC1 share the calendar 5-2 whereas VH2, CM2a nd DC2

share the calendar 6-1.

2.3.4.1 Modeling Depot Family

Families are a construct to aggregate data in ICON-SCP, so planning results can be retrieved on an

aggregated level. If for example your reporting requires planning results to be aggregated on a certain

aggregated depot level, you can consider modeling depot families.

In our example, we want to have the ability to easily report planning results on an aggregated depot

level, thus we will create following depot families:

Depot Family Depot

CM CM1

CM2

DC DC1

DC2

VH VH1

VH2

Table 33: Depot Family Setup screen

With this kind of depot family model, you could e.g., report the planning results of a particular part

being stored in both contract manufacturing depots (CM1 and CM2).

2.3.4.2 Modeling Regional Depot Family

If we want to see the total quantity of a raw material in both China depots (VH1 and CM1), we can

model depot families on a region level.

Depot Family Depot

Singapore VH2

CM2



China VH1

CM1

Table 34: Modeling of depot families

2.4 Channels

2.4.1 Overview

When an end-product is assembled, it can take various channels before it reaches the customer. A

distribution channel depicts such channels (wholesale, retail, direct sale). In ICON-SCP, the objective

of channel modeling is to build hierarchies for forecasting processes. A typical use case would be to

model geographical regions, distribution channels, or product classes as ICON-SCP Channels. As

channels can be arranged in a tree-like fashion, they are useful for modeling hierarchical relationships.

In order to use channel hierarchies for the forecasting processes, the channels need to be as specific

as possible. Such a channel could be LOW_END_SERVERS-US_EAST_COAST-SMALL_RESELLER,

consisting of a product-group, region, and customer-classification.

The setup and modifications of the channel profile can be performed in the Channel Workbench,

which will be explained in a subsequent chapter.

The effect of the Channel hierarchy on the Forecast-Order-Netting process is discussed in chapter

Forecast Netting. Additionally, the Channel hierarchy usage is described in chapters Forecast

Classification and Forecast Allocation.

2.4.2 Customer Setup

The Customer Setup screen is available under Master Data -> Channels.

The Customer Setup screen allows the user to define all customers in ICON-SCP including their

description. Ultimately, the customers are attached to Customer Orders and Forecast.



Figure 16: Customer Setup screen



Customer/List If specified, data is filtered by Customer or Customer List. If no specific

Customer is selected, clicking on the Retrieve button will list all customers.

Table 35: Customer selection criteria



Customer Customer identifier

Description Description of the customer defined

Table 36: Customer report results

2.4.3 Channel Workbench

The Channel Workbench screen is available under Master Data Channels.

The Channel Workbench screen supports controlled changes to the channel profile. The planner can

use the workbench to modify the channel profile.



Figure 17: Channel screen



Channel/List If specified, data is filtered by Channel or Channel List. If no specific

Channel is selected, clicking on the Retrieve button will list all channels.

Table 37: Channel selection criteria



Channel Channel identifier

Description Description of the channel defined

Std Unit Price The average price on channel level. It is used to define the price this product

is sold for if there is no other specific information available.

Parent Channel Channel Family name

Channel Description of the channel assigned to a Parent Channel

Table 38: Channel report results

2.4.3.1 Arranging Channels into Hierarchy

This chapter explains how to create a channel hierarchy from the Channel Workbench screen.

1. Right-click in the Channel Hierarchy screen and click on Insert Row.



2. Enter a name for a Parent Channel and a name for a Channel.

3. Right-click in the screen again and click on Save Changes.

4. Click on Retrieve to display all channels.

5. In the Filter option, select the parent channel you created in step 3.

The channel hierarchy will be displayed as below:

2.4.4 Channel Mapping

The Channel Mapping screen is available under Master Data -> Channels.

In the Channel Mapping screen, the user can assign defined customers and channels to available

depot-parts.

Any forecast process that supports channel-hierarchies uses the channel-mapping to identify the

channel for each depot-part-customer. The logic is as follows:

If an entry exists for a given depot-part-customer, this combination is added to the channel’s

hierarchy.

If no such entry exists, the depot-part-customer is considered separately of all others.

Each combination is considered separately if the hierarchies are disabled.



Figure 18: Channel Mapping screen



Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot, or List

Part/Family/List If specified, data is filtered by Part Number, Part Family, or Part List

Controller If specified, data is filtered by Controller

Product Line If specified, data is filtered by Product Line

Customer/List If specified, data is filtered by Customer or Customer List. If no specific

Customer is selected, clicking on the Retrieve button will list all customers.

Table 39: Channel Mapping selection criteria




Part Part identifier

Customer Customer identifier

Channel Channel identifier

Table 40: Channel Mapping report results



2.4.5 Modeling Channels

In ICON-SCP, the objective of the channel modeling is to build hierarchies for forecasting processes.

You can model geographical regions, distribution channels or product classes. And you can model the

channels hierarchically. The crucial point is to define channels as specific as possible!

Assuming we (OEM) sell our three different types of our product SYSTEM_1 A, B, C. These three

different types can have four different memory capabilities, five different colors, which ultimately

results in 60 different combinations. And this is the result solely considering the product classes.

Considering in addition the different CM plants, different regions (where we sell), sales channels (how

we sell, e.g. direct, retail, wholesale) the number of possible part-depot-customer combinations could

be more than a few thousand. Of course, a gross forecast on this level of detail is almost impossible,

moreover we want to cluster the combinations in a reasonable manner.

In our example, we have defined three distribution channels: SYSTEM_1-DIRECT, SYSTEM_1-RETAIL,

SYSTEM_2-RETAIL.

Figure 19: Supply Chain View & Material Flow View

For example, with the SYSTEM_1-DIRECT we cluster all SYSTEM_1 parts that we sell directly to the

customer, without knowing the memory capabilities, the colors etc.

These three channels will be modeled in the Channel Workbench in the Channel window:



Channel Description Std Unit Price

SYSTEM_1-DIRECT Direct Distribution Channel for SYSTEM_1 product sold

to Customer B in North America

$160

SYSTEM_1-RETAIL Retail Distribution Channel for SYSTEM_1 product sold to

Customer A in Europe

SYSTEM_2-RETAIL Retail Distribution Channel for SYSTEM_2 product sold to

Customer B in North America

Table 41: Channel Workbench screen

As the last two distribution channels are considered as retail channels, we could create a parent

channel “RETAIL” and model this relationship in a hierarchical fashion. The hierarchy relationship is

modeled in the Channel Hierarchy window.

Parent Channel Channel

RETAIL SYSTEM_1-RETAIL


Table 42: Parent channel modeling in the Channel Workbench screen

2.4.5.1 Channel/Customer Relationship

In order to explain the following chapters better, we will expand our example in the following way:

Assuming, the OEM sells three types of the SYSTEM_1: A, B, C. All three have different memory

capabilities (1GB, 2GB, 4GB and 16GB) and different colors (red, white, black, silver and gray). All

together results in 60 different combinations.

The next assumption is that the OEM supplies customers in Europe and North America. OEM runs one

distribution center in Europe and two distribution centers in North America (West and East).

Considering those, we have 180 part-depot combinations in case each SYSTEM_1 product will be

distributed through the three distribution centers.

The third assumption is that the SYSTEM _1 is sold to two wholesalers (e.g. WS_NA and WS_EU) and

four retailers (retail_1, retail_2, retail_3, retail_4). Moreover OEM sells directly to the end customers

(let us group them under OTHER). That makes around 2340 part-depot-customer combinations.

This channel/customer relationship is needed when providing a forecast. The goal is to specify the level

the forecast should be based on. For example, a certain level can be defined as all directly sold

SYSTEM_1 products of type A (memory size and color are unknown).



The channel can be mapped to the specific part-depot-customer combination. This mapping can be

defined in the Channel Mapping screen. If we for example create a forecast on a SYSTEM_1–Type A–

DIRECT level and all required part-depot-customer combinations are pointing to this channel, then

during the forecast processing the correct Gross Forecast and Customer Orders will be aggregated.

This means that each directly sold SYSTEM_1 product of the type A will be netted from the Gross

Forecast for the directly sold SYSTEM_1 product of the type A.

DEPOT PART CUSTOMER CHANNEL

EU SYSTEM_1-A-1-RED OTHER SYSTEM_1-A-DIRECT

NA_EAST SYSTEM_1-A-1-WHITE OTHER SYSTEM_1-A-DIRECT

NA_WEST SYSTEM_1-A-16-BLACK OTHER SYSTEM_1-A-DIRECT

EU SYSTEM_1-A-1-RED WS-EU SYSTEM_1-A-WS

EU SYSTEM_1-A-1-RED SELLER_1 SYSTEM_1-A-RETAIL

Table 43: Data Setup in the Channel Mapping

The following table shows an example for a parent channel mapping:


S-DIRECT SYSTEM_1-A-DIRECT

SYSTEM_1-B-DIRECT

SYSTEM_1-C-DIRECT

S-WHOLESALE SYSTEM_1-A-WS

Table 44: Example of a parent channel mapping

2.4.5.2 Modeling Channels as Geographical Regions

Channels can be modeled as geographical regions by adding the regional dimension to the channel and

clustering the combinations accordingly. If we consider the example from the previous chapter, where

the OEM supplies customers in Europe and North America East and West coast, we can define the

channels as following:


EU SYSTEM_1-A-1-RED OTHER SYSTEM_1-A-EU

NA_EAST SYSTEM_1-A-1-WHITE OTHER SYSTEM_1-A-NA_EAST



NA_WEST SYSTEM_1-A-16-BLACK OTHER SYSTEM_1-A-NA_WEST

EU SYSTEM_1-A-1-RED WS-EU SYSTEM_1-A-EU

EU SYSTEM_1-A-1-RED SELLER_1 SYSTEM_1-A-EU

Table 45: Data Setup in the Channel Mapping

By defining the channels this way, we do not cluster the combinations according to the sales channels

(direct, retail, wholesale), but according to the regions. It goes without saying that we could keep the

sales channels dimension and add the region dimension which could result in a channel “SYSTEM_1-A-

DIRECT_NA_EAST”. This way the channel is clustered with three dimensions: product class, sales

channel and region.

2.4.5.3 Modeling Channels as Product Classes Hierarchically

Channels can be modeled as product classes. The following table shows on the right side how to model

the product classes A, B, C for SYSTEM_1 and SYSTEM_2 together with the sales channel dimension.

As mentioned earlier, you can model the channels hierarchically. On the left side of the table below the

according parent channels are created and the defined channels in the Channel window are assigned

to the corresponding parent channel.


SYSTEM_1-A S1-A-DIRECT

SYSTEM_1-A S1-A-WHOLESALE

SYSTEM_2-A S2-A-RETAIL

SYSTEM_2-A S2-A-DIRECT

SYSTEM_2-B S2-B-DIRECT

SYSTEM_1-B S1-B-WHOLESALE

SYSTEM_1-B S1-B-DIRECT

SYSTEM_1-C S1-C-DIRECT

Table 46: Channel modeling in the Channel Workbench screen

When Channel hierarchy is used in Forecast Processing, the planning engine will categorize the demand

on the parent channel only.



2.4.5.4 Modeling Channel Standard Unit Price

ICON-SCP provides a basic cost model, which enables the user to consider financial factors when

creating a plan. When additionally provided with sales price/unit data, Revenue and Margin reporting

can be performed during the development of operational goals and initiatives.

Here, we want to model the sales price in order to understand how this information later is used for

reporting purposes.

The sales price can be entered as Standard Unit Price on different levels, in a Customer Order, in the

Channel Workbench or on the Part-Depot level. If no price is defined in the Customer Order, the

system will make calculations using the Std Unit Price defined in the Channel Workbench screen. In

case neither Customer Order price, nor Std Unit Price in the Channel Workbench is given, then the

Std Unit Price set on the Part-Depot level will be considered for the price calculation.

Logic propagation

of the price

Sales Price Screen

1 Std Unit Price Customer Order

2 Std Unit Price Channel Workbench

3 Std Unit Price Part-Depot

Table 47: Logic propagation of the price

The sales price in the Customer Order screen will be the exact unit price per unit of one customer

order. The Standard Unit Price is the average sales price of a channel. Each channel can have its own

Std Unit Price. We will assign an average price to a defined channel in the Channel Workbench in the

Channel window:


SYSTEM_1-DIRECT Direct Distribution Channel for SYSTEM_1 product

sold to Customer B in North America

$160

SYSTEM_1-RETAIL Retail Distribution Channel for SYSTEM_1 product

sold to Customer A in Europe

$250

SYSTEM_2-RETAIL Retail Distribution Channel for SYSTEM_2 product

sold to Customer B in North America

$240

Table 48: Channel Workbench screen

All products, which point to the channel SYSTEM_1-DIRECT (different memory capabilities, colors, etc.)

can have a unit price in a range between $180 and $1400. We will assign a Std Unit Price of $160 to

these products.



The same products can have different prices, if they are sold through different channels. For example,

the SYSTEM_1 product (a particular memory capability, color, etc.) which points to the channel

SYSTEM_1-DIRECT can be sold for a lower price than the same SYSTEM_1 product, which points to the

channel SYSTEM_1-RETAIL.

Figure 20: Low price and High price channels

If both channels have the same products in the assortment, they can be sold for a different price:

through Low Price channel for 160$ per unit and through High Price channel for 200$ per unit.

2.5 Parts

2.5.1 Overview

The parts are elements of the supply chain structure that represent the materials that flow through a

supply network like raw materials, subassembly parts, or finished goods.

The part is a mandatory attribute to any demand and supply within the planning model.

2.5.2 Part Workbench

The Part Workbench screen is available under Master Data Parts.

The Part Workbench screen combines all part-related master data. The report consists of three

sections:

1) filters

2) part overview

3) part-specific details

The filters section is located at the top of the screen. It allows the user to configure data retrieval

options.



The part overview section is located in the middle of the screen between the filtering section at the top

and the details section at the bottom. The displayed data is on part level and contains part attributes

that apply throughout the planning model.

The details section is located at the bottom of the screen. It shows detail information about the specific

part selected in the part overview section. The various tabs show depot specific parameters for

planning, target inventories, replenishment process definitions, and associated Bill of Materials (BoM).

The sub-screens Planning, Target Inventory, Process Setup, Bill of Materials, and Inverted

BoM show detail information about the specific part selected in the part overview section.

Figure 21: Part Workbench screen



As the Part Overview represents the Part Setup screen, please refer to the chapter 2.5.3 for further

details.

In the Planning tab, depot-specific part attributes can be defined and reviewed. Please refer to the

chapter 2.5.4 for further details.

In the Target Inventory tab, depot-specific and time-phased target inventories can be defined and

reviewed. If specified, the part level default values from the Planning tab are overruled. Please refer

to the chapter 2.9 for further details.

In the Process Setup tab, depot-specific replenishment processes and parameters can be defined and

reviewed. If specified, the part level default values from the replenishment section (compare to Part

Setup screen) are overruled. Please refer to the chapter 2.7.2.1 for further details.

In the Bill of Materials tab, all BoM records for a given Part are displayed (one level). Please refer to

the chapter 0 for further details.

In the Inverted BoM tab, all parents for a given component or sub-assembly are displayed (one

level). Please refer to the chapter 0 for further details.

2.5.3 Part Setup

The Part Setup screen is available under Master Data Parts.

The Part Setup screen contains part attributes that apply throughout the planning model, thus raw

materials, subassemblies, and finished goods are listed. Furthermore, the user can define which part

should be considered for planning by checking in/out the Plan Flag.



Figure 22: Part Setup screen


Selection criteria Description




Table 49: Part Setup selection criteria

If no filter is specified, selecting the Retrieve button will list all parts defined.



Part Part identifier (key field)

Description Description of the Part



Controller Controller code of the Part

Product Line Product line of the Part

Family Default Family of the Part

Plan Flag Only parts for which the Use for Planning checkbox is set are planned and

available in planning reports

Table 50: Part Setup report results

2.5.4 Part-Depot Setup

The Part-Depot Setup screen is available under Master Data Parts.

In the Part-Depot Setup screen, the user can define and review depot-specific part attributes. Such

depot-specific part attributes are standard unit costs and prices for each part-depot combination. The

user can define on part-depot level which part may be considered as a constraint in the Constraint

Based Planning process. The user can also define the costs and price for each part-depot combination.

Figure 23: Part-Depot Setup screen





Depot/Family/List If specified, data is filtered by Depot Number, Depot Family, or Depot List




Table 51: Part-Depot Setup selection criteria






Constraint Flag The Constraint flag defines whether the Depot/Part constrains the plan.

Inhouse Flag The Inhouse flag marks the Depot/Parts to be considered in the Inhouse

Consumption Logic. This logic applies to parts (components or sub-

assemblies) that are set up in alternative groups where the parent is also set

up for the Inhouse Consumption Logic (see Alternative flag). If marked, the

supply of this alternative part in this depot is used up before proposals on

other alternatives are generated.

Pull Flag The Pull flag marks the Depot/Part to be replenished in full lots (min/mult

qty). The min/mult qty is considered with the very first pulled unit if the

available supply permits it.

Alternative Flag The Alt flag marks a Depot/Part (BOM parent with alternative components) to

be considered in the Inhouse Consumption Logic.

Prioritized Flag The Prioritized flag marks the Depot/Part in order to:

a) Consider alternate planning processes (defined in process setup) in a

prioritized manner. If not set, the alternate processes are considered with a

relative percentage share.

b) Consider its BOM alternatives in a prioritized manner. If not set, the BOM



alternatives are considered with a relative percentage share.

Consequently, for alternate production processes referring to BOMs having

alternate components, the flag has impact on choosing both the process and

components at the same time.

Std Unit Cost The average cost on the part-depot level. This is used if no other information

on the origin of the part is available, e.g., to value OH inventory.

Std Unit Price The average price on the part-depot level. This is used to define the price this

product is sold for if there is no other information available.

Table 52: Part-Depot Setup report results

2.5.5 Part Family Setup

The Part Family Setup screen is available under Master Data Parts.


aggregated level. The Part Family Setup allows for creating lists of parts, which can be used in ICON-

SCP reports in order to retrieve results for that list of parts instead of retrieving part by part.

A family usually consists of several parts. Family members can be explicitly defined on a part or family

level. A hierarchy of families can be created by defining sub-families; meaning families can be nested

(family of families).

Family selection on a planning screen or report does not have an impact on planning results. It just

reports data differently.



Figure 24: Part Family Setup screen

Within the Family Setup area, family definitions can be entered and reviewed.






Table 53: Part Family Setup selection criteria

If no filter is specified, selecting the Retrieve button lists all parts defined.

The following list gives a brief description of the data fields:


Family The family name (ID). This will be used in ICON-SCP reports in order to

reference the family.

Part Within the Part column, the family members are defined.

Sub Family A Family definition can consist of several parts and sub families.

Table 54: Part Family Setup report results

The Filter provides a graphical view on the family structure. All sub families are displayed for a

selected Family.

By selecting any family in the tree view, the family definition is displayed in the family setup area.

In order to expand or collapse the complete family tree view, use the Ctrl Key and right-click on the

family tree’s root. A menu will appear which allows:

expanding the family / expanding the complete tree view

collapsing the family /collapsing the complete tree view

printing the current view of the family tree

2.5.5.1 Setting up a Part Family

The same part can be a member in more than one family or sub family. Define a family as follows:

1. Enter Family Name in Family drop-down list to check if Family Name already exists.



In order to avoid unwanted changes in existing families or duplicate family entries when a new

family is set up, verify if the family name is already used. The user can execute a query in

order to check for the chosen family name.

2. Press the Retrieve button.

3. Right-click in the middle window and select Insert Row.

4. Define values for Family name (mandatory).

5. Define values for Part name (mandatory).

6. Right-click and select Save Changes.

For families consisting of many members, the family definition records can be copied from external

sources (e.g., MS Excel) and pasted into the Part Family Setup screen.

2.5.5.2 Setting up a Sub Family

The same part can be member in more than one family or sub family. A sub family can be defined in a

following way:

1. Enter Family Name in Family drop-down list to check if Family Name already exists.

In order to avoid unwanted changes in existing families or duplicate family entries when a new

family is set up, it verify if the family name is already used. The user can execute a query in

order to check for the chosen family name.

2. Press the Retrieve button.

3. Right-click in the right window and select Insert Row.



4. Define values for Family name (mandatory).

5. Define values for Sub Family name (mandatory).

6. Right-click and select Save Changes.

2.5.6 Part Lock

The Part Lock screen is available under Master Data Misc.

In the Part Lock screen, parts can be locked on various levels of the BOM, for example due to

material issues. All orders or deliveries where the locked part is being used (at any level of the BOM)

are no longer releasable and will be marked as locked (Release Code = ‘L’) in the Ack Date Report.

The settings in the Part Locks screen override the settings in the Material Attributes screen.

Figure 25: Part Lock

Locked demand still allocates supply according to the defined priority sequence. A part lock does not

alter the selection of a BOM alternative during planning, i.e., if the preferred alternative is being

locked, planning does not select the second best alternative. Part locks do not influence the partialling

decision.



Target Type Demand Type for which Part Locks are defined. Possible values are:



CO: Customer Orders

IR: Inventory Reservations

FC: Demand Forecast

AD: Additional Demand

WO: Work Order

DMD: Any demand type (all of the above except WO)

Depot Depot of the part to be locked. This value may contain wildcards (‘%’).

Part Part to be locked. This value may contain wildcards (‘%’).

Order Item No Order Item (i.e., Order No + order line) to be locked. This value may contain

wildcards (‘%’).

Lock No Unique ID of the lock; will be assigned by ICON-SCP.

Target Depot Depot where the demand defined in the Target Type field occurs.

Lock Code Optional field; may be used to enter a lock category like ‘QH’ (quality hold) for

example.

Lock Scope ‘O’ if the complete order should not be releasable. ‘D’ if specific deliveries of the

selected order(s) should not be releasable.

Creation Date Creation Date of the lock; will be assigned by ICON-SCP.

Lock User User creating the lock; will be assigned by ICON-SCP.

Lock Comment Optional comment

Table 55: Part Lock report results

2.5.6.1 Locking a Part

The following steps explain how to lock a part:

1. In the Part Lock screen, create a new entry by selecting Insert row from the menu File (or

Ctrl + I).

2. Select a Target type (CO, AD, FC, IR, WO), Target Depot, Lock Scope, Part.

In the new row, the following information is mandatory in order to save an entry: Target

type, Target Depot, Lock Scope, Part.

3. Select Save from the File menu (Ctrl + S) to save the entry.



Now the new entry needs to be processed in order for this locked target type to have an

impact on the release picture.

4. The calculation will be performed with the Calculate Release Status screen (can be found in

the Planning accordion menu). Enter the number of days for which the release status needs to

be calculated, and click on OK.

The Ack Date Report will now display the locked parts.

2.5.7 Modeling Parts

In our example in the chapter Supply Chain Network the OEM is managing the production of two

finished goods SYSTEM_1 and SYSTEM_2. The finished goods as well as its components such as raw

material, sub assembly and other part relevant information will be loaded with the interface files into

ICON-SCP and will be displayed in the Part Setup screen.

Furthermore, let us assume the two finished goods consist out of following raw material and sub

assemblies:

Figure 26: Raw material list for SYSTEM_1 and SYSTEM_2 parts

The finished goods SYSTEM_1 and SYSTEM_2 use some of the same material for their assembly, but

some are FGI-specific: ASIC_1000 and ASIC_2000.

The table below shows the part set up for the parts SYSTEM_1 and SYSTEM_2:

Part Description Controller Product line Family Plan Flag

SYSTEM_1 SYS KA RM Checked

CHASSIS_R Chassis R SYS KA RM Checked



MODULE_A Module A SYS KA RM Checked

MAIN_BOARD Main Board SYS KA RM Checked

ASIC_1000 Asic 1000 SYS KA RM Checked

COOLING_UNIT Cooling Unit SYS KA RM Checked

CABLE_X Cable X SYS KA RM Checked

WEST_DIG West Dig HDD SYS KA RM Checked

SEAG Seag HDD SYS KA RM Checked

SYSTEM_2 SYS KA RM Checked

ASIC_2000 Asic 2000 SYS KA RM Checked

MODULE_B Module B SYS KA RM Checked

CABLE_Y Cable Y SYS KA RM Checked

Table 56: Part set up for the parts SYSTEM_1 and SYSTEM_2

Each component (raw material, sub-assembly and finished good) is listed in the Part Setup table.

Modeling Part Family


aggregated level. If for example your reporting requires planning results to be aggregated on a certain

aggregated part level, then you can consider modeling part families.

In our example, we want to have the ability to easily report planning results on an aggregated part

level, thus we will create following part families:

Part Family Part

SYSTEM SYSTEM_1

SYSTEM_2

CPU ASIC_1000

ASIC_2000

SERV_PARTS BOARD_XS

CABLE_2IN

CASSIS_X



CPU_QUAD_M5

CPU_QUAD_M7

HDD_2TB

MTHBD_X5

MTHBD_X7

RAM_128GB

Table 57: Part families’ setup in the Family Setup screen

A hierarchy of families can be created by defining sub-families, meaning families can be nested (family

of families).

Family Sub Family

SERVERS SERV_PARTS

SYSTEM

SYSTEM SERV_PARTS

Table 58: Parent part families’ setup in the Family Setup screen

2.6 Suppliers

2.6.1 Overview

Suppliers are elements of the supply chain network that represent a party that supplies goods or

services to another company (e.g., to an OEM).

2.6.2 Supplier Setup

The Supplier Setup screen is available under Master Data -> Parts -> Supplier Setup.

The Supplier Setup screen allows the user to define all suppliers in ICON-SCP, including their

description.



Figure 27: Supplier Setup screen

The system validates that any supplier entry in Process Setup refers to a feasible supplier of this

table.



Supplier/List If specified, data is filtered by Supplier or Supplier List. If no specific

Supplier is selected, clicking on the Retrieve button will list all suppliers.

Table 59: Supplier selection criteria



Supplier Supplier identifier

Description Description of the supplier defined

Table 60: Supplier report results

2.6.3 Modeling Suppliers

Before creating a supplier process in the Process Setup screen, a supplier should be first added into

the Supplier Setup screen.

Supplier Description

SUPPLIER_A Supplier A



SUPPLIER_B Supplier B

SUPPLIER_C Supplier C

SUPPLIER_D Supplier D

SUPPLIER_E Supplier E

SUPPLIER_F Supplier F

SUPPLER_X Supplier X

Table 61: Supplier setup example

2.7 Processes

2.7.1 Overview

In each network, materials are procured, produced, and transported, thereby consuming resources like

material and capacity. Processes define how parts can be replenished if demand exceeds available

supply or if an inventory buffer is desired. Processes connect various locations within the supply chain

and eventually define the scope of the planning model.

ICON-SCP distinguishes three process types:

1. Production

2. Depot

3. Supplier

The next section elaborates on these different process types in more detail.

2.7.1.1 Production Processes

The first process type is the production process, denoted as “PRODUCTION” within ICON-SCP. Defining

a production process for a part in a depot indicates that demand for the part can be fulfilled by

producing the part requested. Assembly and manufacturing operations are typically modeled with

production processes. While specifying a production process only declares the replenishment type, the

specific use of components and sub-assemblies is defined within the Bill of Materials.

Typically, a production process will also require production capacities like machines, tools, or labor.

This capacity usage is also specified within ICON-SCP.

The following figures show the setup of a production process in the Process Setup along with a Bill of

Materials and the Capacity Setup.



Figure 28: Definition of Production Processes in Process Setup

Figure 29: Definition of Production Process in BoM



Figure 30: Definition of Production Process in Capacity

Production processes, defined for a certain combination of depot and part, define material

requirements, i.e., needed supply, at the very depot via the Bill of Materials (BoM). The components

referred to in the BoM in turn also define replenishment processes as they also need to be procured.

This way, the supply network is created. In those cases where the supply side is of interest, e.g.,

because it is a warehouse, a vendor hub, or another production site under control of the planner, depot

processes -- as explained in the following section -- should be used. If this is not the case, supplier

processes as explained in section Supplier Processes are the correct model element.

2.7.1.2 Depot Processes: Transfer or Supply Chain Processes

Depot processes are the central building blocks of the supply network. They define a child-parent-

relationship between two depots for a part. In this relationship:

the parent plant will see supply originating from the child plant.

the child plant will see dependent demand originating from the parent plant.

an IWT (inter warehouse transfer) proposal will be generated to the child plant for the delivery

of material to the parent depot.



Depot processes are used whenever it is desired to control the generation of supply in response to

dependent demand generated at a downstream depot.

Procurement of material over the relationship, i.e., using the depot process, requires a lead time (due

to transportation, manufacturing, order processing etc.) and is subject to some other constraints that

can be set when creating or modifying the depot process.

As stated before, in those cases where the supply side is not of interest, use supplier processes as

explained in the following section.

2.7.1.3 Supplier Processes

External supplier relationship can be modeled with the supplier process. For a given part, a named

supplier process refers to a receiving depot and usually identifies the supplier or purchasing source.

Note: It is mandatory that a Supplier-Process refers to a Supplier previously defined in

the Supplier Setup.

2.7.1.4 Mix of Processes (e.g., Make-or-Buy)

Sometimes companies have the option to either make or buy a certain material. In such cases, both

parallel processes may be modeled and process shares applied. In other words, the result is a mix of

processes, e.g., 70% make (production) and 30% buy (procurement). An alternative scenario shows

the processes change over time. For example the production of a sub-assembly can be outsourced to a

supplier and thereby become a procurement part. In this case, it is not the material that changes but

the way it is replenished.

For sourcing of supply, substitution rules can be defined as well. For all sourcing processes described

earlier (Production, Procurement, Supply Chains) it is possible to define alternate source of supply. The

source of supply might either be a production line, an external supplier or a vendor hub depot,

depending on the chosen processes. For example:

Same part with alternative suppliers

Same part sourced from alternative warehouses or locations

Assembly with alternative production operations with different capacities

Alternative sourcing of in-house vs. out-sourced capacity or supply

2.7.1.5 Process Attributes

Processes have attributes like Multiple Order Quantity, Frozen, Lead Time, Follow-Up Time.

2.7.1.5.1 Multiple Order Quantity

The Multiple Order Quantity is a process attribute that determines the number of units of one part

that are manufactured in one production run without changing the setup of machines. This quantity is



the least number of units of one part from each execution of the production, purchase, or transfer

process and each replenishment yields an integer multiple of this quantity. In addition, a Minimum

Order Quantity defines the least number of units of one part replenished by a single process

execution and helps to further define the replenishment.

Example: In the example shown below, the part MAIN_BOARD is replenished from depot VH1. When

parts are replenished, at least 10 units have to be transferred. Additionally, the multiple is set to 5

such that in total only multiples of 5 including or exceeding 10 (i.e., 10, 15, 20, 25 etc.) will be

replenished using this process.

It is important to understand that minimum order quantity and multiple order quantity do not define

constraints in the sense that the defining process is not used unless the quantity is less than the

minimum quantity or not equal to an integer multiple of the multiple order quantity. Rather, the

replenished quantity is adjusted such as to match these attributes.

2.7.1.5.2 Frozen

The updating of production plans is typically achieved by rolling the planning horizon forward, one

period at the time. You can provide stability in planning components and assemblies, by “freezing” a

portion of the master production schedule. The planning horizon can be divided into months. At the

beginning of January the plan is made that covers January through December. But only the first

period, the so called frozen period is put into practice. At the beginning of the second period, a new

plan is made considering the actual developments during the first frozen period and updated forecast

for the future periods.

In ICON-SCP the Frozen period is a process attribute that determines the period of time during which

the planning will not create new supply proposals.

Example: For a procurement part, planning would not create any PO and IWT Proposals and for an

end product, planning would not propose any WO proposals within the frozen period.



2.7.1.5.3 Lead Time and Follow Up Time

The Lead Time in ICON-SCP is a process attribute calculating the days between the Work Order Start

Date and Capacity Consumption Date.

Example: A production process of a sub-assembly part can take two days to be produced.

The Follow-Up Time is a number of workdays required for inspection and placement into storage,

after the material receipt. It calculates the days between the Capacity Consumption Date and the Work

Order Completion Date.

Example: A production process (e.g., furnaces) of a sub-assembly part can take two days, but needs

an additional follow-up time of one day in order to cool down.

The graphic below shows the starting and the ending point of the Lead Time period as well as the

starting and ending point of the Follow Up Time period. The calculation of the two needs to consider

different processes and different calendars.

Legend:

WSD: Work Order Start Date

CCD: Capacity Consumption Date

WCD: Work Order Completion Date

As discussed earlier, the material can be produced (WO), purchased (PO) or transported (IWT) - three

different process types. For each process type, the initiation and completion dates have a different

name in ICON-SCP.

Synonyms PO IWT WO SUPPLY

WSD BOOKING_DATE SEND_DATE START_DATE BOOKING_DATE

CCD

WSD WCD CCD

LT FT



WCD EFFECTIVE_DATE ARRIVAL_DATE FINISH_DATE EFFECTIVE_DATE

Table 62: Synonyms for WSD, CCD, WCD

Note: The above table also shows the corresponding name of the fields on the SUPPLY

table.

Figure 31: Process Types – Lead Time

The weekend bridge issues and holidays at the sending/receiving site are identified and considered in

the lead time calculation. Depending on the process type, the lead time is considered in working days

or calendar days. The Follow-Up Time is always considered in working days.

Process Type Behavior

Production LT in working days; follows the depot calendar

FT in working days; follows the depot calendar

Production start only at working day at production site

Production arrival only at working day at receiving site

Supplier (Procurement) LT in calendar days


Procurement arrival only at working day at receiving site

Depot (Transportation) LT in calendar days


IWT start only at working day at sending site

IWT arrival only at working day at receiving site

Table 63: Lead Time and Follow-Up Time behavior for the three process types

Production Processes and Follow Up Time



The Lead Time shift for production processes and the Follow-Up Time calculation for all processes

consider the working days in the production/receiving depot.

Let us assume that a Lead Time for a WO process (between the WSD and CCD) takes one day (LT=1

day) and the Follow-Up Time (between the CCD and WCD) takes three days (FT=3 days). The

production/receiving depot calendar shows the non-working days marked purple.

The following table shows the completion periods (first row) and the corresponding start periods based

on the given lead time/follow-up time (first column).

If a production process defines both LT>0 and FT>0 the corresponding periods can be obtained from

the above table by applying the shifts sequentially, e.g., LT=1 and FT=3 and an expected WCD=12

leads to CCD=8 and WSD=5.

IWT/PO Processes and Follow-Up Time

IWT and PO processes calculate the lead time shift based on calendar days, considering both calendars

simultaneously, i.e., the shift is done forward and backward until the dates are same.

Note: Suppliers do not have a working calendar (yet) and are assumed to have

working days only.

To examine the synchronized backward/forward calculation, we will be focusing on the IWT process.

Let us assume that a lead time for an IWT process between the sending site and the receiving site

takes two days (LT=2 days). The receiving site calendar shows SAT, SUN, and TUE as non-working

days, while the sending site calendar shows SAT, SUN, and THU as non-working days.



Backward:

We know our expected receipt date, (this is a requisite from our planning) and we need to calculate

the Send Date. This calculation is done from the Effective Date and we need to calculate the Send

Date together with lead times and calendars. As mentioned above, for the IWT process, the lead time

is calculated in calendar days, which means every day counts. The above figure shows the

backward/forward synchronization in regards to three different expected receipt dates. Let us focus

only on the Tuesday the 6th as our expected receipt date (the middle row). We will count backwards

considering the lead time of the process being two days. The first attempt will be negative as the

sending depot would need to send the material on a Sunday in order to fulfill our expected receipt date

on Tuesday. The adjustment of the backward calculation is needed where the system will look for the

first possible working day at the sending depot. Calculating backwards, Friday the 2nd will be the first

working day at the sending depot.

Forward:

This logic is similar to that used to calculate forward. Now we would like to determine the date when

the material will be available in our company’s premises (Arrival Date). This calculation is done from

the Send Date and we need to calculate the Arrival Date together with lead times and calendars. The

sending depot will send the material only on working days. Our backward calculation in the example

above resulted in a Send Date Friday the 2nd. The receiving depot will pick up the material only on

working days. The first attempt will be negative as the receiving depot would need to accept the

material on a Sunday. The adjustment of the forward calculation is needed where the system will look

for the first possible working day at the receiving depot. Calculating forward, Monday the 5th will be

the first working day at the receiving depot.



ICON-SCP will not set the Arrival Date to a non-working date based on the receiving depot calendar,

but rather to the next working day.

Lead Time/Frozen and Reserve-Flag:

If a supply needs to book material, the withdrawal will not be earlier than today. After that, the

complete LT and FT are required until the supplied part becomes available.

If a supply needs to book capacity, the consumption will not be earlier than today. After that,

the complete FT is required until the supplied part becomes available.

The Frozen period is applied to new proposals only.

2.7.2 Process Setup

2.7.2.1 Process Setup

The Process Setup screen is available under Master Data Parts.

In the Process Setup screen, depot-specific replenishment processes and parameters can be defined

and reviewed. If specified, the part level default values (defined in the Part Workbench screen) from

the replenishment section are overruled.

Figure 32: Process Setup screen



Depot/Family/List If specified, data is filtered by Depot Name, Depot Family, or Depot List






Table 64: Process Setup screen selection criteria




Shares

Workbench

Supports controlled changes to the process shares (Process share is explained

in the next chapter)

Depot Depot identifier (key field)


Process Process identifier (key field). Depending on the type the Process field contains:

Identifier of sending depot (Depot process), Identifier of Supplier (Supplier

process), Identifier of production process

Process Type Specifies the Process Type. Valid entries selectable from the list box are:

Depot: Definition of a Supply Chain (link between 2 depots),

Supplier: Definition of external supplier relationship and

Production: Definition of production process.

Description Description field

Lead Time Lead Time is a process attribute calculating the days between the Work Order

Start Date and Capacity Consumption Date. Depending on the type it is

interpreted either as transfer time, delivery time (Supplier), or production time.

Follow Up Time The time (in days) that normally elapses in a process after capacity is booked

(CCD) until the final completion of the process.

Frozen Determines the period of time during which the planning will not create new

supply proposals. Earliest possible arrival of PO/IWT/WO proposals generated

by planning is outside of the frozen period.

Min Qty Minimum order or production quantity;

In order for the system to support the defined Minimum order/production

quantity, the Flag Repair Lot Sizes needs to be checked. See chapter 5.6.3.7.2



for more information.

Mult Qty Order or production quantity must be a multiple of the Mult Qty;

In order for the system to support the defined Mult order/production quantity,

the Flag Repair Lot Sizes needs to be checked. See chapter 5.6.3.7.2 for more

information.

Split The split determines the percentage share in case of alternative replenishment

processes for a given depot/part.

Unit Processing

Cost

Unit Processing Cost is the cost amount to execute the process. This does not

contain material costs, except for supplier processes.

Calendar Mode Calendar Mode can be either in Working Days or in Calendar Days and is used

for the Frozen calculation only.

Delivery Calendar A pattern that describes the target recurrence of productions using the delivery

calendar.

Table 65: Process Setup report results

2.7.2.2 Setting up a Process

This chapter explains how a process can be set up. Processes will be set up in the Process Setup

screen:

Processes can be set up in the following way:


2. Define Depot, Part, and Process identifier.

3. Select one of the three process types (Production, Supplier, or Depot).

4. Define the process attributes.


Note: Only existing suppliers (in the Supplier Setup screen) can be defined in the

column Process in case of a supplier process. The same is also valid for depot and

capacity: only existing depots (in the Depot Setup screen) can be defined in the

column Process in case of a depot process; only existing production processes (in the

Capacity Setup screen) can be defined in the column Process in case of a production

process.



2.7.3 Process Share

2.7.3.1 Overview

ICON-SCP can plan and consume alternatives/substitutes according to desired splits or priorities. These

splits and priorities can be constant across the complete planning horizon or time-phased as described

in the next section. A 0% source is only consumed if other sources don't replenish on-time. The

definition of constant splits and priorities is mandatory.

ICON-SCP can also plan and consume according to source splits and priorities in a time-phased

manner. Splits can be defined time-phased (e.g., 40% / 60% in May, 70% / 30% in June). It is also

possible to define validity periods for sources, e.g., a source may only be valid from August to

November. For all other months of the planning horizon, the source may not be consumed. This

definition is different to a 0% source definition. The definition of time-phased splits and priorities is

optional.

2.7.3.2 Process Share – Overview

The Process Share screen is available under Master Data Parts.

The Process Share – Overview report displays the effective split for each process in a pivot table.

The displayed sum of all splits for a given part depot combination and a given bucket is always 100%.

The sole exception is that a process share weight of 0 results in split with 0% per bucket, too.



Figure 33: Process Share Overview screen

In the Process Share screen, retrieve data with the following selection criteria:


Depot/Family/List If specified, data is filtered by Depot Name, Depot Family or Depot List

Part/Family/List If specified, data is filtered by Part Number, Part Family or Part List



Start Date Start Date of the Process Share horizon

End Date End Date of the Process Share horizon

Table 66: Process Share selection criteria

Press the Retrieve button to trigger result retrieval based on the selection criteria and filters.







Process Process identifier (key field)

Effective Date The effective planning bucket

Table 67: Process Share report results

2.7.3.3 Process Share - Definitions

The Process Shares Definitions screen is the central screen to review and manipulate the raw data

of the process share setup. The process shares can be created, deleted, or updated. The modifications

are raw updates. They simply modify the underlying data stored by performing some consistency

checks, but without further application logic.

Figure 34: Process Share Definition screen

In the Definitions tab, the process shares are displayed in table format.



Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot or List




Start Date Start Date of the Process Share horizon

End Date End Date of the Process Share horizon

Table 68: Process Share Definition screen selection criteria





Shares Workbench

Supports controlled changes to the process shares



Process Process identifier (key field)

Process Share Defined process share for selected Depot, Part, Process combination

Valid From Start Date of the validity period

Valid To End Date of the validity period (excluding, 12:00AM of the relevant end

date)

Table 69: Process Shares Definition report results

2.7.3.4 Setting Up or Changing Process Share

Setting up or changing process shares will be done in the Definitions part of the Process Share

report.

1. Select the Definitions tab in the Process Share report.

2. Click on to open the following window:

3. Select Depot, Part, and Process from the drop-down menu.

4. Enter the Start Date and End Date.

5. Modify the Process Shares.



6. Click on Ok.

The user can use the workbench to modify the process share within the selected horizon. The following

options are available:

Absolute Update: The entered value (non-negative) is considered as share value and the process share

is adjusted as follows:

Delta Update: The entered value (positive or negative) is considered as share value and the process

share is adjusted as follows:

Percentage Update: The entered value (non-negative) is considered as percentage value and the

process share is adjusted as follows:

2.7.4 Modeling Processes and Process Shares

2.7.4.1 Production Process

During a production process, various components are put together in order to produce a part, which

can be used for further assembly, or to produce an end product.

The following example shows production of the part SYSTEM_1 onsite (meaning that the part does not

have to be produced/procured outside of the Contract Manufacturer (CM)). Demand for the part

SYSTEM_1 can be fulfilled by assembling the part out of its components as defined in the BoM. There

are three different production assemblies with the Process names “HDD_ASSY_1”, “SUB_ASSY” and

“FINAL_ASSY”. The Process Type “PRODUCTION” will be assigned to these production assemblies.



Figure 35: Production Process Example

The table below states that the SYSTEM_1 has its final assembly (FINAL_ASSY process) in the CM1

depot, whereby the process type is Production. Another production process in the CM1 depot is the

SUB_ASSY production process, where the MODULE_A part will be assembled.

Depot Part Process Process Type

CM1 SYSTEM_1 FINAL_ASSY Production

CM1 MODULE_A SUB_ASSY Production

CM1 STORAGE HDD_ASSY_1 Production

Table 70: Process setup screens

HDD_ASSY_1 production process represents a setup of an alternative part usage with help of bill of

material, which will be explained later.

To trace what components are required during FINAL_ASSY and SUB_ASSY production processes the

Bill of Materials screen can be used.

Depot Part Process Component



CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R

CM1 SYSTEM_1 FINAL_ASSY MODULE_A

CM1 SYSTEM_1 FINAL_ASSY STORAGE

CM1 SYSTEM_1 FINAL_ASSY CABLE_X

CM1 MODULE_A SUB_ASSY COOLING_UNIT

CM1 MODULE_A SUB_ASSY ASIC_100

CM1 MODULE_A SUB_ASSY MAIN_BOARD

Table 71: Production Process setup in the BoM

The production process goes along with capacity consumption, so the production process has to be

referenced with the capacity in the Bill of Capacity screen:

Depot Part Process Capacity

CM1 SYSTEM_1 FINAL_ASSY FINAL_ASSEMBLY

CM1 MODULE_A SUB_ASSY SUB_ ASSEMBLY

Table 72: Reference of the Production Process with the capacity

2.7.4.2 Depot Process (Transfer or Supply Chain Process)

Depot process specifies/links two depots to conduct the parts transfers between them.

The following example shows depot processes established between VH1<->CM1 and CM1<->DC1. The

Process Type DEPOT shows for the parts CHASSIS_R, CABLE_X, SEAG, WEST_DIG, ASIC_1000,

COOLING_UNIT and MAIN_BOARD the Process Name VH1. VH1 is the name of the Send Depot.

Moreover, the Process Type DEPOT shows for the part SYSTEM_1 the Process Name CM1. CM1 is

the name of the Send Depot.

The depot process defines a transfer of the parts from one depot to the other. Thus, the depot

processes VH1 and CM1 are defined in order to transfer the parts Chassis CHASSIS_R, CABLE_X,

SEAG, WEST_DIG, ASIC_1000, COOLING_UNIT and MAIN_BOARD from the VH1 depot to CM1 and

respectively to transfer the finished good SYSTEM_1 from CM1 to DC1.



Figure 36: Depot Process Example

Table below states that the DC1 depot will be supplied from the CM1 depot with the SYSTEM_1

product. The CM1 depot in turns gets plenty of components for the production transferred from the

VH1 depot.


DC1 SYSTEM_1 CM1 Depot

CM1 ASIC_1000 VH1 Depot

CM1 CABLE_X VH1 Depot

CM1 CHASSIS_R VH1 Depot

CM1 COOLING_UNIT VH1 Depot

CM1 MAIN_BOARD VH1 Depot

CM1 SEAG VH1 Depot

CM1 WEST_DIG VH1 Depot

Table 73: Depot process setup in the Process Setup screen



2.7.4.3 Supplier Process

The Supplier Process indicates the transfer of the components and parts from the external parties,

which are at the beginning of the supply chain.

The following example shows the external supplier relationship between the contract manufacturer and

the vendor hub. The parts CHASSIS_R, CABLE_X, SEAG, WEST_DIG, ASIC_1000, COOLING_UNIT and

MAIN_BOARD are required at CM1 in order to build the finished good SYSTEM_1. These parts have to

be procured outside of CM1 and are obtained from VH1. If VH1 does not have the material on hand, it

procures the material from an external supplier. For each part, a supplier is defined which is supposed

to provide the required part. The process of procurement defines a supplier for the particular

procurement part. Thus the supplier processes with the Process Name SUP-A, SUP-B, SUP-C, SUP-D,

SUP-E, SUP-F with the Process Type SUPPLIER, are defined.

Figure 37: Supplier Process Example

The vendor hub (VH1) depot is replenished by different suppliers. Therefore, ASIC_1000 is replenished

by the SUPPLIER_B, the CABLE_X is delivered by SUPPLIER_A etc.


VH1 ASIC_1000 SUPPLIER_B Supplier



VH1 CABLE_X SUPPLIER_A Supplier

VH1 CHASSIS_R SUPPLIER_F Supplier

VH1 COOLING_UNIT SUPPLIER_D Supplier

VH1 MAIN_BOARD SUPPLIER_E Supplier

VH1 SEAG SUPPLIER_C Supplier

VH1 WEST_DIG SUPPLIER_C Supplier

Table 74: Supplier Process setup in the Process Setup screen

2.7.4.4 Mix of Processes

After the make-or-buy decision is taken and the share of the products, which have to be procured

externally is defined, the process setup can be completed in the system.

2.7.4.4.1 Procurement of the Same Part from Alternative Suppliers (by Share)

The procurement of the Same Part from Alternative Suppliers is visualized in the next picture, where

part CABLE_X is procured either from SUPPLIER_A or from SUPPLIER_X.

Figure 38: Alternative Suppliers process



In order to setup the procurement of a part from an alternative supplier (here: SUPPLIER_X) this

alternative supplier should be added as a supplier into the Process Setup screen:

Depot Part Process Process Type Lead Time Follow

Up Time

Frozen Split

VH1 CABLE_X SUPPLIER_A Supplier 20 0 20 70

VH1 CABLE_X SUPPLIER_X Supplier 20 0 20 30

Table 75: Split definition in the Process Setup screen

As the next step, the split should be defined in the Bill of Materials screen. Assuming, 70% of the

CABLE_X are sourced from SUPPLIER_A and 30% of the part CABLE_X delivered by SUPPLIER_X.

The result of the split between SUPPLIER_A and SUPPLIER_X can be verified in the Process

replenishment Plan or in the Supply Bottom Up Report. A Customer Order of 600 units of

CABLE_X will be replenished as follows:

Depot Part Process Effective Date Effective

Qty

Supply

Type

Used

Qty

Free

Qty

VH1 CABLE_X SUPPLIER_A 06/07/2010 400 PROP 400 0

VH1 CABLE_X SUPPLIER_A 06/28/2010 20 PROP 20 0

VH1 CABLE_X SUPPLIER_X 06/28/2010 180 PROP 180 0

Table 76: Split reflected in the Supply Bottom Up report

Note: The system strives to plan according to the defined split as close as possible;

however, under certain circumstances (like e.g. production bottlenecks) the split might

not be kept exactly e.g., 68/32 instead of defined 70/30.Same Part Sourced From

Alternative Warehouses or Locations

2.7.4.4.2 Same Part Sourced From Alternative Warehouses or Locations

Alternative sourcing can be depicted as follows in the figure blow. Part CABLE_X can be replenished

either from VH1 or from the VH2.



Figure 39: Alternative Sourcing process

You can model alternative sourcing of a part from different warehouses/locations according to a

specific process share. The share will be defined in the Process Setup screen in the Split column.

According to the split defined in the table below 70% of the CABLE_X part will be replenished from the

VH1 depot to the CM1 depot and the remaining 30% from the VH2 depot.

Depot Part Process Process Type Lead

Time

Follow Up

Time

Frozen Split

CM1 CABLE_X VH1 Depot 8 1 9 70

CM1 CABLE_X VH2 Depot 10 0 10 30

Table 77: Process Setup screen

The result of the split between VH1 and VH2 can be verified in the Process Replenishment Plan or in

the Supply Bottom Up Report.

Depot Part Process Effective

Date

Effective

Qty

Supply

Type

Used

Qty

Free

Qty

CM1 CABLE_X VH1 06/04/2010 1300 PROP 1300 0



CM1 CABLE_X VH1 06/16/2010 800 PROP 800 0

CM1 CABLE_X VH2 06/02/2010 500 PROP 500 0

CM1 CABLE_X VH2 06/16/2010 400 PROP 400 0

Table 78: Supply Bottom Up screen

2.7.4.4.3 Assembly with Alternative Production Operations with Different Capacities

Schematic presentation of the Alternative Production Processes reflects the picture below. Thus, the

part SYSTEM_1 can be produced either using FINAL_ASSY production process or FINAL_ASSY_2

production process.

Figure 40: Alternative Production Processes

You can model assembly with alternative capacities of a part according to a specific process share. This

share will be defined in the Process Setup screen in the Split column. According to the split defined

in the table below, 70% of the SYSTEM_1part will be assembled using FINAL_ASSY capacity and 30%

will be produced using in the FINAL_ASSY _2 capacity.

Depot Part Process Process Type Lead

Time

Follow Up

Time

Frozen Split



CM1 SYSTEM_1 FINAL_ASSY Production 5 0 15 70

CM1 SYSTEM_1 FINAL_ASSY_2 Production 5 0 15 30


The result of the split between the two capacities can be verified e.g., in the Process Replenishment

Plan, WO Proposal screen or in the Supply Bottom Up Report.


Date

Effective

Qty

Supply

Type

Used

Qty

Free

Qty

CM1 SYSTEM_1 FINAL_ASSY 06/07/2010 900 FIRM 900 0

CM1 SYSTEM_1 FINAL_ASSY 06/16/2010 3170 PROP 3170 0



CM1 SYSTEM_1 FINAL_ASSY_2 06/07/2010 100 PROP 100 0




Table 80: Supply Bottom Up Pegging Report screen

2.7.4.4.4 Alternative Sourcing of In-House vs. Out-Sourced Capacity or Supply

The following example demonstrates the influence of the In-house Flag on the supply consumption of

a specified depot–part combination.



Figure 41: In-House consumption vs. outsourced supply

Further, the setup for the example is roughly described.

The on-hand inventory is represented in the Inventory table:

Depot Part Qty Adjustment Total Available

CM1 SEAG 100 0 100

VH1 SEAG 1200 0 1200

CM1 WEST_DIG 600 0 600

VH1 WEST_DIG 1200 0 1200

Table 81: On-Hand Inventory

The Bill of Materials should specify the Split for the usage of the alternative parts in the production:

Depot Part Process Component Coefficient Alt Group Group ID Split

CM1 STORAGE HDD_ASSY_1 SEAG 1 GROUP_001 1 2

CM1 STORAGE HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 1

Table 82: Bill of Materials screen



In the Part-Depot screen, you should decide for which part-depot combination you would like to set

the In-house Flag. The following setup should be made in the Part-Depot screen for our example:

Depot Part Constraint

Flag

In-house

Flag

Pull

Flag

Alternative

Flag

Prioritized

Flag

CM1 SEAG checked

CM1 STORAGE checked checked

CM1 WEST_DIG checked checked

VH1 SEAG checked

VH1 WEST_DIG checked

Table 83: Part -Depot screen with In-House Flag setup

The checked In-house Flag for the CM1 – WEST_DIG part-depot combination forces the consumption

of the on-hand inventory, as well as projected inventory of WEST_DIG part in CM1 depot previously to

demanding a supply from other sources.

After the planning run, the results can be verified in e.g. the Supply Bottom Up Pegging report

screen, where the checked In-house Flag was taken into account during the planning cycle:


Date

Effective

Qty

Supply

Type

Used

Qty

Free

Qty

CM1 SEAG VH1 01/01/1900 100 OH 100 0

CM1 STORAGE HDD_ASSY_1 06/14/2010 1000 PROP 1000 0

CM1 WEST_DIG VH1 01/01/1900 600 OH 600 0

CM1 SEAG VH1 06/14/2010 300 PROP 300 0

Table 84: Supply Bottom Up Pegging report

Thus, regardless of the consumption share defined in the Bill of Material (2/3 for the SEAG and 1/3 for

WEST_DIG), the biggest part of STORAGE in our example is built with WEST_DIG and not with SEAG.

The reason for that is the In-house Flag set for the CM1-WEST_DIG depot-part combination, which

forces the consumption of the on-hand stock or projected inventory prior ordering other supply. That is

why the on-hands in CM1 depot of the part WEST_DIG were used up first and after that, the supply is

continued with SEAG. From a business point of view, it can make more sense to use up first the supply

available internally and then order other supply.



The In-house Consumption can be modeled in different variations. Some of them are presented

schematically in the picture below:

Figure 42: Various In-House Consumption models

2.7.4.5 Process Share

The process share is modeled in the Process Share screen. Inserted Valid From and Valid To dates

are taken into account during the planning. The table below displays the sourcing of the CABLE_X and

specifies the period to be considered. The depot CM1 is replenished from VH1 up to 100% for a short

period from 05/15/2010 until 06/30/2010. Afterwards, the supply takes on the SUPPLIER_X until the

undefined period in the future. In the CM2 depot, sourcing is defined for unlimited period the way that

only 55% of the supply comes from an internal warehouse VH2. The rest is replenished from the

SUPPLIER_X.

Depot Part Process Process Share Valid From Valid to

CM1 CABLE_X VH1 100 05/15/2010 06/30/2010



CM1 CABLE_X SUPPLIER_X 100 06/30/2010 11/11/2222

CM2 CABLE_X VH2 55 05/15/2010 11/11/2222

CM2 CABLE_X SUPPLIER_X 45 06/30/2010 11/11/2222

Table 85: Process Share Definition screen

The result of the setup is displayed in the Process Share Overview screen according to the planning

granularity defined in the Planning Grid (here: Weekly):

Depot Part Process 05/15/2010 … 06/30/2010

CM1 CABLE_X VH1 100 … 0

CM1 CABLE_X SUPPLIER_X 0 … 100

CM2 CABLE_X VH2 55 … 55

CM2 CABLE_X SUPPLIER_X 45 … 45

Table 86: Process Share Overview screen

Note: Valid To/Valid From dates in the Process Share screen specifies the Process.

The Effective In/Effective Out dates in the Bill of Material screen specifies a

component replenishment. Valid To/Valid From dates are superior to the Effective

In/Effective Out dates defined.

2.8 Bill of Materials / Material Usage

2.8.1 Overview

The Bill of Material (BoM) describes the list and number of parts (components and/or sub-assemblies)

that are required to assemble a sub-assembly or end-product. A BoM can be single-level or multi-level

and, in general, has a hierarchal structure. A BoM defines products as they are designed (Engineering

BoM), ordered (Sales BoM), built (Manufacturing BoM), or as they are maintained (Service BoM). The

end-item BoM for a Personal computer, for example, would list the computer, its major sub-assemblies

(power supply, mother board, chassis, modem, keyboard, display, etc.), as well as additional materials

needed for a complete sellable product - shipping box, user manual, packaging, packaging labels, etc.

2.8.1.1 Basic BoM

The basic BoM connects an assembly, e.g., a Stock keeping unit (SKU), with the component required

to assembly it. The BoM also contains the quantity-per of BOM-coefficient. This factor indicates the

quantity of a certain component required to assemble a single unit of the assembly.



Typically, a Bill of Material is not valid for the entire horizon, but rather changes over time. In order to

introduce a new process, the Effective-In date field must be filled. The Effective-Out date field will

ensure the component requirement ends on a particular date. If both fields are empty, the BoM is valid

for the entire horizon.

BoMs are always attached to a production process and not directly to a part. As there may be

alternative processes for the same part, it is also possible to assign different BoMs to the alternative

processes, and therefore, to produce the part using different BoMs.

2.8.1.2 Multi-Level BoMs

Multi-Level BoMs are modeled by defining a BoM for the “components” that are used to build an

assembly. This means the components of the initial BoM are assemblies by themselves and are

typically called sub-assemblies. The system will automatically connect the end-item, sub-assemblies,

and components, and will create an internal multi-level BoM used for planning.

2.8.1.3 Substitutes or Component Alternatives

Certain assemblies are flexible in that they contain components that have alternatives or substitutes.

For example, a finished good SYSTEM_1 may be assembled using a mother board from multiple

different mother board brands.

The consumption of substitutes/alternatives is governed by pre-defined rules. For example, it is

possible to define a rule such as PART A gets consumed first, then PART B, then PART C. Alternatively,

it is possible to define a rule such as PART A gets consumed 25% of the time, PART B gets consumed

50% of the time, and PART C gets consumed 25% of the time.

As ICON-SCP tries to fill the order on time with a higher priority than the shares and priorities, it is

possible that the planning result deviates from the given “target.” In specific situations, the deviation

may be significant. The system will try to correct the deviation caused by shortages over time.

The following table shows a Bill of Material structure, including alternate parts:

Depot Part Process Component Alt Group Group ID Split

CM1 SYSTEM_1 Production MAIN_BOARD

CM1 SYSTEM_1 Production ASIC_1000

CM1 SYSTEM_1 Production COOLING_UNIT1 COOLING_UNIT 1 50%





… … … …

Table 87: Alternative Parts Example

During the Constraint-Based Planning step, the system is processing demand by demand. For each

demand, the system may have to make alternative decisions and consider the target shares or

priorities. Therefore, it will calculate the current (with the already processed demands) deviation from

the given target. The system will pick the alternative with the highest deviation and try to get supply

for that alternative. The system will not distribute the dependent demand to multiple alternatives

except when the chosen alternative is not supporting the demand. In that case, the system will pick

the next best alternative to get the remaining supply (and so on).

Demand Demand

Qty

COOLING_UNIT1 COOLING_UNIT2 COOLING_UNIT3

Customer Order #1 10 units 10



Total 20 units 10 (50%) 4 (20%) 6 (30%)

Table 88: Alternative Parts Example (cont.)

2.8.1.4 Substitution or Alternative Groups

In the example described below, the finished good SYSTEM_1 may be assembled using different

alternative mother boards. If the mother boards also require a specific cooling unit of the same brand,

group components together and specify the group of components that are alternatives to the first

group.


CM1 SYSTEM_1 Production MAIN_BOARD1 Group_01 1 60%

CM1 SYSTEM_1 Production COOLING_UNIT1 Group_01 1 60%

CM1 SYSTEM_1 Production MAIN_BOARD2 Group_01 2 40%

CM1 SYSTEM_1 Production COOLING_UNIT2 Group_01 2 40%

CM1 SYSTEM_1 Production ASIC_1000

… … … …

Table 89: Alternative Group of Parts Example



2.8.1.5 Effective Dates in the BoM

As mentioned earlier in this chapter, the BoM can change over time and the Effective Dates are

introduced to handle the start and the end date of a BoM record. Effective In date field displays the

date, which is the starting point for a part/component to be considered in the planning. Effective Out

date indicates the date, when the part or component is not used for the planning any more. If the

Effective In is null, the record is effective from the beginning of the horizon. If the Effective Out is

null, the record is effective until the end of the horizon.

Planning differs whether the record belongs to the standard BOM or to a group of alternatives. In the

first case, any secondary demand is simply filtered with the effective window. This means that for each

secondary demand within the time-window, the availability of the component is checked and the

supply is generated only if the component is available. If the secondary demand is outside the window,

the component is not checked and the supply can be created without using the component.

Note: The time-window is evaluated using the Work Order Start Date (WSD) rather

than the Work Order Completion Date (WCD).

A secondary demand is considered as inside the window if effective_in <= WSD and WSD <

effective_out.

For a group of alternatives, the behavior is as follows:

For each date, the group consists of only those records that are effective for that date.

If a group contains an alternative that has no effective components, the alternative is removed

and one of the other alternatives has to be chosen.

If a group contains no alternatives, the entire group vanishes and the supply can be generated.

The shares are still defined on group level, i.e., the share is expected to be unique for the key:

DEPOT,PART,PROCESS,ALT_GROUP,GROUP_ID.

MRP applies this share bucket-per-bucket, and Constraint Based Planning (CBP) process uses it as a

meta-constraint for the entire horizon.

If the BOM is empty for a particular date, no secondary demands are created and the product simply

appears.

2.8.2 Bill of Materials

The Bill of Materials screen is available under Master Data Parts.

The Bill of Materials screen enables the user to review bills of materials loaded into ICON-SCP. A

bottom-up view and browsing from components up to products are supported as well (Inverted BOM).



Figure 43: Bill of Materials screen

Retrieve data using the following selection criteria:


Depot/Family/List If specified, data is filtered by Depot/Name, Family/Depot or List




Table 90: Bill of Materials screen selection criteria

If no filter is specified, selecting the Retrieve button will generate a report listing all parts defined.



Depot Depot for which the Bill of Materials is defined



Part Parent Part (product or sub-assembly)

Process Process identifier if alternative and/or time-phased processes with different

BOM are used (see Process Setup).

Component Child Part (sub-assembly or component)

Coefficient Number of child part required to build parent. This can be a decimal.

Alt Group Identifier for Alternative Groups. An Alternative Group contains all

components or parts that can be substitutes for one another, e.g., have the

same form, fit, and function.

Group ID The Group Id identifies each component, which is addressed by Alt Group

with a unique identification code.

Split The split specifies the projected proportion in which the component would be

used within an Alternative Group in case all alternative components are

available.

Effective-In The start date of the BoM record. If the effective-in is null, the record is

effective from the beginning of the horizon.

Effective-Out The end date of the BoM record. If the effective-out is null, the record is

effective until the end of the horizon.

Table 91: Bill of Materials report results

The following is an example of an inverted Bill of Materials.



Figure 44: Bill of Materials – Inverted

2.8.3 Multi-level BOM

The Multi-level BOM report is available under Master Data Parts.

The Multi-Level-BOM report shows the complete structure of a part, i.e., it shows all processes,

components, and capacities needed to produce the selected part. The report is typically used to

identify purchase parts that eventually go into a product, to provide an overview of available

alternative sourcing or to verify the setup of a newly modeled or changed supply chain.

The entry point is the selection of a depot-part combination in the upper part of the report. The lower

part allows a choice between the display of the extended multi-level bill of materials (Structure tab)

or the usage of the selected depot/part (Usage tab). The level of detail shown can be controlled with

three checkboxes: Show Capacities, Show Network, and Effective Date.



Figure 45: Multi-level BoM Report Structure view



Depot If specified, data is filtered by Depot Name

Part If specified, data is filtered by Part Number



Show Capacity If checked, the report also displays the capacities and alternative capacities

that are required to build the selected product.

Show Network If checked, the report displays the complete replenishment network of the

selected product. If unchecked (default), the view is limited to show material,

capacities, and processes at the selected depot only.

Effective date If checked, the report shows only those elements of BOMs that are valid at

the date chosen.

Table 92: Multi-level BoM Report selection criteria



The structure of a part is shown in a Windows Explorer-like tree. The root element is the depot-part

selected and below this element, those processes and components that are required to build the part

are indented child nodes. In the following table, the type of supply chain element represented by a

node in the tree is listed in the “node type” column. The table shows the symbol associated with each

node type and gives a short description of the tree element.

Node type Symbol Description

Material

Material obtained through a Depot process or a Component

used for Production

Capacity

A Capacity associated with a process

Depot process

The transfer of material from a source depot

Supplier process

The procurement of material from external suppliers

Production process

Assembly or manufacturing usually using additional

components

Prioritized choice

This is a logical node that symbolizes an available alternative

for processes, material, or capacities. In this case, there is a

prioritized, i.e., preferred, alternative.

Shared choice

This is a logical node that symbolizes an available alternative

for processes, material, or capacities. In this case, there is

no preferred alternative.

Grouped Components

This tree element logically groups alternative sets of

components or capacities.

Table 93: Overview of node types and symbols

Next to the tree display, a table shows detailed information on each element of the tree. The following

table shows the available columns and whether the column is displayed by default.

Field Description Displayed

by default

Depot In case the node represents a Process, this field identifies the

receiving depot. In case of a Capacity node, this field identifies

the Depot where the Capacity is associated. In case of a Material

node, this field indicates the Depot where the material is

Yes



available.

Part For Process nodes, this field specifies the Part the Process

procures. For Capacity nodes, this field is part of the composite

key that is used to define capacity usage in the Bill of Capacities.

Yes,

collapsed

Process In case of Depot or Supplier processes, this field indicates the

name of the sourcing depot. In case of Production processes, this

field indicates the name of the production process as shown in

the bill of materials. For Capacity nodes, this field is part of the

composite key that is used to define capacity usage in the Bill of

Capacities.

Yes,

collapsed

Resource For Capacity nodes, this field gives the name of the Capacity as

defined in the Capacity Setup.

For Parts from the BoM, this field gives the name of the

Component as defined in the Bill of Materials.

Yes,

collapsed

Coefficient Material usage coefficient for BOM components or capacity usage

coefficient for capacities

Yes

Total Offset This field displays the total time in days (as the sum of Lead Time

and Follow Up Time) it takes for a unit provided at the very node

to reach the root (topmost) node if the supply chain in between

had no inventory.

Yes

Split Prioritized or percentage split value for parts or capacities below

alternative choice nodes

Yes

Time-phased

profile

(unlabelled

column)

A calendar symbol that indicates if process or capacity

alternatives are time-phased. If they are, clicking on this symbol

opens the corresponding detail report (Process Shares resp.

Capacity Profile).

Yes

Effective In Effective-In date from the Bill of Materials Yes

Effective Out Effective-Out date from the Bill of Materials Yes



Level Code Depth of the node in the supply chain structure. The depth is

increased when descending the hierarchy except for when

stepping over logical node types representing alternative choices

and component groupings.

Yes

Table 94: Overview of columns displaying details of the Multi-Level BOM

Usage refers to the components, sub-assemblies, and assemblies a depot-part is used in. The leading

question when using this report is “Where is part XY used?” For the structural view, it was, “What do I

need to build XY?” As a part can be used to build several assemblies and these again go into a variety

of products, the Usage tab also shows a tree view and provides details in an adjacent table. This table

is identical to the table used in the structural view with respect to the details provided.

The contents of the report can be controlled with the available checkboxes. Checking Show

Capacities causes the structure tree to also display the capacities and alternative capacities that are

required to build the selected product. Checking Show Network expands both the structure and

usage views to display all materials, capacities, and processes eventually required to replenish the

selected part at the selected depot. It also shows all materials at any depot that eventually require the

selected part from the selected depot. This setting is useful to identify the links within the supply

network and disclose the dependencies between depots. If the checkbox Effective Date is checked, a

date can be chosen with the adjacent date entry box. Structure and usage views then only show those

elements of BOMs that are valid at the date chosen. The columns used to identify these elements are

Effective In resp. Effective Out. This option is especially useful when displaying complex time-

phased BoM structures to reduce the amount of detail information.

2.8.4 Modeling Bill of Materials

2.8.4.1 Modeling of Substitutes or Component Alternatives Sourcing by Share

To model flexible assemblies in terms of usage of substitutes or components, define the share of usage

in the Bill of Materials.

The share ratio is entered in the Bill of Materials screen under Split, this number indicates the ratio

between alternatives. In order to assemble the STORAGE part, the SEAG is consumed around 40% of

the time and WEST_DIG is set up to be used in production of around 60% of the time.

Depot Part Process Component Coefficient Alt Group Group

ID

Split

CM1 STORAGE HDD_ASSY_1 SEAG 1 GROUP_001 1 40



CM1 STORAGE HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 60

Table 95: Split setup in the Bill of Materials screen

The result can be verified in the Supply Bottom Up Pegging Report, which shows the inventory

consumption according to the shares assignment (e.g. on 06/21/2010):


Date

Effective

Qty

Supply

Type

Used

Qty

Free

Qty

CM1 STORAGE HDD_ASSY_1 06/21/2010 1200 PROP 1200 0

CM1 WEST_DIG VH1 06/21/2010 500 PROP 500 0

CM1 SEAG VH1 06/21/2010 700 PROP 700 0

Table 96: Supply Bottom Up screen

The system consumes that amount of SEAG and WEST_DIG, which was specified in the Bill of Material.

The 700 units of SEAG make up around 57%, which are close to the defined 60%. The 500 units sum

up to around 42%, which is also close to the defined share.

2.8.4.2 Modeling of Substitutes or Component Alternatives Sourcing by Priority

As explained in the previous chapters, certain assemblies are flexible as they contain components,

which have alternatives or substitutes:


ID

Split

CM1 SYSTEM_1 HDD_ASSY_1 SEAG 1 GROUP_001 1 50

CM1 SYSTEM_1 HDD_ASSY_1 WEST_DIG 1 GROUP_001 2 50

Table 97: Setup of an alternative in the Bill of Materials screen (example)

If a component requires another specific component (e.g. hard drives of the same brand,) it is required

to group components together. Components with the same Group Id are consumed together.

Components are substitutes to each other if they have different Group Id.

Now let us have a look how priorities are assigned to alternative components and what impact this has

on the inventory consumption.

When the Prioritized Flag (in the Part-Depot Setup screen) of a parent part: STORAGE is checked,

the system would assign alternative parts according to their priority.

Depot Part Constraint In-house Pull Flag Alternative Prioritized



Flag Flag Flag Flag

CM1 STORAGE Checked checked

Table 98: Prioritized Flag in the Part-Depot Setup screen

The priority number is entered in the Bill of Materials screen under Split, and lower number indicates

higher priority.


ID

Split

CM1 STORAGE HD_ASSY_1 SEAG 1 GROUP_001 1 1

CM1 STORAGE HD_ASSY_1 WEST_DIG 1 GROUP_001 2 2

Table 99: Set up of the Alt Group, Group ID and Split in the Part-Depot Setup screen

In this example, SEAG has a higher priority than WEST_DIG.

After the planning is triggered the Supply Bottom Up Pegging Report (which will be explained later

in the documentation) shows how supply is proposed according to the according to the assigned

preference:


Date

Effective

Qty

Supply

Type

Used

Qty

Free

Qty

CM1 SEAG VH1 06/07/2010 1000 PROP 1000

CM1 SEAG VH1 06/14/2010 4400 PROP 4400

CM1 SEAG VH1 06/21/2010 1400 PROP 1400

CM1 SEAG VH1 06/28/2010 1200 PROP 1200

CM1 STORAGE HDD_ASSY_1 06/07/2010 1000 PROP 1000




CM1 WEST_DIG 01/01/1900 100 OH 100

Table 100: Supply Bottom Up Pegging screen

Since SEAG has a higher preference for supply, the system will order it rather than WEST_DIG.

WEST_DIG is the second preference and will be replenished e.g. in case supply problems with SEAG.



2.8.4.3 Modeling Substitutes or Alternative Groups

Any components can be grouped in order to be consumed together. To setup up such a group some

changes in the Bill of Material should be done, namely the Alt Group and Group ID should be

defined:


ID

Split

CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R 1 GROUP_002 1 60

CM1 SYSTEM_1 FINAL_ASSY CABLE_X 1 GROUP_002 1 60

CM1 SYSTEM_1 FINAL_ASSY CHASSIS_R_1 1 GROUP_002 2 40

CM1 SYSTEM_1 FINAL_ASSY CABLE_X_1 1 GROUP_002 2 40

Table 101: Setup of the alternative group in the Bill of Material screen

After this adjustment, the result can be crosschecked in the Top Down Pegging report (it

recommended to sort by Order Item No):

Order Item

No

Delivery No ... Part ... Total

Qty

... Component Pegging

Qty

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... MAIN_BOARD 200

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... CHASSIS_R_1 200

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... CABLE_X_1 200

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... COOLING_UNIT 200

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... WEST_DIG 200

Order101000 20120…0005 ... SYSTEM_1 ... 200 ... ASIC_1000 200

Order100900 20120...0017 ... SYSTEM_1 ... 100 ... MAIN_BOARD 100

Order100900 20120...0017 ... SYSTEM_1 ... 100 ... CHASSIS_R 100

Order100900 20120...0017 ... SYSTEM_1 ... 100 ... CABLE_X 100

Order100900 20120...0017 ... SYSTEM_1 ... 100 ... COOLING_UNIT 100

Order100900 20120...0017 ... SYSTEM_1 ... 100 ... WEST_DIG 100



Order100900 20120...0017 ... SYSTEM_1 ... 100 ... ASIC_1000 100

Table 102: Alternative Grouping shown in Top Down Pegging Report

Note that CABLE_X_1 part is used only in combination with CHASSIS_R_1 (both have Group ID = 1)

part and CABLE_X goes in always in a bundle with CHASSIS_R (both have Group ID = 2).

2.8.4.4 Modeling Effective Dates in the Bill of Materials

2.8.4.4.1 Withdrawing/Adding a Component With Standard BOM

The example will examine the part STORAGE in a Bill of Materials. The STORAGE part has two

alternative components: SEAG and WEST_DIG.

The component SEAG is considered in the planning only for a short period of time: starting from

05/17/2010 until 05/29/2010. Then the WEST_DIG will be used to complement the part STORAGE.

If no Effective In date is entered, the part/component will be considered in the planning starting from

the beginning of the planning period. If no Effective Out date is entered, the part/component will be

considered in the planning until the end of the planning period.

Depot Part Process Component Split Effective In Effective Out

CM1 STORAGE HD_ASSY_1 SEAG 1 05/17/2010 05/29/2010

CM1 STORAGE HD_ASSY_1 WEST_DIG 1 05/29/2010 00/00/0000

Table 103: Withdrawing/adding a component for the planning through alternative BOM

There is a constant demand of 200 units per day.

The following figure shows the results after the Constraint Based Planning process step. This result is

pivoted out of the Process Replenishment Plan:

Date Part Component 1 Component 2

- STORAGE SEAG WEST_DIG

01/01/1900 0 0 0

05/15/2010 200 0 0

05/16/2010 0 0 0

05/17/2010 200 200 0

05/18/2010 200 200 0

05/19/2010 200 200 0



05/20/2010 200 200 0

05/21/2010 200 200 0

05/22/2010 200 200 0

05/23/2010 0 0 0

05/24/2010 200 200 0

05/25/2010 200 200 0

05/26/2010 200 200 0

05/27/2010 200 200 0

05/28/2010 200 200 0

05/29/2010 200 200 0

05/30/2010 0 0 0

05/31/2010 0 200 200

05/29/2010 0 200 200

06/01/2010 0 200 200

06/02/2010 0 0 0

Table 104: Process Replenishment Plan

2.9 Inventory Channels / Target Inventory

2.9.1 Overview

Even in a demand-driven supply network (DDSN), inventory can make sense if the material is stocked

in the right quantity in the right location at the right time.

Target Inventory can be applied in the following situations:

Buffer or Safety stock to protect against upstream supply fluctuations.

Lot delay stock: a single item is delayed because the lot moves forward as a whole.

Demand fluctuation stock to protect against demand fluctuations if capacity and supply do not

provide sufficient flexibility.

ICON-SCP provides two different approaches for controlling stock levels. These can be applied per part

and per depot, and may also be time-phased. These safety targets are soft constraints that can only be



maintained if there is sufficient supply of material and capacity. If there is a constraint, the planning

process will violate the safety target in order to fulfill the demand.

There are three ways to define a target inventory:

1. Minimum Inventory:

The Minimum Inventory is a static approach to achieve defined stock levels. A minimum

inventory is an absolute value in units. When a minimum inventory for a given part in a given

location is defined, ICON-SCP will try to meet this target value if the supply permits.

2. Days of Supply (DOS):

The DOS is a dynamic approach to achieve defined stock levels. The DOS is defined in terms of

time: This can either be days (Days of Supply) or weeks (Weeks of Supply). The DOS defines

the number of periods in days or weeks of demand that shall be covered by the current

absolute stock level. Therefore, the absolute inventory level is a function of demand and the

defined range.

3. Combination of both:

If Minimum Inventory and DOS are set, the lower of the Minimum Inventory and the resulting

target inventory based on the DOS calculation is applied.

2.9.2 Target Inventory

The Target Inventory screen is available under Master Data Parts.

In the Target Inventory screen, depot-specific and time-phased target inventories can be defined

and reviewed. If specified, the part level default values in the Part Setup screen are overruled.





Figure 46: Target Inventory screen





Table 105: Target Inventory screen selection criteria






C Date Valid From date for time-phased definitions

DOS Days of Supply is the target inventory defined in periods

Min Inv Minimum Inventory is the target inventory defined in units

Table 106: Target Inventory report results

Excursus (icon-SCC Integration):

ICON-SCP provides additional approaches for controlling stock levels e.g., when defining upper and

lower control limits. However, these stock levels will be applied to the icon-scm Supply Chain

Collaboration system (icon-SCC) only.

The following fields can be defined in the Target Inventory screen (in ICON-SCP) and will be applied

only to icon-SCC:


LCL Lower Control Limit defined in periods

UCL Upper Control Level defined in periods

LCL Units Lower Control Limit defined in units

UCL Units Upper Control Limit defined in units

Delta Units Min distance in units between LCL and UCL should be at least as high as the

Mult Qty in order not to run into an overstock situation

Avg Demand Days Number of periods for which the demand is smoothed (by calculating the

average) before determining DoS, LCL and UCL

Table 107: Target Inventory report results



In case LCL is defined in periods and units, the maximum of both takes effect. In case UCL is defined

in periods and units, the minimum of both takes effect. In case DOS and Min Inv are defined, the

maximum of both takes effect.

2.9.3 Modeling Target Inventory

The following chapters will show examples how to model the minimal required amount of inventory of a

part. The examples cover three ways of modeling:

Defining the Min Inv,

Defining the ROC Target

Defining Min Inv together with ROC Target.

For all three ways of modeling, the setup is explained, the calculation in the system and the planning

results in the ICON-SCP Client are described.

2.9.3.1 Target Inventory (Min Inv)

The minimal required amount of inventory of particular part in a particular depot can be defined in the

Target Inventory screen. In our first modeling case the Minimal Inventory field, Min Inv, will be set

to 15 units for the part SYSTEM_1 in the DC1 depot. The C Date column indicates the date when the

target inventory becomes effective. Until 06/07/2010, no Target Inventory is set, starting on the

06/07/2010, SYSTEM_1 in DC1 depot will keep the minimal amount of 15 units in its hub.

Column Value

Depot DC1

Part SYSTEM_1

C Date 06/07/2010

DOS 0

Min Inv 15

Average Demand Days 1

Table 108: Target Inventory set up in the Target Inventory screen

Until that specified C Date the Min Inv column in the Replenishment Report shows 0, but from the

effective date on, the column Min Inv is filled with the specified data from the Target Inventory

screen, and shows the amount in units.

Depot Part Date Min Inv



DC1 SYSTEM_1 05/24/2010 0

05/31/2010 0

06/07/2010 15

06/14/2010 15

Table 109: Reflection of the Target Inventory in the Replenishment Report screen

Looking into the calculation of the Target Inventory (Target Inv) in the Replenishment Report, you

notice that the column sums up and shows how many units of supply are needed in the next specified

periods to satisfy coming demand.

The table below shows calculation of the Target Inventory for one week, 2 weeks and 3 weeks

horizon. As we can learn, the Target Inventory for two weeks is calculated as the sum of the Total

Demand for the next two weeks. Thus, if the target for the week of 05/24/2010 is 200, it means that

the demand of the weeks of 05/31/2010 (105 units) and 06/07/2010 (95 units) were added together.

Other amounts of the Target Inventory are calculated according to the same logic.

Week 05/17/2010 05/24/2010 05/31/2010 06/07/2010 06/14/2012 06/21/2012 06/28/2010

Total

Demand 100 110 105 95 100 105 115

Inventory Target for 1

week 110 105 95 100 etc. etc. etc.

Inventory Target for 2 weeks 215 200 195 205 etc. etc. etc.

Inventory Target for

Entire Horizon (3 weeks) 310 300 300 320 etc. etc. etc.

Table 110: Calculation of Target Inventory

2.9.3.2 Days of Supply (ROC Target)

The minimal required amount of inventory of particular part in a particular depot can be defined in the

Target Inventory screen. In our second modeling case the Days of Supply field, DOS, will be set to

10 units for the part SYSTEM_1 in the DC1 depot. The C Date column indicates the date when the

target inventory becomes effective. Until 06/07/2010, no Target Inventory is set, starting on the

06/07/2010, DC1 depot will keep a calculated amount of SYSTEM_1 units according to the defined

days of supply value (10 days).

Category Value



Depot DC1

Part SYSTEM_1

C Date 06/07/2010

DOS 10

Min Inv 0


Table 111: Days of Supply set up in the Target Inventory screen

Until that specified C Date, the ROC Target column ) in the Replenishment Report (DOS = ROC

Target) shows 0, but from the effective date on the column ROC Target is filled with the specified data

from the Target Inventory screen. Range of coverage (ROC) reflects planned number of the days

of supply (DOS).

Depot Part Date Min Inv ROC Target

DC1 SYSTEM_1 05/24/2010 0 0

05/31/2010 0 0

06/07/2010 0 10

06/14/2010 0 10

Table 112: Reflection of the Range of Coverage Target in the Replenishment Report screen

The ROC Target column in the Replenishment Report shows the defined Days of Supply (DOS)

from the Target Inventory screen. The calculation of the actual range of coverage happens in the

column Range of Coverage Actual (ROC Act).

The Range of Coverage Actual (ROC Act) is calculated under consideration of available Inventory

(Inv) and demand (Matl Req Total) for the specific period. The table below shows the calculated ROC

Act. On the 05/17/2010 the available inventory is 10 units and those are enough for the next 4 days

of demand: that is why the ROC Act on the 05/17/2010 is 4 days. The Inventory on the 05/18/2010 is

sufficient for the next 3 days, etc. Demand is scheduled for the 05/21/2010 and after that the

Inventory falls down to zero. Range of coverage is then zero as well.

Depot Part Date Total

Demand

Supply

(Exec WCD)

Inventory ROC

Act

DC1 SYSTEM_1 05/17/2010 0 0 10 4



05/18/2010 0 40 50 3

05/19/2010 0 0 50 2

05/20/2010 0 0 50 1

05/21/2010 50 0 50 0

05/22/2010 0 0 0 0

Table 113: Replenishment Report

2.9.3.3 Combination of Target Inventory (Min Inv) and Days of Supply (ROC

Target)

Our third example will explain the interaction of Target Inventory (Min Inv) with Days of Supply (ROC

Target). Assuming, the Range of Coverage Target (DOS field in the Target Inventory screen) for the

part SYSTEM_1 in the DC1 depot is set to 3 days. Also, the Min Inv is defined and is set to 50 units.

Today is Monday, the 05/24/2010 and the Inventory Target definitions are to be valid as of today.

Category Value

Depot DC1

Part SYSTEM_1

C Date 05/24/2010

DOS 3

Min Inv 50


Table 114: Target Inventory screen

There is demand equally distributed beginning a week from now (on Monday, 5/31/2010). There is no

demand in the current week, but next Monday already falls into the defined range of 3 days (DOS=3

days). ICON-SCP will try to replenish the inventory in the current week on Thursday, 05/27/2010) to a

level that is equal to next Monday’s demand. On Friday (05/28/2010), it will try to replenish the

inventory to a level that is equal to the sum of next Monday’s and Tuesday’s demand, and so on.

Therefore, the more demand is within the range, the more inventory is built up (if the supply permits).

The fewer demand is within the range, the fewer inventory is built up.

If there is no demand, the inventory will still be built up due to the Min Inv (set to 50 units) defined.

It will also be replenished in regards to Days Of Supply set (3 days). For example, without a demand

on 05/25/2010 and 05/26/2010 the 50 units are replenished to the DC1 depot.



Depot Part Date Total

Demand

Supply

(Exec WCD)

Inventory ROC

Target

DC1 SYSTEM_1 05/23/2010 0 0 0 0

05/24/2010 0 50 50 3

05/25/2010 0 0 50 3

05/26/2010 0 50 100 3

05/27/2010 0 100 200 3

05/28/2010 0 100 300 3

05/29/2010 0 0 300 3

05/30/2010 0 0 300 3

05/31/2010 100 0 200 3

06/01/2010 100 0 100 3

06/02/2010 100 50 50 3

06/03/2010 0 0 50 3

Table 115: Replenishment Report screen

2.10 Capacities

2.10.1 Overview

Capacities can be defined to model critical resources such as testing equipment as well as strategic

constraints like plant outputs. In any case, the capacity model is a rough cut model and it is not

suitable for detailed scheduling. Capacities are most often used on end-items, but can also be modeled

on different levels of the BoM. Capacities may also be attached to transportation or purchasing

processes.

Capacities are defined for locations (depots) and can be set to either constraining or not constraining.

Non-constraining capacities are often used for reporting purposes as the defined capacity availability

can be compared against the capacity consumption of all the parts connected to this capacity.

Typically, capacity availability changes over time, and therefore the availability is defined as a capacity

profile. Situations like maintenance down-times or switching from two-shift-model to three-shift model

require adjustments of the capacity availability over time.



There is no unit of measure (UOM) explicitly assigned to the capacity availability. The UOM has to be

the same as the UOM used in the Bill of Capacity. For example, if the capacity profile is defined in

machine hours, the consumption rate in the Bill of Capacity should also be defined in the machine

hours required to build one unit.

Example: A manufacturing resource is running 20 hours per day. Every item that is manufactured on

this capacity is taking 3 minutes to be produced.

In this case, the maximum output of the resource is 400 units per day (20 hours * 60 minutes = 1200

minutes available; 1200 minutes available / 3 minutes per unit = 400 units / day). ICON-SCP will limit

the manufacturing plan of this resource to the maximum output if the capacity is set to constrain the

plan.

2.10.2 Capacity Workbench

The Capacity Workbench screen is available under Master Data Capacities.

The Capacity Workbench screen shows the setup of all modeled capacities. A constraint capacity will

limit the output of an associated process to a certain amount per planning period.

The available capacity will be calculated using the following approach: Discrete Capacity

Adjustments take precedence over the time-dependent Capacity Profile, which in turn takes

precedence over the default capacity definition.

Depending on the selected part from the capacity overview, detailed information is displayed in the

tabs Capacity Profile, Capacity Adjustments, Inverted BoC, Preview.



Figure 47: Capacity Workbench screen

As the Capacity Overview is representing the Capacity Setup screen, please refer to the chapter

2.10.3 for further details.

In the Capacity Profile tab, a time-dependent definition of the capacity availability is presented,

which takes precedence over the standard availability. Please refer to the chapter Capacity

Profile2.10.4 for further details.

In the Capacity Adjustments tab, a time-dependent definition of the capacity availability is

presented, which takes precedence over the availability defined in the Capacity Profile. Please refer to

the chapter 2.10.5 for further details.

The Inverted Bill of Capacities (BoC) tab displays the produced parts and related processes. Please

refer to the chapter 0 for further details.

The Preview tab provides a graphical representation of the time-dependent definition of the capacity

availability. It will be explained in the following chapter.

2.10.2.1 Preview

The Preview tab provides a graphical representation of the time-dependent definition of the capacity

availability and takes into account all of the above definitions of capacity availability.

In case of weekly or monthly planning, the daily capacity is multiplied by the number of working days

attached to this depot.



Figure 48: Preview screen

2.10.3 Capacity Setup

The Capacity Setup screen is available under Master Data Capacities.

The Capacity Setup represents the master with the capacities’ default settings.

Figure 49: Capacity Setup screen




Capacity/Family/List If specified, data is filtered by Capacity Number, Family, or List

Table 116: Capacity Setup screen selection criteria






Capacity Workbench

Allows adjustment of capacity profile. Please refer to chapter Adjusting the

Capacity Profile for details.

Depot Describes the depot where a capacity is defined.

Capacity Describes the identifying name of the capacity.

Description Verbal description of the respective capacity.

Daily Capacity Describes the daily standard availability of the respective capacity in units.

Units can be specified in any unit of measure, such as in hours, pieces, etc.

Note that the actual maximum output of each capacity depends on the bill

of capacities.

Frozen Specifies the frozen time of the capacity in working days. If a frozen time is

set, counting from the current period the capacity is not available for the

number of working days as specified to be frozen.

Constraint Flag Constraint Flag of the capacity. If the flag is checked, the capacity is

considered a system constraint. If it is not checked, the capacity is not

considered a system constraint. In the latter case, ICON-SCP may

overdrive the capacity and does not limit the output of the resource.

Table 117: Capacity Setup report results

2.10.3.1 Adjusting the Capacity Profile

This chapter explains how to adjust the capacity profile. The Capacity Workbench dialog box

supports controlled changes to the Capacity Profile. Click from the Capacity Workbench screen

or Capacity Setup screen to open the Capacity Workbench dialog box.

1. In the Capacity Setup screen, click on of the respective capacity to open the Capacity

Workbench dialog box.

2. Enter the Start Date and End Date.

3. Select Absolute, Delta, or Percentage from Available drop-down menu.

4. Define the Available value.

5. Check Delete Adjustments to delete any capacity adjustments in the selected horizon.

Otherwise, the available capacity adjustments remain.

6. Click on Ok.



The planner can use the Capacity Workbench dialog box to modify the Capacity Profile within the

selected horizon. The following functions are available:

Absolute Update: The entered value (non-negative) is considered as capacity availability, and the

capacity profile is adjusted as follows:

Delta Update: The entered value (positive or negative) is considered as capacity availability, and the


Percentage Update: The entered value (non-negative) is considered as percentage value, and the




The update functions do not affect the standard capacity availability. Therefore, any slice of the horizon

that is not defined by the Capacity Profile (before the first effective date) will remain untouched.

2.10.4 Capacity Profile

The Capacity Profile screen is available under Master Data Capacities.

The Capacity Profile represents a time-dependent definition of the capacity availability and takes

precedence over the standard availability defined in the Capacity Definition above.

Figure 50: Capacity Profile screen




Capacity/Family/List If specified, data is filtered by Capacity Name, Family, or List

Table 118: Capacity Profile screen selection criteria

If no filter is specified, selecting the Retrieve button will list all capacities defined.





Effective Date Starting from this date, the Daily Capacity defines the availability of the

capacity.



Daily Capacity Describes the daily capacity availability of the respective capacity in the

same unit of measure as used in the Capacity Definition.

Table 119: Capacity Profile report results

Note: The actual maximum output of each capacity depends on the bill of capacities.

2.10.5 Capacity Adjustment

The Capacity Adjustment screen is available under Master Data Capacities.

The Capacity Adjustment screen represents a time-dependent definition of the capacity availability,

and takes precedence over the availability defined in the Capacity Profile above.

Figure 51: Capacity Adjustment







Table 120: Capacity Adjustment screen selection criteria






Effective Date At this date, the Adjusted Capacity defines the availability of the capacity.

Adjusted Capacity Describes the daily capacity availability of the respective capacity in the

same unit of measure as used in the Capacity Definition.

Table 121: Capacity Adjustment report results

Note: The actual maximum output of each capacity depends on the bill of capacities.

2.10.6 Capacity Family

The Capacity Family screen is available under Master Data Capacities.

The Capacity Family screen enables the user to combine several capacities in a single family.

Therefore, the user is able to retrieve multiple capacities in all reports that provide the standard

capacity selection drop-down.

Figure 52: Capacity Family screen







Table 122: Capacity Family screen selection criteria




Capacity Family Family name of the capacity.



Table 123: Capacity Family report results

2.10.6.1 Setting up a Capacity Family

The following shows how to set up a capacity family.


2. Define values for Capacity Family.

3. Define values for Capacity and Depot.


2.10.7 Modeling Capacities

2.10.7.1 Capacity Setup

One depot can have more than one capacity defined. CM1 depot has two capacities defined:

FINAL_ASSEMBLY and SUB_ASSEMBLY. The Daily Capacity for both of them is set to 360 units (a unit

can represent time or a machine, etc.; important is that capacity is measured in the same units of

measure across the same tenant instance). The FINAL_ASSEMBLY of the CM1 depot is set to constrain

the plan (Constraint Flag is checked). The CM2 depot has two capacities as well, however with 120

units of Daily Capacity.

Depot Capacity Description Daily

Capacity

Frozen

time

Constraint Flag

CM1 FINAL_ASSEMBLY Final system assembly 360 0 checked



CM1 SUB_ASSEMBLY Sub-assembly 360 0 -

Table 124: Capacity Setup screen

The impact of the 360 units in the Daily Capacity column can be verified in the Preview tab of the

Capacity Workbench screen or Capacity Requirements screen in the Limit line: 360 units are set

up continuously until another unit’s amount is specified in the Capacity Setup screen, Capacity

Profile or Capacity Adjustment screen for a specific date. The Constraint Flag set for the CM1 depot

in the Capacity Setup screen shows up in the Capacity Requirements screen automatically. The

constraint capacity can be recognized by work orders (green boxes), which do not oversteps the

capacity availability line.

Because the system is set up for the planning on the weekly basis (setup in the Planning Grid), the

screen below shows only the first day of the planning bucket. The daily capacities of the whole week

will be added together e.g., for the week starting with 05/17/2010, 360 units of daily capacity* 6

working days=2160 units. The result will be displayed in the Limit boxes cumulated for each week.

Planning

Bucket

05/15 05/17 05/24 05/31 05/07 05/14 05/24 …

Limit 360 2160 2160 2160 2160 2160 2160 …

Table 125: Limit of the capacity setup for FINAL_ASSEMBLY, weekly basis

Figure 53: Preview Tab with Daily Capacity and Weekly Planning setup

With the daily planning, Capacity Requirements screen displays the capacities day by day, thus it is

clear that the Daily Capacity for 360 units set in the Capacity Setup screen coincides with the

determined limits. To daily planning will be defined in the Planning Grid, for example, as shown

below:



Figure 54: Setup of the planning on the daily basis in the Planning Grid screen

Moreover, the screen below also shows that the CM1 depot uses the 6-1 calendar, which means that

the working week lasts 6 days and one day is a non-working day.

Planning

Bucket

May

15

May

16

May

17

May

18

May

19

May

20

May

21

May

22

May

23

May

24

May

25

May

26

Limit 360 Non-

working

360 360 360 360 360 360 Non-

working

360 360 360

Table 126: Limit if the capacity setup for FINAL_ASSEMBLY

Figure 55: Preview tab with Daily Capacity and daily planning

2.10.7.2 Capacity Profile

The table below shows the setup of the Capacity Profile for the CM1 depot. The Effective Date

specifies the start date when the new Daily Capacity should be valid. The effectiveness of the Daily

Capacity for a particular depot-capacity lasts until a new Capacity Profile is defined for the same

depot-capacity or a Capacity Adjustment is defined for the same capacity depot.

Depot Capacity Effective Date Daily Capacity



CM1 FINAL_ASSEMBLY 05/31/2010 200


Table 127: Setup of the Capacity Profile for the CM1 depot

The table below demonstrates the Limit boxes of the Capacity Requirements screen setup for

FINAL_ASSEMBLY in the CM1 depot.

Planning Bucket May 15 … May 31 June, 07 … Aug,02 Aug,09

Limit 2100 … 1200 1200 … 2100 2100

Table 128: Capacity limits setup for CM1 depot, FINAL_ASSEMBLY, from 05/15/2010 until 05/26/2010

The figure below depicts the setup in the Preview tab:

Figure 56: Preview tab with Capacity Profile and weekly planning

2.10.7.3 Capacity Adjustment

The capacity limit can be adjusted for the production purposes. The adjustments can be set for

specified days. Therefore, if the capacity for a certain month limited up to 1500 units and production

process on some days requires less or more units produced/processed the output number can be

adjusted in the Capacity Adjustment screen.

Depot Capacity Effective Date Daily Capacity



Table 129: Capacity Adjustment screen

The table below demonstrates the Capacity Requirements screen where the capacity limits for

FINAL_ASSEMBLY in the CM1 depot were set (planning on weekly basis).



Planning

Bucket

June, 28 July, 05 July, 12 …

Limit 1200 1520 1200 …

Table 130: Capacity Requirements screen, Limits for the week

Figure 57: Preview tab with Capacity Profile and weekly planning

2.10.7.4 Capacity Family

If several capacities are defined, e.g. assembly capacity, packaging or transportation capacity, the

capacities can be combined or grouped into capacity families. The same capacity can be part of

different families. In the table below the capacity family SYSTEMS contains two capacities:

FINAL_ASSEMBLY and SUB_ASSEMBLY.

Capacity Family Capacity Depot

SYSTEMS FINAL_ASSEMBLY CM1

CM2

SUB_ASSEMBLY CM1

CM2

Table 131: Capacity Family

2.11 Capacity Family Bill of Capacity

2.11.1 Overview

Similar to the Bill of Material, the Bill of Capacities defines which capacities are required to build (or

ship) a part.



2.11.2 Bill of Capacities

The Bill of Capacities screen is available under Master Data Capacities.

All replenishment processes like make, or buy, or transfer can be set up to consume capacities. The

Bill of Capacities screen shows the setup and displays the required capacities per process. An

inverted view that displays the produced parts and related processes is available as well.

Figure 58: Bill of Capacities





Table 132: Bill of Capacities selection criteria

If no filter is specified, selecting the Retrieve button will list all data defined.

Alternatively, the inverted Bill of Capacities can be retrieved. Selecting the Inverted tab will

provide a different set of filter drop-downs on top of the screen:



Capacity/Family/List If specified, data is filtered by Capacity Number, Family, or Capacity List

Table 133: Inverted Bill of Capacities selection criteria



If no filter is specified, selecting the Retrieve button will list all data defined.




Part Describes the part that is produced, procured or transferred.

Process Describes the process that consumes capacity.


Coefficient Required capacity per unit in the same unit of measure as used in the

Capacity Definition.

Group ID The Group ID identifies alternative capacities.

Priority Describes the preferred sequence given that multiple alternative capacities

provide the necessary availability.

Table 134: Bill of Capacity report results

2.11.3 Modeling Bill of Capacity

2.11.3.1 Grouping and Alternatives

In the Bill of Capacity, similarly to the Bill of Materials, it is possible to prioritize one capacity over

another one. For a process, which requires several capacities, it is required to group capacities

together by assigning the same Group ID and inserting a “1” in the Priority column.

Depot Part Process Capacity Coefficient Group ID Priority

CM1 MODULE_A SUB_ASSEMLY SUB_ASSEMLY_1 1 CM1-

SUB_ASSY

1


SUB_ASSY

1

Table 135: Bill of Capacities screen, process with several capacities

To model alternative capacities usage inside the same depot different Group IDs should be assigned

and different priority values inserted. The table below states that the SUB_ASSEMBLY_1 capacity is

prioritized over the SUB_ASSEMBLY_2 capacity.

Depot Part Process Capacity Coefficient Group ID Priority




SUB_ASSY_1

1


SUB_ASSY_2

2

Table 136: Bill of Capacity, alternative capacity setup

2.12 Cost and Price Model

2.12.1 Overview

ICON-SCP provides a basic cost model which enables the user to consider financial factors when

creating a plan. To keep it simple, only an aggregated view of the major cost drivers is taken into

account. The major cost drivers are considered to be Inventory, Production, Procurement, and

Shipping.

As an input data requirement, a defined selection of cost/unit for these cost drivers is to be provided to

ICON-SCP. Using this data, the cost model allows planners to work on operational goals considering

various costs defined within ICON-SCP, and modeling different alternatives when producing or

procuring inventory.

When additionally provided with price/unit data, Revenue and Margin reporting can be performed

during the development of operational goals and initiatives.

The following sections examine the two basic concepts of the cost model, Revenue and Margin

reporting and Production/Purchasing alternatives comparison.

2.12.2 Sales Price Calculation

The foundation of the Cost Model is the definition of costs and prices on part-depot level. These values

are defined as [ICON_DOLLAR / unit]. ICON_DOLLAR means all prices have to use the same currency

per tenant instance. The currency symbol can be configured also globally per tenant instance.

The prices are entered on three levels: channel, part-depot, and customer order level. They are

defined in the following screens:

Screen name Price name Price name definition

Channel Workbench Std Unit Price The average price on channel level. This is used to define

the price this product is sold for if there is no other

information available.



Part-Depot Setup Std Unit Price The average price on the part-depot level. This is used to

define the price this product is sold for if there is no other

information available.

Customer Order Unit Price The price this product is sold for in this specific order.

Table 137: Price name definition

ICON-SCP automatically propagates the prices to primary demands applying the following logic:

If the primary demand is of type CO and the CO has an assigned price, this price will be taken.

If the primary demand is assigned to a channel and the channel has an assigned price, this

price will be taken.

If the referenced part-depot has an assigned price, this price will be taken.

The price for the primary demand is undefined.

In the following example CHANNEL-A defines a Std Unit Price of 17$/unit whereas CHANNEL-B does

not define a specific price. The Channel Workbench screen would show the Std Unit Price:


CHANNEL A CHANNEL A 17,00

CHANNEL A CHANNEL B

Table 138: Std Unit Price in Channel Workbench

The unit price in depot DC2 is set to 16$/unit for SYSTEM_1 and to 14.70$/unit for SYSTEM_2. In

depot DC1, SYSTEM_1 costs 15$/unit. For all other combinations the unit price is undefined. The Part-

Depot Setup screen would show the Std Unit Price on part-depot level in the following way:

Depot Part Std Unit Cost Std Unit Price Unit Roll Up Cost

CM1 SYSTEM_1 14,50 14,80

CM1 SYSTEM_2 14,50 14,35

CM2 SYSTEM_1 14,50 14,80

CM2 SYSTEM_2 14,50 14,35

DC1 SYSTEM_1 14,50 15,00 14,80

DC1 SYSTEM_2 14,50 14,35

DC2 SYSTEM_1 14,50 16,00 14,80



DC2 SYSTEM_2 14,50 14,70 14,35

Table 139: Std Unit Price on part-depot level

The Primary Demand Report lists the following unit prices:

17$/unit derives from the channel setup for all orders assigned to CHANNEL-A.

14.70$/unit derives from the part-depot setup for all orders on DC2/SYSTEM_2 as CHANNEL-B

has no specific price.

Undefined: For all orders on CM2/SYSTEM_1/CHANNEL-B as neither CHANNEL-B nor

CM2/SYSTEM_1 has a specific price.

2.12.2.1 Revenue Reporting

Considering the previous example, this chapter shows how the planner can work on operational goals

with revenue reporting statistics. The prices defined on part-depot level can result in a meaningful

information using the Delivery and Requested quantities.



The unit price from the Primary Demand report is pulled from the Delivery Plan to calculate the

revenue/margin for the delivery. If the unit price is undefined, the revenue/margin is undefined, too.

The Revenue calculation is as following:

Req Qty x Unit Price = Req Revenue [$]

Delivery Qty x Unit Price = Delivery Revenue [$]

2.12.3 Costs Calculation

The foundation of the cost model is the definition of costs and prices on part-depot level. These values

are defined as [ICON_DOLLAR / unit]. ICON_DOLLAR means all prices have to use the same currency

per tenant instance. The currency symbol can also be configured globally per tenant instance.



In order to be able to assess different alternatives when producing/procuring supplies, all processes

should have a cost attached; this cost is defined as “delta cost.” The result of this definition is that the

cost of production processes and transportation processes do not include the material cost. Supplier

process costs however do include material cost. These values are defined as [ICON_DOLLAR / unit].

The costs are defined in the following screens:

Screen name Cost name Cost name definition

PO/IWT/WO Unit Cost The cost of one unit. Depending on the Reserve Flag,

this can contain material costs:

Reserve Flag = “CAPACITY” and “NONE” should

contain material costs.

Reserve Flag = “Both”, “MATERIAL” and FPOs

should be only delta costs .

Process Setup Unit Processing Cost How much it costs to execute the process. This does not

contain material costs, except for supplier processes.

Part Depot Std Unit Cost The average cost on the part-depot level. This is used if

no other information on the origin of the part is available,

e.g., to value OH inventory.

Table 140: Cost name definition

ICON-SCP automatically propagates the costs to supplies applying the following logic:

If the supply is based on On-Hand inventory, the unit cost from part-depot will be taken.

If the supply refers to a firm supply, and the firm supply refers to a PO, IWT or WO, and has a

unit cost (that means the unit cost is not null) this unit cost is taken.

If the supply refers to process-specific proposals (IWT, PO, WO) the unit processing cost of the

process is taken.

If the supply is process-unspecific (FPO) the standard unit cost of the part-depot is taken.

The unit cost for the supply is undefined.

The following example shows purchasing costs for all components required to build

SYSTEM_1/SYSTEM_2.



For reporting purposes, the Unit Processing Cost [$] column from the Process Setup screen is

named Unit Cost [$].

The unit costs for the supplies are used to calculate unit roll-up costs for each pegging node.

The Unit Roll-up cost is calculated differently depending on the report and options chosen:

Screen name Unit Roll-up cost definition

Pegging,

Delivery Plan

The sum of unit roll-up cost of the children multiplied with their pegging quantities.

The sum is then divided by the node’s pegging quantity.

If the pegging node refers to a supply, the unit processing cost of the supply is

added to the quotient.

Part-Depot

Setup

For Part-Depot:

If the PRIORITIZED_FLAG on the part-depot is set, the process with the minimum

priority is chosen. In case several processes are assigned to the minimum priority,

an arbitrary one is chosen. The roll-up cost of that process is displayed as roll-up

cost for the part-depot.

If the PRIORITIZED_FLAG on the part-depot is not set, all active processes for the

system’s planning date are chosen. Thereby, the process-setup and the process

shares are considered. The defined splits for the processes are normalized and the

roll-up cost for the part-depot is calculated as sum of process roll-up cost multiplied

with the normalized split for the process.



For a Process:

The unit roll-up cost is the sum of material cost and unit processing cost of the

process. The later is taken from the process-setup-cost table or the parts table if

the process is a parts-default process.

The material cost depends on the type of the process:

SUPPLIER: There are no additional material costs as they are expected to

be already contained in the unit processing cost.

DEPOT: The material cost is equal to the roll-up cost of the part in the

sending depot.

PRODUCTION: The material cost is calculated from the active BOM for the

system’s planning date as sum of roll-up cost of the components multiplied

with their coefficients plus the roll-up cost of all group of alternatives:

If the PRIORITIZED_FLAG on the part-depot is set for each group of

alternatives, the group with the minimum priority is chosen. In case

several groups are assigned to the minimum priority, an arbitrary one is

chosen. The roll-up cost of that group is the sum of roll-up cost of the

components multiplied with their coefficients.

If the PRIORITIZED_FLAG on the part-depot is not set, for each group

of alternatives the feasible groups are chosen and their splits are

normalized. The roll-up cost of the group of alternatives is the sum of

roll-up cost per group multiplied with the normalized split. The roll-up

cost per group is the sum of roll-up cost of the components multiplied

with their coefficients.

Table 141: Unit Roll Up Cost definition

2.12.3.1 Margin Reporting

The unit roll-up costs for delivery item nodes are used in the Delivery Plan to calculate costs and

margins:

Delivery Cost [$] = Delivery Qty x Unit Roll Up Cost

Req Cost [$] = Req Quantity x Unit Roll Up Cost

Note: The Unit Roll Up Cost is calculated as explained in the table from the previous

chapter under Screen name “Pegging”/”Delivery Plan”

Delivery Margin [$] = Delivery Revenue [$] – Delivery Cost [$]



Req Margin [$] = Req Revenue [$] – Req Cost [$]

2.12.3.2 Production / Purchasing Alternatives Comparison

In specific situations, the planner will want to consider costs in order to decide if a product should be

produced or purchased. To do so, the planner could investigate the revenue, costs, and margin in the

Delivery Plan report for a particular part-depot (as illustrated in the previous chapter). The root cause

analysis can lead to process alternatives and to the result that a particular process alternative requires

a new setup. The planner will setup a new process alternative model, evaluate the costs, and compare

between the old and the new scenario.

Consider an example where an OEM located in the United States aspires to maximum efficiency and

therefore prefers the water as a shipping mode rather than air. For the same reason, the company

may also consider purchasing components from suppliers located in Asia instead of suppliers located in

the Americas region. Components in Asia are cheaper, but the shipping costs are higher. The concern

that occurs here is the order fulfillment being late.



Figure 59: Planning Model example

The cost model can be used to model different scenarios.

Scenario 1: The Depot process alternative can be created to consider air transportation with a higher

priority/quota than water.

Scenario 2: The Supplier process alternative can be created to consider suppliers from the Americas

region with a higher priority/quota than Asian suppliers (the reason for this update might be that the

shipping time is less and the components are available earlier, thus delivery is faster).

Scenario 3: The Production process alternative can be created to produce specific subassembly in

OEM’s manufacturing plant instead of purchasing the subassembly from the supplier (the reason for

this update might be decreasing the costs of the subassembly).

After changing the process alternatives, a new planning build will show the new Cost and Margin

situation with the impact on the order fulfillment. The result could end in higher overall costs, but also

in an improved level of customer satisfaction.

2.12.4 Modeling Costs

The following examples show two scenario comparisons with the focus on cost modeling in order to

give an explanation how different business situations can be evaluated.

There are two scenarios: Scenario1 and Scenario2. In both scenarios the finished good SYSTEM_1 is

distributed with the ship and air transportations methods to the customer. Both scenarios show the



exact same data setup except for the Lead Time definition of the ship transfer. The Split in both

scenarios is set in the way that CM1 depot (represents the ship transfer) is higher prioritized than CM2

depot (represents the air transfer). Further assumptions are that the planning date is 05/15/2010 and

there is a Customer Order of 600 units with the Req Date on 06/04/2010.

Figure 60: Scenario1 and Scenario2 Example

The following table shows the Process Setup of the Scenario1:

Depot Part Process Process

Type

Lead

Time

Frozen Spit Unit

Processing

Cost

DC1 SYSTEM_1 CM1 Depot 20 20 1 10


Table 142: Scenario1 setup in the Process Setup screen

In the Scenario1, the Lead Time between CM1 depot and DC1 depot is 20 days, which is enough to

supply the demand due on 06/04/2010, on-time.

Moreover, transportation costs from the CM1 depot to the DC1 depot are significantly lower than the

air transportation from CM2 depot.



The following table shows the Process Setup of the Scenario2:


Type

Lead

Time

Frozen Spit Unit

Processing

Cost



Table 143: Scenario2 setup in the Process Setup screen

In the Scenario2, the demand of 200 units cannot be ful filled on time (06/04/2010) by the ship

transfer due to a longer Lead Time of 30 days. As the air transfer is faster (Lead Time = 1 day), the

system will resort to the air transportation alternative: to replenish DC1 with SYSTEM_1 from the CM2

depot and deliver on-time. However, the on-time air transfer is accomplished at much higher costs.

The comparison of the two transportations methods in both scenarios can be verified in

Replenishment Report, Demand Commit or Capacity Utilization reports.

The overview section of the Replenishment Report shows following planning results:

Scenario Depot Part Process Dmd Total

Scenario1 DC1 SYSTEM_1 CM1 600

CM2 600

CM1 SYSTEM_1 FINAL_ASSY 600


Scenario2 DC1 SYSTEM_1 CM1 600

CM2 600



Table 144: Comparison of the scenarios in the Replenishment Report screen

According to the Replenishment Report:

In the Scenario1, the DC1 depot will be replenished with SYSTEM_1 from the CM1 depot.

In the Scenario2, the DC1 depot will be replenished with SYSTEM_1 from the CM2 depot.

In the Demand Commit report, you can verify the demand and the commit amount as well as cost,

revenue and margin for both scenarios.



Depot Part Scenario Units Category 05/15 05/21 05/18 05/26

DC1 SYSTEM_1 Scenario1 Units demand 0 0 600 0

commit 0 0 600 0

delta 0 0 0 0

Revenue demand 0 0 120.000 0

commit 0 0 120.000 0

delta 0 0 0 0

Costs demand 0 0 64.500 0

commit 0 0 64.500 0

delta 0 0 0 0

Margin demand 0 0 55.500 0

commit 0 0 55.500 0

delta 0 0 0 0

Scenario2 Units demand 0 0 600 0

commit 0 0 600 0

delta 0 0 0 0

Revenue demand 0 0 120.000 0

commit 0 0 120.000 0

delta 0 0 0 0

Costs demand 0 0 115.800 0

commit 0 0 115.800 0

delta 0 0 0 0

Margin demand 0 0 4.200 0

commit 0 0 4.200 0

delta 0 0 0 0

Table 145: Margin Comparison of Scenario1 and Scenario2 in the Demand Commit screen



Reviewing the results provided in the Demand Commit screen, apparently the Margin in the

Scenario1 is much higher than in the Scenario2.

Assuming the situation of the Scenario2 (with the LT of 30 days), the planner can now decide if the on-

time order fulfillment (the customer satisfaction) objective or the cost saving objective will be pursued.

Consequently, he will decide which transportation method (ship or air) will be preferred.

2.12.4.1 Modeling Roll-Up Costs

In the following example, we will examine the calculation of the Roll-Up costs. The example will show

where in the planning model various costs can be defined, in order for a cost calculation (and

ultimately Margin Reporting) to show meaningful results.

We want to calculate the Roll-Up costs of the finished product SYSTEM_1. Let us assume for the

assembly of the SYSTEM_1 product we have the components for the MODULE_A on-hand, but the

remaining components CABLE_X, CHASSIS_R and STORAGE have to be purchased. For STORAGE, part

SEAG is the higher prioritized alternative to be used for the further production (WEST_DIG will not be

required).

Supplier Level:

CABLE_X, CHASSIS_R, SEAG are purchased from different suppliers. Purchasing unit costs for all three

components is $5, makes altogether $15 (Unit Cost in the PO screen).

Warehouse Level:

Furthermore, the suppliers are replenishing the VH1 depot, but the components are needed in the CM1

depot for manufacturing purposes. Therefore, the transportation costs for the inter warehouse transfer

from VH1 to CM1 have to be included. The stock transfer costs per unit are $1, makes altogether $3

(Unit Processing Cost of the according Depot process in the Process Setup screen).

Sub-Assembly Level

The components ASIC_1000, COOLING_UNIT and MAIN_BOARD are on-hand in the CM1 depot.

Standard unit costs for storage of a unit in stock vary: for ASIC_1000 $12/unit, for COOLING_UNIT

$6/unit and for MAIN_BOARD $44/unit (Std Unit Cost in Part-Depot screen).

The production of one unit of MODULE_A costs $10 (Unit Processing Cost of the according

Production process in the Process Setup screen).

Final Assembly Level

Production costs of one unit of SYSTEM_1 is $10, which sums up the processing costs for production up

to $20 in total (Unit Processing Cost of the according Production process in the Process Setup

screen).



Distribution Level

After the SYSTEM_1 finished good is produced it will be transferred from CM1 to DC1 depot for $7/unit.

(Unit Processing Cost of the according Depot process in the Process Setup screen).

Figure 61: Roll Up Cost Example

There is a demand of one unit of SYSTEM_1. Price per unit is $150.

The required cost for purchasing, transportation, storage and production make up together $107. The

difference in the price/unit ($150) and the cost/unit ($107) results in a margin of $43.

2.12.4.2 Modeling Sales Price

The following example shows where in the planning model various sales prices can be defined and

explains which price is taken for the sales price calculation. As mentioned earlier, the sales prices can

be defined at the Customer Order level, Sales Channel level or at the Part-Depot level.

We want to calculate the Std Unit Price of the finished product SYSTEM_1. Let us assume we (the

OEM) sell the:

SYSTEM_1 product to the Customer B directly (Channel: SYSTEM_1-DIRECT)

SYSTEM_1 product to the Customer A through a retail channel (Channel: SYSTEM_1-RETAIL)



SYSTEM_2 product to the Customer B through a retail channel (Channel: SYSTEM_2-RETAIL)

Furthermore, three Customer Orders are expected, where Customer Order3 will come through the

SYSTEM_1-DIRECT channel, Customer Order2 will come through the SYSTEM_1-RETAIL channel and

the Customer Order1 will come through the SYSTEM_2-RETAIL channel. We will define the Std Unit

Price only for SYSTEM_1-DIRECT channel. While the Customer Order1 will come with a Std Unit Price

definition.

Final Assembly Level

Final Assembly Level shows CM1 and CM2 depots. The CM1 depot visualizes the production of part

SYSTEM_1 at the Std Unit Price of $150 per unit and of part SYSTEM_2 at the Std Unit Price of $170

per. The depot CM2 produces SYSTEM_1 for $150 per unit.

Distribution Level

Distribution level depicts the prices of the Part-Depot level. The SYSTEM_2 is distributed from the DC2

depot at the price of $240 per unit. SYSTEM_1 is distributed from the DC1 depot for $200 per unit.

Sales Channels

Customer Order3 is replenished directly from the CM2 depot with SYSTEM_1. The price for the direct

sale is $160 per unit.

Demand Level

Demand level indicates the origin of the Primary Demand. In our example, the Primary Demand is

initiated by a Customer Order. The Std Unit Price of a Customer Order1 is $250.



Figure 62: Price Model

Ultimately, the sales price sources for demands are a Customer Order price, Channel Price or a price

defined on the Part-Depot level.

In our example, Customer B is supplied with the finished good SYSTEM_2 at the Customer Order price

of $250 per unit. Moreover, the Customer B is supplied with the finished good SYSTEM_1 directly from

CM2 depot at the Sales Channel price of $160 per unit. The Customer A is supplied with the finished

good SYSTEM_1 from DC1 depot at the Part-Depot level price of $200 per unit.



3 Transactional Data

ICON-SCP follows a demand driven approach, where demand is driving most of the activities within the

supply chain. This includes the creation of work and purchase order proposals as well as allocating

short material and capacities based on demand priorities.



Independent Demand Describes the four demand types in ICON-SCP: Customer Order, Forecast,

Additional Demand and Inventory Reservations.

Supply Describes the supply types in ICON-SCP: Inventory, Inter Warehouse

Transfer, Purchase Orders, Work Orders, Firm Planned Orders

External Commits Explains the processes Save Material/Capacity Commit and Load

Material/Capacity Commit in detail

3.1 Independent Demand

ICON-SCP knows four different types of primary demands:

Customer Orders (CO)

Forecasts (FC)

Additional Demands (AD)

Inventory Reservations (IR)

Before we explain the four primary demand types in detail, we will first discuss about the terms

“Independent Demand” and “Dependent Demand” as well as “Gross Demand” and “Net Demand”.

3.1.1 Independent vs. Dependent Demand

A demand signal can come from different sources. Of course, the customer demand for a specific

product is one source of demand, along with sales forecast for products. These demands are called

“independent” demands, or “primary” demands. If a product is manufactured through a bill-of-

material, the requirements of sub-assemblies and components are a function of the independent

demand. They are determined through a so-called “BOM explosion” where the system calculates all

dependent demands based on the BoM coefficients. These component demands are called dependent

demands, or secondary demands.



3.1.2 Gross and Net Demand

A central function of any manufacturing planning system, no matter whether we talk about MRP, MRPII

or APS, is the basic idea to do gross-net-calculations. The meaning of gross-net-calculation will be

explained in following example:

Example: A customer, e.g. Wal-Mart, wants to purchase 1000 mountain bikes of a specific type.

Assuming there are 600 of these bikes already available in stock. In this example, the gross,

independent demand for the mountain bikes is 1000, the net independent demand for the bike is 400.

As every bike has two wheels, the gross dependent demand on wheels is 800. Now, if there are

already stocked some wheels, say 300, then the remaining net dependent demand for wheels is 500.

3.1.3 Customer Orders

3.1.3.1 Overview

Customer Orders refer to “real” customer requests and therefore need to be considered with special

attention in planning. A customer order is entered on product, location, customer level and is defined

by its order item number. Besides the customer’s requested date, an acknowledgement date might

have already been assigned to the order. Based on the given business rules, the order’s due date for

planning is either the requested date or the acknowledged date. In case of that, the customer accepts

early deliveries, the Earliest Requested Date (ERD) can be assigned to the order and will be considered

in planning as well.

In a constraint planning world, demands might not be fulfilled on-time, or only partial deliveries are

possible. Refer to chapter 5.6.3.1 for more details.

3.1.3.2 Order Grouping

Customer order demands can be bundled in order groups. The goal of such grouping is to consider the

order groups as an entity in planning, which shares several common attributes. E.g., attributes like the

Due Date, the Earliest Requested Date, the Order Date or the Priority are shared within an order

group. Furthermore, the whole group follows the same partialling rule.

ICON-SCP has proved ability to support BTO, PTO and CTO as well as BTF (build-to-forecast). For

CTO/ATO, ICON-SCP neatly groups the factory installed options (CTO/ATP building blocks) into

“shopping baskets” allowing users to view the header record at a summary level or expand the

shopping basket to reveal each building block.

3.1.3.3 Customer Order

Customer Order screen is available under Transactional Data -> Demand.



The Customer Order screen provides a list of customer orders for the selected part and depot.

In the Customer Order screen, retrieve data with the following selection criteria:



Part/Family/List If specified, data is filtered by Part Name, Part Family or Part List



Table 146: Customer Order selection criteria





Part Part number of the material

Customer Name or identifier of the customer

Qty Left Order quantity

Oder No Customer order number

Figure 63: Customer Order screen



Partial No Partial Number i.e. individual shipment of an order

Req. Date Customer required date

Ack Date Acknowledge date of a customer order. Filled with 11/11/2222 if no date is

available

Order Date Date when the customer placed the order

ERD Earliest Requested Date. The earliest date, when the customer accepts a

delivery

Expire Date Expire Date is defined on demand level (CO, FC); If (partial) demand cannot

be delivered/fulfilled within Pull/Push Window, it is considered expired.

No Pull No Pull flag determines whether an order can be pulled. The order can only

be pulled if the flag is set to 0 and ERD date < Req date. If Pull No is set to

“1”, order line items are not allowed to be pulled

Priority Priority of the order (used for material and capacity availability check when it

is referenced in the Demand Priority scheme)

NP Code Defines the level of the no partial code

Order Status Status of the customer order

Order Type Type of the customer order

Item No Customer Item number

OI Group Identifier to group different order line items together in a shopping basket

Order Qty Original quantity of the customer order

Unit Price The price this product is sold for in this specific order.

Plan Flag If the planning flag is set, the customer order will be considered for planning

Table 147: Customer Order report results

Per default and typically Req Date is used for planning. If the Use Ack Date Flag in the Create

Primary Demand screen is checked, the Ack Date is used for planning unless Ack Date is a future

date (typically 11/11/2222), then the Req. Date is used. See 5.2.3.2 for details.

3.1.3.4 Order Lock

Locked Order screen is available under Master Data Misc.



In the Order Lock screen complete order item groups, orders, order lines or individual shipments

(‘partials’) can be locked, for example if there are issues with a specific customer. All locked orders or

deliveries are no longer releasable and will be marked as locked (Release Code = ‘L’) in the Ack Date

Report. Regardless if the order is releasable or not, it can be marked as locked. The settings in the

Order Lock screen override the settings in the Material Attribute screen. Locked demand still

allocates supply according to the defined priority sequence. In the Locked Order report a demand

item can be listed more than once due to multiple applicable locks.

Figure 64: Locked Order screen



Target Type Demand Type for which orders are defined. Possible values are:

CO: Customer Orders


FC: Demand Forecast


WO: Work Orders

DMD: Any demand type (all of the above except WO)

Order Item No Order Item (i.e. Order No + order line) to be locked. This value may contain

wildcards (‘%’).

Order No Order to be locked. This value may contain wildcards (‘%’).

Partial No Partial Number (i.e. individual shipment of an order) to be locked. This value may

contain wildcards (‘%’).

OI Group Order Item Group to be locked.



Lock No Unique ID of the lock, will be assigned by ICON-SCP.

Target Depot Depot where the demand defined in the Target Type field occurs.

Lock Code Optional field, may be used to enter a lock category like ‘QH’ (quality hold) for

example.

Lock Scope ‘O’ if the complete order should not be releasable. ‘D’ if specific deliveries of the

selected order(s) should not be releasable.

CO No Internal ID of the order (MPS Order No.) may be used alternatively to selecting

orders through Order Item No or Order No. This value may contain wildcards (‘%’).

Creation Date Creation Date of the lock, will be assigned by ICON-SCP.

Lock User User creating the lock, will be assigned by ICON-SCP.


Table 148: Order Lock report results

3.1.3.4.1 Locking an Order

Following explains how an order can be locked.

1. In the Order Lock screen, a new entry needs to be created with selecting Insert row from

the menu File (or Ctrl + I).

2. Select a Target type (CO, AD, DMD, FC, IR, WO), Target Depot, Lock Scope, CO No.

In the new row, following information is mandatory: Target type, Target Depot, Lock

Scope, CO No in order for an entry to be saved.

3. By selecting Save from the File menu (Ctrl + S), the entry will be saved.

Now the new entry needs to be processed in order for this locked target type to have an

impact on the release picture.

4. The calculation will be performed with the Calculate Release Status screen (can be found in

the Planning accordion menu). Enter the number of days for which the release status needs to

be calculated and click on OK.

The locked orders will now be displayed in the Locked Order Report and the Ack Date Report.

Refer to chapter 5.10.3.3 for more details.



3.1.4 Shippable Forecast

3.1.4.1 Overview

Besides the customer orders, forecasts are another important demand driver. They usually provide a

mid- to long-term outlook and allow for timely component procurement and preparation of further

resources needed in operations.

In ICON-SCP, a forecast quantity can be entered on product/location/channel level for a certain date.

3.1.4.2 Shippable ForecastThe Shippable Forecast screen is available under Transactional

Data -> Demand.

The Shippable Forecast screen provides a list with all Shippable Forecast (SFC) quantities for the

selected Part and Depot. The calculated SFC is the net forecast and result of the Forecast Pre-

processing module. Shippable Forecast is regarded as the remainder of the forecast after netting

existing customer orders and bucket-to-date shipments. Thus, it’s an estimate for non-received

customer orders.



Figure 65: Shippable Forecast screen

In the Shippable Forecast screen, retrieve data with the following selection criteria:






Table 149: Shippable Forecast screen selection criteria






Depot Abbreviation of the Depot



Qty Quantity of the inventory reservation

Req Date Date by which the Shippable Forecast should be met

Priority Demand priority. The entries in this column are the result of the Forecast

Classification process step

ERD Earliest Requested Date when the Shippable Forecast should be fulfilled



Table 150: Shippable Forecast report results

3.1.5 Additional Demand

3.1.5.1 Overview

Sometimes, demands shall be considered in planning, which are not yet part of the forecast signal or

where no customer order has been placed, yet. Such situations might be:

A product manager asks if a short-term deal or promotion can be acknowledged or not.

Procurement of lower level materials (components) shall be triggered without having a “real”

demand.

Introducing Additional Demands will enable planners to drive the planning based on an enhanced

demand picture. They can be entered on product/location/customer level and will be further defined by

a due date, requested quantity and priority. Along with customer order and forecast demands,

additional demands will be considered in the priority assignment.

3.1.5.2 Additional Demand

Additional Demand screen is available under Transactional Data -> Demand.

Additional demands are maintained manually in ICON-SCP. They serve as demand elements in order to

either run availability checks (short-term) or to ensure that material and capacity will be allocated for

future customer orders.



Figure 66: Additional Demand screen

Deal quoting through Additional Demand is possible by entering all products belonging to one deal

with the appropriate quantities, requested date and the same identifier in the Additional Demand

screen. Then, Ack Date Report can be used to check the estimated finish dates for a specific

additional demand.

In the Additional Demand screen, retrieve data with the following selection criteria:






Table 151: Additional Demand screen selection criteria





Part Part number of the part

Qty Quantity of the Additional Demand



Req. Date Date by which the Additional Demand must be met

ERD Earliest Requested Date when the Additional Demand should be fulfilled



Priority Priority of the Additional Demand (used for material and capacity availability

check when it is referenced in the Demand Priority scheme)

NP Code No Partial Code Level of a demand item as configured in system parameters

Order Item No Number of the order item

Plan Flag If the planning flag is set, the Additional Demand-item will be considered for

planning

Table 152: Additional Demand report results

3.1.6 Inventory Reservations

3.1.6.1 Overview

Inventory reservations are demand elements which are used to simulate a withdrawal of inventory

without having a “real” primary or secondary demand behind. Inventory reservations will take

precedence on any other demand. E.g., they can be used to model negative starting inventory.

3.1.6.2 Inventory Reservation

Inventory Reservation screen is available under Transactional Data -> Demand.

The Inventory Reservation screen provides a list of inventory reservations for the selected part and

depot.



Figure 67: Inventory Reservation screen

In the Inventory Reservation screen, retrieve data with the following selection criteria:






Table 153: Inventory Reservation screen selection criteria






Qty Quantity of the inventory reservation

Req Date Date by which the inventory reservation must be met

Order Item No Number of the order item

Plan Flag If the planning flag is set, the inventory reservations will be considered for

planning

Table 154: Inventory Reservation report results



3.2 Supply

The term supply can be used in different meanings. E.g., supply can be inventory on component or

sub-assembly level that can be used to manufacture a finished product, or a stock keeping unit (SKU).

Supply can also be components or raw materials sourced from external suppliers. This external supply

can either be available after a supplier lead time, or according to a delivery schedule that the suppliers

have committed. In general, one can say that supply is all materials that can be sourced from a supply

network up the product’s value stream.

In order to fulfill different demands described in the previous chapters, the planning evaluates which

portion of the demand can be matched against which portion of the supply.

ICON-SCP knows five different types of supply:

Stock on Hand / Inventory

Inter Warehouse Transfer

Purchase orders

Work Orders

Firm Planned Orders

3.2.1 Stock on Hand / Inventory

3.2.1.1 Overview

The inventory requirements of a company depend on the network structure and the desired level of

customer service. The objective is to achieve the desired customer service with the minimum inventory

commitment, consistent with lowest total cost.

The stock on hand (OH) quantities describe the inventory quantities, which are available for a product,

sub-assembly or component in a location. Such quantities are considered as the starting inventory at

beginning of the first planning period.

3.2.1.2 Inventory

The Inventory screen is available under Transactional Data -> Supply.

The Inventory screen provides a list of stocks for the selected part by depot.



Figure 68: Inventory screen

In the Inventory screen, retrieve data with the following selection criteria:






Table 155: Inventory screen selection criteria






Depot Depot name


Qty Available on hand quantity

Adjustment Manual adjustment for Avail OH

Total Available Total available quantity used for planning. Calculated as the sum of Avail OH

+ Adjust OH

Table 156: Inventory report results

3.2.2 Inter Warehouse Transfer

3.2.2.1 Overview

From the initial purchase of a component, the logistical process adds value by moving inventory when

and where needed. The area of inter warehouse transfers concentrates on movements of components,

semi-finished components and finished goods inventories from one location to the other ( from

suppliers to manufacturing or assembly plants, warehouses or retail stores).

In ICON-SCP the inter warehouse transfers are loaded from the external execution system.

3.2.2.2 Inter Warehouse Transfer

Inter Warehouse Transfer screen is available under Transactional Data -> Supply.

The Inter Warehouse Transfer screen provides a list of inter warehouse transfers. They represent

material movements from a sending depot to a receiving depot.

Figure 69: Inter Warehouse Transfer screen

In the Inter Warehouse Transfer screen, retrieve data with the following selection criteria:








Table 157: Inter Warehouse Transfer screen selection criteria




Depot Abbreviation of the depot where the material is shipped to (Receiving Depot)


Qty Left to receive quantity of the IWT order (used for planning)

Send Depot Abbreviation of the depot from which the material is shipped (Sending Depot)

Send Date Date on which the quantity is shipped from the supply depot

Arrival Date Date on which the shipped quantity will be available in the Receiving Depot

Order Item No IWT number from the execution system

Order Date Date on which the material was ordered for transfer

Order Qty Original ordered quantity

Order Status Current status of the IWT from the execution system

Order Type Type of the IWT

Unit Cost The cost of one unit. Depending on the Reserve Flag, this can contain

material costs:

Reserve Flag = “CAPACITY” and “NONE” should contain material costs.

Reserve Flag = “Both”, “MATERIAL” and FPOs should be only delta

costs.

POs and Supplier-Processes should always contain material costs.

The unit costs are calculated as follows:

If the supply refers to a firm supply, and the firm supply refers to a PO,



IWT, WO or FPO and has a unit price (that means the unit price is not

null) this unit price is taken.

If the supply refers to process-specific proposals (IWT, PO, WO) the

unit processing price of the process is taken.

If the supply refers to OH the standard unit price of the part-depot is

taken.

Plan Flag If the planning flag is set, the Inter Warehouse Transfers will be considered for

planning

Table 158: Inter Warehouse Transfer report results

3.2.3 Purchase Order

3.2.3.1 Overview

Purchasing is arranging inbound movements of components, semifinished components, and finished

goods inventories (FGI) from suppliers to manufacturing or assembly plants, warehouses or retail

stores. Purchasing (or buying) is identified through creation of a purchase order.

3.2.3.2 Purchase Order

Purchase Order screen is available under Transactional Data -> Supply.

The Purchase Orders screen provides a list of the purchase orders for the selected part and depot.



In the Purchase Order screen, retrieve data with the following selection criteria:






Table 159: Purchase Order selection criteria






Qty Left Order quantity

Figure 70: Purchase Order screen



Supplier Supplier number

Send Date Date on which the quantity was shipped from the supplier

Arrival Date Date on which the delivered quantity is available in Receiving Depot

Order Item Number Order item number from the execution system

Order Date Date on which the item was ordered

Order Qty Original order quantity

Order Status Status of the Purchase order from the execution system

Order Type Type of the Purchase Order


material costs:

Reserve Flag = “CAPACITY” and “NONE” should contain material

costs.


costs.



If the supply refers to a firm supply, and the firm supply refers to a

PO, IWT, WO or FPO and has a unit price (that means the unit price

is not null) this unit price is taken.




taken.

Plan Flag If the planning flag is set, the purchase order will be considered for planning

Table 160: Purchase Order report results

3.2.4 Work Orders

3.2.4.1 Overview

The area of manufacturing support concentrates on managing of work-in-process inventory

(components, semi-finished components) as it flows between stages of manufacturing. The overall



concern is what, when, and where products will be manufactured. The resulting work orders are under

control of the OEM.

3.2.4.2 Work Order

Work Order screen is available under Transactional Data -> Supply.

The Work Order screen provides a list of Work Orders (WO) for the selected part and depot.

Figure 71: Work Order screen

In the Work Order screen, retrieve data with the following selection criteria:






Table 161: Work Order screen selection criteria








Qty Remaining quantity of the order to be produced (used for planning)

Process ID of the production process

Start Date Start Date of the Work Order

Finish Date Date on which the Work Order should be completed

Order Item No Work Order number from the execution system


Order Qty Original production quantity

Order Status Status of the Production Order from the execution system

Order Type Type of the Work Order


material costs:



costs.




PO, IWT, WO or FPO and has a unit price (that means the unit price is

not null) this unit price is taken.




taken.

Plan Flag If the planning flag is set, the work order will be considered for planning

Table 162: Work Order report results



3.2.5 Firm Planned Order

3.2.5.1 Overview

When a planner accepts the proposal generated by the planning system and confirms it, the proposal

becomes a firm planned order. In the ERP system the planned orders are no longer changed by the

planning run, the planned orders can only be changed manually. The planning algorithm has to check

which process may fulfill the process-unspecific proposal.

A firm planned order defines a receipt of material without revealing why or from whom the material will

be received. Firm planned orders therefore are process-unspecific. Solely the material, quantity and

the expected receipt date are known and fixed, but there is no information whether the material should

be procured, produced or transferred from another depot.

Examples for modeling:

(Open) Work Orders, which still need to book both materials and capacity, but do not refer to a

pre-defined production process.

(Open) Inter Warehouse Transfers, which are scheduled only. The IWT quantity still needs to

be booked at the sending depot. There is no pre-defined supply chain process to be used.

Receipts from external parties like suppliers, who are not part of the planning model.

Firm planned orders occur in any case, so the receiving quantity will be considered in the planning in

any case. If the receiving date does not match a working day (the corresponding planning bucket has

no active periods), the arrival will be postponed to the next bucket with active periods.

3.2.5.2 Firm Planned Order

Firm Planned Order screen is available under Transactional Data -> Supply.

The Firm Planned Order screen provides access to all firmed proposals generated by the system. The

firm planned orders are not process-specific, therefore the Firm Planned Order screen shows

material which is required at a specific point of time, no matter where it comes from. In case the

planner also confirms a specific process in the ERP system, the order won’t be displayed in the Firm

Planned Order screen, but in the IWT, Purchase Order or Work Order screen, depending on the

process type.



Figure 72: Firm Planned Order screen







Table 163: Firm Planned Order selection criteria




Depot Depot where supply is located


Qty Planned qty of a planned order provided that the necessary inputs are sufficient

and on-time (component availability, capacity availability)

Scheduled Date Planned Arrival Date of a firm planned order provided that the necessary inputs

are sufficient and on-time (component availability, capacity availability)

Order Item Order Item Number of a firm planned order



Number


Order Quantity Order quantity

Order Status Status of the firm planned order from the execution system

Order Type Type of the firm planned order


material costs:



costs.



If the supply refers to a firm supply, and the firm supply refers to a PO,

IWT, WO or FPO and has a unit price (that means the unit price is not

null) this unit price is taken.




taken.

Plan Flag If the planning flag is set, the purchase order will be considered for planning

Table 164: Firm Planned Order report results

3.2.6 Firm Supply

3.2.6.1 Overview

Firm supply is the suggested replenishment demands to be placed on the source. It is a combination of

all process-specific (IWT, PO, WO) and process-unspecific (FPO) supply inputs. Ultimately, it is the

result of the Create Firm Supply process which calculates the Reserve Flag based on certain rules.

3.2.6.2 Reserve Flag

The Reserve Flag defines what resources must be reserved by planning (BOTH, MATERIAL,

CAPACITY, NONE) therefore, only IWT, PO and WO orders will contain a Reserve Flag information.

The Reserve Flag reflects an order life cycle from a planning perspective:



The Reserve Flag states are explained in following chapters.

Note: All PO, WO and IWT orders regardless of the Reserve Flag will be factored into

the remaining alternative share decisions for FPO and supply proposals (created by the

ICON-SCP planning engine). The FPOs and all new created proposals have the option to

choose a process. Which alternative will be validated first, depends on the actual share

of the Firm Supply process. Each Firm Supply is assigned to a particular process, which

in turn executes that Firm Supply. Consequently, the Firm Supply determines the

actual share of the process.

3.2.6.2.1 Reserve Flag: Both

An order with the Reserve Flag “Both” triggers the production, transfer or the purchase of the

material according to the quantity and date given by the WO /IWT/PO (even if no demand needs to be

fulfilled). The goods will be built or will arrive at some point in the future. A predefined alternative

process is used. Resources, MATERIAL and CAPACITY still need to be booked.



The above figure indicates the following:

TODAY<=WSD: The order is scheduled for execution but not yet started. This state may have a couple

of sub-states (e.g. fixed, confirmed, approved, etc.). For planning, this state means that BOTH

materials and capacities must be checked and reserved.

If the order’s desired execution date falls into a bucket without active planning periods, the planning

engine tries to pull the procurement of the material to an earlier date. The quantity is the execution

quantity.


(Open) Work Orders, where the work order is scheduled for execution, but the production has

not yet started. Thus, both resources material and capacity need to be reserved. A pre-defined

production process is used.

(Open) Inter Warehouse Transfers, where the stock transfer order is scheduled for

transportation, but the transfer activity has not yet started. Thus, both resources material and

capacity need to be reserved. A pre-defined supply chain process is used.

3.2.6.2.2 Reserve Flag: Material

An order with the Reserve Flag “Material” is a receipt from a pre-defined alternative process. Planner

should use this reserve flag only under special circumstances as explained below.




WSD<TODAY<=CCD: The execution/transportation of the order has started and capacities are booked.

For planning, this state means capacity is booked but material still needs to be checked and reserved

(MATERIAL).

In case the receiving date of the order matches a non-working day or there is no material, the receipt

will be postponed to the next bucket that satisfies both conditions. The quantity equals the in-process

quantity.


(Open) Production Orders, for which the capacity has already been consumed , but the

material still needs to be booked (Reserve Flag “Material”) A pre-defined production process

is used. This is not a typically workflow, since factory will not normally consume capacity

without consuming material first.

Excursus:

In case of LT=0: Reserve Flag “Material” can occur in the system due to the speed with which the

transactions reach ICON-SCP. It is not plausible though as the material needs to be available first, in

order to assemble a product (and use the capacity).

Backflush: The components are physically taken out of the stock (VH) and the order execution has

started. The components have not yet been booked out of the system (VH) they are only reserved. The

product is assembled where the capacity has been used (CM). The finished good can now be booked

into the system (CM) while simultaneously the reserved components will be booked out of the system

(VH). In this case you would expect the Reserve Flag “Material” to occur in the system.

Backflush with ‘complete picking’ (all components are booked at the same time): Reserve

Flag = Material and LT=0

Backflush with ‘partial picking’ (components are booked individually): Reserve Flag = None

and Inventory Reservations are generated for each component

Additional modeling or customization is required in order to show the Reserve Flag “Material” in

ICON-SCP.

3.2.6.2.3 Reserve Flag: Capacity

An order with the Reserve Flag “Capacity” is a receipt from a pre-defined alternative process. It can

be used for modeling Work Orders, Inter Warehouse Transfers or Purchase Orders that are already

booked from inventory on supplier side but still must book resources on receiving side.




WSD<TODAY<=CCD: The execution/transportation of the order has started and materials are booked.

For planning, this state means material is ignored but capacities still need to be checked and reserved

(CAPACITY).

In case the receiving date of the order matches a non-working day or there is no capacity available,

the receipt will be postponed to the next bucket that satisfies both conditions. The quantity equals the

in-process quantity.


(Open) Work Orders, where the material has already been consumed for, but capacity still

needs to be booked (Reserve Flag “Capacity”) A pre-defined production process is used.

(Open) Inter Warehouse Transfers, where the sending quantity has already been booked out of

the sending location’s inventory, but the capacity (e.g. truck unloading in the receiving depot)

still needs to be booked. A pre-defined supply chain process is used.

(Open) Purchase Orders, where the purchase order is scheduled for transportation, but the

transfer activity has not yet started. A pre-defined supplier process is used.

3.2.6.2.4 Reserve Flag: None

An order with the Reserve Flag “None” is a receipt from a pre-defined alternative process. It can be

used for modeling Work Orders, Purchase Orders or Inter Warehouse Transfers that are already

booked from inventory on supplier side and have already consumed capacities on the receiving side.




CCD<TODAY<=WCD: The production/receipt of the order is completed and both materials and

capacities are booked (NONE). Planning will ignore any constraint on capacities or materials and

assume the material to become available as given, but not earlier than today.

If the receiving date does not match a working day (the corresponding planning bucket has no active

periods), the arrival will be postponed to the next bucket with active periods.


(Open) Work Orders, where the production of the order is completed and both, materials and

capacities are booked. A pre-defined production process is used.

(Open) Inter Warehouse Transfers, where the receipt of the order is completed and both,

materials and capacities are booked. A pre-defined supply chain process is used.

(Open) Purchase Orders, where the receipt of the order is completed and both, materials and

capacities are booked. A pre-defined supplier process is used.

3.2.6.3 Firm Supply

Firm Supply screen is available under Transactional Data -> Supply.

The Firm Supply screen provides access to the intermediate result of pre-processing the original

supply input tables (PO, WO, IWT, FPO). The basic implementation of the pre-processing step

merges the content of the original supply input tables. The Firm Supply screen shows therefore all

firm supply, process-specific and non-process-specific.



Figure 73: Firm Supply screen

All firm supply will show in the column Supply Origin, the according source table: PO, IWT, WO, FPO.

The Reserve Flag for the process-specific firm supply will show either “Both”, “Material”, “Capacity”,

or “None”, depending on the location of the material at the certain point of time. The material could be

still in the sending depot (“Both”), already loaded onto the truck and being shipped (“Capacity”), in the

receiving depot (“None”).

The Firm Supply screen displays firm supply without a defined process, which originates from the

Firm Planned Order screen. The Reserve Flag and Process will remain empty for the firm supply

based on the firm planned orders.

Once the Reserve Flag of a particular firm supply has reached the status “None”, the material is

placed into stock at the given Scheduled Date. This causes the inventory balances to increase by the

received quantity.









Order Item No If specified, data is filtered by Order Item No or a list of Order Item Nos

Table 165: Firm Supply selection criteria




Order Item

Number

Order Item Number of a Purchase Order (PO), Transfer (IWT), Work Order

(WO) or Firm Planned Order (FPO)

Depot Depot where supply is located


Process Process that delivers the firm supply. A valid process setup is the prerequisite

for process specific firm supply.

Scheduled Date Planned Arrival Date of a firm supply provided that the necessary inputs are

sufficient and on-time (component availability, capacity availability)

Scheduled Qty Planned qty of a firm supply provided that the necessary inputs are sufficient

and on-time (component availability, capacity availability)

Reserve Flag Defines what resources must be reserved by planning: BOTH, MATERIAL,

CAPACITY, NONE

Supply Origin Identifies the source table where the planned order element is stored (PO, IWT,

WO, FPO)

Supply No Identifier of the supply element on the source table.

Table 166: Firm Supply report results

3.3 External Commits

When it comes to supply chain collaboration, where the supplier and customer establish close

communication and the supplier provides an agreed inventory level based on the customer’s present



demands, it needs some sort of electronic data interchange (EDI) and a Collaboration tool (e.g. Vendor

Managed Inventory applications) where the supplier can manage buyer’s inventory automatically.

The Supplier Collaboration can also focus on capacities where the coordination of capacity availability is

the basic premise of the relationship between OEM and contract manufacturer.

The customer’s requests, (min and max targets, available capacity) on one side and the suppliers’

commits on the other side are the core supply chain collaboration data elements of the Collaboration

tool.

Figure 74: Supply Chain Collaboration

The figure above illustrates a typical supply chain relationship between suppliers, OEM and

Distributors. In following chapters, we will focus on the collaboration between suppliers and OEM and

the exchange of the request and commit data between supplier and OEM (buyer). In detail, a typical

Collaboration process - with regards to SCP - will be explained:

1. OEM creates an unconstraint plan and communicates request to the suppliers (Save Material

Commit/Save Capacity Commit)

2. Supplier checks capabilities locally and responds with a commit (this step is performed outside

of SCP (with help of a Collaboration Tool) and will not be covered in this documentation).

3. OEM collects commits from suppliers/CM’s and stores them as future committed supplies and

capacity tables to create a constraint plan (Load Material Commit/Load Capacity Commit)

Thus, a commit type could be a “Request” or a “Commit” or “Available” or “Consumed” etc. Following

table shows the commit types defined in the Commit Type table:



Figure 75: Commit Type screen

3.3.1 Save Material Commit

3.3.1.1 Overview

OEM (the buyer) will communicate the material request to the supplier. In order to do so, the buyer

will save the supply proposal to the Material Commit table

Figure 76: Save Material Commit process

Save Material Commit is a planning process that allows saving the available supply proposal (IWT

Proposal, PO Proposal and WO Proposal) as material commit with the selected commit type.

3.3.1.2 Input

The input data for the Save Material Commit process are the SCP supply proposals:

IWT Proposal

PO Proposal

WO Proposal

By taking a look at the proposals created by the system, a buyer can decide to request the needed

material from the corresponding supplier.



Example: By taking a look into the PO Proposal table, a planner can decide to request the needed

quantities (Effective Qty) for “Cable_X” for the specific date (Effective Date) from the “Supplier_A”.

The planer would load the corresponding records over the Save Material Commit dialog box to the

Material Commit table in order to publish them to the Collaboration tool.

3.3.1.3 Logic

For the input parameters from the Save Material Commit dialog box, one can select any kind of

combination of Depot-Part-Controller-PL-Supplier. If no filter is selected, all data from the SCP supplies

proposal table(s) is considered to be loaded to the Material Commit table.

Figure 77: Save Material Commit dialog box

The screen offers various selection criteria for depot, part and their related attributes. It also offers to

create material commit using only the selected input elements (IWT Proposal, PO Proposal and WO

Proposal).

Following table explains the fields from the dialog box:

Data Field Description

Depot/Family/List If specified, data is preselected by Depot, Depot Family or Depot List

Part/Family/List If specified, data is preselected by Part/Part family/Part List filter.

Controller If specified, data is preselected by Controller

Product Line If specified, data is preselected by Product Line



Supplier If specified, data is preselected by Supplier name

IWT/PO/WO Proposal Proposal type needs to be specified. Either IWT proposal data, or PO

proposal data or WO proposal data (or a combination of both/all) will be

loaded to the MATERIAL_COMMIT table.

Commit type A commit type needs to be selected, e.g. “Request”

Override The Override mode determines, what should happen with the previous

supply:

ALL: whole table will be deleted

DEPOT: all supply with the selected depot filter will be deleted

PART_DEPOT: all supply with the selected part-depot combination will be

deleted

PRIMARY_KEY: all supply with the selected IWT/PO/WO filter combination

will be deleted

MERGE: no supply will be deleted nor the existing supply will be changed

Table 167: Save Material Commit description

3.3.1.4 Output

The output of the process is the updated Material Commit table with supplies data, ready to be

published to the Collaboration tool. Material Commit report (which is based on the MATERIAL

COMMIT table) will be explained below:



Figure 78: Material Commit screen

Material Commit is a time dependent report containing the supply chain collaboration relevant data.

The report is based on the ICON-SCP table Material Commit, which is on one hand fed by the data

from the Collaboration tool and on the other hand by the data from ICON-SCP. The table Material

Commit is a load table in ICON-SCP. ICON-SCP planning is not operating with Material Commit but with

supplies tables IWT, PO, WO.

The report Material Commit displays available commits based on the commit type. A commit type

could be “Requested”, “Committed”, etc.

Assuming a situation where one supplier is responsible for a particular part in a specific depot,

customer will send a demand request (Effective Qty) to this supplier to deliver the part on a specific

date (Effective Date). This record will have “Requested” as Commit Type.

Supplier will update the system with the commit information (Effective Qty) for the particular part-

depot and the requested customer date (Effective Date). This record will have “Committed” as

Commit Type.



Depot/Family/List If specified, data is filtered by Depot, Depot Family or Depot List

Part/Family/List If specified, data is filtered by Part, Part Family or Part List





Commit Type If specified, data is filtered by Commit Type. Commit types are defined by the

customer and can contain values such as “Request”, “Commit” etc.

Table 168: Material Commit - selection criteria



Depot Depot where customer expects the shipments from supplier

Part Part name of the material, which the supplier is responsible for

Supplier Supplier name

Effective Date Date when the customer is requesting the demand to be fulfilled. Date when

the supplier is committing the delivery fulfillment.

Effective Qty Quantity the customer is requesting. Quantity the supplier is committing.

Commit Type Commit types are defined by the customer and can contain values such as

“Request”, “Commit” etc.

Table 169: Material Commit - report results

3.3.2 Load Material Commit

3.3.2.1 Overview

After publishing the supplies proposals to the Collaboration tool, supplier checks capabilities locally and

loads the commits to the Material Commit (this step is performed outside of SCP and will not be

covered in this documentation). Afterwards the OEM (the buyer) will load the commits to the

corresponding supplies tables.



Figure 79: Load Material Commit process

3.3.2.2 Input

The input data for the Load Material Commit process is the collaboration data from the Material

Commit table.

As ICON-SCP is not operating with the Material Commit table but with the supplies tables (IWT, PO,

WO) the collaboration data from the Material Commit needs to be loaded to the supplies tables in order

for ICON-SCP to consider these data for the planning.

Let us take a look at the following example:

A buyer sends a material demand request on part ”CABLE_X” to “Supplier_A”, and the supplier

responds with commits for each requested date. The commits will be loaded to the Material Commit

table.

Load Material Commit is a SCP planning process that converts the available material commit from the

Material Commit table with the selected commit type into one of the supply tables (IWT, PO, WO).



Figure 80: Material Commit screen

The committed quantity is the Effective Qty and the committed date is the Effective Date. The input

data will be loaded from the Material Commit table over the Load Material Commit dialog box to the

supplies tables.

3.3.2.3 Logic

For the input parameters from the Load Material Commit dialog box, one can select any kind of

combination of Depot-Part-Controller-PL-Supplier-Commit Type. If no filter is selected, all data from

the Material Commit table is considered to be loaded to the ICON-SCP supplies table(s).



Figure 81: Load Material Commit dialog box

The screen offers various selection criteria for depot, part and their related attributes. It also offers to

create material commit using only the selected input elements (IWT, PO and WO).



Depot/Family/List If specified, data is preselected by Depot Name, Depot Family or Depot

List


Controller If specified, data is preselected by Controller name


Supplier If specified, data is preselected by Supplier name

Commit type Commit types are defined by the customer and can contain values such

as “Request”, “Commit” etc. A commit type needs to be selected e.g.

“Commit”

Order Status e.g. FIRM, REQUISITION, FCC COMMIT


supply:




DEPOT: all supply with the selected depot filter will be deleted


deleted

PRIMARY_KEY: all supply with the selected IWT/PO/WO filter combination

will be deleted

MERGE: no supply will be deleted nor the existing supply will be changed

Table 170: Load Material Commit description

3.3.2.4 Output

The output of the process is the updated supply tables (IWT, PO, WO) with the material commit data.

Let us take a look at an example. The input data in the Load Material Commit dialog box is as

shown:

Depot: VH1

Part: CABLE_X

Commit Type: Committed

Output: IWT

Considering these settings following results are loaded to the IWT table:

Depot Part Qty Send Depot Arrival Date Order Type

VH1 CABLE_X 54 SUPPLIER_A 06/02/2010 Committed

CABLE_X 43 SUPPLIER_A 06/03/2010 Committed

CABLE_X 73 SUPPLIER_A 06/04/2010 Committed

Table 171: Load Material Commit into IWT

The Inter Warehouse Transfer report contains three new records – committed material

quantity(“CABLE_X”) for each of the committed dates (Arrival Date). The material is to be delivered

to the depot “VH1” by “Supplier_A”.

3.3.3 Save Capacity Commit

3.3.3.1 Overview

OEM (the buyer) will communicate the available capacity to the CM. In order to do so, the buyer will

save the available capacity to the Capacity Commit table.



Figure 82: Save Capacity Commit process

Save Capacity Commit is a planning process that saves either the available capacity quantity or the

consumed capacity quantity as capacity commit with the selected commit type. The process first

deletes the available capacity commits for the selected commit type for the selected input parameters

and then recreates the new ones using the selected input parameters.

3.3.3.2 Input

The input data for the Save Capacity Commit process is the ICON-SCP Capacity Utilization data:

Available Capacity,

Consumed Capacity.

Capacity Utilization report provides a clear picture on what is available and what is expected to be

used. Let us take a look at the following example in the Capacity Utilization report:

Figure 83: Save Capacity Commit - Capacity Utilization



A planner can decide to either use available or used qty. In the few weeks of May, the Used Qty is

equal zero even though there is capacity available. The planner will load the Avl Qty as requested

capacity over the Save Capacity Commit dialog box to the Capacity Commit table in order to

publish it to the Collaboration System.

3.3.3.3 Logic

To load the data to the Capacity Commit table, the user will open Save Capacity Commit dialog box.

Figure 84: Save Capacity Commit dialog box

For the input parameters from the Save Capacity Commit dialog box, one can select any kind of

Depot-Capacity combination. If no filter is selected, all data from the ICON-SCP Capacity Utilization

is considered to be loaded to the Capacity Commit.

In our example where the planner is requesting a higher capacity usage for the month of May, the

settings in the Save Capacity Commit dialog box will be as shown below:

Depot: CM1

Capacity: SUB_ASSEMBLY

User Available Capacity

Commit Type: Requested

The results will be shown in the next chapter.


Data field Description


List.



Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity

List filter

Use Available Capacity For the new capacity request, the available capacity will be used

Use Consumed Capacity For the new capacity request, the consumed capacity will be used

Commit Type A commit type needs to be selected, e.g. “Request”

Table 172: Save Capacity Commit description

3.3.3.4 Output

The output of the process is the updated Capacity Commit table with capacity data, ready to be

published to the Collaboration tool. Capacity Commit report will be explained below:

Figure 85: Capacity Commit screen

Capacity Commit is a time dependent report containing the supply chain collaboration relevant data.

The report is based on the ICON-SCP table Capacity Commit, which is on one hand fed by the data

from the Collaboration system and on the other hand by the data from ICON-SCP.

The report Capacity Commit displays available commits based on the commit type. A commit type

could be “Requested, “Committed”, etc.



Assuming a situation where customer publishes available capacity (Effective Qty) from a CM for a

specific date (Effective Date), this record will have “Request” as Commit Type. The available

capacity of a machine or human resources etc., for one specific time period (e.g. per day) is the

maximum current capacity that this machine or a human resource can accomplish.

Supplier will update the system with the consumed capacity information (Effective Qty) for the

particular part-depot and the requested customer date (Effective Date). This record will have

“Requested” or “Committed” as Commit Type.

In our example from the previous chapter, the Avl Qty from the Capacity Utilization Report is stored

in the Capacity Commit report as Effective Qty with “Requested” as Commit Type. The data is

ready to be published to the Collaboration application.




Capacity/Family/List If specified, data is filtered by Capacity, Capacity Family or Capacity List

Commit Type If specified, data is filtered by Commit Type. Commit types are defined by

the customer and can contain values such as “Request”, “Commit” etc.

Table 173: Capacity Commit - selection criteria



Depot Depot where customer expects the shipments from supplier

Capacity Part name of the material, which the supplier is responsible for

Effective Date Date when the customer is requesting the demand to be fulfilled. Date when

the supplier is committing the delivery fulfillment.

Effective Qty Quantity the customer is requesting. Quantity the supplier is committing.

Commit Type Commit types are defined by the customer and can contain values such as

“Request”, “Commit” etc.

Table 174: Capacity Commit - report results



3.3.4 Load Capacity Commit

3.3.4.1 Overview

After publishing the capacity availability to the Collaboration tool, supplier checks capabilities locally

and loads the commits to the Capacity Commit report (this step is performed outside of ICON-SCP

and will not be covered in this documentation). When the suppliers’ capacity commit data is loaded to

the Capacity Commit, the OEM (the buyer) will load the commits to the corresponding capacity tables

(Capacity Profile, Capacity Adjustment).

Figure 86: Load Capacity Commit process

Load Capacity Commit is a planning process that loads the available capacity commit with selected

commit type as capacity profile. The available capacity adjustments can also be deleted based on the

selection of Delete Adjustments.

Note: Discrete capacity adjustments in Capacity Adjustment report take precedence

over the time-dependent Capacity Profile which in turn takes precedence over the

default capacity definition in Capacity Workbench.

3.3.4.2 Input

The input data for the Load Capacity Commit process is the Capacity Commit data.

As SCP is not operating with the Capacity Commit table but with the SCP capacity tables (Capacity

Profile, Capacity Adjustment) the collaboration data from the Capacity Commit needs to be loaded to

the capacity tables in order ICON-SCP considers these for the planning.

Let us take a look at the following example:



A buyer sends a capacity availability request on capacity “SUB_ASSEMBLY” for Depot “CM1”, and the

supplier answers with commits for each requested date. The commits will be loaded to the Capacity

Commit table.

Figure 87: Capacity Commit

The committed quantity is the Effective Qty and the committed date is the Effective Date. The input

data will be loaded from the Capacity Commit table over the Load Capacity Commit dialog box to the

ICON-SCP capacity tables.

3.3.4.3 Logic

For the input parameters from the Load Capacity Commit dialog box, one can select any kind of

combination regarding Depot-Capacity-Commit Type. If no filter is selected, all data from the Capacity

Commit table is considered to be loaded to the ICON-SCP capacity table(s).



Figure 88: Load Capacity Commit dialog box

In our example from the previous chapter the data loaded from the Capacity Commit report with the

setting from the figure above will be loaded to the Capacity Profile as committed capacity. Also with

checking the checkbox Delete Adjustments we want to make sure that any adjustments made before

on this Capacity and Depot will be deleted.




List.

Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity List

filter.

Commit Type If specified, data is preselected by Commit type

Delete Adjustments If checked, capacity adjustments will be deleted

Table 175: Load Capacity Commit dialog box - description

3.3.4.4 Output

The output of the process are the updated capacity tables Capacity Profile and Capacity Adjustment

with capacity commit data.

Let us take a look at the example considering the input data as shown in the Input chapter and the

selection criteria in the Load Capacity Commit dialog box. Considering these data and settings

following results are loaded to the Capacity Profile report:



Figure 89: Capacity Profile

The committed data has been loaded to the Capacity Profile for “CM1”/”SUB_ASSEMBLY” as a new

available capacity.



4 Demand Pre-Processing

Usually, the result of Demand Planning and Forecasting activities is a forecast signal, which is given in

monthly buckets, reflecting the forecasted shipments for a number of future months. Netting against

customer orders is a necessary process step in order to avoid doubled demands. The ICON-SCP

Demand Pre-Processing module allows for translating a highly aggregated demand signal into

Shipment Forecast, which drives the ICON-SCP planning besides Customer Orders, Additional Demands

etc.

Following chapters examine the ICON-SCP Demand Pre-Processing module. Initially the forecast

screens involved in the Demand Pre-Processing module are described. Next, a detail examination of

each consecutive step within the module is provided:


FC Type Shows different types of forecast (e.g. gross, net…).

Forecast Explain the Forecast screen and explains different aggregation level of

forecast loaded to ICON-SCP.

Bucket to Date Describes the Bucket to Date screen and explains why/how to use it.

FC Netting Overview Describes the FC Netting Overview screen and explains why/how to use it.

Demand Pre-

Processing Steps

This chapter explains the Demand processing steps: Forecast Netting,

Forecast Classification, Forecast Slicing, Creation of Shippable Forecast

Primary Demand Describes the Primary Demand and explains how to use it.

4.1 FC Type

The FC Type screen is available under Demand Pre-Processing.

The FC Type definition screen allows users to define Forecast types. ICON-SCP allows to differentiate

between several types of forecast thereby enabling the user to manage forecast stemming from

various sources or having been generated by different methods. The following figure shows the

definition table for forecast types and an example table with forecasts of several types.



Figure 90: FC Type screen



FC Type Defined FC Type number

FC Description FC name e.g. Gross Forecast

Table 176: FC Type report results

4.2 Forecast

The Forecast screen is available under Demand Pre-Processing.

It provides detail information about the forecast loaded into ICON-SCP. Forecast in ICON-SCP is given

on an aggregation defined by depot, part and customer. The information about the FC Type and the

Priority (obtained from the FC Classification process) is available as well.

Figure 91: Forecast screen



In the Forecast screen, retrieve data with the following selection criteria:






Customer/List If specified, data is filtered by Customer or Customer List

FC Type If specified, data is filtered by Forecast type

Table 177: Forecast selection criteria




Depot Identifies the Depot of the forecasted demand

Part Identifies the Part the forecast refers to

Customer The Customer associated with the forecast

Effective Date The effective date of the forecast

Effective Qty The effective quantity of the forecast

FC Type Forecast type defined in the FC Type screen and assigned to each forecast

Priority Forecast priority as obtained from the Forecast Classification process

Table 178: Forecast report results

4.3 Bucket to Date

The Bucket to Date screen is available under Demand Pre-Processing.

Bucket to Date defines the quantity that has already been shipped to the customer in the planning

bucket (Daily, Weekly or Monthly). Gross Forecast consists of Net Forecast, Customer Orders and

Bucket to Date.



Bucket to Date screen stores BtD quantities per Depot/Part/Customer. For each Depot/Part/Customer

combination, only rows with the latest Effective Date are considered for planning. In the below

example, only quantity of 100 for CUSTOMER-A and another quantity of 100 for CUSTOMER-B are

considered for planning.

Figure 92: Bucket to Date screen

In the Bucket to Date screen, retrieve data with the following selection criteria:






Customer/List If specified, data is filtered by Customer, or Customer List

Table 179: Bucket to Date screen selection criteria




Depot Depot name

Part Part name

Customer Customer name

Effective Date Effective date of the forecast



Effective Qty Effective quantity of the forecast

Table 180: Bucket to Date report results

4.3.1 Parameter

The Forecast processing is dependent on the CURRENT_DATE set in the Parameter.

Since Bucket to Date defines COs that have been shipped, effective dates of the Bucket to Date records

are expected to be in the past. However, this assumption is not validated. So be aware that only

Bucket to Date with the greatest date are used for Forecast processing.

Forecast Netting will consider the BtD quantities as COs in addition to the configured CO input data.

Forecast Classification doesn’t need to consider the BtD quantities as they are considered in the

allocation step.

Forecast Allocation will consider the BtD quantities as COs in addition to the COs and assign them to

the highest priority class.

4.4 FC Netting Overview

FC Netting Overview screen is available under Demand Pre-Processing.

Forecast in ICON-SCP is given on an aggregation defined by depot, part and customer. Forecast

Netting is a process that takes place on the aggregated quantity level rather than on the order level.

Forecast netting is the task of automatically identifying the amount of forecast consumed and of

handling situations where customer orders for a given period exceed the forecasted quantity. In the FC

Netting Overview Report netted forecast with all its detail information is displayed. This report is

suitable for reference while working through the Demand Pre-Processing steps.

Figure 93: Parameter CURRENT_DATE



Note: Selection of the filter FC Type is required in order to display data in this report.

Figure 94: FC Netting Overview screen

In the Forecast Netting Overview screen, retrieve data with the following selection criteria:






Customer/List If specified, data is filtered by Customer, or Channel List

FC Type This specifies the time series used to display Gross Forecast throughout the

report.

Deviation If specified, data is filtered by the relation between Forecast and Customer

Orders

Table 181: FC Netting Overview screen selection criteria

Press the Retrieve button to trigger result retrieval based on the selection criteria and filters

The following list gives a brief description of the data fields of the aggregated view:




Depot Depot from which the product is delivered

Part Part Number of the product

Customer Name or identifier of the channel

Gross FC Gross Forecast, taken from the series defined through the dropdown box

CO Customer Order, taken from the Customer Orders table

BTD Bucket to date

Net FC Net Forecast, taken from the Shippable Forecast table

FC Percentage Forecast percentage: This indicates how much of the Forecast has been

matched by Customer Orders. It equals 100% if Customer Orders (incl.

Bucket to Date) are equal to Gross Forecast)

Table 182: FC Netting Overview report results

The following list gives a brief description of the data fields of the detail view:





Effective Date Effective date of the forecast

Gross FC Gross Forecast

CO Customer Order

Net FC Net Forecast

Table 183: FC Netting Details report results

4.5 Demand Pre-Processing Steps

In order to receive a complete demand picture, forecast has to be processed and aligned with

customer orders before the actual Supply Demand Matching run is triggered. Demand Pre-Processing is

performed in a workflow of consecutive steps that are illustrated below and described in the following

sections:



Figure 95: Demand Processing

The ICON-SCP Demand Pre-Processing module allows for translating a highly aggregated demand

signal into Shipment Forecast, which drives the ICON-SCP planning besides Customer Orders,

Additional Demands etc. ICON-SCP allows to differentiate between several types of forecast thereby

enabling the user to manage forecast stemming from various sources or having been generated by

different methods. The following figure shows an example table with forecasts of several types.



Figure 96: Example Forecast

4.5.1 Forecast Netting

4.5.1.1 Overview

Forecast in ICON-SCP is given on an aggregation defined by depot, part and channel as shown in

chapter 4.2 . At the same aggregation level, customer orders are entered into the system. The

underlying assumption is, that customer orders consume forecast as forecasts are forward looking

projections of expected demand and customer orders are realized demand. Forecast netting is the task

of automatically identifying the amount of forecast consumed and of handling situations where

customer orders for a given period exceed the forecasted quantity. It is important to understand that

Forecast Netting is a process that does not discriminate between individual customer orders but rather

looks at the aggregated quantities of all customer orders (resp. the selected time series of open orders

as described later) per period. In short, Forecast Netting is a process that takes place on the

aggregated quantity level rather than on the order level.

4.5.1.2 Input

The input data for the process Forecast Netting is the gross forecast aggregated by depot, part and

channel as well as open orders. This is typically either the customer orders series or another time

series that e.g. holds a snapshot of customer orders. The forecast time series and the open order

series do not need to have the same timely aggregation. The dialogs used throughout the Demand Pre-

Processing allow to select the aggregation level of the forecast series that is used as the basis for

processing. It is quite common that forecasts are provided on an aggregation level that is coarse

compared to the planning grid, e.g. on a monthly level while planning is done on a weekly grid. In all

the forecasting dialogs Forecast Netting, Forecast Classification, Forecast Allocation a dropdown box



Forecast Grid allows the specification of the timely aggregation level of forecast data that is used for

these process steps.

The procedure for forecast netting is defined by making the appropriate selection in the Forecast

Netting dialog box shown in figure below. In the upper part of the dialog, the Input sources for

forecast and customer orders are chosen. In the middle section Parameter control settings on the

netting procedure can be given. The lower section – the Output - defines where the results shall be

stored.

Figure 97: Forecast Netting dialog box




List


Controller If specified, data is preselected by Controller ID




Customer/List If specified, data is preselected by Customer or Customer List

Gross FC Gross forecast time series will be selected from the pull down menu

Open Orders / CO Open Orders or Customer Orders will be selected

User Channel Hierarchy Distribution of net forecast quantities across channels

Disaggregate Proportional disaggregation of net forecast

Forecast Grid Indicates the timely aggregation level applied to align forecasts and open

orders. This typically is the timely grid at which forecasts are given. If

“None” is chosen, the Planning Grid is taken.

CO Carry Over Defines how forecast quantities are matched to already available open

order quantities

Net FC The output of Forecast Netting process is the Net FC

SFC The output of Forecast Netting process is the SFC


forecast


PART/DEPOT: all supply with the selected part-depot combination will be

deleted

Table 184: Forecast Netting dialog box - description

4.5.1.3 Logic

Running Forecast Netting with appropriately chosen options takes both the forecast and the customer

orders time series.

As customer orders are being received they need to be deducted from the forecast to avoid double-

counting it. The Forecast Netting process will for each order search for a matching forecast and reduce

the remaining net quantity of the forecast. For example, assume the Forecast for Customer A in

January is 100 units, and we have already received orders of 20 from the customer. Without the

netting algorithm the demand in January will be 120 units, which is (very likely) not correct. The

Forecast Netting process will deduct the orders of 20 from the Forecast. The total demand that is

planned in January will then be equal to 100: 80 remaining forecast + 20 orders.

The following example shows the input time series for gross Forecast and Customer Orders:



Input Forecast Customer Orders

Week1 25

Week2 25 20

Week3 25

Week4 25

Table 185: Input time series

The resulting net Forecast time series will look like in the table below:

Results Demand

Week1 FC 25

Week2 FC 5 + CO 20

Week3 FC 25

Week4 FC 25

Table 186: Resulting time series after netting

The CO Carry Over strategy defines how forecast quantities are matched to already available

customer order quantities (this refers to the selection made for the Open Orders source). The strategy

is applied to situations where the quantity of the customer orders time series exceeds the quantity of

the gross forecast time series for the same period. In these cases, the excess of customer order

quantities is distributed to other periods to consume forecast there if possible. The CO Carry Over

strategy defines how this is done. There are four strategies available: Backward, Backward

Forward, Forward and None. The idea of the Backward and the Backward Forward strategy is to

move excess customer order quantities (excess here is in relation to gross forecast) to earlier periods,

i.e. starting from the period where excess has been observed and moving to the first forecast period,

forecast is filled up by customer order quantities. If the first period is reached and there are excess

customer order quantities left to distribute, distribution is aborted in case of the Backward strategy

and resumed according to the Forward strategy in case the Backward Forward strategy was

selected. The Forward strategy starts distribution from the period where excess has been observed

and moves towards the last forecast period. Forecast in each period is filled up as long excess

customer order quantities exist and is eventually aborted at the last period. As the name indicates, the

None strategy does not perform any kind of excess quantity distribution.

If supply chain planning makes use of channels, Forecast Netting can observe these and distribute net

forecast quantities across channels. The channels to include are selected in the upper part of the



Forecast Netting dialog and the behavior is controlled by either or not checking the Use channel

hierarchy box. The Forecast Netting process uses the channel-mapping to identify the channel for

each depot-part-customer. The logic is as follows:


hierarchy.



If the check box Use channel hierarchy is checked, Forecast Netting is not using channels one by

one, but observes the Channel hierarchy defined in the Channel Workbench screen for net forecast

distribution.

If the Channel hierarchy is used for netting, the results of the netting process have to be disaggregated

eventually. Three strategies for disaggregation of net forecast quantities can be chosen from the

dropdown box Disaggregate: By CO, By FC and Linear. Choosing the first option, net forecast

quantities are assigned to channels proportionally to the channel’s fraction of customer order

quantities. The second option distributes proportionally to the channel’s gross forecast. The last option,

Linear, distributes the net forecast quantity evenly across the channels.

In each case, the reference value for computing the fractions is the sum of the respective quantities

(i.e. customer order quantities or gross forecast quantities) over all selected channels of the same

hierarchy level.

To illustrate, consider following table showing a Channel hierarchy.


SALES ONLINE

RETAIL

Table 187: Channel Hierarchy Example

The following screen shows a Forecast Netting run with gross forecasts, customer order quantities and

net forecasts as obtained from all disaggregation strategies (by selecting None as the Carry Over

Strategy). In this example, forecasts have been netted using the above channel hierarchy for a single

part-depot-customer. Customer orders and forecasts are only given for child channels ONLINE and

RETAIL. Looking at day 2010-03-01, the aggregated gross forecast is 107 units and aggregated CO

snapshot is 50. The difference of 57 units is then distributed according to the selected strategy.

Observe that channel ONLINE always gets more net forecast than the RETAIL channel but that the

relation changes with the chosen strategy and underlying reference value.



Figure 98: Comparison of disaggregation strategies

4.5.1.4 Output

In the Output-section of the Forecast Netting dialog, the user selects the name of the times series

from the available forecast types in the FORECAST table that is to hold the result of the netting

process. If SFC is chosen, the results are written to the SHIPPABLE FORECAST table and are then

available for the process steps that directly access it.

With the Override dropdown box, the user can select if resp. how the results of the netting process

should be merged with the chosen destination time series.

4.5.1.5 Modeling

4.5.1.5.1 FC Netting Based on Planning Grid

The following simple use case will show how the Forecast Netting calculation is performed. For this

purpose let us consider the following example data of a Gross Forecast:

Depot Part Customer Effective Date Effective Qty FC Type Priority

DC1 SYSTEM_1 CUSTOMER-A 05/21/2010 800 Gross Forecast Unclassified



Table 188: Gross Forecast Example Data



Consider, on the other hand, the following table with customer orders for the same depot/part

combination.

Depot Part Customer Qty Order No Partial No Req Date Ack DAte

DC1 SYSTEM_1 CUSTOMER-A 300 10010 0 05/21/2010




Table 189: Customer Order Example Data

Obviously, according to the planned Gross Forecast and the actual Customer Orders for the week of

5/21, there is a delta of 200 units of SYSTEM_1. This means, we have forecasted more units than we

have actually ‘used up’ for the concerning week. In the second week, a delta of 300 units of SYSTEM_1

will be reported as a Net Forecast. Ultimately, for the last week, no Customer Orders were received,

therefore the Gross FC equals the Net FC.

The following table shows the important settings in the Net Forecasts workbench (the remaining

setup is according to the default) :

Net Forecasts Settings

Depot DC1

Part SYSTEM_1

Customer CUSTOMER-A


Use channel hierarchy Unchecked

Forecast Grid None

CO Carry Over Forward

Table 190: Net Forecast dialog box

With the definition of Forecast Grid = None, we are letting the system know that the gross Forecast

is provided on the same level as the defined Planning Grid. The Gross FC is provided on a weekly

level, and our Planning Grid is defined to perform weekly planning.

When performing FC Netting process with this setup in the FC Netting dialog box, we will have exactly

the above described results in the Shippable Forecast table:



Depot Part Customer Qty Req Date Priority

DC1 SYSTEM_1 CUSTOMER-A 200 05/17/2010



Total: 1500

Table 191: Shippable Forecast: resulting forecast after netting

In this simple example the selection of the Forecast Grid and Use channel hierarchy can have

different impacts on the FC Netting results. The CO Carry Over setting matters only in case Customer

Orders exceed the Gross FC for the same period. This is in our example not the case, therefore a

different setting than Forward wouldn’t have changed the results.

4.5.1.5.2 FC Netting Using Channel Hierarchy

In ICON-SCP, the objective of channel modeling is to build hierarchies for forecasting processes. Any

forecast process that supports channel-hierarchies uses the channel-mapping to identify the channel

for each depot-part-customer.

In the previous example, the checkbox “User Channel Hierarchy” in the Net Forecast dialog box was

disabled, therefore each combination depot-part-customer combination (in our case DC1-SYSTEM_1-

CUSTOMER-A) was considered separately in the Forecast Netting process.

In the following, we will use the same Gross Forecast and Customer Order data set as in the previous

chapter.

The following shows again the example data of a Gross Forecast:

Depot Part Customer Effective Date Effective Qty FC Type Priority




Table 192: Gross Forecast Example Data

The following table shows again the example data set of Customer Orders:

Depot Part Customer Qty Order No Partial No Req Date Ack DAte







Table 193: Customer Order Example Data

This time, we will perform the FC Netting process using Channel Hierarchy. Additionally, the linear way

of gross Forecast distribution will be selected.

The following table shows the settings in the Net Forecasts dialog box:


Depot DC1

Part SYSTEM_1

Customer CUSTOMER-A


Use channel hierarchy Checked

Disaggregate Linear

Forecast Grid None

CO Carry Over Forward


Let us first take a look at the supply chain picture (also presented at the very beginning in the chapter

1.4.2) and focus at the Distribution part of the chain:



Figure 99: Supply Chain

Our OEM distributes the part SYSTEM_1 through a Retail channel from the depot DC1 to the

CUSTOMER-A. It also distributes the same part directly from the depot CM2 to the CUSTOMER-B, etc.

The Channel Mapping screen holds all depot-part-customer combinations as shown in the above

picture:


DC1 SYSTEM_1 CUSTOMER-A SYSTEM_1-RETAIL

DC1 SYSTEM_1 CUSTOMER-B SYSTEM_1-DIRECT

DC1 SYSTEM_2 CUSTOMER-B SYSTEM_2-RETAIL

DC2 SYSTEM_1 CUSTOMER-A SYSTEM_1-RETAIL

DC2 SYSTEM_1 CUSTOMER-B SYSTEM_1-DIRECT

DC2 SYSTEM_2 CUSTOMER-B SYSTEM_2-RETAIL

Table 195: Channel Mapping

Additionally, the following parent-child channel hierarchy is defined in the Channel Workbench:




DIRECT SYSTEM_1-DIRECT



Table 196: Channel Workbench

Considering now the Channel Workbench definition with the Channel Mapping definition, the

following graphic illustrates how the channels are linked to each other.

Figure 100: Channel Hierarchy

Considering the Customer Order and Forecast time series from the previous chapter and the settings in

the Forecast Netting dialog box, the FC Netting process will use the above channel mapping

definitions to distribute the gross Forecast properly.

The following results are displayed in the Shippable Forecast screen after netting:

Depot Part Customer Qty Req Date




Sub 375

DC1 SYSTEM_2 CUSTOMER-B 50 5/17/2010





Sub 375




Sub 375




Sub 375

Total 1500

Table 197: Shippable Forecast

Without using the Channel hierarchies in the Forecast Netting process the first time series for the week

of 5/17 showed 200 units of the part SYSTEM_1 as netting result (see previous chapter). Looking now

at the Shippable Forecast results in the table above, the 200 units have been distributed over the

channels as defined in the Channel Mapping screen:

DC1-SYSTEM_1-CUSTOMER-A: 50

DC1-SYSTEM_2-CUSTOMER-B: 50

DC2-SYSTEM_1-CUSTOMER-A: 50

DC2-SYSTEM_2-CUSTOMER-B: 50

The gross Forecast is distributed linearly due to selection Distribution=Linear.

The remaining two depot-part-customer combinations of the channel SYSTEM_1-DIRECT in the

Channel Mapping screen have not been considered for the gross Forecast distribution. These depot-

part-customer combinations are part of the DIRECT channel hierarchy. The Customer Orders and the

Forecast in our example have been loaded for the DC1-SYSTEM_1-CUSTOMER-A depot-part-customer

combination, which belongs to the RETAIL channel hierarchy.

The net Forecast of 200 units for the week of 5/17 is “fairly” shared across the RETAIL channel to all

depot-part-customer combinations which are pointing to the RETAIL channel.



4.5.1.5.3 Linear Distribution of Netted Forecast

It is quite common that Forecasts are provided on an aggregation level that is coarse compared to the

planning grid, e.g. the Forecast is given on a monthly level while planning defined in the Planning

Grid is on a weekly level. In this case, it is suitable to control the Forecast Netting with the Forecast

Grid. After the netting on the level defined in the Forecast Grid, the remaining net Forecast quantity

is distributed according to the Planning Grid (over the planning buckets within the Forecast Grid

bucket). The distribution is always linear.

The following example demonstrates how to model a linear distribution of the netted Forecast in a case

where Forecast is given on monthly level and planning is defined on weekly level.

Note: The system has no influence on the distribution of the netted amount.

In the example below, there is a gross Forecast of 1000 units for the part SYSTEM_1 for the month of

June. The month June starts in May (Effective Date 05/31/2010) due to Calendar definition. This

Forecast is given on monthly level.

Depot Part Customer Effective

Date

Effective Qty FC Type Priority

DC1 SYSTEM_1 CUSTOMER-A 05/31/2010 1000 Gross Forecast CLASS-2

Table 198: Forecast screen

At the same time, Customer Orders are booked in the system with a total quantity of 700 units of the

part SYSTEM_1 for the month of June.

Depot Part Customer Qty Req Date NP Code Plan Flag

DC1 SYSTEM_1 CUSTOMER-A 100 06/11/2010 NP checked



Table 199: Customer Order screen

The Planning Grid is defined to perform weekly planning for a planning horizon of 26 weeks.

The following table shows the important settings in the Net Forecasts workbench (the remaining

setup is according to the default):


Depot DC1



Part SYSTEM_1

Customer CUSTOMER-A


Use channel hierarchy Unchecked

Forecast Grid Monthly

CO Carry Over Backward


With the definition of Forecast Grid = Monthly, we are letting the system know that the gross Forecast

is not provided on the same level as the defined Planning Grid. Knowing that, the system will

distribute the net Forecast over the planning buckets (five weeks of June) within the Forecast Grid

bucket (month of June).

After the execution of the Net Forecast process, the result looks like following:

Depot Part Customer Effective Date Effective Qty FC Type

DC1 SYSTEM_1 CUSTOMER-A 05/31/2010 60 Net FC





Table 201: Forecast screen

The net Forecast (1000-700=300) of the month of June is distributed linearly over the weeks of June

and the Forecast Grid has no influence on the allocation of the netted amounts for the month through

the weeks of this month.

With Forecast Grid = None, the system considers Planning Grid settings, which in our example will

be weekly level. Thus, the 1000 units of FC with the Effective Date on 5/31/2010 are effective for the

week of 5/31/2010 and not for the whole month of June. No Customer Orders are expected for that

particular week but for the following weeks. With the definition of CO Carry Over = Backward, the

FC Netting process will net the gross Forecast (1000-700=300) for the week of 5/31/2010. The 300

units of the part SYSTEM_1 will be shown as netted FC for the week of 5/31, the remaining weeks of

June will be zero.



4.5.2 Forecast Classification

4.5.2.1 Overview

Rolling horizon planning involves interweaved forecasting, planning and fulfillment steps. It is therefore

reasonable to split demand into sets of different priority as fulfillment of committed demand will

typically be considered to be of higher importance than forecast.

Forecast Classification is a process with the objective of preparing the order prioritization process that

follows later in the planning process by decomposing the demand signal generated in the previous step

and composed of customer order quantities and net forecast quantities.

4.5.2.2 Input

The input data for the process Forecast Classification is the shippable forecast after the Forecast

Netting process, customer orders and the previous commit.

Note: Previous commit is the result of the Forecast Commit process where the user

can load the available delivery plan as previous commit time series. During the next

forecast processing cycle, this series is used as input for the classification of the

forecast.

The procedure for Forecast Classification is defined by making the appropriate selection in the

Forecast Classification dialog box shown in figure below. In the upper part of the dialog, the Input

sources for forecast and customer orders are chosen. In the middle section Parameter control settings

on the classification procedure can be given. The lower section – the Output - defines where the

results shall be stored.



Figure 101: Forecast Classification dialog box




List







Net FC / SFC Net Forecast or Shippable Forecast will be selected

Open Orders / CO Open Orders or Customer Orders will be selected

Use Channel Hierarchy Classification of net forecast quantities across channels




CO Carry Over Defines how forecast quantities are matched to already available

customer order quantities

Classes Defines which demand class types are considered in the FC Classification

process

Unclassified Name of the unclassified demand can be entered here

Classified Defines the output of the classified demand


forecast



deleted

Table 202: Forecast Classification dialog box - description

4.5.2.3 Logic

Forecast Classification decomposes the demand signal into different classes, where these classes

typically are used for demand prioritization.

Decomposition is done with respect to baseline time series that are known to the system as time series

of different forecast types. A typical use case would be the decomposition into three classes given by

‘Previous Commit’, ’CO Snapshot’ and ‘Gross Forecast’. In this use case previous commits would be

considered to have the highest priority, followed by customer orders and finally gross forecast.

Decomposition is a process of iterative netting and is comparable to filling a successive row of ever

larger buckets: Proceeding by period from the first to the last period of forecast, the demand quantity

that is less than the quantity indicated by the first (topmost) baseline series for the very same period



is classified according to the class assigned to the first baseline series. The demand quantity exceeding

the level of the first baseline but less than the quantity of the second baseline series is assigned the

class of the second baseline series. This process is continued until either demand is used up or there is

demand left that exceeds the quantity of the last baseline series. In this latter case, the demand is

considered as unclassified and labeled as defined in the dialog.

Forecast Classification can make use of the Channel hierarchy just like the Forecast Netting process.

The Forecast Classification process uses the channel-mapping to identify the channel for each depot-

part-customer. The logic is as follows:


hierarchy.



Analogously to Forecast Netting, Forecast Classification also observes a specified Forecast Grid for its

iterative netting steps.

4.5.2.4 Output

In the Output-section of the Forecast Classification dialog, the user selects the name of the times

series from the available forecast types that is to hold the result of the classification process.

With the Override dropdown box, the user can select if resp. how the results of the classification

process should be merged with the chosen destination time series.

The results of the classification phase are stored within the FORECAST table that eventually holds the

classified demand. The result of the classification is given in the PRIORITY column.

4.5.3 Forecast Allocation

4.5.3.1 Overview

The steps considered so far did not consider individual orders but rather worked on the level of

aggregated quantities. Forecast Allocation now is the process where individual customer orders and

shipment forecast are allocated to the demand classes previously defined.

4.5.3.2 Input

The input data for the process Forecast Allocation is the classified demand as the output of the

Forecast Classification process.

The procedure for Forecast Allocation is defined by making the appropriate selection in the Forecast

Allocation dialog box shown in figure below. In the upper part of the dialog, the Input sources for



forecast and customer orders are chosen. In the middle section Parameter control settings on the

allocation procedure can be given. The lower section defines the allocation strategy and class change.

Figure 102: Forecast Allocation dialog box




List






Customer/List If specified, data is preselected by Customer/Customer List

Demand If specified, data is preselected by Demand Type

User Channel Hierarchy Allocation of net forecast quantities across channels




Classes Defines which demand class types are considered in the FC Allocation

process

Strategy Automatic: The sort condition happens automatically.

Sort Condition: Defines the sort condition manually.

Strict: Customer Orders may overtake other Customer Orders in the

sequence if the later one do not match to the remaining class-quantity.

Class change: Over Commit: Controls if a CO consumes the highest or lowest priority if

assigned to two or more classes

Under Commit: Class change is not allowed

Prefer SFC Shippable forecast – if available – is used to exactly fill-up the class-

quantity if the next CO in sequence exceeds it

Table 203: Forecast Allocation dialog box - description

4.5.3.3 Logic

The process takes a classified demand series as input where the classes to consider are added in the

Classes section of the dialog. It then takes customer orders and shippable forecast and matches it

against the chosen demand series.

Note: Shippable forecast (SFC) is generated during the Forecast Netting step or using

the Create SFC dialog.

The process iterates over the entire forecast horizon and, for each period, iterates over the priority

classes. Due customer orders and shipment forecasts are then classified according to the incumbent

priority class unless their quantity exceeds the bound imposed by the priority class. The sequence in

which customer orders and shipment forecasts are considered can and should be defined by the user



by choosing an appropriate Sort condition as shown in the following picture. To get meaningful

results the order’s required date (ReqDate) should be part of the sort key.

Figure 103: Forecast Allocation dialog with sort order selection

When performing the Forecast Allocation process, it can happen that orders only partially fit into the

remaining quantity of the incumbent demand class and period. In this case, the allocation can try to

find due customer orders that fit in the remaining quantity by passing those customer orders that are

too large. This strategy may lead to sort order violations and is not applied if Strict has been selected

for the sort condition in the Forecast Allocation dialog settings. Furthermore, by setting the options

in the Class Change group box, the user specifies if, to maximally utilize the available quantity of a

demand class, a customer order may be allocated to a higher class (i.e., a more important class) while

consuming from the demand quantities of the following lower classes. This behavior is referred to as

Over Commit, and the opposite – where this class change is not allowed -- as Under Commit. The

switch Prefer SFC would be used if the system should try to use-up the available demand quantity of

the incumbent class with shipment forecast rather than trying to do so with customer orders where, if

over-committing, these are moved ahead of their required date. Note that, different to customer



orders, shipment forecast is split, if its allocation would exceed the demand quantity of the incumbent

priority class and period.

Note: that Over Commit and Prefer SFC are not mutually exclusive as, naturally,

shipment forecast can only be preferred if available.

Forecast Allocation can make use of Channel hierarchy just like the Forecast Netting and Forecast

Classification processes. The Forecast Allocation process uses the channel-mapping to identify the

channel for each depot-part-customer. The logic is as follows:


hierarchy.



Forecast Allocation also observes a specified Forecast Grid.

4.5.3.4 Output

Using the options explained above, it is possible to allocate a mix of customer orders and forecast

quantities to each period and each demand class over the planning horizon. The result of Forecast

Allocation is saved to the SHIPPABLE FORECAST and CUSTOMER ORDERS tables where it is available

for further planning steps. The class assigned to individual records is given within the PRIORITY

columns.

4.5.4 Forecast Slicer

4.5.4.1 Overview

While customer orders come as individual quantities, shippable forecast shows as one more or less big

chunk after the allocation step. As this chunk would be treated as one (forecast) order during

constraint planning or material requirements planning, it might lead to the undesired effect of

depriving customer orders of resources. By slicing shippable forecast into smaller chunks, this effect

can be ameliorated.

4.5.4.2 Input

The input data for the process Forecast Slicing is the shippable forecast as the output of the Forecast

Allocation process.

The procedure for Forecast Slicing is defined by making the appropriate selection in the Slice SFC

dialog box shown in figure below. In the upper part of the dialog, the Input sources are chosen. In the

lower section Parameter control settings on the slicing procedure will be applied.



Figure 104: Slice SFC dialog box




List




Customer/List If specified, data is preselected by Customer/Customer List

By Quantity Forecast is sliced into smaller parts of the entered quantity

By Number Fixes the number of slices and equally distributes the quantity over the

parts

By Quantity and Number Combination of Number and Quantity



Append Part No The label of the priority class is extended by an additional partial order

index

Table 204: Slice SFC dialog box - description

4.5.4.3 Logic

As you could see in the Slice SFC dialog box, various parameters exist for slicing. Slicing By quantity

means that a single large forecast chunk is sliced into smaller parts of the entered quantity (except for

the first part that also takes the remaining quantity). Slicing By Number fixes the number of slices the

forecast chunk is sliced into and equally distributes the quantity over the parts. The last option, By

Quantity and Number, is a combination of the first ones.

When checking the Append Partial No, the label of the priority class is extended by an additional

partial order index. This label can then be used for sorting forecast orders when assigning numerical

priorities with the priority manager.



Figure 105: Shippable forecast before slicing

The above picture shows an example table with shippable forecast quantities before slicing. After

slicing, the forecast quantities are modified and yield the result shown in the picture below.



Figure 106: Shippable forecast after slicing

4.5.4.4 Output

A single large forecast chunk is sliced into smaller parts and will be stored to SHIPPABLE FORECAST

table.

4.5.5 Create Shippable Forecast

4.5.5.1 Overview

When processing forecasts, various time series of different forecast types are populated with data and

modified in other ways. For process steps that work on shippable forecast, like Forecast Allocation and

Forecast Slicing, it is necessary to create the correct data set. This is done with the process step



Create SFC selectable from the corresponding menu. Thus Create SFC is a planning function that (re-)

creates the shippable forecast from the available forecast for the selected forecast type (FC Type).

4.5.5.2 Input

The input data for the process Create SFC is the FORECAST table.

The procedure for Create Shippable Forecast is defined by making the appropriate selection in the

Create SFC dialog box shown in figure below. In the upper part of the dialog, the Input sources for

FC Type are chosen. The lower section – the Output - defines if and how the results shall be merged

with the already available records in the SHIPPABLE FORECAST table.

Figure 107: Create SFC dialog box



Depot/Family/List If specified, data is preselected by Depot Name, Depot Family or Depot List





FC Type Gross forecast time series will be selected from the pull down menu


forecast



ALL: the whole table will be deleted

DEPOT: deletes all records for the selected depots and the selected FC type

PART/DEPOT: all forecast with the selected part-depot combination will be

deleted

MERGE: none of the existing records will be deleted, and only new records

will be created

Table 205: Create SFC dialog box - description

4.5.5.3 Logic

Create Shippable Forecast process creates shippable forecast time series for each selected record from

FORECAST table by simply copying the attributes.

4.5.5.4 Output

The result of Create Shippable Forecast is saved to SHIPPABLE FORECAST table where it is available

for further planning steps.

4.6 Primary Demand

The Primary Demand screen provides access to the intermediate result of pre-processing the original

demand input tables (CO, AD, FC, IR).

Note: In former generations of ICON-SCP, the demand on the demand input tables

was always pre-processed prior to planning, and the intermediate result of the pre-

processing steps were not accessible.

Besides providing pure visibility to intermediate process results, limited temporary manipulation

capability is built into the screen:



Figure 108: Primary Demand screen

Temporary manipulation of Demand Group or item attributes (e.g. depot, part, dates, qty, etc) is

possible. Temporary means, that these changes are reset with the next run of the Create Primary

Demands process.

Temporary additional demand can be added (limited to Demand Origin = AD).

In the Primary Demand screen, retrieve data with the following selection criteria:


Depot/Family/List If preselected, data is filtered by Depot Name, Depot Family or Depot List.

Part/Family/List If preselected, data is filtered by Part Number Part Family or Part List.

Controller If preselected, data is filtered by Controller.

Product Line If preselected, data is filtered by Product Line.

Order Item No / List If preselected, data is filtered by Order Item No or List

Table 206: Primary Demand selection criteria






Order Item No Order Item Number of a Customer Order (CO), Additional Demand (AD) and

IR or FC demand item identifier

Demand Group No For Customer Orders (CO), the parameter CO_GROUP_MODE defines the

generation rule for order groups. Order Group level attributes are

synchronized for all items within a demand group

Depot Depot where demand is located

Part Part Number

Customer Customer reference number

Due Date Due date of the demand element considered in planning. The due date is

determined by using the Req(uested) date and Ack Date information from

the demand input, e.g. customer orders. Furthermore, it is result of the

Order synchronization step.

Preferred Date The earliest date, when the customer accepts a delivery. In case of a

deviation from due date this date is considered in case pulling demands is

enabled.


be delivered/fulfilled within Pull/Push Window, it is considered expired

Req Qty Requested Qty of Demand Group Item (partial)

Delivery Mode Delivery mode is attribute on Demand Group level that determines if partial

deliveries are allowed.

Num Priority Num Priority is attribute on Demand Group level that determines the

execution priority of a demand element. This is a result of Order

Synchronization and the following Prioritization.

Demand Origin Identifies the source table, where the demand element is stored (CO, AD,

FC, IR).

Demand No ID of the demand item on the source table

Unit Price The price this product is sold for in this specific demand.

Table 207: Primary demand report results



5 Planning Triggers and Planning Steps

Supply Chain Planning components discussed in the previous chapters together with the Planning

Engine form the information system backbone. They define core activities that guide enterprise

resource allocation, planning, collaboration and execution from procurement to product delivery to

customer.

Planning of manufacturing operations can have many different flavors. The variety reaches from pure

calculation of purchasing requirements all the way up to an advanced planning approach that

calculates both capacity and materials constraint plans.

Following chapters will provide a detail examination of each planning step:


Planning Steps

Overview

This chapter gives an example of ICON-SCP planning steps typically

programmed for our customers.

Create Primary

Demand

This chapter comprises Order Synchronization, Determination of CO Due

Date and mapping of numeric priorities.

Priority Manager Describes the demand prioritization with the Priority Manager using

patterns.

Adjust Primary

Demand

This chapter explains how to adjust the Primary Demand after the Create

Primary Demand step.

Create Firm Supply In this chapter the Create Planned Order process is briefly described

Constraint Based

Planning

Illustrates the concept of constraint Based Planning, covering Delivery

Synchronization, Proposal Generation, Work Order Pull-Ahead, Smart

Allocation, LFD Calculation and In-house Consumption

Material Requirements

Planning

This chapter provides information about the Material Requirements

Planning

Create Pegging Explains the concept of ICON-SCP Pegging: how the supply will be pegged

to demand

Reallocation Shows the concept of reallocation of supply to demand due to higher

prioritized demand.

Calculate Release This chapter comprises Releasability of demands, Releasable vs. Feasible,



Status Releasable vs. Locked, Releasability of work orders and the Calculation of

Release Status

Shortage Analysis Informs about Shortage Calculation, Dependencies, Types and Analysis

Forecast Commit Briefly explains the FC Commit process

5.1 Planning Steps Overview

The chapter “Planning Steps” explains all available planning steps in ICON-SCP. This is the most

comprehensive and most detailed set of planning steps available and also the default setup. However,

a particular ICON-SCP instance is usually configured to the actual business requirements and might

provide only a subset of planning steps or bundle some planning steps under a common label.

As the name suggests, planning steps should be followed in a certain order to achieve a correct and

sound planning result. Iterations are possible and common when exploring alternative realizations. A

typical sequence of planning steps that build logically on each other is the following series of steps:

1. Demand Processing (e.g. Forecast Netting, Forecast Classification, Forecast Allocation), as

explained in the previous chapter

2. Creation of Primary Demand

3. Demand Prioritization with help of the defined rules and patterns in Priority Manager

4. Creation of Firm Supply

5. Constraint Based Planning

6. Pegging

Between steps 1 and 2, the user will typically verify the results of Demand Processing before

proceeding. The steps 2 to 6 are often bundled together and given a common name, like e.g.

“Planning”.

After planning, the user will usually review the results of pegged supply to the requested demand and

he/she might decide to reallocate the higher prioritized demand with help of the Reallocation process

step.

The Release Status calculation and the Shortage calculation are recommended process steps. The

latter will be normally executed when it comes to root cause analysis of the shortage reasons.



5.2 Create Primary Demand

5.2.1 Overview

Create Primary Demand is a process which ensures data consistency and applies certain rules when

processing the raw information such as customer orders, additional demand, inventory reservations

and forecast and creates primary demand which then can be used for further planning. This function

deletes the already available primary demand using the selected Override and re-creates the new

primary demands.

5.2.2 Input

The input data for the Create Primary Demand process are customer orders, additional demand,

inventory reservations and shippable forecast.

The procedure for Create Primary Demand is defined by making the appropriate selection in the

Create Primary Demand dialog box shown in figure below. In the upper part of the dialog, the Input

demand sources can be chosen and specific control settings on the demand creation procedure e.g.

order grouping can be applied. The lower section – the Output – defines how the results shall be

stored.



Figure 109: Create Primary Demand dialog







IR If check box is checked, Inventory Reservations will be considered for the

creation of the primary demand

CO If check box is checked, Customer Orders will be considered for the creation

of the primary demand



Default Prio: default priority can be assigned to the customer orders

Default NP-Code: Defines the level of the no partial code. NP_NONE,

NP_PRODUCT, NP_ORDER, NP_ITEM

Group by: None, Order No, Order No + OI Group, Order No + Partial No

Use Ack Date: if check box is checked, Ack Date will be used for planning if

Ack Date it is not NULL and not in the future (typically 11/11/2222). If check

box is not checked, Req Dt is used for planning.

AD If check box is checked, Additional Demand will be considered for the

creation of the primary demand

Default Prio: default priority can be assigned to the additional demand

Default NP-Code: Defines the level of the no partial code. NP_NONE,

NP_PRODUCT, NP_ORDER, NP_ITEM

FC If check box is checked, Forecast will be considered for the creation of the

primary demand

Default Prio: default priority can be assigned to the customer orders


primary demand:


DEPOT: deletes all records for the selected depots

PART/DEPOT: all primary demand with the selected part-depot combination

will be deleted

PRIMARY KEY: deletes all records by the primary-key

MERGE: none of the existing records will be deleted, and only new records

will be created

Table 208: Create Primary Demand dialog box - description

5.2.3 Logic

5.2.3.1 Order Synchronization

During the creation of primary demands, single order lines as entered into the Customer Orders

(CO) table are grouped into internal orders that in turn have multiple order lines. This is achieved by



logically distributing the contents of the CO table into two separate tables: One holding the order

headers thus containing one record per order and another holding the order lines. The order headers

are also referred to as “order groups” and the order lines as “order items”. All orders within an order

group share a common set of attributes, like due date, partial code, priority, order date and Earliest

Requested Date (ERD), that are derived from attributes of the order items within the order group.

During this distribution process, two questions need to be answered:

1. Which records from the CO table (i.e. order lines) should be grouped together into order

groups (i.e. orders)?

2. For attributes that are to be stored on order group level: The attributes of which order line in

the group should be used as attributes for the whole group?

To answer the first question there is a parameter (referred to as CO_GROUP_MODE) that can take

three different values that determine which order lines are grouped into order groups. The selection of

the values will be done in the Group by list box in the Create Primary Demand dialog.

The effect of the selection of this parameter is as follows.

If “None” is chosen no grouping takes place.

If “Order No” is chosen, all order items with identical order number are grouped into one order

group.

If “Order No + Partial No” is chosen, all order items with identical order number and partial

number are grouped into one order group. This mode adds some flexibility in decoupling orders

as the order number itself usually cannot be changed.

If “Order No + OI Group” is chosen, only order items with identical order number are grouped

into one order group. Additionally the value in the column OI Group on the Customer Order

table is used to group order items as in the following example:

The item with OI Group = ‘000’ is used as “base item” for an order group. Other items can be

grouped into the same order group as the base item by setting the OI Group of these items to the

order item number of the base item.

Example: Grouped Order Items

In this example order items (i.e. order lines) 2, 3, 4 will be grouped into one order group and order

items 1 and 5 into another. The following figure shows the customer order table appearance when

using the OI Group for order item grouping.

Depot Channel Order

No

Item

No

OI Group Part Partial

No

Req Dt



DC1 CHANNEL-A 1000 1 000 SYSTEM_1 0 05/21/2010

DC1 CHANNEL-A 1000 2 4 SEAG 0 05/21/2010

DC1 CHANNEL-A 1000 3 4 MAIN_BOARD 0 05/21/2010

DC1 CHANNEL-A 1000 4 000 CHASSIS_R 0 05/21/2010

DC1 CHANNEL-A 1000 5 1 ASIC1000 0 05/21/2010

Table 209: Customer Order with OI Group

To answer question number 2, the system picks one order item out of all order items that are to be

grouped together into a single order group and uses the attributes of that item to populate the

respective attributes on order group level. If one of the grouping options Order No or Order No +

Partial No is chosen, the user cannot control which line item is going to be picked to provide the

attributes on order group level.

For the example above with Group by being Order No + OI Group, the line item having OI Group =

‘000’ will be used to provide the attributes on order group level.

There are three more points to consider together with the Order Synchronization process that will be

explained in following chapters.

5.2.3.2 Determination of Customer Order Due Date

On order group level there is only one single attribute available named Due Date to determine the

required delivery date of an order whereas on order line level there are two attributes: Req Date

(Required Date) and Ack Date (Acknowledged Date). By default the Req Date is used to fill Due

Date on order group level.

If the Request Date occurs prior to the Current Date, then the Due Date will be set to the Current

Date in the Primary Demand table during the creation of Primary Demand.

5.2.3.2.1 Customer Order Due Date

The initial date of a customer order to be considered for planning of course is the Customer Requested

date, meaning the date where the customer expects the delivery of the finished goods. As soon as the

customer is given an Acknowledgement Date different from the Requested Date, it needs to be decided

what date shall be used for future planning.

5.2.3.2.2 Customer Requested Date vs. Acknowledgement Date

In order to determine the demand date of customer orders, a flag on material level is serving as

reference. Three possible scenarios are supported:



1. The Customer Requested Date shall be considered as demand date, regardless if there is an

Acknowledgement Date available or not.

2. In case an Acknowledgement Date has already been given to the customer, the corresponding

date shall be used as demand date in planning. If not, the Customer Requested date shall be

used.

3. The Acknowledgement Date shall be used in any case, even if a demand has not yet been

acknowledged (in such case, the Acknowledgement Date shows up as ‘11/11/2222’, meaning

that the demand will be ignored as the date falls beyond the planning horizon). This scenario

might be used in Allocation / Managed Availability situations.

5.2.3.2.3 Earliest Requested Date

By default, ICON-SCP tries to avoid shortages by first pulling in material replenishment and looking for

available resources in earlier periods. Replenishment (and therefore Demand deliveries) will only be

pushed out in case that early replenishment is not possible.

If a customer agrees, the delivery of goods can be pulled in to an earlier date as well. The earliest

point in time the customer accepts the delivery is given by the Earliest Requested Date (ERD) and is

part of the Customer Order interface. The ERD is not mandatory information – only if there is such

date available, the demand delivery can happen earlier than the demand date (either customer

requested date or acknowledged date).

Example: Assuming that today is January 2nd . A customer orders 100 units of a finished good for the

21st of January. The customer would also accept an earlier delivery, but not earlier than January, 14th.

Based on the initial planning run results, the first acknowledgment date is January, 22nd.

Customer Requested Date: 01/21

Earliest Requested Date: 01/14

Acknowledgement Date: 01/22

Consider choosing second scenario (Acknowledgement Date if available), the demand date relevant for

planning therefore will be 01/22, which is the Acknowledged Date. Within planning, it is tried to deliver

the finished goods at 01/22, but also earlier periods would be allowed if not earlier than 01/14. The

supply taken for the demand fulfillment might be replenished earlier as well, but independently from

the ERD date, which only refers to the demand.

Assuming that the resources (both material and capacity) required for covering the demand latest by

the demand date are only available at 01/12. This would mean that at 01/12 100 units of finished



goods would be available as stock on hand, but will not be consumed before 01/14 for realizing the

goods delivery to the customer.

5.2.3.3 Fill or Kill (Expire Date)

The Preferred Date is the earliest date, when the customer accepts a delivery (Earliest Requested

Date). In case of a deviation from Due Date and if pulling demand is enabled, Preferred Date will be

the Due Date. Now, if the demand cannot be satisfied on the Due Date and needs to be pushed out,

the allocated supply will persist until the Expire Date of the demand. With the Expire Date the

allocated supply will be set free automatically for other demands.

5.2.3.4 Partial Code Mapping

During the Order Synchronization process the partial code on CO level (e.g. NP, PQ or PI) is replaced

by a partial code that is used for planning (NP_ITEM, NP_NONE, NP_ORDER or NP_PRODUCT).

Figure 110: NP Code Mapping screen

The mapping of these partial code types is controlled through the parameters table and a default value

can be assigned within the Create Primary Demand dialog.

5.2.3.5 Priority Mapping

The priority field of a line item may hold a string value like ‘HIGH’, ‘MID’, ‘LOW’ whereas during

planning priorities are stored as integers. The mapping of priorities expressed as strings to priorities



expressed as numbers happens during the Order Synchronization process and is controlled via the

Priority Mapping setting accessible through the Planning menu. The following figure shows a

mapping from verbal categories to numerical values.

Figure 111: Priority Mapping screen

The Priority Mapping screen allows users to define which categories (e.g. Customer orders or

Forecast) have higher priority to be fulfilled.



Category Category that has the priority e.g. Forecast, Customer Orders

Prio Name Priority name, can be defined to distinguish between higher/lower priority

with a category

Prio Value Priority value (numeric)

Table 210: Priority Mapping data fields

Part of a Reprioritization with the Priority Manager is overriding these numeric priorities for the

subsequent planning run.

5.2.3.6 Example

Below is an example input on the CO table and the result of the order synchronization step. The order

groups are established through Group by selection: “Order No + Partial No“.

Conflicting inputs within one order group (e.g. REQ_DATE or PRIO in the below example) are resolved

in the transformation process to ensure consistent group attributes. In the example, the order item

attributes of CO_NO = 1, 4 and 6 are selected to serve as order group attributes.



For parts P1 and P3 it is assumed that the Use Ack Date check box is checked. Therefore the value in

the Ack Date field is used to fill the Due Date field of order groups G1 and G2.

5.2.4 Output

The output of the processed primary demand are grouped orders, determined CO due dates, mapped

priorities of line items which will be written to the PRIMARY DEMAND table.

The PRIMARY DEMAND table is the basis for the Primary Demand screen.

5.3 Priority Manager

5.3.1 Overview

In a constraint environment in which material supply and capacity is limited and demand exceeds

these limitations, you may face the task of demand prioritization. In other words, the available and

limited resources shall be used by the more important demand leaving less important demand

unsatisfied. In this case, it is useful to assign priorities to demand to allocate constraint resources in

favor of high priority demand. To manage this task ICON-SCP provides the ability to flexibly assign and

modify priorities to external demand.

The Priority Manager provides the capability to define flexible rules for priority patterns that

determine the sequence to consider demand in planning. With use of the Priority Manager it is

possible to group types of primary demand such as Customer Orders, Forecast and Additional Demand



into priority buckets. The Priority Manager allows flexible rules to be defined to allow ICON-SCP to

automatically assign priorities, for example in accordance with particular parts, or a customer, or by

revenue etc. A range of parameters also controls the pattern of the actual priorities e.g. which number

a priority should start, the gap between order groupings, the gap between each priority increment etc.

Although the Priority Manager assigns priorities automatically to primary demands, users can

override the priority by manually changing the priorities at a line level.

Before introducing the different methods of demand prioritization we will first have a look at planning

priorities to understand the big picture.

5.3.1.1 Planning Priorities Steps

An overview of the planning priorities steps during a planning run is given here:

1. First, the demand/supply network needs to be initialized. During initialization, external

information on firm work orders or work orders currently in process need to be considered and

merged into the inventory and capacity picture.

2. Next and second in sequence would be the consideration of inventory and capacity reservations

(IR and CR). This typically applies when the ICON-SCP Release Framework is used. As the

naming suggests, IR and CR will reserve material supplies or capacity as specified before any

external demand is planned on the demand/supply network.

3. Next and third in sequence is the planning of external demand such as customer orders,

forecast and additional demand. In essence, demand prioritization is all about managing the

relative importance of these three demand types.

4. At last a planning run will attempt to meet soft constraints like inventory targets and process

shares.

Understanding this, we will now focus on the different methods of external demand prioritization.

5.3.1.2 General Approach of Prioritization of External Demand

The general approach to prioritize external demand is referred as “PRO”. This stands for Priority,

Required Date and Order Date. The main criteria for sequencing the demand during planning, is the

demand priority. In case of identical priorities the next criteria taken into account is the required date

of the demand. If identical as well, the order date of the demand may justify a better position in the

sequence. This approach has some simple implications:

1. If priorities are not explicitly assigned, the effective strategy for sequencing the demand for

planning remains RO.

2. If each demand element has been assigned a unique priority the effective sequence depends

only on P while RO has no effect.



More specific, there are four methods of assigning priorities to external demand:

1. Priorities are provided automatically by other systems.

2. Priorities are manually maintained within ICON-SCP per demand item.

3. Priorities are mapped on a high level, mapping e.g. pre-defined priority classes to numeric

priorities used in sequencing. This is done within the Priority Mapping table where, as a

general rule it should be observed that low numerical values represent a higher importance,

i.e. the priority value can be interpreted as the rank.

4. Priorities are managed by priority patterns within the Priority Manager. This is the most

advanced method of demand prioritization and allows for a flexible classification of loaded

demand.

5.3.2 Input

Input data for the Priority Manager are customer orders, forecast and additional demand as shown in

the Primary Demand screen.

5.3.3 Logic

Priority patterns are formulated with the Priority Manager that is accessible via the Planning menu.

The following figure shows the Priority Manager screen.



The Priority Manager assists with managing prioritization patterns. Patterns are composed of rules

that in turn refer to a primary demands, apply to demand items that match filter criteria and sort those

matched elements according to ordering criteria. Several rules are combined to a named pattern where

rules can be part of more than one pattern. This way, changing a rule also can lead to changes in the

prioritization results of those patterns including the rule. On the other hand side, rules do not have to

be part of any pattern.

The prioritization works by filtering the loaded demand picture according to the rules of the active

pattern in the order specified by the execution sequence (top-down). For all the demands that match

the incumbent rule, the rank is determined according to the order given by the ranking sequence (top-

down). The numerical priority value is then assigned based on the settings for RANK OFFSET, RANK

DELTA, PRIORITY DELTA and MODE entered in the dialog that opens when the prioritization based

on the active pattern is started (or previewed). The following figure shows this dialog.

Figure 112: Priority Manager screen



5.3.3.1 Patterns

The Patterns section lists all defined patterns. Besides the name of the pattern a short description of

the particular pattern is shown in the second column. The Cycle Pattern field shows the standard

pattern for batch processes.

The buttons, located in the upper left part of this section, have the following functions:

Copy Pattern

Generates a copy of the currently selected pattern. The copy needs

to be renamed. Please do not use any special characters (* or ´ or _

or, etc).

Preview Pattern

Displays the complete priority assignment of a Priority Pattern in a

preview.

Execute Pattern Executes the priority assignment for the selected pattern.

Set Cycle Pattern Sets the cycle pattern

Table 211: Buttons description

Figure 113: Patterns screen



Figure 114: Preview Pattern, Execute Pattern and Cycle Pattern dialog boxes

The Preview Pattern and Execute Pattern dialog boxes always refer to the previously selected

Pattern Name from the list. Unlike in the Cycle Pattern dialog box, here the user will select the

Pattern name in the Cycle Pattern dialog box itself and assign the Rank and Priority which then will

be used by the batch processes.

In the pop-up window, parameters for priority assignment can be reviewed before confirming with OK:

Parameter Description

Pattern Select the Pattern which will be used by the batch process as cycle pattern (the

Pattern can only be selected in the Cycle Pattern dialog box)

Rank Offset Offset value for the first rule in the numerical priority sequence

Rank Delta Delta to calculate the offset of all other rules in a pattern.

Rank Mode Start-Start will calculate the offset of a rule based on the offset of the previous

rule plus the value of Rank Delta. Finish-Start will calculate the offset of a rule

based on the last priority value used in the previous rule plus the value of Rank

Delta

Priority Delta Priority Delta between subsequent demand items within a rule

Table 212: Priority assignment parameter

5.3.3.2 Rules

The Rules section comprises all rules of all patterns.



Figure 115: Rules screen

Guidelines for priority rules are as follows:

A rule can be part of a pattern, but does not need to be.

A rule can be part of multiple patterns.

A rule may only appear ONCE in a given pattern.

Modify a rule and it affects all patterns that contain that rule.

Copy a rule if you want to use it as a template for a new or modified one.

(Highlight the rule you want to copy and type Ctrl+I)

Drag and Drop this new rule to the selected pattern to the desired position.

The four buttons, located in the upper left corner of the Rules section, have the following functions:

Filter Criteria Opens the Query Builder to define the selection for the rule.

Order Criteria Opens the ‘Sort Builder to specify the column(s) by which orders will be

sorted and prioritized within the selection of the particular rule.

Preview Rule Generates a list of the orders that match the rule’s filter criteria.

Execute Rule Executes the priority assignment for the selected rule.




Figure 116: Preview Rule and Execute Rule dialog boxes

In the pop-up window, parameters for priority assignment can be reviewed before confirming with OK.

The Rules table gives the following information about the defined rules:


Rule Rule name

Description Description of the rule

Filter Criteria Shows the defined filter criteria

Order Criteria Shows the defined sort criteria.

Table 214: Rules report results

5.3.3.3 Pattern Details

The Pattern Details section to the right of the Priority Manager window allows defining and reviewing

the rules assigned to a priority pattern. It is divided into two lists:

Pattern Details [Execution]

Pattern Details [Ranking].



Figure 117: Pattern Details

The Pattern Details [Execution] list contains the order in which several subsets of the complete set

of demand are taken out of the complete quantity of demand. The Pattern Details [Ranking] list

contains the order in which those subsets of demand will be processed.

Both lists feature the following buttons:

Move Rule to top Moves the selected rule to the top of the list.

Move Rule up Moves the selected rule upwards.

Move Rule down Moves the selected rule downwards.

Move Rule to bottom Moves the selected rule to the bottom of the list.

Remove Rule Removes the selected rule from the list

Copy Sequence Copy sequence from Execution to Ranking and vice versa




5.3.3.4 Example

The following conceptual example illustrates the usage and parameter selection of the priority

manager. For this example, orders and order items as shown in the tables below are given. Two rules

are defined:

RULE 1: “PART = P1” SORT by ASC QTY

RULE 2: “(PART = P2) AND (QTY>20)”

The execution sequence is set to (in top-down order): RULE 1, RULE 2. The ranking sequence is also

set to (in top-down order): RULE 1, RULE 2.

The parameters are chosen as follows: RANK OFFSET = 10, RANK DELTA = 50, MODE = SS (start to

start) and PRIORITY DELTA = 5.

Rule 1 establishes rank 1 with the identified two items (G1 / G2). G2 has higher priority than G1 (asc

by qty). The first priority is applied after PM_RANK_OFFSET with a delta between the two Order Groups

of 5 (PM_PRIORITY_DELTA)

Rule 2 establishes rank 2. The delta between the two ranks (PM_RANK_DELTA) is defined with 50.

PM_RANK_MODE = start to start defines, that the delta between the rank is calculated as delta

between the first OrderGroup of each rank.

G3 is not touched by any rule. Therefore the original priority of G3 is not changed by this example

pattern.



Result:

NUM_PRIO has been modified for the Order Groups that were referenced by rules of the active pattern.

Certain combinations of these methods are possible and depend on the business scenario.

Note: In case demand items are grouped (see sections 5.6.3.6 and 5.6.3.2) each item

of the group must have the same priority. If this is not the case, the planning system

will arbitrarily choose one of the assigned priorities among the items of the group.

5.3.4 Output

The output of the Priority Manager is prioritized and sorted demand (customer orders, additional

demand, forecast) stored to PRIMARY DEMAND table. The demand is now ready to be processed

through the Constraint Based Planning process.

5.4 Adjust Primary Demand

5.4.1 Overview

Adjust Primary Demand is a process which adjusts primary demand as shown in the Primary Demand

screen and writes the data back to PRIMARY DEMAND table.

5.4.2 Input

The input data for the Adjust Primary Demand process are primary demand data (customer orders,

additional demand, inventory reservations and shippable forecast) as shown in the Primary Demand

screen.

The procedure for Adjust Primary Demand is defined by making the appropriate selection in the

Adjust Primary Demand dialog box shown in figure below. In the Input part of the dialog box

sources for demand are chosen.



Figure 118: Adjust Primary Demand







Order Item No /

List

If specified, data is preselected by a particular Order Item No or a list of OI

numbers

Demand Origin If specified, data is preselected by customer orders, additional demand,

inventory reservation or forecast (or all)

Start Date End

Date

Time horizon for which the primary demand shall be adjusted

Prio Factor Priority Factor will be assigned

Table 216: Adjust Primary Demand description

5.4.3 Logic

Adjust Primary Demand process ensures that each delivery(-item) refers to a unique primary demand

item. If one primary demand item is fulfilled with two partial deliveries the process splits the primary

demand item into two. Then, the attributes of the primary demand item are adjusted to the delivery:



Due Date:=Delivery Date,

Req Qty:=Delivery Qty,

Num Priority:=”bucket-number of delivery-date”*prio-factor

5.4.4 Output

The output of the process Adjust Primary Demand is the adjusted primary demand stored to the

PRIMARY DEMAND table.

5.5 Create Firm Supply

5.5.1 Overview

Create Firm Supply processes the raw supply information available as Firm Planned Order (FPO), Inter

Warehouse Transfer (IWT), Purchase Order (PO) and Work Order (WO) into consistent firm supply

elements for planning input. This process deletes the already available firm supply and re-creates the

new firm supply.

5.5.2 Input

Input data for the Create Firm Supply process is the raw supply information available as Firm Planned

Order (FPO), Inter Warehouse Transfer (IWT), Purchase Order (PO) and Work Order (WO).

The procedure for Create Firm Supply is defined by making the appropriate selection in the Create

Firm Supply dialog box shown in figure below. In the upper part of the dialog, the Input sources for

supply information are chosen. The lower section – the Output - defines how the results shall be

stored.



Figure 119: Create Firm Supply dialog box







Input IWT: records from the IWT table will be processed

PO: records from the PO table will be processed

WO: records from the WO table will be processed

FPO: records from the FPO table will be processed

Reserve Flag Defines what resources must be reserved by planning: BOTH, MATERIAL,

CAPACITY, NONE;

Select the default Reserve Flag for each of the three process-specific input

tables.



Overdue PO Defines the number of buckets which determine the overdue order

Override The Override mode determines, what should happen with the previous firm

supply


DEPOT: deletes all records for the selected depots


deleted

PRIMARY_KEY: deletes all records by the primary key

MERGE: none of the existing records will be deleted, and only new records will

be created

Table 217: Create Firm Supply dialog box - description

5.5.3 Logic

The Create Firm Supply dialog box offers the possibility to create firm supply using only the selected

input elements (IWT, PO,WO and FPO) and to further restrict the input elements using the filter builder

tools. If for example only IWT will be selected for the input criteria, then all records from the table IWT

will be processed through Create Firm Supply process and will be loaded to the FIRM SUPPLY table.

The Create Firm Supply process calculates the Reserve Flag based on the certain rules:

For FPO no Reserve Flag will be set.

For IWT/PO/WO the order status will be mapped through the mapping table SUPPLY ORDER

STATUS MAPPING.

Figure 120: Supply Order Status Mapping



The Overdue PO entry field defines the number of buckets which determine the overdue order.

The Override mode determines, what should happen with the previously available firm supply. By

selecting ALL from the pull down menu, this would results in deleting all records from the output table.

By selecting DEPOT or PART_DEPOT, this would delete all records for the selected depots (and

accordingly for the selected part-depot combination). The PRIMARY_KEY selection deletes all records

by the primary key whereas MERGE results in creation of the new records without deleting the existing

records.

5.5.4 Output

The output of the Create Firm Supply process are consistent firm supply elements ready for planning

input. The output is stored to the FIRM SUPPLY table.

5.6 Constraint-Based Planning

5.6.1 Overview

Constraint-based planning is taking the unconstraint planning approach one step forward, considering

the constraints of parts. If a part is set to constrain the plan (this can be defined on part level that

means parts can individually be set to constraint or unconstraint mode), it will not "overbook”.

(Overbooking means that the system allocates a resource even though it cannot deliver). Instead, the

material will only be scheduled once the specific constraint on that part is resolved, e.g. after the

external lead time. However, the implication on the overall plan can be significant.

5.6.1.1 Constraints

This chapter gives insight into constraints and their impact on the production and the shipment of the

products.

Example: A typical example for a constraint could be missing material. If e.g. a manufactured

computer requires a specific CPU cooler or even just a label with licensing information on it, these

parts are constraints that, if missed, prevent the computer from being shipped. Only once the cooler is

inserted or the label is attached to the product, it may leave the factory.

Component parts can thus constrain the production and the shipment of a product.

Example: Another typical example are manufacturing capacities. If a factory has just one assembly

line that has a maximum output of 3000 units per day, then this factory has a manufacturing

constraint in its capacity as it cannot provide more than 3000 units on one day.



Besides materials and production or manufacturing capacity, labor can also be considered as potential

constraint. However, having a constraint on any resource (we will use the term resources in the

following in a sense that can both describe material and production resources) does not necessarily

mean that products cannot be built in time. If the demand on a resource is less than its constraining

value, then the resource is not causing any problem: it is not a “pacing” constraint.

5.6.1.2 icon-scm Process Steps

Following figure illustrates the icon-scm process steps. A particular ICON-SCP instance is usually

configured to the actual business requirements and might provide only a subset of process steps. A

typical sequence of process steps is the following:

1. Load the Master Data

2. Load the processed and prioritized Demand

3. Load the processed Firm Supply and OH


5. Request Material/Capacity

6. Load Suppliers Material/Capacity commits


8. Save the current delivery plan as Forecast series



Figure 121: ICON-SCP Process steps

5.6.2 Input

The Input data for the Constraint Based Planning is the master data, together with the prioritized

Primary Demand, Inventory and Firm Supply.

Constraint Based Planning dialog box offers a number of settings that can be switched off or on

(resp. parameterized) to control the planning algorithm. Typically, the default values suffice and should

only be changed by expert users.



Figure 122: Constraint Based Planning dialog box

Following table explains the settings from the Constraint Based Planning dialog box:

General Description Default value

Late Procurement Instead of procuring material as late as possible the

procurement occurs at the demand date.

true

Backward pulling If a process cannot produce material at the required bucket

any earlier bucket will be checked automatically.

true

Replan cycle Percentage value between 0 and 100 that specifies that

after every AUTO_REPLAN_CYCLE% of orders a replan

should be triggered.

-1 (disabled)

Depth first search Instead of using existing inventory a new procurement is

preferred.

false



Block capacities A process has to synchronize material and capacity

availability. This will be done either during the top-down

navigation or later on during the bottom-up step.

true

Cut sub trees Improves planning performance by using a heuristic to

reduce the search space depending on the planning history

true

Resort

components

Resort components after a fail to check critical components

first.

true

Soft constraints Description Default value

Pull Demands Executing goals i.e. demand goals for ERD planning true

Pull Late

Demands

Executing goals i.e. demand goals for ERD planning false

Repair safety

stocks

Process tries to achieve safety stocks for parts. true

Repair forbidden

buckets

Process tries to avoid productions within forbidden buckets. true

Repair lot sizes Process tries to achieve the lot-size quantities. For more

information, see chapter 5.6.3.7

true

Repair shares Process tries to perfectly match the share to consider by

rebalancing demand from one alternative to the other.

true

Repair priorities Process tries to perform priority-based alternative usages. true

Repair

unconstraint

parts

Process tries to procure material for unconstraint parts. true

Inhouse

Consumption

Description Default Value

Jump over BoM Create shortcuts jumping over BoMs with more than a

single component. I.e. create a shortcut to each component

to check for inhouse inventory. Thereby, there is no

guarantee that the other components have also available

material. For more information, see chapter 5.6.3.6

true



Inhouse jumps

over alternative

BoM

Create shortcuts jumping over alternative components. I.e.

create a shortcut to each alternative component to check

for inhouse inventory. For more information, see chapter

5.6.3.6

false

Advanced Description Default Value

Repair with

Pulling

Dynamic inventory constraints can be achieved by either

procuring new material and freeing dispensable amount

later on or by shifting existing supplies.

false

Repair with

replan

Performs a full replan when applying safety stock

constraints or repair shares of alternative components.

false

Pull late WO Lot-size constraints can be achieved by either increasing

and decreasing productions or by shifting later productions.

false

Reverse share

repairs

Repair shares from the future to today. false

Log Statistics Genesis will log the value of planning parameters. false

Table 218: Constraint Based Planning settings description

5.6.3 Logic

5.6.3.1 Delivery Synchronization (Order Partialling)

Within the ICON-SCP model, customer order demands can be grouped to order groups. The goal of

such grouping is to consider the order groups as entity in planning, which shares several common

attributes. During the determination of the delivery date of such an order group, the partialling rule of

the order group will be evaluated. This rule indicates if the order delivery is allowed to be done in

partials or not.

There are four different delivery modes, which will be explained by using the following example:

A customer may enter an order of 10 units of a certain PC, 10 monitors and 20 keyboards. The order

number is 12345678, whereas the order items have the following values:

Order Number Item Number Product Due Date Quantity

12345678 0010 PC 07/30 10

12345678 0020 Monitor 07/30 10



12345678 0030 Keyboard 07/30 20

Table 219: Delivery Synchronization Example

Considering the four different delivery modes, the following example results for deliveries are possible:

Complete Delivery: Only a single delivery to the customer is allowed. This delivery must contain all

items of an order group with full quantity. This is the most restrictive mode.

Delivery

Partial

Order

Number

Item

Number

Product Due Date Delivery

Date

Delivery

Quantity

1 12345678 0010 PC 07/30 08/05 10

12345678 0020 Monitor 07/30 08/05 10

12345678 0030 Keyboard 07/30 08/05 20

Table 220: Delivery Synchronization - Complete Delivery

Full-Item: Partial deliveries to the customer are allowed, but each order group item must be delivered

entirely. Several items may be delivered separately.

Delivery

Partial

Order

Number

Item

Number


Date

Delivery

Quantity

1 12345678 0010 PC 07/30 07/30 10

12345678 0020 Monitor 07/30 07/30 10

2 12345678 0030 Keyboard 07/30 08/05 20

Table 221: Delivery Synchronization - Full Item

Proportional: Partial deliveries to the customer are allowed, but each (partial-) delivery to the customer

must contain an amount of every item.

The ratio of the delivery amounts must be the same as the ratio of the original order quantities.

Delivery

Partial

Order

Number

Item

Number


Date

Delivery

Quantity

1 12345678 0010 PC 07/30 07/30 2

12345678 0020 Monitor 07/30 07/30 2

12345678 0030 Keyboard 07/30 07/30 4



2 12345678 0010 PC 07/30 08/02 3

12345678 0020 Monitor 07/30 08/02 3

12345678 0030 Keyboard 07/30 08/02 6

3 12345678 0010 PC 07/30 08/05 5

12345678 0020 Monitor 07/30 08/05 5

12345678 0030 Keyboard 07/30 08/05 10

Table 222: Delivery Synchronization -Proportional

Partial: Partial deliveries to the customer are allowed. There is no restriction in terms of that order

items or quantities must be synchronized. Therefore, any (partial-) delivery to the customer is allowed.

Delivery

Partial

Order

Number

Item

Number


Date

Delivery

Quantity

1 12345678 0010 PC 07/30 07/03 10

12345678 0020 Monitor 07/30 07/03 2

12345678 0030 Keyboard 07/30 07/03 1

2 12345678 0020 Monitor 07/30 08/02 5

12345678 0030 Keyboard 07/30 08/02 19

3 12345678 0020 Monitor 07/30 08/05 3

Table 223: Delivery Synchronization - Partial

5.6.3.2 Shopping Baskets

The concept of Shopping Baskets very closely relates to the Delivery Synchronization described in the

previous section. It is typically used in Make-To-Order environments when a product is customized and

the order contains items specifying the key components. The concept will be explained by using the

following set Partial No accordingly in example.

A customer may enter an order for one PC and one monitor. The customer accepts separate deliveries

of the PC and the monitor. The monitor is one article whereas the PC is customized having a specific

Chassis, CPU, HDD, DVD, Memory and Keyboard. The order number is 87654321, whereas the order

items have the following values:

Order Number Item Order Item Product Due Date Quantity



Number Group/Partial No

87654321 0010 0000 / 001 Chassis 07/30 1

87654321 0020 0010 / 001 CPU 07/30 2

87654321 0030 0010 / 001 HDD 07/30 1

87654321 0040 0010 / 001 DVD 07/30 1

87654321 0050 0010 / 001 Memory 07/30 2

87654321 0060 0010 / 001 Keyboard 07/30 1

87654321 0070 0000 / 002 Monitor 07/30 1

Table 224: Shopping Baskets Example

There is one additional piece of input information required to define the groups of items that belong to

each other. This is either the order item group or the partial no.

In case the order item group concept is used there is one base item per accepted delivery. This base

item has an order item group value that points nowhere (here: 0000). All other items of that accepted

delivery point to the item number of the base item. For example, the item with item number 0060, the

keyboard, has order item group identifier 0010 which in turn is the item number of the Chassis, which

is the base to this Shopping Basket. Therefore the keyboard belongs to the Chassis. This also applies

to the two memory banks, the DVD, the HDD and the two CPUs, thus making up one Shopping Basket

that defines the desired PC.

The item with item number 0070 is a base by itself (0000) with no other item pointing to it. This

defines a Shopping Basket with only one item.

The partial no concept is an alternative way to group items together without having such thing as a

base. All items that belong together have the same partial no assigned to them.

Delivery

No

Order

Number

Item

Number

Order Item

Group/

Partial No

Product Due

Date

Delivery

Date

Delivery

Qty

1 87654321 0010 0000 / 001 Chassis 07/30 8/15 1

1 87654321 0020 0010 / 001 CPU 07/30 8/15 2

1 87654321 0030 0010 / 001 HDD 07/30 8/15 1

1 87654321 0040 0010 / 001 DVD 07/30 8/15 1



1 87654321 0050 0010 / 001 Memory 07/30 8/15 2

1 87654321 0060 0010 / 001 Keyboard 07/30 8/15 1

2 87654321 0070 0000 / 002 Monitor 07/30 7/30 1

Table 225: Shopping Baskets Example (cont.)

Note: There cannot be an inventory built up for products defined by shopping basket

with more than one item.

Following furthers the knowledge concerning the order synchronization and shopping baskets in case of

partial number concept.

Configuration of the Create Primary demand dialog box should consider for CO:

Default NP-Code = NP_NONE

Group by = Order No + Partial N

Following table shows several examples, which should explain the logic of NP Code and Partial No. It

shows how the NP Code, Partial Number need to be defined in order to deliver expected results under

“Meaning”.

Shopping

baskets

Meaning Order

Number

Order

Line

Item NP Code Partial

No

Partial shipment allowed 111111 1 AAAA NP_NONE 1

Partial shipment allowed 111111 2 BBBB NP_NONE 2

Partial shipment allowed 111111 3 CCCC NP_NONE 3

Partial shipment allowed 111111 4 DDDD NP_NONE 4

1 Partial shipment order not

allowed

222222 1 AAAA NP_ORDER 1


allowed

222222 2 BBBB NP_ORDER 1


allowed

222222 3 CCCC NP_ORDER 1


allowed

222222 4 DDDD NP_ORDER 1



2 Partial shipment line not allowed 333333 1 AAAA NP_ITEM 2

3 Partial shipment line not allowed 333333 2 BBBB NP_ITEM 3

4 Partial shipment line not allowed 333333 3 CCCC NP_ITEM 4

5 Partial shipment line not allowed 333333 4 DDDD NP_ITEM 5

6 Line 1 and 2 are shipped

together and partial not allowed























Partial shipment line allowed 555555 5 EEEE NP_NONE 5

10 Partial shipment line not allowed 555555 6 FFFF NP_ITEM 10

Table 226: Order Synchronization examples

Rules:

If partial shipments are not allowed, Partial no should be equal to Shopping Basket id

If partial shipments are allowed (no Shopping Basket ID available), Partial No should show

Order Line number and NP Code should always be populated (with NP_NONE)

If it is intended to ship lines of one order together, NP_CODE should show “NP ORDER” for the

according lines (Partial No shows the Shopping Basket ID)



5.6.3.3 Proposals Generation

In case demand cannot be fulfilled from existing supply (inventory and firm supply), the ICON planning

system will generate supply proposals in order to bridge the gap between demand and (confirmed)

supply. Depending on the planning processes available and chosen by the planning engine (e.g.

production, procurement or supply chain transfers), the proposals are either work order proposals,

purchase order proposals or stock transfer proposals. When creating the proposals, constraints such as

lead times, frozen times, re-order cycles or lot sizes are of course taken into consideration.

5.6.3.4 Work Order Pull-ahead vs. Demand Delivery

In order to ensure that demands will be fulfilled in time, the ICON-SCP planning efficiently avoids

shortages of material or capacity by looking for available resources in earlier buckets, before pegging

to later material or capacity that will delay the demand.

Work orders, which will be created in order to peg against the demand, will be placed by the planning

engine in the previous buckets, if possible.

Figure 123: Work Order Pull-Ahead

Order Delivery:

The (independent) demand, which triggers the creation of a work order, will not be pulled in. After the

work order is finished the material would be available as inventory as long as it is not consumed by the

demand.

5.6.3.5 Smart Allocation (Smart vs. Hard Allocation)

ICON-SCP supports both hard and soft supply allocations. Material can be hard allocated automatically

if a sales order has been released, meaning the materials are now tied to that order. Users also have



the ability to enter inventory reservations at the part level or the order level. The soft

allocation/pegging is very advanced whereby material may be loaned from higher priority orders to

lower priority orders if the higher priority order contains a secondary shortage as long as the delivery

status of that order is not worsened. If an order is locked and cannot be released anyway, material will

be loaned to lower priority orders.

The ICON-SCP Smart Allocation Logic improves the planning result by freeing up resources (material or

capacities) from high prioritized demand and assigning it to lower prioritized demand if (and only if)

the higher prioritized demand fulfillment is not endangered by this action.

5.6.3.5.1 Smart Allocation (ICON-SCP Logic)

Following example illustrates the principle of the Smart Allocation Logic:

There is a demand of 150 units (Order 1) for the Part A with Priority 1 (highest priority) and demand of

50 units (Order 2) for the Part A with the Priority 2. The due date for the highest priority order is t=4,

for the second order t=2. There are 100 units FGI (finished goods inventory). The supply is limited

after t=4.

The following picture depicts the demand-supply situation for the order with Priority 1. 100 units of FGI

available on the t=4 are not sufficient to satisfy the demand for the Order 1. The 50 units missing can

be replenished one day later on the t=5, so the Order 1 with the highest priority can only be scheduled

one day later on the t=5.

According to the Soft Allocation Logic the supply can be reallocated from a higher prioritized order to

an order with lower priority, if the due date for the lower prioritized order is earlier as for the higher

prioritized order.

In the graph below (Example 2) the Order 2 (demand=50 units) with the Priority 2 is added. This

demand can be fulfilled from the available FGI. The order is scheduled for the t=2 and can be delivered

on time. Shortage on Priority 1 order is still visible.

Figure 124: Smart Allocation Example I



Figure 125: Smart Allocation Example 2

In the next graph below (Example 3) an order with Priority 3 with the demand = 50 units is added. It

is scheduled for the t=1 and can be delivered on time. The order with the Priority 2 (demand = 50

units) also can be delivered on time, as there is enough supply available (100 units FGI) to satisfy both

orders.

Figure 126: Smart Allocation Example 3

Summary:

The Smart Allocation Logic checks for options and increases the output (resolves shortages) by freeing

up supply for lower prioritized demands, but at the same time ensures that the high priority order is

not pushed out to a later delivery date than without the logic.

5.6.3.5.2 Hard Allocation (ERP Logic)

Next example represents allocation results with hard allocation logic and demonstrates the inflexibility

of this approach.

The supply for the Prio 1 order is one day late, therefore the Prio 1 order can be scheduled only on the

t=5 (instead of t=4). Hard allocation logic reserves the supply for this order immediately, which means

that starting from t=1 supply is no longer available for other demand (Example 1).



Figure 127: Hard Allocation Example 1

The Prio 2 order scheduled initially for the t=2 gets rescheduled and is now 3 days late. Hard allocation

misses option to deliver Prio 2 ontime. Similarly Prio 3 order cannot be scheduled prior t=5 as well

(Example 2).

Figure 128: Hard Allocation Example 2

As the result all three demands are late due to inflexibility of the hard allocation logic.

5.6.3.6 In-house Consumption

During Demand Supply Matching, ICON-SCP checks on every single stage of the supply network if

supply is available to cover the demands. Consequently, the available supply of alternative materials

within an Alternative group is also considered if a demand meets a production process using a bill of

material containing this Alternative group. This default behavior might lead to situations, where

procurement triggers of an alternate part might be created, even though, supply of another alternate

part is available on-hand and can be made available easily instead.

A scenario might be that one material is procured from two different (external) suppliers. The supplier

split shall be that both suppliers shall be responsible for 50% each of the requirements. Both suppliers

deliver the materials to a supplier specific hub location.



Figure 129: In-house Consumption - Supplier example

It might happen that according to the supplier split a procurement trigger signal (proposal) is created

to Supplier B although WEST_DIG_C1 is available on-hand in the Supplier A Hub Depot. Thus, instead

of keeping the supplier split, business priority might be to use up available in-house supply (available

in hub depots) instead of replenishing from external.

ICON-SCP addresses such requirement by applying Inhouse Flag to components, sub-components,

alternatives, and activating Jump over BoM and Jump over Alternative Components checkboxes -

which triggers that for flagged components, sub-components, alternatives, any supply is preferred over

supply on non-flagged ones. The ICON-SCP In-house Consumption logic ensures that the material

availability of the in-house flagged material will be checked first, before procurement triggers are

created.

Important: In-house material is not only on-hand inventory. In-house material also

includes the projected inventory, meaning all in future available material until the end

of horizon.

Important:In-house Consumption affects alternative BoMs but it does not affect

alternative processes.

The following chapters explain the concept of the Inhouse Flag, Jump over BoM checkbox and

Jump over Alternative checkbox

5.6.3.6.1 Inhouse Flag

When the system is facing choices between different alternative components, it would generally follow

the Share/Priority settings in the Bill of Materials table. And if inhouse is being considered, the system

will check for inventory at the top alternate choices level, but not the components level of those

alternatives. ICON-SCP has introduced the Inhouse Flag and the Alternative Flag for this purpose.

Applying the Alternative Flag to the parent component and the Inhouse Flag to the alternative

components, the system will ensure that the inventory of the parent component is considered first and



if not sufficient, then the alternative components will be considered. Only after that, the system

creates proposals for the alternatives.

Figure 130: Inhouse Flag example

Looking at the graphic above, you will need to set the Alternative Flag at the Finished Good, and the

Inhouse Flag at Alternative 1 and Alternative 2. The sequence of the inhouse supply consumption

check is given as following:

1. Finished Good (ordinary check for material)

2. Alternative 2 (in-house check for material)

3. Alternative 1 (in-house check for material)

Alternative 2 is checked before Alternative 1 due to higher share. Even if the Inhouse Flag is set for

Component 1 and Component 2, the system will consider only the components in the red box.

5.6.3.6.2 Jump Over Bill of Material

Applying the Alternative Flag to the parent component and the Inhouse Flag to the alternative

components and its sub-components in conjunction with the Jump over BoM checkbox, the system

will ensure that the inventory of the parent component is considered first and if not sufficient, then the

alternative components will be considered second and if not sufficient, then the sub-components

inventory will be checked as well . Only after that, the system creates proposals for the alternatives.

The Jump over BoM checkbox allows the system to look for inventory of components at multiple

levels until it reaches another alternate choice.



To illustrate this behavior, let us have a look at the following graphic:

Final Good

Alternate 1 Alternate 2

Component 1 Component 2

Group 1

Alternative BAlternative A Component A

Component X Component Y

Group 2

Finished Good

Alternative 1 Alternative 2

Component 1 Component 2

Group 170%30%

70%30%

Figure 131: Jump over Bill of Material example

Two alternative groups are defined (Group 1 and Group2). The Alternative Flag is set at the parent

part, Finished Good, and the Inhouse Flag is applied to all components below Finished Good (all blue

circles). The Jump over BoM checkbox is checked. With this setup, the inventory is checked for all

components within the red framed box:


2. Components of the Group 1 (inhouse check for material)

3. All sub-components directly linked to each other (JoBoM check for material)



The inventory is checked until it reaches the Alternative Group 2. At this, the inventory of the

Alternative Group 2 and of all its’ sub-components is not considered.

5.6.3.6.3 Jump Over Alternative Components

When it comes to defining In-house Consumption for lower level alternatives, ICON-SCP has introduced

the Jump over Alternative Components checkbox for this purpose. As already stated, applying the

Alternative Flag to the parent component and the Inhouse Flag to the alternative components, the

system will ensure that the inventory of the parent component is considered first and if not sufficient,

then the higher level alternative components will be considered. For the system to consider the lower

level alternative components, too, the Alternative Flag needs to be checked at lower level parent

component, the Inhouse Flag needs to be applied to the lower level alternative components (children

of the parent), and the Jump over Alternative Flag is required to be checked. The system will look

for inventory of alternative components at multiple levels until it reaches a non-alternative component.

Only after this, the system creates proposals for the alternatives. The graphic bellow illustrates the

behavior when Inhouse Flags are applied to all components below Finished Good (all blue circles),

the Alternative Flag is applied to Finished Good and Alternative1, and the Jump over Alternative

Components checkbox is checked:

Figure 132: Jump over Alternative Components example

All parent components of the alternative children require Alternative Flag in order to be considered

by the system in the proper way.



The Alternative Group 1 is directly linked to the Alternative Group 2. Since there is no non-alternative

component in between, the system verifies all inventories in the red framed box. With this setup, the

inventory is checked for all components within the red framed box:


2. Components of the Group 1 (inhouse check for material)

3. All sub-components directly linked to each other (JoAC check for material)

In the Figure 131: Jump over Bill of Material example from the previous chapter, the Inhouse Flag

will be applied to all components below Finished Good (all blue circles), the Alternative Flag will be

applied to Finished Good and Component1, and both checkboxes will be checked (Jump over

Alternative Components and Jump over BoM) in order for the system to check all inventories,

before it applies the split definition and triggers procurement proposals.

Excursus:

Repair Shares flag & Repair Priorities flag are checked by default in the Constraint Based

Planning dialog box. These two flags are the Repair Soft Constraints steps that happen at the end of

the planning run. In conjunction with the Inhouse Consumption, this means that the system verifies if

the inventory amount is sufficient to cover the demand, and if inventory found, it still can consume

only a portion of it because at the same time it tries to satisfy the defined alternative shares (to repair

the shares). This again can result in creation of proposals even though there is sufficient inventory and

the Inhouse Flag is set for the concerning components.

5.6.3.7 Repair Lot Sizes

In order to learn about Repair Lot Sizes Flag, it is important to understand how Pull Flag works.

5.6.3.7.1 Pull Flag

Important: Pull Flag in Part Depot Setup is designed to work in conjunction with

Inhouse Consumption. Using Pull Flag without Inhouse Consumption is unnecessary

and most likely produces results hard to explain and understand. ICON-SCP currently

does not support modeling full lot size pulling as hard constraint. The following

explanations and example simply describe the planning logic behind Pull Flag, they

are not intended as example use cases.

Pull Flag reserves materials for demands from the designated depot according to the Minimum

Order Quantity and Multiple Order Quantity in the Process Setup table. Material will remain in

the supplying depot if it is not used up. If demand in the designated depot has not fully depleted the

materials, it can be used for demands from other depots.



When the planning engine tries to satisfy demand in the priority order, the demand that the engine is

considering is not constrained by its Pull Flag. That demand can be satisfied even when it is out of the

Minimum Order Quantity & Multiple Order Quantity range.

Pull Flag should be checked at the receiving depot in the Part Depot Setup table.

Minimum Order Quantity and Multiple Order Quantity alone does not affect the planning result if

it is not used in conjunction with Pull Flag or Repair Lot Sizes Flag.

In order to make it simple and isolate the Pull Flag explanations, the following examples have its

Repair Lot Sizes Flag unchecked.

To illustrate this behavior, let us have a look at an example. The following table shows the Part Depot

Setup screen:

Depot Part Pull Flag

CM1 SYSTEM_1 Uncheck

CM2 SYSTEM_1 Uncheck

VH1 SYSTEM_1 Uncheck

Table 227: Part Depot Setup screen

For now, the Pull Flag will be unchecked.

The following table shows the Process Setup screen:


Type

Lead

Time

Frozen Min Order

Qty

Mult

Order Qty

CM1 SYSTEM_1 VH1 Depot 0 0 10 10

CM2 SYSTEM_1 VH1 Depot 0 0 10 10

VH1 SYSTEM_1 Supplier_X Supplier_X 10 10 0 1




Figure 133: Pull Flag unchecked

In this example, there are supplies of 10 in VH1, priority 1 demand of 6 at CM1, priority 2 demand of 4

at CM2. When Pull Flags are unchecked, both orders can be satisfied on time even though the

Multiple Order Quantity is 10.

When Pull Flag is checked:

Depot Part Pull Flag

CM1 SYSTEM_1 Check

CM2 SYSTEM_1 Check

VH1 SYSTEM_1 Uncheck

Table 229: Part Depot Setup screen



Figure 134: Pull Flag checked

After the Pull Flag is checked, priority 1 still gets its order on time but priority 2 order is delayed.

Quantity of 6 is transferred to CM1 and 4 remain in the VH1. After 10 days of Frozen, 4 units from

VH1 inventory are transferred to CM2 in order to satisfy priority 2.

5.6.3.7.2 Repair Lot Sizes Flag

Repair Lot Sizes Flag tries to achieve the Minimum Order Quantity and Multiple Order Quantity

in the Part Depot Setup table.

This is a Soft Constraint step, which means it happens at the very end of the planning. The delivery

dates and quantities for all orders will not be affected by this Soft Constraint step. It will only create

more supplies and generate new proposal to satisfy the required lot size.

Note: It is advised to have this flag checked because this flag utilizes the Minimum

Order Quantity and Multiple Order Quantity set in the Process Setup table.

Without this flag, those functions will not work as expected. This flag should only be

unchecked during special analysis.

To illustrate this behavior, let us have a look at an example. The following table shows the Process

Setup screen:


Type

Lead Time Frozen Min Order Qty Mult

Order Qty

CM1 Camera Warehouse Depot 0 0 10 10

VH1 Camera Supplier Supplier 10 10 0 1




When Repair Lot Sizes Flag is unchecked:

Figure 135: Repair Lot Sizes Flag unchecked example

In this example, there are supplies of 10 in CH1 & demand of 6 at CM1. When Repair Lot Size Flag is

unchecked, the system will allocate supply of 6 to the demand of 6 at CM1. The remaining supply of 4

will stay at the VH1.

When Repair Lot Sizes Flag is checked:

Figure 136: Repair Lot Sizes checked example

When Repair Lot Size Flag is checked, the planning engine will first allocate supply of 6 to the

demand of 6 at CM1. Then during the end of the planning, the system will try to satisfy all checked

Soft Constraints. Repair Lot Size is one of the Soft Constraint processes, and it will allocate the

remaining supply of 4 to CM1 in order to satisfy the lot size. This results in CM1 having inventory of 4.



5.6.3.8 LFD Calculation

In fact the Calculation of Latest Feasible Date does not happen as part of the Constraint Based

Planning process. Instead, it is performed ad-hoc when reports are requested. However, it is part of

this chapter, as most readers would expect it here.

If a shortage on a component is responsible for an order to be delayed, the calculated plan is not

showing when the components are required to ship the order on time.

Instead, materials and capacity consumptions are aligned to accommodate the executable (late)

delivery date.

The alignment of material and capacity to the executable delivery date is increasing the utilization of

the existing supply significantly, as late demand is not unnecessarily allocating early supply.

As a result the raw planning results do not show dependent demand based on the original requested

date.

The latest feasible date is bringing back this information, which was “lost” when the order was pushed

out. To do so, the demand elements are appointed with the latest feasible date. The LFD is calculated

based on the original due date of the demand and shifted by the applicable transportation and

production lead times.

Note: The LFD is calculated only for demand elements. An inventory projection can be

calculated based on the inventory on hand, the demand and the supply for a certain

part in a certain depot.

The supply, including inventory on hand, is not changed by the LFD calculation. Only the demand

portion and subsequently the inventory projection are affected.

The LFD calculation is not changing any alternative decisions, which have been made by the constraint

based planning module.

5.6.4 Output

The output of the Constraint Based Planning process is a clear picture of which demand can be fulfilled

on-time and which is late/short due to constraints.

The output results are stored to following tables: DELIVERY, DEMAND, SUPPLY, WOP_DETAIL,

CONSUMPTION.



5.6.5 Modeling

5.6.5.1 In-house Consumption – Best practices

For modeling of the In-house Consumption, the flags Inhouse Flag, Alternative, Jump over BoM,

Jump over Alternative Components and Pull Flag can be used in different combinations –

depending on the desired business results. These flags must be chosen very carefully as they strongly

affect the search effort of the planning engine. The entire planning run can take longer.

Usually between functional result and performance there is a trade-off. In organizations with less

complex supply chain models, with an average number of parts/orders, choosing the checkboxes can

result in the best optimized functional results and a well acceptable performance. For a complex supply

chain model with over-averaged number of parts/orders, the following recommendations will assist

with modeling ICON-SCP In-house Consumption:

The Inhouse Flag must only be applied to those products that actually are to be considered in-house,

i.e. the flag marks those products that are checked for inventory.

It should be verified if the Inhouse Consumption logic requirement exists on more than materials, i.e. if

there is a need to consider the subcomponents in the BoMs that belong to the alternative components

when searching for on hand material. If this is not the case, then Jump over BoM checkbox should be

set to “off” and the model should be tuned towards a proper (and narrow) setting of in-house flags.

This means, the Alternative Flag should be set to “on” only on the parent parts and the Inhouse

Flag should be applied only to the relevant part-depots immediately below in the BoM.

Un-checking the Jump-over BOM flag will push the search towards:

More inventory consumption of higher level assemblies (sub-assemblies), resulting in more

overall inventory value being consumed

Less PO proposals created across the entire horizon and also less PO proposals in the short-

term.

Fast performance

If the components below the parent part have their own BoMs and these subcomponents are also

flagged with the Inhouse Flag, then not only the performance is affected, but it can also lead to

undesired effects with a setup where also component-level parts are planned. This is because

proposals for high value or bulk parts can be triggered by on-hand inventory of components-materials.

For example, if in Figure 131: Jump over Bill of Material example there was inventory on Component 2

but not on Component 1, this inventory would be taken to build Alternative 1 products and thereby

replenishing Component 1 in a quantity according to the coefficient in the Bill of Materials.



Therefore, the Inhouse Flag should only be applied to important products, e.g. expensive or bulk

products.

If the Pull Flag is set to “off”, the repair of lot sizes can lead to remaining on hand inventory on one

component but proposals on another – exactly the undesired result. Therefore, if a product is

replenished from another depot and both part-depots are marked with the Inhouse Flag, and the

Jump over BoM checkbox is checked, the Pull Flag on the receiving part-depot ensures that lot sizes

on the depot process are handled as intended.

On the other side, the Pull Flag has a heavy impact on calculation time as it frequently repairs lot

sizes. Therefore, it should only be set on well chosen part-depots like the important ones.

The following chapters will show a few selected modeling uses cases and effects on the planning

results, when choosing the flags Inhouse Flag, Alternative, Jump over BoM, Jump over

Alternative Components and Pull Flag.

5.6.5.2 Inhouse Consumption With Jump over BoM

5.6.5.2.1 Initial State Without In-house Consumption

The initial state of our first modeling example is as follows:

the product STORAGE has two alternative components WEST_DIG and SEAG.

WEST_DIG consists of subcomponents WEST_DIG_C1 and WEST_DIG_C2.

SEAG consists of subcomponents SEAG_C1 and SEAG_C2.

Figure 137: Initial state

Bill of Materials screen shows components dependencies on parts.




CM1 STORAGE HDD_ASSY_1 SEAG GROUP_001 1 20

CM1 STORAGE HDD_ASSY_1 WEST_DIG GROUP_001 2 80

CM1 SEAG SUB_ASSY_SEAG SEAG_C1 GROUP_002 2 100


CM1 WEST_DIG SUB_ASSY_WEST_DIG WEST_DIG_C1 GROUP_003 2 100


Table 231: Bill of Material screen

Additionally, on-hand inventory and the demand are defined:

There is on-hand inventory for SEAG of 200 units in CM1 depot.

There is a Customer Order with 100 units of STORAGE for the Req Date of 05/28/2010.

After the planning run, the Demand Bottom Up Pegging report shows following consumption:

Bucket Date Malt Req Matl Req Short Matl Req Release Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 20 0 20 CM1 SEAG

05/24/2010 80 80 0 CM1 WEST_DIG

05/24/2010 80 80 0 CM1 WEST_DIG_C1

05/24/2010 80 80 0 CM1 WEST_DIG_C2

Table 232: Demand Bottom Up Pegging screen

According to the Split defined in the Bill of Material screen, part SEAG should be used up to 20% and

WEST_DIG up to 80%. This split was followed by the system and the demand was supplied with 20

units of SEAG and 80 units of WEST_DIG. Regardless of sufficient on hand inventory on the SEAG side

(200 units) only 20 units are consumed and the system generates proposals for the remaining 80

units.

5.6.5.2.2 In-house Consumption - Top Alternative Level

If only the top alternative choices are to be considered when checking for on-hand supply, then the

Inhouse Flag is to be set on exactly these alternatives. Assuming SEAG and WEST_DIG is the

Alternative Group where the on-hands are to be checked by the system, before the system generates

proposals. Alternative Flag is only needed to be checked at the parent level, STORAGE. (It can be

checked at other levels as well, it won’t affect the result, but it is unnecessary).



Figure 138: Inhouse Flag set on Top Alternative Choice Level

The Inhouse Flag is unnecessary to be set on STORAGE. The Inhouse Flag only matters if the

system faces alternative choices, it does not affect alternative processes. In the Bill of Material,

STORAGE itself is not an alternative, it is an alternative process consisting out of two alternatives.


Flag

Inhouse

Flag

Pull

Flag

Alternative

Flag

Prioritized

Flag

CM1 STORAGE Checked Checked

CM1 SEAG Checked Checked

CM1 WEST_DIG Checked Checked

CM1 WEST_DIG_C1 Checked

CM1 WEST_DIG_C2 Checked

CM1 SEAG_C1 Checked

CM1 SEAG_C2 Checked

Table 233: Part-Depot screen

The result influenced by the flags set is shown in the Demand Bottom Up Pegging screen.

Bucket

Date

Malt Req Matl Req Short Matl Req Release Depot Part

05/24/2010 100 0 100 CM1 SEAG

05/24/2010 100 100 0 CM1 STORAGE




The system will first verify the on-hand inventory of WEST_DIG and then the on-hand inventory of

SEAG. The Inhouse Flag set in the Part-Deport Setup screen forces the reduction of the SEAG on-

hand. There were 200 units of SEAG on-hand and 100 units are consumed to satisfy the demand of

100 units of STORAGE.

In this example, even though the Repair Shares checkbox is checked, it does not have any impact on

the planning result. This is specific to the current planning situation. Shares are repaired for inhouse

consumption, too, and it will show a result if successful.

5.6.5.2.3 In-house Consumption – Top Alternative and Sub-Components Levels

This example will show how the Jump over Bill of Materials checkbox influences the planning result

in terms of using up the on-hands on top alternative choices and their subcomponents.

Figure 139: Inhouse Flag set on Top Alternative Level and on Sub-components

In addition, the setup in Part-Depot Setup screen is complemented with further Inhouse Flags for all

subcomponents.


Flag

Inhouse

Flag

Pull

Flag

Alternative

Flag

Prioritized

Flag



CM1 WEST_DIG Checked Checked

CM1 WEST_DIG_C1 Checked Checked




CM1 SEAG_C1 Checked Checked


Table 235: Part-Depot setup screen

On-hand inventory of 50 units is added on the subcomponent WEST_DIG_C1:

Depot Part Qty Adjustment Total

Available

CM1 SEAG 200 0 200

CM1 WEST_DIG_C1 50 0 50

Table 236: Inventory screen

The Jump over Bill of Materials flag is checked in the Constraint Based Plan workbench.

The Demand Bottom Up Pegging report shows the results:

Bucket

Date

Malt Req Matl Req

Short

Matl Req

Release

Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 50 0 50 CM1 SEAG

05/24/2010 50 50 0 CM1 WEST_DIG

05/24/2010 50 0 50 CM1 WEST_DIG_C1

05/24/2010 50 50 0 CM1 WEST_DIG_C2


The system will first verify the on-hand inventory of the WEST_DIG component due to higher share. It

will then move the next step down to the sub-components (as the Jump over Bill of Materials

checkbox is checked) and verify the on-hands of the WEST_DIG_1 and WEST_DIG_2 sub-components.

Here 50 units of WEST_DIG_1 are found which will be reserved for the consumption. As next, the

SEAG branch will be checked for inventory top to bottom. As SEAG contains enough inventory to

satisfy the remaining portion of the demand (100-50=50), here 50 units will be reserved for the

consumption.

The Jump over Bill of Materials checkbox initiated the check for on-hands on the subcomponent

level, where WEST_DIG_C1 belongs to. The side-effect of that supply split is that subcomponent

WEST_DIG_C1 is used together with the WEST_DIG_C2 component. They are both needed in order



assemble WEST_DIG (they belong to the same Alternative Group and have the same Group ID). Thus,

a PO proposal of 50 units of WEST_DIG_C2 is generated.

Depot Part Supplier Send Date Arrival Date Effective Qty

CM1 WEST_DIG_C2 SUPPLIER_B 05/24/2010 05/24/2010 50

Table 238: PO Proposal screen

If no Jump Over Bill of Materials checkbox is set, the on-hand inventory on subcomponent level is

ignored. The planning results in the Demand Bottom Up Pegging screen show the following:

Bucket

Date

Malt Req Matl Req

Short

Matl Req

Release

Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 100 0 100 CM1 SEAG


5.6.5.3 In-house Consumption With Jump Over Alternative Components

5.6.5.3.1 Initial State without In-house Consumption

The initial state of our first modeling example is as follows:

the product STORAGE has two alternative components WEST_DIG and SEAG.

WEST_DIG requires either WEST_DIG_C1 or WEST_DIG_C2 (they are alternatives to each

other)

SEAG consists of subcomponents SEAG_C1 and SEAG_C2.

Figure 140: Initial state



Bill of Materials screen shows components dependencies on parts.


CM1 STORAGE HDD_ASSY_1 SEAG GROUP_001 1 20

CM1 STORAGE HDD_ASSY_1 WEST_DIG GROUP_001 2 80







There is on-hand inventory for SEAG of 200 units in CM1 depot.


After the planning cycle, the Demand Bottom Up Pegging report shows following consumption:


05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 20 0 20 CM1 SEAG

05/24/2010 80 80 0 CM1 WEST_DIG

05/24/2010 72 72 0 CM1 WEST_DIG_C1

05/24/2010 8 8 0 CM1 WEST_DIG_C2


According to the Split defined in the Bill of Material screen, part SEAG should be used up to 20% and

WEST_DIG up to 80%. This split was followed by the system and the demand was supplied with 20

units of SEAG and 80 units of WEST_DIG. Regardless of sufficient on hand inventory on the SEAG side

(200 units) only 20 units are consumed and the system generates PO proposals for the remaining 80

units. These 80 units are distributed over 90% of WEST_DIG_C1 and 10% of WEST_DIG_C2.

5.6.5.3.2 In-house Consumption – Top Alternative and Sub-Components Level

If only the top alternative choices are to be considered when checking for on-hand supply, then the

Inhouse Flag is to be set on exactly these alternatives. Assuming SEAG and WEST_DIG is the

Alternative Group where the on-hands are to be checked by the system, before the system generates



proposals. Alternative Flag is only needed to be checked at the parent level, STORAGE. (It can be

checked at other levels as well, it won’t affect the result, but it is unnecessary). But if also lower lever

of alternative choices are to be checked, the Jump over Alternative Components is to be checked

as well.

The following example will show how the Jump over Alternative Components influences the

planning result in terms of using up the on-hands on components and subcomponents.

Figure 141: Inhouse Flag set on Top Alternative Level and on Sub-component alternatives

The setup in Part-Depot Setup screen is complemented with further Inhouse Flags for all

subcomponents. Additionally the Alternative Flag for WEST_DIG is checked. For Jump over

Alternative Components to work, the Alternative Flag is needed to be checked at the parent level

of all alternative components.


Flag

Inhouse

Flag

Pull

Flag

Alternative

Flag

Prioritized

Flag



CM1 WEST_DIG Checked Checked Checked







Table 242: Part-Depot setup screen

On-hand inventory of 50 units is added on the subcomponent WEST_DIG_C1:

Depot Part Qty Adjustment Total

Available

CM1 SEAG 200 0 200

CM1 WEST_DIG_C1 50 0 50

Table 243: Inventory screen

The Jump over Alternative Components checkbox is checked in the Constraint Based Plan

workbench.

The Demand Bottom Up Pegging report shows following results:

Bucket

Date

Malt Req Matl Req Short Matl Req Release Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 50 0 50 CM1 SEAG

05/24/2010 50 50 0 CM1 WEST_DIG

05/24/2010 50 0 50 CM1 WEST_DIG_C1


The system will first verify the on-hand inventories of the WEST_DIG branch due to higher share

starting with the WEST_DIG component. It will then move the next step down to the sub-components

(as the Jump over Alternative Components checkbox is checked) and verify the on-hands of the

WEST_DIG_2 and WEST_DIG_1 sub-component alternatives. Here 50 units of WEST_DIG_1 are found

which will be reserved for the consumption. As next, the SEAG branch will be checked for inventory top

to bottom. As SEAG contains enough inventory to satisfy the remaining portion of the demand (100-

50=50), here 50 units will be reserved for the consumption.

The Jump over Alternative Components checkbox initiated the check for on-hands on the

subcomponent level, where the alternative WEST_DIG_C1 belongs to. No proposals will be generated

in this case, as WEST_DIG_C1 is an alternative to WEST_DIG_C2 (either one or the other is required

to replenish WEST_DIG).

If no Jump Over Alternative Components checkbox is set, the on-hand inventory on subcomponent

level is ignored. The planning results in the Demand Bottom Up Pegging screen show the following:

The planning results presented in the Demand Bottom Up Pegging screen:



Bucket

Date

Malt Req Matl Req

Short

Matl Req

Release

Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 100 0 100 CM1 SEAG


5.6.5.4 In-house Consumption With Pull Flag

The Pull Flag marks the depot–part combination, which has to be replenished in full lots (Min/Mult

qty).The Min/Mult qty is considered with the very first pulled unit.

The setup of our first modeling example is as follows:

Product STORAGE has two alternative components WEST_DIG (50%) and SEAG (50%).

There are 50 units on-hand stock for components WEST_DIG in VH1 depot.

The Pull Flag is set for the WEST_DIG in the CM1 depot.

Figure 142: Inhouse consumption with Pull Flag on

The Part-depot screen setup shows the following:


Flag

Inhouse

Flag

Pull

Flag

Alternative

Flag

Prioritized

Flag



CM1 WEST_DIG Checked Checked Checked

VH1 WEST_DIG Checked Checked



VH1 SEAG Checked Checked

Table 246: Part-Depot screen

The Process screen setup shows the following:

Depot Part Process Process Type Min Order Qty Mult Order Qty Split

CM1 STORAGE HDD_ASSY_1 Production 100 100 100

CM1 SEAG VH1 Depot 1 1 100

CM1 WEST_DIG VH1 Depot 100 100 100

VH1 WEST_DIG SUPPLIER_B Supplier 1 1 100

VH1 SEAG SUPPLIER_A Supplier 1 1 100

Table 247: Process Screen

When the Pull Flag is set, the Min/Mult Qty defined as 100 units means that parts should be

replenished in full lots. That is, the full lot is 100 units.

The Bill of Materials shows components dependencies on parts.


CM1 STORAGE HDD_ ASSY_1 SEAG GROUP_001 1 50

CM1 STORAGE HDD_ ASSY_1 WEST_DIG GROUP_001 2 50



There is on-hand inventory for WEST_DIG of 50 units in VH1 depot.


After the planning run, the Demand Bottom Up Pegging report shows following consumption (Pull

Flag is on):


05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 100 100 0 CM1 WEST_DIG

05/24/2010 100 50 50 VH1 WEST_DIG




The result shows that even though the Split between SEAG and WEST_DIG is 50/50, only the

WEST_DIG component was used to satisfy the demand on STORAGE. The reason is the on-hand stock

on the WEST_DIG component in VH1 depot and the fact that it should be replenished into the CM1

depot in full lot (due to Pull Flag), which is 100 units. The primary demand on STORAGE is exactly

100 units, which is equal to the full lot size. This explains why the alternative split of 50/50 between

SEAG and WEST_DIG was not followed.

When the Pull Flag is not set, the results in the Demand Bottom Up Pegging report shows that the

alternative split 50/50 between SEAG and WEST_DIG was followed by the system.

Bucket Date Malt Req Matl Req Short Matl Req

Release

Depot Part

05/24/2010 100 100 0 CM1 STORAGE

05/24/2010 50 50 0 CM1 WEST_DIG

05/24/2010 50 50 0 CM1 SEAG

05/24/2010 100 50 50 VH1 WEST_DIG

05/24/2010 50 50 0 VH1 SEAG


5.6.5.5 Use-Up With Jump Over BoM

Assuming that two assemblies have a common substitute part (e.g. a motherboard). The first

assembly MODULE_A is used for a high value end product, the second one MODULE_B for low value

products:



Figure 143: Use Up Scenario

For the low value product, an alternate group is defined, which contains the motherboards

MAIN_BOARD3, MAIN_BOARD4, MAIN_BOARD5 as alternate parts. The preferred part is

MAIN_BOARD5. If a demand for the low value product shows up at the production site, the standard

supply allocation logic checks if MAIN_BOARD5 is available and can be consumed accordingly. If not,

MBD_3 and MBD_4 can serve as alternate parts.

From a business point of view it now might make sense that MAIN_BOARD3should be used preferably

for production of the high value product. So, if MAIN_BOARD3 is available in the CM1 and

MAIN_BOARD4 is not, but it can be replenished from the Hub Depot VH1, the planning should consider

the hub inventory of MAIN_BOARD4 and consume it instead of using MAIN_BOARD3. In other words: It

shall be ensured that MAIN_BOARD3 is the last allocation choice for assembly MODULE_B although no

orders are present for assembly MODULE_A.

In our example, applying the Inhouse Flag to:

MAIN_BOARD5 at CM1

MAIN_BOARD4 at CM1

MAIN_BOARD4 at VH1

and checking the Jump over Bill of Material checkbox, will ensure that the material availability is

checked using exactly this order. The user-defined logic therefore ensures that MAIN_BOARD3 is the

last allocation option in order to maximize the availability for the high value assembly.

5.7 Material Requirements Planning

5.7.1 Overview

As already indicated by its name, unconstraint planning does not consider system constraints for the

creation of the planning result. Even if in reality constraints do exists, an unconstraint planning run will

ignore these constraints and "pretend" they were not there.

Unconstraint planning is commonly used in situations where specific parts are not supposed to delay

the delivery of a product. Those components should not constrain the plan, but they still need to drive

material requirements through the bill-of-materials. An example for this would be the screws. Most

likely there is no detailed planning needed on commodities like screws, but one still needs to know

what and when to purchase from suppliers.

In the following figure, a finished product SKU is assembled-to-order, both a final assembly operation

and two sub-assembly manufacturing operations, plant 1 and 2, are part of the value-add process.



Component parts are sourced from different suppliers. In this example, component X could be a screw:

It is sourced from two different commodity suppliers.

Figure 144: Complex Supply Network

5.7.2 Input

The Input data for the Material Requirements Planning (Unconstraint Based Planning) is the master

data, together with the prioritized Primary Demand, Inventory and Firm Supply.

Material Requirements Planning screen allows users to plan without consideration of constraints. It

provides the possibility to check in the checkbox Create Pegging which initiates the Pegging Creation

after the Material Requirements Planning process.

Figure 145: Material Requirements Planning screen



5.7.3 Logic

Unconstraint planning ignores any resource constraints, no matter whether the real demand exceeds

the constraint resource or not. If it does, i.e. the demand exceeds the available resources, unconstraint

planning will "overbook" that specific resource. Overbooking means that the system allocates a

resource even though it cannot deliver.

Example: The following example describes a component that is out of stock. The external supplier of

that component promises a purchasing lead time of two weeks, that means it takes two weeks after a

new purchase request until a component will be available in stock. If the system determines that our

component is needed on Monday next week, it will then book the needed amount virtually out of stock,

regardless of the fact that the component is not there. Consequently, the projected inventory for next

Monday will be less than zero. After two weeks (the purchasing lead time), the system assumes a

delivery of that component into stock, bringing it back to zero (or whatever the target inventory might

be).

5.7.4 Output

The output of the Material Requirements Planning process are the on-time deliveries, overbooked

supply (negative Inventories). The output results are stored to following tables: DELIVERY, DEMAND,

SUPPLY, WOP_DETAIL, CONSUMPTION.

5.8 Create Pegging

5.8.1 Overview

The most fundamental concept within ICON-SCP is the unique ICON-SCP Pegging approach. The term

pegging describes a relationship between demand and supply. This relationship is determined by ICON-

SCP in every planning run and decides which supply element throughout the entire planning network

should be used to fulfill a specific demand. Hence, ICON-SCP allocates supply for demand.

Different from other planning systems, ICON-SCP provides this pegging information not on an

aggregated level to match overall demand and supply, but rather on an order by order level. That

means that each individual demand element allocates an individual supply element anywhere in the

entire supply network.

Note: This allocation is not a hard, but a soft allocation. Please compare chapter

5.6.3.5 for a detailed description of the ICON-SCP Smart Allocation approach. This is

the prerequisite in order to be able to provide concepts such as order-based advanced



demand prioritization and shortage resolution logic. These concepts are explained in

further detail in the following paragraphs.

5.8.2 Input

The purpose of the Pegging module is to match each demand element with one or more supply

elements. A demand element in this context may be primary demand or demand on component level

and also demand on order line level. The Pegging module runs after the planning module and takes the

output of the planning module (demand- and supply elements with date available and quantity) as

input.

Create Pegging screen facilitates creation of pegging structure based on current planning results –

matching of each demand element with one or more supply elements.

Figure 146: Create Pegging screen

5.8.3 Logic

Pegging uses a strategy to decide which supply elements should be matched with which demand

elements. Potential strategies are:

The released quantity should be maximized

Early demands should get finished goods inventory

High prioritized demands should get finished goods inventory (FGI)

There is no preference between finished goods inventory and work orders

In the below graphic, demand element D1 needs to get early supply (Finished Goods Inventory - FGI)

in order to be delivered on-time whereas demand elements D2 and D3 could potentially select any of

the supply elements (FGI, S1, S2). However if D2 and D3 would select FGI first there would be no

sufficient early supply left for D1.



Figure 147: Demand and Supply

The above example shows that there may be many valid pegging results to a given planning result.

While planning results are generated on aggregated demands, pegging results are based on individual

demand elements.

Pegging always applies to the complete demand picture (Customer Orders, Forecast, Additional

Demand, Inventory Reservations) and takes into account capacity reservations and soft constraints

(min/mult, inventory targets, desired range of coverage for inventory (lower control limit)).

The below graphics highlights again that on each level of the plan pegging potentially has many

options of how to assign supply elements (green bullets) to the demand elements (blue bullets): A

portion of the finished goods inventory that is currently assigned to demand with priority 1 could as

well be replacing the 20 units of the work order that is currently assigned to demand with priority 2

and vice versa without changing the scheduling result of any of the demand elements.



Figure 148: Pegging tree (demand and supply)

In general there is no guarantee, that early or high prioritized demands prefer FGI over other supply

types. The priority sequence and the completion date define the sequence with which demands are

able to choose supply during pegging.

1. The first step of pegging does a demand supply match by depot for each depot /part in the

network

2. In the second step the local depot/part peggings are connected. Whenever the planning step

indicated a request and confirmation from a lower level process (constraint result) the demand

from the demanding process and the supply from delivering process are now connected.

Note: There is NO guarantee, that the pegging step uses exactly the supply, that was

originally created in the planning step.

5.8.4 Output

The output of the Pegging process is the allocation of the supply to early demand. The output is stored

to the PEGGING table holding the pegging-network.



5.9 Reallocation

5.9.1 Overview

Reallocation planning step reallocates supplies to demands. This business process modifies the pegging

result by allocating preferred supply to higher priority demands, if possible. The normal pegging

process allocates the supply to early demand first ignoring the demand priority. This way, pegging first

yields a feasible allocation of supply to demand that is then improved by reallocation.

5.9.2 Input

The input data for the Reallocation process are the Pegging results.

Reallocation screen facilitates reallocation of preferred supply to higher prioritized demands.

The procedure for Reallocation is defined by making the appropriate selection in the Reallocation

dialog box shown in figure below. In the upper part of the dialog, the Input sources for reallocation

information can be chosen. In the Allocation Order section the prioritization strategies can be

selected. The Supply Types section defines which types of supplies should be preferred, while in the

last section, the algorithm tries to repair violated process share constraints if the checkbox is checked.



Figure 149: Reallocation screen




List


Controller If specified, data is preselected by Controller


Demand Prioritization Demand Strategy:

TIME: earlier orders are prioritized higher,



NUMERICAL: the priority-value of the demand is used (lower values are

prioritized higher).

Supply Prioritization Supply Strategy:

ASAP: As Soon As Possible, earlier supply is preferred

JIT: Just In Time, the latest feasible supply is preferred

Supply Types Defines which types of supplies should be preferred (= allocated to the

high-priority demands) and in which order. If the preferred supply types

list is empty, reallocation is performed using only the chosen strategies.

Post Processing:

Repair Demand

If Repair Demand Shares is checked, the algorithm will try to repair

violated process share constraints. This is done by replacing supplies of

one process exceeding the share with available (=currently unused)

supplies of processes which have a lower share than expected.

The shares are repaired for the overall picture (all orders and the whole

planning horizon). The shares are treated as a soft constraint, i.e. the

result may or may not yield the requested shares for all processes.

Pegging:

Recreate Pegging

If this box is checked, Recreate Pegging is using the chosen strategy

instead of performing reallocation. This can be useful if the planner is

trying to apply the strategy to a plan with many proposals which might

prevent reallocation because of date conflicts.

As the whole pegging structure is recreated, the part-depot filter will be

ignored.

Table 251: Reallocation dialog box description

5.9.3 Logic

In order to always come up with a valid pegging result, the pegging module allocates supply to early

demand first (ignoring the demand priority). This leads always to valid results, but not necessarily to

the results a user would expect.

In general the user would expect, that the highest priority demand gets the preferred supply (supply

type) when possible. Additionally the flexibility to define “the highest priority demand” and the

“preferred supply” is desirable.

There are different prioritization strategies for Demand and Supply (which can be selected in the

Reallocation dialog box in the section Allocation Order) that will be explained further:



Priority Strategies:

Demands can be prioritized by either their numerical priority (the lower the number, the higher the

priority) or their due-dates (the earlier it must be delivered, the higher the priority).

There are two strategies on which supply should be used by which demand: Just in Time (JIT), where

the latest possible supply is used for a demand, or As Soon As Possible (ASAP), where the earliest

available supply is allocated to a demand.

This picture shows NUMERICAL/JIT and NUMERICAL/ASAP prioritization for a simple product (blue

arrows indicate connections that are the same for both strategies):

Preferred Supply:

In addition to the supply prioritization strategies (ASAP/JIT), some supply types could be preferable

over others. If stocked supply is preferred, the NUMERICAL/JIT strategy would assign the preferred

(but earlier) supply to D2, instead of using the latest supply:

D1, prio=10 D2, prio=0

Supply to be procured Supply On Hand

Demand I1

Supply I1

D1, prio=10 D2, prio=0

Item I1

Item I2

Item I3

Demand I1

Supply I2

Demand I2

Supply I3



Example: if the user moves OH and PO into the preferred list, the algorithm will allocate the OH-

supplies to the highest prioritized demands and then the POs to the next-higher prioritized demands.

All other supplies are treated equally.

The Reallocation module tries to modify the pegging result to allocate preferred supply to high priority

demands. The process is repeated over the complete pegging tree in one pass-through sequence (one

knot is only evaluated once).

Let us consider an example where the Reallocation calculation is illustrated step-wise. We will consider

the settings defined in the Reallocation dialog box in the previous chapter:

Demand: NUMERICAL

Supply: ASAP

Supply Type: OH

The left figure below shows the planning results after the Pegging process which is the input for the

Reallocation process. The right figure illustrates the Reallocation Step 1 result. Further down in this

chapter, the end step of the Reallocation process is explained.

Figure 150: Reallocation Step1



There are three customer orders each with a demand of 100 units with priorities 1, 2 and 3 (green

bullets). The Pegging process delivers following results:

1. The 50 units of Prio1 CO can be covered with OH (available on stock) and the other 50 units

with PO. The latter 50 units need to be procured from the Contract Manufacturer.

2. The 100 units of Prio2 CO have to be procured entirely.

3. Finally the 100 units of Prio3 CO are entirely available on stock.

In case the Prio3 order has an earlier Demand Date than Prio1 order, we are able to deliver the Prio3

CO on-time, but the Prio1 CO might be late (e.g. due to the lead time). For that reason, the highest

priority CO should get OH if possible.

Reallocation process accomplishes following steps:

Identifies, that highest priority order does not peg against OH

Exchanges pegging branches where possible

Unifies pegging knots (in our example: 50 OH + 50 OH => 100 OH)

Thus the Reallocation result Step 1 is the exchange of pegging branches between Prio1 CO and Prio3

CO and unification of 100 OH units of the Prio 1 CO.

Now the same exchange needs to be done between the Prio3 CO and the Prio2 CO. The Prio2 CO (has

the higher priority than the Prio 3 CO) has to be procured entirely while the Prio 3 CO still pegs to OH

(50 OH units directly, and 25 OH units from the CM -> see the result of Step1). The goal is to peg

higher prioritized demand to OH if possible.

Finally, the Reallocation process result of Step2 would provide a satisfying picture of pegged demand

to supply:



Figure 151: Reallocation - final result

5.9.4 Output

The output of the Reallocation process is the reallocation of the supply to higher prioritized demand.

The output is stored to the PEGGING table holding the updated pegging-network.

5.10 Calculate Release Status

5.10.1 Overview

The releasability of demands is determined during planning, whereas the execution of a release is

performed by the ICON-SCP Release Framework.

The process considers all deliveries (as in the Delivery Plan report) as well as the conditions under

which the deliveries are releasable and calculates the release status of the deliveries. The deliveries

(demand) have to meet certain conditions in order to be releasable, e.g. to peg against qualified

supply, to be within the selected release window and to be unprohibited for the release.

5.10.2 Input

The input data for the Calculate Release Status process are deliveries (demand) that can be viewed in

the Delivery Plan report. Additionally the conditions under which the demand is considered to be



releasable, defined in the Material Attribute screen are part of the input data. At last, the locked

parts/orders are included into calculation to ensure that the deliveries depending on these parts/orders

do not show up as releasable.

Now the time frame needs to be defined for which the release status should be calculated. The time

frame or so called release window, is defined through Calculate Release Status dialog box in days.

Figure 152: Calculate Release Status screen

Calculate Release Status screen facilitates the release calculation using the given release window.

The calculation of the release window starts with the current date. A planner can enter certain number

of days e.g. 90 for which he/she requires information about which deliveries are releasable within the

next 90 days.

Example: We will first take a look into the Delivery Plan report and focus on the delivery with Order

Item Nr “Order102200”. The order is expected to be delivered in the Depot “D2” on 6/25/2010

(Delivery Date).

The conditions under which demand is considered releasable is defined in the Material Attribute table.

As part of the input data, Material Attribute screen will be explained in the following chapter.

5.10.2.1 Material Attribute Screen

In the Material Attribute screen one may define the conditions under which demand (Customer

Orders, Forecast, Inventory Reservations and Additional Demand) items are considered releasable by

the release module of ICON-SCP. This supply is referred to as “Qualified Supply”. Any supply receipt in

any location may be defined as releasable. Such definition can be done and adjusted over time in a

flexible way using a maintenance report Material Attribute.



In the below screenshot demand generated in depot “DC2” by customer orders is considered

releasable/feasible if all of its components that are constraining only peg against OH/PROP/FIRM

supply in only one receiving depot “CM1”:

Figure 153: Material Attribute screen



Attribute Must be RELEASE

Target Type Demand Type for which releasability or non-shortness is being defined. Possible

values are:

CO: Customer Orders


FC: Demand Forecast


Target Location Location (Depot) for which demand releasability is being defined.

Receiving Type Supply Type of supply that fulfills the demand of type Target Type in the location

Target Location. Possible values are:

FGI: On Hand Inventory (“Finished Goods Inventory”)

FIRM: Any kinds of firm supply



PROP: Newly generated proposals

Receiving

Location

Location (Depot) that provides supply to fulfill the demand of type Target Type in

the location Target Location

Table 252: Material Attribute report results

5.10.3 Logic

5.10.3.1 Releasability of Demands

During planning, for every single demand element a decision is made what supply is consumed in order

to fulfill the demand. Based on this pegging information, it is deducted if a demand element can be

released (to production). In case of that the demand pegs on qualified supply, the order will be marked

as “releasable”, otherwise it will not be proposed for release.

Releasable Customer Orders, Forecast, Inventory Reservations and Additional Demand show up with a

Release Code “R” in the Ack Date report if they are releasable and their release date (PSD,

Production Start Date) is within the release horizon. If the release date (PSD) is outside the release

horizon but the release conditions are still met, they are displayed with a Release Code of “F”

(feasible).

For a primary demand item (Customer Order, Forecast, Additional Demand, or Inventory Reservation)

in a certain depot (location) to be releasable or feasible all its constrained lowest level components

need to only peg against supply in depots and supply type combinations as defined in the Material

Attributes screen. This supply is referred to as “Qualified Supply”. The lowest level components of a

demand item may be retrieved through the Top Down Pegging Report. In order for a demand item

to be releasable, all components in the Top Down Pegging Report that are constraining need to peg

against supply that is set up in Receiving Type/ Receiving Location.

Example: Considering the example in the Input chapter, the Order Item Nr “Order102200”, the

conditions defined in the Material Attribute screen we want to calculate the release status for the

following 30 days. Therefore 30 days release window will be entered in the Calculate Release Status

dialog box. (our CURRENT DATE is 05/15/2010, the PSD on the 6/19/2010, and the Due Date of the

order is 06/25/2010)

Following results can be reviewed in the Ack Date report:



The customer order “Order102200” is marked as releasable (Release Code “R”).

5.10.3.2 Releasable vs. Feasible

Besides the pegging information combined with the releasable attributes of supply elements, a Release

window timeframe is considered as well in order to determine if a demand shows up as releasable.

Demands which exclusively peg on qualified material and their Product Start Date (PSD) is

within the Release window timeframe will show up as releasable.

Demands which exclusively peg on qualified material but their Product Start Date (PSD) is later

than the Release window timeframe, show up as feasible.

All other demands show up as non-feasible (empty cell).

Example: The order “Order102200” has the PSD on the 6/19/2010 (and the current date in our

system is considered to be 05/15/2010). If the planner would define the release window 15 days

instead of 30 days and trigger the calculation, the results in the Ack Date report would look like

following:



The customer order “Order102200” is marked as feasible (Release Code “F”). For the calculation of

the days, the business calendar of the Target depot is used, as defined in the Calendar Workbench

screen.

5.10.3.3 Releasable vs. Locked

Besides the pegging information combined with the releasable attributes of supply elements, a locking

mechanism is in place in order to prohibit certain demands from being released. There are two types of

locks: part based locks and order based locks.

All demands independent of their release status can be marked as locked, if at least one lock definition

applies to the Demand.

Part based locks can e.g. consider engineering or production based constraints (to e.g. not use a

certain part, component or subassembly). Order based locks can be used to block a specific order to

not be released unless the lock reason is lifted (e.g. customer qualification process).

In order to further analyze the lock reason of a locked demand, the Locked Order report provides

details.



Example: The part “SYSTEM_2” will be locked. This part is needed for the order “Order102200” that

we examined in our previous example. First we will enter the part into Part Lock screen together with

Target Type, Depot, Target Depot and the Lock Scope and save it.

Second, the recalculation of the release status needs to be processed in the Calculate Release

Status dialog box. Independent on the current release status of the order, the locked part will affect

the order to be locked as well:

The Release Code shows “L”, the order “Order102200” is locked (as well as all other affected orders

which require the part SYSTEM_2). Irrespective of the fact that the delivery is pegging against qualified

supply as defined in the Material Attributes screen, the order is locked. The locking mechanism

overrules definition in Material Attributes.



5.10.4 Output

The output information of the Calculate Release Status process is the calculation of the releasability of

the deliveries and applying release status to the processed demand: Releasable “R”, Feasible “F” or

Locked “L”.

The Ack Date report provides an overview of the release status that has been determined by the

Calculate Release Status process.

5.11 Shortage Analysis

5.11.1 Overview

From a planner’s point of view, it is important to receive information from the planning system how the

planning results can be explained in terms of what are the reasons for delayed deliveries. Furthermore,

the planner will be interested in improving the planning results and will start to trigger actions which

will allow for more on-time demand deliveries. The ICON-SCP Shortage module gives advice on what

needs to be done. It provides answers on the following questions, which consequently might be raised

by planners:

What demands (e.g. customer orders) are delayed?

What material (component, subassembly) causes the delay in fulfilling a customer order?

What capacities (e.g. production lines) delay production and deliveries as well?

What is the extent of the shortage of material or capacity? How many units need to be

replenished in order to solve the issue?

What is the most critical shortage?

Which materials currently do not show up as “real” constraint but at least need to be monitored

as well?

5.11.2 Input

Shortage Analysis is a planning function that makes a post-planning analysis over the results. It helps

to determine the shortage-reason by comparing the ideal and executable results.

Figure 154: Shortage Analysis screen



5.11.3 Logic

5.11.3.1 Shortage Calculation

Due to several alternatives within the supply-network it is neither possible nor reasonable to determine

a pre-defined “ideal demand date” for materials. Such ideal demand date would describe the ideal

replenishment plan, basically ignoring constraints. If such ideal plan would be available, the shortages

might be identified by comparing the ideal vs. the executable replenishment plan.

As this approach very likely will lead to misleading results, the ICON-SCP Shortage Analysis module

works as described in the following.

After the actual planning run, decisions are known on what alternatives will be used, and the latest

feasible date for any demand can be calculated. In order to identify reasons for shortages, a post-

planning step is executed, considering demands on component level. Any component will be planned

accordingly to the latest feasible demand profile.

Example: The problem from a planning perspective:

A product P requires two components, named A and B. B is short and therefore demand fulfillment

(e.g. customer orders) will be postponed until B becomes available.

Assuming that material B has a replenishment lead time of 30 days. Consequently, the withdrawals of

component A will be postponed, too due to synchronization constraints. If the supplier of A is more

flexible than the supplier of B (e.g. LT=1 day), the replenishment plan for A will be the same as for B

and doesn’t give any hint which component actually caused the delay during planning.

In the above example, the flexible supplier of A is able to fulfill the demand at its latest feasible date

and therefore no stock-out occurs on A, yet on B. Consequently, B is the problem.



5.11.3.2 Shortage Dependencies

The above scenario will be changed in the way that there is sufficient FGI on component A, and A and

B shall have the same replenishment lead time. Moreover, there is a low-prioritized Customer Order

that requires only A.

In such scenario the high-prioritized CO on P will be postponed until B (and A!) can be procured. For

that reason the low-prioritized CO on A can be fulfilled and pegs on FGI. Consequently, it will be

displayed as releasable.

But from a shortage point of view, both components A and B are short. And if we ask which Customer

Order is affected the answer will be: both. The high-prioritized one depends on the shortage of B and

the low prioritized one depends on the shortage of A.

Conclusion: The order can be released but one must be aware of consuming material

required for a higher prioritized order that cannot be built because of another

component.

5.11.3.3 Shortage Types

The example of the last section shows that a shortage may have different reasons and that a more

detailed shortage description is required. The ICON-SCP Shortage Analysis module uses two conditions

to identify shortages on component level:

1. Pegging Date, i.e. the secondary demand date on component level, vs. the latest feasible date

is the date when material should have been booked out (at the latest possible point in time) to

still complete all steps for a on-time delivery of the driving primary demand.

2. Backlog of re-planning latest feasible demands on component level.

Reason Description Backlog

HARD_SHORTAGE Delivery delayed and component or capacity based

analysis indicates that component or capacity is a true

bottleneck at Latest Feasible Date

Backlog

SOFT_SHORTAGE Delivery currently delayed but component or capacity

based analysis indicates that the component or capacity

is not a true bottleneck and is able to clear, when all

HARD shortages of the demand are cleared

No backlog

POTENTIAL_SHORTAGE Delivery not delayed but component or capacity based

analysis indicates that the component or capacity

becomes a true bottleneck at Latest Feasible Date when

Backlog

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all demands with higher priority clear their HARD

shortages

NO_SHORTAGE For the specific delivery, the component or capacity is

not a bottleneck, but for other demands requesting the

component or capacity with the same Latest Feasible

Date the same component or capacity is a bottleneck

component or capacity. Thus overall, the component or

capacity is short, but the demand is not impacted (due

to high enough priority)

No backlog

RESPONSE_TIME Order request date is inside production lead time. All

components or capacities are available, but due to

internal LT or order synchronization, order is still late

No backlog

LATE_FSO Shortages pegged to a FS that arrives late, but inside

lead time

Backlog

Table 253: ICON-SCP Shortage Types

In the upper example the high prioritized CO on P will raise two shortages:

a hard shortage on B, and

a soft shortage on A.

Whereas the low prioritized CO on A will raise a potential shortage on A.

5.11.4 Output

The output of the Shortage process is the identification of the shortage reasons. The output is stored to

the SHORTAGE DETAIL table holding the shortage reasons for each component that is identified as to

be short.

5.12 Forecast Commit

5.12.1 Overview

The Forecast Commit process step constitutes the link between order based supply chain planning and

forecasting. The task here is to save the current delivery plan as a named forecasting series. The

available delivery plan based on the selected criteria will be saved as series with the selected forecast

commit type (FC Type). The Delivery Date from the Delivery Plan is taken as the Effective Date in

the forecast series.



5.12.2 Input

Input data for Forecast Commit process is the available (current) delivery plan.

The procedure for Forecast Commit is defined by making the appropriate selection in the Forecast

Commit dialog box shown in figure below. In the upper part of the dialog, the Input sources for FC

Type are chosen. The lower section – the Output - defines if and how the results are merged with the

available records.

Figure 155: Forecast Commit dialog








FC Type For the time series that are resulting from the process, forecast type will be

applied with selecting the FC Type from the pull down menu


forecast





deleted

Table 254: Forecast Commit dialog box - description

5.12.3 Logic

The available delivery plan based on the selected criteria will be saved as series with the selected

forecast commit type (FC Type).

A typical use case, is to load the current delivery plan as previous commit time series. This series is

then, during the next forecast processing cycle, used for the classification of forecast.

5.12.4 Output

The result of Forecast Commit process is saved to FORECAST table where it is available for further

planning steps.



6 User Interface

ICON-SCP contains a friendly user interface consisting of menus, short menus and shortcut keys. The

menu configuration usually is controlled by the Customer’s System Administrator and can be

configured in accordance with business requirements. Actual screens can also be customized by

System Administrators, including the functions of which fields get displayed, field labels, formatting

etc. The customization is user group specific, meaning that different user groups can see the screen

differently, if required. The Client Help menu provides you with easy access to system literature.



ICON-SCP Installation and

Access

Demonstrates how to install, start, access and close ICON-SCP

Elements of the ICON-SCP

Screen

Describes the elements of the ICON-SCP screen

Maintaining and Editing

Data

Explains how to edit and maintain data

Using ICON-SCP Data

Outside of the Application

Provides details about which formats are supported for the usage of

ICON-SCP Data outside of the application, how to copy and paste all

data and how to export or import files

Further Tools This chapter explains pivot tables, the calculator, split screens, open

window information, statistics, the find tool and the auto fit columns

tool.

Admin Tools (SysAdmin) Describes the tools which are available from the SysAdmin menu

Miscellaneous Shows ho connection will be re-established and the configured business

processes

6.1 ICON-SCP Installation and Access

6.1.1 Installing ICON-SCP

Execute the following steps to install ICON-SCP on your workstation:

1. On the Windows taskbar, click on Start



2. In the “Search programs and files” window, type in “Run” and press “Enter”

3. In the “Run” dialog box, enter the folder name where the ICON-SCP 11.0.msi file is located

or click “Browse…” to navigate to the respective folder.

You can find the ICON-SCP 11.0.msi file on a shared network drive like in the example above

or, if a CD was provided, on your local CD-ROM drive.

4. Click “OK” to confirm the path.

5. Start the ICON-SCP 11.0.msi file.

The following window appears:

6. Click Next and follow the installation instructions.

6.1.2 Starting ICON-SCP

After the installation, the ICON-SCP Login screen will open up automatically. If you wish to log in to the

ICON-SCP Client at some later point of time, you can proceed as follows:

1. Double-click the ICON-SCP shortcut on your desktop:



2. If you don’t have a shortcut on your desktop, the following steps are necessary under Windows

XP/Vista/7:

2.1. On the Windows taskbar, click on Start

2.2. Select “All Programs”

2.3. Select the desired ICON-SCM

2.4. Click ICON-SCP 11.0

3. With appropriate editing of your Startup folder, you can also start ICON-SCP automatically

each time you start up your computer. For further information, see the documentation of your

operating system.

6.1.3 Logging into ICON-SCP

When starting ICON-SCP, the application will prompt for your login credentials and the INI-File.

Before you enter your login credentials, first you should locate the INI-File and select the environment.

The INI-File and the Environment is a one-time-setup, meaning, next time you start the ICON-SCP

client, you will only need to enter your login credentials and the client will be started.

6.1.3.1 Locate the INI-File

The INI-File contains the connection properties to all available ICON-SCP environments.

1. Navigate to the Settings tab.

2. Define the location of the INI-File.

2.1. Typically, a central INI-File is set up on a shared network drive or a web server. To

access a HTTP INI-File on a web server you may be required to provide the HTTP user

name and password. Please locate the INI-file with the information that was provided to

you.



2.2. Click on

3. Go back to the Login tab to choose the required environment.

If a central INI-File is used it does not necessarily mean that the user has access to all the available

environments listed in the central INI-File. It depends on which environment the user account has

been created.

6.1.3.2 Select the Environment

You can select the environment:

1. Select the desired Environment from the drop-down list

2. or the History



When starting ICON-SCP next time, the user will see the previously used environments in the History.

By clicking on an environment in the History the login process will automatically start. In this case

there is no need to re-enter user name and password if the application was allowed to remember it.

6.1.3.3 Enter Login Credentials

Enter your login credentials to open the ICON-SCP Client:

1. Enter your User Name and Password in the respective fields

Your login credentials such as user name and password were provided to you by a super user

or the icon-scm support organization.

2. Mark the Remember checkboxes if you want the application to remember your user name

and/or password.

3. Press Login to continue.

You have finished logging into ICON-SCP successfully.

It is recommended to change the password after the first login.

6.1.3.4 Change the Password

After the first login to ICON-SCP it is recommended to change the password.

1. On the User Profile menu, select User Profile

2. In the User Profile screen click the Change button for the selected user.




3. Enter the old password

4. Enter the new password twice to confirm the change

5. Press OK

The password is changed.

6.1.4 Closing ICON-SCP

If you have made changes in one or more windows since the last save, ICON-SCP asks you before

terminating whether you wish to save the changes or not.

You can terminate ICON-SCP in three different ways:

On the File menu, click Exit, or

Press Alt + F4, or

Double-click on the Application Control menu field.

6.2 Elements of the ICON-SCP Screen

This section describes the elements of the ICON-SCP screen.

6.2.1 User Profile

The User Profile screen is the central screen for the user to maintain his user details such as full

name, email, language and this is also the screen where the user can change the password.



Figure 156: User Profile

6.2.2 Menu Bar

The Menu Bar is normally positioned below the title bar at the upper edge of the application window.

There are two different display modes:

Classic: contains all ICON-SCP function groups

TDI/Accordion

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6.2.2.1 Changing the Menu Display Mode

You can change the menu display mode:

1. On the User Profile menu, choose Menu Style, and then click TDI/Accordion

2. For the change to take effect restart ICON-SCP

Note: When TDI/Accordion is activated, configured menus are moved to the left of the

screen.

3. Click on a menu item in the lower half of the Accordion menu to display the full menu tree in

the upper half:

6.2.3 TDI Toolbar

The TDI Toolbar is usually located on the top left of the application window. It displays the name of

the working scenario a user is currently working in

The number of icons available depends on the active window.

The following standard icons are available:

Retrieve the current open window/report File > Retrieve, Ctrl + R



Insert Row File > Insert Row or Ctrl + I

Delete Row File > Delete Row or Ctrl + D

Save Changes File > Save Change or Ctrl + S

Filter Mode, opens up Specify Filter Window File > Filter > Mode or Ctrl + F

Query Mode File > Query > Mode, Ctrl + Q

Sort Mode, opens up Specify Sort Columns

window

File > Sort > Mode or Ctrl + O

Copy all data Edit > Copy Paste > Copy all data or

Ctrl + Shift + C

Paste opens the Select column window Edit > Copy Paste > Paste or Ctrl +

Shift + V

Load in MS Excel File > MS Excel > Load In

Pivot Table File > Tools > Pivot Table

Print File > Print > Print or Ctrl + P

Table 255: Icons description

6.2.3.1 Changing the TDI Toolbar Position

The TDI Toolbar position can be changed easily:

1. On the User Profile menu, choose TDI Toolbar, and then click Position.

A drop-down list appears.

2. Choose the position.

Clear the Visible check box to hide the TDI Toolbar.

6.2.4 Status Bar

The Status bar at the lower edge of the ICON-SCP window contains information about the current

status of the user interface and the planning server.



1. User interface status information

2. Server Connect: allows quick connections to other planning servers only for System User

3. Server status information: e.g. server name and port, current planning status

4. Communication Log: opens Communication Log/Genesis status file only for System User

5. Server Status: A user is connected to the server if a ‘G’ is displayed with either green

or red background. If the background is green the planning server is idle, if it’s red

the planning server processes a recalculation or delivers a report

6. User: Active user name, which was entered at login

7. Information Log: opens Information/Debug Log file

8. Client Version: Indicates the client version

9. Calendar Week/Date/Time: System date and time of the workstation computer

Table 256: Status Bar description

6.2.5 TDI Tab

6.2.5.1 Changing the Style of the TDI Tab

You can change the style of the TDI Tab:

1. On the User Profile menu, choose TDI Tab, and then choose Style.

2. Select the respective style.

You can choose between the following styles:

Style TDI Tab

Default

Regular

Excel

Office 2007

Table 257: TDI Tab style

6.2.5.2 Changing the Position of the TDI Tab

You can change the position of the TDI Tab:



1. On the User Profile menu, choose TDI Tab, and then choose Position.

2. Select the respective position.

6.2.6 TDI Treeview

The TDI Treeview describes the area of the left navigation bar.

6.2.6.1 Changing the Style of the TDI Treeview

You can change the style of the TDI Treeview:

1. On the User Profile menu, choose TDI Treeview

2. Select the respective style

You can choose between the following styles:

Expand Show Lines Show Separators

Table 258: TDI Treeview style

6.2.7 Theme

You can customize the theme of TDI and Tab.

6.2.7.1 Changing the TDI Theme

You can change the TDI theme.



1. On the User Profile menu, choose Theme, and then choose TDI

2. Select the respective theme

You can choose between the following themes:

Default (OS

Settings)

Blue

Silver

Olive

Classic



6.2.7.2 Changing the Tab Theme

You can change the Tab theme.

1. On the User Profile menu, choose Theme, and then choose Tab

2. Select the respective theme

You can choose between the following themes:

Themes Tab

Default

TDI Theme:

The Tab has the same color as the

TDI Theme, for example “Olive”

Table 259: Tab theme

6.2.8 Undock and Split Screens

6.2.8.1 Dock and Undock Screens

With the feature “Undock” the user can detach a window from the tab. The window will be separated

from the tab and can be moved around or maximized over the whole computer screen.

To undock a report from the tab, do a right click on the tab and select Undock from the menu.

All already opened reports are still attached to the tab area.

To dock a report back to the tab, do a right click on the tab and select Dock from the menu.



Figure 157: Undock screen

6.2.8.2 Splitting Tabs into Two Sections

In addition to the “Dock/Undock” feature there is a “Split” feature where you can split the TDI into two

areas.

To show a report in the “Split” area, do a right click on the tab and select Split from the menu.

All already opened reports are still displayed in the left “main” area.



Figure 158: Split tab

6.2.8.3 Splitting the Screen into Two Sections

Like in other applications, most ICON-SCP screens can be split horizontally into two sections.

Move the mouse pointer above the black area next to the horizontal scroll bar:

The mouse pointer changes its appearance and allows moving the split bar to the desired position.




Figure 159: Split screen

The screens will remain split until you close the window or move the split bar back to its original

position on the left side of the scroll bar.

6.2.9 Search, Retrieve, and Filter

Search: The ICON-SCP wildcard character “%” allows you to define searches based on partial data. In

addition, any of the regular expressions can be used (such as <, >, <> etc.), essentially SQL style.

Retrieve: Based on the search criteria the data is pulled from the server to the workstation

(“Retrieve”)

Filter: To further narrow down the results, retrieved data can be easily filtered using the ICON-SCP

filter utility. Here a user or administrator is able to create a filter, and also save that filter for later

usage. Simple or sophisticated filters can be created using the ICON-SCP filter builder syntax.

There are two main methods to search for data:

Search criteria can be entered or selected in drop-down lists as available in most screens.

Search criteria can be entered in ICON-SCP Query Mode meaning the user can enter any type

of search criteria into any of the screen fields.

6.2.9.1 Wildcard Retrieval

The Retrieve functionality supports the wildcard character ‘%’. The following example leads to a result

where all records with part identifiers starting with “SYSTEM” are retrieved and displayed:




Figure 160: Wildcard Retrieval

6.2.9.2 Retrieving Data Using Standard Filters

In many screens the search fields will provide a list of all existing values, so called list boxes. With a

few simple mouse clicks you can pick the data of interest from the list. However, you can also enter

the search text manually.



Figure 161: Retrieval using standard filters

You can select data from a list box:

1. Click the arrow key of the list box

A drop-down list with available items is displayed.

2. Click on an item to enter the list

3. Press Tab to select the chosen item or click on the selected item.

The drop-down list disappears and the selected item is displayed in the box.

If you enter the first character(s) of the item before you open the list, the first item displayed in the

list matches the entered characters. In case there is no entry that matches, the list is empty.

If a depot or depot-family is already selected the part drop-down-box displays all available parts of the

selected depots and vice versa. The supported dependencies for standard filters are:

Depot / Part Filter

Part / PL / Controller Filter

Depot / Capacity Filter



6.2.9.3 List Selection Tool

The List Selection Tool is available for selection of multiple items (e.g. multiple depots or multiple

parts) in most standard reports. Check the List radio button wherever it is available (e.g. Ack Date

Report).

For example, depot and part lists can be combined. The window for depot selection and part selection

are equal. For part selections, the following window appears showing all existing parts:

Figure 162: List Selection Tool

You can select parts:

1. Press Retrieve to view a list of all available values to the left.

2. Create the list of selected items on the right side by drag and drop or alternatively by using the

buttons in the center.

In the Add Parts or Add Depots input field you are able to manually enter entries and add them.

The list selection will remain while you are logged on, even if a screen is closed or the List Selection

Tool is temporarily deselected.

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6.2.10 Query Mode

Query Mode is a powerful tool to search and pre-select desired content on report results.

Here are some features:

The keyboard shortcut CTRL + Q switches to query mode and the query is executed with the

retrieve button.

Query criteria complement standard filter criteria.

A context sensitive dialog box is available to refine queries.

Filters based on column comparisons are possible.

6.2.10.1 Example – Simple Query

This example shows a query of the Delivery Plan Report for Delivery Qty.

1. Activate Query Mode: right-click on the screen and select Query->Mode.

2. The report will be empty. You can now double-click in any row in the column Qty to enter the

query criteria. You can enter “Qty > 100”



3. Click OK to get the desired result

The resulting data set will display all records with a Delivery Quantity higher than 100.

If only the filter value alone is entered as filter condition, an exact match (“=”) is executed.

If a “>” or “<” operator is entered before the filter value, all data records greater or smaller

than the filter value are selected.

Filter conditions with the operator “LIKE” as in “LIKE PC%” in a parts column select all parts

beginning with “PC” such as “PC_A” and “PC_X1”.

If filter values are entered in several columns of the same row, then the individual filter terms are

combined with the conjunction AND. If filter terms are entered across several rows, then the individual

rows are combined with the disjunction OR.

6.2.10.2 Performing Inquiries

In Query Mode, inquiries can be performed with multiple search or filter criteria. You can perform

inquiries:

1. Select the window

2. In the Files menu, choose Query Mode (CTRL + Q)

Note: The data records in the window vanish when Query Mode is activated, so that

the filter conditions can be entered.

The standard filter operator on all fields is “=” (equal to the filter condition entered).

3. Double-click the desired field

A data type specific query mode dialog to refine the filter condition opens.

4. Select the respective filter conditions

Note: Options are valid operators “>”, “<”, “LIKE” with wildcards “%”, “BETWEEN” in

combination with filter value(s).



The retrieve of the report combines (“AND”) the entered query criteria with the

standard selection filters of the report (header).

The result of the query is displayed in the window.

6.2.10.3 Search Options

The below shows the data type specific search options both for simple query and query builder.

String Filter:

Figure 163: Querymode String Filter

Ignore Case sensitivity

Wildcard

Compare against other string column

Find Null values

Set IN-Function (e.g. “…where part IN(…))”

Date Filter:

Figure 164: Querymode Date Filter

Between two dates

Compare against other date column (e.g. pegging_date > due_date)

Find Null values



Numeric Filter:

Figure 165: Querymode Numeric Filter

Between two values

Compare against other numeric column

Find null values

6.2.11 Query Builder

The Query Builder is the advanced mode to define, modify and structure queries. Also, it is the

platform to store query statements and reuse previously stored queries. You can activate the query

builder via the file menu CTRL + Shift + Q or the funnel icon in the lower left corner of the

screen.

Figure 166: Query Builder



In case a screen contains any pre-selection criteria the funnel icon appears framed:

6.2.11.1 Defining a Query Statement with the Query Builder

You can define a query statement with the Query Builder.

1. Activate the Query Builder with CTRL + Shift + Q from the active screen.

The section contains all table fields that are available for query statement.

2. Enter distinct attributes in any of the fields ANDs these attributes as query statement.

The Add button (2a) extends the current rule with the selected set of attributes as a new row

in the query section.

The Modify button (2b) overrides the existing highlighted row in the query section with the

current selection criteria.

3. Choose the conjunction criteria

The conjunction column determines if the individual query statement of consecutive rows are

ANDed or ORed. Note, that explicit brackets “(“ and “)” around groups of selection criteria

might be necessary to get the desired query result (according to SQL logic: AND is stronger

than OR).

4. Double-click in any field in section (1)



A column type specific Querymode dialog, that allows to detail the desired behavior with e.g.

wildcard, operators like </>, BETWEEN, column comparison and other options opens.

5. Press OK to memorize the query statement.

6.2.11.2 Saving a Query

You can save a query:

1. Select the window with the results

2. In the Files menu choose Query Save or save the Query in the Query Builder Screen

The saved query is listed among the queries for the selected window. Data can be copied from one

source and pasted into the query screen in case there is a lengthy list of search criteria.

6.2.12 Filter Dialog

6.2.12.1 Defining a Filter Statement with the Filter Dialog

You can define a filter statement with the Filter dialog.

1. In the File menu, choose the Filter dialog or press Ctrl + F

The section contains all table fields that are available for filter statement.

2. Enter distinct attributes in any of the fields ANDs these attributes as filter statement.

The Add button (2a) extends the current rule with the selected set of attributes as a new row

in the filter section.



The Modify button (2b) overrides the existing highlighted row in the filter section with the

current selection criteria.

3. Choose the conjunction criteria

The conjunction column determines if the individual filter statement of consecutive rows are

ANDed or ORed. Note, that explicit brackets “(“ and “)” around groups of selection criteria

might be necessary to get the desired filter result (according to SQL logic: AND is stronger

than OR).

4. Double-click in any field in section (1)

A column type specific Filtermode dialog, that allows to detail the desired behavior with e.g.

wildcard, operators like </>, BETWEEN, column comparison and other options opens.

5. Press OK to memorize the filter statement.

6.2.12.2 Saving a Filter

You can save a filter:


2. In the Files menu choose Filter Save or save the Filter in the Filter Screen.

The saved filter is listed among the filter for the selected window. The filter can be renamed. Data can

be copied from one source and pasted into the filter screen in case there is a lengthy list of search

criteria.

6.2.13 Stored Queries, Filters, and Sorts

Queries, filters and sort criteria can be stored for re-use. For example, if a user applies the very same

filter to a specific report every time he/she reviews the report, it is not required to enter the filter

criteria again. Instead, the stored filter can be applied.

Note: When saving filters, queries or sort statements, they will only be assigned to the

user performing this action.

6.2.13.1 Storing Queries, Filters, and Sorts

You can save a filter statement:

1. Define the Filter using the File > Filter > Mode dialogue

2. In the File menu, select File > Filter > Save

The Save Filters dialogue appears.



Within the dialogue, the title of the stored filter can be modified according to customer needs.

The actual filter statement is displayed in the preview pane on the right side of the dialogue

window.

3. In order to apply any changes, press the Ok button

For saving queries or sort statements, the procedure is the same as described for filters,

except that the ‘Save’ command needs to be accessed from the File > Query resp. the File >

Sort menus.

6.2.13.2 Loading Stored Queries, Filters, and Sorts

You can load stored queries, filters and sorts:

1. On the File menu, choose Query (Filter or Sort) and click Load

A dialogue which provides all stored query, filters or sort statements which have been defined

for the current working screen and which are available to the user appears.

In the following example, two filters are available for the Delivery Plan screen.



2. To apply a filter to the report, select the corresponding row

3. Click the Add button

The corresponding filter statement will then be applied to the screen.

6.3 Maintaining and Editing Data

Data in fields can be edited as long as the fields are not calculated planning results. The security

features in ICON-SCP allow specific fields to be protected against change in case changes to those

fields are not desirable. In cases where a large amount of data has to be edited it is possible to enter a

single value and then “fill column” which copies the change to the entire column. Furthermore, it is

possible to copy data from an external source and paste it into the ICON-SCP screen.

Depending on the user group the user is assigned to, users are able to add or delete new records (such

as new inventory records, parts, customer orders etc). The security features in ICON-SCP allow

inserts/deletes to be rejected in case such updates are not desirable.

Once data has been modified the changes need to be saved (Ctrl+S).

6.3.1 Inserting New Data Rows

If data records can be created in the active window or sub-window, the entry Insert Row (Ctrl + I) is

activated in the File menu. You can insert a new data row:

1. Activate the desired window and if necessary the relevant sub-window.

2. Click the Insert Row icon in the toolbar.




3. Select the entry Insert Row from the File menu, or enter Ctrl + I

The inserted data record is precept with the content of the data record, which was selected

before the insertion. The new data record is always inserted before the last active data record.

The new data record is now the active record.

4. To save your modifications click Save Changes.

The data record is stored in the database.

6.3.1.1 Validate the Length of Strings

Any data that is entered into the system using the windows client will be validated (not-null, valid-

date, string length, etc.). Any constraint violation is displayed in the user interface as shown in below

given example. In this example, an attempt is made to create a depot entry that is 81 characters long

(maximum allowable is 80).

The maximum allowed string length of each particular data field will be checked with the data base

length definition and in case of violation, an error message will display the maximum length.

Following picture shows the data types of the fields of Priority Manager report (Rules screen).



When you define statements in various reports, you may encounter a constraint violation if you have

violated the maximum length of the SQL statement. The maximum length of the statements is 2000

characters. Here is an example of reports/fields where a user may want to define statements.

PM_RULES.FILTER_CRITERIA

PM_RULES.ORDER_CRITERIA

CUSTOM_COMAND.STATEMENT

CUSTOM_REPORT.STATEMENT

CUSTOM_REPORT_PIVOT.STATEMENT

SCM_SECURITY.SCM_EXPRESSION

USER_QUERY.STATEMENT

6.3.2 Deleting Data Rows

If data records can be deleted in the active window or sub-window, the entry Delete Row (Ctrl + D) is

activated in the File menu. You can delete a data row:

1. Activate the desired window and if necessary the relevant sub-window.

2. Select the position of the chosen data record(s).



Marking multiple records is performed by holding down the shift key while moving the up- or

down arrow key or by holding down the Shift/CTRL key and select records with the mouse

(standard windows multiple select).

3. Click the Delete Row icon in the toolbar. (Alternatively: Select the Delete Row entry from

the File menu, or enter Ctrl + D)

The deleted data record is no longer displayed in the window.

4. To save your modifications click Save Changes

The change is stored in the database.

6.3.3 Discard Row

In order to suppress a specific row in any ICON-SCP data window, the Edit/Discard Row functionality

can be used. The row disappears from the current display, but the database does not get changed.

6.3.4 Set Null Value

In many fields of the ICON-SCP database there are fields which are initialized with NULL entries. When

you enter a value and overwrite this value with ‘‘, the value is not NULL any longer. Therefore, the

Edit/Set Null Value can be employed:

Select a field

On the Edit menu click Set Null Value

6.3.5 Resetting a Value

Any entry in an ICON-SCP field is valid as soon as the focus changes onto another field (by tab, enter,

mouse click, etc.). As long as the focus has not changed you can set the original value back:

Press the ESC key

When the focus has changed but the change has not been saved yet, it is possible to reverse the field

entry:

In the Edit menu choose Reset Value or press Ctrl + Shift + Z

6.3.6 Filling a Column

Fill Column function allows filling a column with the same value in each listed row of any window. This

functionality can be used together with filters or queries to isolate specific rows for a fill operation.

You can fill a column:

1. Select a field and enter a value.

2. On the Edit menu click Fill Column (Ctrl + U)






The shortcut to activate the Edit menu is Ctrl + right mouse button.

All listed rows will have the same value in the selected column.

6.3.6.1 Filling a Column with the Fill Column Tool

With the Fill Column Tool you can fill a column with advanced options:

1. Click the Edit menu, choose Column Tools and select Fill Column Tool


The tool differentiates between numeric and text columns:

If the column contains numbers, you can either increment or decrement the cell value in every

row (as shown in the screenshot). Just define the steps and press the relevant button.

If the column contains text, you can fill parts of the cells while keeping the entries. Set a % in

front of your entry if you want to append or set it after your entry if you want to use it as a

prefix.

2. Press Fill to view the results

6.3.7 Enhanced User Input

The ICON-SCP application has a powerful inline editing and insertion capabilities. If you double-click

into a cell a dialog opens to select feasible values. In the following screen example, you could change

the depot name by double clicking into an entry field. Doing so, a drop-down box opens which helps

you to select a depot from the list of available depots.



The enhanced user input supports following fields:

Part

Family

Depot

Capacity

Capacity Depot

Channel

Calendar

Process

6.3.8 Batch Updates

The Batch Update can be accessed through the File menu.

Mass updates through the ICON-SCP Client follow the principle “What You See Is What You Update”.

This means, the user can filter the data set in updatable reports using a mix of standard filter and

post-filter (query-filter). Once the desired data set is available, the user can perform the batch update.

Therefore, a new dialog appears where the user can enter all required values for non-key columns.

The typical steps to issue a batch-update are as follows:

Fill standard filters and retrieve result

Add query-filter and retrieve

Open batch update dialog (see figure below)

Enter values and confirm



Note: The client automatically disables the batch-update-feature after any modification

to data set.

Figure 167: Batch Update dialog of the Process Setup screen

The Batch Update dialog is not available for all reports (for some of the reports the batch updates are

not necessary). For the Batch Update dialog to be available/enabled following conditions are valid:

The report can be saved (Save button available).

The report is retrieved (Retrieve button pressed).

The report contains data.

No client/security filter is set.

All columns can be changed/updated (except for key columns, and protected columns); for strings the

NULL value can be set.

6.3.9 Saving Changes

Inserting, modifying or deleting data rows in a screen is part of a user’s regular work. In order to

communicate these changes to the server, they need to be saved. The Save Changes command in the

File menu (Ctrl + S) will trigger that an update, insert or delete statement is executed.

Note: Saving changes only applies to the current active screen. Changes in other

screens than the active one need to be saved separately.



6.3.10 Discard Changes

If data has been modified, but changes shall not be saved, there are actually two ways to discard these

changes:

Retrieve screen again

Close the screen

In both cases, a dialog box will ask if changes shall be changed or not.

Note: There is no “Undo” button available in ICON-SCP, so a list of changes cannot be

discarded partially.

6.4 Using ICON-SCP Data Outside of the Application

Data from the ICON-SCP screens can be output quickly in various formats including MS-Excel, text file

and HTML web browser. While ICON-SCP does not store planning engine output for future retrieval, it

is possible to export planning results from any screen for future reference. What is very feasible is an

automated export of data to a shared resource (e.g. online) since the export capabilities can be

automated as well as scheduled processed to output data from the planning engine or database.

Additionally, ICON-SCP contains its own built-in pivot table feature allowing users to pivot data from

the screen they are presently positioned on. Furthermore, users or administrators can create MS-Excel

templates formatted for a specific purpose and the data in the spreadsheet gets

automatically/dynamically updated as and when the planning results get changed (this is not an export

of data, but rather a dynamic update of data to the spreadsheet removing the need for downloading

altogether).

Note: Data can easily be imported also with the methods identified above, but data

can also be copied from one source and pasted directly into screens, if this is a

preferred method.

6.4.1 File Formats

Any report on master data or planning results can be exported to other programs for further

processing. A variety of file formats is available for this.

Format Description

Excel Microsoft Excel format

Text Tab-separated columns with a return at the end of each row




CSV Comma separated values

SQL-Syntax the syntax required to recreate the Data Window object when run through the

database

SYLK Microsoft Multiplan format

WKS Lotus 1-2-3 format

WK1 Lotus 1-2-3 format

WMF Windows metafile format

DIF Data Interchange Format

DBF 2 dBASE-II format

DBF 3 dBASE-III format

Powersoft Report

HTML Table

Table 260: File formats

Formats which can be directly selected from the submenu are:

Save As ISO

Save As ASCII

XML

6.4.1.1 Saving Data in Various Formats

You can save data in the respective format:

1. Open the window/report

2. Load/retrieve the data

3. On the File menu, point to Import/Export, choose Save as and then click Mode

You can also choose one of the available formats in the submenu.



4. Enter the File name in the Save As window

5. Select the desired file format in the list box Save as type

6. Select the drive and folder where you want the exported file to be saved

7. Click the Save button.

All lines which were loaded in the window/report at the time of the export are written to the

file.

The Save As functionality can also be activated with the right mouse button by clicking directly on the

opened window/report.



6.4.1.2 Loading a Report in Excel

You can export the content of a report directly into Excel:

1. On the File menu,

2. choose MS Excel

3. and then click Load In

MS Excel opens a new worksheet with the content of the ICON-SCP report.

6.4.2 Copying All Data

The content of any text based data window (subwindow) can be copied to the clipboard for further

processing:


2. Load the results into the window

3. On the Edit menu select Copy all data (Ctrl + Shift + C)

4. Paste data in target program (e.g. Excel).

As there is only a Select all functionality implemented yet, the filter and query functionality can be

used to confine the selection.




6.4.3 Pasting All Data

The clipboard content can be pasted into any text-based data window (subwindow). As the data types

need to match the internal data window structure, it is recommended to modify a template which has

been exported from that data window before. You can paste all data:

1. Select the window in which you want to import the data

2. On the Edit menu, click Paste (Ctrl + Shift + V)

Following window opens:

3. Select Overwrite if the existing data should be overwritten

4. Select Start Row at which row the overwrite should happen

5. Select OK.

6. On the File menu, click Save Changes (Ctrl + S)

Saving duplicate entries is not accepted by the database.


6.4.4 Loading Data from a File

Data stored with the Save Rows As command or data from other programs can be loaded into a data

window:



1. Select the window in which you want to import the data

2. On the File menu, select Load From

3. Select the file and the file type you want to import

4. Click the OK button

All lines which were loaded are displayed in the window and can be saved with Save Changes

(Ctrl+S).

The Load From functionality can also be activated with the right mouse button.

Note: If you import data in a window, make sure that the format is correct, otherwise

you will get the message “Item does not pass validation”. If you press the OK button,

the message “Item validation error on IMPORT” is displayed. If you press YES the

import is continued, if you press NO the import is aborted.

This function is helpful to 'copy' marketing forecast (Demand Forecast) stored in a file

with Save Rows As in the Forecast scren.

6.4.5 Import File Dialog Box

File Name: The names of the file types specified in the List Files in the current directory are listed.

Select the name of the respective file from the list or enter it in the File Name box.

Note: If the file is in another directory, select the directory form the list in the

Directories box. If the file is in a directory on another drive, select a drive from the

drop-down list in the Drives box.

List Files of Type: Select the file type you want to display. For example, tab separated (.TXT), dBASE

II, or dBASE III (DBF).

Directories: The current directory is highlighted. If this is not the correct directory, select the directory

which contains the file you want.

Drives: The current drive is displayed. If this is not the correct drive, select the drive on which the

respective file resides.

6.5 Further Tools

Besides the concepts of running queries, using filters, maintaining data within and using data outside

ICON-SCP, there are many other tools available, which aim to ease the use of the ICON-SCP frontend

and allow efficient work. These ‘little helpers’ are explained in the following chapters.




6.5.1 Pivot Table

A Pivot Table allows the user to group and analyze data in multiple dimensions. The Pivot Table

functionality can be used in any report or data window carrying a specific result set. Pivot tables

configurations can be saved and reused or made available as one-click pivot report on the menu.

6.5.1.1 Creating a Pivot Table

To create a pivot table based on a report result, e.g. the Replenishment Report for a family of parts,

you can load the results of the active data in the Pivot Table Editor:

1. On the File menu,

2. choose Tools

3. and then click Pivot Table.

The Pivot Setup opens.

4. Define the Pivot settings

5. Click on OK

After having created the Pivot Table, the result is available in the PivotTable [<Report Name>] tab.

Figure 168: Pivot Table

The Open Pivot Setup button provides the link back to the setup for further editing or saving the

pivot.

Double-click on the value items provides a detailed view.



Figure 169: Detailed view of value item

6.5.1.2 Pivot Setup

The Pivot Setup shows the data elements that can be used for the report creation, and how this data

is then structured in row elements, column elements, and value elements.

Figure 170: Pivot Setup



Following table explains the screen results of the Pivot Setup table:


Source List of all columns which are available in the original data window in

alphabetical order.

Load/Save Settings Load existing Pivot Settings and save current Pivot Setting.

Row fields Defines the row criteria of the pivot table. Items from the Source area

can be dragged and dropped into this section.

Column fields Defines the column criteria of the pivot table. Items from the Source area

can be dragged and dropped into this section.

Value items Defines the data item of the pivot table (content). Items from the Source

area can be dragged and dropped into this section. Different

mathematical functions are available in the drop down list and can be

used for the result calculation.

Table 261: Pivot Setup description

6.5.2 Using the Calculator

The built-in Calculator allows the user to run basic statistics in the screens.

1. On the Edit menu, click Calculator

You can also activate the calculator via the context menu with Ctrl + right mouse click.

The following window opens:

For columns holding numeric values, the following aggregate functions are supported:

SUM

AVERAGE



MIN

MAX

2. To use the Calculator click into a window with any retrieved data

3. Open the Calculator and select a numeric column

4. Apply filters to calculate values for specific data

Under Row Statistics you can see the following information:


Selected Number of rows currently selected

Current Currently selected row

Min First highlighted row

Max Last highlighted row

Table 262: Calculator - Row Statistics description

If you want the aggregate functions to consider the whole column, check the Select all rows box,

otherwise only the highlighted (marked) rows will be considered in the calculation.

Selected rows that are empty will not be counted in the Selected portion, however will be considered

in every other portion of the statistics.

6.5.3 Getting Information about an Open Window

The Information screen reports information about any open window.

On the File menu, select Tools and click Information.

You can also click Ctrl+N in any open window. The following screen appears:



Figure 171: Information screen

The tab Statistics is divided into two sections: Subscreen Statistics and Subscreen Layout.

The Subscreen Statistics contains the following fields:

Field Description

Total Total number of rows available in the screen currently selected

Count Number of visible rows available in the screen currently selected

Filtered Number of filtered rows, which are not visible, e.g. as the user has applied

a custom filter to the screen

Deleted Number of deleted rows in the screen currently opened

Modified Number of modified rows

Current Row ID of currently selected row in the opened screen/report



Incl. Groups Some screens provide additional rows, which for example hold aggregated

numbers like totals or sub-totals. The “Incl. Groups” value represents the

number of visible rows in the screen also counting these additional rows

Storage (KB) Necessary memory for storing the report

Selected Column(ID) ID of the selected column

Selected Column

(Name)

Name of the selected column

Retrieved Date and Time the data is retrieved

Table 263: Information Subscreen statistics description

The Subscreen Layout contains the following fields:

Field Description

Subscreen Customizing Identifier of applied Subscreen Customizing. Empty if no SSC was applied

Table States the internal name of the opened report

Primary Key Lists the Primary Key columns of the opened report

Sort Contains the defined sort criteria

Filter Contains the defined filter criteria

Suppress repeated

values

Shows if repeated values are suppressed or not

Table 264: Information Subscreen layout description

6.5.4 Searching and Replacing Data with the Find Tool

With the Find Tool you can easily search and replace data:

On the Edit menu, click Find.

You can also use the shortcut Ctrl + Shift + F. The following window opens:



Figure 172: Find Tool

For case sensitive search check the Match Case box. Furthermore, check the Match Exactly box to

find exactly the word that matches yours. The Up/Down options execute the search only to the end of

a list and will not start over. If you want that, just click Find instead of Find Next. It will always begin

the search from the beginning or the end of the list. Subscreen formats on the bottom of the screen

also help you to apply the appropriate format.

Important: The option to replace data is powerful, so be careful what you do when

you apply it.

6.5.5 Auto Fit Column

With the AutoFit Columns tool a single or multiple column can be adjusted to the column content:

On the View menu, select AutoFit Columns.

You have the following options:

Option Description

Current Column It adjusts the width only of the currently highlighted column. This setting is

useful for screens with many columns.

All Columns It adjusts the width of all columns

Select Columns A new window in which you can make your selections opens. This setting is

recommended in most cases.

Table 265: AutoFit Columns options



6.5.6 Using the Print Preview

The Print Preview allows to finalize a print job before sending it to the printer. It provides options like

modifying the page orientation and Zoom in order to get printing results according to the needs of the

user.

You can access the Print Preview dialog. On the File menu, choose Print and then click Preview.

The following window opens:

Figure 173: Print Preview

6.5.6.1 Zoom Feature

Use the Zoom feature to adjust the size of the content to be printed. Besides the pre-defined zoom

values, a custom specific value can be entered. Furthermore, the scroll bar at the left side of the

screen allows for zooming in and out (between 10% and 1000% or original size).

If Show Rulers is checked, rulers are displayed in preview mode.



If Page break is unchecked, the print output ignores unnecessary page breaks.

6.5.6.2 Print Settings

Within the Print dialogue, you can adjust a print job before it is sent to the selected printer.

Figure 174: Print Settings

The following settings allow for adjustments:

Setting Description

Setup Select Printer and adjust printer settings

Quality Select quality of print output (High, Medium, Low, Draft)

Print Send print job to printer

Print Preview Enter Print Preview Dialogue

Table 266: Print Settings description

6.5.7 Using the Online Help System

ICON-SCP comes with an Online Help system, which runs on the Windows Help engine. Using the

Index or the Search function, you can look up information in the Help system, or retrieve context-

sensitive help.

1. Press Shift + F1 to retrieve context-sensitive Help

2. Select Contents in the Help menu to call up the Help index, and search for Help to call up the

Search window.

Use the Help Index to make one of the following steps:



3. Click on an underlined Topic

4. Press the TABULATOR KEY until the desired entry is marked

5. Press the INPUT KEY

Returning to the previous topic: Click on the Back button, or press the B key

Starting a search: Click on the Search button, or press the S key

Moving to the parent topic: Click on the Up button, or press the U key

Activating the Navigator: Click on the Navigator button, or press the N key

The Navigator is an interactive table of contents that offers you a bird's eye view of the Help file. It

helps to quickly and easily explore the hierarchy of the system and provides the functionality to view

Help system topics in an expandable (and collapsible) outline format. The Navigator and the Help

system can be synchronized so that movement in one is reflected in the other and allows browsing

through the Help system sequentially. Help topics can be printed through the Navigator with a dialog

box, which enables printing of all or part of the help file.

6.6 Admin Tools (SysAdmin)

6.6.1 Parameter

The Parameter screen is divided into three tabs:

Parameter

Options

Planning Setting

6.6.1.1 Parameter & Options

Figure 175: Parameter



The Parameter and Options tabs show the client parameters. You can define options in the Options

tab and they will be directly applied to the Parameter tab. Thus, the Options tab serves as a help in

defining parameters.

The following list gives a brief description of the client parameters:


WWW_PAGE_1/WWW_PAGE_2 Dynamic URLs for the Help Menu

WWW_PAGE_1_LABEL/ WWW_PAGE_2_LABEL URL Labels

ICON_SUPPORT_EMAIL Icon Support email address (default:

[email protected])

MDI_COMM_WWW_SUPPORT Show support email address in top of the mdi/tdi

(default: 1)

SYS_EXIT_MSGBOX Prompt on exit

BACKGROUND_COLOR Background color of the welcome

screen/application area

REPORT_FOOTER Specifies the text displayed in the Footer section

of Reports

RELOAD_SERVER_STATUS Refresh time of the server status/ticker in seconds

[default: 30]

CLIENT_INVALIDS Controls during logon if the client release is valid

CLIENT_RELEASE Controls during logon if the client release matches

the required version

CLIENT_RELEASE_INFO Client release information message if the client

release not matches the required version

SYS_HALT_SESSION in case user is not allowed to access or is forced to

logoff

SYS_HALT_MESSAGE information message for the user

SYS_DBERROR_EMAIL/SYS_SYSERROR_EMAIL system error email address

EMAIL_TYPE: Email System Outlook or SMTP [default: Outlook]

SMTP_SERVER/SMT_PORT/SMTP_USERNAME/S SMTP Settings



MTP_PASSWORD

WEB_EXECUTOR_URL Web Executor service address

WEB_EXECUTOR_AUTH Use Authentication for the Web Executor

Table 267: Client Parameter description

6.6.1.2 Planning Setting

The Planning Setting tab shows the server parameters.

Figure 176: Planning Setting

6.6.1.2.1 Planning Horizon Parameters

The following parameter defines the default values to be used for calculating the planning horizon:


CURRENT_DATE Start date for the Planning [default: system date for today]. The date

should be defined in ISO format (YYYY-MM-DD)

PLANNING_DAYS Defines how many periods are planned by ICON-SCP on a daily basis



PLANNING_WEEKS Number of weeks, which are planned by ICON-SCP on a weekly basis

PLANNING_MONTHS Number of months, which are planned by ICON-SCP on a monthly basis

PLANNING_GRID One of DAILY, WEEKLY or MONTHLY that defines the planning grid

FUTURE_DATE [default: 2222-11-11]. The date should be defined in ISO format (YYYY-

MM-DD)

PAST_DATE [default: 1900-01-01]. The date should be defined in ISO format (YYYY-

MM-DD)

DEFAULT_BUSINESS_C

AL

The default business calendar to be used by ICON-SCP. The valid values

are GREGORIAN_US or ISO. This will only be used if there is no business

calendar setup for the instance in the database table

BUSINESS_CALENDAR

Table 268: Server Parameter description

6.6.1.2.2 Prioritization Parameters

The following parameter defines the default values to be used for prioritization (to assign numeric

priorities to the primary demands) by the Priority Manager:


PM_ACTIVE_PATTERN The pattern ID that is currently set as active for prioritization

PM_RANK_OFFSET Defines the offset for the first rank. Used as starting priority for the rules

preview

PM_RANK_DELTA Defines the delta between consecutive ranks

PM_RANK_MODE Defines the way how to apply the rank delta

PM_PRIORITY_DELTA Defines the delta between consecutive orders within the same rank

Table 269: Prioritization parameter description

6.6.1.2.3 NP-Code Parameters

The following parameter defines the default values to be used for NP-Code. Please use proper string

identifiers for the NP-Code as defined below:


NP_NONE Defines that any partial is permitted



NP_ORDER The entire order must be delivered in a single delivery

NP_ITEM Each item must be delivered in a single delivery

NP_PRODUCT The ratio between delivery quantities must be equal to the ratio between

the original item quantities

Table 270: NP-Code default value description

6.6.2 User Authorization

Access rights and configurations are attached to User Groups and each User is assigned to a User

Group.

The User Authorization screen is the central screen to maintain user accounts and their properties.

The actual configuration and access rights are configured in other screens like the Report or Menu

Wizard. In those screens, the User Groups defined in the User Authorization Screen are referenced.

If the logged in user is not a system administrator (admin flag is unchecked), the only information

accessible is the information of the logged in user.

Figure 177: User Authorization

The User Authorization screen consists of the tabs User Administration and a tab Communicator.

The Communicator tab is only accessible by system administrators.

6.6.2.1 User Administration

The User Administrator falls into following interacting pieces:

The top section contains a button , which opens the Create Account dialog. The dialog supports

system administrators when setting up new accounts and entering the initial password, user group, full

name, email and the language settings.



Figure 178: Create Account

The upper section also contains two radio buttons, which can be used to change the way the upper

right and lower right pane are connected.

If you choose Selected , then the lower pane shows only the value of the selected user. If All is

selected, the lower pane shows the properties of all accessible users.

The left pane shows the available User Groups. A new User Group can be added by clicking into the

pane, pressing CTRL+I and entering a new User Group name. After saving the new group (CTRL+S) it

can be referenced by users, configurations or access rights.

The right pane contains a list with the users accounts accessible for the logged-in user. Following

properties are attached to User Accounts:

Property Description

Opens a new window Change Password

Opens a new window Change Account

Opens a new window Delete Account.

By deleting the selected account, everything else in the client referring to

that account will be deleted, e.g. filters and xls files stored under the

account name)

User ID The user identification

User Group The User Group of the user

Admin Flag indicating if the user has System Administration rights (like



maintaining accounts)

Account Disabled Each item must be delivered in a single delivery

Expire Date A date which can be set to disable an account at a given date

Pwd Change Required A flag indicating that the user has to change his password the next time he

logs on

Pwd Change Permitted A flag indicating that the user should not be allowed to change his

password

Created By The user Id which created the account

Created At The date at which the account was created

Table 271: User Account Properties

The lower right pane contains two tabs which facilitates configuration of the system to the users needs

and preferences. Every user is allowed to change and maintain its own settings.

The User Properties Tab shows Full Name, Email, Description and Language of the user which

is selected in the upper right pane.

The User Preferences shows all the user specific properties. The properties are typically

changed directly where they apply and this tabs main purpose it to provide a comprehensive

view. Even though the screen allows to edit properties, this should only be done by

experienced users as the grid contains simple key-value-pairs and there are no validity checks

which alert the users of typos or inconsistencies.

6.6.2.2 Communicator

The Communicator tab can be used to send emails to users or user groups. This tab is only accessible

for system administrators.

6.6.3 Menu Configuration

The windows client menu can be configured, thus the default menu configuration can be modified to

meet any special requirements of the particular implementation.

The File-, Edit-, View-, User Profile-, Window- and Help-menus are static menus with the option

to hide items when not required or access should be prohibited.

In addition to the standard menus, it is possible to configure custom (dynamic) menu trees that allow

defining optional names, hierarchies and links to e.g. standard or custom reports.



Figure 179: Menu Configuration

The Menu Configuration screen is divided into three sections:

Menu Selection

Menu Administration

Menu Group Access

6.6.3.1 Menu Selection

The Menu Selection section contains all available menus (Standard Menu, Dynamic Menu). By clicking

on one of these elements, the configuration for this menu and all subordinate menu items will show up

in the Menu Administration section to the right.

6.6.3.2 Menu Administration

The Menu Administration section allows for configuring the dynamic menu hierarchy, dynamic menu

labels and screen objects to be accessed. For Standard Menus these options are not allowed.

The menu creation and configuration process is supported by several functions which can be executed

with the buttons on the left side of the Menu Administration area.

6.6.3.2.1 Change Dynamic Menu

To change dynamic menu entries press the Change Menu button:

The Change Menu dialog will appear where you can move, insert, update and delete menu items

through the context menu (right mouse button).



Figure 180: Change Menu

In order to add a menu item into a menu folder right click on it and choose Insert Menu Item then

the item type to be added: (choose one of the following) Standard report, Custom Report, Pivot

Report, Excel Template, Server Command etc.

Note: If You would like to add to the menu a server command You have to bear in

mind that only previously stored server commands will appear after the Server

Command is chosen in the context menu of Change Menu screen . It means that it

has to be saved in the Command Wizard first (Sys Admin->Command Wizard).



Figure 181: Command Wizard screen with stored server command

Choose e.g. a Standard Report to add it as a menu item into a dynamisc menu folder.

Figure 182: Change Menu context menu

Then choose first a category from the Library List and then choose a report you would like to add

from the Window List.



Proceed with the following chapters to learn how to adjust menu settings, group access and rebuild

menu afterwards.

6.6.3.2.2 Menu Settings

To change the menu settings entries press the Open Menu Settings button:

The Menu Settings dialog will appear where you have four options:

Figure 183: Menu Settings

Show the menu in the Accordion Menu

Show the menu in the Static Menu

Show the menu in both (Accordion and Static)

Hide the menu

6.6.3.2.3 Static Menu

In the Static Menu screen the system user can hide items (File-, Edit-, View-, User Profile-,

Window- and Help-menus) when not required or distribute the access rights for specific user groups.



Press the Open Static Menu button:

Figure 184: Static Menu

The Static Menu screen is divided into two sections:

Menu Selection

Menu Group Access

The Menu Selection section contains all available static menus

The Menu Group Access box lists the user groups that are granted access to a selected menu or

menu items. Access is granted when the user group is high-lighted or when no user group is high-

lighted.



6.6.3.2.4 Rebuild Menu

To rebuild the Accordion- and the Static- menu press the Rebuild Menu button:

6.6.3.3 Menu Group Access

The Menu Group Access box lists the user groups that are granted access to a selected menu or

menu items. Access is granted when the user group is highlighted.

For Standard and Static menus, access is also granted if no user group is highlighted. To hide a

Standard or Static child-menu for all user groups, you have to set a user group for the parent menu

entry.

6.6.4 Report Repository

Power users or administrators use Report Repository to individually customize every report, including

the following features:

manage auxiliary fields for the selected report

manage computed or join columns

The Report Repository displays all reports known to the reporting framework. These reports will

include standard reports (there are exceptions) but neither configuration nor setup reports (no menu

configurations, subscreen customizing or navigation configurations). It is possible to include

customizations into the framework.

Note: The following three standard reports Supply Bottom Up Pegging, Demand

Bottom Up, Capacity Requirements belong to the group of reports which are not

part of the Report Repository. Keep in mind, for all reports, which are not part of the

Report Repository, neither auxiliary fields, nor computed/join columns are available.



Figure 185: Report Repository

The Report Repository displays three sections:

A list of reports enabled to the reporting framework (Report Repository).

A list of configured auxiliary columns based on the currently selected report.

A list of joined or computed columns based on the currently selected report.

The latter two sections are for information only. That means, they give a rough overview if the current

report has some additional columns without the need to open any other screen.



Any listed report is capable to display joined fields from other reports but only a pre-defined set of

reports supports maintaining auxiliary fields.

The Report Repository supports the following actions:

Button name Description

Manage Auxiliaries Opens an administration screen to manage auxiliary columns for the selected

report. This action is only available if the selected report supports

maintaining auxiliary fields.

Manage Columns Opens an administration screen to manage computed and join columns for

the selected report.

Preview Report Opens a preview screen displaying all configured columns of the selected

report. This action actively validates the configuration of the selected report

and displays an error message if required.

Describe Report Opens a new screen displaying all configured columns including their data

types, key-attributes, etc.

Verify Report Runs a validation of the selected report and displays errors if required

Verify Repository Runs a validation of the entire repository and displays all errors found

Table 272: Report Repository buttons functionalities

6.6.4.1 Auxiliary Fields

Auxiliary fields are tenant-specific. That means, administrators are able to add, modify, and delete

auxiliary fields for all tables supporting auxiliary fields.

Auxiliary fields are not user-specific or group-specific. That means, an auxiliary field either exists or

does not exist. Whether an auxiliary field is visible to a specific user depends on security settings

and/or sub-screen customization.

From the moment an auxiliary field is added to the system, it exists. Any further query on the base

report returns this field automatically. Maintenance of auxiliary fields happens thru the corresponding

base report.



Figure 186: Manage Auxiliary Fields

The above figure shows the Manage auxiliaries screen to manage the auxiliary columns for the

selected report (here: Additional Demand). The screen is opened from the Report Repository

screen.


Add Opens a new dialog box Add auxiliary column where the user can add a

new column and assign the data type

Delete Opens a new dialog box Delete auxiliary column where the user can delete

the existing auxiliary field.

Change Opens a new dialog box Change auxiliary column where the user can

change the name or the data type of an existing column

Table 273: Manage auxiliary fields screen - button functionalities

The array buttons on the right support changing the default sequence of the auxiliary fields in the

corresponding base report. By default, all auxiliary columns of a specific report appear right of all

standard columns of the report.

This sequence is modifiable on a user-group-level thru sub-screen customization.



Note: Deleting an auxiliary column may break existing configurations of other reports.

6.6.4.2 Manage Columns

There are two different kinds of columns:

Joined columns: merged from another report based on the report’s primary key

Computed columns: calculated thru an expression based on already existing columns of the

report

Merge columns are tenant-specific and an administrator can add, change, or delete them at runtime.

Whether a merge column is visible to a user or not depends on security setting and/or sub-screen

customization.

Figure 187: Manage Merge Columns

Any report enabled to the reporting framework supports join columns. That is, the reports are able to

display columns from other reports based on a join condition.

Adding a new column opens a new screen where the user can choose the type of columns to add.



Figure 188: Add Columns Wizard

6.6.4.2.1 Simple Join

A simple join is used to add columns from another report. In the below example the Part’s description

is joined to the Bill of Materials.



Figure 189: Simple Join Wizard

In the lower section, the dialog displays a list of available columns from the joined report. The user can

select the columns to join and rename them as required.

Note: The list of available columns contains not only the standard columns but also all

auxiliary and joined columns.

6.6.4.2.2 Conditional Join

A conditional join is used to add columns from other reports based on a condition. In the example

below, the Pick List Report is configured to display one additional column “Description”. This column

is filled with the part’s description if a part is referenced and with the capacity’s description if a

capacity is referenced.



Figure 190: Conditional Join Wizard

6.6.4.2.3 Computed Columns

Any report enabled to the reporting framework supports computed columns. That is, the reports are

able to evaluate formulas based on the available columns.



Figure 191: Computed Columns Wizard

The formula builder displays all supported functions and all available columns of the selected report.

The user then enters the required formula and the column name. It is possible to add new functions

thru customizing.

Example expressions:

(qty + (2 * qty - 150) + qty % 47) / 2

CASE WHEN qty<10 THEN qty ELSE '' END ( Column type is STRING)

CASE WHEN qty<10 THEN qty END ( Column type is NUMERIC)

CASE WHEN qty<10 THEN qty WHEN qty IN (10, 100) THEN qty / 2 ELSE NULL END

CASE qty WHEN 10 THEN 'Ten' WHEN 100 THEN 'One Hundred' ELSE '' END



6.6.4.2.4 Formula Builder Function

This section defines and explains all functions supported by the system. Thereby, the function names

are case-insensitive. That means, “Trim”, “trim”, or “TRIM” refer to the same function. Throughout this

section, all upper case identifies a function.

Conversion

The system knows and uses the types of columns, expressions, etc. when working with dynamic

expressions. Thereby, it automatically converts data from one type to another if required and possible.

The following table lists all implicit conversions the system is doing (N/A stands for incompatible

types):

INTEGER NUMERIC CURRENCY STRING DATE TIMESTAMP

INTEGER INTEGER NUMERIC CURRENCY STRING N/A N/A

NUMERIC NUMERIC NUMERIC NUMERIC STRING N/A N/A

CURRENCY CURRENCY NUMERIC CURRENCY STRING N/A N/A

STRING STRING STRING STRING STRING STRING STRING

DATE N/A N/A N/A STRING DATE TIMESTAMP

TIMESTAMP N/A N/A N/A STRING TIMESTAMP TIMESTAMP

Table 274: Implicit data type conversions

Besides the implicit conversions, the system supports explicit conversion functions.

DATE(x)

Converts a time-stamp or string (in the form YYYY-MM-DD) into a date.

TIMESTAMP(x)

Converts a date or string (in the form YYYY-MM-DD HH:MI:SS) into a time-stamp.

INT(x)

Converts an integer, currency, numeric or string into an integer.

CURRENCY(x)

Converts an integer, currency, numeric or string into a currency.

NUMERIC(x)

Converts an integer, currency, numeric or string into a numeric.

String:

This section lists all string-functions.

LOWER(String): String



Returns the string in lower case

UPPER(String): String

Returns the string in upper case

Lower/upper case conversion uses the application server’s default locale.

LTRIM(String): String

Returns the string without leading whitespaces

RTRIM(String): String

Returns the string without trailing whitespaces

TRIM(String): String

Returns the string without leading and trailing whitespaces

A whitespace character is one of the following: [ \t\n\x0B\f\r].

LEFTSTR(String, Integer): String

Returns up to the first n characters (the entire string if it is shorter)

RIGHTSTR(String, Integer): String

Returns up to the last n characters (the entire string if it shorter)

SUBSTR(String, Integer, Integer): String

Returns up to end-start characters starting at position start (null if the string has less

characters than start)

AUTO_KEY(): String

Returns a system generated unique identifier

LENGTH(String): Integer

Returns the length of the string

FIND(String, String): Integer

Returns the first position of the second string in the first string. Returns -1 if the search

string is not found.

CONCATENATE(String, String): String

Returns the concatenation of the two input strings.

Number:

This section lists all numeric functions.

ABS(Number): Number

Returns the absolute value of number

ROUND(Number, Integer): Number

Rounds a number to the specified number of digits

ROUND_UP(Number, Integer): Number

Rounds a number up, away from zero



ROUND_DOWN(Number, Integer): Number

Rounds a number down, toward zero

CEILING(Number): Integer

Rounds a number up to the nearest integer

FLOOR(Number): Integer

Rounds a number down to the nearest integer

MIN(Number, Number): Number

Returns the minimum number

MAX(Number, Number): Number

Returns the maximum number

In addition, the system supports the following operators with the usual mathematical rules:

+(Number, Number): Number

-(Number, Number): Number

*(Number, Number): Number

/(Number, Number): Number

%(Number, Number): Number

Date & Time

This section lists all date and time-stamp functions.

PLANNING_DATE([Integer]): Date

Returns the system planning date probably shifted by the number of days

PAST_DATE(): Date

Returns the system’s past date, the date representing the past

FUTURE_DATE(): Date

Returns the system’s future date, the date representing the future

END_DATE(): Date

Returns the system’s end date, the first day after the configured planning horizon

DAYS_DIFF(Date, Date): Integer

Returns the difference in days between the two dates

RELATIVE_DATE(Date, Integer): Integer

Returns a date relative to the date

TODAY(): Date

Returns the system date

NOW(): Timestamp

Returns the system’s current timestamp

WEEKS_DIFF(Date, Date): Integer



Returns the difference between two dates represented in weeks. The calculation uses the

defined business calendar and dates before PLANNING_DATE() are assigned to week 0.

Dates after or equal to the END_DATE() are assigned to week N+1 with N equal to the

number of weeks in the planning horizon.

MONTHS_DIFF(Date, Date): Integer

Returns the difference between two dates represented in months. The calculation uses the

defined business calendar and dates before PLANNING_DATE() are assigned to month 0.

Dates after or equal to the END_DATE() are assigned to month N+1 with N equal to the

number of months in the planning horizon.

QUARTERS_DIFF(Date, Date): Integer

Returns the difference between two dates represented in quarters. The calculation uses the

defined business calendar and dates before PLANNING_DATE() are assigned to quarter 0.

Dates after or equal to the END_DATE() are assigned to quarter N+1 with N equal to the

number of quarters in the planning horizon.

YEARS_DIFF(Date, Date): Integer

Returns the difference between two dates represented in years. The calculation uses the

defined business calendar and dates before PLANNING_DATE() are assigned to year 0.

Dates after or equal to the END_DATE() are assigned to year N+1 with N equal to the

number of year in the planning horizon.

DATE(Integer, Integer, Integer): Date

Creates a day from the given year, month, and day.

DAY(Date): Integer

Returns the day of the month (1-31). This function is not considering the business

calendar.

MONTH(Date): Integer

Returns the month (1=January-12=December). This function is not considering the

business calendar.

YEAR(Date): Integer

Returns the year. This function is not considering the business calendar.

WEEKDAY(Date): Integer

Returns the day of the week (1=Monday-7=Sunday). This function is not considering the

business calendar.

WEEKNUM(Date): Integer

Returns the week number in the year. This function numbers the weeks as specified by ISO

8601. That is, weeks start on Monday and the week containing January, 4th, is the first

week of the year.



Logical:

This section lists all logical functions.

IF(Condition, TrueValue, FalseValue)

Evaluates the condition and returns one value if TRUE and another value if FALSE.

Customized Functions:

In addition to built-in functions, the system supports customized functions.

public interface UserFunction {

String getName();

String getSyntax();

ColumnType getColumnType();

ColumnType[] getArgumentTypes();

Object getValue(Object...args);

}

getName(): Returns the name of the function

getSyntax(): Returns a brief description of the syntax

getColumnType(): Returns the type of the function’s return value

getArgumentTypes(): Returns the types of all expected arguments in proper sequence

getValue: Returns the function’s return value for the given arguments

Any customized function is loaded thru the ServiceLoader-mechanism. Therefore, implementers must

provide a configuration file com.icon.scp.reporting.UserFucntion in the META-INF folder of their

customization jar.

In addition, the system expects a description provided thru the multi-language key

BSQA_FUNCTION_NAME_DESC. This description is displayed to users in the client wizard.

6.6.4.2.5 Formula Builder Operations

In addition to the supported functions, the system also supports ANSI-SQL operators and expressions.

value1 <, <=, <>, =, >=, > value2, value BETWEEN value1 AND value2

Compare two values of the same type. If the types are not the same, the system applies

implicit conversion.

value IN (value1,…,valueN)

Check if the given value is contained in the given list of values.

string MATCHES|[MATCHES] LIKE pattern



Check if the given string matches the given pattern. The keyword MATCHES enables case-

insensitive comparison. The wildcard symbol is ‘%’.

NOT expression

Negate the expression.

6.6.4.3 Examples

6.6.4.3.1 Example: Creating Auxiliary Columns

The following example explains the creation of an auxiliary column in the report Additional Demand.

1. Select the report Additional Demand from the Report Repository

2. Click on the button Manage auxiliaries in the Report Repository screen

3. Click on the button Add in the Manage auxiliaries screen



4. Write the name of the column in the field Column of the screen Add auxiliary column, and

select the Type.

5. Confirm the added auxiliary field with Add and Save

6. The results will be displayed in the Auxiliary Column window

7. And finally when checking the Additional Demand report, the column is displayed

6.6.4.3.2 Example: Creating Joined Columns

The following example explains the creation of a join field in the report Primary Demand. When

setting up Priority Manager patterns and rules, a user can decide to define the rules based on

channel and priorities information. The Primary Demand screen, which is the base report for the

Priority Manager as explained in the chapter 5.3, does not contain the Channel and the Priority

fields per default (standard settings), thus the user will need to add them to the report.

We will first add the Channel column and then the Priority.

1. Select the report Primary Demand from the Report Repository

2. Click on the button Manage columns in the Report Repository screen

3. Click on the Add button in Manage columns screen

The Add Columns screen opens showing three types of columns (simple join, conditional join,

computed column)



4. Select Simple Join and click on Next. As we are joining the Channel column with the

Primary Demand, we will not need to define and condition (e.g. “where…”). Thus, it will be a

simple join between the Channel Mapping and the Primary Demand.

5. In the screen Simple Join select “Channel Mapping” under Join Report. As soon as you have

selected “Channel Mapping”, the system fills out the information for the Join Columns, Key

Columns, Available Columns.

The section Join Columns shows the primary keys of both tables. We will leave the key

definition as is.

6. Now select the Channel from the Available Columns group and move it with the help of

arrows to the right side. The Selected Column and the Column Names will display

“CHANNEL”. You can rename “CHANNEL” under Column names if required.

7. Click on Apply and Save.

The column Channel is added to the Primary Demand report.



8. For adding the column Priority to Primary Demand, we will again select the report Primary

Demand in the Report Repository screen and click on Manage columns

9. Click on the Add button in the Manage columns screen

10. Select Conditional Join in the Add Columns screen and click on Next. As we are joining the

Priority column from three different tables (SFC, CO, Additional Demand) with the Primary

Demand, we will need to define a condition (e.g. “where…”).

11. In the Conditional Join screen, select the Add button.

The Join Columns screen will open.

12. Under Join Report select “CO”. As soon as you have selected “CO”, the system fills out the

information for the Join Columns, Key Columns and Available Columns. The Join

Columns group will show primary keys of both the tables Primary Demand and CO,

“MPS_ORDER_NO”.

13. Under Join Columns select “DEMAND_NO” as this will be the field on the Primary Demand

side that will match with the “MPS_ORDER_NO from the CO table.



14. Under Available Columns select “Priority” and move it with the help of the arrow buttons to

the right side.

15. Confirm the setting by clicking on the Add button.

The “CO” source is added to the Conditional Join screen.

16. Now the condition for the CO join needs to be defined. Select the Condition button.



The Query Builder screen opens.

17. Select the Demand Origin field and enter the value for CO (2=CO). Click on the Add button.

This definition ensures that the system takes the Priority value from the CO table only if the

Demand Origin in the Primary Demand table shows “2”.

18. Click on OK.

The defined condition is added to the “CO” table.

19. Now we want to add the SFC and Additional Demand sources to the Conditional Join screen.

This will be done by repeating the steps 11-18.

Note: In Join Columns screen select for both (SFC, Additional demand) DEMAND_NO

under Join Column.

Note: In the Query Builder select for SFC “4” and for Additional demand “3” under

Demand Origin.

The result will look like following:

20. Finally, we will Apply the changes to the Manage Columns screen and Save them.

The Report Repository screen will show the two defined join columns “Channel” and

“Priority”. The Primary Demand screen will contain the two defined columns as well.



6.6.5 Command Wizard

The Command Wizard screen is the central report for creating and maintaining server commands.

Power users or administrators use this wizard to run commands on the server.

Figure 192: Command Wizard

Upon startup, the main screen is displayed which consists of two major sections. On the right side, all

previously created commands are listed. A record consists of a Title, Description and the Command

Id. In the left menu in the Command Wizard screen, the user can open the Command section and

manage the commands or work in the Report Filter and create, maintain and delete custom filter.

The following is a description of the left navigation bar:

Commands and Filters Description

Create a new command Opens a new window New Command where the user can define a

server command.

Execute selected command Executes the selected server command on the right side of the screen

Change selected command Opens a new window Change command where the user can change

the defined server command.

Clone selected command Creates a new command on the right side of the screen which is

based on the selected server command.



Delete selected command Selected server command can be deleted.

Filter Selection Opens a new window Filter Selection where the user can create a

report filter.

Maintain Custom Filter Opens a new window Custom Filter where the user can maintain and

delete custom filters.

6.6.5.1 Creating a New Command

In order to create a new command select Create new command. The following screen appears:

Figure 193: Command Wizard - New Command

Once, you are done with the definition of the command, proceed by clicking on Next.

In the next screen, specify the name of the command in the Title field and also a description in the

Description field. You can then preview your report and save it.



Figure 194: Command Wizard - Save Command

Under Options you can define specific report rights, filter criteria, default sort sequence, filter objects

and pivot settings.

6.6.5.2 Report Filter

6.6.5.2.1 Filter Selection

In this screen the user can select standard and custom filters to a report. The selected filters are

automatically inserted to the report with the desired order sequence. The Standard Filter tab shows

all supported client and server filters.

A filter cannot be selected more than once, e.g. if you have selected the Part Filter (Standard) you

cannot select the Controller Filter (the Part Filter (Standard) contains the Controller Filter).

The Custom Filter tab shows all defined custom filters.

The Preview button opens the Preview Report screen with the selected filters.

6.6.5.2.2 Maintain Custom Filter

In the screen Maintain Custom Filter the user can create, change and delete custom filter.



Figure 195: Report Wizard - Custom Filter

6.6.6 Report Wizard

The Report Wizard screen is the central screen for creating and maintaining user reports. Power

users or administrators use this wizard to configure customizations, including the following features:

Definition of the report URL including the column list

Definition of report rights (insert, delete, update, query, filter, retrieve on user-group-level)

Definition of a report filter

Definition of sort order

Definition of report filters (pre-filter)

Definition of pivot settings

Except the rights-setup, all configurations are globally or, with other words, on a report level.



Figure 196: Report Wizard


Report Wizard options Description

Create a new report Opens a new window New Selection where the user can create a new

report

Open selected report Opens the selected report on the right side of the screen

Change selected report Opens a new window Change Selection where the user can change

the defined report.

Clone selected report Creates a new report on the right side of the screen which is based



on the selected report.

Delete selected report Selected report can be deleted.

Filter Selection Opens a new window Filter Selection where the user can create a

report filter.

Maintain Custom Filter Opens a new window Custom Filter where the user can maintain and

delete custom filters.

Add selected report Add the selected report to an already existing template

Create new excel template Display the generated report in a new excel template

Maintain excel template Opens a new window Excel Template where the user can maintain

the template

Pivot settings Opens a new window Pivot Setup where the user can define a Pivot

report.

Maintain pivot report Opens a new window Maintain Pivot report where the user can

maintain the selected pivot report.

Subscreen customizing Opens a new window Subscreen Customizing where the user can

customize the report.

Table 275: Report Wizard options

As soon as a custom report or an excel template is created, the defined users can access the reports in

the menu of the ICON-SCP Client software. To add a custom report or excel template to the menu use

the Menu Configuration screen.

6.6.6.1 Creating a New Report

Select Create new Report. The following screen appears:



Figure 197: Report Wizard column selection

Select Server Report if you want to retrieve data from the Connector or Service Report if you want

to retrieve data from user defined services.

After clicking on a report name on the left all available columns will show up in the box in the middle.

The blue marked columns are NOT NULL and the orange marked columns are PRIMARY KEY.

To add specific columns to the report, select the desired column in the middle and press the button

with the arrow pointing to the right. To remove the column from the Selected Columns box on the

right, click on the corresponding column and press the single arrow pointing to the left.

More complex statements can be used when clicking on Advanced. Type the query in the textbox or

paste it from another location.

Once, you are done with the configuration of the report, proceed by clicking on Next.

In the next screen, specify the name of the report in the Title field and also a description in the

Description field. You can then preview your report and in the end save it.



Figure 198: Report Title

Under Options you can define specific report rights, filter criteria, default sort sequence, filter objects

and pivot settings. Check in the Scenario Compare check box if you want to create a scenario

compare report (a scenario compare report contains data of all scenarios).

6.6.6.2 Report Filter

In the left menu in the Report Wizard screen the user can open the Filter Selection screen and

create, maintain and delete custom filter.

The Filter Selection screen can also be opened when creating a new report.

6.6.6.2.1 Filter Selection

In the Filter Selection screen the user can select standard and custom filters to a report.

The selected filters are automatically inserted to the report with the desired order sequence.

The Standard Filter tab shows all supported client and server filters.



Figure 199: Report Wizard – Filter Selection - Standard Filter

A filter cannot be selected more than once, e.g. if you have selected the Part Filter (Standard) you

cannot select the Controller Filter (the Part Filter (Standard) contains the Controller Filter).

The Custom Filter tab shows all defined custom filters.

The Preview button opens the Preview Report screen with the selected filters.

6.6.6.2.2 Maintain Custom Filter

In the Custom Filter screen, the user can create, change and delete custom filter.



Figure 200: Report Wizard - Custom Filter

6.6.6.2.3 Create Custom Filter

In the Create Custom Filter screen you can create and modify a custom filter.

A custom filter can contain more than one object. Following Custom Filter Objects are available:

CheckBox, DateSelection, DateTimeSelection, DropdownListBoxDynamic, DropdownListBoxStatic,

EditBoxNumeric, EditBoxString, RadioButton.



In the Filter section the Title and Description for the selection and the group box label is defined

(include Multilanguage key). The Objects section shows all objects for the filter.

The following table shows custom filter objects and their definitions:

Custom Filter Objects Definitions

Checkbox

Label: Object Label Multilanguage: Multilanguage Key for the label

Parameter: server parameter Value Checked: server value if checked Value Unchecked: server value if unchecked

e.g. parameter=off or parameter=on Checked: default checked or not

Figure 201: Create Custom Filter



Date Selection and Date Time Selection

Label: Object Label Multilanguage: Multilanguage Key for the label Parameter: server parameter (e.g. start_date ) Default Value: default value (yyyy-mm-dd or yyyy- mm-dd hh:mm:ss)

Drop Down List Box Dynamic

Label: Object Label

Multilanguage: Multilanguage Key for the label Parameter: server parameter Default Value: default value Width: object width (pixels) Command: server command e.g. List|depot|columns=depot Case: ANY/LOWER/UPPER

Drop Down List Box Static

Label: Object Label Multilanguage: Multilanguage Key for the label Parameter: server parameter

Default Value: default value Width: object width (pixels) Value: display/data values



Edit Box Numeric

Label: Object Label Multilanguage: Multilanguage Key for the label Parameter: server parameter (e.g. qty ) Default Value: default value (no decimals) Width: object width (pixels)

Edit Box String

Label: Object Label Multilanguage: Multilanguage Key for the label Parameter: server parameter Default Value: default value Width: object width (pixels) Case: ANY/LOWER/UPPER

Radio Button

Label: Object Label

Multilanguage: Multilanguage Key for the label Parameter: server parameter Options: default 2 options ( minimum) Value: server value if checked Checked: default checked or not (only one option can checked)

Table 276: Custom Filter Objects and their definitions

6.6.6.3 Pivot

The Report Wizard custom reports can be saved as Pivot Table report.



In the left menu in the Report Wizard screen, the user can open the Pivot Selection screen and

define the pivot setup.

The Pivot Selection screen can also be opened when creating a new report.

In the Pivot created with Report Wizard, you can define filters and execute queries.

6.6.6.4 Excel Template

To display the generated report in an Excel template you can choose to either add the report to an

already existing template or to create a new one.

To add the report to an already existing template highlight the report in the main screen of the Report

Wizard, then press Add selected report and choose the appropriate template in the following screen

and pressing Link Report.



Figure 202: Linking an excel template

In case you did not already create a template before, you can do this by Select Create new Excel

Template in the main screen and wait for Excel to start up. Excel will show the data from the report in

the ‘RAW DATA1’ worksheet. When you are finished working on the template save it to your hard disk.

Then upload the template by pressing Upload in the above screen.

6.6.7 Navigation Wizard

In ICON-SCP, it is possible to configure context sensitive links. A super user may setup links to quickly

navigate from one report to another (there may be some exceptions e.g. Multi-Level BoM Report). This

way, the users workflows are facilitated to maximize convenience. The setup of the links will be done in

the Navigation Wizard.

Note: The Navigation works for most of the reports, but there are few exceptions such

as Multi Level BoM Report.

Upon startup, the main screen is pulled up and looks similar to the screenshot below. It represents the

starting point from which additional screens for specific tasks can be reached. The main screen consists

of two major sections. On the right side, all previously created navigation links are listed. A record

consists of a source screen, a source subscreen, a menu label, a target screen and a description. On

the left side, several menu items grouped in two categories are available. Most of the menu items open

a new screen that allows conducting various tasks related to navigation links. Certain actions might

require selecting a report from the report list on the right in advance.

Figure 203: Navigation Wizard


Navigation Description




Create a new navigation Opens a new screen to configure a new navigation

Change selected navigation Opens the selected navigation and allows to change the parameter

mapping, the title and description

Clone selected navigation Creates a copy of the selected navigation and adds it to the navigation

list on the right

Delete selected navigation Removes the selected navigation from the system. Deletion requests

must be confirmed

Open menu setup Opens a new screen that allows to define the navigation menu entries

for the source screen of the currently selected navigation

Table 277: Navigation bar description

6.6.7.1 Creating a New Navigation in Short

In order to create a new navigation, consider following steps:

1. On the SysAdmin menu, click Navigation Wizard

The Navigation Wizard Window opens.

2. On the Navigations bar, click Create a new navigation

The Report Wizard opens.

3. Provide navigation parameters like Source Screen, Target Screen and Parameter

Mappings

4. Define Title and Description

5. Click the Save button

For detailed information read the following chapters.

6.6.7.2 Changing the Selected Navigation

For an existing navigation, the parameter mapping and the description and title may be changed.

Source and target screens are not modifiable. Select a navigation in the list at the right and choose

Change selected Navigation. A dialog opens and you can add or delete parameters.



Figure 204: Parameter Mappings

6.6.7.3 Cloning a Navigation

This feature allows you to use an existing navigation as a basis to create a similar one. When choosing

this option, all steps as described earlier are the same, but all values are predefined by the selected

navigation. You may edit and change screens and parameters as needed.

6.6.7.4 Deleting a Navigation

This feature allows you to delete a navigation. When choosing this option, you will have to confirm that

you are deleting the selected entry.

6.6.7.5 Opening a Menu Setup

The Open menu setup provides a flexible mechanism to use functionality to add your navigations to

the context menu of the source report.

1. Select a navigation from the list at the right

2. Open the menu setup

The Navigation Menu screen appears and shows all currently active navigation menu entries

for the source report.

You can move these entries up and down, as needed.

You can add another entry to this list:



3. Right-click on the screen.

4. Choose Insert Menu Item and click Navigation to add your previously defined navigation to

the menu.

You may also add a manually entered test and separators as needed. If you choose Insert

Sub Menu Item (available if you do a right-click on a menu item), you can add navigation

entries to submenus and group similar navigation links.

6.6.7.6 Using the Navigator

The Navigator allows opening a target report with a predefined filter that shows only relevant data

that is related to the highlighted rows of the current report.

1. Right-click in a screen (e.g. Ack Date Report screen).

The following context sensitive menu opens.

2. Click on Navigation.

Following the Navigation submenu, it provides the available links to other reports. Depending

on the configuration this may look like this:

3. Select a report.



E.g. if you click on Push Alert (Order No) the Order View of the Push/Short Alert Report

opens and filters the results to orders that were previously highlighted in Ack Date Report.

The Query Builder in the target report shows the filter that was automatically applied.

6.6.8 Server Admin

In the Server Admin screen the system user can execute all supported server commands.

Figure 205: Server Admin

To execute a command the system user has two possibilities

Select a server command from the History section.

Type the command in the textbox or paste it from another location.

The following list gives a brief description of the button functionalities:

Execute the command

Insert the separator (pipe)

Save the command to the local history

Remove the command from the local history

Table 278: Button description

The Report tab shows the result of the server command (if the result is a report).



Figure 206: Server Admin report tab

6.6.9 Business Calendar

For Business Calendar information please refer to chapter 2.1.3 where this screen is described in

detail.

6.6.10 Planning Grid

For Planning Grid information please refer to 2.1.2.2 where this screen is described in detail.

6.6.11 Statistics

The administrative reports provide a general statistics of the running or installed SCP Environment.

These will be accessed in the client from SysAdmin -> System -> Statistics menu item.

6.6.11.1 Active Sessions

The Active Sessions screen displays all active sessions of the system.

Figure 207: Active Sessions screen




Column name Type Description

Session Id String The server session id.

User Name String The user assigned to the session.

Created At Timestamp The creation timestamp.

Last Accessed At Timestamp The timestamp when the user accessed the system

the last time.

Service Calls Integer Number of service invocations of this session.

Execution Time Integer The server-side execution time of all invocations in

seconds.

Table 279: Active Sessions - definition

6.6.11.2 Active Users

The Active Users screen displays all connected users of the system.

Figure 208: Active Users screen



User Name String The “ID” of the user as configured on the database.

User Group String The user’s user-group.

Language String The user’s language settings.

Admin Flag Indicates if the user has administrative rights.

Context ID String The user’s current working context, i.e. it’s scenario.



Session ID String The user’s server session id.

Table 280: Active Users - definition

6.6.11.3 Service Response

The Service Response screen displays all successful service executions and their response time.

Figure 209: Service Response chart

The X-Axis displays the time granularity (Seconds, Minutes, Hours)

The left Y-Axis displays the sum of elapsed time/duration in milliseconds

The right Y-Axis displays the count of invoked services at given time

The report provides filter for the following:

Selection Criteria Description

Service Path Single and Multi Selection (Filter with list option)

Start Date / End

Date

Time selection to work with Received timestamp

Time Granularity Dropdown box with Seconds, Minutes, Hours options

Table 281: Service Response screen - selection criteria





Service Path String The requested service path.

Service Method String The HTTP method used to invoke the service.

Service Status String The HTTP response status of the invoked service.

Received Timestamp The received timestamp of the invoked service.

Replied Timestamp The replied timestamp of the invoked service.

Duration Integer The elapsed time for the invoked service in

milliseconds.

Table 282: Service Response screen - description

6.6.11.4 Memory Usage

The Memory Usage screen displays the current snapshot of the Java Virtual Machine (JVM) memory

usage for the tenant SCP server. This report will cover both the heap and non-heap memory usage.

Figure 210: Memory Usage



Usage Heap or Non-Heap Memory Usage



Time Range Sample time ranges like 1min, 5 min, 10 min, 30 min, 1 hour, 5 hour

Display All Items Displays the usage label for all points

Table 283: Memory Usage - description

The memory system of JVM manages the following kinds of memory:

Heap

The Java virtual machine has a heap that is the runtime data area from which memory for all class

instances and arrays are allocated. It is created at the Java virtual machine start-up. Heap memory for

objects is reclaimed by an automatic memory management system which is known as a garbage

collector.

The heap may be of a fixed size or may be expanded and shrunk. The memory for the heap does not

need to be contiguous.

Non-Heap Memory

The Java virtual machine manages memory other than the heap (referred as non-heap memory).

The Java virtual machine has a method area that is shared among all threads. The method area

belongs to non-heap memory. It stores per-class structures such as a runtime constant pool, field and

method data, and the code for methods and constructors. It is created at the Java virtual machine

start-up.

The method area is logically part of the heap but a Java virtual machine implementation may choose

not to either garbage, collect or compact it. Similar to the heap, the method area may be of a fixed

size or may be expanded and shrunk. The memory for the method area does not need to be

contiguous.

In addition to the method area, a Java virtual machine implementation may require memory for

internal processing or optimization, which also belongs to non-heap memory. For example, the JIT

compiler requires memory for storing the native machine code translated from the Java virtual

machine code for high performance.

The chart displays the used heap/non-heap memory in moving real-time.

The raw data the Memory Usage screen is based on, can be viewed in the Raw Data screen.



Figure 211: Memory Usage Raw Data



Snapshot Date Timestamp The current snapshot timestamp.

Init Float The memory in Mega Bytes that the Java JVM initially

requests from the OS for memory management.

Max Float The maximum amount of memory in Mega Bytes that

can be used for memory management.

Used Float The used memory in Mega Bytes.

Committed Float The amount of memory in Mega Bytes that is committed

for the JVM to use.

Table 284: Memory Usage - report results

6.6.12 Inbound Interface Status

The Inbound Interface Status screen shows the status of the interface files that are expected to feed

the ICON-SCP system.



Figure 212: Inbound Interface Status screen



File Name The name of the inbound interface file.

Last Processed Timestamp at which this interface was last processed.

Last Run Timestamp at which this interface was last scheduled.

Next Run Timestamp at which this interface is next scheduled.

Processor Clazz Name The java class name of the inbound interface processor.

Bo Clazz Name The business object class name of the inbound interface processor.

Hook Clazz Name The custom/standard hook class name of the inbound interface

processor.

Table 285: Inbound Interface Status - description

6.6.13 Outbound Interface Status

The Outbound Interface Status screen shows the status of the interface files that can be extracted

from the ICON-SCP system and feeding other systems. The Action flag is updatable and once checked,

the outbound interface will be considered for the next scheduled run.





File Name The name of the outbound interface file.

Last Processed Timestamp at which this interface was last processed.

Last Run Timestamp at which this interface was last scheduled.

Next Run Timestamp at which this interface is next scheduled.

Action Flag If checked, this interface will be considered for the next scheduled run.

Processor Clazz Name The java class name of the outbound interface processor.

Table 286: Outbound Interface Status - description

6.6.14 Translations

It is possible to review/edit the translations for all available languages/locales by using the desired

administrative reports. Following reports are available:

Dictionary: To review/update the constants available from i18n resource bundle

Exception Dictionary: To review/update the messages available from i18n_exception resource

bundle

These reports will display the final results of the translations by considering the lookup algorithm and

the override.

6.6.14.1 Dictionary

The translations for constants like column names, labels etc. are available under SysAdmin

Translations Dictionary

Figure 213: Outbound Interface Status screen



This displays the translations for all supported locales and with required override (if available). Updates

using this report will create override for the used tenant.

Figure 214: Dictionary screen

The top of the screen contains a “Key” group allowing users to add new translation keys, modify or

delete existing translation keys.

To add a new translation key:

1. Select button Modify.

2. Add the Key name.

3. Add the Value name.

4. Click on the Modify button.

To modify the value of an existing translation key:

1. Select the translation key you wish to modify from the screen.

2. Select button Modify.

3. Edit the Value name.

4. Click on the Modify button.

Note: The server logic verifies if the translation key already exists. If this is the case,

the key will be modified. Otherwise, the key will be added.

To delete an existing translation key (which has been inserted before):

1. Select the translation key you wish to delete.

2. Select button Delete.

3. Click on the Delete button.

Note: A key that has been inserted before will be completely deleted. A default key

(available in the translation files on the server) will be set back to its default value).



Note: The Insert Row and Delete Row icons are not activated, as they are not intended

to be used for adding/modifying/deleting translation keys.



Key Filter: Key If preselected, locales are filtered by key pattern

Language Filter:

Language

If preselected, key patterns (constants) are filtered by locales

Table 287: Dictionary screen – selection criteria



Key displays key patterns

Languages displays all supported locales

Table 288: Dictionary screen - report results

6.6.14.2 Exceptions

The translations for server exceptions are available under SysAdmin Translations Exceptions

This displays the translations for all supported locales and with required override (if available). Updates

using this report will create override for the used tenant.

Figure 215: Exceptions screen





Key: Delete The translation keys can be removed

Key Filter: Key If preselected, locales are filtered by key pattern

Language Filter:

Language

If preselected, key patterns (server exceptions) are filtered by locales

Table 289: Dictionary screen – selection criteria



Key displays key patterns

Languages displays all supported locales

Table 290: Dictionary screen - report results

6.6.15 Log Table

The Log Table traces executed commands and stores them to a table. Errors and service calls of any

user session are logged. By double clicking a record, the log entry is displayed in detail on the right

window (info text).

Figure 216: Log table

The Log Table is of good assistance for debugging purposes. Log options can be set for individual

tracing, deploying a unique filtering functionality.




Category If selected, data is preselected by Category

Include Detail If selected, details will be retrieved for each event

Horizon filter The start/end date of the reporting period, which refers to the Timestamp

Auto Preview If checked, no double click needed

Open Log Opens the log table as text file

Table 291: Log Table selection criteria

The following table describes the column fields.


Category Group of events, e.g. Service Call, Login, Logout, Persistence errors

Event Listing of called services

Result Succeeded, Failed

Timestamp Date when the event was logged (terminated)

User Name User name of the user who has triggered the event

User Group User Group the user is belonging to.

Scenario ID Scenario number (in case of GLOBAL the Scenario ID is GLOBAL)

Scenario name Scenario name

Impact Level Info, Warning, Error, Fatal

Table 292: Log Table report results

6.6.16 Subscreen Customizing

The Subscreen Customizing tool provides the functionality to individually customize every screen,

including the following features:

change the appearance of a data window like defining a new format, the background color etc.

change the column names (as part of the “Internationalization” topic)

add/remove columns (joined/computed/auxiliary columns)

define which columns will be hidden by default

suppress repeating values

define default filters and sort order



6.6.16.1 Subscreen Customizing - General Overview

The Subscreen Customizing report is structured in three sections:

Upper section contains buttons which perform customizations related to the subscreen, report

and columns

Middle section contains information about the subscreen data (Data Object, Description and

Syntax Id)

Lower section displays columns of the report inserted for customization

Additionally the very bottom part of the Subscreen Customizing report allows for:

preview of the customization (e.g. when changing themes and colors, you can see the effect)

as well as comparing the customization with the default settings

6.6.16.1.1 Upper Section – Overview of the Buttons Functionalities

Following table provides an overview of the buttons functionalities:

Assign the subscreen to a user group

Reset customization back to the original syntax

Figure 217: Subscreen Customizing



Reload the last saved customization

Add or remove columns

Collapse or Expand columns

Suppress Repeating Values

Define Default Filter and the Sort Mode

Expert Mode (Power Builder)

Change Label

Change Type

Change Colors

Change Protection

Change Visibility

Change Update Settings

Table 293: Subscreen Customizing - Overview of buttons functionalities

Note: all buttons functionalities refer to the selected row (syntax) in the Subscreen

Data window.

Refer to chapters 6.6.16.2, 6.6.16.3, 6.6.16.4 for a detail description of the buttons functionalities.

6.6.16.1.2 Middle Section – Subscreen Data

The middle section of the Subscreen Customizing report shows the last customized/saved status of a

report. It does not list down all saved changes to a particular report (history of changes), but only the

last change. Only the inserted report (and the already customized subscreens) appear in this window.

A Syntax id will be assigned each time after saving changes. The Description field can be changed by

the user; per default the name of the report is displayed.

6.6.16.1.3 Lower section – Report

This data window contains a list of all data fields of the selected report and the according settings. This

list can be used to select a certain data field for modification:



Change the width of the column

Define the sort mode of the columns

The lower section shows an immediate change on the report, thus no save is required.

6.6.16.2 Subscreen

The Subscreen group buttons contain all options to manage the subscreen related topics.

6.6.16.2.1 User Group

With the button you can assign the subscreen to a user group.

Screen customization can be performed on:

User Group Level: Customization visible for all users belonging to the same user group

Global Level: Customization visible to all users

In order to assign the subscreen to a user group, perform following steps:

1. Customize a screen

2. Save the changes

3. In the middle section of the report, select the Syntax ID of the customized report you whish

to assign to a user group

4. Click on the User Group button

5. Select ALL if all users should see the customization or define a user group

Note: Per default, the customization is not visible. Only when assigning a User Group

(or ALL) to a customized report, the customization will be visible for the selected group

(or everybody).



6.6.16.2.2 Reset Customizing

With the button you can reset the customization back to the original syntax. This means that all

changes you have performed on this particular screen, will be set back to the default settings.

6.6.16.2.3 Reload Customizing

With the button you can reload the last saved customization - if you haven’t saved the changes

yet you are currently working on.

6.6.16.3 Report

The Report group buttons contain all options to change the appearance of a screen related to the

report in general.

6.6.16.3.1 Add/Remove Columns

With the button you can add or remove columns in a particular screen. Please note that not all

columns can be added or removed. See below for details.

Figure 218: Add/Remove Columns

1. Standard report: in the standard report you can add or remove the dynamic columns

(auxiliaries, joined computed columns). You cannot add/remove the default columns.



2. Custom report: in the custom report, it depends on the command which columns can be added

or removed.

2.1. With the defined column list e.g. report|part|columns=part,description: all columns that

are not part of the list can be added; columns that are part of the list cannot be removed.

2.2. Without the defined column list e.g. report|part (report pulls all records): all columns can

be added or removed.

6.6.16.3.2 Collapse/Expand Columns

With the button you can define which columns can be collapsed or expanded in a screen. Too

much information in a report might disrupt the attention of the users. Nevertheless in some cases, it

might be necessary to add more detailed information for further analysis. Because of this, certain

columns can be hidden by default. When clicking on a pre-defined column, the view will expand.

Figure 219: Collapse / Expand Columns

In order to set up columns for the collapsing/expanding view, perform following steps:

1. Select a column from the list on the left (Source Columns) to the Master Column list. This

will be your master column under which the children columns will be hidden. In the report

when clicking on the master column, the children columns will be expanded.



2. Next, select the children columns which should be assigned to the master column and move

them to the Child Columns using the arrow-button.

3. Check the result setup in the Preview window. The tree structure shown on right side will then

update immediately.

6.6.16.3.3 Suppress Repeating Values

With the button suppress the repeating values of each row in the same column. Let’s say the

report shows 20 records with different parts but the same depot. You can setup the screen to show the

depot name only in the first row.

Figure 220: Suppress Repeating Values

In order to customize the screen to suppress repeating values, choose one of the source columns on

the left and move it to the other side of the window with clicking on the arrow-button pointing to the

right.

6.6.16.3.4 Default Filter / Sort Mode

With the button you can define a default client filter and the sort mode.



Figure 221: Default Filter/Sort Mode

When selecting the Filter Dialog button or the Sort Mode button, the according window will open

allowing you to perform the change. For details about the Filter Dialog and Sort Mode please refer to

6.2.12.

The changed filter and sort mode is not fixed or linked to the security settings. This means the user

can change it whenever needed.

6.6.16.3.5 Expert Mode

With the button you can exchange the whole syntax and modify all attributes. The use of this

functionality requires PB knowledge.



Figure 222: Expert Mode

6.6.16.4 Columns

The Columns group buttons contain all options to change the appearance of a screen related to the

columns in the report.

6.6.16.4.1 Change Label

With the button you can change the label size the label name and multilanguage keys.



Figure 223: Change Label

In order to change the label size, select one of the following:

Label Size Example

Normal

Large



Excel Style

Table 294: Label size examples

In order to change the label name:

1. select the source column,

2. click in the entry field of Default Label

3. and type in the label name as it should appear in the report

4. select OK

In order to change the Multilanguage key:

1. Select the source column, e.g. part

2. Go the the Multilanguage key entry field and change the key name to Material

1.1. If the Multilanguage entry exist in the Dictionary, the label will show the translation

Material

1.2. If the Multilanguage key entry does not exist, the default label will be displayed (part).

Now you can change the Default Label to Material.

Note: if a column should be renamed application-wide, the modification can be done

by making an entry in the I8N table e.g. translating from “part” to “material”. Please

refer to ICON-SCP Administration Guide documentation, chapter “Internationalization”

for details.

6.6.16.4.2 Change Type

With the button you can change the column type and format.



Figure 224: Change Type - Number

Depending on which data type you select on the left side under Source Columns, different type and

format attributes will be at your disposal. For example, if you select delivery_qty, which is a number,

you will have Edit and Dropdown as Attribute Type for selection.

Numbers:

Type Format Description

Edit Long Number without decimals. Will be rounded up or down.

Decimal Number with decimals. Under Decimal Places, the you can define

how many decimal places should be displayed.

Currency Number with decimals and currency symbol. Under Decimal Places

you can define how many decimal places should be displayed.

Table 295: Change Type - Edit

Type Choices Description

Dropdown You can select a dropdown form a list of fixed

dropdown available in the client:

The column has a dropdown



You can define your own dropdown list box The column has a dropdown

Table 296: Change Type - Dropdown

String:

If you select a string (e.g. part), you will have Edit, Edit include list selection, Dropdown and

Checkbox as Attribute Type for selection.

Figure 225: Change Type - String

Type Choices Description



Edit Case: any, upper, lower Use upper case or lower case for

the data in the entry field

(Module A, MODULE A, module

a)

Edit incl. list

selection

When you double click into a field, a list box opens

The column has a list box

Dropdown You can select a dropdown from a list of fixed

dropdown available in the client:

The column has a dropdown

You can define your own dropdown list box The column has a dropdown



Checkbox You can define a checkbox for the selected string

The column is a checkbox (e.g.

a Plan Flag)

Table 297: Change Type - String

6.6.16.4.3 Change Colors

With the button you can change colors of the labels, columns, of the background and the text.



Figure 226: Change Colors

In order to change the colors of the columns/labels:

1. Select the source column from the left window. You can even select several columns/labels to

which you want to apply the same colors by checking the Multiselection check box (select

Modify button when finished)

2. Now select the Attribute: Column or Label

3. Select the Object:

3.1. Default: sets the default color

3.2. Solid: sets only one color

3.3. Gradient: sets two colors

4. Select the colors

5. Click on OK



When clicking into the Value or Expression box there is a selection of standard colors available, that

cannot be defined through the RGB value (such as transparent, windows background color), see below:

The colors are long values or a RGB value in the Expression box.

1. The long values will be calculated by the system, based on the RGB values:

1.1. The user selects the RGB values in (red, green, blue)

1.2. The system calculates the Long Value: 65536 * Blue + 256 * Green + Red

2. In the Expression box you can:

2.1. define a RGB value, e.g.: rgb ( 255,255,255)

2.2. or a condition, e.g.:

2.2.1. if ( part=‘test‘,rgb ( 255,255,255), rgb ( 0,0,0))

2.2.2. if (qty<0,rgb(255,0,0),0)

2.2.3. if (isnull(part), 255, 0 )

6.6.16.4.4 Change Protection

With the button you can protect the columns. The protected columns cannot be overridden, thus

they can be for display only. Under Expression you can define a condition under which a certain

column will be protected or not.



Figure 227: Change Protection

6.6.16.4.5 Change Visibility

With the button you can make columns visible or invisible. Additionally you can define the width

of the column If you click on A, the system considers the width of the label (which is based on the

width of the text in the label).



Figure 228: Change Visibility

6.6.16.4.6 Change Update Settings

With the button you can set key-columns and updateable columns. Additionally you can define a

Not-Null check. By doing so, the client will check if columns are null. Furthermore, with the Auto-Key

setting, the column will be automatically prefilled with an auto-key for all new rows (e.g.

mps_order_no in the CO report).



Figure 229: Change Update Settings

6.6.17 Access Security Settings

There are two basic possibilities to provide object-related security properties. Meaning there are two

ways how the system user can constrain the access to certain objects. Objects can be fields, buttons or

a whole screen.

For example the system user must be able not just to exclude whole screens via menu configuration,

but to provide certain buttons, tables etc. with certain properties (not activated invisible, visible,

activated, read authority, write authority etc.) also within a view/screen.

Furthermore, also dynamic filters shall be definable to allow or forbid certain actions or viewings in

dependence of conditions (data, swelling values etc.). The described functionality can be defined on

user group level.

6.6.17.1 Access

Under the tab Access the system user is able to hide/protect objects and define default values for

some objects (date filters, checkboxes, etc.).



Figure 230: Access Settings

How to assign access rights:

Right-click on the affected subscreen -> System Settings -> Access

Right-click on the affected object ( filter, checkbox, etc. ) -> Security.

6.6.17.2 Security

With the tab Security, it is possible for subscreens to hide, reject or protect special rows, which match

certain criteria.

Figure 231: Security Settings

With Filter you can hide special rows, while with Reject or Protect you can define expressions which

are not allowed. With Reject you can import or delete specified rows, while with Protect adding or

deleting the rows is not possible.

The expressions are valid for the entire row, meaning if you select Reject or Protect for the SCM

Security Type and define e.g. qty<0, the whole row with matching criterion cannot be changed.

How to assign security rights:

Right-click on the affected subscreen -> System Settings -> Security



6.6.18 Drop-down Access

For the drop-down filters there are two other possibilities to provide object-related security properties

next to the Access/Security Settings.

6.6.18.1 Access

Under the tab Access, the system user is able to define Filters for some dropdown filters to hide rows,

which match a certain criteria.

Figure 232: Drop-down Access

The following list gives a brief description of the screen:


SCM Category Drop-down identifier

SCM Item Drop-down filter

Table 298: Drop-down Access description

6.6.18.2 Properties

Figure 233: Drop-down Access properties

With the tab Properties, it is possible to change properties for a drop-down filter.

The following list gives a brief description of the properties:

Property Description



Description Description of the drop-down filter

Object Type Object type of the filter

Object name Object name of the filter

Property Syntax Property syntax of the drop-down filter

Table 299: Drop-down filter properties

How to assign the Properties:

Right-click on the affected drop-down filter -> Properties.

6.6.19 Ticker Setup

The Ticker Setup screen is the central screen to maintain the ticker messages.

Figure 234: Ticker Setup

All new ticker messages are appended to older ticker messages.

To clear all ticker messages press the Clear button.

To set a new ticker message press the Set button.

The ticker appears at the bottom of the ICON-SCP Client

6.6.20 Web Executor

The Web Executor screen provides a list of available Web Executor commands.



Figure 235: Web Executor

These web executor commands can be made available for users from the menu of the ICON-SCP client

software. To add a web executor command to the menu use the Menu Configuration screen.

The url for the web executor service must be defined in the Parameter screen. The url must follow

this pattern: http://<servername>:<port>/webservices/executor

Figure 236: Parameter - Web Executor

6.6.21 External Dropdowns

The External Dropdowns tool provides the functionality to customize every static dropdown in ICON-

SCP. The static dropdowns can be report filters or dropdown boxes in subscreens.



Figure 237: External Dropdowns

By clicking on Reload the customization layout is reloaded with the latest stored

changes.

By clicking on Reset the layout will be set back to the original state before any changes

were made.

By clicking on Save the modifications/customizations made will be saved, similar to

‘Save changes’.

6.7 Miscellaneous

6.7.1 Client Retrieval Limits

In the ICON-SCP (Windows) Client, the reports you are retrieving are limited in size. If a report is too

big to display, you will see a message “File too large". In this case, we recommend to limit the result

set by adding more or stricter filters.

There is no formula for what is possible in the client or not. Actual client behavior depends on

1. available RAM and other system resources

2. which reports were retrieved in the same session earlier, or are still open (Power Builder may

not release all used objects immediately)

3. other applications open

To do a full extract for external usage, we recommend a Python scripted approach to store the results

in a file or database table. This way, there is no limitation of the report size.

6.7.2 Reconnect

It may happen that the client loses the connection to the planning server due to network issues or

server maintenance. The client will automatically attempt to reconnect with the server when needed.



Sometimes, it is desired to manually reconnect by selecting the Reconnect command from the File >

Server menu branch.

6.7.3 Configured Business Processes / Named Services

The available Named services can be found under the server menu. Apart from Reconnect, the

configured Named Services are listed based upon the system operation mode.



7 Demand Reports

Reports are useful for analysis, because they bring together data from different areas and that data

can be sorted and subtotaled in different ways. “Demand Reports” and “Supply Reports” is a set of

standard reports available in ICON-SCP, but users also have the possibility to create their own custom

reports. All ICON-SCP reports come with very detailed filtering capabilities that allow users to fine-tune

the output as much as necessary.

This chapter covers demand related reports in ICON-SCP.



Management

Dashboard

Illustrates On-time Delivery and Lateness in terms of Order Line, Quantity

and Revenue.

Lateness Prio Map This report illustrates the number of items or quantity of items in regards

to On-time vs. Late and the Level of Priority.

Demand Commit Compares demand and commit by period resulting in delta (in units,

revenue, cost and margin).

Ack Date Report Collects the information on demands which can be fulfilled in requested

time and quantity.

Delivery Plan Provides information whether demands can be fulfilled in requested time

and quantity.

Delivery Workbench This report focuses on Deliveries and consists out of four other reports

(Delivery Plan, Pick List, Demand Flow, Graphical Pegging).

Top Down Pegging

Report

Helps to identify which supply items are allocated to fulfill a demand item

and whether the dependent demand is pegging to finished goods inventory,

work orders, on-hand component inventory or purchase orders.

Push Short Alert

Report

Helps to answer questions like: What are the material and capacity

bottlenecks? Which components are missing in order to deliver on-time?

Demand Bottom Up

Pegging

Explains Where and When parts/components are used for What

Demand Report Contains information regarding any withdrawal of inventory either based on



independent or dependent demand.

Demand Flow Report This report displays the demand-pegging nodes and consumption-pegging-

nodes in a hierarchical view.

Pegging Report Contains information about the pegging structure. The pegging structure is

a bi-partit graph connecting demands with supplies and supplies with

consumptions and demands.

Pick List Report Displays the pick-list of the deliveries in the demand depot.

Locked Order Shows all orders, complete order item groups, order lines or individual

shipments (‘partials’) that are locked, for example if there are issues with a

specific customer Locked Orders Report

7.1 Management Dashboard

The Management Dashboard Report provides information on On-time Delivery and Lateness based

on:

Order Line (Order Line counts orders as one unit (one order can have multiple items))

Quantity (Quantity counts the quantities of all items (over all orders))

Revenue (Revenue percentage is based on the unit price)

The report shows additionally the Total Excess Value and the Excess Value by Date and visualizes the

information in a graphical view.



Figure 238: Management Dashboard Report

The Settings screen has the purpose to define colors for:

Ontime delivery values (in %)

Avg Lateness values

Excess values



Figure 239: Management Dashboard Report – Settings

7.1.1 Retrieving Data



Depot/Family/List If specified, data is filtered by Depot Name, Depot Family or Depot List.

Part/Family/List If specified, data is filtered by Part Number, Part Family or Part List.

Controller If specified, data is filtered by Controller.

Product Line If specified, data is filtered by Product Line.

Table 300: Management Dashboard Report selection criteria



Result retrieval which is based on the selection criteria and filters can be triggered by clicking the

Retrieve button.

7.1.2 Report Results



On-Time Delivery: Order Line The percentage of all orders that have been delivered on-time.

The Order is considered as one unit and is the basis for the

calculation.

On-time Delivery: Quantity The percentage of all quantities that have been delivered on-

time. The Quantities of all Items (an Order can contain several

Items and one Item can have multiple Quantities) is considered

as one unit and is the basis for the calculation.

On-time Delivery: Revenue The percentage of the Delivery Revenue that has been delivered

on-time.

Average Lateness by Order Line The average of all orders that have been delivered late. The

Order is considered as one unit and is the basis for the

calculation.

Lateness by Quantity The average of all quantities that have been delivered late. The

Quantities of all Items (an Order can contain several Items and

one Item can have multiple Quantities) is considered as one unit

and is the basis for the calculation.

Lateness by Revenue The average of the Delivery Revenue that has been delivered

late.

Excess Value Total The Total amount declared as Excess

Excess Value by Date The Excess amount development reported in a time graph

Table 301: Management Dashboard report results

7.1.3 Report Analysis

The first three diagrams on the first row show the on-time deliveries based on:

Order Line: 53.85% of all items were delivered on-time

Quantity: 68.47% of all quantities (of all items) were delivered on-time

Revenue: 68.29% of the Revenue has been delivered on-time



The next three diagrams on the second row show the average lateness of all demands delivered late

(in days):

Order Line: the average lateness of all late items is 9.269 days

Quantity: the average lateness of all late quantities is 6.668 days

Revenue: the average lateness of the Revenue portion based on late deliveries is 6.698 days

By clicking on the button Details, you can investigate the underlying data (Delivery Plan Report)

which compose the diagrams.

7.2 Lateness Prio Map

The Lateness Prio Map report provides information about number of items or quantity of items in

regards to On-time vs. Late and the Level of Priority. The quantities and items are accumulated for



each Priority/Lateness combination. It is a two dimensional bubble view of the Delivery Plan report,

where users can easily define the range amounts for the two dimensions On-time and Priority.

Thus, the basic idea of this report is to monitor:

how many items (or quantity of items) are on time or late

with simultaneously visualizing the level of importance of these items

For number of items, the system counts each line and groups the lines together according to the

selection. Thus if we talk about e.g. 3 items: 2 PCs, 2 keyboards, 5 monitors, all items (items = 3) will

be grouped together into the calculated priority and lateness category (bubble). For quantities, the

certain amount of each item e.g. 2 PC, 2 keyboards, 5 monitors (quantity = 9) will be summarized in a

particular bubble.

The Settings screen has the following purposes:

Definition of colors for the Priority/Lateness time series

Specification of level numbers for Priority and Lateness axes

Definition of the range amount for each level

Figure 240: Lateness/Prio Map




Data can be retrieved with the following selection criteria:






Start Date The start date of the reporting period, which refers to the demands’ Due

Dates. Demands having a Due Date < Start Date will not be included in

the report results

End Date The end date of the reporting period, which refers to the demands’ Due

Dates. Demands having a Due Date > End Date will not be included in

the report results

Order Item Number If specified, the report results are filtered by Order Item Number,

Figure 241: Lateness/ Prio Map - Settings



otherwise across all order item numbers. Please note that all members of

the order group of the given Order Item Number are displayed as well

Dmd Origin Filter the report results by choosing the demand origin from the drop

down menu:

All: The selection will be done across all demand types.

IR: The selection will be done across Inventory Reservations.

CO: The selection will be done across Customer Orders.

AD: The selection will be done across Additional Demand.

FC: The selection will be done across Forecast.

Table 302: Lateness Prio Map selection criteria


Retrieve button.




Quantity certain amount of each item e.g. 2 PC, 2 keyboards, 5 monitors (quantity

= 9) will be summarized in a particular bubble

Items system counts each line and groups the lines together according to the

selection

Value Value represents the quantity or the item

Percent Percent Portion of the Lateness/Priority category in the two dimensional

view presented as Percentage

Lateness Dimension defining certain ranges for deliveries in terms of On-time or

Late. The Late category can be split into several sub categories e.g. Late

=< 1 week or Late=< 1 month. The user can define the Lateness sub

categories as needed



Priority Dimension defining certain ranges for deliveries in terms of Priority. The

Priority category can be split into several sub categories e.g. High,

Medium, Low. The crucial variable which assigns the deliveries to either

High, Medium or Low is the Priority number e.g. 8000 which of course

can be determined by the user.

Table 303: Lateness Prio Map - report results


The following example will explain the calculation of the quantity in regards to On-time/Late and

Priority values. We are taking a closer look at the green bubble with on-time delivery, high priority and

quantity=1000.

From the Lateness/Prio Map report we have an overview of how many units are ontime and late and if

these units are high prioritized or not. But when it comes to analysis which deliveries are behind the

bubbles, following steps can be done:

First the Lateness and Priority settings in the screen Settings will be verified (as shown in the

chapter earlier). Here the user can define when is a delivery on-time and when late. Also when is a

delivery assigned to Low/Medium/High priority.



The calculation of 1000 units is based on the results in the Delivery Plan report.

We will consider only the high prioritized deliveries with NumPriority =<10 (as defined in the

Settings). That will be the first 7 records in the Delivery Plan.

But not all seven records are on-time. Compare the Due Date with the Delivery Date. According to

the Settings, on-time is defined as zero days difference between the two dates. Therefore, only the

first four records in the Delivery Plan are on-time (and have a high priority).

Now summing up the Delivery Quantities of the four records (300+200+200+300) will result in 1000

units.

7.3 Demand Commit

The Demand Commit report is a “pivot-like” presentation of the Delivery Plan results. Demand and

Commit (= feasible fulfillment of the demand) are compared period by period, resulting in a Delta per

period and a Cumulative Delta over time. The report offers a scenario filtering capability allowing the

user to compare the scenarios with the global plan. Thus, the basic idea of this report is to identify:

What is the delta between demand and commit per period in units, revenue, costs and margin?

What is the cumulative delta over time?

What are the scenario differences compared with the global plan?



Figure 242: Demand Commit Report

Beside the Demand Commit (View) report there are two more tabs available:

Raw Data (source data based on Delivery Plan report)

Settings (color definition)

The Demand Commit (Raw Data) contains the source data for the Demand Commit (View)

presentation. The source data is presented in a Delivery Plan.

In the Settings screen the color of Delta and the Cumulative Delta can be defined:










Dmd Origin Filter the report results by choosing the demand origin from the drop down

menu:






Scenario Filter An active scenario or a list of active scenarios will be selected; If specified,

data is filtered by selected scenario or scenario list.

Setup Opens Demand Commit Setup to define on which level data should be

grouped

Table 304: Demand Commit selection criteria


Retrieve button.

By clicking the Setup button the pivot table columns can be defined.



Figure 243: Demand Commit Setup

Following table provides description of the selection criteria:


Available Fields Available fields (from the Demand Commit) that can be selected for

grouping. The columns can be defined by drag & drop.

Settings (Save) Save button to save the settings

Totals

(Subtotals/Totals)

If Subtotals/Totals check box is checked, the Subtotals/Totals will be

displayed in the report. If no check is checked, neither Subtotals nor Totals

information will be displayed in the report.

Group by Displays selected list of fields (from Available Fields) that are selected for

grouping

Horizon Specifies the number and bucket size of periods to be displayed. This can be

either days, weeks or months



Timeseries Both/Demand/Commit:

Specifies if only Demand data, Commit data or both are displayed.

Delta/Cumulative Data:

Specifies if Delta rows appear below Demand and Commit rows. Delta refers

to the Delta per period between Demand and Commit and Cumulative Delta

refers to the cumulated delta over time.

Unit of Measure:

Specifies if Units, Revenue, Cost, Margin (or all) should be displayed.

Table 305: Demand Commit Setup




Depot Identifier of the Depot

Part Part number as defined in Parts Master

[…] Fields in squared brackets can be configured in Commit Proposals Setup

Category Depending on the state of the Proposals and Delta Proposals check boxes,

the column shows labels for the Demand, Commit, Delta and Cumulative

Delta time series.

Day/Week/Month A time series of the periods you have preselected

Table 306: Demand Commit report result


In the below example we will take a look into the demand and commit units of the SYSTEM_1 product

in the first two planning weeks (5-15 and 5-21):



SYSTEM_1: Demand(500) – Commit(300)=Delta (-200) -> we are 300 units short

SYSTEM_2: Demand(300) – Commit (300)=Delta (0)

By double-clicking on one of the demand fields in the Demand Commit report, the Primary demand

report opens and the particular demand is displayed. This specific demand constitutes of the demands

which are listed in the Primary Demand report. The sum of the figures in the column Req Qty

(Requested Quantity) in the Primary Demand is the same demand value as in the Demand Commit

report.

7.4 Ack Date Report

The Acknowledgement Report (Ack Date Report) provides information of demands, which can be

fulfilled in requested time and quantity. For every single demand element considered in planning, the

demand delivery schedule is reported and therefore the report enables planners to provide realistic

commit dates (acknowledgement dates) to their customers.



Figure 244: Ack Date Report

Example: In order to analyze if a special promotion can be supported by the manufacturing

organization, a planner enters an Additional Demand of e.g. 1000 units for a certain date and runs a

recalculation. Looking at the Ack Date Report, the planner will find the date(s) when the Additional

Demand will be available for delivery.

Besides providing the pure delivery schedule information, the report serves several other purposes,

too, such as:

Highlight demand elements (partial deliveries, delivery items), which are qualified for Release

to Production.

In case of late deliveries, the report indicates what type of shortage is causing the delay.










Order Item Number If provided, data is being pre-filtered by the respective order item

number. Otherwise data for all order item numbers is being displayed in

the report.



the report results. By double-clicking into the date textbox a calendar

tool opens where a date may be picked.

End Date The report displays records for periods equal to or less than the provided

date. By double-clicking into the date textbox a calendar tool opens

where a date may be picked.

Order Type If specified, data is filtered by Order Type.

Order Status If specified, data is filtered by Order Status types.

Priority If specified, data is filtered by Demand Priority IDs. Filter: Filters the

demand according to its status:

All: The selection will be done across all demands.

Feasible: Data is preselected by feasible demand elements. A demand

element is considered feasible if it matches the releasability criteria but

shows a delivery date beyond certain number of days defined by the

system parameter RTP_RELEASE_WINDOW.

Releasable: Data is filtered for releasable demand elements. A demand

element is considered releasable if it matches the releasability criteria

and shows a delivery date within a certain number of days defined by the

system parameter RTP_RELEASE_WINDOW *.

Locked: Data is preselected by locked orders. An order is locked if parts,

order partials or the order itself is locked for any reason.

Pulled: Data is preselected by pulled orders. An order is pulled if its

Delivery date is before its Due date.

Pullable: Data is preselected by pullable orders. An order is pullable if

Earliest Acceptance Date (EAD) < Req. date and the NO PULL entry in

the CO table is 0.




down menu:






Partial Number If specified, data is filtered by Partial Number.

Ack Date Filter Status If specified, data is filtered by Ack Date Filter Status: Releasable,

Feasible, Pullable, Pulled, Locked, ALL

Ack Date Filter Hierarchy If specified, data is filtered by Hierarchy: Delivery, Item

Display Filter: Collapsed If checked, data is displayed collapsed

Table 307: Ack Date Report selection criteria


Retrieve button.

Note: Deliveries that contain multiple delivery items will always be reported in

complete in order to avoid incomplete releases. The report results therefore might

contain records, which do not match the specific filter criteria chosen.

In order to have a look at the Top Down Pegging report for a specific demand item press the TD

Pegging button. To access the Replenishment report for the part/depot of the selected line press the

Replen button.




Order Item No Order Item (Order + Order Line) number

Order No Order Number

Partial No Partial Number of the customer order. When a Partial Number is specified

individual shipments of an order are planned independent from any other



shipments (partials) of the same order number

OI Group Identifier to group different customer order items, e.g. in one shopping

basket

Item No Item Number of CO, AD and IR

Delivery No Delivery Number generated by the planning engine to define executable

demand

MPS Order No A system generated unique ID of the demand.

Primary Demand No The (ICON-SCP internal) ID of the primary demand element, as referenced in

primary demand table

Group No For Customer Orders (CO), the parameter CO_GROUP_MODE defines the

generation rule for order groups. Order Group level attributes are

synchronized for all items within a demand group

Depot Identifier of the depot

Part Identifier of the part

Customer Identifier of the customer

Delivery Date Delivery Date of the Demand Item. The column can be expanded by clicking

on its header.

Delivery Qty Quantity which can be delivered


determined by using the Req(uested) date and Ack Date information from the

demand input, e.g. customer orders. Furthermore, it is result of the Order

synchronization step.



enabled.



Req Qty Requested Quantity. The ordered quantity as entered in CO, AD, FC or IR

Num Priority Priority of the demand item.



Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item

as configured in the system parameters. Either no partial shipments

of an order are allowed or partial shipments of complete order lines or

shipments of partial quantities of an order line.

Demand Origin Demand Origin. Displays the source of the demand - CO, AD, FC or IR

Release Flag Release status of entire delivery

Release Code Displays the state of the order:

R (releasable order)

F (feasible order)

Item Release Flag Release status of this item of the delivery

Table 308: Ack Date report results

Report Analysis


In this exercise we want to address the following issue:

Can demands be fulfilled in requested time and quantity?

As an example the order item “Order102200” due on 06/25/2010 with the Requested quantity of

400 can be delivered on-time. The order item “Order100500” due on 06/04/2010 can be satisfied with

the Requested quantity of 600 but cannot can be delivered on-time, as the delivery date is on

06/24/2010.



7.5 Delivery Plan

The Delivery Plan report provides information whether demands can be fulfilled in requested time and

quantity. For every single demand element considered in planning, the demand delivery schedule is

reported. Additionally the Revenue, Cost and Margin information is reported comparing the requested

with delivered monetary results. Thus the basic idea of this report is to identify:

Can the demand be fulfilled as requested in time and quantity?

Which demand is late?

What is the requested and delivered Revenue/Cost/Margin?

Therefore, the report enables planners to provide a delivery plan to their customers.

Figure 245: Delivery Plan Report

Deliveries that contain multiple delivery items will always be reported by complete order group. The

report results therefore might contain records, which do not match the specific filter criteria chosen,

but belong to the same order group.











Dates. Demands having a Due Date < Start Date will not be included in the

report results

End Date The end date of the reporting period, which refers to the demands’ Due

Dates. Demands having a Due Date > End Date will not be included in the

report results

Order Item Number If specified, the report results are filtered by Order Item Number, otherwise

across all order item numbers. Please note that all members of the order

group of the given Order Item Number are displayed as well

Dmd Origin Filter the report results by choosing the demand origin from the drop down

menu:






Table 309: Delivery Plan selection criteria


Retrieve button.

Additional buttons in the upper right corner are:

Replenishment: Click to open the Replenishment report for the respective depot/part.

TD Pegging: Click to open the Top Down Pegging report for a specific demand item.




Order Item No The Order Item Number of the demand element, usually consists of a

combination of the order number and item number

Delivery No The unique identifier of the delivery

Demand No The (ICON-SCP internal) ID of the demand element, taken from demand



input tables (e.g. the ID of a single CO or AD)





Customer Identifier of the Customer

Demand Origin Displays the source of the demand – either Customer Order (CO), Additional

Demand (AD), Forecast (FC) or Inventory Reservation (IR)

Due Date The due date of the demand element’s order group considered in planning.

The due date is determined by using the Req(uested) date and Ack Date

information from the demand input, e.g. customer orders.



enabled.



Delivery Date The actual Delivery Date of the Demand Item based on demand priorities and

available supply

PSD Production Start Date. It is the actual starting date of building a product.

PCD Production Completion Date

Req Qty The requested Date of a demand element’s order group

Delivery Qty The quantity which is delivered

Req Revenue Req Qty x Unit Price

Delivery Revenue Delivery Qty x Unit Price

Req Cost Req Qty x Unit Roll Up Cost;

Unit Roll Up Cost calculation:

The sum of Unit Roll-Up Cost of the children multiplied with their pegging

quantities. The sum is then divided by the node’s pegging quantity.

If the pegging node refers to a supply the unit processing cost of the supply



is added to the quotient.

Delivery Cost Delivery Qty x Unit Roll Up Cost;

Unit Roll Up Cost calculation:

The sum of Unit Roll-Up Cost of the children multiplied with their pegging

quantities. The sum is then divided by the node’s pegging quantity.

If the pegging node refers to a supply the unit processing cost of the supply

is added to the quotient.

Req Margin Req Revenue [$] – Req Cost [$]

Delivery Margin Delivery Revenue [$] – Delivery Cost [$]

Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item

as configured in the system parameters. Either no partial shipments

of an order are allowed or partial shipments of complete order lines

or shipments of partial quantities of an order line.

Num Priority Numeric Priority of the demand element, e.g. result of Priority Manager

Table 310: Delivery Plan report results

By clicking on the blue marked columns additional columns can be unhidden which provide detail

information to a certain blue marked column. For instance, by clicking on the column Delivery Date,

two more columns (PSD and PCD) can be unhidden and hidden which provide the Production Start

Date (PSD) and the Production Completion Date (PCD).


In this example, we want to find out:

If the demand can be fulfilled as requested in time and quantity and

which demand is late.

We will take a closer look into the highlighted Deliveries on the screenshot below:



Both groups (red circled) have a high priority (defined in the Lateness Prio Map).

The upper group of the deliveries can ship the requested quantities (Req Qty = Delivery Qty) and the

shipments are fulfilled on-time (Due Date = Delivery Date).

The below group of the deliveries can ship the requested quantities but the Due Date on 05-28-2010

cannot be met. The expected Delivery Date of this demand is on 06/24/2010 which means that the

demand can be fulfilled with a delay of >2 weeks.

Due Date – Requested Date =0 -> On-time

Due Date – Requested Date >0 ->On-time

For the calculation a working calendar is used which has been previously defined in the Calendar

Workbench.

7.6 Delivery Workbench

The Delivery Workbench report allows focusing on all deliveries. The report consists of four reports:

a detailed overview of all deliveries (Delivery Plan report) in the middle section,

Pick-List Report,

Demand-Flow Report

and Graphical Pegging Report in the lower section.

Based on the selected item in the overview section (Delivery Plan), the client synchronizes the

according records in the selected report from the lower section.



Figure 246: Delivery Workbench

For details regarding Filter criteria and the middle section of the Delivery Workbench (Delivery

Plan), please refer to chapter 7.5.

For details regarding Demand Flow Report in the lower section of the Delivery Workbench Report,

please refer to chapter 7.11.

For details regarding Pick List Report in the lower section of the Delivery Workbench Report,

please refer to chapter 7.13.

The Graphical Pegging Report in the lower section of the Delivery Workbench Report provides a

valuable information for users when analyzing shortages. The Graphical Pegging Report will be

examined in the next chapter in detail.

7.6.1 Graphical Pegging Report

The Graphical Pegging Report provides a valuable information for users when analyzing shortages.

The report consists of two elements:

Pegging information

Shortage information



Figure 247: Graphical Pegging Report

The pegging information is displayed hierarchically in a data window. It displays all demand pegging

nodes for a particular delivery-item. Every row stands for a part (or capacity consumed for this part).

If there is a part several times in the same BOM, there will be multiple rows for this part.

The shortage/excess information is added as a graphic to the column KPI (Key Performance

Indicator). The shortage/excess information can be obtained using a modified LFD-inventory. The LFD-

inventory is based on the demand at its Latest Feasible Date and the fixed supplies. The color coding is

based on the inventory development of a particular part:

inv_lfd[t] = exec_wcd [t] – matl_req_lfd [t] + inv [t – 1]

In case of inventory shortage (Inv LFD is negative), it will show up as a red bar for the particular time

bucket. In case of inventory excess or inventory equal zero (Inv LFD is positive), it will show up as a

green bar for the particular time bucket.

Additionally there are Latest Feasible Date (LFD) and the Effective Date which are displayed in the

KPI column. The LFD date is the blue square and the Effective Date is the black square. The

Effective date (black square) shows when the supply component is actually pegging against the

demand. While on the other side the Latest Feasible Date shows the latest feasible date when the

component should peg against the demand according to the original requested date.

The LFD-Inventory is limited to the frozen horizon, that is the minimum frozen horizon of all available

processes of the part. The frozen horizon shows a grey bar for the defined time buckets.

Next to the material, also capacity is displayed on each level where capacity is used. Capacity can be

recognized as a process name in the column Part. The report displays all demand pegging nodes for a

particular capacity-depot process. For capacities, the KPI column shows the capacity availability and

the capacity consumption using the latest feasible date over the complete horizon. This means the

graphical buckets shown are consistent with the Capacity Requirements Report, when the Display

Filter is set as Needed.



7.6.1.1 Report Results



Depot Depot name of the Delivery item

Part Part number of the material, whose purchase order is proposed to be

changed

KPI Key Performance Indicator. The multi colored bar representing the

inventory, effective date, LFD and frozen horizon. The width of the KPI

column is automatically set based on the length of the planning horizon.

Effective Date Date when material is actually pegging against the demand and the

capacity is actually being consumed

LFD Latest Feasible Date when the material or capacity needs to be available

for Assembly/Final Assembly or delivery to the customer.

Effective Qty The unit quantity that is actually being pegged against the demand.

Demand No Demand Number

Table 311: Graphical Pegging Report - report results

7.6.1.2 Report Analysis

In this example we want to examine the pegging structure and the inventory development of a

particular delivery item in the Delivery Workbench Report (Delivery Plan).

Let us consider following example:

As we can see, for the particular Demand No as shown in the Demand No column there are two parts

and one capacity displayed hierarchically.

The pegging starts with the capacity consumption of 200 units for the FINAL_ASSEMBLY in the depot

CM1. The capacity (for the part SYSTEM1) is consumed on May 21th and it should be consumed latest

May 21th.



On the next higher level you can recognize the part SYSTEM_1 in the depot CM1 that is pegged against

the demand on May 21th.

The top level of the pegging tree shows the final pegging of the part SYSTEM1 in the DC1 depot

against the demand on the Latest Feasible Date, May 28th.

7.7 Top Down Pegging Report

The Top Down Pegging Report provides an explosion of demand from independent demand to

dependent demand items through the whole supply network (i.e. through BOMs and supply chain

links). The Top Down Pegging Report helps to identify what supply items are being allocated to

fulfill a demand item. It also displays the work order or purchase order ID if applicable.

Figure 248: Top Down Pegging Report












the report.

Order Type If provided, data is being pre-filtered by the respective order type.

Otherwise data for all order types is being displayed in the report.

Partial Number If provided, data is being pre-filtered by the respective (delivery) partial

number. Otherwise data for all partial numbers is being displayed in the

report.

Priority If provided, data is being pre-filtered by the respective demand priority.

Otherwise data for all demand priorities is being displayed in the report.

Replenishment button Opens the Replenishment Report for the highlighted component.

Table 312: Top Down Pegging Report selection criteria


Retrieve button.






demand


Primary Demand

No

The (ICON-SCP internal) ID of the primary demand element, as referenced in



Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item as

configured in the system parameters. Either no partial shipments of an order

are allowed or partial shipments of complete order lines or shipments of partial

quantities of an order line.



Demand Origin Demand Origin. Displays the source of the demand - CO, AD, FC or IR

Delivery Date Delivery Date of the Demand Item. The column can be expanded by clicking on

its header.

Delivery Qty Quantity which can be delivered


determined by using the Req(uested) date and Ack Date information from the

demand input, e.g. customer orders. Furthermore, it is result of the Order

synchronization step.

Preferred Date The earliest date, when the customer accepts a delivery. In case of a deviation

from due date this date is considered in case pulling demands is enabled.




Depot Name of Depot where the Order No has been placed

Part Product ID of the ordered product

Customer Customer ID

C Total Qty Total quantity used of the component in the component depot.

C Depot Component depot. Depot where the supply part is coming from.

Component Supply Part (component) Name

Pegging Date Date when supply is available for further processing (i.e. is planned to be used

for corresponding demand)

Pegging Qty Quantity of the resource (supply item) which is pegging against the demand

item (Order item or partial).

ISO Number Order-item-no of the referenced planned order if applicable.

Supply No Identifier of the supply element on the source table.

PO Number Purchase Order Number

Table 313: Top Down Pegging report results


In this exercise, we want to address the following issues:



Which supply items (parts and components) are pegged to the demand item?

First we will take a look at the few key demand criteria:

1. Order Item No: expandable field containing order identification information

2. Due Date: expandable column contains several different dates that can be used in order to

calculate the Due Date

3. Depot: Name of Depot where the Order has been placed

Then we take a look at the components consumed and their information:

1. C Total quantity: used of the component in the component depot

2. C Depot: Name of depot where the supply part is coming from

3. Pegging Date: when is the supply part pegging against the demand item

7.8 Push Short Alert Report

The Push Short Alert Report is a key report for a shortage analysis. There are two views available:

1. Push Alert Report (Shortages on Order)

2. Short Alert Report (Shortages on Part)

The basic concept of the Push Alert Report is to answer the question:

What are the material and capacity bottlenecks?



The basic concept of the Short Alert Report is to answer the question:

Which components are missing in order to deliver on-time?

Figure 249: Push/Short Alert Report

Shortage Reason includes:

1. Hard shortage: this situation occurs, when a tangible shortage of material or capacity has been

identified in an order.

2. Soft shortages: this situation occurs at an order A, when an order B gets material or a capacity

pegged from order A as a consequence from order A having a secondary shortage that

prevents it from being completed anyway.

3. Potential shortages: this situation occurs at an order B, when order B gets material or a

capacity pegged which was reallocated from order A as a result from secondary shortages on

order A.










Order Item Number If provided, data is pre-filtered by the respective order item number.

Otherwise data for all order item numbers is being displayed in the report.

Select:

Order/Part

The Select radio buttons with the options ‘Order’ or ‘Part’ enables the user to

switch between the two previously mentioned report views:

Order: Pulls the report in Push Alert mode which reflects the shortages based

on orders

Part: Pulls the report in Short Alert mode which reflects the shortages based

on parts

View:

All/Short

The View radio buttons with the options ‘All’ or ‘Short’ allows for further

filtering:

All: Pulls all orders that are affected by shortages regardless of the expected

fulfillment date

Short: Pulls all orders that are expected to never be fulfilled within the

planning horizon as a result from shortages

Order Type If provided, data is pre-filtered by the respective order type. Otherwise, data

for all order types is being displayed in the report.

Priority If provided, data is pre-filtered by the respective demand priority. Otherwise,

data for all demand priorities is displayed in the report.

Partial No Filter Partial Number i.e. individual shipment of an order

Table 314: Push Short Alert Report selection criteria


Retrieve button.

Note: In the “Part”mode, the filter boxes Order Item No Filter, Order Filter,

Priority Filter, Partial No Filter are enabled as they do not apply in this mode.




Order Item No Customer Order Item Number from the Execution System



Delivery No Identifier of the delivery




Num Priority Priority of the order (used for material and capacity availability check when

referenced in the Demand Priority scheme)

Delivery Mode No Partial Code: Allowed shipment partialling level of a demand item as

configured in the system parameters. Either no partial shipments of an order

are allowed or partial shipments of complete order lines or shipments of

partial quantities of an order line.

Dmd Origin Reflects the type of demand that initiated the material allocation, e.g.

customer orders


Part Part number which is affected by the shortage


Delivery Date Reflects the date when the line item needs to be entirely delivered

Delivery Qty Units expected to be delivered for the order item number or the partial from

an order item number

Due Date Reflects the date when the line item needs to be entirely completed



enabled.




Reason Identifies the Shortage type

HARD (Hard Shortage): Delivery delayed and component or capacity based

analysis indicates that component or capacity is a true bottleneck at Latest

Feasible Date.



SOFT (Soft Shortage): Delivery currently delayed but component or capacity

based analysis indicates that the component or capacity is not a true

bottleneck and is able to clear, when all HARD shortages of the demand are

cleared

POTENTIAL (Potential Shortage): Delivery not delayed but component or

capacity based analysis indicates that the component or capacity becomes a

true bottleneck at Latest Feasible Date when all demands with higher priority

clear their HARD shortages

NONE: For the specific delivery, the component or capacity is not a

bottleneck, but for other demands requesting the component or capacity with

the same Latest Feasible Date the same component or capacity is a

bottleneck component or capacity. So overall, the component or capacity is

short, but the demand is not impacted (due to high enough priority)

RESPONSE_TIME: Order request date is inside production lead time. All

components or capacities are available, but due to internal LT or order

synchronization, order is still late

Resource Depot Identifier of the depot, where the component or capacity, causing the push

out/ delay of the delivery, is allocated

Resource Identifier of the part or capacity which causes the shortage

Resource Type Type of the affected entity, e.g. PART, CAPACITY

Pegging Date Date when supply is available for further processing (i.e. is planned to be

used for corresponding demand)

Pegging Qty Quantity of the resource (supply item) which is pegging against the demand

item (Order item or partial)

Short Qty Missing component quantity necessary to cover the full demand/line item on

the latest feasible date

Order Qty Only visible with “Part View”; Order quantity or all partials referenced to

OSPI

OSPI Qty Only visible with “Part View”; Total number of order partial items that are

prevented to be delivered on time due to part or capacity which causes the

shortage (in the “Resource” column).



Table 315: Push Short Alert report results



What is the requested quantity compared to the short quantity?

What is the requested date compared to the delivery date?

Which part or capacity is causing the shortage?

What type of a shortage is it?

In the screenshot the Delivery Date of the demand in the highlighted row is 06/24/2010 although the

Requested Date is 06/04/2010. The reason for the delay is the material (not capacity) as you can see

in the column Resource Type. All 600 units of the Pegging Qty are missing (Short Qty). The part

COOLING_UNIT can peg against the demand not before 6/14/2010 (Pegging Date). Furthermore, the

shortage type is displayed in the column Reason which is HARD in this example. This means that this

part is a real bottleneck at the latest feasible date.

7.9 Demand Bottom Up Pegging

The Demand Bottom Up Pegging report serves the purpose of “Where” and “When” used for “What”

Report for parts/components which are at any level of the BoM/Supply Chain. It’s the point to go to

identify the consumption date and the source of demand.

It allows a systematical view of:



Where components are used/allocated (production)?

Which primary demand (parent part and depot) is driving the requirements?

The Demand Bottom Up Pegging report is an aggregated view of the individual ‘Bottom Up Pegging

List’ screens that can be selected from Replenishment report, Shortage/Excess report, and Critical

Receipts report.

Figure 250: Demand Bottom Up Pegging Report








Aggregation Filter:

Group/List

If specified, data is aggregated by selected Group or Group List.

The Group selection box allows determining the level of aggregation (the

aggregation data is based on the Delivery Plan) for the displayed parts. The

chosen level is represented in the expandable first column of the report. The

default aggregation level is ‘None’.



Days/Weeks/Months This selection defines the period of time in days, weeks and months for which

the Pegging Report is generated. The information is displayed first according

to the number of days selected, then according to the weeks and finally

according to the number of months in the respective fields. If all are set to -

1, data is presented with the maximum number of daily values available

followed by the remaining number of monthly values, preset in the system

parameters (DAILYMONTH/MONTHLYMONTH)

Table 316: Demand Bottom Up Pegging Report selection criteria


Retrieve button.




1st Column This column shows data according to the level of aggregation selected in the

Group drop down box. It can be one of the available aggregation levels.

BS Bucket size in days of the reported period

Period Displays the date when supply is required to be pegged against some (/

consumed by a) demand element

Mat(erial)

Req(uirements)

Required quantity of components, necessary to cover a demand for the

Period. In order to get more information regarding the source of demand, the

column can be expanded by clicking on its header

Matl Req IR Portion of the Material Requirements on the selected part /material caused by

Inventory Reservations

Matl Req CO Portion of the Material Requirements on the selected part /material caused by

Customer Orders

Matl Req AD Portion of the Material Requirements on the selected part /material caused by

Additional Demand

Matl Req FC Portion of the Material Requirements caused by Forecast

Matl Req Other Portion of the Material Requirements caused by other demand types ( the

requirement is not generated through the primary demand but through the

secondary demand caused by certain other constraints (e.g. lot sizes or



safety stocks). Thus this material is not meant to fulfill customer orders.

Matl Req Short Portion of Material Requirements (Matl Req) which cannot be satisfied with

on-hand inventory (Matl Req= Release + Short)

Matl Req Release Portion of Material Requirements (Matl Req) which can be satisfied with the

stock on-hand

Depot Depot where the quantity of the part number presented in column Part is

consumed

Part Part number of the component used to cover the demand set by the level of

aggregation in the 1st Column during the reported period

Family (Default) Family of the part

Product Line Product Line of the part

Controller Controller code of the consumed Component

Description Description of the Component

Table 317: Demand Bottom Up Pegging report results


In the following example, we will consider the material requirements of the part SYSTEM_1 where this

finished product is used on the primary demand level. We will also aggregate the data by Customer

and sort it by the Bucket Date.

The column Bucket Date indicates the date period when supply is required. In this example, 6000

units of SYSTEM_1 are requested by the CUSTOMER_A. As the customer places the demand solely at

the DC1 depot, only the DC1 material requirements are the primary demand. The 5200 units of

material requirements from the depot CM1 are the reflected dependent demand.

As the column Matl Req Release represents the on-hand inventories, 800 units of 6000 material

requirements are being filled from on hand inventory in DC1. The column Matl Req Short indicates



the materials which are short. 5200 units are short in the DC1 depot. The dependant shortage of 5200

units is reflected in the CM1 depot.

7.10 Demand Report

The Demand Report displays the raw content of the DEMAND table.

The DEMAND table contains information regarding any withdrawal of inventory either based on

independent or dependent demand.

Figure 251: Demand Report








Start Date / End Date The report displays the records for periods within the Start and End Date.



Demand Filter If specified, data is filtered by the Demand Number

Table 318: Demand Report - selection criteria

Note: Specifying Demand No in the Demand Filter, it will override all other filters.




Mps Order No A system generated unique ID of the demand

Depot The depot identifier

Part The part identifier

Effective Date The effective date of the withdrawal

Effective Qty The effective quantity of the withdrawal

Demand Type One of the values P (PRIMARY), S (SECONDARY), R (REMAINDER)

Demand Driver No The reference to either primary demands (for PRIMARY) or supply (for

SECONDARY)

Delivery No The reference to the containing delivery for PRIMARY

Table 319: Demand Report – report results

7.11 Demand Flow Report

The Demand Flow Report displays for each delivery the complete pegging tree, means the demand-

pegging nodes and consumption-pegging-nodes in a hierarchical view. This way you can determine for

each delivery, the demand created on parts or capacities needed to produce the finished goods (which

compose the delivery).

The report is based on the results of the DEMAND and CONSUMPTION raw tables and enables the user

to analyze the raw content.

Note: The Demand Flow report can be used as base report for the graphical pegging

report.



Figure 252: Demand Flow Report




Demand No If specified, data is filtered by Demand No (filters on top-level demands)

Table 320: Demand Flow Report selection criteria



Column Description

Demand No The unique ID of the top-level-demand


Resource The part identifier

Resource Type Either P for Part or C for Capacity

Pegging Date The date when material (demand item) is taken from the inventory and is



consumed for the corresponding upper level demand.

LFD The latest feasible date of the pegging node

Pegging Qty The quantity of the pegging node

Ref Type Either D for demands, S for supplies or C for consumptions

Ref No The reference to the demand/consumption (depending on the resource-

type)

Table 321: Demand-Flow Report



How does the pegging tree of a particular delivery look like?

What are the parts, capacities that build up the concerned delivery?

In which depots are the parts and capacities being processed?

What are the pegging dates and quantities of each node?

We will take a closer look at the delivery with the Demand No “20110913155542000088” where 200

units of the part SYSTEM_2 are ready for the delivery on 7/2/2010.

The concerned delivery consists out of part SYSTEM_2 and the figure above shows the pegging tree of

all components and capacities needed to build SYSTEM_2. The pegging tree is displayed in a



hierarchical view, thus starting on the lowest level of the tree, one can determine, that following

components are needed to build the Subassembly MODULE_B together: MAIN_BOARD,

COOLING_UNIT, ASIC_2000. The Subassembly consumes capacity and the consumption is displayed

as an extra node. All three components need to be transferred from the VH depot to the CM1 to be

assembled. Looking up the pegging tree after the subassembly process, following components are

added to the semi-finished goods: MODULE_B, CABLE_Y, CHASSIS_R, STORAGE. The final assembly

process consumes capacity to finalize the production of SYSTEM_2. The last node is the transfer of the

200 units of SYSTEM_2 to the DC2 depot, ready to be shipped to the customer.

Next to the complete hierarchical pegging structure of the SYSTEM_2 part, the report shows the

pegging dates when the supply quantity needs to peg against the demand.

7.12 Pegging Report

The Pegging Report displays the raw content of the PEGGING table. The PEGGING table contains

information regarding the pegging structure.

The pegging structure is a bi-partit graph connecting demands with supplies and supplies with

consumptions and demands. Alternatively, three reports can be provided, depending on the Pegging

Type Filter: Demand, Supply, Consumption.

Figure 253: Pegging Report






Pegging Type Filter Select either Demand, Supply or Consumption view.

Depot/Family/List If specified, data is filtered by Depot Number, Depot Family or Depot List



Table 322: Pegging Report - selection criteria




Mps Order No A system generated unique ID of the pegging.

Parent No The reference to the parent pegging node if any.

Depot The depot of the referenced demand, supply or consumption. This column

is not part of the PEGGING table and it has been added to the report.

Resource The part of the referenced demand or supply or the capacity of the

referenced consumption. This column is not part of the PEGGING table

and it has been added to the report.

Pegging Qty The quantity of this pegging node.

Ref Type One of the values D (DEMAND), S (SUPPLY), C (CONSUMPTION)

Ref No The reference to either demand (for DEMAND) or supply (for SUPPLY) or

consumption (for CONSUMPTION).

Pegging Date Depending on the Ref Type pegging date is either the date when material

(demand item; Ref Type -Demand)is taken from the inventory or the

date when capacity is consumed (consumption; Ref Type - Consumption)

LFD The latest feasible date based on the current pegging. This column is not

part of the PEGGING table and it has been added to the report.



Unit Rollup Cost This column is not part of the PEGGING table and it has been added to

the report.

The unit roll-up cost of a pegging node is calculated as follows:

The sum of unit roll-up cost of the children multiplied with their

pegging quantities. The sum is then divided by the node’s

pegging quantity.

If the pegging node refers to a supply the unit processing cost of

the supply is added to the quotient.

Table 323: Pegging Report – report results

7.13 Pick List Report

The Pick List Report displays the pick-list of the deliveries in the demand depot. The pick-list displays

all the pegging nodes that fulfill the following conditions:

1. They are consumptions in the same depot as the top-level-demand; or

2. They are demands in the same depot as the top-level-demand that are supplied with

2.1. On-hand inventory, or

2.2. Procurements, or

2.3. “BOM-less” productions

That means, any demand that is (partially) supported by supply “entering” the demand depot will be

reported in the pick-list.



Figure 254: Pick List Report




Demand No If specified, data is filtered by Demand No (filters on top-level demands)

Table 324: Pick List Report selection criteria



Column Description

Demand No The unique ID of the top-level-demand

MPS Order No The unique ID of the pegging node


Resource The part identifier

Resource Type Either P for Part or C for Capacity

Pegging Date Depending on the Ref Type pegging date is either the date when material

(demand item; Ref Type -Demand)is taken from the inventory or the



date when capacity is consumed (consumption; Ref Type - Consumption).

LFD The latest feasible date of the pegging node

Pegging Qty The quantity of the pegging node

Ref Type Either D for demands, S for supplies or C for consumptions

Ref No The reference to the demand or consumption (depending on the

resource-type)

Table 325: Pick-List Report

7.14 Locked Order

The Locked Order report shows all orders, complete order item groups, order lines or individual

shipments (‘partials’) that are locked, for example if there are issues with a specific customer.

Figure 255: Locked Order Report

All locked orders or deliveries are no longer releasable and will be marked as locked (Release Code =

‘L’) in the Ack Date Report.

Locked demand still allocates supply according to the defined priority sequence.

In the Locked Order report a demand item can be listed more than once due to multiple applicable

locks.












the report.



the report results. By double-clicking into the date textbox a calendar

tool opens where a date may be picked.




Order Type Type of the customer order

Order Status Status of the customer order

Priority If specified, data is filtered by Demand Priority IDs. Filter: Filters the

demand according to its status:

All: The selection will be done across all demands.

Feasible: Data is preselected by feasible demand elements. A demand

element is considered feasible if it matches the releasability criteria but

shows a delivery date beyond certain number of days defined by the

system parameter RTP_RELEASE_WINDOW.

Releasable: Data is filtered for releasable demand elements. A demand

element is considered releasable if it matches the releasability criteria

and shows a delivery date within a certain number of days defined by the

system parameter RTP_RELEASE_WINDOW *.



Locked: Data is preselected by locked orders. An order is locked if parts,

order partials or the order itself is locked for any reason.

Pulled: Data is preselected by pulled orders. An order is pulled if its

Delivery date is before its Due date.

Pullable: Data is preselected by pullable orders. An order is pullable if

Earliest Acceptance Date (EAD) < Req. date and the NO PULL entry in

the CO table is 0.


down menu:






Partial No Partial Number i.e. individual shipment of an order

Figure 256: Locked Orders Report selection criteria


Retrieve button.




Order Item No Order Item (i.e. Order No + order line) to be locked. This value may

contain wildcards (‘%’).


demand


Primary Demand No The (ICON-SCP internal) ID of the primary demand element, as referenced

in primary demand table




Delivery Mode No Partial Code: Allowed shipment partialling level of a demand

item as configured in the system parameters. Either no partial

shipments of an order are allowed or partial shipments of complete

order lines or shipments of partial quantities of an order line.

Demand Origin Displays the source of the demand - CO, AD, FC or IR

Depot Depot where the demand defined in the Target Type field occurs.



Delivery Date Delivery Date of the Demand Item

Due Date The due date of the demand element’s order group considered in planning.

The due date is determined by using the Req(uested) date and Ack Date

information from the demand input, e.g. customer orders.



enabled.

Expire Date Expire Date is defined on demand level (CO, FC); If (partial) demand

cannot be delivered/fulfilled within Pull/Push Window, it is considered

expired

Delivery quantity Quantity which can be delivered

Req Qty Demand Quantity. The ordered quantity as entered in CO, AD, FC or IR

Release Flag Release status of entire delivery

Release Code Displays the state of the order:

R (releasable order)

F (feasible order)

Lock Code Optional field. May be used to enter a lock category like ‘QH’ (quality hold)

for example.

Lock Type Demand Type for which order locks are defined. One of the values:



CO: Customer Orders


FC: Demand Forecast


DMD: Any demand type (all of the above)

Lock No Unique ID of the lock. Will be assigned by ICON-SCP.

Lock Scope ‘O’ if the complete order should not be releasable.

‘D’ if specific deliveries of the selected order(s) should not be releasable.

Lock Creation Date Creation Date of the lock. Will be assigned by ICON-SCP.

Lock User User creating the lock. Will be assigned by ICON-SCP.


Table 326: Locked Orders report results


In order to display results in the Locked Orders Report, you must create an entry in either Order

Lock screen or Part Lock screen (Master Data -> Misc)

Following example shows a locked part in the Part Lock screen:

In order to lock a part, a new entry in this screen needs to be created (over the File menu or with the

short key Ctrl+I). Review the chapters “Order Lock” and “Part Lock” to see how to create an entry and

which fields are mandatory in order to be able to save the new entry.

After the recalculation, the Locked Orders report will show locked orders and locked parts. The

column Lock Scope displays “Order” or “Delivery” depending if the complete order should not be

releasable or if specific deliveries should not be releasable.





8 Supply Reports

As mentioned earlier, “Supply Reports” belong to the set of standard reports available in ICON-SCP. All

ICON-SCP reports come with very detailed filtering capabilities that allow users to fine-tune the output

as much as necessary.

This chapter covers supply related reports in ICON-SCP.


Topics Brief Description

Replenishment Report Illustrates the requirements on selected parts, the executable schedules

and their inventory development.

Replenishment

Proposals

This chapter provides information on any kind of material supply (except

Stock On Hand).

Replenishment WO

Detail

Shows the availability of the components for the selected orders

Process Replenishment

Plan

Describes the detailed view of PO receipts per selected period.

Graphical Inventory

Report

Provides information about inventory status (inventory at latest feasible

date) of each part in each depot.

Supply Workbench The Supply Workbench contains information regarding any replenishment

of inventory either based on independent or dependent supply. It consists

out of three reports (Supply, WOP Details and Requirements).

Supply Bottom Up

Pegging Report

Informs about available supply on all BOM levels and provides details on

when and in what quantity supply will be available.

Supply Report The Supply Report contains information regarding any replenishment of

inventory either based on independent or dependent supply.

WOP Detail Report Contains information regarding the dependencies of generated secondary

demands and consumptions for a particular supply.

Requirement Report Displays all dependent requirements of a supply, thus demand and

consumption information is merged in this report.



PO Proposal Provides information on the components which should be ordered

considering lead times and the current constraint planning picture.

IWT Proposal Displays the planned and proposed Inter Warehouse Transfer activity.

WO Proposal Retrieves all WO Proposals filtered to the selection made.

Change Order Proposal This report informs about the Firm Supply (PO, IWT, WO, FPO) which need

to be changed in order to support the demand in a better way. Actions can

be undertaken to support recommended changes.

Shortage/Excess

Report

Focuses on parts with expected shortage as well as excess situations.

Backlog FGI Report This report provides aggregated information on Demand and Supply

situations where the report horizon for both is split into two buckets

(before the selected Reference Date and beyond).

Memo Report Allows to reviewing comments added to report results.

Capacity Requirements In this report the capacity utilization is shown in a graphical view.

Depending on the selection, the user can see the capacity requirements in

a constrained or unconstrained plan.

Capacity Utilization Describes the availability and consumption of modeled capacities in a pivot

like report.

Consumption Report Contains information regarding any consumed capacity.

8.1 Replenishment Report

The Replenishment Report screen provides detailed information about:

the requirements on selected parts

the executable schedules

and their inventory development

All parts, whether they are produced, transferred or procured, show up on this report. The report

provides the most detailed view of the planning results for parts (products, sub-assemblies and

components) available in ICON-SCP. It is split into two sections:

Replenishment Overview: the upper area of the Replenishment Report describing the

aggregated information of a part-depot




Replenishment Details: the lower area of the Replenishment Report providing the planning

results for the selected part-depot in the Replenishment Overview screen

The report offers a scenario filtering capability allowing the user to compare the scenarios to each

other (or to the global plan).

Figure 257: Replenishment Report




Depot/Family/List If specified, data is filtered by Depot Name Depot Family or Depot List




Scenario Filter An active scenario or a list of active scenarios will be selected; If

specified, data is filtered by selected scenario or scenario list.

Days / Weeks / Months Determines the granularity of the reported planning periods in the

Replenishment Screen (lower part of the window). The available number

of days, weeks and months that can be reported is limited by the

planning granularity (system parameters DAILYMONTH, WEEKLYWEEKS,



MONTHLYMONTH).

Setup Opens Replenishment Setup to define on which level the data should be

grouped

Pegging Displays a Bottom Up Pegging List for the current period.

Proposal Opens the Replenishment Proposal Report for the highlighted period.

Table 327: Replenishment Report selection criteria


Retrieve button.

By clicking the Setup button, the pivot table columns can be defined.

Figure 258: Replenishment Setup



Available Fields Available fields (from the Replenishment Report) that can be selected for


Timeseries Specifies which data will be displayed in the Pivot report.




Group by Displays selected list of fields (from Available Fields) that are selected for the

grouping

Table 328: Demand Commit Setup



Replenishment Overview




Process Process identifier. Identifies the type of sourcing which is used in order to

replenish a part in a certain depot

Dmd Today Sum of Primary Demands plus sum of generated Secondary Demands driven by

IR, FC, CO and AD in current the current period

Dmd Total Sum of Primary Demands plus sum of generated Secondary Demands driven by

IR, FC, CO and AD across the planning horizon

Dmd Ovd Sum of Primary Demands plus sum of generated Secondary Demands driven by

IR, FC, CO and AD that is overdue

Inv OH Total available quantity used for planning. Calculated as Available on hand

quantity + Manual adjustment

Inv Pipe Sum of Inventory in Pipe

Inv Pipe Ovd Sum of Overdue Firm Supply. Overdue Receipts in this section are still

considered as supply during engine calculation.

Table 329: Replenishment report results

Replenishment Details:




Date Bucket Date. First day of the corresponding planning period



BS Bucket Size. Depending on the planning granularity and the

„Days/Weeks/Months” selection in the header, the bucket size counts the

number of working days per reported planning period.

Demand Total Sum of Primary Demands on the selected part / depot combination per period.

In order to get more information regarding the origin of the Demand, the

Demand column can be expanded by clicking on its header.

Dmd IR Portion of the (Primary) Demand on the selected part / depot combination

driven by Inventory Reservations

Dmd CO Portion of the (Primary) Demand on the selected part / depot combination

driven by Customer Orders.

Dmd AD Portion of the (Primary) Demand on the selected part / depot combination

driven by Additional Demand.

Dmd FC Portion of the (Primary) Demand on the selected part / depot combination

driven by Forecast

Matl Req Total Sum of Material Requirements based on the executable schedule on the selected

part / depot combination per period. In order to get more information regarding

the origin of the requirements, the column can be expanded by clicking on its

header.

Matl Req IR Portion of the Material Requirements on the selected part / depot combination

driven by Inventory Reservations

Matl Req CO Portion of the Material Requirements on the selected part / depot combination

driven by Customer Orders.

Matl Req AD Portion of the Material Requirements on the selected part / depot combination

driven by Additional Demand.

Matl Req FC Portion of the Material Requirements on the selected part / depot combination

driven by Forecast

Matl Req Other Portion of the Material Requirements driven by other factors like

minimum/multiple quantities or inventory targets.

Matl Req LFD Material Requirements at the latest feasible date assume that replenishment

takes place as late as possible

Exec WCD The Exec WCD schedule describes the replenishment plan at executable



(feasible) work order completion date (WCD).

Exec WSD The Exec WSD schedule describes the replenishment plan at work orders start

date (WSD) considering process lead- and follow-up time.

Exec WSD Prop Portion of the Exec WSD based on Proposals

Firm Supply Portion of the Exec WSD based on Firm Supply. In order to get more

information regarding the type of Firm Supply, the column can be expanded by

clicking on its header.

FPO Qty Portion of the Exec WSD driven by Firm Planned Orders

WO Qty Portion of the Exec WSD driven by Work Orders

IWT Qty Portion of the Exec WSD driven by Inter Warehouse Transfer

PO Qty Portion of the Exec WSD driven by Purchase Orders

Inventory The Inventory describes the projected inventory count per bucket depending on

the executable schedule. When the Show Start Inventory box is checked the

value describes the inventory count at begin of the bucket, otherwise at the end

of the bucket.

Inv LFD The inventory at the latest feasible date displays the inventory projection based

on the Matl Req LFD rather than the executable Material Requirements (Matl

Req).

Target Inv The target inventory displays the calculated safety-stock of the part depending

on both demand-dependent (Target RoC) and demand-independent (InvMin)

targets.

Target Inv Dev The Target Inventory Deviation shows the deviation between the inventory and

the desired target inventory in units.

Min Inv Minimum Inventory (demand-independent target)

RoC Target Target Range of Coverage (demand-dependent target)

Roc Act Displays the achievable range of coverage in days, periods or weeks of supply

(actual state)

Table 330: Replenishment Report - report results




In the following test case we will take a look into the planning details of the part ASIC_1000 in the VH1

depot.

By selecting the VH1/ASIC_1000 in the Replenishment Overview screen, the planning details of the

part are displayed in the Replenishment Details screen.

The Replenishment Overview screen shows a Total Demand of 4850 units for the part ASIC_1000. At

the same time an on-hand inventory of 500 units is available (Inv OH). There is an inventory in pipe

of 2100 units.

In the Replenishment Details screen a beginning Inventory (Inv) of 500 is shown which will increase

with the first two portions of the received firm supply (1200) to 1700 on-hand units. There is a total of

2100 units in pipe, but the remaining quantity of 900 units is too late to satisfy the material

requirements of 4850 units on-time. Therefore, the system makes proposals (regardless of the

remaining firm supply) of 3150 units.

Inv (500) + Firm Supply (1200) + Proposals (3150) = Matl Req Total (4850)

8.2 Replenishment Proposals

The Replenishment Proposals report provides detailed information on any kind of material supply

(except Stock On Hand). Firm Supply and Proposals are listed. The Replenishment WO Details can

be accessed by selecting the WO Detail button in the Replenishment Proposal report.



Figure 259: Replenishment Proposals Report






Order Item No If specified, data if filtered by Order Item No / List

Start Date/End Date Sets the period of time for which the report data is retrieved.

WO Details The WO Details button opens the Replenishment Work Order Details

report.

Table 331: Replenishment Proposals Report selection criteria


Retrieve button.








Process Identifies which process is used in order to fulfill the material receipt.

Only for process specific alternatives, the field is filled with the

corresponding process identifier.

Booking date Date on which the material would have to be shipped from the Send

Depot, considering the transfer lead time+follow up time

Effective date Effective date of the corresponding supply (i.e. completion or arrival

date)

Effective qty Effective quantity of the corresponding supply

Supply Type Type of the supply. The following types are available:

PROP – Proposal generated by the planning system

FIRM – Firm Supply

Scheduled Date Date which has been proposed for the execution of the order (from

FIRM_SUPPLY table)

Scheduled Qty Proposed Quantity (from FIRM_SUPPLY table)

Order Item No Order Item (Order + Order Line) number (from FIRM_SUPPLY table)




material costs:


costs.

Reserve Flag = “Both”, “MATERIAL” and FPOs should be only

delta costs.



If the supply refers to a firm supply, and the firm supply refers to

a PO, IWT, WO or FPO and has a unit price (that means the unit

price is not null) this unit price is taken.

If the supply refers to process-specific proposals (IWT, PO, WO)

the unit processing price of the process is taken.

If the supply refers to OH the standard unit price of the part-

depot is taken.

Table 332: Replenishment Proposals - report results


On the following screenshot of the Replenishment Report you can see that material requirements of

4850 units of the part ASIC_1000 are set to be completed in the week of 06/11/2010. The planning

engine is proposing 3150 units to cover the missing supply.



In the Replenishment Proposals report, we can see when exactly the system proposes the missing

amount of material to be sent from the source depot (Booking Date). We can also see when exactly is

the missing material required for the assembly (Effective Date) so that at the very end of the chain,

the order can be fulfilled as requested by the customer.

8.3 Replenishment WO Detail

The Replenishment WO Detail report delivers detailed information about the availability of the

components for the selected orders. Purchase Orders, IWT Orders and Production Orders are listed

here.

Figure 260: Replenishment WO Detail Report








Process Process identifier for the chosen process alternative.

Horizon Sets the period of time for which the report data is retrieved.

Table 333: Replenishment WO Detail Report selection criteria

With the Replenishment button, Replenishment Report opens with the selected record from the

Replenishment WO Detail screen.


Retrieve button.






Process Process identifier for the chosen process alternative

Booking Date Date on which the material would have to be shipped from the Send Depot,

considering the transfer lead time + follow up time

Effective Date Effective date of the corresponding supply (i.e. completion or arrival date)

Effective Qty Effective quantity of the corresponding supply




Scheduled Date Required date for the execution of the order (from FIRM_SUPPLY table)

Sched Qty Required Quantity of the component

PO Number PO number (FK to FIRM_SUPPLY table)

Order Item No Order Item number (from FIRM_SUPPLY table)

Matl Req Effective quantity of secondary demand



Supply Firm Partial of Matl Req pegged to firm supply

Supply On Hand Partial of Matl Req pegged to on-hand

Component Depot “Resource” Depot. Depot where component supply is taken from

Component Part number of the component


material costs:


costs.


costs.








If the supply refers to OH the standard unit price of the part-depot

is taken.

Demand No The reference to either WOP_DETAIL if this supply creates more than one

secondary demand/consumption or directly to the dependent DEMAND or

CONSUMPTION respectively.

Table 334: Replenishment WO Detail report results


In the following example we want to answer the question:

Which portion of the material requirements is pegged to on-hand and which to Firm Supply?

When does the material need to be send from the sending depot in order to be ready for the

work order on-time?

Let us consider the part COOLING_UNIT in the CM1 depot. The Replenishment Report shows a

material requirements total of 11800 units. On-hand there are only 750 units available, therefore the

system proposes 11050 units to cover the demand.



In the Replenishment WO Detail report, we can see that 750 units of Matl Req are pegged to on-

hand. 2100 units of Matl Req are pegged to Firm Supply.

Additionally the report shows when the material needs to be shipped (Booking Date) from the

sending depot (considering LT and FT).

8.4 Process Replenishment Plan

The Process Replenishment Plan report provides a detailed view of material receipts per period.



Figure 261: Process Replenishment Plan








Process Process filter specifies which process is needed for the retrieval.

Horizon Sets the period of time for which the report data is retrieved.

Table 335: Process Replenishment Plan selection criteria


Retrieve button.








Process Identifies which process is used in order to fulfill the material receipt. Only for

process specific alternatives, the field is filled with the corresponding process

identifier.

Effective Dt Arrival- or Completion date; Effective date of supply

Bucket Size Bucket Size. Depending on the planning granularity and the

„Days/Weeks/Months” selection in the header, the bucket size counts the

number of working days per reported planning period.

Matl Req Total Required quantity of components, necessary to cover a demand for the period.

In order to get more information regarding the source of demand, the column

can be expanded by clicking on its header

Matl Req IR Portion of the Material Requirements on the selected part /material caused by


Matl Req CO Portion of the Material Requirements on the selected part /material caused by

Customer Orders

Matl Req AD Portion of the Material Requirements on the selected part /material caused by

Additional Demand

Matl Req FC Portion of the Material Requirements caused by Forecast

Matl Req Other Portion of the Material Requirements caused by other demand types ( the

requirement is not generated through the primary demand but through the

secondary demand caused by certain other constraints (e.g. lot sizes or safety

stocks). Thus, this material is not meant to fulfill customer orders.

Receipt Total Effective Quantity received

Receipt PROP Qty received by proposals

Table 336: Process Replenishment Plan report results




In the following example we will take a closer look at the part ASIC_1000 in VH1.

The Process Replenishment Plan shows for this part which process fulfills the material receipt. As

the Process column displays the depot CM1, it is a Supplier process. In other words, the component

ASIC_1000 needs to be procured from the Supplier B and should arrive to the depot VH1 at the

Effective Date.

The Process Replenishment Plan shows that the ASIC_1000 material is being shipped to the VH1

depot in three separate shipments:

300 units in the week of 06/04/2010

4050 units in the week of 06/04/2010 (this portion is proposed by the system)

900 units in the week of 06/18/2010

At the same time, the report shows which demand type is consuming the receipts.

8.5 Graphical Inventory Report

The Graphical Inventory Report provides a graphical information about the inventory status

(inventory at the latest feasible date) of each part in each depot. Thus if a part is available in two

different depots, it will be listed twice and the inventory development will be shown for both depots.



Figure 262: Graphical Inventory Report

The color coding is based on the inventory development of a particular part. The complete bar

(red+green+grey) represents the whole planning horizon. Inventory shortages (inventory at the latest

feasible date) will show up as a red bar for the particular time bucket. The green bar represents

Inventory excess or zero inventory (inventory at the latest feasible date) for the particular time bucket.

Only the inventory until the frozen horizon is illustrated. Inventory beyond the frozen horizon appears

grey, independent of inventory shortages or excesses.








Table 337: Graphical Inventory Report - selection criteria






Depot Depot name of the Delivery item

Part Part number of the material, for which the inventory status at the latest

feasible date is displayed

KPI Key Performance Indicator. The multi colored bar representing the inventory

development for each part-depot combination. The width of the KPI column is

automatically set based on the length of the planning horizon.

Table 338: Graphical Inventory Report - report results


In this example we want to examine the inventory development of a part CABLE_X in VH1 depot.

Let us consider the following example:

The part CABLE_X in the VH1 depot initially shows inventory excess. Again, we are considering the

inventory development at the latest feasible date. Later time buckets signalize inventory shortage

through a red bar ending finally in a frozen horizon, which is colored gray.

The length of the total bar (red+green+grey) represents the length of the defined planning horizon.

We can open the Replenishment Report for this particular part-depot combination to verify in detail

when and why the inventory shortage/excess appears:



The Replenishment Report shows that the part initially has 550 units on-hand (Inv LFD) until

05/21/2010. The calculation of the Inv LFD is as following:

inv_lfd[t] = exec_wcd [t] – matl_req_lfd [t] + inv_lfd [t – 1]

Therefore the Inv LFD shows an inventory shortage of -1450 on the 5/21/2010 where the numbers are

red colored and the red bar is visible in the Graphical Inventory Report.

As the inventory shortage continues in the following time buckets according to the Replenishment

Report, the red bar in the Graphical Inventory Report is accordingly getting longer. In the week of

06/11/2010, the firm supply and the proposals cover the inventory shortage and the Inv LFD is again

“positive” (no shortage and no excess) which would results in a green bar in the Graphical Inventory

Report. But no green bar is displayed after the red bar and the reason for that is the defined Frozen

horizon for this component.

In the Process Setup screen, the Frozen horizon is defined, 20 days for CABLE_X in VH1 depot:



Counting from the Current Date (5/15/2010) the 20 days (working calendar) end on 06/11/2010,

which is the reason why the remaining zeros in the Inv LFD column in the Replenishment Report

are “covered” with a grey bar in the Graphical Inventory Report.

8.6 Supply Workbench

The Supply Workbench allows focusing on all supplies in one screen. It contains information

regarding any replenishment of inventory either based on independent or dependent supply. The

report comprises:

a detailed overview of all existing supplies (Supply Report) in the upper section

WOP Detail Report (Work Order Proposals Detail Report)

and the Requirements Report in the lower section.

Based on the selected record in the Supply Report section, the ICON-SCP client pulls the WOP Detail

Report and the Requirements Report with the proper ID. Thus for each inventory replenishment in

the middle section, the lower sections displays the dependent supply requirements and the

consumption.

Figure 263: Supply Workbench

As the Supply Workbench comprises three individual reports which can be accessed separately,

please refer to the following chapters for details:

Supply Report - 8.8



WOP Detail Report – 8.9

Requirement Report - 8.10


In this example we want to examine the5200 units of the part SYSTEM_1 in CM1 depot which should

be processed through the FINAL_ASSEMBLY on 06/19/2010 (Effective Date).

The capacity FINAL_ASSEMBLY is required together with the components STORAGE, CHASSIS_R,

MODULE_A and CABLE_X to build the part SYSTEM_1.

8.7 Supply Bottom Up Pegging Report

The Supply Bottom Up Pegging report lists all available supply on all BOM levels and provides details

on when and in what quantity supply will be available. The report also shows supply that is not being

consumed by demand (i.e. excess supply). It may also be used to display pegging results.

Thus, the basic concepts of this report is to answer the questions:

Which supply element is being allocated to which top-level demand element?

Which portion of the supply is excess supply?



Figure 264: Supply Bottom Up Pegging Report








Aggregation Filter:

Group/List

If specified, data is aggregated by selected Group or Group List.

The Group selection box allows determining the level of aggregation (the

aggregation data is based on the Delivery Plan) for the displayed parts.

The chosen level is represented in the expandable first column of the

report. The default aggregation level is ‘None’. This adds additional

pegging information to the report by showing to which top-level demand

element (Depot, Part, Product Line etc.) a supply element has been

allocated.

Start Date The report displays records for periods equal to or greater than the

provided date. By double-clicking into the date textbox a calendar tool

opens where a date may be picked.






Table 339: Supply Bottom Up Pegging Report selection criteria


Retrieve button.

8.7.1.1 Define Column Attributes and Their Sequence

You can define column attributes to get more details on the supply and you can also customize the

sequence of the attributes.

In order to do so, proceed as follows:

1. In the Filter section, go to Aggregation Filter and select List.

2. Select the columns from the Available group. Use either arrows in the middle of the screen,

drag and drop or double-click the elements to select them for aggregation. Move them to the

Selected Group.

3. Now define the sequence of the attributes. You can use the blue arrows on the right side of the

screen to move the attributes up or down.

4. Click OK.




[…] The first set of columns show data according to the level of aggregation

selected in the Group drop down box. It can be one of the available aggregation

levels.



Process The type of sourcing which is used in order to replenish a part in a certain depot

Controller Identifier of the Controller

Product Line Product Line of the Part, as defined on the parts master

Family (Default) Family of the part



Description Description of the Component

Effective Date Effective date of the corresponding supply (i.e. completion or arrival date)

Effective Quantity Effective quantity of the corresponding supply




OH – On Hand inventory

Used Qty Quantity of the supply element which has been allocated to a demand element.

Free Qty Unused quantity of the supply element which has not been allocated to

demand.


Table 340: Supply Bottom Up Pegging report results


In this example we will answer the question:

which supply element is being allocated to which top-level demand element?

which portion of the supply is excess supply?

Taking a look at the part ASIC_1000 in the VH1 depot, and grouping the results by e.g. Demand

Origin we can see following:

There are 800 units of ASIC_1000 firm supply pegged to Customer Orders

There are 400 units of ASIC_1000 firm supply pegged to Forecast

There are 1850 units of ASIC_1000 proposals pegged to Forecast

There are 1300 units of ASIC_1000 proposals pegged to Customer Orders

There are 900 units of ASIC_1000 firm supply considered as excess supply (Free Qty)



8.8 Supply Report

The Supply Report displays the raw content of the SUPPLY table.

The SUPPLY table contains information regarding any replenishment of inventory either based on

independent or dependent supply.

Figure 265: Supply Report











Supply Number If specified, data is filtered by the Supply Number

Table 341: Supply Report - selection criteria

Note: Specifying Supply No in the Supply Filter, it will override all other filters.




Mps Order No A system generated unique ID of the supply.

Depot The depot identifier.

Part The part identifier.

Process The process identifier if the supply is process-specific.

Booking Date The booking date for components (Work Order Start Date).

Effective Date The effective date of the replenishment (Work Order Completion Date).

Effective Qty The effective quantity of the replenishment.

Demand No The reference to either WOP_DETAIL if this supply creates more than one

secondary demand/consumption or directly to the dependent DEMAND or

CONSUMPTION respectively.





PO No The reference to the planned order if any available.



Unit cost The cost of one unit. Depending on the Reserve Flag, this can contain

material costs:


costs.

Reserve Flag = “Both”, “MATERIAL” and FPOs should be only

delta costs.



If the supply refers to a firm supply, and the firm supply refers to

a PO, IWT, WO or FPO and has a unit price (that means the unit

price is not null) this unit price is taken.

If the supply refers to process-specific proposals (IWT, PO, WO)

the unit processing price of the process is taken.

If the supply refers to OH the standard unit price of the part-

depot is taken.

Table 342: Supply Report – reporting results

8.9 WOP Detail Report

The WOP Detail Report (Work Order Proposals Detail report) displays the raw content of the WOP

DETAIL table.

The WOP DETAIL table contains information regarding the dependencies of generated secondary

demands and consumptions for a particular supply.



Figure 266: WOP Detail Report









Supply Filter If specified, data is filtered by the Supply Number

Table 343: WOP Detail Report - selection criteria




Mps Order No A system generated unique ID of the WOP detail.

Parent No The reference to the parent record in the dependency hierarchy.



WOP Type One of the values A (AND), O (OR), M (MATERIAL), C (CAPACITY), D

(DEPOT), S (SUPPLIER), P (PRODUCTION) describing the dependency

with child records.

Coefficient The coefficient to consider in the parent-child-hierarchy.

Label The process’ name for entries of type D, S and P, the capacity’s name for

type C and the part’s name for type M.

Table 344: WOP Detail – report results

Note: Specifying Supply No in the Supply Filter overrides all other filters. The report

includes all requirements per supply. That means, for each record in the result its

complete tree is also part of the result.


Following example explains dependencies of generated secondary demands, consumptions for a

particular supply and corresponding WOP details.

The following tables show the BOM and BOC of this example. The production of a part EP requires the

components C1 and C2 and either C3 together with C4 or C5 as input. Furthermore, the production can

run on capacity M1 or on M2 together with M3.

Part Component Coefficient Alt Group Group Id Split

EP C1 1 1

EP C2 2 1

EP C3 1 GROUP 1 50

EP C4 2 GROUP 1 50

EP C5 3 GROUP 2 50

Table 345: Example Bill of Materials

Part Capacity Coefficient Group ID Priority

EP M1 3 GROUP-1 1

EP M2 2 GROUP-2 2

EP M3 1 GROUP-2 3

Table 346: Example Bill of Capacities



The following tables show sample planning results for this scenario based on weekly planning, a lead

time of 7 calendar days and a follow-up-time of 7 calendar days. Thus, the Booking Date of the Work

Order Proposal is two weeks before the Effective Date.

Mps Order

No

Part Effective

Date

Booking

Date

Effective

Qty

Supply

Type

Demand

No

329 EP 2010-12-27 2010-12-13 200.0 P 330

Table 347: Example Supply

The Demand Driver No refers to the root of all created secondary demands/consumptions.

Mps Order No Part Effective

Date

Effective

Qty

Demand

Type

Demand Driver No

337 C1 2010-12-13 200.0 S 329

336 C2 2010-12-13 400.0 S 329

335 C3 2010-12-13 100.0 S 329

334 C4 2010-12-13 200.0 S 329

332 C5 2010-12-13 300.0 S 329

Table 348: Example Demand

The secondary demand on all components created at the Work Order booking date 2010-12-13. All the

demands refer to the supply thru the Demand Driver No.

Mps Order No Capacity Effective

Date

Effective Qty Consumption

Type

Consumption

Driver No

339 M1 2010-12-20 450.0 S 329

341 M2 2010-12-20 100.0 S 329

342 M3 2010-12-20 50.0 S 329

Table 349: Example Consumption

The secondary consumptions on all capacities with Effective Date on 2010-12-20 are created one week

after the Work Order Start Date (2010-12-13) and one week before the Work Order Completion Date

(2010-12-27). All consumptions refer to the supply thru the Consumption Driver No but the effective

quantities can be hardly used to explain the work order quantity of 200.

Mps Order No Parent No Coefficient WOP Type



330 1.0 A

331 330 1.0 O

332 331 3.0 A

333 331 1.0 A

334 333 2.0 A

335 333 1.0 A

336 330 2.0 A

337 330 1.0 A

338 330 1.0 O

339 338 3.0 A

340 338 1.0 A

341 340 2.0 A

342 340 1.0 A

Table 350: Example WOP Detail

Next paragraph explains dependencies between created secondary demands and consumptions. The

root entry (ID=330) is referenced by the supply. Its four children (IDs=331, 336, 337, 338) are

connected using an AND-condition. Two of them (IDs=336, 337) are representing secondary demands

on C2 and C1 and their coefficients are γ=2 and γ=1, respectively.

The other two children (IDs=331, 338) are representing OR-conditions for demands (ID=331) and

consumptions (ID=338).

The following figure gives a structural view on the created secondary demands and consumptions.

330: 200 units

331: OR-condition, 100 units + 100 units

332: γ=3, Component C5, 300 units

333: 100 units

334: γ=2 Component C4, 200 units




338: OR-condition, 150 units + 50 units



339: γ=3, Capacity M1, 450 units

340: 50 units



Figure 267: Structure of secondary demands and consumptions

The given coefficients and types can be used to match the quantities of the supply and the demand

and consumption, respectively.

M1 has a consumption of 450 units and the corresponding WOP detail lists a coefficient of γ=3. That

means, M3 produces 150 units of the total supply. A similar calculation shows that M2 and M3

produces the remaining 50 units.

8.10 Requirement Report

The Requirement Report displays all dependent requirements of a supply. Thus, it is a merged

version of the Demand Report and Consumption Report.

Figure 268: Requirement Report











Supply Filter If specified, data is filtered by the Supply Number

Table 351: Requirement Report - selection criteria

Note: Specifying Supply No in the Supply Filter overrides all other filters. The Supply

No does not apply to the Mps Order No but to the Driver No.




Mps Order No A system generated unique ID of the demand or consumption.


Resource The part identifier.

Resource Type Capacity or Material

Effective Date The effective date of the withdrawal.

Effective Qty The effective quantity of the withdrawal.

(Requirement) Driver No The reference to the supply driving this requirement.

Table 352: Requirements Report

8.11 PO Proposal

The PO Proposal report shows when components should be ordered considering lead times and the

current constraint planning picture. The system attempts to fill supply gaps by proposing additional

purchase orders. The PO Proposal report provides a list of all PO proposals according to the selection

made. It also lists open purchase orders from the execution system.

Thus, the basic concept of this report is to show:

PO (purchase order) proposals

Open POs from the execution system



The system restricts entries into PO Proposal solely to the supplier processes. If the process is not

defined in the Process Setup screen, or if the process is infeasible or of the wrong type, PO Proposal

screen will not display the process.

Figure 269: PO Proposal Report









Start Date Starting date, defining the beginning of the period of time for which the PO

Proposals Report is generated.

End Date End date, defining the last period for which the PO Proposals Report is

generated.

Order Item No If specified, data is filtered by Order Item No / List

Replenishment Opens the Replenishment Report.

Table 353: Proposal Report selection criteria




Retrieve button.




Depot Receiving depot

Part Part number of the material proposed to be ordered

Supplier Name of the supplier

Send Date = synonym for Booking Date

This is a planning result.

The source is: SUPPLY.BOOKING_DATE

Arrival Date = synonym for Effective Date


The source is: SUPPLY.EFFECTIVE_DATE




FIRM – Proposal generated due to Firm Supply


Scheduled Date Expected completion/arrival/finish date of the order

“Date which has been proposed for the execution of the order”

This is a planning input.

The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on PO)


Order Item No Order Item Number (identifier) of the loaded PO




material costs:


costs.


costs.









taken.

Table 354: Proposal report results


In this exercise we want to address the following issues:

Which purchase orders are firm and which are proposed by the system?

From which supplier should the part be purchased?

When is the part supposed to arrive to the expected depot?



For the highlighted example in the above screenshot we show several components in the VH1 depot.

The VH1 is our vendor hub where the suppliers ship the material required for the production.

Taking a closer look at the ASIC_1000 component, you can see that the Supplier B is shipping this

particular component from his depot (Send depot) in four separate shipments. For each one of the

firm purchase orders (FIRM), different Order Item No can be tracked. The Arrival Date shows when

the shipments are supposed to come to the receiving depot (VH1)

8.12 IWT Proposal

The IWT Proposal report provides a listing of all planned and proposed Inter Warehouse Transfer

activities. IWT proposals are generated by the system during planning in order to replenish parts with

a supply chain process. Planned Inter Warehouse Transfers (firm or in process) may also be loaded

from an external system.


IWT (Inter Warehouse Transfer) proposals

Planned IWTs from the execution system

The system restricts entries into IWT Proposal solely to the depot processes. If the process is not

defined in the Process Setup screen, or if the process is infeasible or of the wrong type, IWT

Proposal screen will not display the process.



Figure 270: IWT Proposal Report











generated.

Send Depot Filter If specified, data is filtered by Send Depot Name, Depot Family or Depot List


Replenishment The button opens the Replenishment Report.



Inventory Click to display the inventory availability of the highlighted part in all

depots.

Table 355: IWT Proposal Report selection criteria


Retrieve button.




Depot Identifier of the depot where the material is proposed to be shipped to

(Receiving Depot)

Part Part number of the material proposed for IWT

Send Depot Identifier of the depot from which the material is proposed to be shipped

(Sending Depot)

Send Date = synonym for Booking Date



Arrival Date = synonym for Effective Date













The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on IWT)


Order Item No Order Item Number of the IWT (only available for planned Inter Warehouse

Transfers with Supply Type not equal to PROP)


material costs:


costs.


costs.









is taken.

Table 356: IWT Proposal report results


In the following example we will focus on the part SYSTEM_1 and will answer following questions:

Which IWT activities is the system proposing?

What are the affected depots?

When is the part supposed to arrive?



The report shows a list of IWT proposals. The Process column indicates type of sourcing used in order

to replenish a part (which is in case of an IWT activity equal to Send Depot). For the finished products

SYSTEM_1 and SYSTEM_2 the Send Depot is CM1 as here the products are assembled. After the

assembly the products are transferred to the distribution centers DC1 and DC2. Therefore, for these

two processes the Receiving Depots are DC1 and DC2.

For the remaining processes all components are proposed to be sent from the vendor hub(VH1) to the

contract manufacturing depot (CM1). The column Supply Type shows which of the IWT transfers are

proposed and which are firm. All IWT processes in the above example are proposed by the system

(PROP).

8.13 WO Proposal

The WO Proposal report shows when components should be produced considering lead times and the

current constraint planning picture. The system attempts to fill supply gaps by proposing additional

work orders. The WO Proposal report provides a list of all WO proposals according to the selection

made. It also lists open work orders from the execution system.


WO (work order) proposals

Open WOs from the execution system



The system restricts entries into WO Proposal solely to the production processes. If the process is not

defined in the Process Setup screen, or if the process is infeasible or of the wrong type, WO

Proposal screen will not display the process.

Figure 271: WO Proposal Report













generated.



Replenishment Opens the Replenishment Report.

Table 357: WO Proposal report result


Retrieve button.




Depot Production Depot

Part Part number of the proposed work order

Process The type of sourcing which is used in order to replenish a part in a certain

depot

Start Date = synonym for Booking Date



Finish Date = synonym for Effective Date













The source is: FIRM_SUPPLY.SCHEDULED_DATE (based on WO)


Order Item No Order Item Number (identifier) of the loaded work order


material costs:


costs.


costs.









is taken.

Table 358: WO Proposal report results



When are the parts supposed to be finished and in which depot?

Which work orders are firm and which is the system proposing?



For the highlighted example in the previous screenshot system makes following proposals:

The production of all parts is supposed to start on 06/14/2010

CM is the depot where the production is planned

The proposed Finish Date of the sub assembles MODULE_A and MODULE_B and STORAGE is

06/14/2010

The proposed Finished Date of the final assemblies SYSTEM_1 and SYSTEM_2 is 06/19/2010

All Work Order proposals are of the Supply Type PROP (proposals) and none of them is a firm

work order.

8.14 Change Order Proposal

The Change Order Proposal report shows all Purchase Orders (PO), Inter Warehouse Transfers

(IWT), Work Orders (WO), and Firm Planned Orders (FPO), which need to be changed in order to

support the demand in a better way.

The report calculates how existing Firm Supply could be changed and how new orders could be placed

to meet the target inventories of the respective part-depots, depending on the demand/firm supply

situation. Basically, the Change Order Proposal report “analyzes” various Demand and Supply

reports, Pegging reports and Inventory information, to make these recommendations. Based on this

information, the Change Order Proposal report prepares recommendations on how the Firm Supply

should be changed e.g. pushed or pulled. Thus, the recommendations in the Change Order Proposal

report are made on already planned order/firm supply, so all decisions apart from date and quantity

are considered as fixed. For example, the algorithm will not cancel an order for a part and at the same

time suggest ordering an alternative part.



Depending on the demand situation, the planner will be advised to push out, pull in, cancel, create or

leave in place certain amounts of an order quantity from a planned order which a planner can basically

perform in the report itself.

The decision if those changes actually make sense under real-world circumstances is up to the planner.

Special care has to be taken when creating Firm Supplies based on NEW proposals. There are two

different cases in which NEW proposals are created:

a) There is a real shortage of a part, e.g. due to capacity constraints. Adjusting the Firm Supply

with a NEW proposal created in this case will result in a Firm Supply of type FPO to indicate

further material is needed, but the source is unknown.

b) Change Order Proposals with the action NEW are the reflection of the supplies with type PROP

listed in the supply reports. Those proposals of type NEW (if checked) will convert the supply

proposals of type PROP into Firm Supplies for the same replenishment process. As this supply

is now “fixed”, the planning algorithm can’t change those proposals in subsequent planning

runs. This makes the plan less flexible, which may be an undesired side effect.

Thus, before accepting a change order proposal, it is advisable for a planner to do a cross check of

those suggestions. A report to perform such checks can be the Replenishment Report, as it provides

the information on inventory supplies and shows the inventory development.

Replenishment Report displays the information if supply is really needed e.g. if the supply is

put into the infinite bucket then it is considered as excess and those COPs suggested can really

be accepted.

Another situation is when a change order proposal suggests a partial increase of a Planned

Order e.g. due to Mult Qty defined and the planner knows there will be no more demand for

this component e.g. due to End Of Life. Thus, a suggestion for the partial increase may not

make sense to the planner.

After reviewing the proposals, the ones that are considered valid can be marked (by checking the

Adjust Orders field). By clicking on the Adjust Orders button, the marked changes will then be

applied to the Firm Supply.

The results displayed in the Change Order Proposal report are based on the current results of the

last Planning Run, which in its turn can be based on either Constraint Based Planning (or constraint

plan), or on the Material Requirements Planning (or unconstraint plan). That is, the information

displayed will differ. Thus, if “Executable” plan is chosen, the Change Order Proposal references

whatever planning results are current (could be MRP or CBP) and then tries to suggest modifications to

those results based on aggregated Firm Supply.



If the Plan Filter in the Change Order Proposal report is set to “Ideal” the calculated data

displayed is based on the Last Feasible Date information for Supplies, but in the context of the

current planning results.

Figure 272: Change Order Proposal Report

8.14.1 Change Order Proposals Calculation

This chapter explains the proposals calculation on few examples.

In the following, a Target Inventory of 0 is assumed for simplicity. The idea of the Change Order

Proposal report is to shift existing supply orders to the planning bucket when they are actually

needed.

Red supplies is the existing firm supply. The supply S1 can only be used to satisfy demand D1 if it is

pulled forward to the demands planning bucket, whereas S2 can be pushed back to reduce

unnecessary inventory.

Firm supply can also be partialled if necessary.

D1 D2

S1 S2



In this example, one big firm supply S1 is partially pulled to D1, partially pushed to D3 and partially

kept in its original position to satisfy D2.

Firm supply is always being pulled/pushed to the nearest bucket in order to ensure that no

unnecessary changes are proposed. Unneeded supplies will (maybe partially) be canceled (red):

8.14.2 Order Actions

There are five basic actions that can be undertaken: orders can be pushed, pulled, canceled, created or

left in place. Except the creation of new orders, these actions can also be partial, i.e. only apply to a

fraction of the original order quantity.

If lot sizes are to be considered, it is possible that the quantities of the proposed changes for one firm

supply sum up to more than the original order quantity. This is indicated by adding INCREASE to the

actions for all actions that supersede the original quantity when summed up from earliest to latest

proposal.

Example: Assume Min = 10, Mult = 10.

Original Orders Proposals Sum Order Action

Original Order: Pull Proposal: 30 30 PARTIAL_PULL

S1

S2

D1

D1 D2 D3

S1



EffectiveQty = 57 Needed: 22

Pull Proposal: 20

Needed: 13

50 PARTIAL_PULL

Ok Proposal: 10 Needed: 8

60 PARTIAL_OK_INCREASE

Push Proposal: 10

Needed: 9

70 PARTIAL_PUSH_INCREASE

Push Proposal: 10 Needed: 5

80 PARTIAL_PUSH_INCREASE

Table 359: Examples for Increase Order Action

The following table details all possible Order Actions:

Action Order Action Partial Increase

Push PUSH PARTIAL_PUSH PUSH_INCREASE PARTIAL_PUSH_INCREASE

Pull PULL PARTIAL_ PULL PULL _INCREASE PARTIAL_ PULL_INCREASE

Ok OK PARTIAL_OK OK_INCREASE PARTIAL_OK_INCREASE

Cancel CANCEL PARTIAL_CANCEL -

New NEW - -

Table 360: Order Actions

The date columns New Arrival Date and Scheduled Date are compared to determine the resulting

action (Push, Pull, etc.).








Horizon Filter The Horizon Filter limits the time for which proposals are generated. A

proposal is generated for a Firm Supply if either the Effective Date of the

Firm Supply or the New Arrival Date of the proposal lies inside the given

window.

Plan Filter: The Change Order Proposals can either be created using the executable plan



Executable Plan /

Ideal Plan

or the ideal plan.

Proposal Options Suggest Partials:

Existing orders can be either split if necessary (suggest partials activated),

or their quantity can be assumed to be fixed (suggest partials deactivated).

In the first case Firm Supply is split to exactly match the demands, in the

latter Orders will only be moved or cancelled.

Consider Min Mult:

The Change Order Proposals can be created considering lot sizes, which may

lead to ordering more material then needed.

Pull/Push Window The number of days orders are pulled or pushed can be limited. This might

be violated when the proposal would be placed on a non-working day.

Demands beyond the pull limit of a Firm Suppy are not considered for this

Firm Supply, which can lead to a combination of a Cancel and a New

proposal.

If a demand lies beyond the push limit, the Firm Supply will be pushed to

this limit to minimize unwanted excess inventory.

Table 361: Change Order Proposal Report selection criteria

By clicking on the Adjust Orders button, the marked proposals that are considered valid (checked

Adjust Orders field) will be applied to the Firm Supply. The respective source tables PO, WO, IWT

however are not changed.


Retrieve button.




Adjust Orders After reviewing the proposals, the ones that are considered valid can be

marked by checking the Adjust Orders field.

Depot Depot for which the Proposal is pending




changed

Supplier Supplier number

Order Item No Order Item Number from the Execution System

Scheduled Date The Scheduled Date of the underlying Firm Supply

Scheduled Qty The Scheduled Qty of the underlying Firm Supply

Supply Origin The source table where the Firm Supply originates from (PO, IWT, WO,

FPO)

Supply No The key of the element in the source table

Effective Date The date when this supply is used

Effective Qty The quantity consumed

FS No The key of the Firm Supply

Action Change Order Action, which reflects the recommended action for the

planner to support the planning process. The field may adopt various

status as listed in the previous chapter ‘Order Actions’

New Arrival Date Date when the Change Order should arrive with respect to the lead time

for the process

New Send Date Date when the Change Order quantity should be sent

New Qty Left Change Order Quantity, which needs to be sent on the Change Order

Send Date

Table 362: Change Order Proposal report result


In this exercise, we will focus at the CABLE_X part in the VH1 depot answering the following question:

Which open purchase orders (PO) need a change?



For the highlighted example in the above screenshot, system makes following proposals:

The original firm supply of 1000 units scheduled for 6/25/2010 should be partialled with the

following Actions:

Partial Pull: 950 units should be ordered earlier on New Arrival Date 06/14/2010

Partial Cancel: 50 units are not needed at all, so this quantity should be cancelled

The original firm supply of 1000 units scheduled for 6/11/2010 is not need until the New

Arrival Date 6/14/2010 -> Push

Note: The resulting action (push, pull, cancel, ok etc.) will be determined by

comparing the New Arrival Date versus Scheduled Date.

After reviewing the system proposal, the user can check the Adjust Orders check box for the

particular proposal and select the button Adjust Order to apply the changes to the Firm Supply.

8.15 Shortage/Excess Report

The Shortage/Excess Report allows focusing on parts with expected shortage as well as excess

situations. The report consists of three sections addressing filters, a management overview and

depot/part specific details.

The filter section is located at the top of the screen. It allows configuring data retrieval options as well

as the general report behavior. In addition, pulling of reports on pegging and replenishment for

selected depots/parts can be triggered.

The overview section is located in the middle of the screen between the filtering section at the top and

the details section at the bottom. The displayed data is aggregated on depot/part level and provides

information on the requirements (demand) and the corresponding supply across a configurable



horizon. Included information on shortage and excess situations are generally calculated based on the

demand and supply. Any of the records may also comprise special explanatory notes that are editable

by users with adequate permissions. Memos can be entered in the Memo field of the

Shortage/Excess overview report. Escalation levels can be entered by selecting a record from the

drop down list. Once a memo text as well as the corresponding escalation level has been entered, the

change needs to be saved using the key combination keyboard shortcut CTRL + S. As soon as a memo

is created it will be displayed in the Memo Report.

The area in the lower part of the screen is considered as a details section. It shows a projection of the

developments in terms of requirements and supply in buckets within the horizon for a specific depot

and part. Furthermore, the expected inventory levels along with temporary shortages and excess are

included in this section.

Figure 273: Shortage Excess Report


Retrieve data with the following selection criteria: The filters are valid for both the overview as well as

the details section.








Days/Weeks/Months The display screen for the individual periods can be configured using the

settings in Days, Weeks and Months input fields. It specifically relates to the

bucket size (BS) column in the report. The available number of days, weeks

and months for the output is holistically defined by the planning grid (system

parameters DAILYMONTH, MONTHLYMONTH).

Shortage/Excess The drop down allows configuring the aspect which is used for

Shortage/Excess comparison.

Decision Criterion The selection in this filter allows defining which report results are to be

displayed as shortage or excess. The current options are: Inventory (INV),

Range of Coverage (RoC) or Inventory at the Latest Feasible Date (INV_LFD).

Absolute/Relative/

Percentage

The three Radio Buttons Absolute/Relative/Percentage allow defining how the

Shortage/Excess filter values are to be displayed by comparing the actual

values with the decision criterion.

Escalation Level Report results can be limited to the Escalation Levels, which have been

assigned earlier to a memo.

Pegging The Pegging button displays the Bottom Up Pegging List for the highlighted

line.

Replen The Replen button opens the Replenishment Report for the highlighted line.

Table 363: Shortage Excess Report selection criteria


Retrieve button.

8.15.1.1 Escalation Level

Report results can be restricted to specific Escalation Levels. When selecting an Escalation Level,

the report will display results only for the part/depot combination where the corresponding Escalation

Level or a higher one applies. Without selecting the Escalation Level, result records are pulled

ignoring the level.



Example: If the escalation level “Planner” is selected, all result records having the escalation level

“Planner” assigned or hierarchically higher positions such as supervisors, leads and managers will be

displayed.

8.15.1.2 Decision Criterion

The Decision Criterion Filter allows defining what result records shall be delivered displayed in the

report as shortage or excess. ICON-SCP currently supports the following three options: Inventory

(INV), Range of Coverage (RoC) and Inventory at Latest Feasible Date (INV_LFD)

8.15.1.3 Absolute / Relative Percentage

The three radio buttons allow defining how the Shortage / Excess filter values shall be used when

comparing actual values with the decision criterion.

Absolute: The Shortage and Excess filter values are taken as absolute reference. All result records

having an actual value smaller than “Shortage” or greater than “Excess” are displayed.

Relative: The Shortage and Excess filter values are taken as delta quantity and will be combined

with the target values before comparison with the actual values.

Percentage: The Shortage and Excess filter values are taken as percentage.

8.15.1.4 Shortage / Excess

The Shortage and Excess filter values serve as input for the Shortage/Excess comparison.

8.15.1.5 Examples

In the following, examples are provided in order to explain how the three input filters can be

combined.

Example 1



All result records having at least one absolute Inventory of less than 100 units within the reported

horizon will be displayed.

Example 2

All result records having either at least one absolute Inventory value less than 100 units or at least

one absolute Inventory greater than 500 units within the reported horizon will be displayed.

Example 3

All result records having at least one absolute RoC value of more than 15 days within the reported

horizon will be displayed.

Example 4

All result records having at least one RoC value within the reported horizon, which either is below

the target (RoC – 5) periods or which exceeds the target RoC by 5 periods, will be displayed.

Example 5

All result records having at least one Inventory within the reported horizon, which exceeds the

Target Inv value by 50%, will be displayed.


The following list gives a brief description of the report results of the overview section and details

section.



Shortage/Excess Overview:




Inv OH Inventory on Hand at beginning of planning horizon

Inv Pipe Sum of Inventory in Pipe (open firm supply) – considered for planning

Inv Pipe Ovd Sum of overdue inventory in Pipe (overdue firm supply). Overdue

Receipts in this section are still considered as valid supply during engine

calculation. The OVD_PO parameter determines, if a planned order is

considered as overdue or if it will be ignored in planning (see Inv Pipe

ignored)

Inv Pipe Ignored Sum of overdue Inventory in pipe (Overdue firm supply), which will not

be considered as supply for planning. The expected arrival date of that

firm supply is earlier than (TODAY - OVD_FS days)

Inv Week 1 (…8) Ending Inventory of week 1 (…8)

Inv Excess Excess Inventory in units at the end of the planning horizon

Violation Dt Min First date when a violation in terms of deviation from the target occurs

Violation Dt Max Last date when a violation in terms of deviation from the target occurs

Violation Min Violation Minimum in units (excess or shortage)

Violation Max Violation Maximum in units (excess or shortage)

Memo Memo field, open for user specific memo entries

Escalation Level Escalation level for the corresponding annotation in the memo column

Snapshot Date Date when the memo field has been changed the last time

Del Check box for deleting the Memo

Table 364: Shortage Excess overview - report result

Shortage/Excess Details:






Date Bucket Date. Date of the planning bucket’s first day.

BS Bucket Size of the reported period in working days. Depending on the

“Days/Weeks/Months” selection in the filter section of the report, the

bucket size may differ from one period to another period.

Demand Total Sum of Primary Demands on the selected part / depot combination per

period. In order to get more information regarding the origin of the

Demand, the Demand column can be expanded by clicking on its header.

Demand IR Portion of the (Primary) Demand on the selected part / depot

combination driven by Inventory Reservations.

Demand CO Portion of the (Primary) Demand on the selected part / depot

combination driven by Customer Orders.

Demand AD Portion of the (Primary) Demand on the selected part / depot

combination driven by Additional Demand.

Demand FC Portion of the (Primary) Demand on the selected part / depot

combination driven by Forecast

Matl Req Total Material Requirements in the reported period as a total from Customer

Orders and Forecast

Matl Req IR Material Requirements based on Inventory Reservations in the reported

period

Matl Req CO Material Requirements based on Customer Orders in the reported period

Matl Req AD Material Requirements based on Additional Demand in the reported

Period

Matl Req FC Material Requirements based on Forecast in the reported Period

Matl Req Other Material Requirements based on other demand in the reported Period

Matl Req LFD Material Requirements at the latest feasible date assume that

replenishment takes place as late as possible

Exec WCD The Exec WCD schedule describes the replenishment plan at executable

(feasible) work order completion date (WCD).



Exec WSD The Exec WSD schedule describes the replenishment plan at work orders

start date (WSD) considering process lead- and follow-up time.

Exec WSD Prop Portion of the Exec WSD based on proposals

Firm Supply Portion of the Exec WSD based on Firm Supply. In order to get more

information regarding the type of Firm Supply, the column can be

expanded by clicking on its header.

FPO Qty Portion of the Exec WSD driven by Firm Planned Orders.

WO Qty Portion of the Exec WSD driven by Work Orders.

IWT Qty Portion of the Exec WSD driven by Inter Warehouse Transfers.

PO Qty Portion of the Exec WSD driven by Purchase Orders.

Inventory (Ending) Inventory in the reported period.

Inventory LFD The inventory at the latest feasible date displays the inventory projection

based on the Matl Req LFD rather than the executable Material

Requirements (Matl Req).

Target Inv Target Inventory in units

Target Inv Dev Deviation from Target Inventory in units

Min Inv Minimum Inventory (demand-independent target)

RoC Target Target Range of Coverage (demand-dependent target)

RoC Act Actual Range of Coverage. Displays the achievable range of coverage in

days, periods or weeks of supply (actual state)

Table 365: Shortage Excess details - report results


8.15.3.1 Inventory Excess at the End of the Planning Horizon


What are the expected inventory levels?

What is the excess quantity?

What is the Range of coverage for each time bucket?

In the screenshot below, we consider the part ASIC_1000 in the depot VH1. The overview section

shows information on Inventory On-Hand (500 units) for the concerned part, as well as the



Inventory Excess at the end of the planning horizon (900 units) and the total excepted inventory,

Inventory Pipe (2100 units). By clicking on the Inventory Week field, the inventory development of

the first 8 weeks is displayed.

Now, analyzing the details section of the report, one can see the primary demand (Dmd Total) and

the supply (Matl Req Total) picture in each time bucket (weekly buckets) of the part ASIC_1000 in

the VH1 depot. As the Dmd Total shows zeros, there is no primary demand on the part ASIC_1000,

but secondary (dependent) demand, which creates material requirements.

For each week again the inventory development is displayed in the column Inv, where it is evident

that the inventory ends with 900 units at the end of the planning horizon (11/11/2222). The column

Inv increases when Firm Supply is ready to replenish the stock. The Inv amount shrinks, when

material requirements (Matl Req Total) are using up the inventory.

The Inv Pipe (summarized) from the overview section is displayed in the detail section for each time

bucket in the Firm Supply column (which can be expanded to show exactly which supply type has

been considered).

By this, one can easily compare the demand with the supply picture, analyze how much of the on-hand

inventory covers the material requirements and how much is being produced/purchased.

The details section also shows the Range of coverage for each time bucket, means how many days

the existing on-hand supply can cover the expected demand. For the calculation of the days, the

working calendar of the considered depot is taken into account (as defined in the Calendar

Workbench).



Considering the first week (of the planning horizon), 01/01/1900, the range of coverage shows 25

days. For the same row in the details section, the Inventory is 500 units, meaning the on-hand

inventory of 500 units can last 25 days as at 01/01/1900, and after that period the demand would

consume all 500 units.

Considering the fourth week, 06/04/2010, the range of coverage shows 2 days, meaning the on-hand

inventory of 800 units can now last only 2 more days. The following week the material requirements

consume all the on-hand material as well as the Firm Supply and the proposals. The Range of coverage

reduces to zero.

8.15.3.2 Display Filter: Excess, INV, Absolute


What impact on the report results has the following selection in the Display Filter:

Excess=1000, INV, Absolute?

How are Violation Date Min/Max and Violation Min/Max calculated?

The overview section lists down all parts with at least one absolute Inventory greater than 1000 units

within the reported horizon. Thus all parts with less than 1000 units of absolute inventory are not

considered as “excess”.

By clicking on the field InvWeek1 the inventory status of the first 8 weeks are displayed.

Taking a better look in the details section, the part ASIC_1000 violates the defined target (in the

Display Filter) for the first time in the Week4 with the inventory amount of 1600 units. The column Inv

shows the inventory development for each week and the weeks where the inventory stock is above

1000 units are considered as violations. Therefore the first week when the target is violated (Violation

Date Min) is 06/04 as the inventory stock is 1,600, thus above 1,000 (defined target in Display Filter).

The last week when the target is violated with the reported horizon (Violation Date Max) is 06/13 as

the inventory stock is 2,600.



The Violation Min and Violation Max are referring to the inventory stocks in the column Inv:

considering 1000 units as the excess target (again inventory stock equal or less than 1000 units is not

considered as excess):

what is the minimum violation in units? 1,600 in the Week4

what is the maximum violation in units? 2,600 in the Week5

8.16 Backlog FGI Report

The Backlog/FGI Report provides aggregated information on Demand and Supply situations. The

reporting horizon for Demand and Supply is split into two buckets:

before the Reference Date and

beyond the Reference Date

The Reference Date can be chosen individually.

Figure 274: Backlog FGI Report










Start Date Reflects the first day of the planning horizon.

Reference Date If set, the interval between the Start Date and the Reference date is

considered as the first bucket, the interval from the Reference Date through

the End Date as the second one. To prevent any partition of the horizon, the

value in the Reference Date field needs to be equal to the End Date (e.g.

11/11/2222).


generated.

Table 366: Backlog FGI Report selection criteria


Retrieve button.




Depot Code for the Depot where Backlog/FGI is located


changed

Inv OH Inventory on hand

Inv Short Term Inventory on the Reference Date

Inv Long Term Inventory on the End Date

Matl Req Short Term Sum of all CO, FC, Additional Demand and Inventory Reservations within

the [START_DATE (incl.); REFERENCE_DATE (excl)] interval

Matl Req CO Short Term Sum of demand from Customer Orders (CO) within the [START_DATE

(incl.); REFERENCE_DATE (excl)] interval

Matl Req FC Short Term Sum of demand from Forecast (FC) within the [START_DATE (incl.);

REFERENCE_DATE(excl)] interval

Matl Req Long Term Sum of all CO, FC, Additional Demand and Inventory Reservations within

the [REFERENCE_DATE; END_DATE] interval

Matl Req CO Long Term Sum of demand from Customer Orders (CO) within the



[REFERENCE_DATE; END_DATE] interval

Matl Req FC Long Term Sum of demand from Forecast (FC) within the [REFERENCE_DATE;

END_DATE] interval

Firm Supply Short Term Sum of all FPO, PO, IWT, WO within the [START_DATE (incl.);

REFERENCE_DATE (excl)] interval

FPO Short Term Sum of FPO within the [START_DATE (incl.); REFERENCE_DATE(excl)]

interval

WO Short Term Sum of WO within the [START_DATE (incl.); REFERENCE_DATE (excl)]

interval

IWT Short Term Sum of IWT within the [START_DATE (incl.); REFERENCE_DATE (excl)]

interval

PO Short Term Sum of PO within the [START_DATE (incl.); REFERENCE_DATE(excl)]

interval

Firm Supply Long Term Sum of all FPO, PO, IWT, WO within the [REFERENCE_DATE; END_DATE]

interval

FPO Long Term Sum of FPO within the [REFERENCE_DATE; END_DATE] interval

WO Long Term Sum of WO within the [REFERENCE_DATE; END_DATE] interval

IWT Long Term Sum of IWT within the [REFERENCE_DATE; END_DATE] interval

PO Long Term Sum of PO within the [REFERENCE_DATE; END_DATE] interval

RoC Act Actual Range of Coverage (RoC). Shows the coverage of demand [in

days] based on the actual supply picture

RoC Target Target Range of Coverage

Memo Memo field for arbitrary user information

Escalation Level Escalation Level of the Memo (can be entered by a user)

Snapshot Date Date when the Memo information has been changed the last time

Del Delete check box for deleting the Memo

Table 367: Backlog FGI report results




In the following example the Reference Date 06/02/2010 has been selected. We will focus on the

Backlog and FGI situation:

before the Reference Date, thus between 05/15/2010 and 06/02/2010 and

beyond the Reference Date, thus between 06/02/2010 and 07/01/2010

Taking a look at the part ASIC_100 in VH1 depot, you can identify the Short Term Inventory of 500

and the Long Term Inventory (after 6/1/2010) of 900 units. Material Requirements Short Term show

2300 units, while Long Term 2400 units is displayed.

8.17 Memo Report

The Memo Report allows reviewing comments added to report results. It represents a central instance

to control all memo information from the various reports.

Figure 275: Memo Report

Memos can be entered in the Memo field of the Shortage/Excess Report. Escalation Levels can be

entered by selecting a record from the drop down list in the Shortage/Excess Overview Report. Once



a memo text as well as the corresponding escalation level have been save to the Shortage/Excess

Report, they will appear in the Memo Report.








Table 368: Memo report selection criteria


Retrieve button.






Memo Memo text written by a planner

Memo Type Type of a memo

Escalation Level Escalation defined by Manager

Snapshot Date Date when the memo has been changed

Creation Date Date of creation of the memo

User Name Name of the user who has created or changed the memo

Table 369: Memo report results




Memos can be created in the Shortage/Excess Report. As soon as a memo is created, it will be

displayed in the Memo Report. The Creation Date shows when the memo has been created, while

the Snapshot date holds the date when the memo has been changed for the last time.

8.17.4 Memo Escalation Level

In the Memo Escalation Level setup screen pre-defined system administrators may define the

Escalation Levels and add description to each level. The Escalation Levels declare the criticality of a

Depot-Part in case it is e.g. short.

The values in column Description will be listed both in the drop down list when entering memos and

the escalation level filter drop down list in the header of the screen.

Later, the Escalation level information can be assigned to a Memo field in the reports

Shortage/Excess, Backlog FGI and Memo Report.

8.18 Capacity Requirements

The Capacity Requirements report displays a graphical view on the Capacity Utilization.

The screen internally pulls three reports:

Capacity Report: For the frozen period and the constraint flag

Capacity Availability Report

Capacity Requirements Report: for the data grid



Figure 276: Capacity Requirements Report

Depending on the selected “Display Filter” checkbox, the Capacity Requirements report shows two

different views:

1. Needed view: In the Capacity Requirements report (Needed check box on and a

grouping criterion selected), the individual work orders are grouped according to the

grouping criterion, thus the report shows when the work orders need to be executed at the

latest possible time to satisfy underlying primary demands on time. This does not include

the potential need to process ahead in order to replenish defined target levels or to comply

to defined min/mult quantities. In this representation neither material nor capacity

restrictions are taken into account.

2. Executable View: In the Capacity Requirements report (Needed check box off), the

individual work orders are grouped according to their capacity consumption date (C Partial

Dt) determined in planning, thus the report shows a feasible production plan if the capacity

availability has been considered to constrain the plan.








List filter.

Aggregation Filter:

Group

Needed

The Group selection box allows determining the level of aggregation

(Part, Depot, Controller, Lateness, etc. the aggregation data is based on

the Delivery Plan) for the displayed work orders. The chosen level is

represented in the expandable first column of the Work Order List. The

default aggregation level is ‘None’.

Unchecked: The capacity consumption is reported based on executable

work order schedules.

Checked: If a grouping criterion is selected, the capacity consumption is

reported based on ideal work order schedules (latest feasible date). Work

order portions without primary demand driver (e.g. target inventory level

or min/mult) are not displayed in this view.

Start Date The start date, defining the beginning of the time horizon for which the

Capacity Requirements Report is generated.

End Date The date, defining the end of the horizon for which the Capacity

Requirements Report is generated.

Display Filter:

Collapsed

With the Collapsed check box, the planner can choose whether the

details of aggregated work orders are displayed or not. The collapsed

view provides a summary of all work orders for the same

Depot/Part/Process/Date.

The Navigator button provides a list of the capacities currently displayed.

This allows for quick navigation between capacity charts.

Split horizontal scrollbar. This button provides extra horizontal scrollbars

per capacity to individually scroll through the horizon.

The Redraw button provides the capability to redraw the Bar Chart Area

without retrieving the report data from the server again.

Replen Via the Replen button, the Replenishment Report can be accessed for the

highlighted line in the Work Order list.

WODetail Via the WODetail button, the planner can view the component availability



for the Proposed and Execution Date of the selected work order line.

TD Pegging The TD Pegging button provides a link to the Top Down Pegging Report

for the selected work order line in the Work Order list.

Table 370: Capacity Requirements Report selection criteria

Click the Retrieve button to trigger result retrieval which is based on the selection criteria and filters.

8.18.1.1 Define Graph Properties

How to set graph properties for the bar chart area:

1. Go to the Settings tab folder (on the bottom of the screen):

2. Define Capacity per Page: Number of capacities displayed on one page

3. Define Capacity Width: Width of a single bar

4. Define Capacity Highlight: If checked, the bar of the selected work order group is colored in

light blue

5. Define Gradient Colors: If checked, the colors in the chart have a gradient mode

6. Click Set to save changes.

Without clicking on the Set button and closing the window changes will be lost.




This column exists if the Aggregation Filter “Group” is defined. The folder

icon allows for collapsing / uncollapsing results

Depot Production depot (empty if grouped)

Part Part number of the material (or group key)

Process The type of sourcing which is used in order to replenish a part in a certain

depot



WSD Work Order Start Date

WCD Work Order Completion Date

Partial Qty Total Quantity used for Primary Demand

Partial Qty IR Quantity used for Primary Demand (from IR)

Partial Qty CO Quantity used for Primary Demand (from CO)

Partial Qty AD Quantity used for Primary Demand (from AD)

Partial Qty FC Quantity used for Primary Demand (from FC)

Partial Qty Others Quantity used for Primary Demand (others)

WO Qty Effective quantity of the supply

WO Short Reason Code Reason Code for the short Work Order

Supply Type Type of supply. The following types are available:


FIRM – Proposal pegged to firm supply

OH – On hand inventory

ISO No ISO Number

PO No Purchase Order Number

PO Date Purchase Order Date

PO Qty Purchase Order Quantity

Order Item No Order Item Number (identifier) of the loaded work order

Demand Origin Indicates if a demand is a customer order, Forecast or Additional Demand

R Partial Date Capacity Consumption Date of Work Order (Partial)

R Partial Qty Capacity Consumption of Work Order (Partial)

R Depot Depot, where Capacity is consumed

Capacity Used Capacity

Table 371: Capacity Requirements report results




In this exercise, we want to address the following issue:

How does the capacity availability associate with the graphs?

How to understand the report results?

The graphs represent the data from the Capacity Utilization report. Thus the Capacity Utilization

report is displayed below the graphs.

The upper part of the screen depicts the utilization of defined capacities with the current demand

profile and existing constraints. The green boxes in the graphs are the respective quantities of

materials which are consumed and shown in the lower table additionally. The lower box lists the work

orders. If you click a green box the appropriate row with the material data will be highlighted in the

Work Order Details screen below. The accumulated quantity of the green boxes you will see at the

bottom of the bar.

The red line stretched through the graphs has an informative function representing the capacity

availability line. The numbers in the Available line stand for the available capacity for the day. The

numbers in the Consumed line denote the accumulated capacity consumption of the work orders

quantity. The date shown under each green work order box is as granular as it is set in the Planning

Grid dialog box. In our use case, the planning is on weekly basis, therefore only the first date of the

week is displayed.



8.19 Capacity Utilization

The Capacity Utilization report shows an aggregated view of the availability and consumption of

modeled capacities in a pivot like report. Just like the Capacity Requirements report, this report is

based on the current demand profile and the existing constraints. The report allows for quick

adjustments and simulation of the capacity availability. It also offers a scenario filtering capability

allowing the user to compare the scenarios to the planning results.

Figure 277: Capacity Utilization Report

Click the Settings tab to define time series colors of the usage attribute.

Figure 278: Capacity Utilization Report - Settings

After adjusting the settings for the colors click Set to save the changes. If you don’t click Set and close

the window the changes will be lost.







Capacity/Family/List If specified, data is preselected by Capacity/Capacity Family/ Capacity List

filter.

Scenario Filter An active scenario or a list of active scenarios will be selected; If specified,

data is filtered by selected scenario or scenario list.

Start Date The start date, defining the beginning of the time horizon for which the

Capacity Utilization Report is generated.

End Date The date, defining the end of the horizon for which the Capacity Utilization

Report is generated.

Setup Opens Capacity Utilization Setup to define on which level data should be

grouped

Table 372: Capacity Utilization Report selection criteria


Retrieve button.

By clicking the Setup button the pivot table columns can be defined.



Figure 279: Capacity Utilization Setup



Available Fields Available fields (from the Capacity Utilization) that can be selected for



Group by Displays selected list of fields (from Available Fields) that are selected for

grouping

Table 373: Capacity Utilization Setup


The following list gives a brief description of the Raw Data report results, which is the basis for the

Capacity Utilization Report:


Depot Depot of the modeled capacity

Capacity Name of the modeled capacity

Data Available Quantity, Consumed Quantity and the Usage %



Effective Date Planning period in which available capacity is consumed. This depends on the

WSD and the defined lead- and follow-up time on process level.

Avl Qty The available capacity in the capacity’s unit of measure per planning period

Consumed Qty The consumed capacity in the capacity’s unit of measure that is calculated by

exploding the work order partials through the Bill of Capacities.

Table 374: Capacity Utilization report results


In this exercise, we want to address the following issue:

How much capacity is available?

How much capacity is already consumed?

The above example shows a very high usage of capacity concentrated on two days. The available

Capacity for the SUB_ASSEMBLY in the CM1 depot on 6-4-2010 is 360, while the consumed capacity

shows 7000. Therefore the Usage (%) is way above 100%.The system will create work order proposals

to cover the gap. Ultimately, the capacity consumption should be pulled in and/or out in order to have

a balanced capacity availability/consumption plan.



8.20 Consumption Report

The Consumption Report displays the raw content of the CONSUMPTION table.

The CONSUMPTION table contains information regarding any consumed capacity.

Figure 280: Consumption Report






List filter.

Start Date / End Date The report displays the records for periods within the Start and End

Date.

Consumption Filter If specified, data is filtered by the Consumption Number

Table 375: Consumption Report - selection criteria

Note: Specifying Consumption No in the Consumption Filter, it will override all other

filters.




Mps Order No A system generated unique ID of the consumption.




Capacity The capacity identifier.

Effective Date The effective date of the consumption.

Effective Qty The effective quantity of the consumption.

Consumption Type S (SECONDARY)

Consumption Driver No The reference to the supply (for SECONDARY).

Table 376: Consumption Report – report results



9 Scenario Management

ICON-SCP Scenario Management is an advanced system capability that allows companies to analyze

different alternatives, evaluate response options to unplanned events, and understand exceptions in

the current plan. It provides planners greater supply chain visibility and analysis capabilities to

optimize the supply-chain network, demand forecasting, sales and operations planning, production

planning the master scheduling. The planners can also use the Scenario Manager to provide guidance

on over- and under-utilized resources and long-term capacity requirements.



Scenario Management

Overview

Scenario management Overview explains the concept behind a scenario

and shows the typical cycle steps when working with scenarios.

Manage Scenarios Explains how scenarios can be created, deleted, edited, activated and

deactivated.

Switch Scenarios Explains how the user can switch from one working scenario to the

other.

Scenario Access Explains who has control access to scenarios and how to grant access

rights.

Compare Scenarios Describes different ways how data of different scenarios can be

compared with each other.

Replay Action Log Explains how planning actions can be applied to scenarios.

Scorecard Management

Overview

Scorecard management Overview describes the predefined KPIs and

shows the typical cycle steps when working with scorecards.

Manage Scorecards Manage Scorecards explains how to create, change, delete and clone

scorecards. Furthermore, it explains how to add, change and delete the

KPIs of a scorecard and how to change the rank of KPIs.

View Scorecard View Scorecard explains the usage of scorecards and KPIs in a tabular

and graphical view.



9.1 Scenario Management Overview

ICON-SCP Scenario Management can be applied to various use cases such as:

Evaluate demand prioritization alternatives

Reprioritize replenishment processes

Evaluate alternative forecast processing strategies

Change primary demand load

Change expected usable supply

Evaluate alternative pegging strategies

Explore supply chain structure options like creating or removing master data: depots, parts,

part-depots, capacities, processes etc.

Note: Scenario management is not designed to handle system setup and configuration

settings like user data, menu configuration and user interface customizations.

In order to create different scenarios and compare them with each other, the user is offered several

screens. Before we discuss the screens and their functionalities let us first understand the concept of

Scenario Management.

9.1.1 The Scenario Concept

Without Scenario Management, each user is assigned to one global planning picture (the global plan).

Whenever changes are done to e.g. supply chain setup, demand prioritization, pegging structure, these

changes have an immediate effect on the production planning system and inevitably to the global plan.

With Scenario Management, the user has the possibility to create and work with different scenarios.

The user has one or more different scenarios assigned to his/her account. Technically, the term

“scenario” is a set of tables (or reports) that can be manipulated without having an immediate effect

on the global plan.

The scenario a user is currently working on is named the working scenario. The name of the working

scenario is displayed in the upper left corner of the ICON-SCP Client screen, e.g.:

All reports in the ICON-SCP Client contain the data of the working scenario, all edits in the screens will

be saved to the working scenario.

The different scenarios assigned to a user can be created by the user having the access rights to

create, manage scenarios and assign them to the users/user groups. Per default, all scenarios are



public and accessible by all users. You can make a scenario read-only for a particular user or user

group if you hide the Manage Scenario screen but show the Switch Scenario screen. If you hide

both screens for a particular user or user group, neither write nor read access is granted to any other

scenarios but only to the global planning picture – the global plan.

9.1.2 Scenario Management Cycle

Working with scenarios usually follows typical cycles depending on the use case. Common to all is:

1. changes to master and transactional data are performed within scenarios,

2. scenarios are compared to planning results

3. selected changes are committed to an integration scenario – typically the global plan (scenario)

Changes to master and transactional data

Changing a scenario means performing actions to master and transactional data.

Figure 281: Scenario tree view

You can create three different scenario names (Scenario1, Scenario2, Scenario3) based on e.g. the

global plan. Then you can switch into each scenario and make changes (perform actions to master and

transactional data) and recalculate the plans. You can then decide if you want to create children

scenarios of the parent scenarios and manipulate the data further. The children scenarios Scenario2a

and Scenario2b are based on the parent scenario Scenario2.

Compare scenarios

The scenarios can be compared against each other by analyzing the scenario differences in the

dedicated reports or the scorecards.

Commit actions to the global plan

Each scenario tracks changes into the Replay Action Log screen, ultimately the Replay Action Log

screen will show what type of action the user does (e.g. adding a new depot or prioritizing an order,



etc.). As soon as the planning results of a particular scenario constitute the desired results the actions

from that particular scenario can be applied to the global scenario.

9.2 Manage Scenarios

The following section explains how to create, delete, edit, activate and deactivate scenarios. These

activities are mainly part of the first cycle step while working on scenarios. Furthermore, all these

activities will be performed in the screen Manage Scenarios.

The Manage Scenarios screen is the central screen of the scenario management and allows focusing

on scenario maintenance. The report consists of three sections showing the buttons for different

maintenance functions, a scenario tree and scenario specific details.

The buttons section is located at the top of the screen. It allows creating, deleting, editing, activating

and deactivating a scenario. By pressing on each of the buttons, a new dialog will open where the user

can perform the required action.

The scenario tree section is located on the left side of the screen underneath the buttons section. It

displays all scenarios, regardless if active or not.

The report on the right side of the screen is the scenario details section. It shows some detail

information about a scenario selected from the scenario tree.

Figure 282: Manage Scenarios



Scenario Lists all scenarios; active scenarios are marked bold, inactive scenarios are

regular font type; working scenarios are marked yellow

Description Description of the scenario (entered when creating a scenario); can be edited

by a user

Created By User name who created the scenario



Created At Date when the scenario has been created

Active Users Shows the users that are currently working on that particular scenario (i.e.

users whose working scenario is that scenario)

Last Modified Date stating when the scenario has been modified for the last time

Last Accessed Date stating when the scenario has been accessed for the last time

Active This field shows three different states:

active scenario

non-active scenario

busy scenario (scenarios that are currently blocked by administrative

tasks like unload or delete)

Accessible Flag identifying if the scenario is accessible or not by the user retrieving the

report

Opens a new window Group Access where the selected scenario can be

defined accessible for a group of users

Group Access Shows the user groups authorized to access the scenario

Table 377: Manage Scenarios - report results

The following list gives a brief description of the button functionalities:


Retrieve Refreshes the screen (e.g. after a disconnection)

Switch Switches to the new working scenario selected

Create Opens a new window Create Scenario where a new working scenario can be

created

Delete Opens a new window Delete Scenario where the selected scenario can be

deleted

Activate Activates the selected scenario (only activated scenario can be

updated/maintained or selected in scorecards/reports)

Deactivate Deactivates selected scenario

Table 378: Manage Scenarios - buttons functionalities



The following chapters describe the button functionalities in detail.

9.2.1 Create Scenario

To create a new scenario:

1. Click on Create button on the Manage Scenarios screen.

This opens the Create Scenario dialog.

2. Enter the Name (mandatory) of the new scenario.

3. Enter the Description for the new scenario.



Name Name of the new scenario

Description Description of the scenario (it can describe a particular use case e.g. “Demand

prioritization” or “SC network optimization with new depots”)

Switch to new

scenario

The flag is checked by default. It is indicating that the new created scenario will

become now the working scenario. All reports in the ICON-SCP Client contain

the data of the working scenario, all edits in the screens will be saved to the

working scenario.

Table 379: Create Scenario - report results

By default the new scenario will be made the working scenario for the creating user. If you don’t want

to switch to the new scenario, untick the Switch to new scenario checkbox.

Note: The newly created scenario will initially contain the data of its parent.



9.2.1.1 Create Scenario Example

The following example will be used throughout the chapter “Scenario Management” and should explain

how to create scenarios, compare the scenarios to each other with the help of the scorecard and finally

apply actions to the target scenario (e.g. global plan).

In our example, we will first create a ROOT scenario. The planning run will consider only the standard

priorities of the SFC and CO, without the priority rules defined in the Priority Manager.

Based on the ROOT scenario, we will create three child scenarios: AIR FREIGHT, ADDTL SUPPLY,

ORDERS PRIORITIZED.

1. Open the Manage Scenarios screen.

2. Select the parent scenario your child scenario should be based on (you parent scenario does

not have to be your working scenario). In our example, select ROOT.

3. Press the Create button in the Manage Scenarios screen.

4. Enter the scenario name AIR FREIGHT (you can add a description).

5. Select Create button in the Create Scenario dialog box.

A blue sub-folder AIR FREIGHT is created (together with a record on the right side of the

screen). The AIR FREIGHT scenario contains exactly the same data as the ROOT scenario.

6. Repeat the same steps for ADDTL SUPPLY and ORDERS PRIORITIZED.

Until now, we have only defined the names of the scenarios. The next step will be to manipulate the

data for each of the scenario children. To do so, we will start with the AIR FREIGHT scenario.

1. Click on AIR FREIGHT in the Manage Scenarios screen and select the button Switch.

This step is important because we can manipulate data only in a working scenario. The AIR

FREIGHT icon will turn yellow the ROOT icon will turn blue – yellow icon is a sign for the

working scenario.

2. In this scenario we may want to change the lead time of the supply process VH1/MAIN_BOARD

from 30 days to 20 days. The underlying assumption is that the supplier ships the component

MAIN_BOARD via air instead via ocean. The lead time manipulation will be done in the

Process Setup screen as explained in the “Master Data” chapter.

3. After the data manipulation, a new plan needs to be calculated.



The ADDTL SUPPLY and ORDERS PRIORITIZED will be manipulated with the same steps as above,

except for the data manipulation (step 2):

In the ADDTL SUPPLY scenario additional work orders for depot CM1 and part SYSTEM_1 will

be planned

In the ORDERS PRIORITIZED scenario the customer orders will have a higher priority than the

forecast.

Follow this example in the chapter 9.5 for scenario comparison and in the chapter 9.6.1 for applying

actions to the target scenario.

9.2.2 Delete Scenario

The user selects one scenario to delete:

1. Select the scenario from the scenario overview list.

2. Click on the button Delete.

3. Confirm the deletion by clicking on the button Delete in the Delete Scenario dialog box.

Note: Only scenarios with no active users (other than the executing user) and without

child scenarios can be deleted.

9.2.3 Rename Scenario

Scenarios can be renamed by right clicking on the scenario in the scenario tree and selecting Rename

in the right click menu.



Figure 283: Rename Scenario

The Description can be edited by clicking into the description column.

To save edited values use the usual methods (Ctrl+S ...).

Note: The GLOBAL scenario cannot be edited.

9.2.4 Activate Scenario

To activate an inactive scenario, select it and click the Activate button.

The according Active checkbox will be checked and the selected scenario name in the scenario

overview list will be bold. Depending on your system’s configuration, the number of simultaneously

active scenarios can be limited to limit server memory consumption.

Note: Only active scenarios can be displayed in the reports and compared in

scorecards.

9.2.5 Deactivate Scenario

To deactivate a scenario, select it and click Deactivate button.

Figure 284: Activate Scenario



The according Active checkbox will be unchecked and the selected scenario name in the scenario

overview list will have the regular font style (will not be bold anymore). Only active scenarios will

remain bold.

Note: Only scenarios with no active users (other than the executing user) can be

deactivated.

Note: Deactivated scenarios will not be displayed in reports or scorecards.

9.3 Switch Scenarios

With the Switch Scenarios functionality, you can change your working scenario. All reports in the

ICON-SCP Client contain the data of the working scenario, all edits in the screens will be saved to the

working scenario.

Note: Unless for specific needs, it is recommended to refresh/retrieve reports that are

shown when working scenario is switched because their content will not be updated

automatically.

To change the working scenario, select Switch Scenario in the accordion menu Scenarios:

1. Open the Switch Scenario dialog box.

2. Select the new scenario from the To field.

3. Click on the Switch button.

Figure 285: Deactivate Scenario



Alternatively, you can switch to a new working scenario directly from the Manage Scenarios screen.

used.

1. Select the scenario from the scenario tree

2. Click on the button Switch or right-click on the Manage Scenarios screen and select Switch

The working scenario switches to the new selected scenario, which is displayed in the upper left corner

of the ICON-SCP Client.

9.4 Scenario Access

ICON-SCP offers the functionality to control access to scenarios. Access security works such that all

actions i.e., activate/deactivate, switch to, create, delete and rename, are only possible to the creator

of a scenario and all users from groups with access rights. Access rights are granted on User Group

level by clicking on the Group Access icon in the scenario overview list. The names of groups with

access rights are listed in column Group Access in the scenario overview list.

Figure 286: Scenario Access



When the Group Access icon is selected, a dialog appears where User Groups can be added to the

scenario or removed. Changes to scenario access settings must be saved to become effective.

Note: The creator of a scenario has access to that particular scenario, even if he/she is

not a member of any of the permitted groups.

9.5 Compare Scenarios

ICON-SCP offers several ways how to compare active scenarios against each other or against the

global plan. You can review differences between scenarios utilizing the standard reports (Demand

Commit, Capacity Utilization, Replenishment Report) or with the help of the key performance indicators

(KPIs).

9.5.1 Comparison Reports

There are three dedicated reports to show the effects on scenario differences on the overall plan: the

Demand Commit report, the Capacity Utilization report and the Replenishment report. These

reports offer a scenario filtering capability



Figure 287: Demand Commit report with scenario selection

Note: Only activated scenarios will be displayed in the Scenario Filter.

Additionally every report can be configured with the Report Wizard to retrieve data of various

scenarios. Thus, any other report can contain the Scenario Filter where the user can select a scenario

and retrieve the data based on the selected scenario. It is important to understand that the user

cannot change the data in any other scenario but the working scenario. If the data needs to be

updated, it is required to switch to the desired scenario in the Switch Scenario screen and then to

update the data in the required report.

For information about how to configure reports to show the Scenario Filter, refer to the Report

Wizard chapter.

9.5.2 Compare Scenarios with Scorecards

Scorecards are a means to effectively compare the quality of scenarios by providing a strongly

aggregated evaluation based on key performance indicators. Scorecards thus reduce the vast and

detailed information contained in reports to a small set of expressive figures.



Figure 288: View Scorecards screen

The example above shows several defined KPIs for four different scenarios in the View Scorecards

screen.

Refer to chapter 9.7 for more information regarding Scorecard Management.

9.6 Replay Action Log

The Replay Action Log screen allows the user to review the actions performed on the working

scenario. It is also possible to select the actions once performed and apply them to another scenario.

Figure 289: Replay Action Log

The Replay Action Log screen is divided into two main parts. On the left side it displays the actions of

the working scenario.



The actions to be retrieved can be filtered by the date when they have be executed. Any other client

filtering can be applied.

At the bottom of the action log, the Detail View is located, which displays the used parameters for the

selected action.

The right side of the screen consists of the replay area. The actions that are to be applied to another

scenario can be imported from the action log area by using the arrow buttons between the left and the

right tables. All action steps can also be reordered by using arrow buttons on the top of the right table

(replay area). The button can be used to restore the original execution sequence.

The scenario to which this sequence of actions should be applied can be selected from the drop down

box Target Scenario.

Clicking on Apply button performs the actions in the chosen order in the target scenario.

If one of the actions should fail, the effects of all the actions performed before will be undone. The user

can now adapt the list of actions so that it will succeed, or decide not to apply any action at all.

9.6.1 Replay Action Example

Considering our example described in the earlier chapter, we will now take a deeper look into tracked

actions of the three scenarios AIR FREIGHT, ADDTL SUPPLY, ORDERS PRIORITIZED. To do so, we will

start with the AIR FREIGHT scenario.

1. Click on AIR FREIGHT in the Manage Scenarios screen and select the button Switch. This

step is important because we can verify tracked actions of a working scenario only.

2. Open the Replay Action Log screen

3. Select the time interval when the actions have been performed.

The Replay Action Log will show in the upper screen two actions: Update of the Process

Setup and the recalculation of the plan. In the bottom screen, the details of the selected

action will be displayed: the lead time of 30 days.



4. Now, the actions can be copied to the target scenario (per default the parent scenario is

displayed)

9.7 Scorecard Management Overview

Evaluating a scenario is a complex task that involves a lot of detailed quantitative information.

Scorecards are a means to express and aggregate the quality of a plan by a set of normalized and

weighted performance scores. Although scorecards are applicable to single scenarios, they unfold their

full utility when comparing scenarios. It is a good business practice to regularly measure the

performance of business processes using well defined key performance indicators (KPI). ICON-SCP

comprises a predefined set of KPIs which can be used to compose a scorecard tailored to your

companies’ needs.

9.7.1 Key Performance Indicators (KPI’s)

ICON-SCP comes with a predefined set of KPIs that can be parameterized and composed to scorecards.

KPIs within ICON-SCP measure the quality of a plan and are therefore forward looking.

On time Delivery Performance:

This KPI covers the delivery aspect of a plan by classifying each delivery as either late or on

time and therefore computing the fraction of deliveries deliverable on time according to plan.

On time delivery performance is given in percent. It is an average value over all deliveries.

Due Date Deviation:

Due date deviation measures delivery performance in terms of the average due date deviation

in calendar days for each delivery item. Different to on time delivery performance, this KPI

measures early deliveries the same way as late deliveries.

Revenue Shipped:

This KPI sums up the value (given by the product of product price and quantity) delivered

within a given period. It treats customer orders and forecast orders the same.

Inventory Target Excess Value

This KPI sums up the average inventory excess values, i.e. standard cost times quantity, of

products within a given horizon. Excess inventory is the amount by which a period’s inventory

exceeds that period’s target inventory.

Valued Procurement Volume

Total value of procured items through SUPPLIER processes within a chosen given period

measured by the process’ unit cost times the quantity.

Average Inventory Turns



This KPI averages over the number of inventory turns of a selected product set within a chosen

horizon. Inventory turns are the ratio of material requirements to average inventory levels.

End of Horizon Inventory Value

The sum over all selected products of the value of physical inventory at the end of the planning

horizon. The value for each product is obtained by multiplying the quantity with the product’s

standard cost.

Inventory Target Shortfall

This KPI sums up the average inventory shortfall values, i.e. standard cost times quantity, of

products within a given horizon. Shortfall inventory is the amount by which a period’s inventory

undershoots that period’s target inventory.

Margin Shipped

This KPI sums up the margin values (Delivery Revenue – Delivery Cost) of all deliveries within

a given period.

Valued Late Deliveries

Total value of late delivery items within a given period, i.e. the absolute revenue amount

delivered late.

9.7.2 Scorecard Management Cycle

KPIs and scorecards provide an aggregated assessment of a plan’s quality. They are valuable to

identify good scenarios by comparing scenarios to each other. This chapter shows typical cycle steps

when working with KPI/Scorecard with scenarios.

1. Create a scorecard and add predefined KPI as needed.

2. Parameterize each KPI by defining the weight and the scores, and setting filters.

3. View and compare the KPI results of selected scenarios.

4. (Select Scenario Management and apply actions of the best performing scenario to the

global plan)

9.8 Manage Scorecards

Scorecards are typically created by an administrative user as they are a standardized way of

measuring (planned) performance for an organizational unit.

Within the Manage Scorecards screen, the top section shows the general view (scorecards names)

and the lower part of the screen shows the details of a selected scorecard (referenced KPIs and their

values).



Figure 290: Manage Scorecards screen

9.8.1 Manage Scorecards - General View

The following list gives a brief description of the data fields from the general view:


Name List of all scorecards created

Description Description of the scorecards

Table 380: Manage Scorecards – general view report results

The following list gives a brief description of the button functionalities from the general view:

Buttons Description

Retrieve Refreshes the screen (e.g. after a disconnection)

Create Scorecard Opens a new dialog box New Scorecard where a new scorecard can be

created

Change Scorecard Opens a new dialog box Change Scorecard where a selected scorecard can

be updated

Delete Scorecard Opens a new dialog box Delete Scorecard where the selected scorecard

can be deleted



Clone Scorecard Opens a new dialog box Clone Scorecard where the selected scorecard can

be cloned

Table 381: Manage Scorecard - general view buttons functionality

9.8.1.1 Create Scorecard

To create a new scorecard:

1. Click on Create button.

This opens the New Scorecard dialog box.

2. Enter the Name (mandatory).

3. Enter the Description for the new scorecard.



Name Name of the scorecard

Description Description of the scorecard (it can describe a particular use case e.g. “Channel

Performance” or “Sales View”)

Table 382: New Scorecard - report results

9.8.1.2 Change Scorecard

To change an existing scorecard:

1. Select the scorecard that needs to be changed.

2. Click on Change Scorecard button.

This opens the Change Scorecard dialog.

3. Change the Name and/or Description.

4. Click on OK.



9.8.1.3 Delete Scorecard

The user selects one scorecard to delete:

1. Select the scorecard from the Manage Scorecards screen.

2. Click on the button Delete Scorecard.

3. Confirm the deletion by clicking on the button OK in the Delete Scorecard screen.

9.8.1.4 Clone Scorecard

The user selects one scorecard to clone:

1. Select the scorecard from the Manage Scorecards screen.

2. Click on the button Clone Scorecard.

3. Enter a new Name for the cloned scorecard. Scorecard names must not be duplicated and

duplicate names will be rejected.

4. Confirm by clicking on the button OK in the Clone Scorecard screen.



9.8.2 Manage Scorecards - Detail View

KPIs assess quality at different scales and units of measurement. Moreover, KPIs are only the

measurements and have no a priori relation to judgments. These judgments are provided by scoring, a

mechanism that assigns a numerical score between 0 and 100 to KPI values based on a simple user

provided scale. A score is a value between 0 and 100 where 100 is best and 0 is worst. For some KPIs

large values indicate better performance (increasing KPIs), whereas for other KPIs low values are

better (decreasing KPIs).

Figure 291: Score assignment for increasing and decreasing KPIs

The following list gives a brief description of the data fields from the Manage Scorecards detail view:


KPI Name of the key performance index (what kind of performance is the index

measuring in general)

Title Title of the key performance index (specific performance measurement)

Weight A value used to express the relative importance of a KPI with respect to

other KPIs for the scorecard at hand. The higher the value the more



important the KPI is. Scores are multiplied by the weight to give a weighted

score. Typically, the weight is a percentage between 0 and 100.

Value0 Scorecards display scores and scores are computed from KPI values by

means of a capped linear transformation. A score is a value between 0 and

100 where 100 is best and 0 is worst. For some KPIs large values indicate

better performance (increasing KPIs), whereas for other KPIs low values are


If the value in this field is lower than the value in the field “KPI value

assigned score 100”, then the KPI is increasing. Otherwise, it is decreasing.

This field contains the KPI threshold value that is assigned a score of 0. For

an increasing KPI, values equal or below this threshold get score 0, for

decreasing KPIs, values equal or above this value get score 0.

Value100 This field complements the field “KPI value assigned score 0”.

This field contains the KPI threshold value that is assigned a score of 100.

For an increasing KPI, values equal or above this threshold get score 100,

for decreasing KPIs, values equal or below this value get score 100.

Value LCL An optional value used in scorecard visualization. Used to display limits and

resp. heat maps in the KPI Detail control chart.

This field is used to define the lower limit for KPI values that are outside of a

tolerated range and are supposed to require intervention.

Value LWL An optional value used in scorecard visualization. Used to display limits and



tolerated range and require close observation.

Value STD An optional value used in scorecard visualization. Used to display limits in

the KPI Detail control chart.

Value TGT An optional value used in scorecard visualization. Used to display limits in


Value UCL An optional value used in scorecard visualization. Used to display limits and


This field is used to define the upper limit for KPI values that are outside of



a tolerated range and are supposed to require intervention.

Value UWL An optional value used in scorecard visualization. Used to display limits and



a tolerated range and are supposed to require close observation.

Table 383: Manage Scorecards – scorecard detail view report results

The following list gives a brief description of the button functionalities from the Manage Scorecard

detail view:

Buttons Description

Add KPI Opens a new window Add KPI where a new KPI can be created

Change KPI Opens a new window Change KPI where a selected KPI can be updated

Delete KPI Opens a new window Delete KPI where the selected scorecard can be

deleted

Change Rank Opens a new window Change Rank where the ranking of KPIs can be

changed

Table 384: Manage Scorecard – scorecard detail view buttons functionality

9.8.2.1 Add KPI / Change KPI

The following screenshots show the dialog boxes Add KPI and Change KPI:



The following list gives a brief description of the data fields from the Add KPI / Change KPI dialog

boxes:




Scorecard Name of the selected scorecard in the Manage Scorecard general view


Weight for KPI A value used to express the relative importance of a KPI with respect to

other KPIs for the scorecard at hand. The higher the value the more

important the KPI is. Scores are multiplied by the weight to give a weighted

score. Typically, the weight is a percentage between 0 and 100.

KPI value assigned

score 0

Scorecards display scores and scores are computed from KPI values by

means of a capped linear transformation. A score is a value between 0 and

100 where 100 is best and 0 is worst. For some KPIs large values indicate

better performance (increasing KPIs), whereas for other KPIs low values are


If the value in this field is lower than the value in the field “KPI value

assigned score 100”, then the KPI is increasing. Otherwise, it is decreasing.

Figure 292: Add KPI / Change KPI



This field contains the KPI threshold value that is assigned a score of 0. For

an ascending KPI, values equal or below this threshold get score 0, for

descending KPIs, values equal or above this value get score 0.

KPI value assigned

score 100

This field complements the field “KPI value assigned score 0”.

This field contains the KPI threshold value that is assigned a score of 100.

For an increasing KPI, values equal or above this threshold get score 100,

for decreasing KPIs, values equal or below this value get score 100.

Lower Control Limit An optional value used in scorecard visualization. Used to display limits and



tolerated range and are supposed to require intervention.

Lower Warn Limit An optional value used in scorecard visualization. Used to display limits and



tolerated range and require close observation.

Upper Warn Limit An optional value used in scorecard visualization. Used to display limits and



a tolerated range and are supposed to require close observation.

Upper Control Limit An optional value used in scorecard visualization. Used to display limits and



a tolerated range and are supposed to require intervention.

Standard An optional value used in scorecard visualization. Used to display limits in


Target An optional value used in scorecard visualization. Used to display limits in


Table 385: Add KPI / Change KPI – dialog box description

By clicking on the button Set Filter a new window will be open where a user can define report filter

settings.






List


Controller If specified, data is preselected by Controller name


Horizon Filter Specifies the start and end date of data considered for the calculation.

Customer Filter If specified, data is preselected by Customer

Table 386: KPI Filter

9.8.2.2 Delete KPI

The user selects one KPI to delete:

1. Select the KPI from the Manage Scorecards detail view

2. Click on the button Delete KPI

3. Confirm the deletion by clicking on the button OK in the Delete KPI screen.



9.8.2.3 Change Rank

The user can change the rank of the KPIs:

1. Select the Change Rank button

2. Use the arrow buttons to change the rank of the KPIs

3. Confirm the rank change by clicking on the button OK in the Change Rank screen.

9.9 View Scorecard

In the View Scorecard screen, the selected scorecard will be presented listing KPIs of each selected

scenario. Two types of views are provided: A tabular view and a graphical representation of the

scorecard.

9.9.1 Tabular View

The tabular view of the View Scorecard report displays value, score and weighted score of each KPI

for the selected scorecard and the selected scenario(s)



Figure 293: View Scorecard screen



Scorecard Data is displayed for the selected scorecard

Scenario A scenario or a list of scenarios will be selected; data is filtered by selected

scenario or scenario list

Value If checked, the value of each KPI is displayed

Score If checked, the score of each KPI is displayed

Weighted Score If checked, the weighted score of each KPI is displayed

Table 387: View Scorecard - selection criteria






Weight A value used to express the relative importance of a KPI with respect to other

KPIs for the scorecard at hand. The higher the value the more important the

KPI is. Scores are multiplied by the weight to give a weighted score. Typically,

the weight is a percentage between 0 and 100.

Value A value used to express the relative importance of a KPI with respect to other

KPIs for the scorecard at hand. The higher the value the more important the



KPI is.

Score A score is a value between 0 and 100 where 100 is best and 0 is worst. For

some KPIs large values indicate better performance (increasing KPIs),

whereas for other KPIs low values are better (decreasing KPIs).

Weighted Score Scores are multiplied by the weight to give a weighted score.

Table 388: View Scorecards – report results

9.9.2 Graphical View

The graphical representation of the scorecard is available as Radar Chart or Bar Chart. Additionally KPI

Detail presentation is available.

A Radar Chart is a two dimensional presentation:

KPI

Scenario

Score / Weighted Score



Figure 294: View Scorecard - Radar Chart

The Bar Chart is a two dimensional presentation:

Scenario / KPI

Score / Weighted Score

Here the user can select which value will be displayed (y-axis) and if KPI or Scenario will be

representing the x-axis. The following screenshot shows the selection of Scenario and Score.

Figure 295: View Scorecard - bar chart

The KPI Detail tab shows for each active scenario the score value of the KPI. This is a very simple two-

dimensional view, which should help to understand the values better and easier.



Figure 296: View Scorecards - KPI Detail

At the end, the last tab Settings offers the possibility to define colors for the KPI:

Press the Set button to save the new color definition.

Press the Default button to apply to the default color definition.



10 Screens

This chapter lists down all screens available in the accordion menu:

Master Data,

Transactional Data,

Demand Pre-Processing,

Planning Triggers and Planning Steps,

Demand reports,

Supply reports,

Scenario Management.

Each subchapter contains a link associated with the place in the document where the particular screen

is explained in detail.

10.1 Ack Date Report

For detail information about the Ack Date report, please refer to chapter 7.4.



10.2 Additional Demand

For detail information about the Additional Demand screen, please refer to chapter 3.1.5

10.3 Adjust Primary Demand

For detail information about the Adjust Primary Demand screen, please refer to 5.4.

10.4 Backlog FGI Report

For detail information about the Backlog FGI report, please refer to chapter 8.16.



10.5 Bill of Capacities

For detail information about the Bill of Capacities screen, please refer to chapter 0.



10.6 Bill of Materials

For detail information about the Bill of Materials screen, please refer to chapter 2.8.2

10.7 Bucket to Date

For detail information about the Bucket to Date screen, please refer to chapter 4.3.



10.8 Business Calendar

For detail information about the Business Calendar screen, please refer to chapter 2.1.3

10.9 Calculate Release Status

For detail information about the Calculate Release Status screen, please refer to chapter 5.10

10.10 Calendar Workbench

For detail information about the Calendar Workbench screen, please refer to chapter 2.2.2.



10.11 Calendar Setup

For detail information about the Calendar Setup screen, please refer to chapter 2.2.3.

10.12 Capacity Workbench

For detail information about the Capacity Workbench screen, please refer to chapter 2.10.2.



10.13 Capacity Adjustment

For detail information about the Capacity Adjustment screen, please refer to chapter 2.10.5.



10.14 Capacity Commit

For detail information about the Capacity Commit screen, please refer to chapter 3.3.3.



10.15 Capacity Family

For detail information about the Capacity Family screen, please refer to chapter 2.10.6.

10.16 Capacity Profile

For detail information about the Capacity Profile screen, please refer to chapter 2.10.4



10.17 Capacity Requirements

For detail information about the Capacity Requirements report, please refer to chapter 8.18.

10.18 Capacity Setup

For detail information about the Capacity Setup screen, please refer to chapter 2.10.3.



10.19 Capacity Utilization

For detail information about the Capacity Utilization report, please refer to chapter 8.19.

10.20 Change Order Proposal

For detail information about the Change Order Proposal report, please refer to chapter 8.14.



10.21 Channel Mapping

For detail information about the Channel Mapping screen, please refer to chapter 2.4.4.

10.22 Channel Workbench

For detail information about the Channel Workbench screen, please refer to chapter 2.4.3.



10.23 Commit Type

For detail information about the Commit Type screen, please refer to chapter 3.3.

10.24 Constraint Based Planning

For detail information about the Constraint Based Planning screen, please refer to chapter 5.6.2.



10.25 Consumption Report

For detail information about the Consumption Report, please refer to chapter 8.20.



10.26 Create Pegging

For detail information about the Create Pegging screen, please refer to chapter 5.8.

10.27 Create Firm Supply

For detail information about the Create Firm Supply screen, please refer to chapter 5.5.



10.28 Create Primary Demand

For detail information about the Create Primary Demand screen, please refer to 5.2.3.1



10.29 Create SFC

For detail information about the Create SFC screen, please refer to chapter 4.5.5.



10.30 Customer Order

For detail information about the Customer Order screen, please refer to chapter 3.1.3.3

10.31 Customer Setup

For detail information about the Customer Setup screen, please refer to chapter 2.4.2.



10.32 Delivery Plan

For detail information about the Delivery Plan report, please refer to chapter 7.5.

10.33 Delivery Workbench

For detail information about the Delivery Workbench report, please refer to chapter 7.6.



10.34 Demand Bottom Up Pegging

For detail information about the Demand Bottom Up Pegging report, please refer to chapter 7.9.



10.35 Demand Commit

For detail information about the Demand Commit report, please refer to chapter 7.3.

10.36 Demand Flow Report

For detail information about the Demand Flow Report, please refer to chapter 7.11.



10.37 Demand Report

For detail information about the Demand Report, please refer to chapter 7.10.



10.38 Depot Setup

For detail information about the Depot Setup screen, please refer to chapter 2.3.2.

10.39 Depot Family

For detail information about the Depot Family screen, please refer to chapter 2.3.3.

10.40 Family Setup

For detail information about the Family Setup screen, please refer to chapter 2.5.5.



10.41 FC Netting Overview

For detail information about the FC Netting Overview screen, please refer to chapter 4.4.

10.42 FC Type

For detail information about the FC Type screen, please refer to chapter 4.1.



10.43 Firm Planned Order

For detail information about the Firm Planned Order screen, please refer to chapter 3.2.5

10.44 Firm Supply

For detail information about the Firm Supply screen, please refer to chapter 3.2.6



10.45 Forecast

For detail information about the Forecast screen, please refer to chapter 4.2



10.46 Forecast Allocation

For detail information about the Forecast Allocation screen, please refer to chapter 4.5.3

10.47 Forecast Classification

For detail information about the Forecast Classification screen, please refer to chapter 4.5.2.



10.48 Forecast Commit

For detail information about the Forecast Commit screen, please refer to chapter 5.12.



10.49 Forecast Netting

For detail information about the Forecast Netting screen, please refer to chapter 4.5.1.



10.50 Graphical Inventory Report

For detail information about the Graphical Inventory Report, please refer to chapter 8.5.

10.51 Inventory

For detail information about the Inventory screen, please refer to chapter 3.2.1.



10.52 Inventory Reservation

For detail information about the Inventory Reservation screen, please refer to chapter 3.1.6.



10.53 Inter Warehouse Transfer

For detail information about the Inter Warehouse Transfer screen, please refer to chapter 3.2.2.

10.54 IWT Proposal

For detail information about the IWT Proposal report, please refer to chapter 8.12.



10.55 Lateness Prio Map

For detail information about the Lateness Prio Map report, please refer to chapter 7.2.



10.56 Load Capacity Commit

For detail information about the Load Capacity Commit screen, please refer to chapter 3.3.4.

10.57 Load Material Commit

For detail information about the Load Material Commit screen, please refer to chapter 3.3.2.

10.58 Locked Order

For detail information about the Locked Order report, please refer to chapter 7.14.



10.59 Manage Scenarios

For detail information about the Manage Scenarios report, please refer to chapter 9.2.

10.60 Manage Scorecards

For detail information about the Manage Scorecards report, please refer to chapter 9.8



10.61 Management Dashboard Report

For detail information about the Management Dashboard report, please refer to chapter 7.1.



10.62 Material Attribute

For detail information about the Material Attribute screen, please refer to chapter 5.10.2.1.



10.63 Material Commit

For detail information about the Material Commit screen, please refer to chapter 3.3.1.4.

10.64 Material Environment

The Material Environment screen provides access to the following transactional planning data:

Firm Planned Order 3.2.5

Inventory 3.2.1



Work Order 3.2.4

Inter Warehouse Transfer 3.2.2

Purchase Order 3.2.3

Inventory Reservation 3.1.6

Customer Order 3.1.3

Additional Demand 3.1.5

Shippable Forecast 3.1.4

All information is also available on individual screens (by selecting the links above).

Material Environment - Retrieving Data:You can retrieve the data with the following selection criteria:


Depot/Family/List: If specified, data is filtered by Depot Number, Depot Family or Depot

List.

Part/Family/List: If specified, data is filtered by Part Number, Part Family or Part List.

Controller: If specified, data is filtered by Controller

Product Line: If specified, data is filtered by Product Line.

Table 389: Material Environment - retrieving data




The Material Environment screen contains multiple tabs. To retrieve available data for all tabs, check

the Retrieve All check box and press Retrieve.

10.65 Material Requirements Planning

For detail information about the Material Requirements Planning screen, please refer to chapter

5.7.

10.66 Memo Escalation Level

For detail information about the Memo Escalation Level screen, please refer to chapter 8.17.4.

10.67 Memo Report

For detail information about the Memo report, please refer to chapter 8.17.



10.68 Multi-Level BoM

For detail information about the Multi-Level BoM report, please refer to chapter 2.8.3.

10.69 NP Code Mapping

For detail information about the NP Code Mapping screen, please refer to chapter 5.2.3.4.



10.70 Order Lock

For detail information about the Order Lock screen, please refer to chapter 3.1.3.4.

10.71 Part Lock

For detail information about the Part Lock screen, please refer to chapter 2.5.6.

10.72 Part-Depot Setup

For detail information about the Part-Depot Setup screen, please refer to chapter 2.5.4.



10.73 Part Setup

For detail information about the Part Setup screen, please refer to chapter 2.5.3.



10.74 Part Workbench

For detail information about the Part Workbench screen, please refer to chapter 2.5.2.



10.75 Pegging Report

For detail information about the Pegging Report, please refer to chapter 7.12.



10.76 Pick List Report

For detail information about the Pick List Report screen, please refer to chapter 7.13.



10.77 Planning Grid

For detail information about the Planning Grid screen, please refer to chapter 2.1.2.2

10.78 Planning Horizon

For detail information about the Planning Horizon screen, please refer to chapter 2.1.2.1



10.79 PO Proposal

For detail information about the PO Proposal report, please refer to chapter 8.11.

10.80 Primary Demand

For detail information about the Primary Demand screen, please refer to chapter 4.6.



10.81 Priority Manager

For detail information about the Priority Manager screen, please refer to chapter 5.3.

10.82 Priority Mapping

For detail information about the Priority Mapping screen, please refer to chapter 5.2.3.5.



10.83 Process Replenishment Plan

For detail information about the Process Replenishment Plan report, please refer to chapter 8.4.

10.84 Process Setup

For detail information about the Process Setup screen, please refer to chapter 2.7.2.

10.85 Process Share

For detail information about the Process Share Overview and Definition screens, please refer to

chapter 2.7.3.



10.86 Purchase Order

For detail information about the Purchase Order screen, please refer to chapter 3.2.3.



10.87 Push Short Alert Report

For detail information about the Push Short Alert Report, please refer to 7.8.

10.88 Reallocation

For detail information about the Reallocation screen, please refer to chapter 5.9.



10.89 Replay Action Log

For detail information about the Replay Action Log screen, please refer to chapter 9.6.



10.90 Replenishment Proposals

For detail information about the Replenishment Proposals report, please refer to chapter 8.2.



10.91 Replenishment Report

For detail information about the Replenishment report, please refer to chapter 8.1.

10.92 Replenishment WO Detail

For detail information about the Replenishment WO Detail report, please refer to chapter 8.3.

10.93 Requirement Report

For detail information about the Requirement Report, please refer to chapter 8.10.



10.94 Save Capacity Commit

For detail information about the Save Capacity Commit screen, please refer to chapter 3.3.3.3.

10.95 Save Material Commit

For detail information about the Save Material Commit screen, please refer to chapter 3.3.1.3.



10.96 Shippable Forecast

For detail information about the Shippable Forecast screen, please refer to chapter 3.1.4.2.



10.97 Shortage Analysis

For detail information about the Shortage Analysis screen, please refer to chapter 5.11.

10.98 Shortage Excess Report

For detail information about the Shortage Excess report, please refer to chapter 8.15.



10.99 Slice SFC

For detail information about the Slice SFC screen, please refer to chapter 4.5.4.



10.100 Supply Bottom Up Pegging Report

For detail information about the Supply Bottom Up Pegging report, please refer to chapter 8.7.

10.101 Supply Report

For detail information about the Supply Report, please refer to chapter 8.8.



10.102 Supply Workbench

For detail information about the Supply Workbench report, please refer to chapter 8.6.

10.103 Target Inventory

For detail information about the Target Inventory screen, please refer to chapter 2.9.



10.104 Top Down Pegging Report

For detail information about the Top Down Pegging Report, please refer to chapter 7.7.

10.105 View Scorecard

For detail information about the View Scorecard screen, please refer to chapter 9.9.



10.106 WO Proposal

For detail information about the WO Proposal report, please refer to chapter 8.13.

10.107 Work Order

For detail information about the Work Order screen, please refer to chapter 3.2.4.



10.108 WOP Detail Report

For detail information about the Work Order screen, please refer to chapter 8.9.


__________________________________________________________________________________ © 2012 by icon-scm Appendix | 1

A Appendix: Shortcuts

The following chapters enlist all shortcuts that can be used in the ICON-SCP Client.

A.1 File

Shortcut Description

Ctrl + R: Retrieve

Ctrl + I: Insert Row

Ctrl + D: Delete Row

Ctrl + S: Save Changes

Ctrl + F: Filter Mode

Ctrl + Alt + A: Ad-Hoc Filter

Ctrl + Alt + F: Load Filter

Ctrl + Q: Query Mode

Ctrl + Shift + Q: Query Builder

Ctrl + Alt + Q: Load Query

Ctrl + O: Sort Mode

Ctrl + Alt + S: Load Sort

Ctrl + Shift + A: Save As

Ctrl + M: Load From

Ctrl + N: Information Screen

Ctrl + H: Chart

Ctrl + W: Print Preview

Ctrl + Shift + W: Quick Print

Ctrl + P: Print

Ctrl + F4: Close Screen

Alt + F4: Exit



A.2 Edit


Ctrl + Shift + Z Reset Value

Ctrl + Shift + R Clear Screen

Ctrl + Shift + C Copy all Data

Ctrl + Shift + V Paste

Ctrl + Shift + F Find

Ctrl + Shift + G Scroll to Row

Ctrl + U Fill Column

Ctrl + Shift + T Trim Column

Ctrl + A Select All

Ctrl + Shift + I Invert Selection

A.3 Window


F5 Refresh All

Ctrl + F6 Next Tab

Ctrl + Shift + F6 Previous Tab

Ctrl + 1 - Ctrl + 9 Accordion Menus

Ctrl + Y Menu List

F10 Sets focus on the upper menu (e.g. File menu)

Shift + F10 Opens context menu (right mouse click)

F4 Opens content of a drop down list box

F2 Simulates double click in a column

F6 Skips focus in a data window



A.4 Help


F1 Help

Shift + F1 Context Help



B Appendix: Table of Figures and Tables

The following chapters enlist all figures and tables in this documentation.

B.1 Table of Figures

Figure 1: The icon-scm Process ................................................................................................... 3

Figure 2: Supply Chain Network .................................................................................................. 5

Figure 3: Planning Horizon .......................................................................................................... 8

Figure 4: Planning Grid dialog box ............................................................................................... 9

Figure 5: Business Calendar ...................................................................................................... 11

Figure 6: Create Business Calendar dialog box ............................................................................ 12

Figure 7: Delete Business Calendar ............................................................................................ 13

Figure 8: Calendar Workbench .................................................................................................. 27

Figure 9: Working/non-working days ......................................................................................... 29

Figure 10: Delete Calendar ....................................................................................................... 30

Figure 11: Calendar Setup ........................................................................................................ 30

Figure 12: Pattern box in the Create Calendar screen .................................................................. 31

Figure 13: Adding a holiday in the Calendar Workbench screen ..................................................... 31

Figure 14: Depot setup ............................................................................................................ 33

Figure 15: Depot Family ........................................................................................................... 34

Figure 16: Customer Setup screen ............................................................................................. 38

Figure 17: Channel screen ........................................................................................................ 39

Figure 18: Channel Mapping screen ........................................................................................... 41

Figure 19: Supply Chain View & Material Flow View ..................................................................... 42

Figure 20: Low price and High price channels .............................................................................. 47

Figure 21: Part Workbench screen ............................................................................................. 48

Figure 22: Part Setup screen .................................................................................................... 50

Figure 23: Part-Depot Setup screen ........................................................................................... 51

Figure 24: Part Family Setup screen .......................................................................................... 54

Figure 25: Part Lock ................................................................................................................ 56

Figure 26: Raw material list for SYSTEM_1 and SYSTEM_2 parts ................................................... 58

Figure 27: Supplier Setup screen ............................................................................................... 61

Figure 28: Definition of Production Processes in Process Setup ...................................................... 63

Figure 29: Definition of Production Process in BoM ....................................................................... 63

Figure 30: Definition of Production Process in Capacity ................................................................. 64

Figure 31: Process Types – Lead Time ....................................................................................... 68



Figure 32: Process Setup screen................................................................................................ 71

Figure 33: Process Share Overview screen ................................................................................. 75

Figure 34: Process Share Definition screen ................................................................................. 76

Figure 35: Production Process Example ...................................................................................... 79

Figure 36: Depot Process Example ............................................................................................. 81

Figure 37: Supplier Process Example ......................................................................................... 82

Figure 38: Alternative Suppliers process ..................................................................................... 83

Figure 39: Alternative Sourcing process ..................................................................................... 85

Figure 40: Alternative Production Processes ................................................................................ 86

Figure 41: In-House consumption vs. outsourced supply .............................................................. 88

Figure 42: Various In-House Consumption models ....................................................................... 90

Figure 43: Bill of Materials screen .............................................................................................. 95

Figure 44: Bill of Materials – Inverted ........................................................................................ 97

Figure 45: Multi-level BoM Report Structure view ........................................................................ 98

Figure 46: Target Inventory screen .......................................................................................... 107

Figure 47: Capacity Workbench screen ..................................................................................... 115

Figure 48: Preview screen ...................................................................................................... 116

Figure 49: Capacity Setup screen ............................................................................................ 116

Figure 50: Capacity Profile screen ............................................................................................ 119

Figure 51: Capacity Adjustment .............................................................................................. 120

Figure 52: Capacity Family screen ........................................................................................... 121

Figure 53: Preview Tab with Daily Capacity and Weekly Planning setup ........................................ 123

Figure 54: Setup of the planning on the daily basis in the Planning Grid screen ............................. 124

Figure 55: Preview tab with Daily Capacity and daily planning ..................................................... 124

Figure 56: Preview tab with Capacity Profile and weekly planning ................................................ 125

Figure 57: Preview tab with Capacity Profile and weekly planning ................................................ 126

Figure 58: Bill of Capacities .................................................................................................... 127

Figure 59: Planning Model example ......................................................................................... 137

Figure 60: Scenario1 and Scenario2 Example ............................................................................ 138

Figure 61: Roll Up Cost Example ............................................................................................. 142

Figure 62: Price Model ........................................................................................................... 144

Figure 63: Customer Order screen ........................................................................................... 147

Figure 64: Locked Order screen ............................................................................................... 149

Figure 65: Shippable Forecast screen ....................................................................................... 152

Figure 66: Additional Demand screen ....................................................................................... 154

Figure 67: Inventory Reservation screen .................................................................................. 156

Figure 68: Inventory screen .................................................................................................... 158



Figure 69: Inter Warehouse Transfer screen ............................................................................. 159

Figure 70: Purchase Order screen ............................................................................................ 162

Figure 71: Work Order screen ................................................................................................. 164

Figure 72: Firm Planned Order screen ...................................................................................... 167

Figure 73: Firm Supply screen ................................................................................................ 174

Figure 74: Supply Chain Collaboration ...................................................................................... 176

Figure 75: Commit Type screen ............................................................................................... 177

Figure 76: Save Material Commit process ................................................................................. 177

Figure 77: Save Material Commit dialog box ............................................................................. 178

Figure 78: Material Commit screen .......................................................................................... 180

Figure 79: Load Material Commit process ................................................................................. 182

Figure 80: Material Commit screen .......................................................................................... 183

Figure 81: Load Material Commit dialog box ............................................................................. 184

Figure 82: Save Capacity Commit process ................................................................................ 186

Figure 83: Save Capacity Commit - Capacity Utilization .............................................................. 186

Figure 84: Save Capacity Commit dialog box ............................................................................ 187

Figure 85: Capacity Commit screen ......................................................................................... 188

Figure 86: Load Capacity Commit process ................................................................................ 190

Figure 87: Capacity Commit ................................................................................................... 191

Figure 88: Load Capacity Commit dialog box............................................................................. 192

Figure 89: Capacity Profile ...................................................................................................... 193

Figure 90: FC Type screen ...................................................................................................... 195

Figure 91: Forecast screen ..................................................................................................... 195

Figure 92: Bucket to Date screen ............................................................................................ 197

Figure 93: Parameter CURRENT_DATE ..................................................................................... 198

Figure 94: FC Netting Overview screen..................................................................................... 199

Figure 95: Demand Processing ................................................................................................ 201

Figure 96: Example Forecast ................................................................................................... 202

Figure 97: Forecast Netting dialog box ..................................................................................... 203

Figure 98: Comparison of disaggregation strategies ................................................................... 207

Figure 99: Supply Chain ......................................................................................................... 211

Figure 100: Channel Hierarchy ................................................................................................ 212

Figure 101: Forecast Classification dialog box ........................................................................... 217

Figure 102: Forecast Allocation dialog box ................................................................................ 220

Figure 103: Forecast Allocation dialog with sort order selection ................................................... 222

Figure 104: Slice SFC dialog box ............................................................................................. 224

Figure 105: Shippable forecast before slicing ............................................................................ 226



Figure 106: Shippable forecast after slicing............................................................................... 227

Figure 107: Create SFC dialog box ........................................................................................... 228

Figure 108: Primary Demand screen ........................................................................................ 230

Figure 109: Create Primary Demand dialog ............................................................................... 235

Figure 110: NP Code Mapping screen ....................................................................................... 240

Figure 111: Priority Mapping screen ......................................................................................... 241

Figure 112: Priority Manager screen ........................................................................................ 245

Figure 113: Patterns screen .................................................................................................... 246

Figure 114: Preview Pattern, Execute Pattern and Cycle Pattern dialog boxes ............................... 247

Figure 115: Rules screen ........................................................................................................ 248

Figure 116: Preview Rule and Execute Rule dialog boxes ............................................................ 249

Figure 117: Pattern Details ..................................................................................................... 250

Figure 118: Adjust Primary Demand ........................................................................................ 253

Figure 119: Create Firm Supply dialog box ............................................................................... 255

Figure 120: Supply Order Status Mapping ................................................................................ 256

Figure 121: ICON-SCP Process steps........................................................................................ 259

Figure 122: Constraint Based Planning dialog box ...................................................................... 260

Figure 123: Work Order Pull-Ahead ......................................................................................... 268

Figure 124: Smart Allocation Example I ................................................................................... 269

Figure 125: Smart Allocation Example 2 ................................................................................... 270

Figure 126: Smart Allocation Example 3 ................................................................................... 270

Figure 127: Hard Allocation Example 1 ..................................................................................... 271

Figure 128: Hard Allocation Example 2 ..................................................................................... 271

Figure 129: In-house Consumption - Supplier example .............................................................. 272

Figure 130: Inhouse Flag example ........................................................................................... 273

Figure 131: Jump over Bill of Material example ......................................................................... 274

Figure 132: Jump over Alternative Components example ............................................................ 275

Figure 133: Pull Flag unchecked .............................................................................................. 278

Figure 134: Pull Flag checked .................................................................................................. 279

Figure 135: Repair Lot Sizes Flag unchecked example ................................................................ 280

Figure 136: Repair Lot Sizes checked example .......................................................................... 280

Figure 137: Initial state .......................................................................................................... 283

Figure 138: Inhouse Flag set on Top Alternative Choice Level ..................................................... 285

Figure 139: Inhouse Flag set on Top Alternative Level and on Sub-components ............................ 286

Figure 140: Initial state .......................................................................................................... 288

Figure 141: Inhouse Flag set on Top Alternative Level and on Sub-component alternatives ............ 290

Figure 142: Inhouse consumption with Pull Flag on.................................................................... 292



Figure 143: Use Up Scenario ................................................................................................... 295

Figure 144: Complex Supply Network ...................................................................................... 296

Figure 145: Material Requirements Planning screen ................................................................... 296

Figure 146: Create Pegging screen .......................................................................................... 298

Figure 147: Demand and Supply ............................................................................................. 299

Figure 148: Pegging tree (demand and supply) ......................................................................... 300

Figure 149: Reallocation screen............................................................................................... 302

Figure 150: Reallocation Step1................................................................................................ 305

Figure 151: Reallocation - final result ....................................................................................... 307

Figure 152: Calculate Release Status screen ............................................................................. 308

Figure 153: Material Attribute screen ....................................................................................... 309

Figure 154: Shortage Analysis screen ...................................................................................... 314

Figure 155: Forecast Commit dialog ......................................................................................... 318

Figure 156: User Profile .......................................................................................................... 326

Figure 157: Undock screen ..................................................................................................... 333

Figure 158: Split tab .............................................................................................................. 334

Figure 159: Split screen ......................................................................................................... 335

Figure 160: Wildcard Retrieval ................................................................................................ 336

Figure 161: Retrieval using standard filters ............................................................................... 337

Figure 162: List Selection Tool ................................................................................................ 338

Figure 163: Querymode String Filter ........................................................................................ 341

Figure 164: Querymode Date Filter .......................................................................................... 341

Figure 165: Querymode Numeric Filter ..................................................................................... 342

Figure 166: Query Builder ...................................................................................................... 342

Figure 167: Batch Update dialog of the Process Setup screen ...................................................... 353

Figure 168: Pivot Table .......................................................................................................... 360

Figure 169: Detailed view of value item ................................................................................... 361

Figure 170: Pivot Setup .......................................................................................................... 361

Figure 171: Information screen ............................................................................................... 364

Figure 172: Find Tool ............................................................................................................. 366

Figure 173: Print Preview ....................................................................................................... 367

Figure 174: Print Settings ....................................................................................................... 368

Figure 175: Parameter ........................................................................................................... 369

Figure 176: Planning Setting ................................................................................................... 371

Figure 177: User Authorization ................................................................................................ 373

Figure 178: Create Account .................................................................................................... 374

Figure 179: Menu Configuration .............................................................................................. 376



Figure 180: Change Menu ....................................................................................................... 377

Figure 181: Command Wizard screen with stored server command .............................................. 378

Figure 182: Change Menu context menu .................................................................................. 378

Figure 183: Menu Settings ...................................................................................................... 379

Figure 184: Static Menu ......................................................................................................... 380

Figure 185: Report Repository ................................................................................................ 382

Figure 186: Manage Auxiliary Fields ......................................................................................... 384

Figure 187: Manage Merge Columns ........................................................................................ 385

Figure 188: Add Columns Wizard ............................................................................................. 386

Figure 189: Simple Join Wizard ............................................................................................... 387

Figure 190: Conditional Join Wizard ......................................................................................... 388

Figure 191: Computed Columns Wizard .................................................................................... 389

Figure 192: Command Wizard ................................................................................................. 401

Figure 193: Command Wizard - New Command ........................................................................ 402

Figure 194: Command Wizard - Save Command ........................................................................ 403

Figure 195: Report Wizard - Custom Filter ................................................................................ 404

Figure 196: Report Wizard ...................................................................................................... 405

Figure 197: Report Wizard column selection ............................................................................. 407

Figure 198: Report Title ......................................................................................................... 408

Figure 199: Report Wizard – Filter Selection - Standard Filter ..................................................... 409

Figure 200: Report Wizard - Custom Filter ................................................................................ 410

Figure 201: Create Custom Filter ............................................................................................. 411

Figure 202: Linking an excel template ...................................................................................... 415

Figure 203: Navigation Wizard ................................................................................................ 415

Figure 204: Parameter Mappings ............................................................................................. 417

Figure 205: Server Admin ...................................................................................................... 419

Figure 206: Server Admin report tab........................................................................................ 420

Figure 207: Active Sessions screen .......................................................................................... 420

Figure 208: Active Users screen .............................................................................................. 421

Figure 209: Service Response chart ......................................................................................... 422

Figure 210: Memory Usage ..................................................................................................... 423

Figure 211: Memory Usage Raw Data ...................................................................................... 425

Figure 212: Inbound Interface Status screen ............................................................................ 426

Figure 213: Outbound Interface Status screen .......................................................................... 427

Figure 214: Dictionary screen ................................................................................................. 428

Figure 215: Exceptions screen ................................................................................................ 429

Figure 216: Log table ............................................................................................................. 430



Figure 217: Subscreen Customizing ......................................................................................... 432

Figure 218: Add/Remove Columns ........................................................................................... 435

Figure 219: Collapse / Expand Columns ................................................................................... 436

Figure 220: Suppress Repeating Values .................................................................................... 437

Figure 221: Default Filter/Sort Mode ........................................................................................ 438

Figure 222: Expert Mode ........................................................................................................ 439

Figure 223: Change Label ....................................................................................................... 440

Figure 224: Change Type - Number ......................................................................................... 442

Figure 225: Change Type - String ............................................................................................ 443

Figure 226: Change Colors ..................................................................................................... 446

Figure 227: Change Protection ................................................................................................ 448

Figure 228: Change Visibility .................................................................................................. 449

Figure 229: Change Update Settings ........................................................................................ 450

Figure 230: Access Settings .................................................................................................... 451

Figure 231: Security Settings .................................................................................................. 451

Figure 232: Drop-down Access ................................................................................................ 452

Figure 233: Drop-down Access properties ................................................................................. 452

Figure 234: Ticker Setup ........................................................................................................ 453

Figure 235: Web Executor ...................................................................................................... 454

Figure 236: Parameter - Web Executor .................................................................................... 454

Figure 237: External Dropdowns ............................................................................................. 455

Figure 238: Management Dashboard Report ............................................................................. 459

Figure 239: Management Dashboard Report – Settings .............................................................. 460

Figure 240: Lateness/Prio Map ................................................................................................ 463

Figure 241: Lateness/ Prio Map - Settings ................................................................................ 464

Figure 242: Demand Commit Report ........................................................................................ 468

Figure 243: Demand Commit Setup ......................................................................................... 470

Figure 244: Ack Date Report ................................................................................................... 473

Figure 245: Delivery Plan Report ............................................................................................. 478

Figure 246: Delivery Workbench.............................................................................................. 483

Figure 247: Graphical Pegging Report ...................................................................................... 484

Figure 248: Top Down Pegging Report ..................................................................................... 486

Figure 249: Push/Short Alert Report ........................................................................................ 490

Figure 250: Demand Bottom Up Pegging Report ........................................................................ 495

Figure 251: Demand Report .................................................................................................... 498

Figure 252: Demand Flow Report ............................................................................................ 500

Figure 253: Pegging Report .................................................................................................... 502



Figure 254: Pick List Report .................................................................................................... 505

Figure 255: Locked Order Report ............................................................................................. 506

Figure 256: Locked Orders Report selection criteria ................................................................... 508

Figure 257: Replenishment Report ........................................................................................... 514

Figure 258: Replenishment Setup ............................................................................................ 515

Figure 259: Replenishment Proposals Report ............................................................................ 520

Figure 260: Replenishment WO Detail Report ............................................................................ 523

Figure 261: Process Replenishment Plan................................................................................... 527

Figure 262: Graphical Inventory Report .................................................................................... 530

Figure 263: Supply Workbench ............................................................................................... 533

Figure 264: Supply Bottom Up Pegging Report .......................................................................... 535

Figure 265: Supply Report ...................................................................................................... 538

Figure 266: WOP Detail Report ................................................................................................ 541

Figure 267: Structure of secondary demands and consumptions .................................................. 545

Figure 268: Requirement Report ............................................................................................. 545

Figure 269: PO Proposal Report ............................................................................................... 547

Figure 270: IWT Proposal Report ............................................................................................. 551

Figure 271: WO Proposal Report.............................................................................................. 555

Figure 272: Change Order Proposal Report ............................................................................... 560

Figure 273: Shortage Excess Report ........................................................................................ 566

Figure 274: Backlog FGI Report............................................................................................... 575

Figure 275: Memo Report ....................................................................................................... 578

Figure 276: Capacity Requirements Report ............................................................................... 581

Figure 277: Capacity Utilization Report..................................................................................... 586

Figure 278: Capacity Utilization Report - Settings ...................................................................... 586

Figure 279: Capacity Utilization Setup ...................................................................................... 588

Figure 280: Consumption Report ............................................................................................. 590

Figure 281: Scenario tree view ................................................................................................ 594

Figure 282: Manage Scenarios ................................................................................................ 595

Figure 283: Rename Scenario ................................................................................................. 600

Figure 284: Activate Scenario ................................................................................................. 600

Figure 285: Deactivate Scenario .............................................................................................. 601

Figure 286: Scenario Access ................................................................................................... 602

Figure 287: Demand Commit report with scenario selection ........................................................ 604

Figure 288: View Scorecards screen......................................................................................... 605

Figure 289: Replay Action Log ................................................................................................. 605

Figure 290: Manage Scorecards screen .................................................................................... 609



Figure 291: Score assignment for increasing and decreasing KPIs ............................................... 612

Figure 292: Add KPI / Change KPI ........................................................................................... 615

Figure 293: View Scorecard screen .......................................................................................... 619

Figure 294: View Scorecard - Radar Chart ................................................................................ 621

Figure 295: View Scorecard - bar chart .................................................................................... 621

Figure 296: View Scorecards - KPI Detail .................................................................................. 622

B.2 Table of Tables

Table 1: Planning Horizon report results ....................................................................................... 8

Table 2: Planning Grid dialog box description .............................................................................. 10

Table 3: Buttons in the Business Calendar .................................................................................. 11

Table 4: Business Calendar report results ................................................................................... 12

Table 5: Create Business Calendar dialog box description ............................................................. 13

Table 6: Settings in the Planning Grid ........................................................................................ 15

Table 7: Planned Inventory for the SYSTEM_1 part on monthly basis ............................................. 15

Table 8: Explanation of the Planning Grid screen ......................................................................... 16

Table 9: Planned Inventory for the SYSTEM_1 part on weekly basis ............................................... 17

Table 10: Planning Grid settings ................................................................................................ 17

Table 11: Daily, Weekly, Monthly Planning.................................................................................. 19

Table 12: Data setup in the Planning Grid ................................................................................... 19

Table 13: Planning Horizon with Default Business Calendar as GREGORIAN_US ............................... 20

Table 14: Data setup in the Planning Grid ................................................................................... 21

Table 15: Planning Horizon with Default Business Calendar as ISO ................................................ 21

Table 16: Business Calendar Settings......................................................................................... 22


Table 18: Business Calendar with Calendar Type 4-4-5 ................................................................ 23

Table 19: Planning Horizon with Calendar Type 4-4-5 .................................................................. 24

Table 20: Business Calendar Settings......................................................................................... 24


Table 22: Create Business Calendar settings ............................................................................... 25

Table 23: Business Calendar with Calendar Type GREGORIAN ....................................................... 25

Table 24: Calendar Workbench selection criteria.......................................................................... 27

Table 25: Calendar Workbench report results .............................................................................. 28

Table 26: Calendar Setup screen ............................................................................................... 31

Table 27: Calendar descriptions ................................................................................................ 32

Table 28: Depot selection criteria .............................................................................................. 33



Table 29: Depot setup report results .......................................................................................... 33

Table 30: Depot Family selection criteria .................................................................................... 34

Table 31: Depot Family report results ........................................................................................ 35

Table 32: Depot Setup screen ................................................................................................... 35

Table 33: Depot Family Setup screen ......................................................................................... 36

Table 34: Modeling of depot families .......................................................................................... 37

Table 35: Customer selection criteria ......................................................................................... 38

Table 36: Customer report results ............................................................................................. 38

Table 37: Channel selection criteria ........................................................................................... 39

Table 38: Channel report results ............................................................................................... 39

Table 39: Channel Mapping selection criteria .............................................................................. 41

Table 40: Channel Mapping report results ................................................................................... 41

Table 41: Channel Workbench screen ........................................................................................ 43

Table 42: Parent channel modeling in the Channel Workbench screen ............................................ 43

Table 43: Data Setup in the Channel Mapping ............................................................................. 44

Table 44: Example of a parent channel mapping ......................................................................... 44

Table 45: Data Setup in the Channel Mapping ............................................................................. 45

Table 46: Channel modeling in the Channel Workbench screen ..................................................... 45

Table 47: Logic propagation of the price ..................................................................................... 46

Table 48: Channel Workbench screen ........................................................................................ 46

Table 49: Part Setup selection criteria ........................................................................................ 50

Table 50: Part Setup report results ............................................................................................ 51

Table 51: Part-Depot Setup selection criteria .............................................................................. 52

Table 52: Part-Depot Setup report results .................................................................................. 53

Table 53: Part Family Setup selection criteria .............................................................................. 54

Table 54: Part Family Setup report results .................................................................................. 54

Table 55: Part Lock report results .............................................................................................. 57

Table 56: Part set up for the parts SYSTEM_1 and SYSTEM_2 ....................................................... 59

Table 57: Part families’ setup in the Family Setup screen ............................................................. 60

Table 58: Parent part families’ setup in the Family Setup screen ................................................... 60

Table 59: Supplier selection criteria ........................................................................................... 61

Table 60: Supplier report results ............................................................................................... 61

Table 61: Supplier setup example .............................................................................................. 62

Table 62: Synonyms for WSD, CCD, WCD................................................................................... 68

Table 63: Lead Time and Follow-Up Time behavior for the three process types................................ 68

Table 64: Process Setup screen selection criteria ......................................................................... 72

Table 65: Process Setup report results ....................................................................................... 73



Table 66: Process Share selection criteria ................................................................................... 75

Table 67: Process Share report results ....................................................................................... 76

Table 68: Process Share Definition screen selection criteria .......................................................... 76

Table 69: Process Shares Definition report results ....................................................................... 77

Table 70: Process setup screens ................................................................................................ 79

Table 71: Production Process setup in the BoM ............................................................................ 80

Table 72: Reference of the Production Process with the capacity ................................................... 80

Table 73: Depot process setup in the Process Setup screen .......................................................... 81

Table 74: Supplier Process setup in the Process Setup screen ....................................................... 83

Table 75: Split definition in the Process Setup screen ................................................................... 84

Table 76: Split reflected in the Supply Bottom Up report .............................................................. 84

Table 77: Process Setup screen ................................................................................................. 85

Table 78: Supply Bottom Up screen ........................................................................................... 86

Table 79: Process Setup screen ................................................................................................. 87

Table 80: Supply Bottom Up Pegging Report screen ..................................................................... 87

Table 81: On-Hand Inventory ................................................................................................... 88

Table 82: Bill of Materials screen ............................................................................................... 88

Table 83: Part -Depot screen with In-House Flag setup ................................................................ 89

Table 84: Supply Bottom Up Pegging report................................................................................ 89

Table 85: Process Share Definition screen .................................................................................. 91

Table 86: Process Share Overview screen ................................................................................... 91

Table 87: Alternative Parts Example .......................................................................................... 93

Table 88: Alternative Parts Example (cont.) ................................................................................ 93

Table 89: Alternative Group of Parts Example ............................................................................. 93

Table 90: Bill of Materials screen selection criteria ....................................................................... 95

Table 91: Bill of Materials report results ..................................................................................... 96

Table 92: Multi-level BoM Report selection criteria ....................................................................... 98

Table 93: Overview of node types and symbols ........................................................................... 99

Table 94: Overview of columns displaying details of the Multi-Level BOM ..................................... 101

Table 95: Split setup in the Bill of Materials screen .................................................................... 102

Table 96: Supply Bottom Up screen ......................................................................................... 102

Table 97: Setup of an alternative in the Bill of Materials screen (example).................................... 102

Table 98: Prioritized Flag in the Part-Depot Setup screen ........................................................... 103

Table 99: Set up of the Alt Group, Group ID and Split in the Part-Depot Setup screen ................... 103

Table 100: Supply Bottom Up Pegging screen ........................................................................... 103

Table 101: Setup of the alternative group in the Bill of Material screen ........................................ 104

Table 102: Alternative Grouping shown in Top Down Pegging Report ........................................... 105



Table 103: Withdrawing/adding a component for the planning through alternative BOM ................. 105

Table 104: Process Replenishment Plan .................................................................................... 106

Table 105: Target Inventory screen selection criteria ................................................................. 108

Table 106: Target Inventory report results ............................................................................... 108

Table 107: Target Inventory report results ............................................................................... 108

Table 108: Target Inventory set up in the Target Inventory screen .............................................. 109

Table 109: Reflection of the Target Inventory in the Replenishment Report screen ........................ 110

Table 110: Calculation of Target Inventory ............................................................................... 110

Table 111: Days of Supply set up in the Target Inventory screen ................................................ 111

Table 112: Reflection of the Range of Coverage Target in the Replenishment Report screen ........... 111

Table 113: Replenishment Report ............................................................................................ 112

Table 114: Target Inventory screen ......................................................................................... 112

Table 115: Replenishment Report screen .................................................................................. 113

Table 116: Capacity Setup screen selection criteria.................................................................... 116

Table 117: Capacity Setup report results .................................................................................. 117

Table 118: Capacity Profile screen selection criteria ................................................................... 119

Table 119: Capacity Profile report results ................................................................................. 120

Table 120: Capacity Adjustment screen selection criteria ............................................................ 121

Table 121: Capacity Adjustment report results .......................................................................... 121

Table 122: Capacity Family screen selection criteria................................................................... 122

Table 123: Capacity Family report results ................................................................................. 122

Table 124: Capacity Setup screen............................................................................................ 123

Table 125: Limit of the capacity setup for FINAL_ASSEMBLY, weekly basis ................................... 123

Table 126: Limit if the capacity setup for FINAL_ASSEMBLY ........................................................ 124

Table 127: Setup of the Capacity Profile for the CM1 depot ......................................................... 125

Table 128: Capacity limits setup for CM1 depot, FINAL_ASSEMBLY, from 05/15/2010 until 05/26/2010

........................................................................................................................................... 125

Table 129: Capacity Adjustment screen .................................................................................... 125

Table 130: Capacity Requirements screen, Limits for the week ................................................... 126

Table 131: Capacity Family ..................................................................................................... 126

Table 132: Bill of Capacities selection criteria ............................................................................ 127

Table 133: Inverted Bill of Capacities selection criteria ............................................................... 127

Table 134: Bill of Capacity report results .................................................................................. 128

Table 135: Bill of Capacities screen, process with several capacities ............................................ 128

Table 136: Bill of Capacity, alternative capacity setup ................................................................ 129

Table 137: Price name definition ............................................................................................. 130

Table 138: Std Unit Price in Channel Workbench ....................................................................... 130



Table 139: Std Unit Price on part-depot level ............................................................................ 131

Table 140: Cost name definition .............................................................................................. 133

Table 141: Unit Roll Up Cost definition ..................................................................................... 135

Table 142: Scenario1 setup in the Process Setup screen ............................................................ 138

Table 143: Scenario2 setup in the Process Setup screen ............................................................ 139

Table 144: Comparison of the scenarios in the Replenishment Report screen ................................ 139

Table 145: Margin Comparison of Scenario1 and Scenario2 in the Demand Commit screen ............. 140

Table 146: Customer Order selection criteria ............................................................................ 147

Table 147: Customer Order report results ................................................................................ 148

Table 148: Order Lock report results ........................................................................................ 150

Table 149: Shippable Forecast screen selection criteria .............................................................. 152

Table 150: Shippable Forecast report results ............................................................................ 153

Table 151: Additional Demand screen selection criteria .............................................................. 154

Table 152: Additional Demand report results ............................................................................ 155

Table 153: Inventory Reservation screen selection criteria.......................................................... 156

Table 154: Inventory Reservation report results ........................................................................ 156

Table 155: Inventory screen selection criteria ........................................................................... 158

Table 156: Inventory report results ......................................................................................... 159

Table 157: Inter Warehouse Transfer screen selection criteria ..................................................... 160

Table 158: Inter Warehouse Transfer report results ................................................................... 161

Table 159: Purchase Order selection criteria ............................................................................. 162

Table 160: Purchase Order report results ................................................................................. 163

Table 161: Work Order screen selection criteria ........................................................................ 164

Table 162: Work Order report results ....................................................................................... 165

Table 163: Firm Planned Order selection criteria ........................................................................ 167

Table 164: Firm Planned Order report results ............................................................................ 168

Table 165: Firm Supply selection criteria .................................................................................. 175

Table 166: Firm Supply report results ...................................................................................... 175

Table 167: Save Material Commit description ............................................................................ 179

Table 168: Material Commit - selection criteria ......................................................................... 181

Table 169: Material Commit - report results .............................................................................. 181

Table 170: Load Material Commit description ............................................................................ 185

Table 171: Load Material Commit into IWT ............................................................................... 185

Table 172: Save Capacity Commit description ........................................................................... 188

Table 173: Capacity Commit - selection criteria ......................................................................... 189

Table 174: Capacity Commit - report results ............................................................................. 189

Table 175: Load Capacity Commit dialog box - description ......................................................... 192



Table 176: FC Type report results ............................................................................................ 195

Table 177: Forecast selection criteria ....................................................................................... 196

Table 178: Forecast report results ........................................................................................... 196

Table 179: Bucket to Date screen selection criteria .................................................................... 197

Table 180: Bucket to Date report results .................................................................................. 198

Table 181: FC Netting Overview screen selection criteria ............................................................ 199

Table 182: FC Netting Overview report results .......................................................................... 200

Table 183: FC Netting Details report results .............................................................................. 200

Table 184: Forecast Netting dialog box - description .................................................................. 204

Table 185: Input time series ................................................................................................... 205

Table 186: Resulting time series after netting ........................................................................... 205

Table 187: Channel Hierarchy Example .................................................................................... 206

Table 188: Gross Forecast Example Data .................................................................................. 207

Table 189: Customer Order Example Data ................................................................................ 208

Table 190: Net Forecast dialog box .......................................................................................... 208

Table 191: Shippable Forecast: resulting forecast after netting ................................................... 209

Table 192: Gross Forecast Example Data .................................................................................. 209

Table 193: Customer Order Example Data ................................................................................ 210


Table 195: Channel Mapping ................................................................................................... 211

Table 196: Channel Workbench ............................................................................................... 212

Table 197: Shippable Forecast ................................................................................................ 213

Table 198: Forecast screen ..................................................................................................... 214

Table 199: Customer Order screen .......................................................................................... 214


Table 201: Forecast screen ..................................................................................................... 215

Table 202: Forecast Classification dialog box - description .......................................................... 218

Table 203: Forecast Allocation dialog box - description ............................................................... 221

Table 204: Slice SFC dialog box - description ............................................................................ 225

Table 205: Create SFC dialog box - description ......................................................................... 229

Table 206: Primary Demand selection criteria ........................................................................... 230

Table 207: Primary demand report results ................................................................................ 231

Table 208: Create Primary Demand dialog box - description ....................................................... 236

Table 209: Customer Order with OI Group ................................................................................ 238

Table 210: Priority Mapping data fields ..................................................................................... 241

Table 211: Buttons description ................................................................................................ 246

Table 212: Priority assignment parameter ................................................................................ 247




Table 214: Rules report results ............................................................................................... 249


Table 216: Adjust Primary Demand description ......................................................................... 253

Table 217: Create Firm Supply dialog box - description .............................................................. 256

Table 218: Constraint Based Planning settings description .......................................................... 262

Table 219: Delivery Synchronization Example ........................................................................... 263

Table 220: Delivery Synchronization - Complete Delivery ........................................................... 263

Table 221: Delivery Synchronization - Full Item ........................................................................ 263

Table 222: Delivery Synchronization -Proportional ..................................................................... 264

Table 223: Delivery Synchronization - Partial ............................................................................ 264

Table 224: Shopping Baskets Example ..................................................................................... 265

Table 225: Shopping Baskets Example (cont.) .......................................................................... 266

Table 226: Order Synchronization examples ............................................................................. 267

Table 227: Part Depot Setup screen ......................................................................................... 277

Table 228: Process Setup screen ............................................................................................. 277

Table 229: Part Depot Setup screen ......................................................................................... 278

Table 230: Process Setup screen ............................................................................................. 279

Table 231: Bill of Material screen ............................................................................................. 284

Table 232: Demand Bottom Up Pegging screen ......................................................................... 284

Table 233: Part-Depot screen ................................................................................................. 285


Table 235: Part-Depot setup screen ......................................................................................... 287

Table 236: Inventory screen ................................................................................................... 287


Table 238: PO Proposal screen ................................................................................................ 288




Table 242: Part-Depot setup screen ......................................................................................... 291

Table 243: Inventory screen ................................................................................................... 291



Table 246: Part-Depot screen ................................................................................................. 293

Table 247: Process Screen ...................................................................................................... 293






Table 251: Reallocation dialog box description .......................................................................... 303

Table 252: Material Attribute report results .............................................................................. 310

Table 253: ICON-SCP Shortage Types ...................................................................................... 317

Table 254: Forecast Commit dialog box - description ................................................................. 319

Table 255: Icons description ................................................................................................... 328

Table 256: Status Bar description ............................................................................................ 329

Table 257: TDI Tab style ........................................................................................................ 329

Table 258: TDI Treeview style ................................................................................................. 330

Table 259: Tab theme ............................................................................................................ 332

Table 260: File formats .......................................................................................................... 355

Table 261: Pivot Setup description .......................................................................................... 362

Table 262: Calculator - Row Statistics description ...................................................................... 363

Table 263: Information Subscreen statistics description ............................................................. 365

Table 264: Information Subscreen layout description ................................................................. 365

Table 265: AutoFit Columns options ......................................................................................... 366

Table 266: Print Settings description ........................................................................................ 368

Table 267: Client Parameter description ................................................................................... 371

Table 268: Server Parameter description .................................................................................. 372

Table 269: Prioritization parameter description ......................................................................... 372

Table 270: NP-Code default value description ........................................................................... 373

Table 271: User Account Properties ......................................................................................... 375

Table 272: Report Repository buttons functionalities .................................................................. 383

Table 273: Manage auxiliary fields screen - button functionalities ................................................ 384

Table 274: Implicit data type conversions ................................................................................. 390

Table 275: Report Wizard options ............................................................................................ 406

Table 276: Custom Filter Objects and their definitions ................................................................ 413

Table 277: Navigation bar description ...................................................................................... 416

Table 278: Button description ................................................................................................. 419

Table 279: Active Sessions - definition ..................................................................................... 421

Table 280: Active Users - definition ......................................................................................... 422

Table 281: Service Response screen - selection criteria .............................................................. 422

Table 282: Service Response screen - description ...................................................................... 423

Table 283: Memory Usage - description.................................................................................... 424

Table 284: Memory Usage - report results ................................................................................ 425

Table 285: Inbound Interface Status - description ..................................................................... 426

Table 286: Outbound Interface Status - description ................................................................... 427



Table 287: Dictionary screen – selection criteria ........................................................................ 429

Table 288: Dictionary screen - report results ............................................................................ 429

Table 289: Dictionary screen – selection criteria ........................................................................ 430

Table 290: Dictionary screen - report results ............................................................................ 430

Table 291: Log Table selection criteria ..................................................................................... 431

Table 292: Log Table report results ......................................................................................... 431

Table 293: Subscreen Customizing - Overview of buttons functionalities ...................................... 433

Table 294: Label size examples ............................................................................................... 441

Table 295: Change Type - Edit ................................................................................................ 442

Table 296: Change Type - Dropdown ....................................................................................... 443

Table 297: Change Type - String ............................................................................................. 445

Table 298: Drop-down Access description ................................................................................. 452

Table 299: Drop-down filter properties ..................................................................................... 453

Table 300: Management Dashboard Report selection criteria ...................................................... 460

Table 301: Management Dashboard report results ..................................................................... 461

Table 302: Lateness Prio Map selection criteria ......................................................................... 465

Table 303: Lateness Prio Map - report results ........................................................................... 466

Table 304: Demand Commit selection criteria ........................................................................... 469

Table 305: Demand Commit Setup .......................................................................................... 471

Table 306: Demand Commit report result ................................................................................. 471

Table 307: Ack Date Report selection criteria ............................................................................ 475

Table 308: Ack Date report results .......................................................................................... 477

Table 309: Delivery Plan selection criteria ................................................................................ 479

Table 310: Delivery Plan report results ..................................................................................... 481

Table 311: Graphical Pegging Report - report results ................................................................. 485

Table 312: Top Down Pegging Report selection criteria .............................................................. 487

Table 313: Top Down Pegging report results ............................................................................. 488

Table 314: Push Short Alert Report selection criteria .................................................................. 491

Table 315: Push Short Alert report results ................................................................................ 494

Table 316: Demand Bottom Up Pegging Report selection criteria ................................................. 496

Table 317: Demand Bottom Up Pegging report results ............................................................... 497

Table 318: Demand Report - selection criteria ........................................................................... 499

Table 319: Demand Report – report results .............................................................................. 499

Table 320: Demand Flow Report selection criteria...................................................................... 500

Table 321: Demand-Flow Report ............................................................................................. 501

Table 322: Pegging Report - selection criteria ........................................................................... 503

Table 323: Pegging Report – report results ............................................................................... 504



Table 324: Pick List Report selection criteria ............................................................................. 505

Table 325: Pick-List Report ..................................................................................................... 506

Table 326: Locked Orders report results ................................................................................... 510

Table 327: Replenishment Report selection criteria .................................................................... 515

Table 328: Demand Commit Setup .......................................................................................... 516

Table 329: Replenishment report results .................................................................................. 516

Table 330: Replenishment Report - report results ...................................................................... 518

Table 331: Replenishment Proposals Report selection criteria ..................................................... 520

Table 332: Replenishment Proposals - report results .................................................................. 522

Table 333: Replenishment WO Detail Report selection criteria ..................................................... 524

Table 334: Replenishment WO Detail report results ................................................................... 525

Table 335: Process Replenishment Plan selection criteria ............................................................ 527

Table 336: Process Replenishment Plan report results ................................................................ 528

Table 337: Graphical Inventory Report - selection criteria........................................................... 530

Table 338: Graphical Inventory Report - report results ............................................................... 531

Table 339: Supply Bottom Up Pegging Report selection criteria ................................................... 536

Table 340: Supply Bottom Up Pegging report results ................................................................. 537

Table 341: Supply Report - selection criteria ............................................................................. 539

Table 342: Supply Report – reporting results ............................................................................ 540

Table 343: WOP Detail Report - selection criteria ....................................................................... 541

Table 344: WOP Detail – report results .................................................................................... 542

Table 345: Example Bill of Materials ........................................................................................ 542

Table 346: Example Bill of Capacities ....................................................................................... 542

Table 347: Example Supply .................................................................................................... 543

Table 348: Example Demand .................................................................................................. 543

Table 349: Example Consumption ........................................................................................... 543

Table 350: Example WOP Detail .............................................................................................. 544

Table 351: Requirement Report - selection criteria .................................................................... 546

Table 352: Requirements Report ............................................................................................. 546

Table 353: Proposal Report selection criteria ............................................................................. 547

Table 354: Proposal report results ........................................................................................... 549

Table 355: IWT Proposal Report selection criteria ...................................................................... 552

Table 356: IWT Proposal report results .................................................................................... 553

Table 357: WO Proposal report result ....................................................................................... 556

Table 358: WO Proposal report results ..................................................................................... 557

Table 359: Examples for Increase Order Action ......................................................................... 562

Table 360: Order Actions ........................................................................................................ 562



Table 361: Change Order Proposal Report selection criteria ........................................................ 563

Table 362: Change Order Proposal report result ........................................................................ 564

Table 363: Shortage Excess Report selection criteria ................................................................. 567

Table 364: Shortage Excess overview - report result .................................................................. 570

Table 365: Shortage Excess details - report results ................................................................... 572

Table 366: Backlog FGI Report selection criteria ........................................................................ 576

Table 367: Backlog FGI report results ...................................................................................... 577

Table 368: Memo report selection criteria ................................................................................. 579

Table 369: Memo report results .............................................................................................. 579

Table 370: Capacity Requirements Report selection criteria ........................................................ 583

Table 371: Capacity Requirements report results ....................................................................... 584

Table 372: Capacity Utilization Report selection criteria .............................................................. 587

Table 373: Capacity Utilization Setup ....................................................................................... 588

Table 374: Capacity Utilization report results ............................................................................ 589

Table 375: Consumption Report - selection criteria .................................................................... 590

Table 376: Consumption Report – report results ........................................................................ 591

Table 377: Manage Scenarios - report results ........................................................................... 596

Table 378: Manage Scenarios - buttons functionalities ............................................................... 596

Table 379: Create Scenario - report results .............................................................................. 597

Table 380: Manage Scorecards – general view report results ...................................................... 609

Table 381: Manage Scorecard - general view buttons functionality .............................................. 610

Table 382: New Scorecard - report results ................................................................................ 610

Table 383: Manage Scorecards – scorecard detail view report results ........................................... 614

Table 384: Manage Scorecard – scorecard detail view buttons functionality .................................. 614

Table 385: Add KPI / Change KPI – dialog box description .......................................................... 616

Table 386: KPI Filter .............................................................................................................. 617

Table 387: View Scorecard - selection criteria ........................................................................... 619

Table 388: View Scorecards – report results ............................................................................. 620

Table 389: Material Environment - retrieving data ..................................................................... 661


__________________________________________________________________________________ © 2012 by icon-scm Glossary | 1

Glossary

AD

Abbreviation for Additional Demand.

Additional Demand

Additional Demands represent demands, which are not (yet) in the books, meaning that

neither a customer order nor a forecast quantity exists. They can be used for modelling

special situations (such as promotions or special deals) or driving supply requirements

without “real” demands.

Furthermore, additional demands are frequently used as demand input for What-if

simulations. By entering an Additional Demand and re-planning, a planner can easily

determine if and when on-top demands are feasible and ready to deliver.

Additional Demand can be entered in the Material Environment Window.

Arrival Date

For Expected Receipts, specifies when the Material is available. The supply from the

expected receipt is considered available for the corresponding planning period. If the arrival

date is a non-working day, the supply will be available at the next working day.

BOM

Abbreviation for Bill of Material.

A BOM describes a product in terms of its assemblies, subassemblies and basic components.

A BOM is hierarchical.

Bill of materials (BOM) is a list of the raw materials, sub-assemblies, components, parts and

the quantities of each needed to manufacture an end item (final product)

BTO

Abbreviation for Build to Order.

Build to order, often abbreviated as BTO and sometimes referred to as make to order (MTO),

is a production approach where once a confirmed order for products is received, products

are built. BTO is the oldest style of order fulfilment and is the most appropriate approach

used for highly customised or low-volume products. As BTO Products are made in relation to

orders, they typically carry no inventory.



BTS

Abbreviation for Build to Stock.

Build to stock, or make to stock, often abbreviated as BTS or MTS, is a build-ahead

production approach in which production plans are based on information of historical

demand, along with sales forecast information. BTS is typically what people associate with

the industrial revolution mass production techniques, where in anticipation of demand vast

quantities of goods are produced and stocked in warehouses

Bucket Size

Bucket Size specifies the number of working days in the respective Planning Period.

Business Calendar

The business calendar defines business weeks, months, quarters and years which are

typically aligned to fiscal periods of the organization.

CBP

Abbreviation for Constraint Based Planning.

CBP takes the unconstrained planning approach one step forward, considering the

constraints of parts and capacities. If a part or capacity is set to constrain the plan, it will not

"overbook" any more. Instead, the material or capacity will only be scheduled once the

specific constraint is resolved, e.g. after the external lead time.

Channel

Channels represent either sales channels or customers. The information is typically attached

to customer orders and forecast. Channels can also be arranged hierarchically.

SAP term: Customer

CO

Abbreviation for Customer Orders.

CTB

Abbreviation for Clear to Build.

CTB is a process that performs a material check before orders are released to production.

ICON-CTB will net out released orders and respective inventory from the planning system.

CTO

Abbreviation for Configure to Order.



Configure to Order, often abbreviated as CTO, is a production approach where products are

configured or assembled to meet unique customer requirements, e.g. Computers

Current Date

Starting Date for the Planning Period. The first day of the Planning Period is the first working

day equal to or following Current Date. This Current Date can also be a date in the past.

Customer Orders

Customer Orders from the Execution System, is an order received by a business from a

customer. A Customer Order may be for products and/or services.

The Customer Order input data can be reviewed in the Material Environment Window.

Demand

Demand represents the driving element in Demand-Supply Matching. Different demand

types are (input): Customer Order, Forecast, Additional Demands or Inventory Reservations.

Demands can also arise from inventory targets, e.g. minimum inventory, or other planning

parameters, such as lot sizes.

In planning, Demand is considered the sum of Primary Demand and Secondary Demand.

Depot

The depots are elements of the supply chain structure that represent locations where

materials are procured, transformed, stocked and/or distributed, such as manufacturing

plants, distribution centers or vendor hubs. A depot is a logical entity and not necessarily

needs to refer to a physical site. The depot is a mandatory attribute to any demand and

supply within the model.

Fixed supply connections can be defined between Depots.

SAP term: Location

Discontinued parts

These are understood as parts which are being replaced by others. The new parts are called

Roll-in Parts, and can be entered in the Part Data in the Default Sub-window.

EAD

Abbreviation for Earliest Acceptance Date.

Earliest date a customer accepts a delivery, also known as ERD (Earliest Requested Date).

EMCD

Abbreviation for Earliest Material Consumption date.



It is the earliest date when material is consumed of all components required to build a

product.

ERD

Abbreviation for Earliest Requested Date. It is the earliest date, when a customer accepts a

delivery. Also known as Earliest Acceptance Date (EAD).

Exec WSD

The Exec WSD schedule describes the replenishment ICON-SCP worked out at work order

start date (WSD).

Executable Work Orders

Work Orders in the Proposed Schedule, which can be executed at the particular time from

the material point of view. There is no check on whether there is sufficient capacity on the

Production Line at the time of execution, unless the Capacity Check is activated.

Execution Systems

Systems with which ICON-SCP exchanges data (opposed to planning systems).

Expected Receipts

Expected Receipts are planned receipts. They include the sum of the planned goods receipts

from firm supply, such as POs, IWTs or Proposals.

FC

Abbreviation for Forecast.

Feasible Schedule

The Feasible Production plan is determined from the Proposed Schedule taking into account

the Material and Capacity Availability. The capacity is only checked if the Capacity Check is

activated.

FGI

Abbreviation for Finished Goods Inventory.

This refers to the inventory at end of a period.



Fill or Kill (FoK)

The term 'Fill or Kill' (FOK) is introduced by traders in the stock market to identify the option

to buy or sell financial products immediately or not at all. A similar requirement has also

become more popular in the Consumer Goods industry. FOK products have in common that

they have to be sold quickly at relatively low cost. Also the high volume of sales orders

makes it essential to avoid the need to handle backorders in case of stock shortages.

Therefore, the demand needs to be satisfied in a certain timeframe otherwise it will expire.

ICON-SCP has introduced the “Expire Date” on demand level, in order to free up the

allocated supply for other demands.

Firm Planned Order

A firm planned order (FPO) defines a receipt of material without revealing how or from whom

the material will be received. Firm planned orders therefore are process-unspecific. Solely

the material, quantity and the expected receipt date are known and fixed, but there is no

information whether the material should be procured, produced or transferred from another

depot.

Firm Supply

Firm supply refers to expected material receipts that originate from either Firm Planned

Orders, Inter Warehouse Transfers, Purchase Orders or Work Orders. Firm Supply is the

supply side equivalent of Primary Demand and is generated using the Create Firm Supply

command. Apart from its origin, Firm Supply is characterized by its Scheduled Date and its

Reserve Flag. The Scheduled Date is the anticipated date of arrival but may not be met if

e.g. it is sent late from the supplier. The Reserve Flag can take the values “Both”, “Material”,

“Capacity” and “None”. It refers to the resource and material reservations that still need to

be done in order to further process the orders. If material needs to be reserved, at least lead

time plus follow up time passes until it becomes available. If capacity needs to be reserved,

times according to the Bill of Capacities setup pass until material is available. According to

the process model, capacity reservations become effective at the receiving depot and add to

the time due to material reservations. Consequently, “None” implies that material supplied

by a firm order will be available at the Scheduled Date notwithstanding Calendar deferrals.

Follow-Up Time

The time (in days) that normally elapses in a production process after capacity is booked

(see also LT).

Forecast

Planned sales volume.

Frozen Period

The frozen period is a process attribute that determines the period of time during which

expected receipts are limited to already firm orders. Planning will not create (propose) new



process instances. For example, for a procurement part, planning would not create any PO

Proposals and for an end product, planning would not propose any WO proposals within the

frozen period.

icon-SCC

Name of the icon-scm Collaboration System. SCC is short for Supply Chain Collaboration.

The icon-SCC enables collaboration among all the stakeholders providing visibility to demand

changes and allowing integration of up-to-date supply information back to ICON-SCP for a

closed loop planning process.

ICON-SCP

Name of the icon-scm Planning System. SCP is short for Supply Chain Planning.

The ICON-SCP is a system that integrates procurement, production and distribution planning

into one powerful tool, offering the flexibility needed for fast, accurate planning or re-

planning. ICON-SCP plans production well into the future and considers all inventory

shortages or other critical situations. ICON-SCP always preserves the original demand

pattern while a feasible plan is calculated on given constraints. This is very different from

ERP systems, which usually delay the production and procurement processes while

considering constraints.

Inter Warehouse Transfer

In determining the supplier, Routing Information which was stored in the MPS Supply Chain

is evaluated. If parts are routinely obtained or can be balanced from another Depot, ICON-

SCP generates IWT (Inter Warehouse Transfer) Proposals for the Expected Receipts instead

of PO Proposals. These delivery requests are transferred to a separate output file and can be

output via the IWT Proposals Report.

The receiving Depot’s IWT Proposal generates demand in the delivery Depot LT working days

before the arrival date. The corresponding Expected Receipt in the receiving Depot is

adjusted if the delivery Depot is unable or only partially able to deliver. For parts which are

produced in the delivery depot an additional workday is added to the transfer time.

For Expected Receipts from binding IWTs which are passed over the interface, no demand is

generated in the delivery Depot, as the stock has already been debited in the delivery

Depot. As soon as the stock is entered in the receiving Depot, the corresponding binding

IWT is automatically deleted in the Execution System.

SAP term: Stock Transfer Order


Inventory Reservations are a planning feature to simulate a withdrawal of inventory without

primary or secondary demand. Inventory reservations will take precedence on any other

demand. They can be used to model negative starting inventory.



IR

Abbreviation for Inventory Reservations.

IWT

Abbreviation for Inter Warehouse Transfer.

SAP term: Stock Transfer Order

LCL

Abbreviation for Lower Control Limit: Dynamic Minimum Inventory Level

The minimum safety stock expressed in WOS (weeks of supply). The buyer enters LCL.

LFD

The inventory at the Latest Feasible Date displays the inventory if all inward stock

movements take place as late as possible provided that all demand can be accommodated

on time.

The Latest Feasible Date is calculated from the independent top-level demand considering

the lead time and follow-up time. Depending on the calendar settings this considers working

days only or all calendar days including non-working days.

LT

Abbreviation for Lead Time.

The time (in days) that normally elapses to perform a process such as production, stock

transfer or purchase. For all process types (production, stock transfer, purchase) LT

describes the time before capacity is booked (see also Follow-up Time).

Material Requirements

Material Requirements contains the planned issues from Primary Demand and Secondary

Demand of Executable Work Orders, into which the part goes. Additional requirements arise

from Depot supply connections, if the current Depot serves as supply Depot for other

Depots.

MRP

Abbreviation for Material Requirements Planning.

MRP calculates and maintains a manufacturing and material plan based on master

production schedules, sales forecasts, inventory status, open orders and bills of material.



MTD

Abbreviation for Month to Date.

Non-Executable Work Orders

Work Orders in the Proposed Schedule which cannot be executed at the desired time,

because the available component stock or the capacity is insufficient at the Proposed Date.

Non-Executable Work Orders can also arise if free WOs to cover demand are proposed within

the frozen zone.

OH

Abbreviation for On Hand.

OO

Abbreviation for Open Order.

Overdue

Overdue Orders. POs which are more than OVERDUE_PO working days, Overdue are no

longer taken into account in Planning.

Part

The parts are elements of the supply chain structure that represent materials that flow

through a supply network, like finished goods, raw materials or subassembly parts. The part

is a mandatory attribute to any demand and supply within the model.

SAP term: Product

Part-Depot

Depot specific parts

SAP term: Location Product

PCD

Abbreviation for Product Completion Date.

It is the date of completion of a work order. PCD is the sum of Product Start Date (PSD),

Lead Time and Follow-Up Time.

PDD

Abbreviation for Primary Demand Delivery.



Describes the delivered quantity of any of the following primary demands: Customer Orders

(CO), Forecasts (FC), Additional Demands (AD), Inventory Reservations (IR)

Planning Periods

For days on which no work is done according to the Production Calendar, there are no

entries. In the display of weeks and months (Bucket Size > 1), the first associated working

day is shown as the Planning Period.

PO

Abbreviation for Purchase Order.

Primary Demand

The Primary Demand is made up of direct Customer Orders and the Shippable Forecasts for

the Part.

Process Types

Processes define how parts can be replenished in case of demand exceeding supply or if an

inventory buffer is desired. Thereby processes connect various locations within the supply

chain and eventually define the scope of the planning model. ICON-SCP distinguishes three

process types:

Production: Definition of a production process

Supplier: Definition of an external supplier relationship

Depot: Definition of a Supply Chain (link between two depots)

SAP term: Stock Transfer

Production Line

Production lines can be represented as capacities in ICON-SCP.

Production Time

The production time in workdays can be defined for products in the depot specific parts

window. It corresponds to the value in column LT for entries with Process Production.

If a production time is specified, all components must be available LT working days before

the execution date of the work order. If this date lies before start date for planning the work

order can only be executed if all required components can be taken from inventory.

Proposals

ICON-SCP determines Production and Purchasing Proposals, which can be retrieved by the

planner in the proposal window or via reports.



Proposed Schedule

The proposed schedule describes a replenishment plan considering the ideal schedule and

firm supply (PO, IWT, WO, FPO)

PO Proposals

From the comparison of supply, material requirements and target inventory, further (free)

Purchase Order Proposals are generated.

Defaults for the Order Quantity are taken into account. These defaults (“Min Order

Quantity”, “Mult Order Quantity”) can be managed in ICON-SCP on part-depot-process level.

Reserve Flag

A flag that refers to Firm Supply by indicating the progress status of firm supply orders . It

denotes the type of reservations that still have to be done before the Firm Supply order can

be completed. Possible values are “None”, “Material”, “Capacity” and “Both”. See also under

Firm Supply.

ROC

Abbreviation for Range of Coverage.

The Range of Coverage is a dynamic approach to achieve defined stock levels, which is

defined in terms of time. This can either be days (Days of Supply) or weeks (Weeks of

Supply). The Range of Coverage defines the number of periods in days or weeks of demand

that shall be covered by the current absolute stock level. Therefore, the absolute safety

stock level is both a function of demand and the defined range.

RTP

Abbreviation for Release to Production.

RTP is a process that performs a material check before orders are released to production.

ICON-RTP sets maximum priority for released orders to allocate respective inventory in the

planning system.

SCX

Abbreviation for Supply Chain Execution.

SCX describes a set of processes for Order Fulfilment such as RTP (Release to Production)

and CTB (Clear to Build).

Secondary Demand

The Secondary Demand results from the Proposed Schedules of the systems which use the

Part. For finished products, it is always 0.



In the transfer of the Secondary Demands from the systems to the components, the Lead

time is taken into account.

SFC

Abbreviation for Shipment Forecast.

Shipment Forecast

Planned delivery quantity for Forecasts. The part- and depot-specific Shipment Forecast is

determined with the Demand Pre-Processing steps Forecast Netting, Classification,

Allocation and Slicing.

Shippable Forecast

cf. Shipment Forecast.

Shortage

Shortages may occur on material and/or capacity.

A material shortage is a situation when component supply does not fulfil ideal component

demand (see LFD) thus causing a backlog. Material Shortage types are “Hard”, “Soft”,

“Potential”, “Response Time” and “Late FSO”.

A capacity shortage is a situation when ideal capacity consumption exceeds capacity

availability.

SKU

Abbreviation for Stock Keeping Unit.

SOH

Abbreviation for Stock on Hand.

Supplier

Supplier for a Part.

Supply Chain

Standard supply connection between Depots. This has the effect of transferring the demand

from the receiving Depot to the supply Depot, IWT-Proposals being generated to cover the

demand.



System Date

Date, which is equal to the date set on the machine, where the ICON-SCP application is

installed. If chosen, this date is used as Planning Date

Target Deviation

cf. Target Inventory Deviation.

Toolbar

Contains icons for direct execution of program functions. By default, the Toolbar is arranged

on the left edge of the application screen.

UCL

Abbreviation for Upper Control Level: Dynamic Maximum Inventory Level.

The maximum safety stock expressed in WOS (weeks of supply).

WCD

Abbreviation for Work order Completion Date.

This is the date when the finished goods are booked. It is included in the executable

schedule, representing a feasible plan which takes into account material shortages and

production capacity problems.

Weeks of Supply

Number of weeks for which the stock is sufficient to cover the demand. Preset in ICON-SCP

as a target value for calculating the Target Inventory, and shown in Inventory Development

for the actual Weeks of Supply as range.

In calculating the range of the stock, 5 working days are taken per Week of Supply. In

calculating actual WOS, the procedure varies depending on the value of FGI ( t ):

FGI ( t ) > 0

Specifies how many weeks the current stock will meet demand if there are no receipts. For

end products, the sum of COs and SFC is taken as demand; for components, the Material

Requirements.

FGI ( t ) < 0

Specifies how many weeks it will take until a stock of 0 is reached again with the planned

receipts and issues. In the issues for end products and components the direct SFC are not

taken into account (only customer orders or Material Requirements).



WO

Abbreviation for Work Orders.

WOS

Abbreviation for Weeks of Supply.

WSD

Abbreviation for Work order Start Date.

It can be Execution or Needed/Latest Feasible Date and represents the date when the

components are consumed.


__________________________________________________________________________________ © 2012 by icon-scm Index | 1

Index

A

Access ................................................... 450

Access Security Settings ........................... 450

Ack Date Report ...................................... 472

Activate Scenario .................................... 600

Active Sessions ....................................... 420

Active Users ........................................... 421

Add KPI / Change KPI .............................. 614

Add/Remove Columns .............................. 435

Additional Demand .................................. 153

Adjust Primary Demand ........................... 252

Adjusting the Capacity Profile.................... 117

Admin Tools (SysAdmin) .......................... 369

Allocation Planning ..................................... 2

Alternative Parts Sourcing by Priority ......... 102

Alternative Sourcing of In-House vs. Out-

Sourced Capacity or Supply ..................... 87

Arranging Channels into Hierarchy ............... 39

Assembly With Alternative Production

Operations With Different Capacities ......... 86

Auto fit Column ....................................... 366

Auxiliary Columns .................................... 395

Auxiliary Fields ........................................ 383

B

Backlog FGI Report .................................. 575

Basic BoM ................................................. 91

Batch Updates......................................... 352

Best Practices ........................................... 17

Bill of Capacities ...................................... 127

Bill of Capacity ........................................ 126

Bill of Materials ......................................... 94

Bill of Materials / Material Usage.................. 91

Bucket to Date ........................................ 196

Business Calendar .............................. 10, 420

C

Calculate Release Status .......................... 307

Calculator ............................................... 362

Calendar Setup ......................................... 30

Calendar Workbench .................................. 26

Capable to Promise...................................... 2

Capacities .............................................. 113

Capacity Adjustment ........................ 120, 125

Capacity Family ............................... 121, 126

Capacity Profile ................................ 119, 124

Capacity Requirements Report .................. 580

Capacity Setup ................................ 116, 122

Capacity Utilization Report ....................... 586

Capacity Workbench ................................ 114

Change Colors ........................................ 445

Change Dynamic Menu ............................ 376

Change Label .......................................... 439

Change Order Proposal Report .................. 558

Change Protection ................................... 447

Change Rank .......................................... 618

Change Scorecard ................................... 610

Change Type .......................................... 441

Change Update Settings ........................... 449

Change Visibility ..................................... 448

Changing the Menu Display Mode .............. 327

Changing the password ............................ 324

Changing the Position of the TDI Tab ......... 329

Changing the Selected Navigation ............. 416

Changing the Style of the TDI Tab ............. 329

Changing the Style of the TDI Treeview ..... 330

Changing the Tab Theme ......................... 332

Changing the TDI Theme ......................... 330

Changing the TDI Toolbar Position ............. 328


__________________________________________________________________________________ © 2012 by icon-scm Index | 2

Channel Mapping ....................................... 40

Channel Workbench ................................... 38

Channel/Customer Relationship ................... 43

Channels .................................................. 37

Clearing the Business Calendar ................... 14

Clone Scorecard ...................................... 611

Cloning a Navigation ................................ 417

Closing ICON-SCP.................................... 325

Collapse/Expand Columns......................... 436

Columns ................................................. 439

Command Wizard .................................... 401

Communicator ........................................ 375

Compare Scenarios .................................. 603

Compare Scenarios with Scorecards........... 604

Comparison Reports ................................ 603

Computed Columns ................................. 388

Conditional Join ....................................... 387

Configured Business Processes / Named

Services .............................................. 456

Constraint-Based Planning ........................ 257

Constraints ............................................. 257

Consumption Report ................................ 590

Copying All Data ...................................... 357

Cost and Price Model ................................ 129

Costs Calculation ..................................... 132

Create Firm Supply .................................. 254

Create Primary Demand ........................... 234

Create Scenario....................................... 597

Create Scenario Example .......................... 598

Create Scorecard ..................................... 610

Create Shippable Forecast ........................ 227

Creating a New Command ........................ 402

Creating a new Navigation in Short ............ 416

Creating a New Report ............................. 406

Creating a Pivot Table .............................. 360

Creating a Working Calendar ...................... 28

Creating Business Calendar ........................ 12

Custom Filter ................................... 403, 409

Customer Order ...................................... 146

Customer Order Due Date ........................ 238

Customer Orders ..................................... 146

Customer Requested Date vs.

Acknowledgement Date ......................... 238

Customer Setup ........................................ 37

D

Deactivate Scenario ................................. 600

Default Business Calendar as GREGORIAN_US

............................................................ 19

Default Business Calendar as ISO ................ 20

Default Filter / Sort Mode ......................... 437

Defining a Filter Statement with the Filter

Dialog ................................................. 344

Defining a Query Statement with the Query

Builder ................................................ 343

Delete KPI .............................................. 617

Delete Scenario....................................... 599

Delete Scorecard ..................................... 611

Deleting a Navigation .............................. 417

Deleting a Working Calendar ...................... 29

Deleting Business Calendar ........................ 13

Deleting Data Rows ................................. 349

Delivery Plan Report ................................ 478

Delivery Synchronization (Order Partialling) 262

Delivery Workbench ................................ 482

Demand Bottom Up Pegging Report ........... 494

Demand Commit Report ........................... 467

Demand Flow Report ............................... 499

Demand Pre-Processing ........................... 194

Demand Pre-Processing Steps................... 200

Demand Report ....................................... 498

Demand Reports ..................................... 457

Depot Family ............................................ 34


__________________________________________________________________________________ © 2012 by icon-scm Index | 3

Depot Process (Transfer or Supply Chain

Process) ................................................ 80

Depot Processes: Transfer or Supply Chain

Processes .............................................. 64

Depot Setup ............................................. 32

Depots ..................................................... 32

Determination of Customer Order Due Date 238

Dictionary ............................................... 427

Discard Changes ..................................... 354

Discard Row ........................................... 350

Dock and Undock Screens ........................ 332

Drop-down Access ................................... 452

E

Earliest Requested Date ........................... 239

Effective Dates in the BoM .......................... 94

Effects of the Planning Horizon on the Planning

Results .................................................. 14

Elements of the ICON-SCP Screen ............. 325

Enhanced User Input ............................... 351

Enter Login Credentials ............................ 324

Example Business Processes ........................ 2

Excel Template........................................ 414

Expert Mode ........................................... 438

External Commits .................................... 175

External Dropdowns ................................. 454

F

FC Netting Based on Planning Grid ............. 207

FC Netting Overview ................................ 198

FC Netting Using Channel Hierarchy ........... 209

FC Type ................................................. 194

File Formats ............................................ 354

Fill or Kill (Expire Date) ............................ 240

Filling a Column ...................................... 350

Filling a Column with the Fill Column Tool ... 351

Filter Dialog ............................................ 344

Filter Selection ................................. 403, 408

Find Tool ................................................ 365

Firm Planned Order ................................. 166

Firm Supply ..................................... 168, 173

Forecast .......................................... 151, 195

Forecast Allocation .................................. 219

Forecast Classification .............................. 216

Forecast Commit ..................................... 317

Forecast Netting ...................................... 202

Forecast Slicer ........................................ 223

Formula Builder Function .......................... 390

Formula Builder Operations ...................... 394

Frozen ..................................................... 66

Further Tools .......................................... 359

G

General Approach of Prioritization of External

Demand .............................................. 243

General Purpose of ICON-SCP ....................... 1

Getting Information about an Open Window 363

Graphical Inventory Report....................... 529

Graphical Pegging Report ......................... 483

Graphical View ........................................ 620

Gross and Net Demand ............................ 146

Grouping and Alternatives ........................ 128

H

Hard Allocation (ERP Logic) ................. 270

I

icon-scm Process Steps ............................ 258

Import File Dialog Box ............................. 359

Inbound Interface Status ......................... 425

Independent Demand .............................. 145

Independent vs. Dependent Demand ......... 145

In-house Consumption ............................. 271

In-house Consumption – Best practices ..... 282


__________________________________________________________________________________ © 2012 by icon-scm Index | 4

In-house Consumption – Top Alternative and

Sub-Components Level .......................... 289

In-house Consumption – Top Alternative and

Sub-Components Levels ........................ 286

In-house Consumption - Top Alternative Level

.......................................................... 284

In-house Consumption With Jump Over

Alternative Components ........................ 288

Inhouse Consumption With Jump over BoM 283

In-house Consumption With Pull Flag ......... 292

Inhouse Flag ........................................... 272

Initial State without In-house Consumption 288

Initial State Without In-house Consumption 283

Inserting New Data Rows ......................... 347

Installing ICON-SCP ................................. 320

Inter Warehouse Transfer ......................... 159

Introduction ............................................... 1

Inventory ............................................... 157

Inventory Channels / Target Inventory ....... 106

Inventory Reservation .............................. 155

Inventory Reservations ............................ 155

IWT Proposal Report ................................ 550

J

Joined Columns ....................................... 396

Jump Over Alternative Components ........... 275

Jump Over Bill of Material ......................... 273

K

Key Performance Indicators (KPI’s) ............ 607

L

Lateness Prio Map ................................... 462

Lead Time and Follow Up Time .................... 67

Length of Strings ..................................... 348

LFD Calculation ....................................... 281

List Selection Tool ................................... 338

Load Capacity Commit ............................. 190

Load Material Commit .............................. 181

Loading a Report in Excel ......................... 357

Loading Data from a File .......................... 358

Loading Stored Queries, Filters, and Sorts .. 346

Locate the INI-File................................... 322

Locked Orders Report .............................. 506

Locking a Part ........................................... 57

Locking an Order ..................................... 150

Log Table ............................................... 430

Logging into ICON-SCP ............................ 322

M

Maintain Custom Filter ............................. 403

Maintaining and Editing Data .................... 347

Manage Columns ..................................... 385

Manage Scenarios ................................... 595

Manage Scorecards ................................. 608

Manage Scorecards - Detail View .............. 612

Manage Scorecards - General View ............ 609

Management Dashboard Report ................ 458

Margin Reporting ..................................... 135

Master Data ................................................ 6

Material Attribute Screen .......................... 308

Material Requirements Planning ................ 295

Memo Report .......................................... 578

Memory Usage ........................................ 423

Menu Administration ................................ 376

Menu Bar ............................................... 326

Menu Configuration ................................. 375

Menu Group Access ................................. 381

Menu Selection ....................................... 376

Menu Settings ......................................... 379

Mix of Processes........................................ 83

Mix of Processes (e.g. Make-or-Buy) ............ 65

Modeling Bill of Capacity .......................... 128

Modeling Bill of Materials .......................... 101


__________________________________________________________________________________ © 2012 by icon-scm Index | 5

Modeling Capacities ................................. 122

Modeling Channel Standard Unit Price .......... 46

Modeling Channels ..................................... 42

Modeling Channels as Geographical Regions . 44

Modeling Channels as Product Classes

Hierarchically ......................................... 45

Modeling Costs ........................................ 137

Modeling Days of Supply (ROC Target) ....... 110

Modeling Depot Family ............................... 36

Modeling Depot Names as Calendars ............ 32

Modeling Depots ........................................ 35

Modeling Effective Dates in the Bill of Materials

.......................................................... 105

Modeling Linear Distribution of Netted Forecast

.......................................................... 214

Modeling of Substitutes or Component

Alternatives ......................................... 101

Modeling Parts .......................................... 58

Modeling Planning Horizon and Business

Calendar ................................................ 14

Modeling Processes and Process Shares ....... 78

Modeling Regional Depot Family .................. 36

Modeling Roll-Up Costs ............................. 141

Modeling Substitutes or Alternative Groups . 104

Modeling Suppliers .................................... 61

Modeling Target Inventory ........................ 109

Modeling Target Inventory (Min Inv) .......... 109

Modeling Target Inventory (Min Inv) With Days

of Supply (ROC Target) ......................... 112

Modeling Working Calendars ....................... 30

Modifying Business Calendar ....................... 13

Monthly Planning ....................................... 14

Monthly Planning with Calendar Type 4-4-5 .. 21

Monthly Planning with Calendar Type

GREGORIAN ........................................... 25

Multi-level BOM ......................................... 97

Multi-Level BoMs ....................................... 92

Multiple Order Quantity .............................. 65

N

Navigation Wizard ................................... 415

New Command ....................................... 402

New Report ............................................ 406

notation convention ................................. xxiv

NP-Code Parameters ................................ 372

O

Online Help System ................................. 368

Open Window ......................................... 363

Opening a Menu Setup ............................. 417

Opening the INI-File ................................ 322

Order Grouping ....................................... 146

Order Lock ............................................. 148

Order Synchronization ............................. 236

Outbound Interface Status ....................... 426

P

Parameter ....................................... 198, 369

Parameter & Options ............................... 369

Part Family Setup ...................................... 53

Part Lock .................................................. 56

Part Setup ................................................ 49

Part Workbench ........................................ 47

Part-Depot Setup ...................................... 51

Partial Code Mapping ............................... 240

Pasting All Data ...................................... 358

Pattern Details ........................................ 249

Patterns ................................................. 246

Pegging ................................................. 297

Pegging Report ....................................... 502

Performing Inquiries ................................ 340

Pick List Report ....................................... 504

Pivot ...................................................... 413

Pivot Setup ............................................. 361


__________________________________________________________________________________ © 2012 by icon-scm Index | 6

Pivot Table ............................................. 360

Planned Order ......................................... 166

Planning Grid ...................................... 8, 420

Planning Horizon ........................................ 7

Planning Horizon and Business Calendar ........ 7

Planning Horizon Parameters .................... 371

Planning Priorities Steps ........................... 243

Planning Setting ...................................... 371

Planning Steps Overview .......................... 233

Planning Triggers and Planning Steps ......... 232

PO Proposal Report .................................. 546

Preview .................................................. 115

Primary Demand ..................................... 229

Print Preview .......................................... 367

Print Settings .......................................... 368

Prioritization Parameters .......................... 372

Priority Manager ...................................... 242

Priority Mapping ...................................... 240

Process Attributes ..................................... 65

Process Replenishment Plan ...................... 526

Process Setup ........................................... 71

Process Share ..................................... 74, 90

Process Share - Definitions ......................... 76

Process Share – Overview .......................... 74

Processes ................................................. 62

Production / Purchasing Alternatives

Comparison ......................................... 136

Production Process .................................... 78

Production Processes ................................. 62

Proposals Generation ............................... 268

Pull Flag ................................................. 276

Purchase Order ....................................... 161

Push Short Alert Report ............................ 489

Q

Query Builder .......................................... 342

Query Mode ............................................ 339

R

Reallocation ............................................ 301

Rebuild Menu .......................................... 381

Reconnect .............................................. 455

Releasability ........................................... 307

Releasability of Demands ......................... 310

Releasable vs. Feasible ............................ 311

Releasable vs. Locked .............................. 312

Reload Customizing ................................. 435

Rename Scenario .................................... 599

Repair Lot Sizes ...................................... 276

Repair Lot Sizes Flag ............................... 279

Replay Action Example ............................. 606

Replay Action Log .................................... 605

Replenishment Proposals Report ............... 519

Replenishment Report .............................. 513

Replenishment WO Detail Report ............... 523

Report ................................................... 435

Report Filter .................................... 403, 408

Report Repository ................................... 381

Report Wizard ......................................... 404

Reporting ............................................... 457

Requirement Report ................................ 545

Reserve Flag ........................................... 168

Reserve Flag: Both .................................. 169

Reserve Flag: Capacity ............................ 171

Reserve Flag: Material ............................. 170

Reserve Flag: None ................................. 172

Reset Customizing ................................... 435

Resetting a Value .................................... 350

Retrieving Data Using Standard Filters ....... 336

Revenue Reporting .................................. 131

Rules ..................................................... 247

S

Sales Price Calculation ............................. 129


__________________________________________________________________________________ © 2012 by icon-scm Index | 7

Same Part Sourced From Alternative

Warehouses or Locations ......................... 84

Save Capacity Commit ............................. 185

Save Material Commit .............................. 177

Saving a Filter ......................................... 345

Saving a Query ....................................... 344

Saving Changes ...................................... 353

Saving Data in Various Formats ................ 355

Scenario Access ...................................... 602

Scenario Management .............................. 592

Scenario Management Cycle ..................... 594

Scenario Management Overview ................ 593

Scorecard Management Cycle ................... 608

Scorecard Management Overview .............. 607

Screens .................................................. 623

Search Options ....................................... 341

Search, Retrieve, and Filter ...................... 335

Searching and Replacing Data with the Find

Tool .................................................... 365

Security ................................................. 451

Select the Environment ............................ 323

Server Admin .......................................... 419

Service Response .................................... 422

Set Null Value ......................................... 350

Setting up a Capacity Family ..................... 122

Setting up a Depot .................................... 34

Setting up a Depot Family .......................... 35

Setting up a Part Family ............................. 54

Setting up a Process .................................. 73

Setting up a Sub Family ............................. 55

Setting up or Changing Process Share .......... 77

Shippable Forecast .................................. 151

Shopping Baskets .................................... 264

Shortage Analysis .................................... 314

Shortage Calculation ................................ 315

Shortage Dependencies ............................ 316

Shortage Types ....................................... 316

Shortage/Excess Report ........................... 565

Shortages .............................................. 314

Simple Join ............................................. 386

Smart Allocation (ICON-SCP Logic) ...... 269

Smart Allocation (Smart vs. Hard Allocation)

.......................................................... 268

Splitting Tabs into Two Sections ................ 333

Splitting the Screen into Two Sections ....... 334

Starting ICON-SCP .................................. 321

Static Menu ............................................ 379

Statistics ................................................ 420

Status Bar .............................................. 328

Stock on Hand / Inventory ....................... 157

Stored Queries, Filters, and Sorts .............. 345

Storing Queries, Filters, and Sorts ............. 345

Subscreen .............................................. 434

Subscreen Customizing ............................ 431

Substitutes or Component Alternatives ........ 92

Substitution or Alternative Groups ............... 93

Supplier Process........................................ 82

Supplier Processes .................................... 65

Supplier Setup .......................................... 60

Suppliers .................................................. 60

Supply ................................................... 157

Supply Bottom Up Pegging Report ............. 534

Supply Chain Library ................................... 4

Supply Chain Network .................................. 4

Supply Report ......................................... 538

Supply Reports ....................................... 512

Supply Workbench .................................. 533

Suppress Repeating Values ....................... 437

Switch Scenarios ..................................... 601

T

Tabular View .......................................... 618

Target Inventory ..................................... 107

TDI Tab ................................................. 329


__________________________________________________________________________________ © 2012 by icon-scm Index | 8

TDI Toolbar ............................................ 327

TDI Treeview .......................................... 330

The icon-scm Process .................................. 2

The Scenario Concept .............................. 593

The Use Case Model .................................... 4

Theme ................................................... 330

Ticker Setup ........................................... 453

Top Down Pegging Report ........................ 486

Transactional Data ................................... 145

Translations ............................................ 427

U

Undock and Split screens.......................... 332

Updating a Working Calendar ...................... 28

User Administration ................................. 373

User Authorization ................................... 373

User Group ............................................. 434

User Interface ......................................... 320

User Profile ............................................. 325

Use-Up With Jump Over BoM .................... 294

Using ICON-SCP Data Outside of the

Application ........................................... 354

Using the Calculator ................................. 362

Using the Navigator ................................. 418

Using the Online Help System ................... 368

Using the Print Preview ............................ 367

V

Validate the Length of Strings ................... 348

View Scorecard ....................................... 618

Visibility in Supply Networks ......................... 2

W

Web Executor ......................................... 453

Weekly Planning ........................................ 16

Weekly Planning with Calendar Type 4-4-5 ... 24

Wildcard Retrieval ................................... 335

Withdrawing/Adding a Component With

Standard BOM ...................................... 105

WO Proposal Report................................. 554

WOP Detail Report ................................... 540

Work Order ............................................ 164

Work Order Pull-ahead vs. Demand Delivery

.......................................................... 268

Work Orders ........................................... 163

Working Calendars .................................... 26

Z

Zoom Feature ......................................... 367


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