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Learned Lessons from MRP and the Promise of the IoT
The Internet of Things has the promise of surviving and thriving in today's complex and volatile environments when systemic root-causes are considered.
Jun 27, 2018—
The Demand Driven Institute is concerned about the Internet of Things (IoT) and Industry 4.0. Increasing access to data, and the speed by which companies can obtain such access, without reexamining the rules by which the data is used, might squander the investments companies are making in these initiatives. Worse yet, such massive data sets may lead companies to do the wrong things faster. You cannot put jet fuel into your car with the assumption that it will now perform like a jet. The demand-driven concept represents a fundamental reexamination of the rules by which supply chains operate, and allows companies to take advantage of the access to more relevant and timely information. It also allows them to better determine what information is relevant and what is simply noise.
There is historical precedent for this concern. At the heart of most supply chains lies a planning tool called material requirements planning (MRP). Invented in the 1950s, codified in the 1960s and commercialized in the 1970s, MRP became the way of life for supply order generation and synchronization throughout the world. Yet the people that interact with MRP everyday know that something is very wrong. They may not be able to explain exactly why, but they know that if they did exactly what MRP told them to do, it would have disastrous consequences for their company and career.
As the inventory quantity expands out of the optimal zone (see the illustration below), the return on working capital captured in inventory becomes less and less as the flow of working capital slows down. The converse is also true; as inventory shrinks out of the optimal zone and approaches zero or less, revenue flow is impeded due to shortages. When the aggregate inventory position is considered in an environment using traditional MRP, a bimodal distribution is frequently noted.
This bimodal distribution is rampant throughout the industry. It can be very simply described as "too much of the wrong and too little of the right" at any point in time, and "too much in total" over time. In a survey conducted by the Demand Driven Institute, 88 percent of companies reported that they experienced this bimodal inventory pattern. The sample set comprised more than 500 organizations worldwide. There are three primary effects of the bimodal distribution event in most companies:
High inventories: The distribution can be disproportionate on the excess side, as many planners and buyers will tend to err on the side of too much. This results in slow-moving or obsolete inventory, additional space requirements, squandered capacity and materials, and even lower-margin performance, as discounts are frequently required to move out the slow-moving items.
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