| Planning priority rulesIf you use direct material supply (DMS), you can define planning priority rules for cross-docking. These rules
specify conditions that can be applied to a specific situation and a specific
order, and result in a priority figure when applied to a specific order.
Aggregating the priority figures of all applicable priority rules results in a
planning priority, which in turn is used as the system priority. If you use planning priority rules and create a new cross-dock
order or update an existing cross-dock order, LN recalculates and
updates the system priorities of all other cross-dock orders for the item and
warehouse combination of the new or changed cross-dock order. Canceled
cross-dock orders and closed cross-dock orders are then ignored. Defining planning priority rules To set up planning priorities, take the following
steps: - In the Priority Definitions (whinh6120m000) session, create a priority definition code
and a description.
- On the appropriate menu, click Planning Priority Rules.
- In the Planning Priority Rules (whinh6122m000) session, create planning priority
rules.
Note - The number of rules is unlimited.
- Planning priority rules work according to a penalty system.
You can define penalty points by rule. If a rule applies to a specific demand,
the penalty points are assigned to that demand. The lesser penalty points a
demand has, the higher its priority.
- Points can be assigned by means of a priority constant and by
using a priority factor. The factor is first applied to the rule. Next, the
constant is added to the resulting penalty points.
- If a rule has been defined for a specific field, but the rule
does not apply to the demand, no penalty points are assigned. For example, a
rule has been defined specifying that a demand will receive 10 points if that
demand is not a rush order. No rule has been defined for a demand that is a
rush order. As a result, if the demand is a rush order, the demand receives
zero points. If the demand is not a rush order, the demand receives 10
points.
- If none of the rules applies to a specific demand instance,
this demand receives the maximum number of penalty points, that is, the lowest
priority.
Example The following table shows an example of how you can specify
planning priority rules. Planning Priority Definition A | Rule | Priority Field | Warehousing Order Type | Field Value | From Value | To Value | Time Unit | Priority Factor | Priority Constant | 1 | Not Applicable | Forecast | -- | -- | -- | -- | -- | 200 | 2 | Order Priority | Sales Order | -- | 0 | 10000 | -- | 0 | 10 | 3 | Order Priority | Sales Order | -- | 10001 | 999999 | -- | 0 | 20 | 4 | Order Priority | Not Applicable | -- | 0 | 999999 | -- | 0 | 30 | 5 | Rush Order | Not Applicable | No | -- | -- | -- | -- | 100 | 6 | Back Order | Not Applicable | No | -- | -- | -- | -- | 20 | 7 | Shipping Constraint | Sales Order | Order
Complete | -- | -- | -- | -- | 10 | 8 | Shipping Constraint | Not Applicable | not
specified | -- | -- | -- | -- | 20 | 9 | Customer Priority | Sales Order | -- | 0 | 99 | -- | 1 | 0 | 10 | Customer Priority | Not Applicable | -- | 0 | 99 | -- | 0 | 50 | 11 | Time Remaining | Planned Production Order | -- | 0 | 5 | Days | 0 | 10 | 12 | Time Remaining | Planned Production Order | -- | 6 | 99 | Days | 1 | 5 | 13 | Time Remaining | Not Applicable | -- | 0 | 99 | Days | 1 | 15 | 14 | Lateness | Planned Production Order | -- | 0 | 99 | Days | - 0.1 | 10 | 15 | Lateness | Not Applicable | -- | 0 | 99 | Days | -
0.1 | 15 | 16 | Warehouse | Not Applicable | A | -- | -- | -- | -- | 0 | 17 | Warehouse | Not Applicable | not
specified | -- | -- | -- | -- | 10 | 18 | Order Quantity | Not Applicable | -- | 0 | 1000 | -- | - 0.01 | 10 |
Note: "--" =
not available |
Explanation of Priority Field values: Not Applicable LN only considers the order type. You can only set a priority constant. Order Priority Rules 2 and 3 are defined for order priorities for sales
orders. Rule 4 is for other order types. You can set a priority constant and a
priority factor. The default value for both fields is zero. Rush Order To assign zero priority to rush orders, define a priority
constant for non-rush orders. However, to prevent that no rule applies, and a
high planning priority figure (= low priority) results, Infor recommends
that you also add a rule for rush orders. Back Order To assign zero priority to back orders, define a priority
constant for non-back orders. However, to prevent that no rule applies, and a
high planning priority figure (= low priority) results, Infor recommends
that you also add a rule for back orders. Shipping Constraint To assign higher priority to specific shipping constraints,
define higher priority constants for other shipping constraints. Customer Priority To restrict the figures within the ranges to meaningful
numbers, define priority factors between 0 and 1. Time Remaining Use a mix of priority constants and factors to prioritize
time remaining for various order types. Lateness Because a greater lateness should translate to a higher
priority, the priority factor must, in this case, be negative. Warehouse Specify a warehouse to assign the warehouse a higher or lower
priority than other warehouses. Order Quantity Because greater order quantities usually receive higher
priority, the priority factor here must also be negative.
Validating planning priority rules Because rules can contradict each other, LN provides an option
to validate the priority definition. You must validate a priority definition
before you can use it. To make changes to a validated priority definition, you
must first click the Undo Validate on the appropriate menu in the Priority Definitions (whinh6120m000) or the Planning Priority Rules (whinh6122m000) session. Validation checks that are blocking: - A higher order priority figure should result in a higher
priority figure.
- A rush order usually results in a lower priority figure
(higher priority) than no rush order.
- A greater time remaining usually results in a higher priority
figure than less time remaining.
- A greater lateness usually results in a lower priority figure
than shorter lateness.
- An overlap in defined ranges. This precludes the compilation
of a priority.
- A gap in defined ranges. This precludes the compilation of a
priority.
Validation checks that are not blocking: - A back order usually results in a lower priority figure
(higher priority) than no back order.
- Shipping constraints usually result in lower priority figures
than no shipping constraints.
- Lateness usually has a lower priority figure than time
remaining.
- A greater order quantity usually results in a lower priority
figure.
Using planning priority rules You can define priority definitions on various
levels: - In the Inventory Handling Parameters (whinh0100m000) session. The priority defintion you specify
here is the default for every warehouse.
- In the Warehouses (whwmd2500m000) session. The priority defintion you specify here
becomes the default for each new item linked to that warehouse.
- In the Warehouse - Item (whwmd2510m000) session.
When prioritizing a number of demand orders, LN first uses a
planning priority definition from the warehouse-item level. If no priority
definition is specified on this level, LN uses the definition
as specified on warehouse level. If no priority definition exists on this level
either, LN uses the
definition as specified in the parameters session. If no defintion exists here
either, no prioritizing takes place. LN calculates planning priorities whenever you run
DMS planning. When LN prioritizes demand based on priority definitions, all demand data for a
specific item in the relevant warehouses is gathered, and a planning priority
is calculated for each demand instance. Example The following DMS example assumes that all demand is in the
same warehouse-item combination, and for that reason use the same planning
priority definition. First, a number of orders with relevant attributes for the
priority calculation is listed. Next, this section describes the calculation
for each demand instance. Demand | Nr. | Warehousing Order Type | Order Priority | Rush Order | Back Order | Shipping Constraint | Customer Priority | Time Remaining | Lateness | Warehouse | Order Quantity | 1 | Forecast | - | - | - | - | - | 20 | - | A | 50 | 2 | Sales Order | 5000 | Yes | - | - | 10 | 5 | - | B | 50 | 3 | Sales Order | 25000 | - | Yes | - | 20 | 2 | - | B | 100 | 4 | Sales Order | 10000 | - | 0 | Order
Complete | 10 | - | 2 | A | 200 | 5 | Service Order | 20000 | - | - | - | 5 | 1 | - | B | 100 | 6 | Service Order | 5000 | - | - | - | 20 | - | 4 | A | 50 | 7 | Planned Production Order | 10000 | - | - | - | - | 2 | - | A | 100 | 8 | Planned Production Order | 20000 | - | - | - | - | - | 3 | C | 200 | |
Based on the planning priority definition example, the following priorities are
calculated: Order/Demand | Rule | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 1 | 200 | - | - | - | - | - | - | - | 2 | - | 10 | - | 10 | - | - | - | - | 3 | - | - | 20 | - | - | - | - | - | 4 | - | - | - | - | 30 | 30 | 30 | 30 | 5 | 100 | - | 100 | 100 | 100 | 100 | 100 | 100 | 6 | 20 | 20 | - | 20 | 20 | 20 | 20 | 20 | 7 | - | - | - | 10 | - | - | - | - | 8 | 20 | 20 | 20 | - | 20 | 20 | 20 | 20 | 9 | - | 10*1 | 20*1 | 10*1 | - | - | - | - | 10 | 50 | - | - | - | 50 | 50 | 50 | 50 | 11 | - | - | - | - | - | - | - | - | 12 | - | - | - | - | - | - | - | - | 13 | 20*1+15 | 5*1+15 | 2*1+15 | - | 1*1+15 | - | - | - | 14 | - | - | - | - | - | - | - | -0.1*3+10 | 15 | - | - | - | - | - | - | - | - | 16 | 0 | - | - | 0 | - | 0 | 0 | 0 | 17 | - | 10 | 10 | - | 10 | - | - | 10 | 18 | -0.01*50 +10 | -0.01*50 +10 | -0.01*100 +10 | -0.01*200 +10 | -0.01*100 +10 | -0.01*50 +10 | -0.01*100 +10 | -0.01*200 +10 | Priority | 464 | 99 | 196 | 173 | 255 | 244 | 239 | 248 |
---|
|
Based on these outcomes, available supply is distributed in
the following order: - Order 2 (rush order)
- Order 4 (overdue)
- Order 3 (back order)
- Order 7
- Order 6 (overdue)
- Order 8 (overdue)
- Order 5
- Order 1 (forecast)
| |