In this paper we will walk you through using the Master Schedule in a weekly communications meeting. Later in the paper, you’ll see this foundational meeting transform to support Integrated Tactical Planning.
While the first paper dealt with the roots of Master Scheduling, keep in mind that detailed plans are aggregated in the short term to support the executive planning process of Integrated Business Planning (IBP); let’s circle back to that in a moment.
More and more companies are adopting Integrated Business Planning (IBP) processes with the goal of planning at the aggregate level over at least a 24-month horizon.
For executive teams, the 24-month adoption period has two primary benefits. It allows time to:
1. Influence and agree upon a new direction
2. Implement cost-effective changes in the supply chain
Unfortunately, some habits have not changed. Companies can still be reluctant to plan over at least 24 months in the aggregate, and they also fail to look across the SKU-level planning time fence. Process benefits are left untapped where such failures are not addressed.
This paper will assist in plugging holes in the supply-side matrix to make sure competitive advantages already in place are maximised. Let’s start with Master Scheduling.
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