企业高层计划.doc

Order Fulfillment Strategy for Product Line by Factory Template 工厂产品线订单履行策略模版 (JD-QPS references in blue) 蓝色为QPS相关内容 OF Strategy summary for Strategic Plan 战略计划OF策略汇总 PowerPoint template used in the Strategic Plan OF section Lead1.11.2 战略计划PPT模版（Lead1.11.2） Identify major areas of emphasis within order fulfillment 识别主要订单履行重点 Product Line Focus areas - Current year 3-5 year 产品线关注重点－今年和未来3到5年的 Identify what metrics you are going to improve 识别需要改进的指标 Focus Areas could include: Flexibility, Warehousing /Logistics Cost reduction, Asset Mgt, New Products, etc 关注重点可以包括：灵活性、仓储和物流、成本降低、资产管理、新产品等等。。。 Aligned and provides support to the Product Line Strategic Business Plan, the Platform OF Plan, the Region OF Plan and Division OF goals is used by SOP team to plan and build products. 统一和规定支持产品线业务的策略计划，平台OF计划、区域OF计划、大区OF目标， Plan for every product – Current Proposed (See analysis template) PFEP工具，当前和目标 (Purpose: Identify top opportunities to improve speed flexibility) 目标：是别最大的改进速度和灵活性机遇 Identify Demand Order patterns 识别需求订单形式 Demand lead times for all independent demand 对于所有独立需求的，周期时间 How long should dealers wait from order entry to delivery? 经销商会等多久，从订单生效到发货。 Seasonality ratios 季节性比例 Order Bank limits 最小订单量 Minimum (in calendar days) 最小（日历天数） Target (in calendar days) 目标（日历天数） Maximum (in calendar days) 最大（日历天数） Identify Current Demand shaping Strategies for each independent demand 识别当前每个独立需求的需求激励政策产品技术本门提供 Identify Product complexity opportunities PDP4.2 识别产品复杂性和机遇 Current Future 当前和将来 Value packages, late configuration, etc 附加功能配置和晚配置等。。。 Look at new products, will this affect strategy, how are they related 关注新产品是否影响策略，有哪些关联 Identify Supply capabilities ME提供 MCT Manufacturing Critical path times (aligned w/Value Stream maps VSM) PDP5.9 Lead3.1 MCT 生产关键路径时间，（统一的价值流程图VSM） OCT Order Cycle Time OFP3.6 OCT订单周期时间 Manpower, Manufacturing equipment, Material ATP constraints (volume mix) OFP2.1-3 4.1 人力，制造设备，材料和ATP（available to promise）参数 Band Charts and Fit scor