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【正文】 (order backlog) are realized in a short term (few weeks to few months), the orders are ted against the forecast for the supply planning purpose. The supply planning process, thus, plans for the ted forecast and the order backlog. It is important to distinguish between forecast and orders in supply planning because orders are firm demand that the enterprise has mitted to the customers. Therefore, it translates directly into revenue for the enterprise. By providing the orders and ted forecast as inputs to the supply planning process, we can allocate constrained material and supply first to the actual orders and then to the forecast, thereby ensuring that the orders are planned first.. Scenario Description 1. Forecast Netting for BTS and BTO products Forecast ting for a BTS product is done at a seller product level. Consider a particular sellerproduct bination. We know the forecast for the bucket. From the actual orders, we can determine the actual orders for the sellerproduct bination that fall in each bucket. These orders can then be ted against the forecast using prespecified business rules. 2. Forecast Netting for CTO products Forecast for CTO products is done at a model level. However, unlike for BTS and BTO, actual orders for CTO e in at ponent level. The customer will specify a set of ponents that would be assembled into a model. Because of this discrepancy between the level at which forecasting is done (model level) and the level at which actual demand es in (ponent level), forecast ting for CTO is not so straightforward. So for CTO, we send—not a ted forecast but —an adjusted forecast to Master Planning. To arrive at an adjusted forecast, the gross forecast can be adjusted at two levels: a) The total forecast for the bucket at a sellerproduct bination node can be changed, and/or b) The forecasted attach rates (between the CTO model and the ponents) can be changed by looking at the way demand actually materialized. For instance, if most CTO orders came in with the requirement for a 6GB hard disk whereas it had been forecasted that they would usually be for a 8GB hard disk, then the attach rates would now have to be changed to reflect the way actual demand materialized and the way actual demand is expected to materialize in future. A simplistic case: Demand materialized exactly in the same way as had been forecasted for a CTO product. In this case, we would not adjust the CTO gross forecast at all, and send the entire forecast to Master Planning. It may be noted here that Master Planning never reads the actual orders for CTO products (unlike for BTO and CTO). Actual orders for CTO are only read by Order Planning. Inputs ? Consensus Forecast ? Order backlog Outputs ? Netted forecast (BTS/BTO) 169。20xx i2 Technologies, Inc. 17 17 ? Adjusted Forecast for CTO Benefits Supply reservation for actual orders can take place during supply planning. This is essential as actual orders (which have already been promised) MUST be met. Explain using the definition paragraph i2 Products Used TRADEMATRIX Demand Planner, TradeMatrix Demand Fulfillment. SCP Master Planning Technical Implementer Reference Manual 169。20xx i2 Technologies, Inc. 18 18 Forecast Extraction Once forecast ting has been done, we need to extract the forecast so it can be sent to Master Planning for supply planning and to Allocation Planning to aid in allocations. Master Planning requires ted or adjusted forecast while Allocation Planning requires gross forecast. Forecast Extraction for Supply Planning Definition This is the process of extracting forecast at the appropriate Product/Geography intersections and municating it to the supply planning process so that a supply plan can be determined. Scenarios Depending on whether the manufacturing environment is BuildtoStock (BTS), BuildtoOrder (BTO) or ConfiguretoOrder (CTO), the forecast extraction for supply planning is done at different levels in the product hierarchy. At this point, we must recall that there are two dimensions to a forecast in a given bucket—seller and product. We just mentioned that the level in the product hierarchy at which the forecast has to be extracted will vary depending on product type. Potentially, the seller hierarchy level at which forecast is extracted can also vary depending on product type though we do not demonstrate this in the template data set. For more details, please see the scenarios below. 1. BTS products In a BTS environment, the forecast is extracted for the supply planning process typically at a model level (in the product hierarchy). Also, depending on the level in the seller hierarchy at which the forecast is to be planned, the forecast is extracted and ting is performed at the appropriate level in the seller hierarchy. Please note that since allocation planning for BTS is done entirely in the allocation planning engine, so there is no additional information that will be generated by extracting the forecast for BTS at customerdc level. All we need to know is the aggregated forecast for a BTS product in the regions which are served from one supply point. 2. BTO products In a BTO environment, forecast is typically extracted at the Product Family or at the model level (for assembly coordination). The Supply planning process uses a bill of material to determine the ponent requirements based on these forecasts to generate a Supply Plan. Depending on the level in the Seller hierarchy at which this supply is to be planned, forecast is extracted at the appropriate level in the seller hierarchy. 3. CTO products In a CTO environment, the forecast can be extracted in two ways. They are ? Component level: Forecast is extracted at the ponent level using the attach rates and by