Supply Chain Management: Strategy,

Planning, and Operation

Seventh Edition, Global Edition

Chapter 8
Aggregate Planning in a
Supply Chain

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Learning Objectives
8.1 Describe aggregate planning and its importance as a supply
chain activity.
8.2 Explain the basic trade-offs to consider when creating an
aggregate plan.
8.3 Model and solve the aggregate planning problem as a linear
program.
8.4 Formulate and solve basic aggregate planning problems using
Microsoft Excel.

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Aggregate Planning and Its Role in a
Supply Chain
• Capacity has a cost and lead times are often long
• Aggregate planning:
– Given the demand forecast for each period in the planning
horizon, determine the production level, inventory level,
capacity level (internal and outsourced), and any backlogs
(unmet demand) for each period that maximize the firm’s
profit over the planning horizon.
– How can a firm best use the facilities it has?

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Role of Aggregate Planning in a Supply
Chain
• Identify operational parameters over the specified time horizon
– Production rate
– Workforce
– Overtime
– Machine capacity level
– Subcontracting
– Backlog
– Inventory on hand
• All supply chain stages should work together on an aggregate plan
that will optimize supply chain performance

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The Aggregate Planning Problem
• Given the demand forecast for each period in the planning
horizon, determine the production level, inventory level, and
the capacity level for each period that maximizes the firm’s
(supply chain’s) profit over the planning horizon
• Specify the planning horizon (typically 3-18 months)
• Specify the duration of each period
• Specify key information required to develop an aggregate plan

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Information Needed for An Aggregate Plan
• Aggregate demand forecast Ft for each Period t over T periods

• Production costs
– Labor costs, regular time ($/hr) and overtime ($/hr)
– Subcontracting costs ($/hr or $/unit)
– Cost of changing capacity – hiring or layoff ($/worker), adding or
reducing machine capacity ($/machine)
• Labor/machine hours required per unit
• Inventory holding cost ($/unit/period)
• Stockout or backlog cost ($/unit/period)
• Constraints – overtime, layoffs, capital available, stockouts,
backlogs, from suppliers
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Outputs of Aggregate Plan
• Production quantity from regular time, overtime, and
subcontracted time
• Inventory held
• Backlog/stockout quantity
• Workforce hired/laid off
• Machine capacity increase/decrease
• A poor aggregate plan can result in lost sales, lost profits,
excess inventory, or excess capacity

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Basic Tradeoffs in Aggregate Planning
• Trade-off between capacity, inventory, backlog/lost sales
• Chase strategy – using capacity as the lever
• Flexibility strategy – using utilization as the lever
• Level strategy – using inventory as the lever
• Tailored or hybrid strategy – a combination of strategies

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Chase Strategy
• Vary machine capacity or hire and lay off workers as demand
varies
• Often difficult to vary capacity and workforce on short notice
• Expensive if cost of varying capacity is high
• Negative effect on workforce morale
• Results in low levels of inventory
• Used when inventory holding costs are high and costs of
changing capacity are low

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Utilization Flexibility Strategy
• Use excess machine capacity
• Workforce stable, number of hours worked varies
• Use overtime or a flexible work schedule
• Flexible workforce, avoids morale problems
• Low levels of inventory, lower utilization
• Used when inventory holding costs are high and capacity is
relatively inexpensive

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Level Strategy
• Stable machine capacity and workforce levels, constant output
rate
• Inventory levels fluctuate over time
• Inventories carried over from high to low demand periods
• Better for worker morale
• Large inventories and backlogs may accumulate
• Used when inventory holding and backlog costs are relatively
low

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Demand and Costs (1 of 3)
• Highly seasonal demand
• Options
– Adding workers during peak times
– Subcontract
– Build up inventory
• Develop a forecast

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Demand and Costs (2 of 3)
Table 8-2 Demand Forecast

Month Demand Forecast

January 1,600
February 3,000
March 3,200
April 3,800
May 2,200
June 2,200

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Demand and Costs (3 of 3)
• Starting inventory in January = 1,000
• 20 working days each month
• Employees earn $4/hour regular time
• Regular time = 8 hours/day, then overtime
• Maximum 10 hours overtime/employee/month
• End June with 500 units in inventory

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Aggregate Planning Using Linear
Programming
• Maximize profits while respecting supply chain constraints
• Red Tomato Tools
– Capacity determined mainly by workforce size

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Identifying Aggregate Units of Production
• Aggregate unit should be identified in a way that the resulting
production schedule can be accomplished in practice
• Focus on the bottlenecks when selecting the aggregate unit and
identifying capacity and production times
• Account for activities such as setups and maintenance

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Red Tomato Tools
Table 8-3 Costs for Red Tomato

Item Cost
Material cost $10/unit
Inventory holding cost $2/unit/month
Marginal cost of stockout/backlog $5/unit/month
Hiring and training costs $300/worker
Layoff cost $500/worker
Labor hours required 4/unit
Regular time cost $4/hour
Overtime cost $6/hour
Cost of subcontracting $30/unit

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Red Tomato Tools Decision Variables
For t = 1, ..., 6
Wt = Workforce size for month t

Ht = Number of employees hired at the beginning of month t

Lt = Number of employees laid off at the beginning of month t

Pt = Production in month t

It = Inventory at the end of month t

St = Number of units stocked out at the end of month t

Ct = Number of units subcontracted for month t

Ot = Number of overtime hours worked in month t

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Red Tomato Tools Objective Function
• Minimize
(Regular-time labor cost) + (Overtime labor cost) + (Cost of
hiring and layoffs) + (Cost of holding inventory) + (Cost of
stocking out) + (Cost of subcontracting) + (Material cost)

6 6 6 6
Min  640Wt   6Ot   300Ht   500Lt
t 1 t 1 t 1 t 1
6 6 6 6
  2It   5St   10Pt   30Ct
t 1 t 1 t 1 t 1

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Red Tomato Tools Constraints
All for t = 1,..., 6
1. Workforce, hiring, and layoff constraints
Wt  Wt 1  Ht  Lt

2. Capacity constraints
Ot
Pt  40Wt 
4

3. Inventory balance constraints

It 1  Pt  Ct  Dt  St 1  It  St

4. Overtime limit constraints

Ot  10Wt
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Forecast Error in Aggregate Plans (1 of 2)
• Forecast errors must be considered, flexibility must be built in
• Safety inventory
– Build and carry extra inventories to satisfy higher than
forecasted demand

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Forecast Error in Aggregate Plans (2 of 2)
• Safety capacity
– Capacity used to satisfy higher than forecast demand
 Use overtime as a form of safety capacity
 Carry extra workforce permanently as a form of safety
capacity
 Use subcontractors as a form of safety capacity
 Build and carry extra inventories as a form of safety
inventory
 Purchase capacity or product from an open or spot
market as a form of safety capacity

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For mathematical models
• https://www.youtube.com/watch?v=KrDXxVzlxQ4

• https://www.youtube.com/watch?v=WsIK_TkJV2w

• https://www.youtube.com/watch?v=Sx_QuvQ0OgI

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