Understanding Customer Order Decoupling Point in Production Strategies

Understanding Customer Order Decoupling Point in Production Strategies

• The customer order decoupling point is a crucial concept that separates order-driven activities from forecast-driven activities in production strategies.

• There are four distinct production strategies: engineer to order, make to order, assemble to order, and make to stock.

• The placement of the market penetration point, also known as the customer or the decoupling point, significantly impacts operational systems.

• The customer order decoupling point determines where materials are stored along the axis from raw materials to consumption.

• It is a strategic decision for manufacturers to decide whether to store materials as raw materials, components, or finished goods.

• The make to stock strategy involves storing most products as finished goods, allowing for quick order fulfillment directly from inventory.

• On the other hand, the assemble to order strategy stores products as assembly-ready components, enabling customization based on customer orders.

• Understanding the customer order decoupling point is essential for firms to make informed decisions about their production strategies.

Understanding Customer Order Decoupling Point in Production Strategies

Production Strategies in Manufacturing

• The production strategies in manufacturing include make to order, engineer to order, sample to order, and make to stock.

• The customer order decoupling point determines the stage at which the activities shift from being driven by forecasts to being driven by customer orders.

• In engineer to order strategy, the product design starts after receiving an order from the customer, and there may be minimal or bulk inventory of standard components.

• The photo from an oil platform manufacturer illustrates the use of engineer to order strategy due to the nature of the industry and the need to avoid stocking expensive and heavy products.

Production Strategies in Manufacturing

Different Production Strategies and Their Impact

• Different industries use different production strategies based on customer demand and market needs.

• Aircraft manufacturers like Airbus and Boeing often employ a 'make to order' strategy, where they build the aircraft once an order is placed.

• Computer manufacturers like Dell follow an 'assemble to order' strategy, combining pre-produced parts after an order is placed.

• Some laptop manufacturers use a 'make to stock' strategy, producing standard computers for the retail market.

• Consumer products like diapers are often made using a 'make to stock' strategy to meet immediate consumer needs.

• The choice of production strategy and the placement of the cost model decoupling point are strategic decisions that impact effectiveness and efficiency.

• Long process lead times or poor process control may require placing the decoupling point closer to the customer to minimize wait times and errors.

Different Production Strategies and Their Impact

Strategies for Managing Inventory and Customer Order Decoupling Points

• Managing inventory and customer order decoupling points is crucial for ensuring smooth operations and meeting customer demand.

• For make-to-stock manufacturers like IKEA, storing finished goods as final products allows for immediate or fast delivery to customers.

• However, for businesses with irregular demand or highly customized products, storing finished goods can be a risky and expensive strategy.

• Certain products, such as fresh goods, technology products at risk of becoming outdated, or expensive and fragile items, are not suitable for storing large amounts of finished goods.

• In such cases, moving the customer order decoupling point upstream towards raw materials can be more effective.

• This strategy, known as speculation, requires good forecasting and is advantageous for make-to-stock manufacturers.

Strategies for Managing Inventory and Customer Order Decoupling Points

Production Strategies and Concepts in Manufacturing

• Companies often benefit from economy of scale, leading to lower production costs for each unit.

• Implementing custom order decoupling can result in faster lead times, minimized stock risks, and lower inventory holding costs.

• The strategy of postponement involves delaying decisions regarding materials until a customer order is confirmed, reducing the risk of dead stock and obsolescence.

• Manufacturers often have specific points in their production processes where the number of product variants increases significantly, known as the 't point.' This impacts the placement of the customer order decoupling point.

• The lecture covers the four generic production strategies: engineered order, make to order, assemble to order, and make to stock, as well as the speculation and postponement strategies.

Production Strategies and Concepts in Manufacturing

Conclusion:

Understanding the customer order decoupling point is essential for firms to make informed decisions about their production strategies and operational systems. It impacts the storage of materials and the shifting of activities from forecast-driven to order-driven. Manufacturers benefit from economy of scale and specific strategies like postponement and speculation in managing inventory and customer order decoupling points.