The Kellogg Company Optimizes Production, Inventory, and Distribution
The Kellogg Company Optimizes Production, Inventory, and Distribution
复制标题
DOI：
10.1287/inte.31.6.1.9646
复制
发表时间：
2001-11
期刊：
影响因子：
--
通讯作者：
Gerald G. Brown;J. Keegan;Brian Vigus;Kevin Wood
中科院分区：
文献类型：
--
作者：
Gerald G. Brown;J. Keegan;Brian Vigus;Kevin Wood
十多年来，家乐氏公司（Kellogg Company）一直使用其计划系统（KPS），一个大规模的，多时期的线性计划，来指导其谷物和方便食品业务的生产和分销决策。KPS的操作版本，在每周的详细级别上，有助于确定产品的生产地点，以及成品和在制品如何在工厂和分销中心之间运输。KPS的战术版本，在每月的细节水平上，有助于建立工厂预算和做出产能扩张和整合决策。1995年，KPS业务将生产、库存和分配费用估计减少了450万美元。战术KPS最近指导了生产能力的整合，预计每年可节省3500万至4000万美元。
For over a decade, the Kellogg Company has used its planning system (KPS), a large-scale, multiperiod linear program, to guide production and distribution decisions for its cereal and convenience foods business. An operational version of KPS, at a weekly level of detail, helps determine where products are produced and how finished products and in-process products are shipped between plants and distribution centers. A tactical version of KPS, at a monthly level of detail, helps to establish plant budgets and make capacity-expansion and consolidation decisions. Operational KPS reduced production, inventory, and distribution costs by an estimated $4.5 million in 1995. Tactical KPS recently guided a consolidation of production capacity with a projected savings of $35 to $40 million per year.