Manufacturing

Manufacturing is not just “Manufacturing”. There are many different subsets all with their own unique requirements. That means that there are different sub processes below. Whilst Dynamics 365 has the flexibility to meet most of those it is quite a technical set up. Understanding each customer’s unique processes and replicating those in 365 providing best of breed processes that are simple to use by the employees.

 

Of the complexiies above, competition in manufacturing industry is greater than ever before. To succeed, you need to show a higher value proposition to the market and your customers. Whether it is through faster response times, higher quality products, or exceptional customer service and relationships, manufacturers are being asked to do more. To maintain a competitive advantage, you require flexibility in your manufacturing operations and must continually drive innovation—not only in the marketplace but also in how you do business.

Microsoft Dynamics 365 is a manufacturing ERP solution that is architected with flexibility and change in mind, built with operational excellence at its core, and focused on allowing you to drive innovation and be the market leader. It will answer all your manufacturing ERP requirements, be they discrete, batch, process, lean or project based. Today’s manufacturers are facing increased competition from supposed lower cost areas as the world seemingly becomes smaller to business. Dynamics 365 has the ability to help companies increase their competitiveness in the areas of: –

  • Cost
  • Quality
  • lead-Time
  • Customer Service
  • Flexibility

…and there are aspects of business that is being forecast as essential to remain competitive for the future:-

  • Move from forecast driven to demand driven – Instead of planning to replenish inventory, establish supply chains that allow you to fulfill demand as a single event. Taking information through the supply chain means that elements of the supply chain are able to react to actual demand variations not triggered by batch quantities and historic stock levels in ancient MRP systems.
  • For products, where individuality and responsiveness are relevant, the agile supply chain – and the agile manufacturing process – must be designed for responsiveness, not for the lowest cost. Responsiveness has to be built in the process and comes with a certain cost. How to manage that cost requires inbuilt management of the business processes through the supply chain, allowing management to understand the information and make responsible business decisions accordingly.
  • Substitute information for inventory – sharing information on demand and supply chain execution across the supply chain helps reducing or even eliminating inventory
  • Flexible capacity – A change from a static capacity to flexible capacity models that allow businesses to scale according to actual demand. Instead of acquiring manufacturing and distribution capacity based on forecast before the fact, a now model of acquiring capacity options that can be used on specific actual demand is emerging in the markets. This requirement to produce information through the supply chain getting it from the customer allowing flexibility within the customer’s lead-time allows this flexibility.
  • Economics of scale vs. Economics of scope – Instead of the volume of products, the bandwidth of products that can be delivered out of a supply chain drives the economic success. Whilst certain products need to be produced in volume and a level of product stabilisation and continuity provide a lower manufactured cost a lot of companies are now finding that customers are demanding product differentiation. As such, manufactureres ans owners of the supply chain now need to find processes that allow products to be late configured without severe increase in costs that have been associated with such flexibility in the past.

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