Aggregate planning serves as the link between facilities decisions and scheduling. The aggregate planning decision establishes general production levels in the medium term, which is why it is necessary for the company to implement these processes, making decisions and policies that are related to overtime, hiring, firing, subcontracting and levels inventory. Knowledge of these factors will allow us to determine the production levels that are proposed and the mix of resources to be used.
Like aggregate planning, there are other types of control and programming that allow the company to meet expected expectations.
It should be noted that for the implementation of these plans it is necessary to take into account many factors where the levels of supply and demand are studied, as well as the resources to be used through aggregate planning, where these systems of Planning and scheduling of operations will give cohesion to production activities and will be aimed at ensuring the competitive efficiency of the organization.
CHAPTER I
THE PROBLEM
Problem Statement
Managing is essential for all organized cooperation, as well as for any level of the organization of a company. This role is not exclusive to the directors of the company, but also corresponds to a production supervisor. While weakness and difficulty can appear at any managerial level, effective and insightful management requires that all those responsible for the work of others, at all levels, consider themselves managers as well.
The goal of all managers is to establish environments for group efforts to allow individuals to contribute to the achievement of objectives with the minimum amount of inputs such as money, time, effort, and materials.
Therefore analysis and management practice require a systems approach. Any part of the company and even the company itself represents a system.
The administration assigns the administrator many roles, of which planning is considered the most important: which is based on deciding in advance what to do, how to do it, where to do it and who will do it.
It makes it possible for things to happen in a more organized way and with anticipation of what will happen.
There is no more important and fundamental element in the establishment of a suitable environment for performance than allowing people to know their purposes and objectives; the tasks to be carried out and the instructions to be followed in the performance of their positions; For the collective effort to be effective, people must know what they are expected to do.
Venezuela is currently in a situation of change, as the new government is about to take over. Our country has been going through many stages, which have shaken the economy in a very negative way; This involves the business sector, since it is one of the sectors that is most affected by the different changes, both economic and political. The last months of 1998 were one of great uncertainty, as the presidential elections loomed, which produced a great investment recession and capital flight, increased inflation and interest rates; which are essential elements for our country. Therefore, both the public and private organization must propose a general production plan in the short and long term,that allows the company to face the fluctuating or unstable demand of the current market, in ways to guarantee growth, development and competitiveness in the industrial sector.
Justification
Operations planning is a tool with which a company seeks a balance between products and the capacity between the different levels to be able to compete adequately, since it focuses on the volume and time of production of the products and the use capacity of operations.
If changes in demand are taken into account, then marketing will be closely related to the operations of the company, that is, to influence demand as well as supply, variables such as price, advertising and mix must be used. of products.
With the planning, it will be possible to take into account the possible changes that the economy may undergo during the performance of the productive operations of the company, thus guaranteeing an organizational efficiency for it.
goals
General objective
Propose a general short and long-term production plan that allows the company to face fluctuating demand.
Specific objectives
- Analyze the general conditions of the current and future economy within the industrial sector Establish administrative strategies that allow the company to compete during the following year (s) to express the company's sales volume in monetary terms. Steps to be followed in the company's planning system Establish a general program of purchase orders or requests for supplies necessary in production and distribution Coordinate daily and weekly activities that allow control within production.
Scope
Aggregate planning refers to the relationship between supply and demand for production in the medium term up to approximately twelve months in the future.
The term aggregate implies that this planning is carried out for a single measure in general of production and in this case, in some categories of accumulated products.
Therefore, aggregate planning has an established scope, both in terms of time limit and productivity level, in which it should cover a period of no more than one year, just as it only applies to a single general measure of production, and at most could be done for some categories of existing products.
Limitations
The length and breadth of the research and its multiple applications in other areas, at the level of industries, companies or organizations, is a limitation to delve deeper into the subject, which is why it is recommended to apply it only in a specific area within them.
In the same way, the decisions made according to the aggregate planning in relation to overtime, hiring, firing, etc. represents a limitation to develop other points related to it.
CHAPTER II. THEORETICAL BASES
Aggregate Planning
The planning and scheduling of operations focuses on the volume and time of production of the products, the utilization of the capacity of the operations, and establishing a balance between the products and the capacity between the different levels to achieve adequate competition. The management systems to do all of these things involve the existence of various hierarchical levels of activities, which are linked from top to bottom to support each other as shown in Figure 1. Time orientation goes from long to short term, as you move up the hierarchy. In the same way, the level of detail in the planning process ranges from the general at the top to the particular at the bottom.
Figure 1. Operations planning and programming system
Operations planning and scheduling system
Global Vision of the Operations Planning and Scheduling System
- The business plan. The business plan is a report of the general level of activities of the organization for the next 6 to 18 months. The plan is based on forecasts of the general conditions of the economy, future conditions of the industrial sector and competitive considerations, indicates the strategy of the company to compete during the following year (s), and is expressed in terms of quarterly or sometimes monthly results (sales volumes in monetary terms). Aggregate production plan. This plan is the rational sample of the business plan and refers to the demand for these global activities, showing the results to be achieved, expressed in numbers of units of products or families. Capacity planning.Addresses issues from the standpoint of sourcing the division's ability to meet demand. This planning translates the production plans of the production area in terms of inputs to approximate the determination of what proportion of the production capacity will be required or consumed. Master Production Scheduling (PMP). The purpose of this program is to satisfy the demand for each of the products within its line. The PMP provides an important relationship between marketing and the production function. It indicates when to program in products the purchase orders or orders that arrive, and after finishing their manufacture, it schedules its shipment to send it to the client.Roughcut capacity planning (PCA). This planning is carried out in conjunction with the tentative or previous master plan to assess the feasibility of the capacity before the PMP is finally established. This step ensures that a proposed PMP does not inadvertently overload any key department, work center or machinery, preventing it from being implemented. Planning of material requirements (PRM, Material requirement planning). It shows the requirements indicated in time for the output and reception of materials, which allow the master production program to be implemented. Detailed capacity planning (PCD).It is a parallel process to the PRM to identify in detail the capacity that is required for the execution of the materials plan. Workshop control. The workshop control highlights the coordination of weekly and daily activities so that the jobs are carried out.
For our study we will focus exclusively on aggregate planning.
Aggregate Planning
It refers to the relationship between supply and demand for production in the medium term, up to approximately 12 months into the future. The term aggregate implies that this planning is done for a single general measure of production, and at most, some categories of accumulated products. The objective is to establish general production levels in the short and medium term when faced with fluctuating or unreliable demand.
As a result of Aggregate Planning (AP), decisions must be made and policies established that relate to overtime, hiring, firing, subcontractors, and inventory levels. The PA determines not only the levels of production that are planned but also the mix of resources to be used.
Aggregate planning can seek to influence demand as well as supply, variables such as prices, advertising and product mix can be used. If changes in demand are taken into account then marketing together with operations will be closely related to Aggregate Planning. An aggregate plan can contain characteristics such as:
- An approximate time horizon of 12 months, with updating of the plan periodically (monthly). An accumulated level of demand for the product formed by one or a few categories of products, it is assumed that the demand fluctuates, is little certain or is stable. Ability to change both supply and demand variables A variety of management objectives that could include low inventory, good working relationships, low cost, flexibility to increase production levels in the future, and good customer service.
Aggregate planning forms or takes into account two types of planning: facilities planning and scheduling, facilities planning determines the physical quantity that cannot be exceeded through accumulated planning, that is, facilities planning extends further into the future than planning is cumulative and limits the decisions made in aggregate planning.
Scheduling is short-term and limited by decisions made according to aggregate planning.
The aggregated planning is directed to the acquisition of resources, assignment and possible tasks. In other words, scheduling decisions often indicate the need to review aggregate planning, as well as its allocation, through scheduling.
Aggregation
To design an aggregate plan it is first necessary to identify a significant measure of production. This does not present any problem for organizations with a single product because its production is measured directly by the number of units produced. Most organizations, however, have diverse products, and it is not so easy to find a common denominator to measure all production. A steel producer can plan in terms of tons of steel, and a paint producer in terms of gallons of paint. Service organizations, such as urban mass transit systems, may use passenger-kilometers as a common sense measure,facilities employ patient visits and educational institutions often use the contact hours between the institution and the student to an equitable measure. To see, then, that organizations strive to find a production measure that makes sense within their context of their unique production process and their product mixes.
Aggregate plans must simultaneously satisfy several goals. First you must provide the general levels of production, inventories and pending orders that were established in the business plan, the plan must respond to seasonal variations in sales or reproductions of pending orders and this is what was established in the plan of business.
A second goal of aggregate planning is to use the facilities to their full capacity in ways that are consistent with the organization's strategy. Underutilized capacity can be a significant waste of resources. Therefore, many companies plan a production level close to full capacity to achieve good operations. Other companies (for example, those that compete on the basis of better quality products or flexible service to customers), retain a cushion of excess capacity to achieve quick reactions when market demand suddenly increases. The desired level of capacity utilization depends on the strategy of the company.
The plan can be compatible with the goals of the company and with the systems that they use with their employees. A company can call; the importance of stability in employees, particularly where skills for critical positions are scarce and therefore are reluctant to hire or fire employees. Other companies without such goals change their employees freely, in accordance with changes in the level of production through aggregate planning horizons.
Interrelationships between Decisions
Plans for aggregate production are often made for periods of 6 to 18 months. This covers a long period due to the fact that the actions of one week after another are not independent of each other, in addition they are very closely interrelated, since the actions and decisions of the administration of a month determine which are the viable alternatives for subsequent ones.
Example:
As the manager of a company that manufactures refrigerators, you want to plan your production level for the month of February. At the end of January to 100 refrigerators already finished in inventory. In January, there were twenty assemblers on the payroll, each of whom earned a salary of $ 1,600 / month. On average, each assembler is capable of producing 10 refrigerators per month. The information was received that the demand for the month of February by customers will be 200 refrigerators. As there are currently 100 units in inventory, the decision is made to produce exactly 100 more units during February, to satisfy the demand for 200 units. As only ten assemblers are required to meet planned February production,Ten workers are laid off at a cost of $ 400 / worker. A month later it is necessary to face the consequences of that decision. The demand for refrigerators for the month of March is estimated at 300 units. As there were no refrigerators in the inventory for the month of February, a total of three hundred units must be produced by March during that same month. In order to meet this requirement, it is necessary to hire 20 more assemblers at the beginning of March, so that the workforce (30 assemblers) can produce the 300 units needed. The cost to hire and deliver assemblers is $ 300 / assembler, and the inventory costs are not significant. This is an example of planning within a one-month time horizon.If a month's work is planned separately and independently of planning purposes, what would the resulting costs be? Table 1 presented on the page below contains these data.
Let's consider this same example but now taking into account a time horizon of two months. At the end of January, the expected demand is found to be 200 units in February and 300 in March. With this information, the plan is designed (in table 2) for the months of February and March. This plan involves retaining 20 assemblers for February and March, thus avoiding the firing and hiring costs of the first plan. This cost savings was achieved by looking to the future and considering not just the demand for the following month. As can be seen, the purpose of the aggregate plans is not to reduce costs in each of the periods, if not a long term, since this minimization in the short term can become expensive in the long term.
Table 1. Total Cost using a
planning horizon of one month. (Expressed in dollars)
| Planned decisions and costs | February | March | Total |
| Number of employees | 10 | 30 | 40 |
| Production Units | 100 | 300 | 400 |
| Wages (costs) | 10 × 1600 = 16000 | 30 × 1600 = 48000 | 64,000 |
| Layoffs (costs) | 10x 400 = 4000 | -or- | 4,000 |
| Hiring (costs) | -or- | 20x 300 = 6,000 | 6,000 |
| TOTAL | 20,000 | 54. 000 | 74,000 |
Table 2. Total cost using a
two-month planning horizon. (Expressed in dollars)
| Planned decisions and costs | February | March | Total |
| Number of employees | twenty | 30 | fifty |
| Production Units | 200 | 300 | 500 |
| Wages (costs) | 20 × 1600 = 32000 | 20 × 1600 = 32000 | 64,000 |
| Layoffs (costs) | -or- | -or- | -or- |
| Hiring (costs) | -or- | -or- | -or- |
| TOTAL | 32,000 | 32. 000 | 64,000 |
Decision Making Options
- Prices. Price differences are often used to reduce peak demand or to build up demand in off-season. Some examples are matinees in cinemas, hotel rates in the off-season, factory discounts for early or late-season purchases, late-night phone rates, and two-for-one prices at fast food outlets. The purpose of these pricing schemes is to level demand during the day, week, month, or year. Advertising and promotions. This is another method that is used to or in some cases, standardize the demand. Advertising is generally time-coordinated in such a way that demand is promoted during low periods and part of the week is passed from peak periods to low times. For example, ski resorts use advertising to extend their season and turkey farmers use advertising to stimulate demand for the Christmas and Thanksgiving seasons. Pending work (Backlog) reservations. In some cases, it influences demand by asking customers to hold orders or reserve capacity in advance. Generally speaking, this has the effect of shifting demand from peak periods to periods with free capacity. However, there may be cases in which there is a loss of a sale. This loss can sometimes be tolerated when the goal is to maximize profits, although most organizations are reluctant to waste customers so reservations are preferred. Development of complementary products.Companies that have highly seasonal demands can try to develop products that have reverse cycle trends in seasonality. The classic approach to this approach is that of the company, a manufacturer of lawn mowers that begins to build snow blowers.
There are also variables available to modify the offer through aggregate planning, which are:
- Hiring and firing of employees. The use of this variable differs greatly between companies and industries. Some companies will do anything before reducing the size of the workforce with layoffs. Other companies routinely increase and decrease their workforce as demand changes. As a result of this practice a company may be restricted by collective bargaining or company policies. However, one of the purposes of aggregate planning is to examine the effect that these policies have on costs and profits. Use of overtime and short weeks. Overtime is sometimes used for short- and medium-term job adjustments instead of hiring and firing, especially if the change in demand is temporary.Use of temporary or occasional labor.In some cases it is impossible to hire temporary or part-time employees to meet the demand. This option can be particularly attractive because contingent employees are often paid significantly less in wages and benefits. However, part-time employees are refrigerators already out of stock. In January, there were twenty assemblers on the payroll, each of whom earned a salary of $ 1,600 / month. On average, each assembler is capable of producing 10 refrigerators per month. The information was received that the demand for the month of February by customers will be 200 refrigerators. As there are currently 100 units in inventory, the decision is made to produce exactly 100 more units during February,to meet the demand for 200 units. Since only ten assemblers are required to meet planned February production, ten workers are laid off at a cost of $ 400 / worker. A month later it is necessary to face the consequences of that decision. The demand for refrigerators for the month of March is estimated at 300 units. As there were no refrigerators in the inventory for the month of February, a total of three hundred units must be produced by March during that same month. In order to meet this requirement, it is necessary to hire 20 more assemblers at the beginning of March, so that the workforce (30 assemblers) can produce the 300 units needed. The cost to hire and deliver assemblers is $ 300 / assembler,and inventory costs are not significant.
This is an example of planning within a one month time horizon. If a month's work is planned separately and independently of planning purposes, what would the resulting costs be? Table 1 contains these data.
If the aggregate planning is considered with a limited focus, a suboptimization can occur and the decision making seems to influence the type of strategy that is followed.
Basic Strategies
Two pure trading strategies can be used to meet fluctuations in demand over time. One pure strategy is to level the workforce and another is to match demand with workforce. With equalization there will be a consistency in the production of normal time where any variation in demand must then be absorbed with the use of inventories, overtime, subcontractors, cooperative arrangement or any other of the options that influence the demand. What is done with this strategy is to fix the regular workforce using one of the 10 previous variables available for aggregate planning.
With the simple change strategy the workforce is leveled and changed to meet demand. In this case, it is not necessary to maintain inventories or use the variables available for aggregate planning, but this workforce absorbs all changes in demand.
These two strategies are the two extremes where one does not make any change in the labor force and in the other the labor force is varied in direct proportion to the changes in demand.
Consider the case of a brokerage firm that uses both strategies. The data processing department maintained a processing capacity of 17,000 transactions per day, which far exceeded the average load of 12,000. This capacity allowed the department to have a level workforce of programmers, systems analysts, computer operators, and data entry operators, even though capacity exceeded demand by many days. Due to a skilled workforce, high capital investment, and low and marginal cost of additional capacity. It made sense for the data department to follow this strategy.
Meanwhile, the cash department followed a different strategy. As the level of transactions varied, temporary workers were hired and others were fired. This department was highly dependent on labor and had high staff turnover as well as a low level of training needs. The department manager commented that the high turnover was an advantage as it helped facilitate the downsizing of the workforce in periods of low demand.
It can be seen from this situation that the characteristics of the operations seem to influence the type of strategy that is followed. The company generalized this observation in the factors presented in table 3. While the strategy of adapting to demand may be more appropriate in routine tasks that require a low level of training in the workforce, the strategy of Leveling seems to be the most appropriate in tasks in which the workforce requires a higher qualification and that are more complex.
However, these strategies cannot be properly evaluated unless specific decision-making criteria are stated. One way to do this is to reduce all the most important criteria to one, which will be cost.
Table 3. Comparison of the demand adaptation strategy against the level strategy
| Adaptation to demand | Leveled capacity | |
| Level of training in the workforce | Low | Tall |
| Homework discretion | Low | Tall |
| Compensation level | Low | Tall |
| Working conditions | Hard | Pleasurable |
| Training required per employee | Low | Tall |
| Turnover in the workforce | high | Low |
| Hiring and firing costs | High | Low |
| Error level | Tall | Low |
| Supervisory capacity required | high | Low |
| Budget type and forecast required | Short term | Long-term |
Aggregate Planning Costs
Most planning methods determine a plan that minimizes costs. According to these methods, the demand is assumed to be fixed, therefore the strategies to modify the demand are not taken into account. If both supply and demand change simultaneously, it would be more appropriate to maximize profits.
When the demand is considered to be given, the following costs must be taken into consideration:
- Cost of hiring and firing. The cost of hiring includes the costs of recruiting, selecting and training that are needed to bring a new employee to fill a vacancy in a fully trained and productive manner. Layoff cost includes staff benefits, seniority premium, and other costs related to layoff. Overtime costs and lost time. Overtime costs are typically made up of regular wages plus a 50% premium. The cost of lost time is often reflected in using employees for less than full productivity. Inventory maintenance cost. Inventory maintenance costs are related to keeping products in inventory. They include the cost of capital, the variable cost of storage, the cost of obsolescence and deterioration. Cost of subcontractors. Subcontractor costs is the price paid to a subcontractor to produce the units and these can be higher or lower than the cost of producing the units internally. Eventual labor costs. Due to the difference in benefits, the cost of temporary labor is lower than that of regular labor. Although casual workers often do not receive benefits, a percentage of casual labor can be specified in collective agreements.Cost of depletion of inventories or orders. The cost of receiving an order or the cost of inventory depletion should reflect the effect of a reduction in customer service. The cost is very difficult to estimate but it can be related to the loss of prestige with customers and the possible loss of future sales.
Mathematical Models
General model
The aggregate planning problem has three general variables:
Pt = the quantity produced during period t:
It = the inventory level at the end of period t.
Ft = forecast demand for period L
It is possible to define the ending inventory of period t in terms of these variables.
It = I t-1 + P t - F t t = 1,2,…, N
I t-1, = P t > 0
The inventory at the end of period t is precisely the inventory at the end of the previous period plus the production during that period and less the demand for that period.
A cost function is needed to evaluate the various production strategies used. The equation is as follows:
Cost = å f (I tr P tr F t)
Cost is a function of inventory maintained from the rate of production and forecast demand for all periods.
The strategy of adapting to the demand and the strategy of maintaining an inventory level will be two of the particular and possible solutions for this problem. In the case of adapting to demand, it is established that Pt = Ft for all values of t; the production level is precisely the same as the forecast level and in the case of the strategy of maintaining a level it is established that Pt = at a constant value for all periods; the level of production does not vary. The mathematical model will allow to evaluate the cost of these strategies. It will also allow, under certain conditions, to find an optimal strategy with which the total cost of the equation is minimized.
Aggregate Planning Applications
To apply the use of planning we will rely on a service company. This classic app was made by Taubert.
The aggregate planning problem consisted of determining each month the size of the scientific staff and support staff as well as the allocation of scientific staff to government contracts, company research programs, and indirect costs. The purpose of allocating indirect costs was to retain the scientists by paying them a salary on a temporary basis until the work was done.
The aggregate scheduling problem was formulated in terms of the following four variables for each month in 6-month planning horizons:
- Personnel assigned to government contracts Personnel assigned to company research programs Personnel assigned at indirect cost Number of support personnel
Taubert formulated the cost structure of this laboratory in terms of the 12 cost functions. These cost functions include linear costs, cost per part, and nonlinear costs. The goal was for the total cost to be minimized. This method establishes a search procedure based on the previous patterns. Of step sizes and direction that has reduced the cost function. Taubert validated the model over a 5-year period. When compared to management decisions, the model results showed fewer fluctuations in the workforce from month to month. Most importantly, the analysis indicated that costs would have been reduced by 12% if the model had been used.
Aggregate Planning Evaluation
When evaluating planning, they should be guided by certain guidelines, which are:
- Management may not be aware of an aggregate planning problem. Decisions about workforce and inventory can be made reactively and weekly through scheduling. If this is the case, management will have to establish an aggregate planning function and assign responsibility to a manager before quantitative techniques can be found to be useful. Management may not understand the value of a quantitative approach due to unfamiliarity. With this approach you will require a solution to the scheduling problem before you can attack the more general problem of aggregate planning. Planning models must be adapted to the needs of the particular situation.It may be necessary to include more than one accumulated product type in the model or to consider product allocation decisions between plants or to work with multiple objectives and not just with costs. The management problem must be studied carefully first and exploit alternative formulations rather than forcibly adapting a particular model to the situation. In some companies aggregate planning is severely limited by policies such as maintaining a level of workforce. In this case, the aggregate planning problem can be viewed as a one-time policy evaluation effort rather than a constant model for making decisions on a monthly basis. Before a company accepts the aggregate planning approach,the ability of the model to provide better decisions must be demonstrated. This can often be done by comparing past management performance with the results they would have obtained with the model.
Aggregate Planning
for Service Organizations
Service organizations can also use aggregate planning which focuses on a situation that must be done according to a service request and not to generate inventory. Consequently, finished products are not available to respond to fluctuations in demand but rather in pending work records that can be increased or decreased to utilize capacity at desired levels.
Consider the public works department of a city government, which is responsible for: 1. Repairing and maintaining all streets and avenues and drainage systems. 2. Build new roads. 3. Dislodge ice and snow. The department cannot establish inventory of these finished products, but can nonetheless retain appropriate combinations of skilled and unskilled labor, equipment, suppliers, and employ subcontractors to meet the demand for various products (services).
Implementation of Aggregate Plans
Unplanned events
Once the plan is carried out, it must be continuously analyzed over time, in order to take into account unplanned events. Other unexpected events can distort plans. Probably the planned level of production for the month was not reached, or perhaps the workforce did not work at its average capacity. In any event, the unforeseen must be taken into consideration using again the aggregate planning models, with the exception that there are actual data instead of the planned ones.
When the aggregated plans are updated, we can expect corresponding changes that will be necessary in the master production schedule.In the PMP, transactions, records and reports are periodically updated and reviewed, due to the fact that the forecasts in individual demand for the products.
Behavioral considerations
Behavioral considerations go into aggregate planning within the process itself and into the effort to implement the plan.
- Behavior in the planning process. Some important behavioral factors arise from the complexity of the planning problem and the limitations of the person who must solve the planning problem. The time horizon of being considered for optimal planning. Sometimes a longer time horizon is needed, and consequently the problems also increase. But luckily software and computers offer great cheap and powerful help. Microcomputers with electronic data sheet and database software provide a desktop work aid for quickly exploring planning and scheduling problems, often used to complement human efforts in the planning process..Behavioral considerations in planning. Implementing a plan can affect organizational behavior in several ways. The purchasing area must plan to acquire sufficient resources and materials. Arrangements must be made to retain the services of subcontractors. It is necessary to coordinate very well the department of human resources, changes in the workforce, so that adequate personnel are available when necessary.
CONCLUSIONS
Aggregate planning is a process that allows reaching a balance between production levels, the restrictions on the capacities that are set and the temporary adjustments in relation between supply and demand in the medium term, since the general level is planned from here production to make the best use of available resources.
It is vitally important to know that there are variables that affect the offer such as hiring: layoffs, overtime, inventories, subcontracting, temporary labor, and cooperative arrangements which, through aggregate planning, can be changed and adjusted. There are also variables that affect demand such as: prices, promotions, pending work, observations and complementary products which can be changed in the aggregate planning.
When demand has a given level, two strategies are available to adjust supply, the first is to adapt to demand, and the second is to level production. Here it is possible to select a strategy that determines which is the best total cost of the
Possible strategies in order to carry out a good aggregate planning, but to choose the best plan, several models have been proposed, the choice of these will be at the convenience of the planner and what he wants to obtain. That is why aggregate planning gives cohesion to production activities and, above all, directs them to ensure the competitive efficiency of the organization.
BIBLIOGRAPHY
-Adam, Everett. 1991. Administration of Production and Operations. Editorial PHH Prestince Hall. Mexico.
-Shoroeder, Roger. 1992. Operations Administration. Editorial Mc. Graw Hill. Mexico.
Bicentennial University of Aragua
Faculty of Social Sciences
School of Administrative and Social Sciences
members:
hernandez raidevi ci 12,337,667
burgos ramon ci 12,343,700
salazar ruth ci 12,566,840
ortega katty ci 12,567,752
slim rosario ci 13,779,548
SAN JOAQUÍN DE TURMERO, JANUARY 1999
Download the original file
