Rätt artiklar, på rätt plats och i rätt tid är viktiga aspekter för ett producerande företag. Det finns olika lagerstyrningsmetoder ett företag kan använda sig av för att säkerställa dessa vilket denna uppsats behandlar. Uppsatsens syfte är att beskriva Thomas Cook Airlines lagerstyrning och utifrån det har föl-jande två frågeställningar tagits fram: (1) vilka lagerstyrningsmetoder som används idag och (2) hur lagerstyrningen kan effektiviseras med hjälp av ett MRP-system. Vi har fördjupat oss i olika lagerstyrningsmetoder, så som beställningspunkten, ekonomisk orderkvantitet och ABC-klassificering, som förklarar olika sätt att styra ett lager. Vi har även presenterat en teori om MRP-system, vilket innebär att företag kan minimera lagernivån och minska risken för över-skott av lager. Adderas koncepten LEAN och JIT kan fler fördelar erhållas. Uppsatsens empi-riska material bygger på intervjuer, observationer och textdokument. I slutsatsen kom vi fram till att Thomas Cook Airlines delvis arbetar med lagerstyrning. De vill säkerställa en hög servicenivå, men det medför ett högt lagervärde på lagret, vilket inte är önskvärt. Företaget har en upprättad ABC-klassificering, men denna används inte i tillräcklig utsträckning. Vi presenterar två MRP-system, RELEX och AFP, som ger en rad fördelar så som orderförslag samt att användaren inte behöver klistra in rapporter i Excel, som är det nu-varande arbetssättet. Thomas Cook Airlines lagerstyrning kan bli mer effektiv med ett MRP-system. Utifrån koncepten om LEAN och JIT anser vi även att en leverantörs- och artikelre-ducering kan vara lämplig. / Right product, in the right place and at the right time are important aspects of a producing company. There are different inventory control methods a company can use to ensure these aspects which this paper will discuss. The purpose of this essay is to describe Thomas Cook Airlines inventory control, and from this, the following two problem definitions have been developed: (1) which inventory control methods are used today and (2) how inventory control can be streamlined using an MRP sys-tem. We have deepened ourselves in different inventory control methods, such as the ordering point, economic order quantity, and ABC classification, explaining different ways how to control inventory. We have also presented a theory about MRP systems which indicates that companies with MRP systems can minimize their inventory level and reduce the risk of inven-tory overflow. If the concept’s LEAN and JIT are to be added to the companies’ strategies more advantages will obtain. In this paper, our empirical material is based on interviews, ob-servations and text documents. In our conclusion, we found that Thomas Cook Airlines partly works with inventory control. The company wants to maintain a high level of service, but it implies a high inventory value which is not desirable. The company has an established ABC classification, but it is not used to a sufficient extent. We present two MRP systems, RELEX and AFP, who gives a number of benefits such as suggested orders. Also, they no longer need to generate different reports from different systems to Excel. Thomas Cook Airlines inventory control can be more effec-tive with an MRP system. Based on the concepts of LEAN and JIT, we also consider that a supplier and article reduction may be appropriate.

本論文共一冊，七萬餘言，分為六章四十節，第一章緒論，第二章研究方法與系統架 構，第三章產品結構管理子系統，第四章存貨控制子系統，第五章物料需支計劃子系 統，第六章系統實施與結論。 自Orlicky 提出MRP 的觀念以來，有許多套系統在大型電腦上發展出來，且被實施成 功，但其費用太過高昂，近年來，個人電腦功能的增強，使在個人電腦上發展MRP 成 為可能，但國內目前卻缺乏一套這樣的系統，因此本論文乃嘗試發展國內第一套個人 電腦上的中文式MRP 系統，不但適合國內之生產型態與環境，以解決佔國內企業總數 百分之九十八的中小企業所面對的物料管理和生產管理難題，且以個案研究的方式， 使系統的建立能夠真正被應用，使理論和實務能夠連接，以完成系統的整合。

Submitted by admin tede (tede@pucgoias.edu.br) on 2016-11-10T13:42:48Z No. of bitstreams: 1 SUZANA ALVES MENDANHA.pdf: 4085845 bytes, checksum: ed8772928c3151a3f2d34b1b727c09b3 (MD5) / Made available in DSpace on 2016-11-10T13:42:48Z (GMT). No. of bitstreams: 1 SUZANA ALVES MENDANHA.pdf: 4085845 bytes, checksum: ed8772928c3151a3f2d34b1b727c09b3 (MD5) Previous issue date: 2015-05-14 / The Planning and Production Control Department influence directly in the management of the organization of the production control, if this department does not perform adequately its functions will directly affect other sectors of the company, such as stocks, production and financial sector. This research aims to structure and monitor the implementation of the Kanban production model, integrating the existing MRP system in a food industry to meet the peculiarities of lack and scarcity of semi-finished products existing in the reality of the company. Using the references found in the literature and adding the acquired knowledge by practical study from the research-action, this research shows the development and deployment of a hybrid model. With this deployment, after the cycles of action research, it was possible to see a reduction in the stock of semifinished products at 25% and the value of capital employed at 24%, plus a reduction of finished product shortage cuts at 73%, even with an increase of 15% in this volume. From these results the hybrid model has become satisfactory to the company, since the MRP system and the Kanban production model was integrated complementary, even with the difficulty of the factory floor staff to follow the flow of the hybrid model of PCP. / O departamento de Planejamento e Controle da Produção influencia diretamente na gestão da organização do controle da produção, caso este departamento não desempenhar adequadamente suas funções afetará diretamente outros setores da empresa, como os estoques, a produção e o setor financeiro. Esta pesquisa tem como objetivo estruturar e acompanhar a implantação do modelo Kanban de produção, integrando ao sistema MRP já existente em uma indústria alimentícia, a fim de atender as peculiaridades de falta e escassez de produtos semiacabados existentes na realidade da empresa. Utilizando as referências encontradas na literatura e acrescentando o conhecimento adquirido pelo estudo prático oriundo da pesquisa-ação, esta pesquisa apresenta o desenvolvimento e a implantação de um modelo híbrido. Com esta implantação, após os ciclos da pesquisa-ação, foi possível verificar uma redução do estoque de semiacabados em 25% e o valor de capital empregado em 24%, além de uma redução de cortes de faltas de produto acabado em 73%, mesmo com um aumento de 15% em seu volume. A partir destes resultados o modelo híbrido se tornou satisfatório para a empresa, visto que o sistema MRP e o modelo Kanban de produção se integraram de forma complementar, mesmo apresentando dificuldades pela equipe de chão de fábrica de seguir o fluxo do modelo híbrido de PCP.