Comparar métodos

	Planejamento Agregado	Planejamento das Necessidades de Materiais	SMED
Área	Gestão de operações	Gestão de operações	Gestão de operações
Família	Machine learning	Machine learning	Machine learning
Ano de origem	1992	1975	1985
Autor original	Wallace, T. F.	Joseph Orlicky	Shigeo Shingo
Tipo	Demand-supply planning framework	Material planning algorithm	Setup time reduction technique
Fonte seminal	Wallace, T. F. (1992). Sales & Operations Planning: The how-to handbook. Cincinnati: APICS Publications.	Orlicky, J. (1975). Material requirements planning: The new way of life in production and inventory management. New York: McGraw-Hill.	Shingo, S. (1985). A revolution in manufacturing: The SMED system. Cambridge, MA: Productivity Press.
Outros nomes	sales and operations planning, production planning	MRP, MRP I	quick changeover, rapid setup
Relacionados	5	5	5
Resumo	Aggregate Planning (or Sales & Operations Planning, S&OP) is a collaborative, iterative process that balances demand and supply at a high level—typically grouping products into families and planning over a 3–18 month horizon. Developed formally by Tom Wallace and popularized through APICS, aggregate planning helps organizations align sales forecasts, production capacity, inventory, and workforce to meet demand efficiently while managing costs. It serves as the bridge between strategic business plans and detailed operational execution.	Material Requirements Planning (MRP) is a computerized system developed by Joseph Orlicky in the 1970s that calculates material requirements based on master production schedules and bill-of-materials data. MRP determines what materials to buy, how much to order, and when to order them to meet production demand while minimizing inventory carrying costs. It became a foundational technology for manufacturing planning and later evolved into manufacturing resource planning (MRP II) and enterprise resource planning (ERP) systems.	Single Minute Exchange of Die (SMED) is a systematic approach developed by Shigeo Shingo in the 1980s to drastically reduce the time required to changeover equipment from producing one product to another. The methodology, part of the Toyota Production System, aims to reduce setup time to a single-digit minute range (ideally under nine minutes), enabling smaller batch sizes, faster response to customer demand, and improved flexibility in manufacturing. SMED is a cornerstone of lean manufacturing and just-in-time production.