{"id":45666,"date":"2019-03-12T11:49:01","date_gmt":"2019-03-12T04:49:01","guid":{"rendered":"https:\/\/bahtera.jp\/seminar_20190311\/"},"modified":"2026-09-12T14:45:41","modified_gmt":"2026-09-12T07:45:41","slug":"seminar_20190311","status":"publish","type":"post","link":"https:\/\/bahtera.jp\/en\/seminar_20190311\/","title":{"rendered":"Case of Supply Chain Optimization in Indonesian Manufacturing"},"content":{"rendered":"<p>I work in the manufacturing systems sector in Indonesia, and due to frequent changes in order quantities and delivery dates, production schedule adjustments often cannot keep up, affecting raw material orders. In the supply chain, having too little inventory increases the risk of backorders, while having too much incurs inventory carrying costs, presenting a trade-off issue. To address this problem, I will explain, based on a case study, the construction of a system for demand forecasting that considers the supply capacity of in-house production facilities.<\/p>\n<p style=\"clear:both;width:100%;box-sizing:border-box;margin:0 0 22px;padding:10px 14px 10px 16px;background:#f5f9fc;border-left:4px solid #2f80ed;border-radius:0 6px 6px 0;color:#1f2937;line-height:1.7;\">In supply chain inventory management, building a demand forecasting system that considers supply capacity is crucial.<\/p>\n\t\t\t\t<a href=\"https:\/\/bahtera.jp\/en\/indonesia-scheduler\/\" class=\"st-cardlink\" aria-label=\"Production Scheduler in Indonesia\">\r\n\t\t\t\t<div class=\"kanren st-cardbox\" >\r\n\t\t\t\t\t\t\t\t\t\t<dl class=\"clearfix\">\r\n\t\t\t\t\t\t<dt class=\"st-card-img\">\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"150\" height=\"150\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-150x150.png\" class=\"attachment-st_thumb150 size-st_thumb150 wp-post-image\" alt=\"Structured diagram of production schedulers, PSI tables, and load planning in Indonesia\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-150x150.png 150w, https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-100x100.png 100w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dt>\r\n\t\t\t\t\t\t<dd>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"st-cardbox-t\">Production Scheduler in Indonesia<\/p>\r\n\t\t\t\t\t\t\t\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"st-card-excerpt smanone\">\r\n\t\t\t\t\t\t\t\t\t<p>Production planning and load planning are closely related and require verification based on quantities. It is important to compare production quantities,\u2026<\/p>\n\t\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"cardbox-more\">\u7d9a\u304d\u3092\u898b\u308b<\/p>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dd>\r\n\t\t\t\t\t<\/dl>\r\n\t\t\t\t<\/div>\r\n\t\t\t\t<\/a>\r\n\t\t\t\t\n<div class=\"article-point\" id=\"key-takeaways\">\n<h2 class=\"article-point-title\">What this article covers<\/h2>\n<ul>\n<li>In Indonesia, product lifecycles are shortening, making demand forecasting more challenging.<\/li>\n<li>Efficiency is being improved by utilizing Asprova and HanaFirst.<\/li>\n<li>The supply chain is moving towards smaller lot sizes, leading to increased inventory costs.<\/li>\n<li>Improving the accuracy of demand forecasting contributes to reducing inventory costs.<\/li>\n<li>Using APS optimizes production planning and improves cash flow.<\/li>\n<\/ul>\n<\/div>\n<p><script type=\"application\/ld+json\" id=\"wprestapi-ai-jsonld\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"BlogPosting\",\"@id\":\"https:\/\/bahtera.jp\/en\/seminar_20190311\/#article\",\"headline\":\"Case of Supply Chain Optimization in Indonesian Manufacturing\",\"description\":\"In Indonesia, product lifecycles are shortening, making demand forecasting more challenging. Efficiency is being improved by utilizing Asprova and\u2026\",\"mainEntityOfPage\":{\"@type\":\"WebPage\",\"@id\":\"https:\/\/bahtera.jp\/en\/seminar_20190311\/\"},\"inLanguage\":\"en\",\"datePublished\":\"2019-03-12T11:49:01\",\"dateModified\":\"2026-08-09T13:51:49\",\"author\":{\"@type\":\"Person\",\"name\":\"yamazou\"}},{\"@type\":\"ItemList\",\"@id\":\"https:\/\/bahtera.jp\/en\/seminar_20190311\/#key-takeaways\",\"name\":\"What this article covers\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"In Indonesia, product lifecycles are shortening, making demand forecasting more challenging.\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Efficiency is being improved by utilizing Asprova and HanaFirst.\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"The supply chain is moving towards smaller lot sizes, leading to increased inventory costs.\"},{\"@type\":\"ListItem\",\"position\":4,\"name\":\"Improving the accuracy of demand forecasting contributes to reducing inventory costs.\"},{\"@type\":\"ListItem\",\"position\":5,\"name\":\"Using APS optimizes production planning and improves cash flow.\"}]}]}<\/script><\/p>\n<h2>Company Overview<\/h2>\n<p>Regarding our business activities, in addition to the production scheduler Asprova, we have developed our own business development template called HanaFirst. Standardization of operations is only possible for some administrative tasks such as accounting, while production management, inventory management, and order management are determined by the overall supply chain relationship between customers and suppliers, making system standardization challenging.<\/p>\n<p>Therefore, it is necessary to steadily compile business requirements and implement them into the system. HanaFirst aims to streamline this process using templates.<\/p>\n<h2>Challenges for the Indonesian Manufacturing Industry (Awareness of Issues)<\/h2>\n<div class=\"graybox\">\n<ul>\n<li>With economic growth, the income level of the population is rising, and the development of information tools centered on social media is diversifying the preferences of end consumers. On the other hand, in the flood of goods and information, boredom comes quickly, and product lifespans are shortening.<\/li>\n<li>As a result, demand forecasting in the supply chain becomes difficult, and with intensified competition due to quality improvements by rival companies from other countries, order quantities inevitably become smaller, and frequent order changes occur.<\/li>\n<li>The burden of smaller lot sizes and order changes has a multiplier effect as it flows through the supply chain, making proper inventory control difficult, leading to a tendency to be conservative to prevent opportunity losses, and inevitably increasing inventory costs.<\/li>\n<\/ul>\n<\/div>\n<p><img decoding=\"async\" alt=\"Impact of Diversifying Consumer Preferences and Shortened Product Lifecycles\" class=\"wp-image-45281 aligncenter\" height=\"357\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1087.png\" width=\"711\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1087.png 1001w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1087-300x150.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1087-768x385.png 768w\" sizes=\"(max-width: 711px) 100vw, 711px\" \/><\/p>\n<p>First, we will confirm the challenges faced by Japanese manufacturing companies in Indonesia and clarify the awareness of issues. The general product life cycle follows the fate of introduction, growth, maturity, and decline phases, but as the country&#8217;s economy grows, income levels rise, and consumer preferences become more diverse and segmented. Correspondingly, product lifespans shorten.<\/p>\n<p>As seen in Japan, in an environment overflowing with goods and information, people become easily bored. Especially with the spread of social media like Instagram and Facebook, new information comes out one after another, spreads quickly, and is soon forgotten as attention shifts to the next product.<\/p>\n<p>Indonesia has a population of 260 million, with 140 million internet users, most of whom access it via smartphones. Since the purpose of use is often social media, the speed of information dissemination is fast, and the cycle of trends and obsolescence is also short.<\/p>\n<p>The shift from long-life, low-variety mass production to short-life, high-variety small-lot production is progressing. Inevitably, there is a strong trend towards smaller lot sizes in purchasing, production, and shipping throughout the supply chain. As product lifespans shorten and order units from customers become smaller, order units to suppliers also become smaller, resulting in shorter product lifespans and smaller lot sizes throughout the supply chain.<\/p>\n<p>As the accuracy of future demand forecasts decreases, frequent order changes such as delivery date and quantity changes occur against the information received in advance, necessitating a review of plans. Order changes have a multiplier effect throughout the supply chain, increasing the risk of line stoppages due to delays in raw material deliveries from suppliers. To prevent this, it is necessary to keep inventory in advance, leading to a vicious cycle of increasing inventory costs.<\/p>\n<p><img decoding=\"async\" alt=\"Background of Smaller Lot Sizes and Shorter Delivery Times for Orders\" class=\"wp-image-45448 aligncenter\" height=\"438\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1095.png\" width=\"651\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1095.png 744w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1095-300x202.png 300w\" sizes=\"(max-width: 651px) 100vw, 651px\" \/><\/p>\n<p>With the expansion of domestic demand in Indonesia, the number of orders is increasing, but the customer base is expanding to local companies other than Japanese ones, and the quantity per order unit tends to decrease. Previously, delivering on time without delay to the main customers was the top priority, but with the lot sizes flowing through the supply chain becoming smaller, the number of customers is increasing, and delivery destinations are becoming more dispersed.<\/p>\n<p>Manufacturers from China, Korea, and Hong Kong are also entering Indonesia, and the quality of Indonesian manufacturers is improving. There are circumstances where small lot, short delivery time orders cannot be refused. An official in charge of supporting Indonesian SMEs points out that while 90% of the cars on the road are Japanese, the local procurement rate of Japanese parts manufacturers is extremely low.<\/p>\n<p>In Korea, the complete unemployment rate is about twice that of Japan&#8217;s 2.5%, so many people are coming with their backs against the wall, making the business environment for Japanese companies increasingly severe.<\/p>\n<p>In addition to these changes in the business environment, changes in demand by end consumers are putting a multiplier effect on the supply chain, placing a burden of high-variety, small-lot, short delivery time on the production side.<\/p>\n<p><img decoding=\"async\" alt=\"Demand Forecast Uncertainty Complicates Inventory Control\" class=\"aligncenter wp-image-45434\" height=\"429\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1093.png\" width=\"622\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1093.png 725w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1093-300x207.png 300w\" sizes=\"(max-width: 622px) 100vw, 622px\" \/><\/p>\n<p>As product lifespans shorten, it becomes difficult to predict future production, making it challenging to maintain proper inventory. Department managers within the internal supply chain become conservative, worrying about shipment delays, production delays, and supply delays. Shipment managers tend to want to hold more inventory as demand becomes more uncertain, production managers tend to want to produce more, and purchasing managers tend to want to order more.<\/p>\n<p>Delays in raw material deliveries from suppliers must be avoided as they stop the production line, but delays occur due to supplier circumstances or unreasonable ordering conditions from the company. If delays in procurement or equipment failures at suppliers cause delays in deliveries to the company, there is nothing that can be done, but due to the complexity of purchasing operations accompanying the smaller lot sizes in the flow of goods in the supply chain, there are also company-originated issues such as requesting unreasonable schedules or delivery date changes from suppliers.<\/p>\n<p>Delays in raw material deliveries necessitate rescheduling production plans, leading to productivity declines due to line stoppages, increased fixed costs due to overtime and weekend work to recover, and ultimately deteriorating the company&#8217;s profitability.<\/p>\n<p><img decoding=\"async\" alt=\"Smaller Lots Increase Burden on Production Lines\" class=\"aligncenter wp-image-45454\" height=\"430\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1096.png\" width=\"640\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1096.png 744w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1096-300x202.png 300w\" sizes=\"(max-width: 640px) 100vw, 640px\" \/><\/p>\n<p>To handle high-variety, small-lot production with limited equipment, it is necessary to subdivide process lines, increase shared lines, and raise operating rates. However, manufacturing lead times per order become shorter, and with high-variety, small-lot orders, setup changes such as mold changes and cleaning increase. As a result, variations occur in manufacturing lead times from initial process input to completion depending on the item, quantity, and line congestion, causing deterioration in the accuracy of delivery date responses.<\/p>\n<p>On the shop floor, it becomes difficult to determine work order priorities without visibility into order links, worsening delivery compliance rates. To avoid material shortages, overly generous material plans are created, increasing inventory of materials and work-in-progress.<\/p>\n<p><img decoding=\"async\" alt=\"Rising Labor Costs in Indonesia\" class=\"aligncenter wp-image-45458\" height=\"428\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1097.png\" width=\"606\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1097.png 708w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1097-300x212.png 300w\" sizes=\"(max-width: 606px) 100vw, 606px\" \/><\/p>\n<p>This is not directly related to the flow of goods in the supply chain or production in the company&#8217;s factory, but one of the serious problems Japanese companies face in Indonesia is the annually rising minimum wage issue. The wage level in the West Java industrial belt area of Jakarta, Bekasi, and Karawang is about twice that of Central Java, making it understandable why everyone wants to come as migrant workers.<\/p>\n<p>In Indonesia, it is often said that workers&#8217; rights are well protected, but the most troublesome part of the labor law (UU No 13 Tahun 2003) is the large amount of money that must be paid when terminating employment, including retirement allowances, long service awards, and compensation for loss of rights to be received.<\/p>\n<p><img decoding=\"async\" alt=\"Rise of Other Asian and Indonesian Firms\" class=\"wp-image-45437 aligncenter\" height=\"431\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1094.png\" width=\"647\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1094.png 750w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1094-300x200.png 300w\" sizes=\"(max-width: 647px) 100vw, 647px\" \/><\/p>\n<p>Among the foreign companies entering Indonesia, manufacturing is the most common industry, with the highest concentration in the industrial parks of Bekasi and Karawang in Jawa Barat. By country, it is in the order of Singapore, Japan, China, Hong Kong, and Korea. In the case of China and Korea, many people come with a do-or-die attitude, unlike Japan, where they are guaranteed to return to their country after a five-year term, indicating that the business environment in Indonesia is becoming increasingly severe.<\/p>\n<p><img decoding=\"async\" alt=\"Internal Factors Raising Information Management Costs\" class=\"aligncenter wp-image-45584\" height=\"457\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1125.png\" width=\"654\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1125.png 715w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1125-300x210.png 300w\" sizes=\"(max-width: 654px) 100vw, 654px\" \/><\/p>\n<p>In Japan, IT control within JSOX (rules on internal control within the Financial Instruments and Exchange Act established in 2006) emphasizes business audits that evaluate compliance with internal controls, but in Indonesia, it is in a state of neglect.<\/p>\n<h2>Demand Forecasting and Inventory Costs in the Supply Chain (Analytical Perspective)<\/h2>\n<div class=\"graybox\">\n<ul>\n<li>Supply chain management involves considering your company as the center between upstream raw material manufacturers and downstream end consumers, managing the process where goods flow while adding value. Changes in demand and supply expand and chain together.<\/li>\n<li>By synchronizing and centralizing planning tasks between departments, it is necessary to improve the accuracy of demand forecasts, shorten inventory periods, prevent opportunity losses, and achieve optimal inventory to reduce inventory costs.<\/li>\n<li>The cost of products that make up inventory consists of manufacturing costs and selling, general, and administrative expenses, but invisible inventory interest costs arise in financial accounting, which can be considered off-balance liabilities that pressure future company profits and losses.<\/li>\n<li>The reason for needing inventory in your own factory despite bearing inventory costs is to fill the gap between manufacturing lead time and order lead time, and to serve as a buffer to prevent bottleneck processes from stopping.<\/li>\n<li>To maintain optimal inventory, it is necessary to issue POs and manufacturing instructions based on highly accurate demand forecasts within the internal supply chain.<\/li>\n<li>If demand forecasts are 100% or supply capacity is 100%, zero inventory is possible, but in reality, supply capacity is limited, so adjustments are made to respond to demand while maintaining minimum safety stock, connecting management plans, sales plans, production plans, and purchasing plans as quickly as possible. This is a challenge that is impossible without considering supply capacity in demand forecasting.<\/li>\n<li>As a result, the capabilities of the supply chain are measured by responsiveness, flexibility, and reliability.<\/li>\n<\/ul>\n<\/div>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"Our Factory Within the Supply Chain\" class=\"aligncenter wp-image-45462\" height=\"450\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1098.png\" width=\"647\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1098.png 719w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1098-300x209.png 300w\" sizes=\"(max-width: 647px) 100vw, 647px\" \/><\/figure>\n<p>Next, we present an analytical perspective to address the challenges in Indonesia, such as increased load due to multi-variety small-lot production, increased planning revision load due to frequent order changes, and the difficulty of optimal inventory control. This represents the position of &#8220;the company factory within the entire supply chain,&#8221; where the number of players tends to increase as you move upstream or downstream from the company factory.<\/p>\n<p>The supply chain is the connection of a series of processes from raw materials to the final user, where materials or products are procured, value is added to them, and they are delivered to customers. Supply chain management is the logical organization of these management systems, considering the company factory as the center connecting the upstream supply chain to raw materials and the downstream supply chain to the final user.<\/p>\n<p><img decoding=\"async\" alt=\"Ripple Effects of Quantity, Price, and Delivery Fluctuations in the Supply Chain\" class=\"wp-image-45467 aligncenter\" height=\"443\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1099.png\" width=\"624\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1099.png 704w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1099-300x213.png 300w\" sizes=\"(max-width: 624px) 100vw, 624px\" \/><\/p>\n<p>The fluctuations in supply moving from upstream to downstream and demand moving from downstream to upstream in the supply chain expand and chain together, resembling the movement of a whip, known as the bullwhip effect. Specifically, delays in raw material manufacturers&#8217; arrivals affect the production side, logistics (shipping) side, and end consumer side, expanding as they go, and changes in demand on the end consumer side affect the logistics side, producer side, and raw material manufacturers, expanding as they go.<\/p>\n<p><img decoding=\"async\" alt=\"Flow of Goods and Information in Our Factory\" class=\"wp-image-45475 aligncenter\" height=\"436\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1100.png\" width=\"629\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1100.png 722w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1100-300x208.png 300w\" sizes=\"(max-width: 629px) 100vw, 629px\" \/><\/p>\n<p>Controlling the flow of goods and information within the company factory, which is at the center of the supply chain, is a plan adjusted for supply and demand by each department&#8217;s responsible person. Although there are plans based on supply and demand adjustments at each level, these plans are generally created independently and do not align with each other. As a result, even if the plan is optimal for the department, it may not be optimal for the company as a whole. This is called partial optimization.<\/p>\n<p><img decoding=\"async\" alt=\"Product and Inventory Costs Incurred Within Our Factory\" class=\"wp-image-45479 aligncenter\" height=\"433\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1101.png\" width=\"604\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1101.png 698w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1101-300x215.png 300w\" sizes=\"(max-width: 604px) 100vw, 604px\" \/><\/p>\n<p>So far, we have focused on the flow of goods, but here we consider the costs incurred by goods flowing through the supply chain. Manufacturing costs such as direct material costs, direct labor costs, and manufacturing overhead costs occur when manufacturing products, and selling, general, and administrative expenses such as storage costs and advertising costs occur after the product is made.<\/p>\n<p>These costs are recorded as expenses in financial accounting, but the financial burden of holding inventory, which does not generate cash, is converted into a virtual capital cost called inventory interest cost in management accounting, based on the holding period.<\/p>\n<p><img decoding=\"async\" alt=\"Why Inventory Is an Interest Cost\" class=\"wp-image-45482 aligncenter\" height=\"422\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1102.png\" width=\"639\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1102.png 757w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1102-300x198.png 300w\" sizes=\"(max-width: 639px) 100vw, 639px\" \/><\/p>\n<p>Inventory interest cost is an invisible cost that does not generate accounting entries, such as the negative impact on cash flow from the cash equivalent of inventory amounts, the opportunity loss of interest that could have been earned if the cash equivalent of inventory amounts were deposited in a bank, borrowing interest for procuring raw materials to manufacture inventory, opportunity loss costs from occupying warehouse space, and risks of impairment, depletion, and dead stock. These can be considered off-balance liabilities that will become visible costs in the future and worsen the company&#8217;s profitability.<\/p>\n<p><img decoding=\"async\" alt=\"Why Inventory Is Needed Despite Costs\" class=\"wp-image-45486 aligncenter\" height=\"424\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1103.png\" width=\"605\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1103.png 714w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1103-300x210.png 300w\" sizes=\"(max-width: 605px) 100vw, 605px\" \/><\/p>\n<p>Although inventory is often seen as a villain, there are justifiable reasons for needing inventory within the company factory despite bearing inventory costs. One reason for holding inventory internally is to fill the gap between manufacturing lead time and order lead time. Typically, the order lead time from receiving an order to shipping is shorter than the manufacturing lead time from start to finish, so inventory is needed as insurance to fill the lead time gap.<\/p>\n<p><img decoding=\"async\" alt=\"Opportunity Loss and Inventory Costs Are a Trade-Off\" class=\"wp-image-45490 aligncenter\" height=\"446\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1104.png\" width=\"662\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1104.png 742w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1104-300x202.png 300w\" sizes=\"(max-width: 662px) 100vw, 662px\" \/><\/p>\n<p>In manufacturing operations, there are two points where decisions are made to adjust quantities on the supply chain. One is when issuing POs, and the other is when issuing manufacturing instructions. The trade-off relationship between &#8220;opportunity loss (backorders) and inventory cost (excess inventory)&#8221; means that at the time of PO issuance, there is a fear of line stoppage due to stockouts, but overbuying and having excess is also problematic. At the time of manufacturing instruction issuance, it is problematic if shipments are not met, but overproduction and excess are also problematic.<\/p>\n<p><img decoding=\"async\" alt=\"Metrics to Reduce Inventory Costs\" class=\"wp-image-45494 aligncenter\" height=\"450\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1105.png\" width=\"650\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1105.png 722w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1105-300x208.png 300w\" sizes=\"(max-width: 650px) 100vw, 650px\" \/><\/p>\n<p>In extreme cases, if demand forecasts are 100% accurate, it is sufficient to start preparing lead time in advance from the delivery date, so supply capacity (lead time) can be as long as needed. Also, if supply capacity is 100% (instant delivery), demand forecasts are unnecessary. In either case, zero inventory can be achieved.<\/p>\n<p>However, in reality, due to constraints, 100% supply capacity is impossible, so supply and demand adjustments are necessary to respond to demand while maintaining minimum safety stock, and adjustments are made to connect management plans, sales plans, production plans, and purchasing plans as quickly as possible. As a result, the indicators for measuring supply chain capabilities are responsiveness (lead time), flexibility (response to changes), and reliability (on-time delivery).<\/p>\n<p><img decoding=\"async\" alt=\"Time-Saving Effects of Unified Departmental Planning\" class=\"aligncenter wp-image-45592\" height=\"431\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1126.png\" width=\"631\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1126.png 732w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1126-300x205.png 300w\" sizes=\"(max-width: 631px) 100vw, 631px\" \/><\/p>\n<p>The department-optimized plans created through supply and demand adjustments in management, sales, production, and purchasing departments are not necessarily optimal for the preceding and following departments, resulting in waiting times between departments. Overall optimization means seamlessly connecting the plans created by each department.<\/p>\n<h2>Systematization of Planning Operations Considering Supply Capacity (Main Discussion)<\/h2>\n<div class=\"graybox\">\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>Creating a production plan that considers the supply capacity of each department is about creating an overall optimized plan that seamlessly connects management plans, sales plans, production plans, and purchasing plans.<\/li>\n<li>When systematizing planning operations, if the supply capacities between processes differ, the takt time will also differ, and the takt of the slowest bottleneck process will determine the factory&#8217;s production capacity.<\/li>\n<li>As a result of lead time shifting, tasks that are overloaded on a specific day can either be shifted to another day or to another facility, and APS has the function to do this automatically.<\/li>\n<li>With fixed lead times, plans become approximate as they do not consider process capacity, but cycle time-based plans create an overall optimized plan that seamlessly connects processes while considering their capacities.<\/li>\n<li>Infinite capacity loading based on fixed lead time shifting is called capacity planning by MRP, while finite capacity leveling based on cycle time is called cycle time planning by MRP II.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n<p>Due to the burdens of multi-variety small-lot production and frequent order changes faced by Japanese manufacturing industries in Indonesia, there is a trade-off issue between opportunity loss risk and inventory interest cost in the supply chain relationships with suppliers and customers. To resolve this, demand forecasting that considers the supply capacity of production equipment is necessary. Here, we consider how to design such a system.<\/p>\n<p>There are variations in supply capacity, and the takt and lot sizes differ between the preceding processes (molding and pressing) and the subsequent processes (ASSY and welding). It tends to be a form where intermediate inventory completed in the preceding process is consumed in the subsequent process, and to reduce setup time, lot sizes need to be increased, while to reduce inventory, lot sizes need to be decreased. A production plan that considers the capacity and setup time occurrence of the preceding and subsequent processes becomes overall optimal.<\/p>\n<p><img decoding=\"async\" alt=\"Shifting Overloaded Lots for Leveling\" class=\"aligncenter wp-image-45500\" height=\"455\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1106.png\" width=\"655\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1106.png 720w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1106-300x208.png 300w\" sizes=\"(max-width: 655px) 100vw, 655px\" \/><\/p>\n<p>When creating a production plan, you may think of shifting days considering lead times in processes, but simply shifting lead times may result in tasks being overloaded beyond the original equipment capacity on specific days. This is generally referred to as lead time shifting by MRP (Material Requirements Planning).<\/p>\n<p>There are only two options for overloaded tasks: shift them to another day or to another facility, but an advanced scheduling method that performs scheduling while considering equipment load is called APS (Advanced Planning and Scheduling). In Japanese, it is called &#8220;Advanced Planning &amp; Scheduling,&#8221; and the production scheduler Asprova is a tool that realizes APS in a system.<\/p>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"Shortening Lead Time with Machine Capacity and Setup Consideration\" class=\"aligncenter wp-image-45507\" height=\"424\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1108.png\" width=\"609\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1108.png 718w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1108-300x209.png 300w\" sizes=\"(max-width: 609px) 100vw, 609px\" \/><\/figure>\n<p>To &#8220;shorten lead time by considering machine capacity and setup,&#8221; it is necessary to set a cycle time that specifies how many seconds it takes per unit when using this equipment, rather than a fixed lead time.<\/p>\n<p>With fixed lead times, plans become approximate as they do not consider process capacity, but cycle time-based plans create an overall optimized plan that seamlessly connects processes while considering their capacities.<\/p>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"Maximizing Bottleneck Process Utilization\" class=\"wp-image-45511 aligncenter\" height=\"430\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1109.png\" width=\"657\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1109.png 764w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1109-300x196.png 300w\" sizes=\"(max-width: 657px) 100vw, 657px\" \/><\/figure>\n<p>There are variations in supply capacity, but since the overall production capacity of the factory becomes the production capacity of the bottleneck process, a production plan is created by maximizing the operating rate of the bottleneck process and planning the preceding and subsequent processes, resulting in an overall optimized plan.<\/p>\n<p><img decoding=\"async\" alt=\"Inventory Reduction by Considering Supply Capacity\" class=\"aligncenter wp-image-45514\" height=\"450\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1110.png\" width=\"643\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1110.png 714w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1110-300x210.png 300w\" sizes=\"(max-width: 643px) 100vw, 643px\" \/><\/p>\n<p>By planning centered on the bottleneck process, the work-in-progress inventory that stagnates before the bottleneck is eliminated, and the work-in-progress necessary for production flows just-in-time according to the takt of the bottleneck process.<\/p>\n<p><img decoding=\"async\" alt=\"Ultimate Goal of Planning Systemization: Cash Flow Improvement\" class=\"wp-image-45517 aligncenter\" height=\"425\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1111.png\" width=\"614\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1111.png 722w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1111-300x208.png 300w\" sizes=\"(max-width: 614px) 100vw, 614px\" \/><\/p>\n<p>By considering supply capacity, processes are seamlessly connected, manufacturing lead time is shortened, in-process inventory is reduced, and inventory interest costs are automatically lowered, increasing the period that can be held in cash, contributing to the company&#8217;s profit and loss.<\/p>\n<p><img decoding=\"async\" alt=\"Dividing Planning Scope for Systemization\" class=\"wp-image-45520 aligncenter\" height=\"441\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1112.png\" width=\"639\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1112.png 724w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1112-300x207.png 300w\" sizes=\"(max-width: 639px) 100vw, 639px\" \/><\/p>\n<p>To express the content so far in a system, infinite capacity loading based on fixed lead time shifting is called capacity planning by MRP, and finite capacity leveling based on cycle time is called cycle time planning by MRP II, and APS corresponds to this.<\/p>\n<p><img decoding=\"async\" alt=\"Scope of MRP1 and MRP2\" class=\"wp-image-45525 aligncenter\" height=\"452\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1113.png\" width=\"659\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1113.png 729w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1113-300x206.png 300w\" sizes=\"(max-width: 659px) 100vw, 659px\" \/><\/p>\n<h2>Case: Integrated System from Order to Procurement (Summary: Case)<\/h2>\n<div class=\"graybox\">\n<ul>\n<li>Up to this point, we have discussed how creating a production plan based on cycle time per unit, considering supply capacity to maximize the utilization rate of bottleneck processes, leads to reduced lead times, inventory reduction, and improved company cash flow. Now, we will discuss how to systematize this flow.<\/li>\n<li>The latest production planning workflow involves creating a shipping plan from order information and developing a monthly production plan based on product completion dates. This is followed by a requirements calculation based on the BOM, creating a manufacturing schedule that offsets the net requirements after subtracting inventory by the lead time. Finally, tasks that exceed capacity are rescheduled or reassigned to different equipment for leveling.<\/li>\n<li>In this manual planning process, due to a lack of communication between sales and production management, production plans tend to be production-centric, and even with leveling, the plans often become sub-optimized with many waiting times.<\/li>\n<li>To create an optimized overall plan, it is necessary to manage seamlessly from order to manufacturing and procurement, creating a flow in production.<\/li>\n<\/ul>\n<\/div>\n<p><img decoding=\"async\" alt=\"Your Current Staff\u2019s Production Planning Process\" class=\"wp-image-45562 aligncenter\" height=\"445\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1119.png\" width=\"638\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1119.png 717w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1119-300x209.png 300w\" sizes=\"(max-width: 638px) 100vw, 638px\" \/><\/p>\n<p>As a summary of the previous chapters, we present an implementation example of a system that achieves lead time reduction, inventory reduction, and cash flow improvement through a cycle time-based finite capacity plan with load leveling.<\/p>\n<p>First, gather order and forecast information from sales, compile it in Excel, create a production plan with shipping in mind, calculate the required number of parts and raw materials to be manufactured based on the BOM, calculate the net requirements after subtracting inventory, create a manufacturing schedule offset by the manufacturing lead time days for each process, and level the production quantities on overloaded days.<\/p>\n<p><img decoding=\"async\" alt=\"Two Issues with Current Planning\" class=\"aligncenter wp-image-45567\" height=\"421\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1120.png\" width=\"654\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1120.png 777w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1120-300x193.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1120-768x494.png 768w\" sizes=\"(max-width: 654px) 100vw, 654px\" \/><\/p>\n<p>The first issue is that the PPIC personnel tend to create plans based solely on the shop floor, leading to sub-optimization, which results in delays in reporting status and delivery responses to customers, as well as time-consuming order quantity and delivery date changes and urgent order responses.<\/p>\n<p>The second issue, inherent in Excel-based production planning, is that without considering the production capacity and load status of preceding and succeeding processes, optimal lot consolidation for one&#8217;s process leads to sub-optimization, potentially increasing waiting times and inventory due to delayed responses in subsequent processes.<\/p>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"End-to-End Management from Order to Production and Procurement for Production Flow\" class=\"aligncenter wp-image-45570\" height=\"441\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1121.png\" width=\"641\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1121.png 727w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1121-300x206.png 300w\" sizes=\"(max-width: 641px) 100vw, 641px\" \/><figcaption style=\"margin:6px 0 0;color:#666;font-size:0.9em;line-height:1.6;\">To create an optimized overall plan, it is necessary to manage seamlessly from order to manufacturing and procurement, creating a flow in production.<\/figcaption><\/figure>\n<p>Process management systems divide management by process, limiting lead time reduction. If there are partitions within the factory, inventory piles up between processes, lengthening production lead times. These partitions hinder the flow of goods and information, causing lead times to slacken and increasing work-in-progress inventory.<\/p>\n<p>This highlights the importance of connecting production processes seamlessly to create a flow in production.<\/p>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"System Linking Orders, Production Plans, and Process Management\" class=\"aligncenter wp-image-45573\" height=\"485\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1122.png\" width=\"640\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1122.png 660w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1122-300x227.png 300w\" sizes=\"(max-width: 640px) 100vw, 640px\" \/><figcaption style=\"margin:6px 0 0;color:#666;font-size:0.9em;line-height:1.6;\">It is important that order information, production planning, procurement orders, process performance management, and shipping are seamlessly linked.<\/figcaption><\/figure>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"Core System Implementation Example\" class=\"aligncenter wp-image-45577\" height=\"446\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1123.png\" width=\"656\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1123.png 735w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1123-300x204.png 300w\" sizes=\"(max-width: 656px) 100vw, 656px\" \/><figcaption style=\"margin:6px 0 0;color:#666;font-size:0.9em;line-height:1.6;\">This is an image of the system implementation of the previous &#8220;system where order information, production planning, and process management are linked&#8221; overview diagram.<\/figcaption><\/figure>\n<figure class=\"bahtera-article-figure\" style=\"clear:both;display:block;float:none;width:fit-content;max-width:100%;margin:12px auto;text-align:center;\"><img decoding=\"async\" alt=\"Visible Investment Benefits\" class=\"aligncenter wp-image-45580\" height=\"400\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1124.png\" width=\"636\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1124.png 795w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1124-300x189.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1124-768x483.png 768w\" sizes=\"(max-width: 636px) 100vw, 636px\" \/><figcaption style=\"margin:6px 0 0;color:#666;font-size:0.9em;line-height:1.6;\">The following are examples of &#8220;visible IT investment effects&#8221; after system implementation.<\/figcaption><\/figure>\n<ol>\n<li style=\"list-style-type: none;\">\n<ol>\n<li>Monthly production plan creation load: Reduced from 3 days to 3 hours. Overtime late into the night before demand-supply adjustment meetings has been eliminated.<\/li>\n<li>Response to plan changes: Previously, plan readjustments due to order changes were not possible, but after introducing the production scheduler, rescheduling is executed with delivery date and quantity changes, maintaining high-accuracy plans.<\/li>\n<li>Visualization of process work: It is clear on the shop floor which day&#8217;s shipments are being produced. By attaching route tickets (work tickets) to pallets, the system&#8217;s connections and the physical flow between processes are aligned.<\/li>\n<li>Schedule with constraints: For orders with delivery dates within the same week, a plan is automatically generated by the system to produce them together.<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n<p>For orders with delivery dates within the same week, a plan is automatically generated by the system to produce them together. High-accuracy demand forecasting considering in-house production equipment capacity is possible.<\/p>\n<h2>Functions of the Production Scheduler Asprova<\/h2>\n<p>Asprova plays an important role in production scheduling. The basic functions are explained in detail in the <a href=\"https:\/\/bahtera.jp\/en\/indonesia-asprova\/seminar_20181214\/\">December 2018 seminar<\/a>.<\/p>\n<p><img decoding=\"async\" alt=\"Managerial Accounting with Asprova\" class=\"aligncenter wp-image-45553\" height=\"424\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1117.png\" width=\"665\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1117.png 784w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1117-300x191.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1117-768x490.png 768w\" sizes=\"(max-width: 665px) 100vw, 665px\" \/><\/p>\n<p>In Asprova&#8217;s item table, you set the standard unit price of materials, the wage rate for work-in-progress and finished products, efficiency, operating rate, and allocation rate. This allows you to calculate the standard unit price, derive the cost budget based on sales forecasts, and assist in determining the selling price.<\/p>\n<ul>\n<li>Direct material cost: Standard unit price x Planned input quantity<\/li>\n<li>Direct labor cost: Wage rate x Efficiency x Planned production quantity<\/li>\n<li>Depreciation cost: Operating rate x Efficiency x Planned production quantity<\/li>\n<li>Other expenses: Allocation rate x Planned production quantity<\/li>\n<\/ul>\n<p>When performing requirements expansion in Asprova, the planned production quantity of products and work-in-progress, planned direct working hours, and planned input quantity of raw materials are calculated. However, Asprova does not have a function to automatically calculate wage rates or allocation rates from the budget, so the results calculated using Excel are set in the item table. This allows for the calculation of the cost budget based on next term&#8217;s sales forecast and the standard unit price per item, enabling simulation of the selling price.<\/p>\n<p><img decoding=\"async\" alt=\"Kanban Card Calculation with Asprova\" class=\"aligncenter wp-image-45556\" height=\"425\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1118.png\" width=\"655\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/1-1118.png 770w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1118-300x195.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/1-1118-768x499.png 768w\" sizes=\"(max-width: 655px) 100vw, 655px\" \/><\/p>\n<p class=\"field-note\" style=\"clear:both;width:100%;box-sizing:border-box;margin:18px 0 8px;padding:14px 16px 14px 18px;background:#fffaf3;border:1px solid #f0e0c8;border-left:5px solid #d97706;border-radius:6px;color:#3f3a32;line-height:1.75;\"><strong style=\"display:inline-block;margin-right:0.35em;color:#b45309;font-weight:700;\">Case:<\/strong> In Indonesia, TMMIN (PT Toyota Motor Manufacturing Indonesia) and ADM (PT Astra Daihatsu Motor) use Asprova to manage kanban flow on production lines. They import the next month&#8217;s preliminary figures and calculate the net requirements per item through requirements expansion calculation. This is divided by the number of operating days to determine the daily required quantity. Furthermore, based on the kanban lead time, processing lead time, safety stock days, and capacity set in the master, the number of kanban cards is calculated, and the number of kanban cards in circulation is adjusted monthly.<\/p>\n<p class=\"field-generalization\" style=\"clear:both;width:100%;box-sizing:border-box;margin:0 0 22px;padding:10px 14px 10px 16px;background:#f5f9fc;border-left:4px solid #2f80ed;border-radius:0 6px 6px 0;color:#1f2937;line-height:1.7;\"><strong style=\"color:#1d4ed8;font-weight:700;\">Takeaway:<\/strong> Accurate requirements calculation based on demand forecasts and appropriate adjustment of the number of kanban cards are crucial for managing kanban flow on production lines.<\/p>\n<h2>Frequently Asked Questions | Challenges and Solutions in Indonesian Manufacturing<\/h2>\n<p>This article organizes frequently asked questions concisely based on the content.<\/p>\n<h3>What are the main challenges faced by Indonesian manufacturing?<\/h3>\n<p>Indonesian manufacturing is facing difficulties in demand forecasting due to the diversification of consumer preferences and shorter product lifecycles accompanying economic growth. Additionally, smaller lot sizes and frequent order changes are impacting the entire supply chain, making it difficult to control optimal inventory. This leads to increased inventory costs and intensified competition.<\/p>\n<h3>What systems are necessary for supply chain optimization?<\/h3>\n<p>Supply chain optimization requires a demand forecasting system that considers supply capacity. This enables seamless integration from business planning to sales planning, production planning, and purchasing planning. Specifically, it is necessary to use a production scheduler like Asprova to plan with consideration of supply capacity between processes.<\/p>\n<h3>What are the effects of implementing Asprova?<\/h3>\n<p>Implementing Asprova significantly reduces the burden of creating monthly production plans and allows for quick responses to plan changes. It also enhances the visibility of process operations, improving on-time delivery rates. Furthermore, the automatic generation of schedules with constraints improves production efficiency, leading to inventory reduction and cash flow improvement.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>In Indonesia, shorter product lifecycles complicate demand forecasting. Utilizing Asprova and HanaFirst enhances operational efficiency.<\/p>\n","protected":false},"author":2,"featured_media":104642,"parent":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[619],"tags":[],"class_list":["post-45666","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-production-scheduler"],"_links":{"self":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/45666","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/comments?post=45666"}],"version-history":[{"count":5,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/45666\/revisions"}],"predecessor-version":[{"id":104645,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/45666\/revisions\/104645"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media\/104642"}],"wp:attachment":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media?parent=45666"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/categories?post=45666"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/tags?post=45666"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}