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Capacity Notes: Definitions & Explanations PDF | Download eBooks

Study Capacity lecture notes PDF with supply chain management definitions and explanation to study “What is Capacity?”. Study capacity explanation with SCM terms to review supply chain management course for online MBA programs.

Capacity Definitions:

  1. "throughput", or number of units a facility can hold, receive, store, or produce in a period of time.

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  2. Maximum level of value-added activity that an operation, or process, or facility is capable of over a period of time.

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Capacity Notes:

Limit is regularly characterized as the ability of an item, regardless of whether that is a machine, work focus, or administrator, to create yield for a particular timeframe, which can be 60 minutes, multi day, and so forth. A few organizations - those which don't have inventory network advancement as a center business methodology - disregard the estimation of limit, accepting that their office has enough limit, however that is regularly not the situation. Progressively, programming programs like undertaking asset arranging (ERP) and distribution center administration frameworks (WMS) compute throughput based utilizing equations that are reliant on limit.

Capacity Notes:

Limit is frequently characterized as the capacity of an item, regardless of whether it is a machine, work focus, or administrator, to create yield for a particular timespan, which can be 60 minutes, multi day, and so on. A few organizations - particularly those that don't have inventory network advancement as a center business technique - overlook the estimation of limit, expecting that their offices have enough limit. However, periodically, they don't. Organizations utilize two proportions of limit - hypothetical and appraised. The hypothetical limit is characterized as the most extreme yield limit that does not take into account any vacation, while the evaluated limit is the yield limit that can be utilized for count purposes, as it depends on a long haul investigation of the real limit.

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