Buffers are divided into green, yel

Buffers are divided into green, yellow, and red zones that correspond
to no action, replenish, and expedite. But rather than being measured in
time periods as in DBR, Replenishment buffers are measured in physical
units of inventory.
Replenishment relies on aggregation to smooth demand. That is,
demand at regional warehouses is smoother than demand at retail locations
because higher-than-normal demand at some retail locations is offset
by lower demand at other ones. Likewise, demand at the factory is
even smoother than demand at the regional warehouses. Therefore,
goods produced by the factory are stored in a nearby warehouse and are
not shipped elsewhere until they are needed to replenish goods actually
consumed by sales. The factory warehouse may be owned by a distributor
rather than the manufacturer, but the effect is the same.
Because sales occur daily, shipments occur daily, too. And the quantities
shipped are just sufficient to replace goods sold. At first glance this
might seem to increase shipping costs over what could be achieved by
shipping large batches less frequently, but the net effect on total shipping
costs is that they usually go down, not up. Stopping the shipment
of obsolete goods and reshipment of misallocated goods more than compensates
for increased cost created by smaller shipments of saleable
goods. Furthermore, the ability to capture sales that would otherwise be
lost due to insufficient inventory makes Replenishment a much better
alternative.

Hasil (Bahasa Indonesia) 1:

Buffers are divided into green, yellow, and red zones that correspondto no action, replenish, and expedite. But rather than being measured intime periods as in DBR, Replenishment buffers are measured in physicalunits of inventory.Replenishment relies on aggregation to smooth demand. That is,demand at regional warehouses is smoother than demand at retail locationsbecause higher-than-normal demand at some retail locations is offsetby lower demand at other ones. Likewise, demand at the factory iseven smoother than demand at the regional warehouses. Therefore,goods produced by the factory are stored in a nearby warehouse and arenot shipped elsewhere until they are needed to replenish goods actuallyconsumed by sales. The factory warehouse may be owned by a distributorrather than the manufacturer, but the effect is the same.Because sales occur daily, shipments occur daily, too. And the quantitiesshipped are just sufficient to replace goods sold. At first glance thismight seem to increase shipping costs over what could be achieved byshipping large batches less frequently, but the net effect on total shippingcosts is that they usually go down, not up. Stopping the shipmentof obsolete goods and reshipment of misallocated goods more than compensatesfor increased cost created by smaller shipments of saleablegoods. Furthermore, the ability to capture sales that would otherwise belost due to insufficient inventory makes Replenishment a much betteralternatif.

Hasil (Bahasa Indonesia) 2:

Buffer dibagi menjadi zona hijau, kuning, dan merah yang sesuai
untuk tidak ada tindakan, mengisi, dan mempercepat. Tapi bukannya diukur dalam
jangka waktu seperti dalam DBR, buffer pengisian diukur dalam fisik
unit persediaan.
Pengisian bergantung pada agregasi untuk kelancaran permintaan. Artinya,
permintaan di gudang regional halus daripada permintaan di lokasi ritel
karena permintaan lebih tinggi dari normal pada beberapa lokasi ritel diimbangi
oleh permintaan yang lebih rendah di yang lain. Demikian juga, permintaan di pabrik ini
bahkan lebih halus daripada permintaan di gudang regional. Oleh karena itu,
barang yang diproduksi oleh pabrik disimpan di gudang terdekat dan
tidak dikirim ke tempat lain sampai mereka dibutuhkan untuk mengisi barang benar-benar
dikonsumsi oleh penjualan. Gudang pabrik dapat dimiliki oleh distributor
bukan produsen, tetapi efeknya adalah sama.
Karena penjualan terjadi setiap hari, pengiriman terjadi setiap hari, juga. Dan jumlah
yang dikirim hanya cukup untuk menggantikan barang yang dijual. Sepintas ini
mungkin tampak meningkatkan biaya pengiriman atas apa yang bisa dicapai dengan
pengiriman batch besar kurang sering, tapi efek bersih total pengiriman
biaya adalah bahwa mereka biasanya turun, tidak sampai. Menghentikan pengiriman
barang usang dan reshipment barang disalah gunakan lebih dari mengkompensasi
peningkatan biaya diciptakan oleh pengiriman lebih kecil dari laku
barang. Selanjutnya, kemampuan untuk menangkap penjualan yang lain akan
hilang karena persediaan cukup membuat Pengisian jauh lebih baik
alternatif.