Supply & production
Turning the demand plan into production and purchase plans that fit capacity.
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Stop 1
The planning hierarchy
Strategic, tactical and operational plans, how far ahead each looks, and how decisions hand down from one level to the next.
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Stop 2
S&OP and IBP
The monthly cycle where sales, supply and finance agree on one plan, and how integrated business planning extends it.
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Stop 3
Master production scheduling
Which finished products to make, how many, and in which week, so the plan is concrete enough to buy and build against.
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Stop 4
MRP: from BOM to orders
Exploding the master schedule through the bill of materials into the components and raw materials to buy or make, and when.
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Stop 5
Rough-cut capacity check
Testing whether the production plan fits the bottleneck resources before anyone commits to it.
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Stop 6
Multi-plant allocation
Deciding which plant should make how much of each product, given different costs, capacities and distances to customers.
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Stop 7
Scheduling & sequencing
The order of jobs on each line, hour by hour, and the simple rules that decide what runs next.
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Stop 8
Changeovers & lot sizing
Shorter switches between products, and run lengths that balance changeover time against inventory.
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Stop 9
OEE & line performance
Availability × performance × quality, the losses each one hides, and how to read the number honestly.
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Stop 10
Bottlenecks & debottlenecking
Finding the one constraint that limits the whole system, then lifting it, before spending money anywhere else.
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Stop 11
Maintenance planning
Choosing between fixing things when they break, servicing on a schedule, and acting on condition data, and timing stops around production.
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Stop 12
Workforce planning & shifts
How many people, with which skills, on which shifts, so labour capacity follows demand without constant hiring and firing.