Demand, S&OP & Planning (30)
about 19,260 hrs/yr
- S&OP cycle (Daily / Weekly, about 780 hrs/yr) Each month, demand, supply, finance, and leadership reconcile the demand plan with capacity and inventory, resolve gaps, and agree one plan, documented in an S&OP deck with decisions and open issues.
- Executive S&OP approval (Daily / Weekly, about 780 hrs/yr) Leadership reviews the consolidated S&OP plan, its scenarios and gaps, and the financial view, then approves the plan and records decisions on capacity, inventory, and service priorities.
- Master production schedule (Daily / Weekly, about 780 hrs/yr) Planners set what finished goods or key assemblies will be built in each period, balancing demand, inventory targets, and capacity, and maintain the master production schedule in the ERP as the driver for MRP.
- MRP regeneration (Daily / Weekly, about 780 hrs/yr) MRP recalculates planned orders and action messages from demand, stock, open orders, BOMs, and lead times.
- Planned order firming (Daily / Weekly, about 780 hrs/yr) Planners convert planned orders into firm jobs or purchase requisitions after checking material, capacity, and lot size, locking them so the next MRP run cannot move them.
- Capacity requirements planning (Daily / Weekly, about 780 hrs/yr) Planners compare required hours by work center and period with available capacity, using routing times, scheduled jobs, and planned orders, and identify overloads to solve with overtime, outsourcing, or rescheduling.
- Finite scheduling (Daily / Weekly, about 780 hrs/yr) The scheduler sequences jobs against real work center capacity, respecting setup families, due dates, and material availability, and publishes a realistic schedule for each work center.
- Production schedule sequencing (Daily / Weekly, about 780 hrs/yr) Within each work center, supervisors or schedulers set the order in which jobs run, grouping by setup, material, or color while honoring due dates, and update the dispatch list.
- Expedite handling (Daily / Weekly, about 780 hrs/yr) Urgent customer or internal needs require moving a job ahead.
- Overtime capacity decision (Daily / Weekly, about 780 hrs/yr) When load exceeds regular hours, managers decide where to add overtime or weekend shifts, weighing labor cost, due dates, and staffing, and record approved hours for scheduling and payroll.
- Make-to-stock replenishment planning (Daily / Weekly, about 780 hrs/yr) For stocked finished goods, planners compare on-hand quantity and open jobs with forecast and target levels, then create build orders to replenish, respecting lot sizes and capacity.
- Make-to-order job planning (Daily / Weekly, about 780 hrs/yr) For each made-to-order line, planners create or link a job, confirm the BOM and routing, check material and capacity, and set a schedule that supports the promised date.
- Engineer-to-order milestone planning (Daily / Weekly, about 780 hrs/yr) Engineer-to-order projects are planned by milestone: design approval, long-lead purchases, fabrication, assembly, testing, and shipment.
- Subcontract capacity planning (Daily / Weekly, about 780 hrs/yr) Planners estimate how much work must go to subcontractors, for processes the plant lacks or when internal capacity is short, check supplier capacity and lead time, and plan outside processing orders.
- Customer forecast consolidation (Daily / Weekly, about 546 hrs/yr) Forecasts from many customers arrive in different formats and time buckets.
- Forecast accuracy review (Daily / Weekly, about 546 hrs/yr) Planners compare past forecasts with actual orders by part and customer, calculate error measures such as MAPE and bias, and decide where forecast methods or customer inputs need adjustment.
- Statistical forecast override (Daily / Weekly, about 546 hrs/yr) Planners override the system forecast where they know better, such as a lost customer, a promotion, or a product launch.
- MRP exception review (Daily / Weekly, about 546 hrs/yr) After MRP runs, planners work the exception messages: expedite, defer, cancel, past-due release, and shortage.
- Bottleneck review (Daily / Weekly, about 546 hrs/yr) Operations identifies the constraint work center, reviews its queue, uptime, and output, and decides how to protect it through overtime, offloading work, or setup reduction.
- Material shortage review (Daily / Weekly, about 546 hrs/yr) Planners review components short for upcoming jobs, confirm supplier dates, look for substitutes or site transfers, and decide which jobs to delay, split, or release partially.
- Past-due job review (Daily / Weekly, about 546 hrs/yr) Production control reviews jobs past their due date, identifies causes such as material, capacity, or quality holds, sets new completion dates, and updates customer promise dates.
- Late supplier impact review (Daily / Weekly, about 546 hrs/yr) When a supplier misses a date, planners find the affected jobs and customer orders, estimate the delay, and decide whether to expedite, source elsewhere, or reschedule.
- Available capacity review (Daily / Weekly, about 546 hrs/yr) Planners update available capacity by work center for shifts, holidays, maintenance windows, and staffing changes, so scheduling and capacity planning run on real numbers.
- Safety stock review (Daily / Weekly, about 546 hrs/yr) Planners review safety stock by part using demand variability, lead time, and service targets, compare the result with current ERP settings, and update values where risk or demand has shifted.
- Reorder point review (Daily / Weekly, about 546 hrs/yr) For reorder-point parts, planners compare recent usage and lead time with current reorder points and adjust settings so replenishment triggers in time without building excess stock.
- Lot-size parameter review (Daily / Weekly, about 546 hrs/yr) Planners review order quantities, minimums, multiples, and lot-sizing rules against demand, setup cost, and supplier minimums, then update the planning parameters in the ERP.
- Kanban quantity review (Daily / Weekly, about 546 hrs/yr) Kanban card quantities and loop counts are recalculated from current usage, lead time, and container size, then cards are added or pulled on the floor and in the ERP.
- Forecast consumption review (Daily / Weekly, about 546 hrs/yr) Planners check how actual sales orders are consuming the forecast by part and period, find over- or under-consumption, and adjust the remaining forecast so MRP neither double-counts nor misses demand.
- Backlog-to-capacity reconciliation (Daily / Weekly, about 546 hrs/yr) Operations converts the open order backlog into hours through routings, compares it with available capacity by work center and period, and agrees which orders to move, outsource, or cover with overtime.
- Demand forecast creation (Per event / project, about 150 hrs/yr) Planners build a forecast by part or family from order history, customer forecasts, and sales input, adjust for known events, and load the result into the ERP forecast that MRP plans against.