Supply Chain › Planning
Supply Planning
What would have to happen for that demand to be met, infinite or finite, and the exceptions a planner actually works from.
In Supply Chain → Planning · 5 screens
WorkspaceMaterial Requirements PlanningWhat a sales order needs, exploded through its bills of material and netted against stock and open supply. What is short is bought on a requisition naming the order, or made on a planned order that becomes its production order.OpenRecordsSupply PlansWhat would have to happen for the demand to be met. An INFINITE run assumes the factory can do whatever the plan asks; a FINITE one does not, and comparing them is exactly how a planner finds the bottleneck.OpenRecordsPlanned OrdersWhat the run decided should be ordered, made or moved. A proposal until somebody firms it, and firming one produces a real requisition or works order.OpenRecordsPlanning ExceptionsWhat the run wants somebody to look at. A run that produced four thousand orders and no exceptions has told nobody anything.OpenViewProjected StockWhat is on hand, what is coming, what is wanted, week by week for six months. The single most useful screen in planning and the one thing reorder advice could never show.Open
Columns, fields and actions
| Screen | Kind | What it is | Columns | Fields | Actions |
|---|---|---|---|---|---|
| Material Requirements Planning | Workspace | What a sales order needs, exploded through its bills of material and netted against stock and open supply. What is short is bought on a requisition naming the order, or made on a planned order that becomes its production order. | 0 | 0 | 0 |
| Supply Plans | List | What would have to happen for the demand to be met. An INFINITE run assumes the factory can do whatever the plan asks; a FINITE one does not, and comparing them is exactly how a planner finds the bottleneck. | 14 | 20 | 3 |
| Planned Orders | List | What the run decided should be ordered, made or moved. A proposal until somebody firms it, and firming one produces a real requisition or works order. | 15 | 16 | 3 |
| Planning Exceptions | List | What the run wants somebody to look at. A run that produced four thousand orders and no exceptions has told nobody anything. | 10 | 1 | 0 |
| Projected Stock | Read-only list | What is on hand, what is coming, what is wanted, week by week for six months. The single most useful screen in planning and the one thing reorder advice could never show. | 10 | 0 | 0 |