Plan To Produce

Plan to Produce: Material
Master
MRP1, 2, 3, 4 Views
Work Scheduling View
Forecasting View
Caterpillar: Confidential Green

MRP 1 View
• ABC Indicator:
• Defines the general replenishment characteristics of the material.
• There are six defined ABC Indicator material types
1. Bulk (B) – An example of parts that may be characterized as bulk are small shims.
Includes those items with the following characteristics
• Purchased in large quantities
• Called out in the bill of material in variable quantities
• Are not consumed on confirmation of the production order
• Are expensed upon the bin being empty
• Are not inventoried
• Are visually/manually managed or planned

MRP 1 View
• ABC Indicator:
2. FLOP (F) - Fuel, Lubricant, Oil, Paint
• Is a fuel, Lubricant, Oil, or Paint
• Is visually managed, or vendor managed
• Is purchased in large quantities
• Is not consumed upon confirmation of the production order
• Is expensed upon receipt
• It may be called out in the BOM but not as production relevant

MRP 1 View
• ABC Indicator:
3. Kanban (K) – Material that is externally replenished with Kanban or Pull replenishment.
NOTE: This is not for internal Kanban movements or replenishment, it is for suppliers
outside of the plant.
• Uses a Kanban or pull replenishment strategy
• Inventoried
• Consumed by production order
• Visually managed
• Manual or automatic pull trigger depending upon the strategy chosen
• Possible for MRP forecast to be sent to supplier
• Multiple Pull Strategies Available
• Kanban
• Kanban with MRP (Manual pull trigger)
• Reorder Point with forecast (automatic trigger similar to Pull Manager)
• Min / Max Planning

MRP 1 View
• ABC Indicator:
4. LVHV (L) - Low Value / High Volume ILC material
• Forecast is CONSUMPTION based.
• Sourced from ILC
• Less than $5 per piece cost
• Called out in the bill of material
• Are not consumed on confirmation of the production order
• Are expensed upon the bin being empty
• Are not inventoried
• Manual trigger for replenishment

MRP 1 View
• ABC Indicator:
5. MRP (M) – Utilizes one of many MRP replenishment strategies
• Consumed upon confirmation
• Sends forecast to supplier
• Utilizes many different lot sizes
• Can consume customer demand
• Strategies Types include
• Consumption Based Planning
• Deterministic MRP

MRP 1 View
• ABC Indicator:
6. OSS (O) – Order Specific Sequence
• Used for materials that are specific to a production order. For example a cab to a tractor.
• Material Master is set up similar to a MRP type material.

MRP 1 View
• MRP Type
• Key that determines whether and how the material is planned.
• Three different MRP Types are available
• Deterministic Material Requirements Planning
• MRP
• MPS
• Consumption Based Planning
• Reorder Point Planning
• Manual Reorder Point Planning
• Automatic Reorder Point Planning
• Manual Reorder Point Planning with External Requirements
• Automatic Reorder Point Planning with External Requirements
• Forecast Based Planning
• Time-Phased Planning
• Hybrid Planning
• Manual Planning

MRP 1 View
• MRP Type: Deterministic MRP – MPS (M0, M1, M2, M3, M4)
• MPS is executed using the same principles as MRP.
• The aim of MPS is to reduce storage costs and to increase planning stability
• The master plan of these materials greatly influences the entire production process
• The planning of the dependent parts depends on the planning result of the finished products
and main assemblies.
• Frequent changes at finished product level can render the complete MRP run unstable.
• You can run MPS items as single items or total planning of the MPS elements.
Dependent requirements are created for the BOM level directly below the planning
level. Levels below this are not planned.
• MRP controller can authorize any changes to the master plan before the affect the
various BOM levels.
• MPS can implement a Planning Time Fence

MRP 1 View
• MRP Type: Deterministic MRP – MPS
• Planning Time Fence
• You can protect the master plan from any automatic changes to master schedule items in
the near future
• Within the planning time fence the system does not automatically schedule or change
the procurement proposals.
• The MRP controller has time to plan the master schedule items manually.
• If chosen, the system can create necessary procurement/production proposals and
schedule them for the end of the planning time fence. You can then schedule these
procurement proposals manually as you wish.

MRP 1 View
• MRP Type: Deterministic MRP – MPS
• The firming type dictates how the system handles the time frame inside of the planning time
fence.
• Firming Type 0 - Order proposals are not firmed automatically. No actual firming takes place. This
allows the system to make any changes it needs to automatically.
• Firming Type 1 – An order proposal that lies within the planning time fence is firmed automatically
as soon as its date lies at least one day before the finish date of the planning time fence. The date
of new order proposals that are actually created in the planning time fence are rescheduled out to
the end of the planning time fence. Therefore, these new order proposals are not firmed. Note:
this firming type can lead to instability in the material plan
• Firming Type 2 – An order proposal that lies within the planning time fence is automatically firmed
as soon as its date lies at least one day before the end of the planning time fence. The system does
not create any new order proposals within the planning time fence. That is, the shortage situation
is not adjusted within the planning time fence. Note: this firming type requires disciplined material
planners and schedulers or shortages with occur.
• Firming Type 3 - Order proposals that lie within the planning time fence are not firmed
automatically. The order proposals required to cover the requirements are moved to the end of the
planning time fence.
• Firming Type 4 – Within the planning time fence, the system creates no order proposals
automatically. That is, the shortage situation is not adjusted within the planning time fence.

MRP 1 View
• MRP Type: Deterministic MRP – MRP (PD, P1, P2, P3, P4)
• The planned and the exact requirement quantities trigger the net
requirements calculation. The requirement elements of this calculation
include:
• Sales orders
• Planned independent requirements
• Material reservations,
• Dependent requirements from the BOM explosion.
• MRP can utilize the same firming types as MPS

MRP 1 View
• MRP Type: Consumption Based Planning: Reorder Point Planning
• Types:
• Manual Reorder Point Planning (VB, V1)
• Reorder point is determined manually by the supply chain
• Automatic Reorder Point Planning (VM, V2)
• Reorder point and safety stock level are automatically determined.
• After a forecast run, the system enters the automatically determined reorder point on the MRP1
tab in the material master.
• The following values are used to determine the reorder point
• Safety stock
• Previous average consumption
• Replenishment lead time
The replenishment lead time for in-house production is the sum of the in-house production
time and the goods receipt processing time. For externally procured material is determined
using the planned delivery time and the goods receipt processing time fields in the material
master.
• Automatically determined reorder point = safety stock + average daily requirement x
replenishment lead time

MRP 1 View
• MRP Type: Consumption Based Planning: Reorder Point Planning
• If stock falls below the reorder point the planning run triggers a net requirement s calculation. The
available stock is calculated by:
• Available stock = plant stock + on-order stock.
• The material shortage date is the date on which the planning run takes place because the
system checks only this date for any material shortages.
• Multilevel BOM structures can cause issues with this planning method for long replenishment
lead time materials.
• The system only forward schedules for reorder point planning.
• Sales orders, dependent requirements, and reservations aren't MRP relevant for reorder
point planning, it only considers past consumption.
• Typically utilized with lot sizing procedures that cause the system to order constant lot sizes.
• Safety stock is necessary to take care of variability.
• No forecast is generated for a supplier.
• Both Manual and Automatic Reorder Point Planning can include sales order or namual
reservation in the net requirements calculation.

MRP 1 View
• MRP Type: Consumption Based Planning: Forecast Based Planning (VV)
• Historical material consumption is used.
• Forecast sent to the supplier is based upon historical material consumption
• You can set a forecast modification factor at plant level not material level.
• You need to calculate and adjust the forecast on a regular basis.
• For each material you can define the time period for the forecast (day, week, Month,
or period)
• This forecast is MRP relevant.
• Available stock =
• Plant stock
• - safety stock
• + on order stock
• - forecast requirements
• Uses backward scheduling

MRP 1 View
• MRP Type: Consumption Based Planning: Time Phased Planning (R1, R2)
• Types
• Time phased planning
• Time phased with auto reorder point
• Materials are planned in certain time intervals
• Requires the use of a planning cycle
• Can be both consumption based or demand driven.
• If consumption based the forecast must be used to create the requirements.
• The planning file is not used to trigger planning it is a result of the planning calendar.
• By choosing a corresponding MRP Type you can choose to combine time phased with
a reorder point. However, the reorder point only triggers a planning run it does not
calculate the shortage quantity.

MRP 1 View
• MRP Type: Hybrid Planning: Reorder Point with Forecast (ZK)
• This planning strategy was developed to mimic Pull Manager
• A reorder point is entered in the system
• A MRP forecast is generated and sent to the supplier
• MRP is used to generate the notice to ship to the supplier
• It takes into consideration outstanding shipments in the net requirements
calculation

MRP 1 View
• MRP Type: Manual or No Planning (ND)
• Requires the MRP controller to directly manage the material without any
system intervention.
• This is not used normally for production material.

MRP 1 View
• Reorder Point
• If the stock falls below this quantity the system flags the material for planning.
• Only used for reorder point planning and select time phased MRP Types
• With manual reorder point planning you enter the reorder point manually.
• With automatic reorder point the system determines the reorder point
automatically.
• If you are creating a material master record it is a required field even if it is
later over written by the system.

MRP 1 View
• Planning Cycle
• Key that determines the day on which the material is planned and ordered.
• Uses a planning calendar
• You can use this in conjunction with a delivery cycle
• It must be assigned the MRP type that allows time phased planning.

MRP 1 View
• Planning Time Fence
• The planning time fence specifies a period within which no automatic changes
ae to be made to the master plan.
• It is maintained in workdays
• Only used for materials that are planned using an MRP Type that includes a
firming type.
• Care must be take to coordinate this field with PDT and Firm Zone.

MRP 1 View
• MRP Controller (Material Planner, Scheduler, LPA, etc…..)
• Represents the person responsible for material planning for the material.
• Required for all materials (procured, made, upper levels, components, raw
materials, etc…)
• Resides at plant level
• Used significantly in reporting and work load activities.
• Specific strategy must be developed for creating and assigning MRP
controllers.
• MRP Controllers are defined/changed by configuration.
• See sample layout and rules developed for NAMG

MRP 1 View
• Lot Size
• Key that determines which lot – sizing procedure the system uses within materials planning to calculate the
quantity to be procured or produced.
• Lot size chosen can effect the firm period… so the lot size must be coordinated with the lead times…
• Three main categories of lot sizing procedures
• Static
• Lot for Lot Order Quantity (EX)
• Fixed Lot Size (FX)
• Replenishment up to Maximum Stock Level (HB)
• Periodic
• Daily (TB)
• Weekly (WB)
• Two Week (2W)
• Monthly (MB)
• 3 Month (3M)
• Definable by planning calendar (PK)
• Optimum
• Part Period Balancing (SP)
• Least Unit Cost Procedure (WI)
• Dynamic Lot Size Creation (DY)
• Groff Reorder Procedure (GR)

MRP 1 View
• Lot Size: Static
• Lot for Lot Order Quantity (EX):
• Used to procured exact lot size necessary to fulfill the requirement
• Uses the exact shortage quantity (requirement - stock) as the order quantity
• MRP plans to 0 stock
• Planning carried out daily
• The system groups requirements for the same day in one procurement proposal.
• Fixed Lot Size
• Will only create order quantities specified by the fixed order quantity
• NOT to be used for order multiple; this will result in excessive schedules being produced.
• If lot size will not coverage shortage additional procurement proposals will be created with
the same date.
• Used when you only want to produce or procure in a specific quantity, no more or no less, per
procurement order.

MRP 1 View
• Replenish up to a maximum stock level
• Use if you want to fill stock up to the highest possible level or if you can only store a
certain quantity of a material due to the container size.
• Only can be used with reorder point planning or MRP, MRP Types.
• With MRP, MRP Type, if a shortage is greater than the max stock level indicated a order
for the amount needed is ordered and the max stock level is ignored.
• For Reorder point planning without taking external requirements into account you only
use stocks. Lot sized is calculated as follows
• Maximum Stock Level 100
• - Current plant stock -30
• - Existing on order matl -20
• = lot size 50

MRP 1 View
• Replenishment up to Maximum Stock Level (con’t)
• In reorder point planning where external requirements are taken into account, MRP tries to achieve two goals:
• All requirements must be covered
• Once requirements have been covere, the defined max stock level must not be exceeded but also does not have to be reached.
• The requirements dates are not taken into account. The system calculates the total for all requirements. Two step
formula is used
• Step 1
• Maximum stock level
• - current plant stock
• -existing fixed receipt elements
• = lot size
• Step 2
• Reorder point
• + total requirements
• - Current plant stock
• - Existing fixed receipt elements
• = lot size
• The system creates the order proposal using the greater of the two lot sized calculated.

MRP 1 View
• Replenishment up to Maximum Stock Level (con’t)
• For reorder point planning where external requirements are taken into account as well
as MRP there is an additional option, whereby you can set the maximum stock level
variant 1. The MRP thus tries to achieve the following to goals:
• All requirements must be covered.
• The defined maximum stock level must be reached after covering the requirements.
• The formula is
• Reorder point
• +total requirements
• - Current plant stock
• - Existing fixed receipt elements
• = Lot size

MRP 1 View
• Lot Size: Periodic
• Daily (TB)
• Weekly (WB)
• Two Week (2W)
• Monthly (MB)
• 3 Month (3M)
• Definable by planning calendar (PK)
• The system can interpret the period start of the planning calendar as the availability date or as the delivery
date.
• The system sets the availability date for period lot sizing procedures to the first requirements date of the
period. You can also define that the availability date is at the beginning or end of the period.
• Periodic lot sizing needs to be coordinated with the lead time calculations. If the lead time calculations are not
coordinated then periodic lot sizing can have the effect of extending the firm period defined through the
planning time fence. This effect can adversely affect inventory levels.
• Periodic lot sizing, if not coordinated, can adversely affect the number of exceptions the material planners will
receive.

Day 2
• Review Day 1
• Questions from day 1
• Review Parking Lot
• Continue on MRP 1 View with Lot Sizing

MRP 1 View
• Lot Size: Optimum
• In static and period lot-sizing procedure the cost of inventory (stockkeeping) from
the setup procedures or from purchasing are not taken into consideration.
• Goal of optimum procedures is to group shortages together so that costs are
minimized. These costs include
• Lot size independent cost
• Setup
• Order cost
• Storage costs.
• 1st step is the first material shortage date determined through net requirements calc.
The shortage here represents the minimum order quantity
• 2nd the system then adds successive shortage quantities to this lot size until optimum
costs have been established.
• The only difference between the different methods is the cost criteria.

MRP 1 View
• Part Period Balancing
• Variable costs (storage costs) are equal to the lot size independent costs.
• Successive requirements are grouped together to form lots until the sum of the storage costs
equal lot size independent costs.
• Involves an adjustment between cost independent of quantity and costs dependent of
quantities and time.
• Least Unit Cost
• From the shortage date, successive requirements are grouped together to form lots until total
costs per unit reach a minimum level.
• Total costs are equal to the sum of the lot size independent costs plus the total storage costs.
• Dynamic Lot Size Creation
• Starting from the shortage date, requirements are grouped until additional storage costs
become greater than lot size independent costs.

MRP 1 View
• Groff Reorder
• Based on the fact that additional storage costs are equal to the saving in lot size
independent cost according to the classical lot sizing formula for the minimum costs.
• Additional storage costs are compared with the resulting savings in lot size independent
costs.
• Groups requirements until the increase in the average storage costs per period is larger
than the decrease in the lot size independent costs per period.

MRP 1 View
• Lot Size Restrictors and Adjustors
• Minimum Lot Size
• Assembly Scrap %
• Maximum Lot Size
• Maximum Stock Level
• Rounding Value
• Fixed Lot Size

MRP 1 View
• Minimum Lot Size
• Minimum procurement/production quantity
• Can be combined with Replenish to Max for Min/Max replenishment strategy
• Not used for order multiple situations
• Should be even factor of Rounding Value
• Optional if rounding value is to be populated with equal value
• Does not support bracket style pricing
• Can be used with many lot sizes

MRP 1 View
• Assembly Scrap %
• Percentage scrap that occurs during production of the material if it is an assembly
• Used in material planning to calculate the lot size of the assembly.
• System increases the quantity to be produced by the scrap quantity.
• The system increases the quantity to be produced for all of the assembly’s components.
• Maximum Lot Size
• Quantity that is not allowed to be exceeded during procurement.
• Taken indo account during the automatic lot size calculation
• The lot size of the individual orders cannot exceed this value
• Often used for material that have large packaging and to limit the number per container
or truck.
• Can be used in production to restrict the production mix for any one order.

MRP 1 View
• Maximum Stock Level
• Quantity of material in this plant that may not be exceeded.
• Only used for replenish to maximum stock level
• Rounding Value
• Value to a multiple of which the system rounds up the procurement quantity.
• This is otherwise known as an order multiple.
• All production/procurement quantity will be a multiple of this value
• Very important that you coordinate the Unit of Measure.
• The rounding multiple is based on the base unit of measure not the purchasing unit of
measure.
• Fixed Lot Size
• Amount the will be procured for each order, no more or no less
• If one order will not cover requirements multiple orders will be used.
• Only used for the fixed lot size procedure.

MRP 2 View
• Procurement Type
• Indicator that defines how the material is procured.
• In-house Production (E)
• External Procurement (F)
• No procurement (null)
• Both procurement types (X)
• Special Procurement Type
• Allows you to define the procurement type more exactly.
• Most popular settings
• 30 Subcontracting
• 50 Phantom Assembly
• Other setting do exist to fine tune or override procurement type.

MRP 2 View
• Quota Arrangement Usage
• Key that specifies which business functions use a quota arrangement.
• Currently set to 4 as default setting
• Can distribute between
• Purchase orders
• Purchase requisitions
• Scheduling Agreements
• Planned Orders
• Production Orders
• Backflush
• Determines whether the material is backflushed or consumed upon confirmation of the
production order.
• If activated, the system posts the withdrawal of the material upon confirmation of the
operation.
• The withdrawal is then posted automatically.

MRP 2 View
• JIT Delivery Schedule
• Item relevant to JIT Delivery Schedules determines whether it is possible to
generate JIT Delivery schedules in addition to forecast schedules for a
material specified in a purchase scheduling agreement.
• If you set this indicator, it will be copied into the additional data for the item
when a scheduling agreement is created.
• Must be coordinated with the scheduling agreement
• Co-product
• Material can be co-product indicator you can used to specify that the material
can also be used as a co-product.

MRP 2 View
• Bulk Material
• This indicator defines a BOM item as a bulk material which is available directly at the
work center.
• Not relevant to materials planning, not taken into account for net requirements
calculation.
• Planning for bulk materials should be consumption based.
• If materials are subject to MRP, you must create planned independent requirements
for them.
• Dependent requirements are only created in the planned order for information
purposes.
• Dependent requirements are not shown in the MRP list or Stock/Req list.
• Can maintain this indicator in both the material master record or the BOM item.
• Material Master has higher priority.

MRP 2 View
• Production Storage Location
• Issue Storage Location – In the case of material produced in-house, this is the
key of the storage location that is copied to the planbned order, production
order, or run schedule quantity.
• If a component it is the issuing storage location to which a backflush is posted.
• If the material is produced it is the receiving storage location to which the
receipt of the material is posted.
• Storage Location for External Procurement
• Default storage location for external procurement.
• Key of the storage location that is proposed in the purchase requisition in
materials planning for subsequent storage of the material.

MRP 2 View
• In-house Production
• Specifies the time in workdays needed to produce the material in-house.
• Independent of order quantity.
• System requires the in-house production time to determine the planned dates for planned
orders.
• You can set this up manually
• You can have it updated from the routing
• You can enter the setup, teardown, processing, and interoperation times.
• If you maintain these values, the system determines the in-house production tie on the basis of lot size.
• Good Receipt Processing Time
• In workdays
• Number of work days after receiving the material for inspection and placement into storage.
• Often referred to as the dock to stock time.

MRP 2 View
• Planned Delivery Time
• Calendar Days
• Number of days need to obtain the material or service if it is procured externally.
• If more than one vendor use average
• If more than one delivery time use average
• Must be coordinated with Scheduling Agreement
• Currently set as Supplier time plus transit time
• Planning Calendar
• PPC Planning Calendar
• Used for period lot-sizing
• Used for Time phased planning MRP Type

MRP 2 View
• Safety Stock
• Specifies the quantity whose purpose is to satisfy unexpectedly high demand in the coverage
period.
• Not user with manual reorder point planning
• Used with automatic reorder point planning and forecast based planning.
• Minimum Safety Stock
• Defines the lower limit for safety stock.
• Used if safety stock is available for forecasting
• Used for Material Master Data Maintenance
• Service Level %
• Percentage specifying what proportion of the requirement is to be covered by the warehouse
stock.
• The system uses the service level to calculate the safety stock
• The higher the service level, the higher will be the safety stock calculated by the system to
compensate for additional consumption or delays in delivery

MRP 2 View
• Safety Time
• Workdays
• Number of days safety time/actual range of coverage.
• Requirements in MRP are brought forward on the time axis.
• Does not change the actual requirements dates.
• Receipts are created for the earlier dates in MRP.
• Coverage Profile
• Contains the parameters for calculating the dynamic safety stock.
• Statistical calculation on the basis of average daily requirements
• Calculated depending on the requirements within a specified period and the range of
coverage.
• Ranges of coverage parameters are configuration

MRP 2 View
• Considerations with Safety Stock
• Range of Coverage and Safety Time allow the system to automatically
determine safety stock levels without intervention or manual updating
• Range of Coverage and Safety Time will adjust the safety stock levels as
demand fluctuates.
• Range of Coverage and Safety Time are often less labor intensive and more
respondent to demand variability.
• Standard reporting is available to monitor the effectiveness of all safety time
elements.

MRP 3 View
• Period Indicator
• Specifying the periods in which the material’s consumption values and forecast
values are managed
• Planning Strategy Group
• Groups all the planning strategies that can be used for a particular material
• Planning strategy represents the procedure used for planning a material and is
controlled by the MRP types
• Focus on demand management, including forecast and sales order management
• Strategy group controls how SAP manages demand and sales elements
• Must be populated to sell to a customer and consume the demand for all parts, even
components.
• The strategy group that you will use for different parts is given to you

MRP 3 View
• Consumption Mode
• Controls the direction on the time axis in which the system consumes
requirements.
• Backwards consumption
• Forward consumption
• Combination
• In backward consumption, sales orders, dependent requirements or material
reservation consume planned independent requirements that lie before the
requirements date.
• In forward consumption, sales orders, dependent requirements, or material
reservations consume planned independent requirements that lie after the
requirements date.

MRP 3 View
• Forward Consumption Period
• Determines the number of workdays for forward consumption
• Backward Consumption Period
• Determines the number of workdays for backward consumption
• Mixed MRP Indicator
• Defines whether the material is available for
• Subassembly planning with final assembly
• Gross Requirements Planning
• Subassembly planning without final assembly
• This is utilized in relationship to the strategy group, to define the way SAP handles
the planning of the material.

MRP 3 View
• Availability Check
• Specifies whether and how the system checks availability and generates requirements for materials
planning
• Defines
• Which MRP elements the system includes in the availability check
• Whether the system checks availability only to the end of the replenishment lead time or over the entire
horizon
• Whether the system generated individual requirements or summarized requirements if you enter sales orders
or deliveries for materials
• Total replenishment lead time (in workdays)
• Not used for materials procured externally.
• Tow options exist for materials produced in-house if the replenishment lead time is included in the
availability check
• If the total replenishment lead time field is maintained it is used in the availability check.
• If the total replenishment lead time field is not maintained, the system reads the in-house production time and,
if available, the goods receipt processing time and interprets the total of these tow times as the replenishment
lead time for the availability check.

MRP 4 View
• Selection Method
• Indicator determining the selection of the alternative BOM when
requirements are exploded in MRP
• Use
• Selection by order quantity, the system chooses the alternative BOM into whose lot size
range the order quantity falls.
• Selection by explosion date, the system chooses the alternative BOM into whose area of
validity the date falls
• Selection by production version, the system chooses the alternative BOM defined in the
valid production version.
• Selection only by production version, the system chooses the alternative BOM defined in
the valid production version. If no production version is found, no production orders or
process orders can be created.
• A production version is a combination of a BOM and routing.

MRP 4 View
• Individual/collective Indicator
• Determines whether the following requirements are allowed for the
dependent requirements of the mateial
• Individualt requirements – Requirement quantities of the dependent material are stated
individually.
• Collective requirements – requirement quantities of the dependent material are grouped
together
• This indicator is usually specified depending on the type of material that is
being set up.
• Component Scrap %
• Percentage of scrap that occurs during production of the material if the
material is a component
• The system increases the components required

• Base Unit of Measure
• Unit of measure specified on the print from EDS
• Production Unit
• Unit of measure relating to production quantity if different from base unit of measure
• Production Scheduler
• Scheduler responsible for a material in production activity control
• Production Scheduling Profile
• Specify that certain transactions are carried out in parallel in a production order.
• Create and release an order at the same time
• Release and print order at the same time
• Trigger automatic goods receipt
• Specify an overall profile for capacity leveling
• The production scheduling profile is copied into the order during order creation.

• Serial Number Profile
• Freely definable four-digit key that provides unique identification for a serial
number profile.
• Combined data, that determines the conditions an business transactions for
issuing serial numbers to serialized materials
• Under delivery Tolerance Limit
• Percentage rate that specifies the percent below which the quantity posted
for a goods receipt may drop below the production order quantity.
• Over Delivery Tolerance Limit
• Percent by which the quantity that is posted to goods receipt may exceed the
production order quantity.

Q/A Session


Plan To Produce

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Plan To Produce

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Plan to Produce: Material

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

Caterpillar: Confidential Green

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