MTO 505 ยท IMPLEMENTATION WALKTHROUGH
How does a Make to Order implementation unfold?
Build the MTO boundary once, then prove that the same customer requirement survives promise, planning, production, fulfilment, and economics.
- 01
Discover
What must remain customer-specific? Establish the order types, materials, configurations, customers, service commitments, and financial consequences that require individual demand rather than a collective MTS response.
Exit evidence: approved MTO boundary, representative order families, ownership, service and margin measures, and known exceptions.
- 02
Design
Choose individual/collective supply treatment, sales-order-stock model, costing model, and confirmation model. Make the relationship between TOR, ATP, MRP, production and Finance explicit.
Exit evidence: signed design decisions, dependency map, requirements/class rationale, stock valuation choice, and exception rules.
- 03
Build & Prove
Build one complete customer order through MRP, production or procurement, delivery, billing, and economics. Prove both normal flow and an order quantity/date change.
Exit evidence: traceable schedule-line demand, pegged supply, assigned receipt, delivery and billing, reconciled cost/revenue, and defect evidence.
- 04
Deploy
Prepare master data, open orders, assigned stock, MRP jobs, cutover sequencing, communications, roles, and reconciliations so the live chain does not lose ownership mid-flight.
Exit evidence: cutover runbook, open-order and stock treatment, job schedule, reconciliation controls, owners, and rollback or containment actions.
- 05
Stabilize
Operate the exception queue: broken pegging, confirmation misses, undeliverable order stock, late procurement, production variance, settlement and margin differences.
Exit evidence: measured exceptions, root causes, correction routes, support ownership, and a verified first period-end.
THE CONNECTING CONTROL
Do not confirm a customer date or margin that the order-specific supply chain cannot support.
The customer reference must survive design, proof, cutover, daily execution, and period-end.
Move from implementation evidence into production diagnosis, ownership, and continuous improvement.