MTO 606 · PRODUCTION SUPPORT
How do you support Make to Order when the customer-specific chain goes wrong?
Trace the customer reference from sales order and individual requirement through pegged supply, production or procurement, assigned output, delivery, billing, and margin. Quantity can exist while ownership of that quantity is wrong.
MTO CHAIN
Keep the customer reference through every successor
- 01Sales order/itemCommitment
- 02Individual requirementDemand
- 03Pegged supplyAssignment
- 04Production/procurementExecution
- 05Assigned outputOwnership
- 06Delivery, billing & marginClosure
SUPPORT LOOP
Correct the relationship, not just the quantity
State customer impact
Record customer, sales order/item, material/configuration, promise date, requirement, supply, output, and financial impact.
Find the lost reference
Follow order/item → requirement segment → proposal → conversion → production/procurement → stock → delivery and closure.
Separate the cause
Customer requirement and promise, requirement transfer, pegging, production/procurement, customer-specific stock assignment, change control, or commercial closure.
Correct the owning layer
Correct requirement, master-data strategy, planning relationship, execution, stock assignment, or financial closure—never bypass ownership casually.
Retest quantity and value
Validate customer/item, requirement, supply reference, output assignment, delivery, billing, production cost, settlement, and margin.
Monitor traceability
Use requirement-transfer, pegging, firmed-supply, stock-assignment, change-alert, closure, and margin-reconciliation controls.
FIRST MTO DECISION
Which customer requirement owns this supply?
MTO separates physical availability from requirement ownership. Stock for another sales order or common stock does not automatically satisfy this order.
Know where the reference should continue and where common component supply is intentional.
Committed supply may correctly need planner action after a customer quantity, date, or configuration change.
Physical completion, delivery, billing, cost, variance, settlement, and margin are separate gates.
MTO DIAGNOSTIC PLAYBOOKS
Follow the customer-specific symptom
01 · Sales order did not create individual demand
Trace: item/schedule line → strategy → requirements type/class → transfer of requirements → individual segment.
02 · MRP did not create customer-specific supply
Trace: requirement segment → assigned supply → MRP → planned order or purchase requisition. Confirm uncovered demand in the right segment.
03 · Supply is linked to the wrong requirement
Trace: sales order/item → segment → proposal → conversion → production/procurement document. The reference—not supply existence—is the proof.
04 · Customer date changed but supply did not follow
Trace: changed demand → firmed proposal/order/PO → exception → planner action. A committed document may require controlled rescheduling.
05 · Production is complete but output cannot be used
Trace: confirmation → receipt → stock segment → sales-order assignment → available quantity. Check the intended MTO stock treatment.
06 · Stock exists but this order cannot use it
Trace: requirement ↔ assigned stock → ATP → delivery. Check another-order ownership, common stock, stock type, commitment, and plant/location.
07 · Delivery is complete but MTO is not financially closed
Trace: production cost → goods issue → billing/revenue → variance/results analysis → settlement → margin.
Use 101 for the model; 202 for requirement, promise, pegging, execution, stock assignment, change, and settlement controls; 303 for cross-process execution; and 404 for design proof.