P2M 606 · PRODUCTION SUPPORT
How do you support Plan to Make when planning or production goes wrong?
Work from the operational symptom to the first unreliable demand, supply, execution, inventory, or integration fact. A production order can expose a problem created earlier by demand, MRP, master data, or inventory feedback.
P2M LOOP
Trace from requirement to actual feedback
Find the last known-good transition before changing MRP parameters or production transactions.
- 01DemandNeed
- 02MRPNetting
- 03Planned supplyProposal
- 04Production orderExecution
- 05ExecutionActual
- 06Receipt & replanFeedback
SUPPORT OPERATING LOOP
Correct the owning planning or execution layer
State the impact
Record material, plant, requirement, expected and actual result, scope, and whether supply is late, short, excessive, or blocked.
Find the failed transition
Follow demand → MRP → proposal → order → components → confirmation → receipt → inventory → replan.
Choose the cause family
Separate demand, master data, planning, execution, inventory, integration, and authorization or operational controls.
Use the smallest correction
Correct demand, master data, proposal, transaction, inventory, or boundary integration at the layer that caused the result.
Retest the loop
Validate quantity, date, make-or-buy, components, order status, actuals, receipt, inventory, and remaining demand.
Turn repeats into signals
Use demand review, exception monitoring, BOM and routing governance, confirmation discipline, and inventory reconciliation.
FIRST P2M DECISION
Is the issue in the plan or in execution?
A planned order is proposed supply; a production order is committed execution. Do not solve an execution symptom by changing a global planning setting.
Compare valid demand with stock and existing receipts before deciding that MRP missed supply.
BOM, routing, production version, work center, lead time, and procurement type can determine the result inherited by the order.
Goods issue, confirmation, yield, scrap, and receipt determine whether the next MRP run sees reality.
P2M DIAGNOSTIC PLAYBOOKS
Follow the path that matches the symptom
01 · MRP did not create supply
Trace: demand → stock → existing receipts → MRP parameters → net requirement → proposal. Confirm a shortage actually exists in ERP.
02 · MRP created too much, too little, or the wrong date
Trace: demand quantity/date → stock and receipts → safety, lot size, lead times, scheduling, firming → proposal. Identify the assumption that produced the result.
03 · System chose make or buy incorrectly
Trace: requirement → procurement type and source decision → planned order or purchase requisition. Confirm the intended P2M/P2P boundary.
04 · Component requirement is wrong
Trace: finished requirement → planned/production order → BOM validity and quantity → dependent requirement. Check the selected production version.
05 · Production order cannot be released or executed
Trace: proposal → order → BOM, routing, work center, components, status, release, and authorization. Treat the order as the execution form of the plan.
06 · Goods issue, confirmation, or receipt is wrong
Trace: order requirement → available stock → issue → operation and yield/scrap → receipt → inventory. Decide whether the fault is physical evidence or planning requirement.
07 · Next MRP run still looks wrong
Trace: actual production → goods movements → inventory → open supply → remaining demand → MRP. Look for late feedback, stale proposals, or obsolete demand.
P2M SUPPORT MOMENT
MRP did not create the production expected
Do not start with MRP settings. Prove the requirement, stock, receipts, date, planning proposal, and make-or-buy decision; then correct the first unreliable fact and rerun the complete loop.
- Preserve the material, plant, requirement, and expected result.
- Do not change global planning parameters for one exception.
- Validate the next planning cycle, not only the original message.
Use 101 for the lifecycle, 202 for planning and production capabilities, 303 for execution, and 404 for configuration proof.