There Are Many ERP Modules in ERP Software Solution

7/25/2019 There Are Many ERP Modules in ERP Software Solution

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What is ERP?

ERP attempts to integrate all departments and

functions across a company onto a single

computer system that can serve all those

different departments particular needs.

A single software program that serves the

needs of people in finance as well as it does

the people in human resources and in the

warehouse. Each of those departments

typically has its own computer systemoptimized for the particular ways that the

department does its work.ERP combines them

all together into a single, integrated software

program that runs off a single database so

that the various departments can more easily

share information and communicate with each

other.

ERP vanuishes the old standalone computer

systems in finance, !R, manufacturing and

the warehouse, and replaces them with a

single unified software program divided into

software modules that roughly appro"imate

the old standalone systems. #inance,

manufacturing and the warehouse all still get

their own software, e"cept now the software is

linked together so that someone in finance

can look into the warehouse software to see if

an order has been shipped. $ost vendors

ERP software is fle"ible enough that you can

install some modules without buying the

whole package. $any companies, for

e"ample, will %ust install an ERP finance or !R

module and leave the rest of the functions for

another day.

How can ERP improve a

companys business

performance?

ERP is often referred to as back&office

software. 't doesnt handle the up&front selling

process (although most ERP vendors have

developed )R$ software or acuired pure&

play )R$ providers that can do this*+ rather,

ERP takes a customer order and provides a

software road map for automating the different

steps along the path to fulfilling it. hen a

customer service representative enters a

customer order into an ERP system, he has

all the information necessary to complete the

order.

People in these different departments all seethe same information and can update it. hen

one department finishes with the order it is

automatically routed via the ERP system to

the ne"t department. -o find out where the

order is at any point, you need only log in to

the ERP system and track it down. ith luck,

the order process moves like a bolt of

lightning through the organization, and

customers get their orders faster and with

fewer errors than before. ERP can apply that

same magic to the other ma%or business

processes, such as employee benefits or

financial reporting.


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Evolution of

ERP

ERP is an outcome of 40 years of trial and

error. It has evolved as a strategic tool

because of continuous improvement in the

available techniques to manage business and

the fast growth of information technology.

Prior to 1!0s" business had to rely on the

traditional ways of inventory management to

ensure smooth functioning of the

organi#ation. $hese theories are called

classical inventory management of scientific

inventory control methods. $he most

popularly %nown amongst them is E&'

(Economic &rder 'uantity).

In this method" each item in the stoc% is

analy#ed for its ordering cost and the

inventory carrying cost. * trade off is

established on a phased out e+pected

demand of one year" and this way the most

economic ordering quantity can be decided.

$his technique in principle is a deterministic

way of managing inventory.

*long with E&'" we find various inventory

models such as fi+ed order quantity" periodic

order method" optional replenishment

method" etc." which were in practice earlier.

$hese theories were very popular in pre,

-RP era.

In 1!0s" a new technique of -aterial

Requirements Planning" popularly %nown as

-RP" was evolved. $his was a proactive

manner of inventory management. $his

technique fundamentally e+plodes the end

product demand obtained from the -aster

Production chedule (-P) for a specified

product structure (which is ta%en from /illof -aterial) into a detailed schedule of

purchase orders or production orders" ta%ing

into account the inventory on hand. -RP is

a simple logic but the magnitude of data

involved in a realistic situation ma%es it

computationally cumbersome. If underta%en

manually" the entire process is highly time,

consuming.

-RP successfully demonstrated its

effectiveness in reduction of inventory"

production" and delivery lead times by

improving coordination and avoiding delays"

thus ma%ing commitments more realistic.

-RP proved to be a very good technique for

managing inventory" but it did not ta%e into

account other resources of an organi#ation.

In 10s" this gave birth to a modified -RP

logic" popularly %nown as closed loop -RP.

In this technique" the capacity of the


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organi#ation to produce a particular product

is also ta%en into account by incorporating a

module called capacity requirements

planning (RP).

In 120s" the need was felt to integrate the

financial resource with the manufacturing

activities. 3rom this evolved an integrated

manufacturing management system called

-anufacturing Resource Planning (-RP II).

$ransition from -RPII to ERP happened

during 120,0. $he basic -RP II system

design was suffering from a few inherent

drawbac%s such as limited focus to

manufacturing activities" assumption of the

mass or repetitive production set ups" and

poor budgetary and costing controls.

$he shortcomings of -RP II and the need tointegrate new techniques led to the

development of a total integrated solution

called ERP" which attempts to integrate the

transactions of the organi#ation to produce

the best possible plan. $oday we see further

development in the ERP concept and

evolution web,based ERP.


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ERP Modules

Enterprise Resource Planning ERP

Enterprise Resource Planning (ERP)

software is usually pac%aged in functional

pieces5 that can be implemented in various

combinations. $hese ERP software

modulesaddress specific functions li%e

inventory control" planning" customer ordermanagement" purchasing" production

control" general ledger" accounts payable"

etc.

$his functional organi#ation adds to the

fle+ibility of the ERP product. * distribution

company that does little or no manufacturing

can license and install the financial

applications" purchasing" customer order

management and inventory" for e+ample"

and have a solution tailored5 to their needs.

If at a later time they e+pand into

manufacturing" they can license additional

modules that will essentially snap in place

and e+pand the system as needed.

$his modular design also allows software

developers to put together product offerings

for specific industries. /y adding a module

of food safety software" quality management

and lot trac%ing" or product configuration"

for e+ample" an otherwise general purpose

ERP system becomes a niche product that is

well suited for a company in the food

industry. /y developing modules with

specific functionality" an ERP vendor can

assemble a variety of niche products li%e

ERP for automotive suppliers" ERP software

for life sciences" ERP for chemicals" etc.

-odular design helps developers focus on

specific industries and functional needswhile not re,inventing the wheel by

duplicating the more universal functions li%e

inventory control and purchasing.

ustomers benefit by not having to buy and

maintain functionality that they don6t want

or need.

-ost ERP software has grown and

broadened over the years in part by adding

new modules to the product offerings. ome

of these are developed from scratch to

capture demand opportunities and some in

response to customer requests. ome

modules are the result of acquisition7 the

ERP developer might buy a company with a

point solution5 that can be converted into a

module of the ERP system.


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$here are many ERP modules in ERP

software solution. Each ERP software

module corresponds to a ma8or functional

area of an organi#ation. 9enerally it

includes" modules for material purchasing"

inventory control" product planning" product

distribution" trac%ing the order" financial

ERP module" accounting" mar%eting" and

human resource. &rgani#ations implement

the modules in ERP that are both

economically and technically feasible and

profitable. $his document of &E: (ite

&pen ource ERP) will focus on each ERP

software modules in detail. $o %now more

about ERP systems refer other pages of this

site.

ERP finance module

*ll %ind of organi#ations small scale" large

scale organi#ations benefit from the

implementation of ERP financial module.

$he financial module is the core of many

ERP software systems. It can gather

financial data from various functional

departments" and generates valuable

financial reports such general ledger" trail

balance" as balance sheet and quarterly

financial statements.

ERP HR (Human Resources) Module

;uman Resources is another widely

implemented ERP module. ;R module

streamlines the management of human

resources and human capitals. ;R modules

routinely maintain a complete employee

database including contact information"

salary details" attendance" performance

evaluation and promotion of all employees.

*dvanced ;R module is integrated with

%nowledge management systems to

optimally utili#e the e+pertise of all

employees.

ERP Production Module

In the process of evolution of manufacturing

requirements planning (-RP) II into ERP"

while vendors have developed more robust

software for production planning" consulting

firms have accumulated vast %nowledge of

implementing production planning module.

Production planning optimi#es the

utili#ation of manufacturing capacity" parts"

components and material resources using

historical production data and sales

forecasting.

ERP Purchasing Module

Purchase module streamline procurement of

required raw materials. It automates the
http://www.open-source-erp-site.com/erp-finance-module.htmlhttp://www.open-source-erp-site.com/erp-hr-module.htmlhttp://www.open-source-erp-site.com/erp-production-planning-module.htmlhttp://www.open-source-erp-site.com/erp-purchasing-module.htmlhttp://www.open-source-erp-site.com/erp-hr-module.htmlhttp://www.open-source-erp-site.com/erp-production-planning-module.htmlhttp://www.open-source-erp-site.com/erp-purchasing-module.htmlhttp://www.open-source-erp-site.com/erp-finance-module.html


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processes of identifying potential suppliers"

negotiating price" awarding purchase order

to the supplier" and billing processes.

Purchase module is tightly integrated with

the inventory control and production

planning modules. Purchasing module is

often integrated with supply chain

management software.

ERP Inventory Module

Inventory module facilitates processes of

maintaining the appropriate level of stoc% in

a warehouse. $he activities of inventory

control involves in identifying inventory

requirements" setting targets" providing

replenishment techniques and options"

monitoring item usages" reconciling the

inventory balances" and reporting inventory

status. Integration of inventory control

module with sales" purchase" finance

modules allows ERP systems to generate

vigilant e+ecutive level reports.

ERP Sales and Marketing Module

ales module implements functions of order

placement" order scheduling" shipping and

invoicing. ales module is closely integrated

with organi#ations6 ecommerce websites.

-any ERP vendors offer online store front

as part of the sales module. ERP mar%eting

module along with RP supports lead

generation" direct mailing campaign and

other mar%eting wor%s. cheduling of the

promotion is possible using this. &E: is

free website which will guide you in

selecting and implementing different ERP

systems and modules in ERP. Primary focus

is on open source ERP systems. /ut it help

in commercial ERP systems too.

ERP TransitionStrategies
http://www.open-source-erp-site.com/erp-inventory-module.htmlhttp://www.open-source-erp-site.com/erp-sales-module.htmlhttp://www.open-source-erp-site.com/erp-inventory-module.htmlhttp://www.open-source-erp-site.com/erp-sales-module.html


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*n ERP implementation strategy determines

how the ERP system will be installed.

. $he same industry may implement

different software in the same approach.

$here are several transition strategies but

most of them are variants of the five basic

types7

a) /ig /ang b) Phased c) Parallel d) Process

?ine e) ;ybrid

$hese techniques focus on the strategy of

how to ma%e the transition from a legacy

system to a new ERP system. ERP

implementations all begin with the simple

question, how do we ma%e the transition

from our inheritance ERP system to new

ERP system@ $he selection of the transition

strategy that is best suited for each industry

is crucial as a wrong strategy can result in a

failed or flawed implementation. $hree

pillars,people" process and technology are

the base of any ERP implementation. 3ailure

to use one of these or failure to use it in the

best possible manner can result in failure.

Anderstanding the relationships of ERP

transition strategies between the process"

people" and technology will assist the ERP

implementers to better understand what type

or combination of types of ERP transition

strategy is best.

Big Bang Transition Strategy:

In this strategy industries layout a

magnificent map for their ERP

implementation. $he installation of ERP

systems of all modules happens across the

entire organi#ation at once. $he big bang

approach promised to reduce the integration

cost in the condition of thorough and careful

e+ecution. $his method dominated early

ERP implementations and it partially

contributed to the higher rate of failure in

ERP implementation. *ll the business

functions performed in the inheritance

system across the entire enterprise are

concurrently transferred to the new legacy

system during a period of one day or awee%end. /ut now a day6s industries are

wavering to use big bang approach as it

consumes too many resources to support the

go,live of the ERP system. uccess in using

the big bang approach comes with careful

preparation and planning prior to using big

bang. /ut many industries struggle to decide

whether the big bang approach is the right

selection or not for their endeavor.


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Phased Transition Strategy:

$he phased approach" implements one

practical element at a time" in chronological

order as shown in fig. *utonomous modules

of ERP systems are installed in each unit"

while integration of ERP modules is done at

later stage of the pro8ect. $his has been the

most commonly used method of ERP

implementation. Each business unit may

have its own instances5 of ERP and

database. -odular (phased) implementation

reduces the ris% of the installation"

customi#ation and operation of ERP systems

by reducing the scope of the

implementation. $he unbeaten

implementation of one module can help the

overall success of an ERP pro8ect. $he

interface programs that are used in this

strategy bridge the gap between the

inheritance ERP system and the new ERP

system until the new ERP system becomes

fully purposeful. $his strategy is often used

in situations that not have strong centrali#ed

synchroni#ation in the ERP pro8ect.


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Parae Transition Strategy:

$he parallel approach %eeps both the

inheritance system and the new ERP system

active concurrently for a length of time as

shown in fig. $he amount of time for which

both the systems are in operation ranges

from one day to several months and may be

to years. Portions of the same functional

business areas (including software) such as

finance" manufacturing" mar%eting etc. are

operating at the same time for both the

legacy and ERP systems. *n advantage to

the parallel strategy is that it has good

improvement options in case something

goes off beam. /ecause both the inheritance

ERP system and the new ERP system are in

function at the same time for a particular

module" the industry6s business processes

will not be bro%en up if the new ERP system

brea%downs. $he parallel approach also

provides the most sensible number,to,

number comparisons to authenticate that the

new ERP system is performing the

necessary business process flows. $his

strategy is ideally suited for mission critical

situations that cannot survive a ma8or brea%

down of an ERP system.


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Process !ine Transition Strategy:

$he process line transition strategy brea%s

the implementation strategy to handle

similar business process flows or product

lines. Asing the process line strategy" the

first product line and related assets go first

in ma%ing the transition from the inheritance

system to the new ERP system. &nce this

transition is achieved successfully" the

second product line is moved from the

inheritance system to the new system. $his

initial success helps to build industrial faith

in the new ERP system" increasing its

overall prospect of success. Apon

achievement of the first process line"

resources are loaned to the more

complicated and challenging process lines.


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Hybrid Transition Strategy:

It is the combination of any of the

implementation strategy li%e process line"

phasing and parallel implementation

strategy. ;ybrid strategies tend to evolve

into the needed agreement as ERP team

members study and consider information.

$he comple+ity of a hybrid strategy varies

tremendously depending upon the state.

mall single,site ERP implementations tend

to have simpler hybrid strategies than those

used by large conglomerate corporations

with many dissimilar environmental

locations. -any implementations use hybrid

strategies because they are fle+ible in

adapting to the specific needs of the

situation. Bith the hybrid strategy" industries

can e+clusively ad8ust implementations for

their needs.


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Advantages

Increased Costeffectiveness


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other average business software" the training

becomes necessary and e+pensive. $he

employees of the company have to perform

their daily tas%s and learn the usage of the

ERP software system at the same time. $o

lessen the companyCs burden" there are many

training firms which are speciali#ed in

coaching employees about the functionality

of the ERP software from different vendors.

Enhanced !ork Efficiency

ERP systems enhance the efficiency of the

whole organi#ation by smoothly integrating

its various divisions. It also helps in

reduction of paper documents and provides

an online format for quic% storage and

retrieval of information. ERP ensures a

quic% response to changes in mar%et

conditions and also improves the

productivity of the company by providing

each department with their own computer

system" data and database. ross computer

system communication can also be done

within these departments" in order to store or

retrieve information. $his results in a unified

wor%ing of all aspects of an organi#ation"

instead of every single system needing to be

compatible with each other.

Integration of "usiness #unctions

*s the ERP system integrates data and

process from different divisions of an

organi#ation" it enables easier access and

wor% flow. Its multiple software modules aid

the coordination of various business

functions in an organi#ation. $his

integration provides an opportunity for the

various divisions to share a unified database

and ensures proper business communication

within the organi#ation. $his centrali#ation

of data in one place eliminates the problem

of synchroni#ing the changes made by

different departments and people. It also

reduces the ris% of loss of confidential data"

by applying difficult,to,crac% networ%

security models. ERP systems also provide

an efficient method for data recovery" in

case of a system crash.

Im$roved International %$erations

ERP systems support a variety of ta+

structures" different currencies of the world

and multiple languages" which ma%es it a

truly international software. It is suitable for

global operations because of its diversifiedaccounting standards and the ability to

manage world,wide clients and resources.

ERP also assists the improvement of the

supply , demand lin%ages with the remote

locations and branches in different regions


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or countries.

Disadvantages

ompared with traditional more archaic

methods current ERP systems several

disadvantages have been identified

, It is difficult to incorporate changes

and customi#ations required as business

processes change. $he systems encode

process definitions in proprietary source

code. hanging this code is difficult" ris%y"

e+pensive" and therefore rarely done. *s a

result most organisations forego

opportunities to optimi#e their processesD

, $he systems focus on what

organisations have in common and not on

processes where real value is created for

individual customers. $his is due to ERP

systems being developed for hori#ontal

operational processes in the value chain but

unable to effectively support or automate the

many vertical specific business processes

where real value is createdD

, Inability to grow or wor% with other

systems. urrent systems do not integrate

well with other feeder systems from third

party suppliers. $his ma%es the initial

deployment difficult since certain aspects

cannot be easily and cheaply integrated and

subsequently upgraded without soaring

deployments costs.

ERP Vendors


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ERP

Package

&anguage

"ase

&icense %ther Info 'evelo$er

Country

*1 ERP Gava *lliance

$echnologies &pen

?icense

ERP for Public ector"

*cademia" ;ealthcare"

?ogistics *1 ERP

Borldwide

*da+a uite Gava 9P? Integrated ERP built

on *dempiere

*ustraliaHew

ealand

*dempiere Gava 9P? started as a for% of

ompiere

pain

ompiere Gava 9P?Hommercial *cquired by onsona

orporationin Gune

J010

A


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Ouali

3oundation

Gava E? for higher education"

by higher education

?edger-

/

Perl"

Postgre'?

9P? started as a for% of

'?,?edger in J00!

Borldwide

&3/i# *pache" Gava *pache ?icenseJ.0 ERP for small and

medium businesses

&penbravo Gava &penbravo Public

?icense (&/P?)" a

free software license

based on the -o#illa

Public ?icense

(-P?)

pain

&penERP Python"

Postgre'?

*9P?vN &penERP version .0

was released on

1JHJ1H1J" &penERP

was formerly %nown

as $iny ERP

/elgium"

India" A*

Phreedom P;P"

Gavascript"

-y'?

9P?vN E+panded from

Phreeboo%s accounting

engine

A*

Postboo%s "

Gavacript"

Postgre'?

P*? Produced by M$uple"

uses 'tframewor%

'?,

?edger

Perl"

Postgre'?

9P?

$ryton Python 9P?vN started as a for% of

&penERP

BebERP P;P" -y'? 9P?vJ ?*-Pbased system
http://en.wikipedia.org/wiki/Kuali_Foundationhttp://en.wikipedia.org/wiki/Kuali_Foundationhttp://en.wikipedia.org/wiki/Educational_Community_Licensehttp://en.wikipedia.org/wiki/LedgerSMBhttp://en.wikipedia.org/wiki/LedgerSMBhttp://en.wikipedia.org/wiki/GPLhttp://en.wikipedia.org/wiki/OFBizhttp://en.wikipedia.org/wiki/Apache_Licensehttp://en.wikipedia.org/wiki/Openbravohttp://en.wikipedia.org/wiki/OpenERPhttp://en.wikipedia.org/wiki/Affero_General_Public_Licensehttp://en.wikipedia.org/wiki/Phreedomhttp://en.wikipedia.org/wiki/GPL#Version_3http://en.wikipedia.org/wiki/Postbookshttp://en.wikipedia.org/wiki/CPALhttp://en.wikipedia.org/wiki/XTuplehttp://en.wikipedia.org/wiki/Qt_(framework)http://en.wikipedia.org/wiki/SQL-Ledgerhttp://en.wikipedia.org/wiki/SQL-Ledgerhttp://en.wikipedia.org/wiki/GPLhttp://en.wikipedia.org/wiki/Trytonhttp://en.wikipedia.org/wiki/GPL#Version_3http://en.wikipedia.org/wiki/WebERPhttp://en.wikipedia.org/wiki/GPL#Version_2http://en.wikipedia.org/wiki/LAMP_(software_bundle)http://en.wikipedia.org/wiki/Kuali_Foundationhttp://en.wikipedia.org/wiki/Kuali_Foundationhttp://en.wikipedia.org/wiki/Educational_Community_Licensehttp://en.wikipedia.org/wiki/LedgerSMBhttp://en.wikipedia.org/wiki/LedgerSMBhttp://en.wikipedia.org/wiki/GPLhttp://en.wikipedia.org/wiki/OFBizhttp://en.wikipedia.org/wiki/Apache_Licensehttp://en.wikipedia.org/wiki/Openbravohttp://en.wikipedia.org/wiki/OpenERPhttp://en.wikipedia.org/wiki/Affero_General_Public_Licensehttp://en.wikipedia.org/wiki/Phreedomhttp://en.wikipedia.org/wiki/GPL#Version_3http://en.wikipedia.org/wiki/Postbookshttp://en.wikipedia.org/wiki/CPALhttp://en.wikipedia.org/wiki/XTuplehttp://en.wikipedia.org/wiki/Qt_(framework)http://en.wikipedia.org/wiki/SQL-Ledgerhttp://en.wikipedia.org/wiki/SQL-Ledgerhttp://en.wikipedia.org/wiki/GPLhttp://en.wikipedia.org/wiki/Trytonhttp://en.wikipedia.org/wiki/GPL#Version_3http://en.wikipedia.org/wiki/WebERPhttp://en.wikipedia.org/wiki/GPL#Version_2http://en.wikipedia.org/wiki/LAMP_(software_bundle)


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Next generation

ERP strategies

& ali!ation

QEarly on" the ERP philosophy was to ma%e

sure your business wor%ed around the

software" but I donCt thin% that model was

very successful"Q says /rad -anning" I&

at 'ua%er hemical" a onshohoc%en" Pa."

chemicals manufacturer. Q$he evolution of

ERP is to move toward being more fle+ible

and dynamic so you can configure the

systems around your business.Q

ERP II

ERP II is regarded as the ne+t generation5

of ERP (enterprise resource planning) and

offers several advantages over traditional

ERP systems. ERP systems have historically

been mostly limited to 3inance and

*dministration" primarily serving logistics"

supply chain" and warehousing functions.

ERP II e+pands the scope of ERP to offer

solutions for a broader range of industries

and sectors. *n ERP II solution offers

greater fle+ibility in the integration of

functions between departments and even

industries. *nd" generally spea%ing" an ERP

II system is a much more Beb,friendly5

application that ma%es better use of the

Internet" especially as a means for support.

ERP II encourages user participation"

facilitating interaction between customers

and vendors" which effectively eliminates

the difficulties that resulted from limited

communication. ERP II evolved from its

predecessor. It originated due to ERPCs

failure. $he contribution of ERP in

redefining enterprise operations is still

significant but not enough. ;ence ERP II

has been devised to overcome the drawbac%s

of ERP. $hey have been devised by wor%ing

on the wea%ness and disadvantages of ERP.


19/26

$he comparative study of ERP II and ERP

shows that it overplays its successor in all

areas. $he significant advancement ma%es

one call into question if ERP II will

completely replace ERP from the mar%et

entirely as users become more and more

informed and less impressed with the well

recogni#ed logo6s that have come to

symboli#e endless customi#ation" ris% and

rigidity.

ERP iii "the ne't

generation of Enterprise

Resource Panning$

$his will encompass the integration of social

media with new mar%etplace intelligence

and analytics into the ERP ii enterprise.

Bith a very simply hub and spo%e5 idea"

the enterprise will constitute the hub5 and

the e+tended supply chain vendors"

engineers" and designers" together with

customers and mar%et analysis as some of

the spo%es.5 $his will be enabled by the

ERP application that is e+tended with

collaboration and social media tools. $he

ERP" ERP ii" and ERP iii functions will all

be integrated with new analytics and smart

source5 search methods to integrate and

synthesi#e trend" mar%et" and product or

service information. $his will close the loop

on the ERP ii innovation and will bring a

new customer focused business paradigm

into the enterprise that goes far beyond

today6s R- applications.

ERP iii state companies will be mar%etplace

disrupters who are agile" nimble" and

global. $hey will be able to spot emerging

trends and unmet customer demands (needs

or wants) far more quic%ly and with greater

ability than their peers. 3rom those trends

and customer needs these companies will be

able to quic%ly e+ecute innovation programs

to develop new products and services to

quic%ly fill those customer demands. $he

most advanced of these new disruptive

innovators5 will be the companies who can

intelligently synthesi#e all of the various

data points to understand customer demands

that are not even articulated.


20/26

MaterialsResour!ePlanning

Unlike many other approaches and

techniques, material requirements planning

works which is its best recommendation.

Goseph &rlic%y" 14

'escri$tion

-aterial Requirements Planning is a time

phased priority,planning technique that

calculates material requirements and

schedules supply to meet demand across all

products and parts in one or more plants.

!hat is Material Reuirements

Planning* %ey question to a -RP process is the number

of times a company replenishes (or turns

around) inventory within a year. $here are

accounts of inventory annual turnover ratios of

greater than 100" mainly reported by Gapanese

companies. &ne can readily reali#e that the a

high inventory ratio is li%ely to be conducive to

lowering production cost since less capital is

tied up to unused inventory.

It is information system that translatesmaster schedule requirements for finished

products into time,phased requirements for

subassemblies" parts and raw materials.

In$uts to the MRP

S /ill of -aterials (/&-)

S $he -aster Production chedule (-P)

S Inventory record

%ut$uts from the MRP

S E+ported orders reports

S Planned orders reports

S &rder releases

"ill of Materials ("%M)

* record of all the components of an item"

the parent,component relationships" and

usage quantities derived from engineering

and process designs.


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*he Master Production Schedule (MPS)

* detailed plan that states how many E

Date post:	24-Feb-2018
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