Do I need to turn on the whole module at once?

No. The short path is structure, routing, production order and production reporting, which already gives you actual cost per order. MRP, master plan, finite capacity, forecasting, S&OP, distribution and leveling come later, one at a time, each with its own switch.

Can I use PCP without the WMS?

Yes. Without the addressed warehouse, the module reads and moves simple inventory through the same path as the rest of the platform. With the WMS turned on, every movement goes through it, since it owns the balance. Settings show which source is active before you run the calculation.

What happens to companies already producing without a registered structure?

Manufactured items without a released structure show up in a list on the dashboard, before they turn into shortages. They are not silently ignored, and they do not get a made-up structure.

Is the calculation run slow enough to get in the way of the day?

The full run is overnight work and is recorded with duration and volume. During the day, a manual trigger is usually for a single product after a structure change, and incremental replanning takes care of whatever changed.

Does it work for an operation that outsources almost everything?

Yes. The routing operation points to the supplier, unit cost and return lead time; the order tracks shipment, partial return, loss at the subcontractor and the tax reference, without losing lot genealogy. Work centers and locations can also belong to a third party.

How does this connect to pricing?

Standard cost is frozen per version with effective dates and feeds pricing; the actual order cost comes back as the comparison. Comparing actual cost with a standard that is updated alongside it would always come out close to zero, which is why both versions exist.

Is the shop floor an MES?

It is the MES execution layer built into production planning: released orders with frozen engineering, reporting of setup, production, pause, scrap and rework with an offline queue, downtime reasons classified as planned or unplanned, OEE per work center, lot genealogy and actual cost per order. The data comes from operator reporting. Automatic machine data collection through PLC, OPC UA or MQTT, andon and a live shop floor dashboard are not part of the module yet.

Is production planning only for a traditional factory?

No. It covers any item the company transforms or assembles: invitations, kits, giveaways, albums, gowns, set design and printed materials. Simple operations use structures and orders; larger operations turn on MRP, finite capacity, Gantt and full costing.

Does MRP talk to Procurement and Inventory?

Yes. It reads inventory balances and reservations, treats issued purchase orders as materials in transit, and turns purchase suggestions into requisitions in the Procurement workflow, respecting approval levels and sign-offs.

Does a change to the structure alter orders already released?

No. Release copies the version of the structure and routing into the order. Engineering changes create a new version and only affect future orders.

How does the system prevent duplicate output when the terminal goes offline?

Each report has an idempotent identifier. When the local queue is resent, the server recognizes what it already received and doesn't count the same output twice.

Can I outsource a step in the routing?

Yes. The operation can specify a supplier, unit cost and lead time. The order tracks shipment, partial returns, losses at the subcontractor and the tax reference without losing the lot genealogy.

Does the system change my plan on its own to fit capacity?

No. Leveling calculates the alternatives, estimates the cost of each one and saves everything as a proposal. Nothing changes an order date, opens overtime or sends work out before someone applies it. Actions above the company's value limit still require explicit approval and are left out of bulk apply.

Do I need to set up calendars, forecasting and leveling to get started?

No. All of that starts turned off, and planning behaves exactly as before. You turn on one feature at a time, check the result in a simulation run, and only then does it apply to the official plan.

How does the planner explain to production where that number came from?

Each requirement keeps a plain-language trail of the calculation: how much was needed, how much was in stock, what was on the way, how much safety stock held back, which scrap was applied, which lot rule rounded it and where each day of lead time came from. Capacity load opens up too, order by order.

Does the automatic forecast replace my planner's number?

Never. The model calculates, and its number sits next to what was entered, with the error measured. When someone adjusts it by hand, the line is flagged and the model stops overwriting it, with the justification recorded.

Do I need S&OP to use production planning?

No. The aggregate plan is an optional layer above the master schedule, for companies that already discuss volume by family in a monthly meeting. Those who plan directly at the item level keep doing so, and S&OP stays off without getting in the way.

How does the salesperson know when delivery is possible?

Through the promise screen, which has its own permission and doesn't require access to the rest of the module. It answers with the date and the reason: if available stock covers it, delivery happens on the requested date; if not, it simulates materials and capacity and returns the earliest possible date along with the constraint that limited it.

Does the system work for companies with more than one warehouse or store?

Yes. The supply network defines locations, routes with transit times and sourcing rules per item, including splits between two sources. Distribution planning runs before MRP and passes demand back to the plant already at the shipping date, with freight consolidated.

Does the final cost go into inventory automatically?

Yes. When the order closes, the finished product enters at the order's own actual cost, broken down by material, labor, machine, subcontractor and overhead. The difference from standard cost is explained in the metrics.

Does production planning include an MES?

It has the execution layer built into production planning itself: released orders with frozen engineering, a reporting terminal for setup, production, pause, scrap and rework, classified downtime reasons, OEE per work center, lot genealogy from component to finished item and actual cost per order. The data comes from operator reporting. Automatic machine data collection through PLC, OPC UA or MQTT, andon and a live shop floor dashboard are not part of the module yet.

Complete module reference

Plan, produce and cost every item without losing materials or deadlines

From the leadership's aggregate plan to the operator's shop floor report, on the same inventory and procurement base: S&OP by family, demand forecasting, MRP with a calendar and real lead times, a master schedule validated against capacity, detailed load by work center, leveling with the cost on the table, distribution across locations, delivery date promises for sales, and shop floor feedback correcting the plan. Invitations, kits, giveaways, albums, gowns and any item the company makes start from real demand and end with a lot, actual cost and full traceability.

Explore all 27 admin screens, 14 functional areas, each cataloged feature, the decisions behind the system, integrations, permissions, release sequence and manufacturing glossary.

Talk to a specialist See plans

27screens in the admin panel, from the leadership cockpit to the operator terminal
14functional areas, from product engineering to actual cost
257features cataloged, one by one, on this same page
13releases in sequence, each one useful on its own before the next

Inside the module

27 screens, in the order the work happens

Four blocks follow the work: engineering defines the product, planning decides what and when to make, the shop floor records what happened, and the dashboard shows the result.

Engineering

The master data that describes what the company makes and what it makes it with. Everything is versioned: a released record is never edited, you create a new version.

5 screens

Product StructureThe multilevel bill of materials, with base quantity, scrap per component, alternates, optionals, co-products, effective dates and the question "where is this item used".
RoutingsThe sequence of operations with setup, unit time, process batch, outsourcing, control point and attached work instructions.
Work CentersHow many resources, how many hours, what efficiency and what an hour costs. This is where the capacity used by the plan comes from.
Resources and SkillsMachine, person, tool, mold and fixture, each with its own calendar and cost, a skills matrix per person and tooling life tracked in cycles.
CalendarsFactory, purchasing, transportation and supplier calendars, with holidays imported by year and lead time simulation before anything takes effect.

Planning

From the volume leadership signs off per family to the suggested order with date and quantity, passing through material and capacity.

14 screens

Demand and PoliciesSales order, event, class, project, contract or manual entry on one side; minimum lot, multiple, maximum, safety stock and lot sizing rule on the other.
Lead Time and ReservationsLead time broken down into processing, transportation, inspection and safety, with quantity bands, and firm reservations kept apart from flexible ones.
Network and Distribution (DRP)Locations, routes with transit time, sourcing rules per item and shipment consolidation for companies with more than one warehouse or store.
Demand ForecastEight statistical models on frozen history, error measured as MAPE and bias, and forecast consumption by firm orders.
Requirements (MRP)The calculation run and its result: net requirement per item and date, with every part of the math stored and the trail written in plain language.
Action MessagesExpedite, defer, increase, reduce, cancel, and orders that are already late when created, with a configurable tolerance so it never turns into noise.
Excess and ObsoleteThe side classic MRP ignores: surplus, excess and non-moving material, with the tied-up value and the recorded follow-up.
S&OPThe family by month grid with unconstrained demand, sales plan, production plan, projected inventory and backlog, in a versioned cycle.
Master PlanThe product by period grid with a single editable column, a firm horizon stored period by period and a scenario promoted to official.
RCCP and ProfilesValidation of the quarterly plan against critical resources, using resource profiles with offsets, without exploding any structure.
CapacityCapacity per center and per day, with downtime already deducted and extra shifts added, and overloads flagged before they become delays.
CRP and BottlenecksDetailed load per order and operation, three capacities side by side (theoretical, effective and demonstrated) and the queue of upcoming bottlenecks.
Leveling (APS)Nine strategies tested in order of cost, each proposal showing value, hours moved and who misses a date. Nothing is applied on its own.
Production GanttThe schedule per center, with late operations highlighted and any bar you drag locked in place so the next calculation works around it.

Shop floor (MES)

The order with frozen engineering, the terminal operators actually use and the feedback that corrects the plan.

5 screens

Production OrdersRelease with material check, structure and routing copied into the order, and components and operations with planned versus actual.
Production ReportingSetup, start, production, pause, resume, scrap, rework and completion, with an idempotent identifier so the offline queue never counts twice.
Promise DateThe answer for sales: the date and the reason behind it. It has its own permission and does not require access to cost or production reporting.
AdherenceDate, quantity, sequence and promise kept, with an unfeasible plan separated from poor execution because each has a different owner.
Production CostsMaterial, labor, machine, subcontractor and overhead, planned versus actual, with price variance separated from quantity variance.

Dashboard and settings

The view for whoever owns the result, and the parameters for whoever is accountable for the module.

3 screens

DashboardReleased structures, manufactured items without a structure, pending suggestions and critical alerts from the latest run.
CockpitAdherence, promises kept, utilization, idle time, scrap, work in process and late orders, with every indicator telling you which screen it came from.
SettingsModule activation, more than forty planning parameters with the system default shown alongside, and the history of who turned on what.

The problem and the fix

What changes for planning and production teams

The pain

Production starts from an outdated materials spreadsheet, and the shortage shows up when the order is already late.

With Partiu Formatura

Versioned, released multilevel structures feed the MRP, which deducts inventory, reservations, purchases in transit and open orders before suggesting what to buy or make.

The pain

Sales promises a date without knowing whether the print shop, the bindery or the in-house team has the capacity to deliver.

With Partiu Formatura

The master schedule and finite capacity calculate utilization by work center, shift, downtime and efficiency, with overloads highlighted before a promise turns into a delay.

The pain

A change to the product spec silently alters an order that was already on the shop floor.

With Partiu Formatura

When an order is released, its structure and routing are copied and frozen with their versions. New engineering applies to future orders, without rewriting the past.

The pain

Materials picked, consumed, returned and scrapped become a single unexplained inventory adjustment.

With Partiu Formatura

Each step has its own movement, operator, quantity and reason; the finished lot keeps the genealogy of its inputs, and every correction happens through a traceable reversal.

The pain

The cost of the album or kit is estimated before production and never compared with what actually happened.

With Partiu Formatura

Closing the order compares planned and actual by material, labor, machine, subcontractor and overhead, separating price, quantity and capacity variances.

The pain

The operator reports on paper or on a complicated screen at the end of the shift, when the information has already lost accuracy.

With Partiu Formatura

A direct terminal records setup, start, output, pause, resume, scrap and completion; the offline queue can be resent without duplicating quantities.

The pain

Lead time is counted in calendar days, and the order is created with a start date on a holiday, a Sunday or a day the supplier doesn't deliver.

With Partiu Formatura

Separate calendars for the plant, procurement, transportation and suppliers count lead time in real business days, with holidays imported by year. Lead time stops being a loose number and becomes the sum of processing, transit, inspection and safety time, with ranges by quantity.

The pain

The week doesn't fit, and the only known fix is to authorize overtime, without anyone knowing whether a cheaper alternative existed.

With Partiu Formatura

Leveling tests nine alternatives in order, from cheapest to most expensive, and presents each one with cost, hours moved and impact in days. Pulling work forward comes before overtime, and accepting the delay comes only at the end, with the list of who misses the deadline.

The pain

The planner looks at a utilization number and can't explain to production where it came from.

With Partiu Formatura

Load is stored by order and by operation: the histogram bar opens to show which orders make it up, how much is setup, how much is run time and how much is already firm.

The pain

The sales forecast is a yearly guess nobody reviews, and purchasing doubles up when the firm order arrives in the same month.

With Partiu Formatura

Eight statistical models calculate the forecast from frozen history, with error measured as MAPE and bias, and firm orders consume the forecast within a configurable window instead of adding to it.

The pain

A change of color, mold or thickness eats half a shift in cleanup, and nobody organizes the queue with that in mind.

With Partiu Formatura

The setup matrix knows that going from white to black costs differently than going from black to white, and campaigns group what can be grouped within a window that doesn't push back what is due sooner.

The pain

The salesperson promises a date on gut feeling, and the plant finds out about the commitment when the customer complains.

With Partiu Formatura

The promise screen answers with a date and a reason: available stock covers it, or production takes this long because the paper arrives on one day and printing only has room on another. An accepted promise becomes firm demand in the same step, and planning knows about the commitment.

The pain

Leadership discusses volume in a monthly meeting and the plant plans item by item, and the two numbers never meet.

With Partiu Formatura

S&OP works by family and by month, with unconstrained demand, the sales plan and the production plan on the right lines. Once approved, it becomes a limit on the master schedule and is disaggregated into item forecasts based on each item's history.

The pain

The company has a store and a warehouse besides the plant, and transfers between them are arranged by phone.

With Partiu Formatura

The supply network defines where each item comes from at each location, with percentages and effective dates. DRP runs before MRP and passes demand back to the source already at the shipping date, with transit time deducted and freight consolidated.

The pain

Everyone knows the plant runs late, and nobody can prove whether the problem is the plan or the execution.

With Partiu Formatura

Adherence measures the two separately: an order that ran late with a feasible plan is execution; an order that ran late with overload already visible at release is planning. The cockpit shows both side by side.

The pain

Standard cost is updated along with actual cost, and the variance always comes out close to zero.

With Partiu Formatura

Standard cost is frozen by version with an effective date. The previous version is closed and preserved, because it is what explains the price set last year.

How it works

From demand and materials to actual production cost

1
S&OP decides volume
The monthly meeting settles, by family, how much the company commits to sell and produce. Once approved, the plan becomes a limit on the master schedule and is disaggregated into item forecasts.
2
Demand comes in
An order, event, class, project, forecast or manual entry provides product, quantity and need-by date. A firm order consumes the period's forecast instead of adding to it.
3
MRP calculates
The structure is exploded and net requirements account for balances, reservations, transit, safety stock and scheduled supply. Lead time is offset on the real calendar, broken down into processing, transit and inspection.
4
The plan validates
The master schedule checks requirements against capacity, shifts, downtime and bottlenecks at each work center.
5
Load opens up
CRP shows utilization by work center and by day, with each bar opening into the orders behind it and the capacity the plant actually demonstrated in shop floor reports.
6
Capacity levels out
Where it doesn't fit, the system proposes alternatives in order of cost, from cheapest to most expensive, and waits for your decision before changing any date.
7
Orders are released
Structure and routing are frozen, materials are checked, and execution gets priorities and dates.
8
The plant reports
Operators record output, consumption, downtime, scrap, rework and subcontracting as they happen.
9
Cost closes
The finished product enters inventory with the order's lot and cost, and the dashboard explains each variance against standard.
10
The plan learns
Adherence measures what was delivered on the day and the real time of each operation. Persistent deviation becomes a suggestion to review the standard, and a confirmed delay replans whatever depends on it.

Feature inventory

15 functional areas, with all 276 features listed one by one

Nothing here is a roadmap promise: every item on the list exists in the system. Open the area you care about, or open them all at once if your evaluation runs on a checklist.

Item classified as purchased, manufactured, semi-finished or ghost, without parallel product registration
Phantom item exists in engineering and does not store: the explosion goes through it and goes straight down to the components
Multilevel structure with no practical depth limit, with configurable lock against recursion
Base quantity per structure: the list can be for 100 liters, and not necessarily for 1 unit
Percentage loss per component, applied at explosion and visible in the account
Alternative component with priority, which only enters when the holder is absent from separation
Optional component and by-product, for those who have a co-product leaving with the finished product
Validity per structure and component: scheduled supplier change does not require manual intervention on the day
Draft version, released and obsolete, with the successor indicated in the old version
Released structure cannot be edited: a new version is created from it, with the components already copied
Cycle in the structure is detected at release, not in the middle of the night round of planning
Where is this item used, the question engineering asks before changing any component
Standard cost calculated by structure and script, broken down by material, labor, machine and third party
Test blast in any quantity, to check the recipe before releasing
Own measurement units, with general or specific conversion factor per product
Co-product with cost sharing, for those who obtain two products from the same operation
Loss and yield per route operation, compounded step by step: three steps with 5% loss do not cost 15%, they cost 16.6%
Item attribute for production campaign: color, mold, thickness or whatever your factory groups

Script versioned by the same structure rule: released, not edited, new version created
Operations in sequence ten by ten, with space to insert steps later without renumbering everything
Separate setup time and unit time, because one does not scale with quantity and the other does
Process batch size: oven with twenty pieces per batch does not take twenty times the unit time
Outsourced operation with supplier, cost per unit and return period
Control point marked in the operation that counts the finished part, so that the finished part does not enter once per stage
Work instructions attached to the operation, visible on the pointing terminal
Work center with number of resources, hours per day and percentage efficiency
Effective capacity calculated as resources times hours times efficiency, and that's the number the plan uses
Machine hour cost, labor hour cost and setup cost per center
Center marked as a bottleneck, which is highlighted in the plan and indicators
Weekly calendar per center, in local time, with shifts per day of the week
The center created is already open from Monday to Friday from 8am to 5pm, because the center without shifts has zero capacity
Outsourced center with linked supplier, for operations leaving the factory
Consumption address per plant when the addressed warehouse is active
Resources beyond the center: machine, person, tool, mold and device, each with its own schedule and cost
Operation that requires more than one resource at the same time, with mandatory, secondary and alternative in group
Alternative resource with time factor: the backup machine can take 1.4 times the time, and the plan accounts for this
Tool and mold with useful life in cycles, consumption indicated in production and alert before the part breaks in the middle of the campaign
Matrix of skills per person, with level 1 to 5 and certification validity
Operation that requires minimal skill: those who don't have it don't get in line for that job
Queuing, waiting and transportation time per operation, which is why the order of 4 hours takes 3 days to cross the factory
Overlapping operations with transfer batch: the next step begins when the first parts are ready
Parallel and convergent operations, for routing that is not a straight queue

Independent demand for order, project, event, class, store, contract or manual launch
Sales forecast per period, consumed per actual order so as not to count the same sale twice
Forecast generated from demand history, for those who do not yet have a forecast process
Multi-level explosion with level processing: item used in two products is liquidated once
Net need with each installment of the recorded account: gross, stock, reserved, transit, scheduled and security
Trace back to the original demand, to answer which order that screw came from
Reading the balance of the addressed warehouse when it is active, and the simple stock when it is not
Purchase order issued counts as material on the way, with expected arrival date
Open production order counts as scheduled supply, with expected end date
Policy per item: lead time, minimum batch, multiple batch, maximum batch and safety stock
Lot-by-lot, fixed-lot or period coverage policy, chosen item by item
Maximum batch parts the need into several orders instead of cutting it and leaving the hole hidden
Item without policy uses the company standard and appears on a list, so no one discovers it if it is missing
Separate purchase and production suggestions, with start date calculated by lead time
Action messages: anticipate, postpone, increase, reduce, cancel and order already born late
Alert of item marked to produce without released structure, before it becomes a shortage
Purchase suggestion converted into requisition in the Purchasing flow that already exists, with approval and authority
Production suggestion converted into order, one per suggestion, with date engineering
Signed suggestion survives the next round and becomes valid as a supply
Simulation mode that does not change the official plan and still leaves the scenario open for consultation
Automatic night run, with recording of each run: duration, items, suggestions and messages
Re-execution does not accumulate: the new round replaces the suggestions from the previous one, without doubling the purchase
Factory, purchasing, transport and supplier calendar: the deadline is no longer counted on a calendar day and stops falling on a holiday
National holidays imported per year, with Carnival and Corpus Christi optional because legally the company decides whether to
Lead time composed of parts with different owners: processing, transportation, quality inspection and safety
Lead time by quantity range: 500 pieces in 7 days and 5,000 in 20, without two registrations of the same item
Order that does not fit within the deadline is issued on the earliest possible date, and the delay becomes a message with the remaining days
Separate balance states: available, reserved, blocked, in inspection, quarantine, consigned and in the possession of a third party
Firm reservation comes out of available and flexible reservation only prioritizes the separation, because mixing the two buys material twice
Dynamic security stock by service level and days of coverage, whichever is greater than the negotiated number
Economy lot, Silver-Meal and Wagner-Whitin for those with known ordering and maintenance costs
Rounding per package and per pallet, applied after the minimum and multiple, and never before
Replacement by days of coverage and by minimum/maximum, for consumable items that do not require fine MRP
Made-to-order item is not consolidated with other orders nor is it covered by free stock: each order has its own order
Calculus trail in Portuguese: why the order is this size, where each day of the deadline came from and which rule rounded
Incremental replanning every 15 minutes, only of what changed, with the full morning round as a safety net
List of excesses, surpluses and obsolete items: the side that classic MRP doesn't look at, with frozen value and recorded treatment

Cost per element: material, labor, machine, third party and overhead
Predicted and carried out in the same vein, with the variation coming from subtraction and not from a second calculation
Price variation separated from quantity variation: buying better and producing better are different actions
Capacity variation, which shows the center hour spent beyond what the itinerary predicted
Unit cost realized per order, calculated on what was actually produced
Cost closing by order, manual on screen or automatic through the night routine
Finished goods enter stock at the order cost, not at the average registration cost
Overall equipment efficiency indicator per center, with availability, performance and quality
Blank indicator when data is missing, instead of an invented number that no one can defend
Stoppages ranked by lost time, to attack the cause that costs the most
Adherence to the plan in terms of time and quantity, on completed orders for the period
Scrap rate for the period and open production backlog by product
Panel with released structure, item manufactured without structure, pending suggestions and critical alerts
Standard cost frozen per version, in effect: comparing what was done with today's standard would always give almost zero
Previous version closed with date and preserved, because it explains the price formed last year
Mass freezing of all items with structure released, with others listed instead of reset
Variation in mix, efficiency and idleness separate from the previous three
Idleness in paid and unused hours, which is the number that links capacity to results
Cost of the plan with both sides: leveling costs overtime and inventory, not leveling costs delay
Without delay cost configured, the delay side is empty and the screen says so instead of estimating
Cockpit with adherence, promise fulfilled, utilization, idleness, scrap, WIP and late orders
Each cockpit indicator says which screen it came from, so the manager can disagree with the number in the right place
Indicator without data appears empty, never zero: invented number destroys confidence in the entire panel
Block of what awaits decision: pending leveling, open remainders and critical messages from the last round

Module turned off by default throughout the company: while there is no explicit activation, no planning routine responds
Activation and deactivation recorded on the timeline, with author and date, because turning on the PCP changes what Compras sees
Advanced feature is born offline within the active module: calendar, forecast, leveling, distribution network and promise enter one at a time
More than forty planning parameters on a single screen, with the system default value always visible next to the chosen one
Maximum structure depth, ghost item treatment and use of percentage loss defined by the company
Planning horizon and firm horizon in days, which separate what the system can change from what is already agreed
Balance origin resolved automatically: warehouse addressed when WMS is active, simple stock when not, with the response visible before running MRP
Cost method chosen between standard, average and last purchase, valid for explosion and order cost
Write-off of the component upon release, proportional to the note or manual, decided by company
Stock states considered in the calculation defined in a list, for quarantine and consignment to enter or not according to the policy
Seven separate permissions: query, engineering, plan, release, point, cost, and configuration
The seller only receives the promised date, the operator only the note and the planner does not need to see the cost
Seven automatic routines: nightly MRP, incremental replanning, capacity load, weekly forecast, adherence, indicators and cost closing
Each automatic execution recorded with duration, processed volume and result, so that dawn is not a black box
Retention of executions configurable in days, so the history does not grow without limit
Simulation mode in MRP, calendar and leveling: the scenario is recorded for consultation without touching the official plan
Track of events by entity: structure, script, plan, order and suggestion keep track of who moved, when and what
Product classification into purchased, manufactured, semi-finished or ghost made item by item or in bulk
Unavailable resource responds as unavailable, not as an error: company with wave not yet applied continues operating what already exists

How the system behaves

6 decisions that explain everything else

They explain why the system sometimes does not do what you might expect, and why that is intentional.

The system proposes, you decide

Leveling, standard time reviews and plan suggestions are saved as proposals. Nothing changes an order date, opens overtime or sends work outside before someone applies it, and above the company value limit the action is removed from bulk apply.

Released means locked

Structure, routing, S&OP cycle, resource profile and standard cost are frozen per version. Revising means creating the next version, and the previous one keeps explaining what was produced and how the price was built.

No data, no number

Equipment effectiveness, cost of delay and adherence show up blank when the data behind them is missing. One made-up number destroys trust in the entire dashboard.

The math is kept

Every requirement stores how much was needed, how much was on hand, what was on the way, what safety stock held back, which scrap was applied, which rule rounded it and where each day of lead time came from. Capacity load opens up order by order.

Everything starts turned off

The module does not respond until it is activated, and inside it calendars, forecasting, leveling, distribution network and promising come in one at a time. Turning something on is a recorded decision, with author and date.

Corrections are reversals

Production reports are never deleted. A correction is an opposite entry that keeps the trail of the mistake, and resending the offline queue never adds the same production twice.

The boundaries

How production planning connects to the rest of the platform

The module never keeps a second copy of anything. It reads what already exists and returns what it produced through the same path as the rest of the platform.

Purchasing and Procurement

The MRP purchase suggestion becomes a requisition in the existing flow, as a draft and subject to the same approval limits. The issued purchase order comes back into the calculation as material on the way, with its expected arrival date.

Inventory and WMS

Stock balances have a single owner. With the addressed warehouse turned on, every component issue and finished goods receipt goes through the WMS; without it, movements hit simple inventory through the same path as the rest of the platform. PCP never writes a balance directly.

Quality

Inspection time is its own component of lead time, and material in inspection or quarantine only counts in the calculation if the company says it does.

CRM and Sales

Promise dates have their own permission: the salesperson gets the date and the reason for it without seeing cost or production reporting. An accepted promise becomes firm demand in the same step.

Costing and Accounting

Finished goods enter inventory at the actual cost of their own order, broken down by element, and the gap to standard is explained as price, quantity, capacity, mix and idle time variances.

Branches and Multi-unit

The supply network sits above the branch: a branch can have two warehouses, and only the location flagged as a plant produces.

Governance

Who sees what, and what runs without anyone asking

7 separate permissions

Each permission opens only the information and actions its role needs.

ViewOpens the screens and reads plan, load, requirements and trail. Changes nothing.
EngineeringStructure, routing, work center, resource, skill and calendar.
PlanMRP run, master plan, forecast, leveling, lead time, reservations and distribution network.
ReleaseTurns suggestions into orders and releases orders to the shop floor.
ReportProduction terminal. Only what the operator needs, with no plan and no cost.
CostsOrder cost, standard cost, variances and the financial side of the indicators.
SettingsActivates the module and is accountable for the planning parameters.

Processes that run automatically

Every run records its result, duration and the information it used.

Nightly MRPThe full overnight run, which replaces the previous run's suggestions instead of piling up duplicate purchases.
Incremental replanningEvery 15 minutes, only for what changed, so the day's plan does not have to wait for the night. Optional, and off by default.
Capacity loadRecalculated after MRP, so the load sees the orders it just created.
ForecastWeekly, not daily: a monthly forecast redone every day produces new numbers with no new information.
AdherenceCloses the day by comparing what was planned with what was delivered, separating planning from execution.
IndicatorsConsolidates the cockpit for the period, leaving blank anything that has no data.
Cost closeCloses completed orders and delivers actual cost by element.

Release sequence

Each release adds a useful capability

1. Product engineering

Units and conversions, work centers with shifts, and versioned routings and structures with release, obsolescence and standard cost.

2. MRP

Item policies, demand, forecasts, the calculation run, net requirements traced back to the originating demand, planned orders and action messages.

3. Capacity

Master plan with scenarios and freezing, downtime per center, capacity per period and finite capacity sequencing.

4. Shop floor

Production orders with frozen engineering, components, operations, downtime reasons, production reporting, order cost, lot genealogy and outsourcing.

5. Advanced master data

Calendars with holidays, composite lead time, reservations, resources beyond the work center, skills per person and skill requirements on operations.

6. Demand

Planning families, frozen history, the eight forecasting models and forecast consumption by firm orders, with a record of which order consumed which forecast.

7. Advanced MRP

The calculation trail in plain language, event-triggered incremental replanning and the list of excess, surplus and obsolete stock.

8. Network and distribution

Locations above the branch, routes with transit time and cost, sourcing rules with split and effective dates, and planned transfers with consolidated shipments.

9. S&OP and RCCP

A versioned monthly cycle with draft, consensus and approved stages, resource profiles with offsets and plan validation against critical resources.

10. CRP

Load per order and operation, capacity demonstrated by production reporting, bottlenecks measured from the real load and alerts for outdated parameters.

11. APS

Sequence-dependent setup matrix, campaigns by attribute, the nine leveling strategies with cost and approval limits, and the plan published as a frozen version.

12. Closed loop

Available to promise day by day, a simulated feasible date with the constraint that limited it, adherence in four dimensions and actual time per operation.

13. Indicators

Closing the orders separated the paper price variance, consumption above the structure, extra machine hours and rework by reason.

The result

The company corrected the planned scrap in the structure, adjusted the routing and carried the actual cost into setting the new price.

Glossary

Manufacturing terms in plain language

The admin panel uses Portuguese labels. These are the equivalent terms used in manufacturing and planning.

BOMBill of Materials: The product structure: what goes into each unit, across as many levels as needed.
MRPMaterial Requirements Planning: The calculation that turns demand into what to buy, what to produce and by when.
MPSMaster Production Schedule: The master plan: how much of each item to produce in each period, validated against capacity.
S&OPSales and Operations Planning: The aggregate plan by family and by month, which becomes the limit for the master plan once approved.
RCCPRough Cut Capacity Planning: The high-level validation of the plan against critical resources, without exploding the structure.
CRPCapacity Requirements Planning: The detailed load by center, order and operation, against real capacity.
APSAdvanced Planning and Scheduling: Sequencing and leveling with finite capacity, dependent setup and dispatching rules.
DRPDistribution Requirements Planning: Planning across locations, which runs before MRP and delivers demand on the shipping date.
ATP / CTPAvailable / Capable to Promise: What is available to promise and, when that does not cover it, the feasible date simulated with material and capacity.
OEEOverall Equipment Effectiveness: Availability, performance and quality of the work center, in a single index.
WIPWork in Process: Material that has already left inventory and has not yet become a finished product.
MESManufacturing Execution System: The shop floor layer: released orders, production reporting, downtime, scrap and traceability.

Keep exploring

The modules that work alongside this one

Inventory & WMS

Products with SKUs and minimum levels, receipts that always come from purchase receiving, reservations by event, third-party custody and consignment with settlement, plus, for those who need it, an addressed warehouse with lots, serial numbers and pallets. From class giveaways to studio supplies, your company's inventory stops being a guess and becomes end-to-end traceability.

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Procurement & Quotes

A complete procure-to-pay cycle: a need can start from a requisition, a restock suggestion or a contract; suppliers answer the RFQ through a portal; the system compares price, lead time and rating, applies the approval tier for the amount, creates one order per winning supplier and measures every delivery. Supplier qualification, documents, budget, three-way receiving and accounts payable stay tied to the same trail.

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Assets & Fixed Equipment

One record per asset, with an asset tag and QR Code printed by the system itself, a category that already brings useful life and accounts, a location tree, an owner pulled from the people directory, and attached documents. The same record feeds accounting fixed assets, with automatic monthly depreciation and amortization, useful life review and disposal calculated by type. Companies not yet using accounting can control their entire equipment base in physical-only mode, without generating a single journal entry.

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Plan and produce with the same information your business already uses

Talk with our team about your products, capacity and rollout sequence.

Talk to a specialist See plans

Plan, produce and cost every item without losing materials or deadlines

27 screens, in the order the work happens

What changes for planning and production teams

From demand and materials to actual production cost

S&OP decides volume

Demand comes in

MRP calculates

The plan validates

Load opens up

Capacity levels out

Orders are released

The plant reports

Cost closes

The plan learns

15 functional areas, with all 276 features listed one by one

6 decisions that explain everything else

The system proposes, you decide

Released means locked

No data, no number

The math is kept

Everything starts turned off

Corrections are reversals

How production planning connects to the rest of the platform

Who sees what, and what runs without anyone asking

7 separate permissions

Processes that run automatically

Each release adds a useful capability

1. Product engineering

2. MRP

3. Capacity

4. Shop floor

5. Advanced master data

6. Demand

7. Advanced MRP

8. Network and distribution

9. S&OP and RCCP

10. CRP

11. APS

12. Closed loop

13. Indicators

5 everyday situations, from problem to result

Graduation kits planned from events

A binding bottleneck spotted before the delay

A full week solved without overtime

The promised date stopped being a guess

Actual cost explained the lost margin

Manufacturing terms in plain language

The modules that work alongside this one

Inventory & WMS

Procurement & Quotes

Assets & Fixed Equipment

Plan and produce with the same information your business already uses