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 Planning Procedure in the CTP Process with Planning Procedure 3

Purpose

This process describes the procedure for planning the finished product when using the PP planning procedure 3 ( cover dependent requirements immediately ) and how the system calculates the availability date (confirmation date).

Prerequisites

You use a strategy profile that allows forward scheduling .See also: Strategy Profile for CTP

Process

  1. Order creation for finished product

    In the CTP check for the sales order, the system creates one or several receipt elements (planned orders or stock transport requisitions) if it cannot be covered by stock or already existing receipt elements.

    Every planned order has a BOM containing the necessary components. If you work with stock transport requisitions, the product in the delivering plant also has the setting Cover dependent requirements immediately.

  2. Capacity check and scheduling

    The system calculates the start and end dates of the receipt elements according to the settings in the strategy profile. This provides availability dates and dependent requirement dates for the components.

    If you work with the strategy profile SAP_BCTP, the planning direction backward with reversal is set.Starting from the customer required date and initially proceeding in a backward direction, the system then tries to find a date for the planned order using the bucket-oriented capacity check . If everything is fully loaded on the resource, the system switches to forward scheduling. The availability date calculated for the planned order then lies after the customer desired date.

  3. Calculating the shortage quantity of the components

    The system has calculated the dependent requirements using the BOM explosion. The system now tries to cover these dependent requirements using existing stocks and receipt elements. The assignment of the depedent requirements to stocks and receipt elements is carried out dynamically. This assignment is recalculated every time a requirement or a receipt element is changed.

    Example Example

    If a new dependent requirement S lies before an already existing requirement B, it is possible that the receipt elements that were previously used to cover requirement B are now used to cover the new dependent requirement S and the system creates new receipt elements for the requirement B.

    End of the example.

  4. Filtering out the components relevant to CTP

    The system determines how each component of the planned order is to be planned.

    • Components with PP Planning Procedure 4 (Planning in the Planning Run)

      For components with this setting, the system only creates a planning file entry.

    • Components with PP Planning Procedure 3 ( Cover Dependent Requirements Immediately ).

      The system executes the planning run for these components as described in point 5 below.

    • Components with PP Planning Procedure 1 ( Manual with Check ).

      The system executes the planning run for these components as described in point 6 below.

  5. Planning components with the PP planning procedure 3

    As already described above, the system calculates the dates and shortage quantities for the new dependent requirements. The system now searches for all the shortage quantities that exist for a component. The following cases are possible:

    • Sufficient stock or receipt elements exist to cover the new dependent requirements and all already-existing requirements on time. Therefore, the system finds no shortage quantities and the system does not have to do anything.

    • No stock and no receipt elements exist and no requirements already exist for the components. The new dependent requirement is not covered. The system has to create a receipt element to cover the dependent requirement.

    • Stock or receipt elements exist that cover already existing requirements.The newly received dependent requirement lies after the already existing requirements. The new dependent requirement cannot be covered. Therefore, the system has to create a new receipt element to cover it completely.

    • Stock or receipt elements exist. However, the quantity of stock and receipt elements is not sufficient to cover the new dependent requirement and all the existing requirements that lie before the new dependent requirement on the time axis. Therefore, the new dependent requirement can only partially be covered. The system has to create a new receipt element to cover the missing quantity.

    • Stock or receipt elements exist that are already assigned to the existing requirements.The system now assigns the new dependent requirement a receipt element that was previously used to cover other requirements. In this case, the “old” requirements are now no longer covered. The system has to create a new receipt element to cover these “old” requirements. The new receipt element is created to suit the later date of the “old” requirement.

    • There was not sufficient receipt elements to cover the already existing requirements even before the new dependent requirement was created. The system does not create receipt elements for each requirement. It only creates receipts to cover the new dependent requirement. Here, material shortages are cumulated until the requirement quantity of the dependent requirement is reached. The system creates a new receipt element for this quantity on the requirements dates of the first material shortage.

      Only this way, is it possible to use the results of component planning when planning the finished product.

      When creating a new receipt element for the dependent requirements, the following lot-size parameters from the product master are taken into account:

    • Fixed lot size

    • Minimum lot size

    • Maximum lot size

    • Rounding quantities

    • Scrap

      If one receipt element does not completely cover the missing quantity due to a fixed or a maximum lot size, the system creates several receipt elements. The receipt elements are created as described in point 1 above.

      After creating the receipt elements, the system executes an availability check for the components. This ensures the following:

    • The new dependent requirement is covered.

    • The new dependent requirement does not take away the receipt elements already assigned to the existing requirements.

    • In a late scheduling for a new receipt element that the system created for the component, the dependent requirement is moved into the future correspondingly.

  6. Planning components with the PP planning procedure 1

    The system has already calculated the shortage quantities or the available quantities of the components. The new dependent requirement for a component with the planning procedure Manual with Check was not included in this calculation. Now the system has to try to cover the dependent requirements from the already calculated available quantities. The following cases are possible:

    • The total of the calculated available quantities before the requirements date is greater or equal to the new dependent requirement. Therefore, the result of the availability check of the components is that the new dependent requirement can be covered. The system does not do anything else.

    • If there is not enough stock or receipt elements to cover the requirement on the requirement date of the new dependent requirement, the material shortage of the dependent requirement can only be avoided by moving the requirements date into the future. Here, the system cumulates all the available quantities that lie after the requirements date until the dependent requirement can be covered. The dependent requirement is then moved to the availability date of the last available quantity. If the available quantity is not enough to cover the new dependent requirement, the check fails. Therefore, the system cannot created the planned order required by the component to be checked.

  7. Consideration of the results of component planning

    In the previous planning steps (4-6), planning was carried out for the dependent requirements. The system has to take these planning results into account when calculating the availability date for the receipt element of the finished product.

    The system moves the receipt element it already created for the finished product if one of the following cases arose when planning the components:

    • A material shortage existed for a component with PP planning procedure 3 . The receipt element created for the component in planning step 5 could not be created on time.

    • Only late receipts existed for a component with PP planning procedure 1 . The system has to take account of the late availability date of the component by adjusting the date of the receipt element for the finished product to the availability date of the component.

      The system deletes a receipt element it already created for the finished product if there was not sufficient available quantity for a component with the planning procedure 1 and therefore the dependent requirement could not be covered.

  8. Checking alternative sources of supply

    I f the system could not create all the receipt elements for the finished product on the desired date or it had to move or delete several receipt elements using forward scheduling, the system checks whether there is an alternative source of supply to the one used first.

    If there is an alternative source of supply, the system uses the alternative source of supply to create a second receipt element. Here, the system accesses planning again, that is, the components of the alternative source of supply are also planned. The system then checks which receipt element lies closest to the customer desired date. If, for example, the receipt element that was created for the alternative source of supply lies closest, it is used to cover the customer requirement. The receipt elements with the latest availability dates are deleted.

    Caution Caution

    When planning alternative sources of supply, the system takes account of the capacity and quantity loads of the previously planned alternatives. You have to take this into account, in particular, if the alternatives use the same resources or require the same components.

    End of the caution.