View full interface 1. Demand should become a controlled production requirement
Production usually starts from a sales requirement, forecast, internal plan or replenishment need. The ERP should retain that demand context when creating work orders so planners can see why production exists and what quantity is still required.
2. BOM and routing define what production means
A bill of material identifies required inputs, while routing explains where and how work happens. Both should be version-aware when the business changes formulas, components or operations. The ERP should avoid silently applying a new BOM to an older work order without an explicit business rule.
3. MRP is useful only when stock states are trustworthy
Material planning depends on correct available stock, reserved quantity, open purchase, issued material and WIP. If these states are mixed, MRP creates false shortages or false confidence. Planning quality is therefore a consequence of transaction quality.
4. Material issue should create responsibility and traceability
Issuing material is a state change: stock leaves available inventory and becomes committed to a work order, line, machine or subcontractor. The system should capture quantity, source location and responsible transaction so later consumption can be reconciled.
5. WIP needs more than a percentage field
Useful WIP tracking identifies current operation, quantity completed, quantity waiting, rejection, hold and next step. Managers should be able to distinguish "not started", "in process", "waiting for QC" and "blocked for material" because each state requires a different decision.
6. Quality and rework must be part of the normal model
QC failure should not force users into manual adjustment. The system should record the failed quantity, reason, disposition and whether it will be scrapped, corrected or reworked. Rework should reference the original work order or output so cost and history remain explainable.
7. Finished goods and costing close the loop
Finished goods receipt should reconcile planned, issued, consumed, rejected and produced quantities. Costing can then use material, labour, subcontracting and overhead rules with a traceable basis. Variance becomes meaningful when it is linked to the underlying production events rather than calculated from disconnected totals.
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