Rama MRP

Materials Requirements Planning
Independent and Dependent Demand

Independent Demand
Dependent Demand
C(2)
B(4)
D(2)
E(1)
D(3)
F(2)
Independent demand is uncertain.

Dependent demand is certain.
Dependent Demand
Dependent demand: Demand for items that are
subassemblies or component parts to be used in
production of finished goods.
Once the independent demand is known, the dependent
demand can be determined.
Demand Characteristics
Independent demand
Dependent demand
100 x 1 =
100 tabletops
100 x 4 = 400 table legs
100 tables
Continuous demand
Discrete demand
400
300
No. of tables
No. of tables
400
200
100
1
3
Week
300
200
100
5
M T W Th F
M T W Th F
Material Requirements Planning

Defined
Materials requirements planning (MRP) is a
computerized inventory planning and control system
for determining when (no earlier and no later) and how
many of each of the parts, components, and materials
should be ordered or produced.
It translates master schedule requirements for end
items
into
time-phased
requirements
for
subassemblies, components and raw materials.
Dependent demand drives MRP

MRP is a software system
Material Requirements Planning System

Based on a master production schedule, a material
requirements planning system:
Creates schedules identifying the specific parts
and materials required to produce end items
Determines exact unit numbers needed
Determines the dates when orders for those
materials should be released, based on lead
times
Aggregate
production
plan
Firm orders
from known
customers
Engineering
design
changes
Master production
Schedule (MPS)
Bill of
material
file
Material
planning
(MRP
computer
program)
Forecasts
of demand
from random
customers
Inventory
transactions
Inventory
record file
Secondary reports
Primary reports
Planned order schedule for
inventory and production
control (work orders,
purchase orders),
rescheduling notices
Exception reports
Planning reports
Reports for performance
control
The McGraw-Hill Companies, Inc., 2004
MRP System
MRP Inputs
MRP Processing
MRP Outputs
Changes
Order releases
Master
schedule
Planned-order
schedules
Primary
reports
Bill of
materials
Inventory
records
MRP computer
programs
Exception reports
Planning reports
Secondary
reports
Performancecontrol
reports
Inventory
transaction
MRP Inputs 1:
Master Production Schedule
Drives MRP process with a schedule of finished products;
states which end items are to be produced, when these
are needed, and in what quantities.
Quantities may consist of a combination of customer
orders & demand forecasts
Quantities represent what needs to be produced, not what
can be produced
Master Production Schedule (MPS)

Time-phased plan specifying how many and when the
firm plans to build each end item
Aggregate Plan
(Product Groups)
MPS
(Specific End Items)

Shows items to be produced
Derived from aggregate plan
Example:
Item / Week
Clipboard
Lapdesk
Lapboard
Pencil Case
Oct 3 Oct. 10 Oct. 17 Oct.24 Oct. 31

85
95
120
100
100
0
50
0
50
0
75
120
47
20
17
125
125
125
125
125
MRP Inputs 2: Bill-of-Materials

Bill of materials (BOM): One of the three primary inputs of
MRP; a listing of all of the raw materials, parts,
subassemblies, and assemblies needed to produce one
unit of a product.
Product structure tree: Visual depiction of the requirements
in a bill of materials, where all components are listed by
levels.
Product Structure Tree: Example 1

Level
0
1
Chair
Leg
Assembly
2 Legs (2)
Cross
bar
Seat
Back
Assembly
Side Cross
Back
Rails (2) bar Supports (3)
Product Structure Tree: Example 2

Bicycle(1)
P/N 1000
Handle Bars (1)
P/N 1001
Frame Assembly (1)

P/N 1002
Wheels (2)
P/N 1003
Frame (1)
P/N 1004
Product Drawing: Example 3

Clipboard
Top clip (1)
Pivot (1)
Bottom clip (1)
Spring (1)
Rivets (2)
Finished clipboard
Pressboard (1)
Product Structure Tree ( Example 3)

Clipboard
Pressboard
(1)
Top Clip
(1)
Level 0
Clip Assy
(1)
Bottom Clip
(1)
Rivets
(2)
Pivot
(1)
Level 1
Spring
(1)
Level 2
MRP Inputs 3: Inventory Records File

One of the three primary inputs of MRP
Includes information on the inventory status of
each item by time period
Gross requirements
Scheduled receipts
Amount on hand
Lead times
Lot sizes
And more....
MRP Terminology (1 of 3)
Gross requirements
Scheduled receipts
Projected on hand
Net requirements
Planned-order receipts
Planned-order releases
MPR Terminology (2 of 3)
Gross requirements
Total expected demand
Scheduled receipts
Open orders scheduled to arrive
Projected on hand
Expected inventory on hand at the beginning

of each time period
MRP Processing Terminology (3 of 3)

Net requirements
Actual amount needed in each time period
Gross requirements available inventory
Planned-order receipts
Quantity expected to be received at the beginning of the
period
Offset by lead time
Planned-order releases
Planned amount to be ordered in each time period
MRP Processing Logic:

Assembly Time Chart
Procurement of
raw material D Fabrication
of part E
Subassembly A
Procurement of
raw material F
Procurement of
part C
Final assembly
and inspection
Procurement of
part H
Fabrication
of part G
Procurement of
raw material I
Subassembly B
10
11
Weeks
Calculation of Gross Requirements

A
S
C
10 11
15
Lead time = 4 for A

Master schedule for A
Periods
6 7
40
Periods
Gross requirements: B
8
50
10
40+10
= 50
Lead time = 6 for S

Master schedule for S
40 50 20
9 10 11 12 13
40
20
30
7
15+30
= 45
Master schedule
for S sold directly
1 2
10 10
Therefore, these are

the gross
requirements for B
The MRP Matrix

ITEM NAME OR NO.
LLC - LOW LEVEL CODE
LOT SIZE QTY MADE IN
LY - LEAD TIME
Gross Requirements
Scheduled Receipts
Projected on Hand
Net Requirements
Planned Order
Receipts
Planned Order
Releases
Beg Inv
PERIOD
2
3
4
Derived from MPS or

planned order releases of the
parent
On order and scheduled to be
received
Anticipated quantity on hand
at the end of the period
Gross requirements net of
inventory and scheduled
receipts
When orders need to be
received
When orders need to be
placed to be received on time
MRP Processing:
Example 1-School Mate Products
Clipboard
Lapdesk
85
0
95
60
120
0
100
60
100
0
Item Master File (nventory record file

On hand
On order
(sch receipt)
LLC
Lot size
Lead time
CLIPBOARD
25
175 (Period 1)
LAPDESK
20
0
PRESSBOARD
150
0
0
L4L
1
0
Mult 50
1
1
Min 100
1
School Mate Products

Product Structure Record
Clipboard
Level 0
Clip Assy
(1)
Pressboard
(1)
Rivets
(2)
Level 1
Lapdesk
Pressboard
(2)
Trim
(3)
Level 0
Beanbag
(1)
Glue
(4 oz)
Level 1

ITEM: CLIPBOARD
LLC: 0
LOT SIZE: L4L
Gross Requirements
85
95
120
100
100
Scheduled Receipts
175
Projected on Hand
Net Requirements
Planned Order Receipts
Planned Order Releases
LT: 1
PERIOD
25

ITEM: CLIPBOARD
LLC: 0
LOT SIZE: L4L
Gross Requirements
85
95
120
100
100
Scheduled Receipts
175
Projected on Hand
Net Requirements
LT: 1
PERIOD
25
115
0

(25 + 175) = 200 units available

(200 - 85) = 115 on hand at the end of Period 1

ITEM: CLIPBOARD
LLC: 0
LOT SIZE: L4L
Gross Requirements
85
95
120
100
100
Scheduled Receipts
175
Projected on Hand
Net Requirements
LT: 1
PERIOD
25
115
20

115 units available

(115 - 85) = 20 on hand at the end of Period 2

ITEM: CLIPBOARD
LLC: 0
LOT SIZE: L4L
Gross Requirements
85
95
120
100
100
Scheduled Receipts
175
115
20
100
Projected on Hand
Net Requirements
LT: 1
PERIOD
25

100
100
20 units available
(20 - 120) = -100 100 additional Clipboards are required
Order must be placed in Period 2 to be received in Period 3

ITEM: CLIPBOARD
LLC: 0
LOT SIZE: L4L
Gross Requirements
85
95
120
100
100
Scheduled Receipts
175
115
20
100
100
100
100
100
100
100
100
Projected on Hand
Net Requirements
LT: 1
PERIOD
25

100
Following the same logic Gross Requirements in Periods 4

and 5 develop Net Requirements, Planned Order Receipts, and

ITEM: LAPDESK
LLC: 0
LOT SIZE: MULT 50
LT: 1
Gross Requirements
Net Requirements
2
0
Scheduled Receipts
Projected on Hand
PERIOD
20
60
4
0
60
5
0

ITEM: LAPDESK
LLC: 0
LOT SIZE: MULT 50
LT: 1
Gross Requirements
PERIOD
1
60
60
20
10
10
40
50
50
50
Scheduled Receipts
Projected on Hand
Net Requirements
20

50
50
Following the same logic, the Lapdesk MRP matrix is

completed as shown

ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1

ITEM: LAPDESK
LOT SIZE: MULT 50
LLC: 0
LT: 1
ITEM: PRESSBOARD LLC: 0

LOT SIZE: MIN 100
LT: 1
Gross Requirements
Scheduled Receipts
Projected on Hand
150
Net Requirements
PERIOD
3
100
100
100
PERIOD
3
50
50
PERIOD
3

ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1

ITEM: LAPDESK
LOT SIZE: MULT 50
LLC: 0
LT: 1

LOT SIZE: MIN 100
LT: 1
Gross Requirements
Scheduled Receipts
Projected on Hand
150
Net Requirements
PERIOD
3
100
100
100
x1
x1
PERIOD
3
x1
1
50
x2
1
100
50
x2
PERIOD
2
3
4
100
200
100
5
0

ITEM: CLIPBOARD
LOT SIZE: L4L
LLC: 0
LT: 1

ITEM: LAPDESK
LOT SIZE: MULT 50
LLC: 0
LT: 1

LOT SIZE: MIN 100
LT: 1
Gross Requirements
Scheduled Receipts
Projected on Hand
150
Net Requirements
PERIOD
3
100
100
100
PERIOD
3
50
50
1
100
PERIOD
2
3
4
100
200
100
50
100
50
50
100
150
0
150
150
100
0
100
100
5
0
0

Planned Order Report
PERIOD
ITEM
Clipboard
Lapdesk
Pressboard
50
100
100
100
50
100
100
150
MRP Processing:
Example 2
Item
X
A
B
C
D
X
A(2)
C(3)
B(1)
C(2)
On-Hand Lead Time (Weeks)

50
2
75
3
25
1
10
2
20
2
D(5)
Requirements include 95 units (80 firm orders and 15 forecast) of X

in week 10
A(2)
It takes
2 As for
each X
X
LT=2
Onhand
50
A
LT=3
Onhand
75
B
LT=1
Onhand
25
C
LT=2
Onhand
10
D
LT=2
Onhand
20
Day:
Gross requirements
Scheduled receipts
Proj. avail. balance
Net requirements
Planned order receipt
Planner order release
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
10
95
50 50
50
50
50
50
50
50
50
50
45
45
45
90
75 75
75
75
75
75
75
75
15
15
15
45
25 25
25
25
25
25
20
40
45
10 10
10
10
35
25
10
35
35
40
40
40
100
20 20
20
20
20
80
20
20
80
80
25
20
20
X
LT=2
A(2)
B(1)
It takes
1 B for
each X
Onhand
50
A
LT=3
Onhand
75
B
LT=1
Onhand
25
C
LT=2
Onhand
10
D
LT=2
Onhand
20
Day:
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
10
95
50 50
50
50
50
50
50
50
50
50
45
45
45
90
75 75
75
75
75
75
75
75
15
15
15
45
25 25
25
25
25
25
20
40
45
10 10
10
10
35
25
10
35
35
40
40
40
100
20 20
20
20
20
80
20
20
80
80
25
20
20
X
LT=2
A(2)
C(3)
It takes 3
Cs for
each A
B(1)
Onhand
50
A
LT=3
Onhand
75
B
LT=1
Onhand
25
C
LT=2
Onhand
10
D
LT=2
Onhand
20
Day:
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
10
95
50 50
50
50
50
50
50
50
50
50
45
45
45
90
75 75
75
75
75
75
75
75
15
15
15
45
25 25
25
25
25
25
20
40
45
10 10
10
10
35
25
10
35
35
40
40
40
100
20 20
20
20
20
80
20
20
80
80
25
20
20
X
LT=2
A(2)
C(3)
B(1)
C(2)
It takes 2
Cs for
each B
Onhand
50
A
LT=3
Onhand
75
B
LT=1
Onhand
25
C
LT=2
Onhand
10
D
LT=2
Onhand
20
Day:
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
10
95
50 50
50
50
50
50
50
50
50
50
45
45
45
90
75 75
75
75
75
75
75
75
15
15
15
45
25 25
25
25
25
25
20
40
45
10 10
10
10
35
25
10
35
35
40
40
40
100
20 20
20
20
20
80
20
20
80
80
25
20
20
X
LT=2
A(2)
C(3)
B(1)
C(2)
D(5)
It takes 5
Ds for each
B
Onhand
50
A
LT=3
Onhand
75
B
LT=1
Onhand
25
C
LT=2
Onhand
10
D
LT=2
Onhand
20
Day:
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
Gross requirements
Scheduled receipts
Net requirements
10
95
50 50
50
50
50
50
50
50
50
50
45
45
45
90
75 75
75
75
75
75
75
75
15
15
15
45
25 25
25
25
25
25
20
40
45
10 10
10
10
35
25
10
35
35
40
40
40
100
20 20
20
20
20
80
20
20
80
80
25
20
20
MRP Outputs
Planned orders (schedule indicating the amount and
timing of orders)
Work orders
Purchase orders
Order releases (authorization for the execution of
planned orders)
Changes to previous plans or existing schedules
(revision of due dates or order quantities, or
cancellations of orders)
Action notices
Rescheduling notices
Other Considerations
Safety Stock
Lot sizing
Lot-for-lot ordering (L4L)
Economic order quantity
Part Period Balancing
Wagner-Whitin algorithm
& others
Which one to use? The one that is least costly!
Benefits of MRP
Reduced inventories without reduced customer service
Ability to track material requirements
Ability to evaluate capacity requirements
Means of allocating production time
Increased customer satisfaction due to meeting delivery
schedules
Faster response to market changes
Improved labor and equipment utilization.
Better inventory planning and scheduling
Extensions of MRP
Extensions of MRP
Closed loop MRP
Capacity planning - load reports
MRP II - Manufacturing Resources Planning
Enterprise Resources Planning
MRP and The Production Planning

Process
Forecast &
Firm Orders
Aggregate
Production
Planning
Material
Requirements
Planning
Master
Production
Scheduling
Resource
Availability
No, modify MPS

Capacity
Requirements
Planning
Realistic?
Yes
Shop
Floor
Schedules
Closed Loop MRP
Capacity Planning
Capacity requirements planning: The process of
determining short-range capacity requirements.
Load reports: Department or work center reports that
compare known and expected future capacity
requirements with projected capacity availability.
Time fences: Series of time intervals during which
order changes are allowed or restricted.
Capacity Requirements Planning

(CRP)
Computerized system that projects load from
material plan
Creates load profile
Identifies underloads and overloads
Capacity
Usually expressed as standard machine
hours or labor hours
Capacity = (no. machines or workers)
x (no. shifts) x (utilization)
x (efficiency)
Capacity Terms
Load reports
Department or work center reports that compare known
and expected future capacity requirements with projected
capacity availability.
Load profile
Compares released and planned orders with work center
capacity
Capacity
Productive capability; includes utilization and efficiency
Utilization
% of available working time spent working
More Capacity Terms

Efficiency
Refers to how well a machine or worker porforms
compared to a standard output level
Load
The standard hours of work assigned to a facility
Load percent
The ratio of load to capacity
Load % = (load/capacity)x100%
Capacity Requirements Planning

MRP planned
order
releases
Routing
file
Capacity
requirements
planning
Load profile for

each machine center
Open
orders
file
Capacity Planning
Develop a tentative
master production
schedule
Use MRP to
simulate material
requirements
Convert material
requirements to
resource requirements
Revise tentative
master production
schedule
No
Is shop
capacity
adequate?
Yes
Firm up a portion
of the MPS
No
Can
capacity be
changed to meet
requirements
Yes
Change
capacity
Determining Loads and Capacities

2 copiers, 2 operators
5 days/wk, 8 hr/day
1/2 hr meals, 1/2 hr maintenance per day
The machines are new, so efficiency is estimated at 100%
Utilization
= 7/8 = 87.5%
Daily capacity
= 2 machines x 2 shifts
x 8 hours/shift x 100% efficiency
x 87.5% utilization
= 28 hours or 1,680 minutes
Determining Loads
and Capacities
JOB
NO.
NO. OF
COPIES
SETUP
TIME (MIN)
RUN TIME
(MIN/UNIT)
TOTAL TIME
10
20
30
40
50
500
1,000
5,000
10,000
2,000
5.2
10.6
3.4
11.2
15.3
0.08
0.10
0.12
0.14
0.10
5.2 + (500 x 0.08) =

45.2
10.6 + (1,000 x 0.10) = 110.6
3.4 + (5,000 x 0.12) = 603.4
11.2 + (10,000 x 0.14) = 1,411.2
15.3 + (2,000 x 0.10) = 215.3
2385.7 min
Load percent = 2,385.7 / 1,680 = 1.42 x 100% = 142%

Add another shift:
Daily capacity = 2 machines x 3 shifts x 8 hours/shift
x 100% efficiency x 87.5% utilization
= 42 hours or 2,520 minutes
Revised load percent = 2,385.7 / 2,520 = 0.9467 x 100% = 94.67%
Hours of capacity
Initial Load Profile

120
110
100
90
80
70
60
50
40
30
20
10
0
Normal
capacity
Time (weeks)
Remedies for Underloads

1. Acquire more work
2. Pull work ahead that is scheduled for later time
periods
3. Reduce normal capacity
Remedies for Overloads
Eliminate unnecessary requirements

Reroute jobs to alternative machines or work centers
Change lot-sizing or safety stock requirements
Split lots between two or more machines
Send pieces to the second operation before the entire lot has
completed the first operation
Increase normal capacity
Subcontract
Increase the efficiency of the operation
Push work back to later time periods
Revise master schedule
Hours of capacity
Adjusted Load Profile

120
110
100
90
80
70
60
50
40
30
20
10
0
Pull ahead
Overtime
Work
an
extra
shift
Push back
Push back
Time (weeks)
Normal
capacity
Manufacturing Resources Planning- MRP II

Expanded MRP with emphasis placed on integration of:
Financial planning
Marketing
Engineering
Purchasing
Manufacturing
Human resources
Manufacturing Resources Planning

(MRP II)
Goal: Plan and monitor all resources of a
manufacturing firm (closed loop):
manufacturing
marketing
finance
engineering
Simulate the manufacturing system
MRP II
Manufacturing
Master
production schedule
Marketing
Production
plan
MRP
Rough-cut
capacity planning
Capacity req.
planning
Adjust
production plan
Yes
Problems?
No
Requirements
schedules
No
Problems?
Adjust master schedule
Market
Demand
Finance
Yes
MRP II
Manufacturing Resource
Planning
(MRP II)
Customer
orders
Aggregate
production
plan
Forecast
No
Feasible?
Yes
Master production
schedule
Material requirements
planning
Capacity requirements
planning
No
Feasible?
Feedback
Yes
Purchase
orders
Work
orders
Inventory
Shop floor
control
Manufacture
Manufacturing
Resource Planning
(MRP II)
Aggregate
production
plan
Forecast
Customer
orders
Aggregate
production
plan
Forecast
No
Feasible?
Customer
orders
Yes
Master production
schedule
planning
No
planning
Feasible?
No
Feasible?
Feedback
Yes
Master
production
schedule
Yes
Purchase
orders
Work
orders
Inventory
Shop floor
control
Manufacture
Manufacturing
Resource Planning
(MRP II)
Master production
schedule
Customer
orders
Aggregate
production
plan
Forecast
No
Feasible?
Yes
Master production
schedule
planning
planning
planning
planning
No
Feasible?
Feedback
Yes
No
Feasible?
Yes
Purchase
orders
Work
orders
Inventory
Shop floor
control
Manufacture
Manufacturing
Resource Planning
(MRP
II)
Purchase
Work
orders
Customer
orders
Aggregate
production
plan
Forecast
No
Feasible?
Yes
Master production
schedule
orders
planning
planning
Shop floor
control
Inventory
No
Feasible?
Feedback
Yes
Purchase
orders
Work
orders
Inventory
Shop floor
control
Manufacture
Manufacture
Manufacturing
Resource Planning
(MRP II)
Customer
orders
Aggregate
production
plan
Forecast
No
Feasible?
Yes
Master production
schedule
planning
planning
No
Feasible?
Feedback
Yes
Purchase
orders
Work
orders
Inventory
Shop floor
control
Manufacture
Enterprise Resource Planning (ERP)

The next step in the evolution that began with MRP
and evolved into MRP II
ERP system is a computer system that integrates
application programs in accounting, sales,
manufacturing, human resources and other
functions in the firm.
ERP provides a system to capture and make data

available in real time do decision makers and other
users in the organization
ERP
MRP II with ties to customers and suppliers
(connects with supply-chain and customer
management applications)
Integrates financial, manufacturing and human

resources on a single computer system.
Provides tools for planning and monitoring various
business processes
Enterprise Resource Planning (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
Organizes and manages a companys business
processes by sharing information across functional areas
Standardized record-keeping permit information sharing
and communication throughout the organization
Enterprise Resource Planning - ERP

Such an integration is accomplished through a
database shared by all the application programs
ERP
ERP allows companies to:
1. Automate and integrate many of their business
processes
2. Share a common database and business
practices throughout the enterprise
3. Produce information in real time
ERP systems also include:
1. Supply Chain Management software and
2. Customer Relationship Management software
ERP Modules
ERPs Central Database

Finance &
Accounting
Sales
&
Marketing
ERP Data
Repository
Human
Resources
Production &
Materials
Management
ERP Strategy Considerations

High initial cost
High cost to maintain
Future upgrades
Training

Rama MRP

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Materials Requirements Planning

Independent and Dependent Demand

Independent demand is uncertain.

100 x 4 = 400 table legs

Material Requirements Planning

Dependent demand drives MRP

Material Requirements Planning System

Master Production Schedule (MPS)

Master Production Schedule

Oct 3 Oct. 10 Oct. 17 Oct.24 Oct. 31

MRP Inputs 2: Bill-of-Materials

Product Structure Tree: Example 1

Product Structure Tree: Example 2

Frame Assembly (1)

Product Drawing: Example 3

Top clip (1)

Bottom clip (1)

Product Structure Tree ( Example 3)

MRP Inputs 3: Inventory Records File

Expected inventory on hand at the beginning

MRP Processing Terminology (3 of 3)

MRP Processing Logic:

Calculation of Gross Requirements

Lead time = 4 for A

Lead time = 6 for S

Therefore, these are

The MRP Matrix

Derived from MPS or

Master Production Schedule

Item Master File (nventory record file

School Mate Products

School Mate Products

LOT SIZE: L4L

School Mate Products

LOT SIZE: L4L

Planned Order Receipts

(25 + 175) = 200 units available

School Mate Products

LOT SIZE: L4L

Planned Order Receipts

115 units available

School Mate Products

LOT SIZE: L4L

Planned Order Receipts

School Mate Products

LOT SIZE: L4L

Planned Order Receipts

Following the same logic Gross Requirements in Periods 4

School Mate Products

LOT SIZE: MULT 50

School Mate Products

LOT SIZE: MULT 50

Planned Order Receipts

Following the same logic, the Lapdesk MRP matrix is

School Mate Products

Planned Order Releases

Planned Order Releases

ITEM: PRESSBOARD LLC: 0

School Mate Products

Planned Order Releases

Planned Order Releases

ITEM: PRESSBOARD LLC: 0

School Mate Products