Services

Deep module expertise, framed by the whole production flow.

We work module by module, but never in isolation: planning quality is determined at the interfaces — between demand and MRP, between the schedule and the shop floor, between production and quality and maintenance.

PP

SAP Production Planning

The backbone: master data, MRP and order execution that reflect how you actually manufacture.

Typical engagement scope

  • Production master data architecture: material masters, BOMs, routings, work centers, production versions
  • MRP strategy design: planning strategies, lot-sizing, safety mechanisms, MRP areas
  • Order management: production/process orders, confirmation and backflush design, goods movement logic
  • S/4HANA migration of planning processes, including simplification-item impact on PP

Problems we solve

  • MRP outputs planners override daily because parameters never matched reality
  • Master data inconsistencies that make every planning result untrustworthy
  • Confirmation and backflush designs that distort inventory and WIP visibility
  • Legacy ECC planning logic carried into S/4HANA without redesign

What good looks like

  • An MRP run planners act on instead of second-guessing
  • Master data with clear ownership and rules that keep it clean
  • Order execution that gives management a true picture of WIP and output
PP/DS

Production Planning & Detailed Scheduling

Our deepest specialization: finite scheduling that planners trust enough to stop maintaining shadow spreadsheets.

Typical engagement scope

  • PP/DS activation and integration model in S/4HANA (embedded PP/DS)
  • Heuristic selection, sequencing and tuning; optimizer setup where it genuinely pays off
  • Planning board design: layouts, strategies, alerts and exception-driven working
  • Finite capacity scheduling, setup matrix design, block planning and campaign planning
  • Pegging, fixing and stability logic so schedules survive contact with reality

Problems we solve

  • Scheduling done in Excel because the planning board was never made usable
  • Heuristics applied as installed defaults rather than engineered to the production system
  • Optimizer projects that consumed budgets without producing accepted schedules
  • Sequence-dependent setups and campaign constraints that standard MRP cannot see

What good looks like

  • A finite schedule generated in the system and executed on the floor
  • Planners working by exception through alerts instead of rebuilding plans daily
  • Setup time and changeover logic captured in the model, not in tribal knowledge
QM

SAP Quality Management

Quality embedded in the production flow — not a parallel bureaucracy beside it.

Typical engagement scope

  • Inspection planning integrated with production: in-process, goods receipt and final inspection
  • Quality info records, inspection plans, catalogs and usage decision design
  • Quality gates in the order flow: stock postings, blocked stock handling, batch release
  • QM integration with PP master data and with batch management

Problems we solve

  • Inspection lots that pile up and block material flow instead of protecting it
  • Quality data captured on paper or in parallel tools, invisible to planning
  • Usage decisions that lag production and distort available-to-promise stock

What good looks like

  • Inspection steps that run in takt with production instead of against it
  • Quality results visible where planning decisions are made
  • A defensible, auditable release process without manual workarounds
PM

SAP Plant Maintenance

Maintenance planning that negotiates with production capacity instead of colliding with it.

Typical engagement scope

  • Technical object structures: functional locations, equipment, task lists
  • Preventive and planned maintenance strategy, maintenance plans and scheduling
  • Work order management, notification flows, and integration with capacity planning
  • Coordination of maintenance windows with the production schedule (PM–PP/DS interplay)

Problems we solve

  • Maintenance scheduled blind to the production plan — or ignored until breakdown
  • Equipment downtime that surprises the planning team every time
  • Notification and order data too unstructured to learn anything from

What good looks like

  • Maintenance windows that appear in the production schedule as real capacity constraints
  • A preventive program grounded in equipment history, not guesswork
  • Downtime that is planned, bounded and visible in advance

Adjacent capability

SAP IBP connectivity

For clients running or evaluating SAP Integrated Business Planning, we design the tactical-to-operational handover: how IBP supply plans translate into executable PP/PP-DS planning, and how execution reality flows back. We scope IBP work strictly around this planning interface — it extends the core, it does not replace it.

Engagement descriptions above are framed generically. Specific references, case studies and quantified results are shared in conversation, subject to client confidentiality.