Production planning is where commercial ambition meets what a plant can physically build. Sales teams push volume, finance pushes margin, and the shop floor has fixed lines, changeover time and a bill of materials that does not negotiate. When those three views live in separate spreadsheets, the master schedule becomes a weekly argument instead of a plan. Our work is to put capacity, materials and demand on one platform so the schedule reflects what is actually buildable - and stays that way when reality shifts mid-week.
Our added value
We build production planning models on Anaplan and Pigment with consultants who have run manufacturing planning roles, not just configured the tool for one. Three of our consultants hold Anaplan's Certified Master Anaplanner distinction, the platform's highest individual certification - which matters most exactly where production planning gets hard: multi-level bills of materials, finite capacity, and rolling re-planning that has to run in minutes, not overnight batch jobs. We deploy in MVP cycles of three to six months: one plant or one product family live on the platform first, then extended - not an eighteen-month program that ships nothing until year two.
Our convictions for your production planning project
- A master schedule is only as good as its constraint model: capacity, changeover sequencing and material availability need to sit in the same plan as demand, not be checked afterward in a separate tool.
- Finite capacity beats infinite capacity, every time - a schedule that ignores line and labor limits looks complete and commits the plant to something it cannot deliver.
- Re-planning speed is the real KPI: a schedule that takes three days to refresh is already out of date by the time it reaches the floor.
- Production and S&OP need one number - a plant that plans to a different demand signal than the one commercial and finance agreed on is planning to fiction.
Our production planning expertise domains
Master scheduling - Build the production plan that balances client commitments, line capacity and changeover cost against a live demand signal, not a monthly snapshot.
Capacity and constraint modeling - Model finite capacity by line, cell or labor pool, so the schedule surfaces bottlenecks before they become missed shipments.
Material requirements & supply alignment - Cascade the master schedule into material needs and connect it to procurement signals, so a shortage shows up as a scheduling constraint, not a surprise on the floor.
S&OP integration - Plug production planning into the monthly S&OP cycle as the execution layer, so the plan the plant runs on is the plan the business agreed to.
