{"id":67062,"date":"2017-04-13T21:25:02","date_gmt":"2017-04-13T14:25:02","guid":{"rendered":"https:\/\/bahtera.jp\/forecast-order\/"},"modified":"2026-08-08T22:45:38","modified_gmt":"2026-08-08T15:45:38","slug":"forecast-order","status":"publish","type":"post","link":"https:\/\/bahtera.jp\/en\/forecast-order\/","title":{"rendered":"Challenges and Solutions for Operating MRP Systems in Indonesia"},"content":{"rendered":"<p>The difficulty in operating MRP systems in Indonesia arises from the impact of varying manufacturing lot sizes and lead time adjustments for each item, making it difficult to see which requirements the generated manufacturing orders are linked to. Additionally, it is challenging to consider the link with instructed manufacturing orders when deducting forecasts as firm orders.<\/p>\n\t\t\t\t<a href=\"https:\/\/bahtera.jp\/en\/indonesia-scheduler\/\" class=\"st-cardlink\" aria-label=\"Production Scheduler in Indonesia\">\r\n\t\t\t\t<div class=\"kanren st-cardbox\" >\r\n\t\t\t\t\t\t\t\t\t\t<dl class=\"clearfix\">\r\n\t\t\t\t\t\t<dt class=\"st-card-img\">\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<img decoding=\"async\" width=\"150\" height=\"150\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-150x150.png\" class=\"attachment-st_thumb150 size-st_thumb150 wp-post-image\" alt=\"Structured diagram of production schedulers, PSI tables, and load planning in Indonesia\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-150x150.png 150w, https:\/\/bahtera.jp\/wp-content\/uploads\/2025\/03\/indonesia-5-100x100.png 100w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dt>\r\n\t\t\t\t\t\t<dd>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"st-cardbox-t\">Production Scheduler in Indonesia<\/p>\r\n\t\t\t\t\t\t\t\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"st-card-excerpt smanone\">\r\n\t\t\t\t\t\t\t\t\t<p>Production planning and load planning are closely related and require verification based on quantities. It is important to compare production quantities,\u2026<\/p>\n\t\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<p class=\"cardbox-more\">\u7d9a\u304d\u3092\u898b\u308b<\/p>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t<\/dd>\r\n\t\t\t\t\t<\/dl>\r\n\t\t\t\t<\/div>\r\n\t\t\t\t<\/a>\r\n\t\t\t\t\n<div class=\"article-point\" id=\"key-takeaways\">\n<h2 class=\"article-point-title\">What this article covers<\/h2>\n<ul>\n<li>In Indonesia, varying manufacturing lot sizes and lead time adjustments complicate MRP operations.<\/li>\n<li>Production schedulers automatically advance overloaded tasks and adjust work assignments.<\/li>\n<li>Cutoff in planning systems is less clear in data management compared to actual systems.<\/li>\n<li>In MRP, firm orders are added, and forecasts are overwritten to prevent data duplication.<\/li>\n<li>MRP prioritizes net requirements calculation, ignoring time constraint violations to advance orders.<\/li>\n<\/ul>\n<\/div>\n<p><script type=\"application\/ld+json\" id=\"wprestapi-ai-jsonld\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"BlogPosting\",\"@id\":\"https:\/\/bahtera.jp\/en\/forecast-order\/#article\",\"headline\":\"Challenges and Solutions for Operating MRP Systems in Indonesia\",\"description\":\"In Indonesia, varying manufacturing lot sizes and lead time adjustments complicate MRP operations. Production schedulers automatically advance\u2026\",\"mainEntityOfPage\":{\"@type\":\"WebPage\",\"@id\":\"https:\/\/bahtera.jp\/en\/forecast-order\/\"},\"inLanguage\":\"en\",\"datePublished\":\"2017-04-13T21:25:02\",\"dateModified\":\"2025-03-20T09:19:20\",\"author\":{\"@type\":\"Person\",\"name\":\"yamazou\"}},{\"@type\":\"ItemList\",\"@id\":\"https:\/\/bahtera.jp\/en\/forecast-order\/#key-takeaways\",\"name\":\"What this article covers\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"In Indonesia, varying manufacturing lot sizes and lead time adjustments complicate MRP operations.\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Production schedulers automatically advance overloaded tasks and adjust work assignments.\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Cutoff in planning systems is less clear in data management compared to actual systems.\"},{\"@type\":\"ListItem\",\"position\":4,\"name\":\"In MRP, firm orders are added, and forecasts are overwritten to prevent data duplication.\"},{\"@type\":\"ListItem\",\"position\":5,\"name\":\"MRP prioritizes net requirements calculation, ignoring time constraint violations to advance orders.\"}]}]}<\/script><\/p>\n<h2>Lot Consolidation and Lead Time Adjustment Complicate MRP-Based Production Planning<\/h2>\n<p>One reason production planning is considered difficult is that in the requirements expansion based on independent requirements (Master Production Schedule, MPS), the impact of &#8220;manufacturing lot size&#8221; and &#8220;lead time adjustment&#8221; makes it difficult to see which independent requirements the generated manufacturing orders are linked to.<\/p>\n<p>When manufacturing lots are consolidated, &#8220;remaining current month product orders = remaining current month product production (planned)&#8221; does not hold, and when purchasing lots are consolidated, &#8220;remaining current month material arrivals (planned) = remaining current month material input (planned)&#8221; does not hold. To calculate the dependent requirements for materials needed for the next month&#8217;s forecast under the condition of a manufacturing lead time of 0 days, the inventory to be allocated is the end-of-month inventory, but if there is a manufacturing lead time, it becomes the inventory at the point of &#8220;end of month &#8211; L\/T days&#8221;.<\/p>\n<p>This management becomes complicated when there are many varieties of products using common materials, making it difficult to see the link between manufacturing orders and orders. In production schedulers, tasks that are overloaded are automatically brought forward or transferred to available production resources to avoid exceeding daily production capacity.<\/p>\n<p>The feature of production schedulers is to automate the daily load leveling that humans used to do manually, but this can lead to evaluations like &#8220;I don&#8217;t understand why this task is assigned to this machine at this time,&#8221; and &#8220;tasks are not assigned as I intended.&#8221;<\/p>\n<h2>The Difficulty of Cutoff and the Inability to Back-Calculate from Actuals<\/h2>\n<p>The biggest reason why system cutoffs are difficult is that orders entered in the past still exist and are ongoing at the cutoff point. The reason why cutoffs in planning systems are more difficult than in actual systems is that data management at the cutoff point is less clear compared to actual systems. In actual system cutoffs, remaining orders, outstanding orders, and issued invoices are clear, but in planning system cutoffs, remaining manufacturing (issued manufacturing instructions) is unclear, and there are places where instructions have not been issued.<\/p>\n<p>Cost calculation is based on actuals, so it is possible to &#8220;hold the end-of-month inventory amount to calculate material occurrence costs&#8221; or &#8220;hold material occurrence costs to calculate the end-of-month inventory amount.&#8221; However, since requirements expansion is forecast-based, it is not possible to &#8220;hold the end-of-month inventory quantity to calculate the planned input quantity for the month,&#8221; and it is only possible to &#8220;hold the planned material input quantity for the month to predict the end-of-month inventory quantity&#8221; based on the order quantity for the month.<\/p>\n<h2>Firm Orders are Added, Forecasts are Overwritten as a Basic Rule<\/h2>\n<p>When there are two types of data, forecasts and firm orders, as the source data for MRP calculations, it is difficult to prevent data duplication or omission when the latest data is sent from the customer.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>The information received as a forecast last time has changed to a firm order this time.<\/li>\n<li>The firm order this time includes the firm order from last time.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>Thus, it is necessary to consider overlapping firm orders and forecasts from customers to avoid double registration in the system.<\/p>\n<p><img decoding=\"async\" alt=\"Reasons Why Operating Production Planning in a System Is Difficult\" class=\"aligncenter wp-image-26581 size-full\" height=\"225\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/Untitled-3.png\" width=\"968\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/Untitled-3.png 968w, https:\/\/bahtera.jp\/wp-content\/uploads\/Untitled-3-300x70.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/Untitled-3-768x179.png 768w\" sizes=\"(max-width: 968px) 100vw, 968px\" \/><\/p>\n<p>In the order forecast table, when receiving the latest data for a total of 10 days, consisting of 4 days of firm orders and 6 days of forecasts, if there are manufacturing instructions for 3 days, the remaining order at the beginning of the month is 1 day, and adding 6 days of forecasts makes 7 days the target for MRP (blue frame).<\/p>\n<p>Furthermore, when receiving the latest data for a total of 10 days, consisting of 4 days of firm orders and 6 days of forecasts, 3 days later, if there are manufacturing instructions for 3 days, the remaining order is 1 day, and adding 6 days of forecasts makes 7 days the target for MRP (green frame).<\/p>\n<p>Furthermore, when receiving the latest data for a total of 10 days, consisting of 4 days of firm orders and 6 days of forecasts, 3 days later, if there are manufacturing instructions for 3 days, the remaining order is 1 day, and adding 6 days of forecasts makes 7 days the target for MRP (red frame).<\/p>\n<p><img decoding=\"async\" alt=\"Creating the Master Production Schedule\" class=\"aligncenter wp-image-28671\" height=\"383\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/MPS.jpg\" width=\"520\"\/><\/p>\n<p>The specific method for replacing forecasts with firm orders is to add only new firm orders and overwrite forecasts. This prevents double registration of firm orders and forecasts.<\/p>\n<p>It is necessary to issue manufacturing instructions based on the most recent manufacturing orders expanded from requirements and subtract confirmed manufacturing remains from order remains to prevent excess production.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Incorporate the first set of latest data, firm orders (days 1-4) and forecasts (days 5-10).<\/li>\n<li>Register firm orders (days 1-4) as orders, but since there are already manufacturing instructions (days 1-3), the remaining order (day 4) + forecasts (days 5-10) become the target for MRP.<\/li>\n<li>Incorporate the second set of latest data, firm orders (days 4-7) and forecasts (days 8-13).<\/li>\n<li>Register firm orders (days 4-7) that do not overlap with the order numbers already registered in the first set, but since there are already manufacturing instructions (days 4-6), the remaining order (day 7) + forecasts (days 8-13) become the target for MRP.<\/li>\n<li>Incorporate the third set of latest data, firm orders (days 7-10) and forecasts (days 11-16).<\/li>\n<li>Register firm orders (days 7-10) that do not overlap with the order numbers already registered in the first and second sets, but since there are already manufacturing instructions (days 7-9), the remaining order (day 10) + forecasts (days 11-16) become the target for MRP.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>When firm orders and forecasts are mixed in MRP requirements, adding only new firm orders and overwriting all forecasts prevents duplication of requirements.<\/p>\n<h2>Reasons for Linking Orders in MRP by Ignoring Time Constraint Violations<\/h2>\n<p>Material Requirements Planning (MRP) performs requirements expansion based on the Master Production Schedule (MPS), calculates net requirements by subtracting current inventories of work-in-progress and materials, and determines the issuance timing of purchase orders and manufacturing orders by &#8220;bringing forward&#8221; by the lead time (L\/T).<\/p>\n<p>Since there is a fundamental premise of &#8220;bringing forward&#8221; from the subsequent process based on the delivery date, if an order is confirmed as &#8220;delayed&#8221; due to a planned delay, it becomes necessary to generate an order to supplement the shortage for the next process under the condition of not causing time constraint violations.<\/p>\n<p>However, the basic principle of MRP is accurate net requirements calculation, so if an order is confirmed as &#8220;delayed&#8221; and becomes a confirmed receipt quantity, the shortage of requirements is ignored for time constraint violations, and &#8220;delayed&#8221; orders are also &#8220;brought forward&#8221; to allocate, preventing the generation of excess orders. In other words, MRP prioritizes net requirements calculation over lead time adjustments.<\/p>\n<p><img decoding=\"async\" alt=\"Advancing Orders and Delays Due to Schedule Slips\" class=\"aligncenter wp-image-25330\" height=\"343\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/MRP-2-1024x649.png\" width=\"541\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/MRP-2-1024x649.png 1024w, https:\/\/bahtera.jp\/wp-content\/uploads\/MRP-2-300x190.png 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/MRP-2-768x487.png 768w, https:\/\/bahtera.jp\/wp-content\/uploads\/MRP-2.png 1485w\" sizes=\"(max-width: 541px) 100vw, 541px\" \/><\/p>\n<p>This function of not issuing excess orders with confirmed receipt quantities can make it difficult to see the linkage between orders from the perspective of the person operating the system.<\/p>\n<p>In MRP, orders confirmed as delayed are forcibly linked to orders with earlier required dates, but in production schedulers, if an order is confirmed as delayed, preceding and succeeding tasks are pulled and moved, and orders on past dates exceeding the allocation start date are &#8220;ignored&#8221; and allocated with infinite capacity, or &#8220;forcibly allocated&#8221; and stacked with infinite capacity within the planning reference date.<\/p>\n<h2>&#8220;Batch Production for One Week of Orders&#8221;<\/h2>\n<p>Order orders are delivery requests from customers (Delivery Schedule), and quantity changes or modifications are not possible. However, the Master Production Schedule (MPS) that fulfills order orders and the manufacturing orders that fulfill the MPS can be freely consolidated within the factory. The closest lot consolidation from the perspective of order orders is the manufacturing lot of products passing through the final process, and from the perspective of MPS, it is the manufacturing lot of work-in-progress.<\/p>\n<p>The source data for MRP, MPS, is a manufacturing order based on the product completion date. The lot to be consolidated is the manufacturing lot of work-in-progress in the preceding process, and the source data for APS is the order order. Therefore, the lot to be consolidated is the manufacturing lot of the product in the preceding process, that is, the MPS.<\/p>\n<div class=\"graybox\">\n<div class=\"maruno\">\n<ol>\n<li>Order Order: Delivery request schedule from the customer, non-changeable<\/li>\n<li>Manufacturing Order: Requirement (in-house) for order order<\/li>\n<li>Transfer Order: Inter-warehouse transfer<\/li>\n<li>Purchase Order: Requirement (materials, outsourcing) for manufacturing order<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>&#8220;Batch production for 7 days of shipments&#8221; means &#8220;issuing a manufacturing instruction by consolidating 7 days of shipments of the product, which is the item of the order order, into one manufacturing lot.&#8221; The manufacturing order item to be consolidated is the product, which is the output item of the final process, and the following is set for the product.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Lot Sizing Period: 7 days<\/li>\n<li>Lot Sizing Cycle: Week<\/li>\n<li>Lot Sizing Start: Monday<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p><img decoding=\"async\" alt=\"prdlot\" class=\"aligncenter wp-image-9621 size-full\" height=\"213\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/prdlot.jpg\" width=\"826\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/prdlot.jpg 826w, https:\/\/bahtera.jp\/wp-content\/uploads\/prdlot-300x77.jpg 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/prdlot-100x25.jpg 100w, https:\/\/bahtera.jp\/wp-content\/uploads\/prdlot-320x82.jpg 320w\" sizes=\"(max-width: 826px) 100vw, 826px\" \/><\/p>\n<h2>&#8220;Batch Purchasing for 10 Days of Manufacturing&#8221;<\/h2>\n<p>In manufacturing, when issuing a purchase instruction for one purchase lot with material requirements for 10 days, the output item of the purchase order to be consolidated is the material. In this case, the following settings are required for the material.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Lot Sizing Period: 10 days<\/li>\n<li>Lot Sizing Cycle: Month<\/li>\n<li>Lot Sizing Start: 1st of the month<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p class=\"field-note\" style=\"clear:both;width:100%;box-sizing:border-box;margin:18px 0 8px;padding:14px 16px 14px 18px;background:#fffaf3;border:1px solid #f0e0c8;border-left:5px solid #d97706;border-radius:6px;color:#3f3a32;line-height:1.75;\"><strong style=\"display:inline-block;margin-right:0.35em;color:#b45309;font-weight:700;\">Case:<\/strong> For example, in material management in manufacturing, purchasing 10 days&#8217; worth of materials at once can improve purchasing efficiency. This avoids frequent ordering and reduces the burden of inventory management.<\/p>\n<p class=\"field-generalization\" style=\"clear:both;width:100%;box-sizing:border-box;margin:0 0 22px;padding:10px 14px 10px 16px;background:#f5f9fc;border-left:4px solid #2f80ed;border-radius:0 6px 6px 0;color:#1f2937;line-height:1.7;\"><strong style=\"color:#1d4ed8;font-weight:700;\">Takeaway:<\/strong> Batch purchasing contributes to the efficiency of material management and the reduction of inventory management burden.<\/p>\n<p><img decoding=\"async\" alt=\"pchlot\" class=\"aligncenter wp-image-9619 size-full\" height=\"391\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/pchlot.jpg\" width=\"816\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/pchlot.jpg 816w, https:\/\/bahtera.jp\/wp-content\/uploads\/pchlot-300x143.jpg 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/pchlot-100x47.jpg 100w, https:\/\/bahtera.jp\/wp-content\/uploads\/pchlot-320x153.jpg 320w\" sizes=\"(max-width: 816px) 100vw, 816px\" \/><\/p>\n<h2>Manufacturing Remains in the Order Forecast Table<\/h2>\n<p>When demonstrating schedulers at factories in Indonesia, topics that are popular with local manufacturing managers are capacity planning and material arrangement demos. Material arrangement involves requirements calculation and order timing calculation. These are particularly noteworthy as visible outcomes of system implementation.<\/p>\n<p>Unless it is make-to-order (MTO), order information and the Master Production Schedule (product completion date for MRP) are generally not linked. Assuming the lead time from product completion date to shipment date is zero, MRP is run based on the shipment date (forecast\/firm), and a production plan is created. At this time, manufacturing orders that have been issued but not shipped are considered manufacturing remains. This is similar to calling orders that have been received but not shipped as order remains.<\/p>\n<p><img decoding=\"async\" alt=\"Production Backlog in the Order Plan Table\" class=\"aligncenter wp-image-11233 size-full\" height=\"488\" src=\"https:\/\/bahtera.jp\/wp-content\/uploads\/psi3.jpg\" width=\"832\" srcset=\"https:\/\/bahtera.jp\/wp-content\/uploads\/psi3.jpg 832w, https:\/\/bahtera.jp\/wp-content\/uploads\/psi3-300x175.jpg 300w, https:\/\/bahtera.jp\/wp-content\/uploads\/psi3-100x58.jpg 100w, https:\/\/bahtera.jp\/wp-content\/uploads\/psi3-320x187.jpg 320w\" sizes=\"(max-width: 832px) 100vw, 832px\" \/><\/p>\n<h2>Difference Between Manufacturing and Supply<\/h2>\n<p>When the manufacturing L\/T is set to 0 days in MRP, the supply date (IN) and demand date (OUT) become the same, so the manufacturing schedule&#8217;s manufacturing and the PSI table&#8217;s supply match. However, if the manufacturing start date and end date span days, the supply quantity is apportioned daily according to production capacity. In other words, manufacturing is based on the start date, and supply is based on the completion date.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Manufacturing: Manufacturing Plan &gt; Manufacturing Instruction &gt; Manufacturing Instruction Sheet (Production Schedule)<\/li>\n<li>Purchasing: Purchasing Plan &gt; Order Information Creation &gt; Purchase Order (Purchasing Schedule)<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p>The main deliverable of the production plan is the manufacturing schedule (monthly production plan), which indicates when and what to start manufacturing.<\/p>\n<h2>PSI Table (Supply and Demand Inventory Transition Based on Completion Date)<\/h2>\n<p>Sometimes, the production management system, sales management system, and inventory management system are combined as a set with the sales-production-inventory system. This is because these systems can manage supply (IN) &#8211; demand (OUT) = current inventory (Balance). Originally, the purpose of PSI was to grasp the product inventory quantity within the supply and demand transition of products, and it calculates inventory transitions from the IN and OUT of products and materials.<\/p>\n<p>In the PSI table, for products, it corresponds to product performance (Production), product shipment (Sales), and inventory (Inventory), while for materials, it corresponds to material receipt (Receipt), material consumption (Consumption), and inventory (Inventory).<\/p>\n<h2>Data Required for Creating Actual-Based and Plan-Based PSI<\/h2>\n<p>To understand the supply (manufacturing) and demand (consumption) of an item, it is necessary to compare the total &#8220;receipt&#8221; of the process where the item is output and the total &#8220;issue&#8221; of the process where the item is input. When creating an actual-based PSI in the production management system, the relevant items are aggregated daily from the manufacturing performance table and input performance table. On the other hand, when creating a plan-based PSI in the scheduler, the relevant items are aggregated daily from the work output instruction and work input instruction.<\/p>\n<div class=\"graybox\">\n<div class=\"maruck\">\n<ul>\n<li>Actual-Based &#8220;Manufacturing Performance Table&#8221; = Plan-Based &#8220;Work Output Instruction&#8221;<\/li>\n<li>Actual-Based &#8220;Input Performance Table&#8221; = Plan-Based &#8220;Work Input Instruction&#8221;<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<h2>Frequently Asked Questions | Challenges in Operating MRP in Indonesia<\/h2>\n<p>We will briefly organize recurring questions in line with the content of this article.<\/p>\n<h3>Why is it difficult to operate MRP systems in Indonesia?<\/h3>\n<p>The difficulty in operating MRP systems in Indonesia arises from the impact of varying manufacturing lot sizes and lead time adjustments for each item, making it difficult to see which requirements the generated manufacturing orders are linked to. Additionally, it is challenging to consider the link with instructed manufacturing orders when deducting forecasts as firm orders.<\/p>\n<h3>What are the challenges in requirements expansion in MRP?<\/h3>\n<p>The challenges in requirements expansion in MRP are that the impact of manufacturing lot sizes and lead time adjustments makes it difficult to see which independent requirements the generated manufacturing orders are linked to. This complicates the operation of production planning by making it difficult to see the link between manufacturing orders and orders.<\/p>\n<h3>How are orders and forecasts managed in MRP?<\/h3>\n<p>In MRP, the management method for orders and forecasts is to add only new firm orders and overwrite all forecasts to prevent duplication of requirements. This avoids double registration of firm orders and forecasts, enabling efficient data management.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Operating MRP systems in Indonesia is challenging due to varying lot sizes and lead time adjustments. Production schedulers help by automating task adjustments.<\/p>\n","protected":false},"author":2,"featured_media":81017,"parent":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[619],"tags":[],"class_list":["post-67062","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-production-scheduler"],"_links":{"self":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/67062","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/comments?post=67062"}],"version-history":[{"count":1,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/67062\/revisions"}],"predecessor-version":[{"id":102751,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/posts\/67062\/revisions\/102751"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media\/81017"}],"wp:attachment":[{"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/media?parent=67062"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/categories?post=67062"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bahtera.jp\/en\/wp-json\/wp\/v2\/tags?post=67062"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}