Introduction to Production Planning and Control Management — SFEDI Enterprises Ltd. T/A SFEDI Awards Vocationally-Related Qualification Warehousing & Logistics Revision

    This subtopic introduces production planning and control as a strategic business function, focusing on how it aligns with organisational goals, integrates

    Topic Synopsis

    This subtopic introduces production planning and control as a strategic business function, focusing on how it aligns with organisational goals, integrates with S&OP, and ensures quality. Learners explore key processes like demand forecasting, capacity planning, scheduling, and how they support efficient supply chain operations. Practical application involves using planning tools to balance resources and meet customer demand while minimising waste.

    Key Concepts & Core Principles

    Exam Tips & Revision Strategies

    Common Misconceptions & Mistakes to Avoid

    Examiner Marking Points

    Introduction to Production Planning and Control Management

    SFEDI ENTERPRISES LTD. T/A SFEDI AWARDS
    vocational

    This subtopic introduces production planning and control as a strategic business function, focusing on how it aligns with organisational goals, integrates with S&OP, and ensures quality. Learners explore key processes like demand forecasting, capacity planning, scheduling, and how they support efficient supply chain operations. Practical application involves using planning tools to balance resources and meet customer demand while minimising waste.

    19
    Learning Outcomes
    39
    Assessment Guidance
    40
    Key Skills
    21
    Key Terms
    46
    Assessment Criteria

    Assessment criteria

    SFEDI Awards Level 3 Award in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Certificate in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Logistics and Transport Management (IoSCM)
    SFEDI Awards Level 3 Extended Diploma in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Procurement Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Ports and Shipping Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Warehousing Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Business Management(IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Manufacturing and Production Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Supply Chain Management (IoSCM)
    SFEDI Awards Level 3 Diploma in Introduction to Leadership and Management (IoSCM)

    Topic Overview

    The SFEDI Awards Level 3 Award in Introduction to Supply Chain Management (IoSCM) provides a foundational understanding of how supply chains operate within the warehousing and logistics sector. This qualification covers key principles such as procurement, inventory management, transportation, and distribution, emphasising their interconnectedness in delivering value to customers. Students will explore how effective supply chain management reduces costs, improves efficiency, and enhances customer satisfaction, making it critical for modern business success.

    This award is designed for individuals seeking to enter or progress in the logistics industry, offering practical insights into supply chain functions and their strategic importance. By studying this qualification, you will learn to analyse supply chain processes, identify areas for improvement, and understand the role of technology and sustainability. The content aligns with real-world practices, preparing you for roles such as supply chain assistant, warehouse coordinator, or logistics administrator.

    Within the broader context of warehousing and logistics, this qualification bridges operational tasks with strategic thinking. It highlights how supply chains link suppliers, manufacturers, warehouses, and customers, and how disruptions can impact the entire network. Mastery of these concepts is essential for anyone aiming to optimise logistics operations and contribute to organisational goals in a competitive marketplace.

    Key Concepts

    Core ideas you must understand for this topic

    • →Supply Chain Integration: Understanding how all stages from raw material sourcing to final delivery must work together seamlessly to minimise delays and costs.
    • →Inventory Management: Techniques such as Just-In-Time (JIT) and Economic Order Quantity (EOQ) to balance stock levels against demand and holding costs.
    • →Transportation Modes: Selecting appropriate methods (road, rail, air, sea) based on cost, speed, and cargo type, and understanding their impact on lead times.
    • →Procurement and Supplier Relationships: The process of sourcing goods and services, negotiating contracts, and managing supplier performance to ensure quality and reliability.
    • →Sustainability in Supply Chains: Reducing environmental impact through efficient routing, packaging, and waste management, while meeting regulatory requirements.

    Learning Objectives

    What you need to know and understand

    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • Evaluate how production planning strategies align with overall business objectives and competitive priorities.
    • Analyse the role of demand forecasting and capacity planning in supporting effective production control.
    • Assess the relationship between sales and operations planning (S&OP) and the selection of production planning tools.
    • Apply quality management techniques to improve production planning outcomes and ensure process consistency.
    • Examine the impact of production scheduling on supply chain performance and customer satisfaction.
    • Evaluate how production planning decisions directly support overarching business strategy and operational goals
    • Analyse a range of production planning processes, including master scheduling and material requirements planning, to identify their role in efficient operations
    • Explain the interdependency between Sales and Operations Planning (S&OP) and key production planning tools such as ERP systems
    • Assess the application of quality techniques, including Statistical Process Control, to enhance production planning accuracy and output consistency
    • Demonstrate how production planning can be adapted to respond to demand variability and supply chain disruptions

    Assessment Criteria

    Key criteria assessors look for in your portfolio

    • Award credit for explaining how production planning aligns with and supports overall business strategy, such as cost leadership or responsiveness.
    • Credit responses that correctly describe at least two planning processes (e.g., master scheduling, material requirements planning) with relevant examples.
    • Expect evidence that distinguishes the role of S&OP as a cross-functional process from specific production planning tools like finite capacity scheduling.
    • Look for justified selection of quality techniques (e.g., statistical process control) and explanation of how they integrate with production planning to reduce defects and rework.
    • Award credit for clearly explaining how production planning translates organisational strategy into actionable operational plans, with reference to cost, efficiency, and customer service objectives.
    • Expect evidence of evaluating at least three distinct production planning processes (e.g., master production scheduling, material requirements planning, capacity planning) and their interdependencies.
    • Require demonstration of understanding S&OP by describing its role in reconciling sales forecasts with production capacity, using a recognised framework or cycle.
    • Look for application of quality techniques such as Statistical Process Control (SPC) or Total Quality Management (TQM) in a production planning context, highlighting how they reduce waste and improve consistency.
    • Award credit for demonstrating an understanding of how production planning contributes to competitive advantage by optimizing lead times, minimizing waste, and enhancing flexibility to meet business objectives.
    • Evidence must show the ability to explain a range of production planning processes (e.g., master production scheduling, inventory control) and their interdependencies, with clear reference to capacity and demand.
    • Assessors should look for a clear explanation of the relationship between S&OP outputs and production planning tools (e.g., MRP, ERP), showing how forecasts translate into actionable production schedules.
    • Award credit for demonstrating how production planning directly supports business strategy, with specific examples linking production schedules to cost reduction, market responsiveness, or customer service targets.
    • Expect clear explanations of at least three distinct processes that support production planning, such as forecasting, capacity planning, and materials requirement planning, with correct terminology and practical context.
    • Look for accurate description of the S&OP cycle and its connection to master production scheduling, showing the flow of information from sales forecasts to production plans.
    • Acknowledge evidence that explains how quality techniques (e.g., Statistical Process Control, Total Quality Management) are embedded in production planning to prevent defects and ensure compliance.
    • Credit the use of relevant industry examples or workplace scenarios to illustrate concepts, demonstrating applied understanding at Level 3.
    • Award credit for demonstrating how production planning translates corporate strategy into actionable procurement timelines and resource requirements.
    • Assessors expect evidence of using S&OP outputs to adjust procurement forecasts and align supplier capacity with production needs.
    • Credit is given for identifying and applying quality techniques, such as Six Sigma or Total Quality Management, to production planning to reduce defects and improve supplier performance.
    • Look for the ability to explain the role of Material Requirements Planning (MRP) and Just-in-Time (JIT) in maintaining inventory levels and supporting production continuity.
    • Award credit for demonstrating a clear link between production planning and strategic business objectives, using real-world port or shipping examples.
    • Look for accurate explanation of key processes (e.g., MPS, MRP, capacity planning) and how they interface with S&OP to balance supply and demand.
    • Expect application of quality techniques (e.g., JIT, Kanban, statistical process control) to production planning scenarios, with justification of their impact on operational performance.
    • Award credit for demonstrating understanding of how production planning aligns with strategic business objectives, such as cost reduction, customer service levels, and competitive advantage.
    • Award credit for accurately describing core processes supporting production planning, including demand forecasting, master production scheduling, capacity management, and material requirements planning (MRP).
    • Award credit for explaining the relationship between S&OP and production planning tools, specifically how S&OP forecasts feed into rough-cut capacity planning and detailed scheduling.
    • Award credit for illustrating how quality techniques (e.g., Total Quality Management, statistical process control) are integrated into production planning to minimise waste and improve process reliability.
    • Award credit for using practical warehousing/logistics examples to contextualise production planning decisions, such as batch sizing or inventory positioning.
    • Award credit for clearly explaining how production planning directly supports the achievement of business strategy, with reference to cost leadership, differentiation, or customer responsiveness in a warehousing or logistics environment.
    • Award credit for accurately describing at least two key processes that underpin production planning, such as demand forecasting and material requirements planning (MRP), including their role in minimising stockouts and overproduction.
    • Award credit for demonstrating a thorough understanding of the S&OP process by linking sales forecasts to the master production schedule and showing how this integration drives resource allocation and inventory management.
    • Award credit for providing a relevant example of how a quality technique (e.g., statistical process control, lean principles) is aligned with production planning to achieve consistent output and continuous improvement.
    • Explain how production planning supports business strategy.
    • Describe processes like forecasting, scheduling, and capacity planning.
    • Understand the relationship between S&OP and production planning tools.
    • Know how quality techniques (e.g., TQM, Six Sigma) align with production planning.
    • Award credit for clearly linking production planning decisions to specific business goals such as cost reduction, flexibility, or lead time reduction.
    • Expect evidence of comparing at least two forecasting methods and justifying their suitability for a given production scenario.
    • Look for a coherent explanation of how S&OP synchronises demand and supply, with reference to aggregate planning.
    • Credit demonstration of applying a quality technique (e.g., Six Sigma, TQM) within a production planning context to minimise defects.
    • Require identification and discussion of relevant key performance indicators (KPIs) such as schedule adherence or capacity utilisation.
    • Award credit for clearly linking production planning activities to specific business objectives such as cost reduction or customer service levels
    • Look for accurate descriptions of at least two production planning processes (e.g., capacity planning, scheduling) with practical examples
    • Credit responses that illustrate the S&OP cycle and its connection to tactical planning tools, showing understanding of information flow
    • Expect mention of quality methods (e.g., Six Sigma, lean) and how they feed into planning to reduce defects and waste
    • Reward critical evaluation of how planning supports agile response to market changes, not just routine operations

    Assessment Guidance

    Guidance for achieving higher grades

    • 💡For questions on S&OP, always emphasise its cross-functional nature and its role in reconciling top-down business objectives with bottom-up operational data.
    • 💡When discussing quality techniques, frame them as proactive enablers within the production planning cycle, not just end-of-line inspection methods.
    • 💡Use specific terminology like ‘rough-cut capacity planning’, ‘bottleneck analysis’, and ‘demand time fences’ to demonstrate depth of understanding.
    • 💡In scenario-based assessments, explicitly state assumptions about demand patterns and lead times, and show how chosen planning processes address these.
    • 💡Use a real-world example or case study to illustrate how production planning directly supports business strategy, such as market responsiveness or cost leadership.
    • 💡When describing S&OP, refer to the five-step process (data gathering, demand planning, supply planning, pre-meeting, executive meeting) to show structured understanding.
    • 💡Link quality techniques explicitly to planning tools: for instance, mention how Six Sigma DMAIC can be used in conjunction with MRP to improve process capability.
    • 💡In assessment answers, always relate processes back to the impact on key performance indicators like on-time delivery, inventory turnover, or production yield.
    • 💡Use workplace examples to illustrate concepts, even if hypothetical, to demonstrate application of planning theories in a real logistics or manufacturing context.
    • 💡Ensure your evidence clearly differentiates between strategic, tactical, and operational levels of planning; link each to appropriate business strategy elements.
    • 💡When discussing quality techniques, explicitly connect them to production planning decisions—such as how quality tolerances influence material requirements or how process controls affect scheduling.
    • 💡When describing how production planning supports business strategy, refer to competitive priorities such as cost, quality, delivery, and flexibility, and show how planning decisions influence them.
    • 💡For assessments requiring process explanation, structure your answers around a typical production planning cycle: forecast, plan, schedule, execute, monitor, and adjust, using consistent terminology.
    • 💡To explain the S&OP relationship, use a diagram or flow chart in your portfolio, clearly labelling inputs (demand plans, supply constraints) and outputs (agreed production plan).
    • 💡When addressing quality techniques, connect each technique to a specific stage of production planning (e.g., poka-yoke in process design, SPC in monitoring), and explain its impact on planning reliability.
    • 💡Use real-world procurement examples to illustrate how production planning decisions affect supplier selection, contract terms, and inventory strategies.
    • 💡Clearly define key acronyms like S&OP, MRP, and JIT before discussing their applications to demonstrate mastery of terminology.
    • 💡When discussing quality techniques, always link them back to procurement outcomes such as reduced inspection costs or improved supplier scorecards.
    • 💡In scenario-based questions, explicitly show the flow from demand forecasts to procurement requisitions and purchase order generation to evidence practical understanding.
    • 💡Use specific terminology from the unit (e.g., 'rough-cut capacity planning', 'aggregate planning') to demonstrate depth of understanding.
    • 💡Structure assignment responses to first define each concept, then analyse its application in a ports/shipping context, and finally evaluate its effectiveness.
    • 💡Where possible, reference recognised quality standards (ISO, EFQM) and explain their role in aligning production planning with operational excellence.
    • 💡Use real-world warehousing scenarios to demonstrate how production planning adapts to fluctuating demand, referencing lead times, safety stock, and order frequency.
    • 💡When discussing S&OP, explicitly connect the monthly planning cycle to the tactical tools it informs, such as master production scheduling and inventory deployment.
    • 💡Relate quality techniques directly to planning stages; for example, explain how Pareto analysis can identify key defects to target in capacity planning, or how control charts monitor process stability to fine-tune schedules.
    • 💡When discussing how production planning supports business strategy, use a real logistics example (e.g., a distribution centre implementing lean techniques) to demonstrate practical application and link to a specific business objective like cost reduction.
    • 💡Ensure that in your response, you clearly differentiate between forecasting methods (qualitative vs. quantitative) and explain how each informs capacity planning decisions, as this will demonstrate depth of understanding.
    • 💡Use real-world examples to illustrate concepts.
    • 💡Explain the flow from S&OP to detailed scheduling.
    • 💡Highlight how quality techniques prevent defects and reduce waste.
    • 💡Use real-world examples or case studies to illustrate how production planning supports business strategy, such as how a lean initiative improved throughput.
    • 💡Structure answers to clearly separate the processes (forecasting, scheduling, etc.) and show their interdependencies rather than treating them in isolation.
    • 💡When discussing S&OP, consistently link the discussion back to production planning tools like MPS or MRP to demonstrate applied understanding.
    • 💡For quality techniques, always connect the tool (e.g., control charts) to a specific production planning outcome (e.g., reduced variability in cycle times).
    • 💡Use real-world logistics examples to illustrate how production planning adjusts to seasonal demand or supply chain disruptions
    • 💡Structure answers to first explain the ‘what’ (definition or tool), then the ‘why’ (strategic benefit), and finally the ‘how’ (practical implementation)
    • 💡Reference specific quality standards or techniques (e.g., ISO 9001, Total Quality Management) to demonstrate depth of knowledge
    • 💡In case studies, explicitly trace decisions from S&OP through to daily production schedules to show integration
    • 💡Avoid generic statements; always anchor explanations in business strategy, such as cost leadership or differentiation, relevant to warehousing and logistics
    • 💡Use real-world examples to illustrate supply chain concepts, such as how Amazon uses cross-docking or how a supermarket manages perishable goods. This shows applied understanding.
    • 💡Always link your answers to the impact on customer satisfaction or cost efficiency. Examiners look for recognition that supply chain decisions directly affect business performance.
    • 💡When discussing processes, use the correct terminology (e.g., 'lead time', 'bullwhip effect', 'vendor-managed inventory') to demonstrate depth of knowledge.

    Common Mistakes

    Common errors to avoid in your coursework

    • Confusing production planning with production control; many learners treat them as synonymous rather than sequential steps of planning then execution monitoring.
    • Failing to link quality techniques to production planning—learners often list quality tools without connecting them to planning stages or performance metrics.
    • Overlooking the strategic element of production planning, focusing narrowly on operational scheduling without addressing long-term capacity or market alignment.
    • Incorrectly describing S&OP as a software tool rather than a collaborative process that aligns demand, supply, and financial plans.
    • Confusing production planning with production control, where planning focuses on preparation and scheduling, while control involves monitoring and corrective actions.
    • Treating S&OP as a purely production-focused activity, rather than a cross-functional process that aligns sales, marketing, finance, and operations.
    • Assuming that quality techniques are applied only after production, rather than being integrated into the planning stage to prevent defects.
    • Overlooking capacity constraints when linking production plans to business strategy, leading to unrealistic schedules that cannot be met.
    • Confusing production planning with project management, overlooking the repetitive and continuous nature of production environments.
    • Failing to distinguish between S&OP as a cross-functional tactical planning process and the more granular, day-to-day production scheduling tasks.
    • Assuming quality techniques are solely the responsibility of quality departments, rather than recognising they must be integrated into planning parameters (e.g., setting quality standards, inspection intervals).
    • Confusing Sales and Operations Planning (S&OP) with production scheduling, treating them as interchangeable rather than hierarchical and integrated.
    • Overlooking the role of quality assurance in production planning, assuming quality is solely a post-production inspection activity.
    • Failing to link production planning processes to the overall business strategy, presenting them as isolated operational tasks.
    • Misunderstanding capacity planning as only about labour levels, ignoring machine capacity, material availability, and supplier constraints.
    • Confusing S&OP with day-to-day production scheduling; S&OP aggregates demand and supply plans at a family/product level rather than detailed scheduling.
    • Overlooking the integration of quality planning with production planning, leading to a disconnect between procurement specifications and production quality standards.
    • Assuming that production planning tools (e.g., MRP) replace human judgment; failing to account for variability and the need for manual overrides.
    • Neglecting the impact of procurement lead times on production schedules, which can result in unrealistic capacity plans and stockouts.
    • Confusing production planning with general project management or overlooking its strategic alignment with long-term business goals.
    • Treating S&OP and production planning as separate functions rather than an integrated planning framework.
    • Applying quality techniques superficially without linking them to tangible improvements in production control metrics like lead time or defect rates.
    • Confusing production planning with production control, failing to distinguish between planning future operations and monitoring ongoing activities.
    • Focusing solely on tactical scheduling without linking production plans to overarching business strategy or S&OP outcomes.
    • Treating quality techniques as separate from planning, rather than embedding them proactively (e.g., using defect data to adjust forecasts or capacity buffers).
    • Confusing production planning solely with day-to-day scheduling, rather than viewing it as a holistic process that encompasses capacity planning, resource allocation, and strategic alignment.
    • Misinterpreting the S&OP process as a one-off sales forecast update instead of a continuous collaborative cycle that balances demand and supply across the organization, often leading to inaccurate inventory planning.
    • Confusing production planning with production control.
    • Overlooking the role of S&OP in aligning sales and production.
    • Failing to link quality techniques to planning processes.
    • Confusing production planning with production control or assuming they are the same process.
    • Overlooking the influence of external factors like supplier lead times or market volatility on production plans.
    • Failing to distinguish between strategic, tactical, and operational levels of S&OP and their respective time horizons.
    • Applying quality techniques superficially without linking them to specific production planning stages or metrics.
    • Ignoring the iterative nature of planning and control, leading to static plans that don’t respond to real-time changes.
    • Confusing production planning with shop floor control or assuming it is solely about scheduling
    • Treating S&OP as a purely financial process without linking it to operational capacity planning
    • Failing to differentiate between quality control (inspection) and quality assurance (process design) in planning
    • Overlooking the role of forecasting in linking sales, operations, and production plans
    • Assuming production planning is static and not iterative in response to real-time data
    • Misconception: Supply chain management is only about moving goods. Correction: It also involves planning, information flow, financial management, and risk mitigation across the entire network.
    • Misconception: Warehousing is a separate function from supply chain management. Correction: Warehousing is a critical node in the supply chain, affecting inventory accuracy, order fulfilment speed, and overall logistics costs.
    • Misconception: The cheapest supplier is always the best choice. Correction: Total cost of ownership includes quality, reliability, lead time, and after-sales support, which can outweigh a lower purchase price.

    Frequently Asked Questions

    Common questions students ask about this topic

    Before You Start

    Prior knowledge that will help with this topic

    • •Basic understanding of business operations and logistics terminology.
    • •Familiarity with warehouse processes such as receiving, storing, and dispatching goods.
    • •Numeracy skills for interpreting inventory data and cost calculations.

    Key Terminology

    Essential terms to know

    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • 1. Understand how Production Planning supports business strategy2. Understand a range of processes that support Production Planning3. Understand the relationship between Sales and Operations Planning (S&OP) and Production Planning tools4. Know how Quality Techniques align with Production Planning
    • Strategic Production Alignment
    • Demand Forecasting & Capacity
    • Sales & Operations Planning (S&OP)
    • Scheduling & Sequencing
    • Quality Integration in Production
    • Process Control & KPIs
    • Strategic alignment of production planning
    • Production planning processes and tools
    • Sales and Operations Planning integration
    • Quality techniques in production planning
    • Resource and capacity management
    • Continuous improvement

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