Organizations often experience challenges in a make-to-order (MTO) environment when managing “planned customer changes” mapping to standard product structure. This article will teach you how to separate “planned” vs. “un-planned” changes integrating planning, shop floor execution, inventory management and finance/controlling with accurate value on the books. It will explain inventory valuation with a step by step process for creating new custom MTO planning strategy configurations, implementing methodology, and interpreting the results. Learn how business can effectively manage MTO processes and avoid workarounds on month-end closing.
MEET THE AUTHORS
Venkata Ramana Nethi, Manager IT Build-Run Operations & Quality at Schlumberger, has 20 years of experience including SAP and domain expertise in manufacturing and planning. He joined Cameron in 2010, which was acquired by Schlumberger in 2016, and is responsible for SAP production planning, advanced planning and optimization (APO), and Quality modules including process study, design, implementation, and support in manufacturing and supply chain business transformation solutions. Before joining Schlumberger, Venkata was an SAP production planning consultant at Wipro Technologies, where he led SAP PP implementation and support projects for a global client base. Prior to that, he was manager at VOLTAS manufacturing unit based in India where he was responsible of production planning and shop floor manufacturing processes of refrigerator and commercial cooler products for CPG customers. Venkata has CSCP and CPIM certifications and his expertise ranges from business case analysis to implementation and production support engagements in manufacturing and supply chain planning transformation initiatives. He is also involved in sales and operations planning supported by SAP Integrated Business Planning and the solution’s integration with various systems to support demand and supply planning.