Operations & production alignment
Connect order commitments, dynamic costs and finite capacity to make production plans that reflect real operating constraints.
Start with the operating evidence.
Bring together orders, due dates, routings, changeover times, available shifts and material readiness. Identify which inputs are reliable enough for planning and which need a planner’s confirmation. Capacity on paper and capacity available for a particular order are different facts.
The management question
Which orders should we accept, at what margin, and with which delivery commitments when capacity is constrained?
Compare feasible alternatives.
Evaluate accepting an urgent order, resequencing work or adding a shift against the same delivery commitments. Show the binding bottleneck, displaced orders and contribution assumptions so that commercial and production teams can review the trade-off together.
What we deliver
An OmniSolve order–cost–schedule model, ATP/CTP scenarios and a capacity-feasible plan with explanations of binding constraints.
Agree how value will be measured.
Begin with one decision, a named business owner and a baseline period. Review recommendations alongside the existing process before connecting execution. Agree the data refresh cycle, approval limits, exception handling and measures of service, cost and risk. Outcomes depend on the agreed scope and evidence; illustrative scenarios are not promised customer results.
How value is measured
On-time delivery · contribution margin · schedule adherence · capacity utilization