Definition of 'Project MRP' (pMRP)

PMRP allows projects to plan and budget better because they see committed and actual costs earlier, allowing them to take action if necessary. Through connected objects, projects can see exactly what manufacturing and purchasing is happening on their project giving them a great view of the supply chain and manufacturing activities. The key to PMRP is to decide what is a project planned part and what is a standard planned part. That decision is made as soon as the new part is created. So engineering need crystal clear guidance on what the criteria is. And if you are already running MRP, that decision will have to retrospectively applied to existing parts and product structures (the direct transfer process uses project/standard planned to set the standard planned item checkbox on the product structures). Through the use of Project Planned Netting Groups and Project Site settings, PMRP can use standard inventory and projects can share surplus inventory eliminating the need for manual transfers between projects.

Every business I've worked in has run Project MRP.

Good luck.

“I guess ‘stock planning’ means next level demand, order up to planning or reorder point mechanisms”

By stock planning tools, I meant all the features out of the box. So, having fully exploited those, what distinct benefits does pMRP offer? I wasn’t referring to specific techniques as such. My fault for not clarifying, sorry :)

“There is no netting process”.

That can’t be true. MRP (‘Main Process’) has this task within it’s remit. Such that, for a given project, if there is a scheduled receipt or stock on hand for a component (not reserved) a requisition would not be generated. So, at least a basic form of netting occurs.

….”thereby planning time-phased supplies to cover the entire demand supply need of all parts in the site”…

I believe MRP (again, ‘Main Process’) can also do that. Provided the basic lead time calculation is valid and the Required Date for the demand at the top-level is in the future, time phasing works. The output, i.e. dates given under ‘Infinite Scheduler’ is however rough-cut because it hasn’t taken into account live production data (material availability & current load/queuing at work centers). APB considers those constraints.

My understanding of pMRP is that it allows us to connect orders to a structure (currently done) but that structure is connected to an object (a ‘project’). You can then sort and schedule a project, whilst excluding everything else….?

Is this correct? If so, can I get some elaboration. It seems to be a method of systematically tracing supply items to demand elements, in other words, a form of pegging? is that a fair characterization?   

much appreciated,

Jay

Hi Saman, very interesting thank you. But the links don't work for me, do you have the documents anywhere else you could share with me please?

Many thanks,

Ed