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Connect the work between plan and production
Material delays, quality holds and schedule changes. Bring decisions across teams into a shared process for resolution.
Architecture illustration
A component will arrive late. Purchasing calls the supplier, production adjusts a spreadsheet, and sales checks the delivery commitment. The part exists in the ERP, yet each team is working from a different moment and a different assumption.
Giz Systems helps structure the work between a recorded fact and an operational decision. Material shortages, quality holds and delivery changes are practical starting points because each has a recognizable trigger, owner and completion condition.
Follow one material delay through to resolution
This illustrative workflow shows how an implementation can be scoped.
| Stage | The operating question | Inputs and decision record |
|---|---|---|
| Assess impact | Which orders and production plans are affected? | Connect items, BOMs, stock, expected receipts and orders at a common reference time |
| Compare options | Can we resequence production, transfer stock or expedite freight? | Compare available quantity, quality status, capacity, elapsed time and additional cost |
| Decide | Who can commit to an option? | Record assumptions, affected orders, approver and effective time |
| Act | Was the decision applied? | Capture the result in the source system and the responsible person's confirmation |
| Close | Was the delivery achieved, and has this cause occurred before? | Reconcile actual receipt, production and shipment with the original assumptions |
The important connection is between a changed fact and the decision that must be reconsidered.
Agree where each record belongs
Identify the authoritative system for purchase orders, production actuals and warehouse stock. Establish where a reviewed change will be written, who may commit it and who handles a failed update. Avoid making the same value independently editable in two systems.
Compose business applications for work and resolution states, documents and knowledge drive for evidence, and analytics for reconciliation. Scope supply-chain planning around available data and the decision to be made, including demand, inventory, lead times and relevant capacity constraints.
Bring a recent exception to the first discussion
Start with a completed case and the files people used to resolve it. Identify item and location IDs, units, stock definitions, plan versions and owners. Total stock differs from usable stock; requested delivery differs from confirmed delivery. Alternatives become comparable when these definitions agree.
Measure the work that changes
Establish a baseline for time from exception to decision, repeated data entry and the age of open actions. If inventory value or expedite cost is an outcome, record changes in demand, product mix and measurement period too. Track delivery of the application and evidence of operational improvement separately.
YOUR NEXT STEP
Bring us the workflow that needs to work.
Start with the files and systems you use today, and the work you want to change.