Records the order entry. Assigns the quotation and data entered during the quotation phase to the order, and checks them for variances. Attaches to the order all related documents provided by the customer, such as drawings and plans, and manages them with the order. Generates financial documents and assigns them to the order. Configures the product, and checks it for variances between the specifications in the order and those in the quotation. Takes the performance features from the functional specifications drawn up for the quotation, and modifies them if necessary. Specifies supplemental instructions for the product from individual customers, entered as text, unless they are covered by existing variants. Draws up the order bill of material resulting from the functional specifications and the related schedule.

The process starts with the structuring of the project. Usually, you use work breakdown structures to structure the overall project from a controlling or technical point of view, whereas networks (activities, relationships, material requirements, and capacity requirements) trigger the logistical planning and execution. Both structures are subject to change over the complete lifetime of the project. To speed up the structuring, you can copy templates for both the WBS structure and for the network into specific projects and adjust them accordingly.

In the early quotation phase of the process, the detailed customer-specific order structures including bills of material (BOMs), routings and drawings do not yet exist for the specific product being built. You have to perform a rough-cut planning for the project to plan basic dates and critical resources.

Since the project is in the quotation phase only, you often do not want to consider capacity in the actual planning version. Therefore, you can consider the project order capacities in a simulation version in the quotation phase; thus not blocking real capacity. You can schedule the project order using different scheduling strategies (backward/forward, with finite/infinite resources, dates in the past allowed/forbidden, and so on.) You can use different heuristics and the optimizer to remove backlog or improve the planning results regarding key performance indicators (KPIs) like lead time and delay. If the project manager detects that the project will cause a capacity overload, project capacity requirements can be adjusted or the available capacity can be raised to meet the customer’s required end date.

After a feasible end date has been determined for the project and the customer has agreed to the offered date and project plan, you can copy the project from the simulation version to the actual planning version. The project can be released and started.

Make-to-Order

Supports customer-order-specific planning and production and is industry-specific. Supports assembly processes for (non-) configurable products in a repetitive manufacturing environment or the production of (non-) configured products with production orders. For both processes, the visibility of the customer order is key. This is achieved by using dynamic alerts and order pegging structures during planning and execution.

Repetitive Manufacturing

Is a rate-based, lean production control system. Based on production and assembly lines, the takt times are used for scheduling. An optimizer and heuristics are available for model mix planning and line balancing. Continuous input and output are considered during scheduling. The production runs without any orders for run schedule quantities and production versions. Backflush of labor and material at reporting points support the lean execution process.

Flow Manufacturing

The customer demand will be pulled through the production process. The key elements of the solution are line design and line balancing, demand management, line sequencing/model-mix planning, lean execution, backflush, and Kanban management.

Shop Floor Manufacturing

Tracks production orders and controls production. Real-time integration among sales, production planning, and execution improves the quality and speed of processes. The confirmation of labor and material activities takes place at the operation level. Milestones, backflushing, and automatic goods receipt can reduce the number of business transactions, and multilevel production processes can be controlled. The seamless integration to quality management enables quality inspections during production. Other characteristics are the control of rework, batch tracking, and serial number management.

Lean Manufacturing

Includes the key components of continuous improvement and elimination of waste across the organization.

The key concepts in lean manufacturing are:

• Continuous Flow: Material flows continuously from raw material through to finished product without "waiting" for large batches to be run. Lean manufacturing addresses the issue of wasting setup time by minimizing setup times, rather than minimizing the number of setups.
• Value Stream: Encompasses all the actions required to bring a physical product through the main manufacturing and business processes from acceptance of raw materials or components to the delivery of the completed item. The lean enterprise coordinates all supply lines (internal and external) and links all parts of the value stream so that they converge at the appropriate points in time. The value stream is mapped out to analyze all steps from start to finish and to redesign them to ensure that they add value to the final product.
• Value-Added Activities: Activities in the value stream are identified as value-added (VA) or non-value-added (NVA). NVA activities are eliminated as much as possible. Some NVA activities are unavoidable; these are sometimes referred to as essential NVA activities. Once mapped, the value stream activities are identified as VA or NVA.
• Pull Production: Production and purchasing activities are based on signals from the follow-on process. That is, materials are supplied when needed, avoiding unnecessary WIP and speeding the flow of materials through the system. This ensures that work is performed only when required.

The key elements for lean manufacturing are:

• Kanban: Lean manufacturing  provides full electronic integration, allowing electronic Kanban signals to be triggered via handheld devices and transmitted for internal production, or even transmitted directly to suppliers without the traditional Kanban card.
• Direct Production: The production orders for a product are networked together to form a "collective order". This ensures that the hierarchy of production orders can be managed as a whole, and this enables companies to simply pass interim products or components to the next work center for the following production order, instead of moving them into stock. It also allows lean production execution while backflushing labor and material.