Keep customer commitments connected to engineering, production and delivery.
Equipment manufacturers need sales and production to work from the same customer commitment. A promising opportunity, an accepted order and a released work order each tell a different part of the story. Manufacturing ERP & CRM connects those stages so teams can follow what was agreed, what can be built and what still needs attention.
Keep customer contacts, opportunity history, quotes and accepted order details together. Production can work from the agreed products, quantities and dates, while sales follows progress without treating an early pipeline estimate as a confirmed manufacturing requirement. Changes stay connected to the original commitment.
Keep the approved bill of materials, routing and required checks with the released job. An engineering change can become a reviewed successor without silently changing work already underway. Teams can distinguish future improvements from the remaining work on a current order.
Review the material requirements and eligible supply behind the production plan. Use working calendars and work-centre capacity when arranging the schedule. Shortages and competing work remain visible, giving planners a basis for resolving constraints before a promised date becomes a missed delivery.
Record operation work, material use and the output that has actually passed the required checks. Progress at an intermediate operation does not count as another finished machine. Partial completions can move forward while held work and unfinished quantities remain visible to the responsible team.
Connect shipment, reviewed invoicing and cash application with the accepted customer order. Sales can see the remaining delivery commitment, while finance follows the related receivable and production cost. A customer return and a commercial credit retain their separate decisions and history.
Build from the right revision · Check materials and capacity
Give sales a reliable handover · Keep progress and acceptance clear · Follow the order through payment
Same records, same gates. The configuration changes how the process runs for this plant.
Status: Draft → Submitted → Approved follows the valid OrderAcceptance decision after current customer acceptance, credit exposure, prices/margins, product specifications and dispatch-title terms are satisfied.
Approval waits for the sales manager.
Visible to: Finance Manager, Purchasing Manager. Visibility does not establish approval authority.
Another eligible Purchasing Manager within reviewed finite authority, or Finance Manager above it, approves the exact entity/currency commitment; no person approves their own PO.
Owns assigned customer relationships, qualification, offers and proposed customer commitments.
Independently accepts customer orders and controls commercial exceptions and forecast review.
Prepares engineering, material requirements and feasible production plans against approved demand.
Independently controls technical versions, approved manufacturing demand and production release.
Coordinates assigned work and independently confirms actual operation/time and terminal completion evidence.
Owns actual inspection evidence and independent release of exact incoming, in-process and finished scope.
Independently controls credit, valuation, payments and financial close in each entity.
See customer commitments, production progress and financial results together.
Plan each job's materials and operations from the right engineering revision.
Give operators clear work and follow each job through production and inspection.
Turn agreed offers into clear production and delivery commitments.
Keep customer conversations, opportunities and next steps connected.
Turn supply requests into approved purchases and reconcile what arrives with what suppliers bill.
Track stock through receiving, production and customer shipment.
Connect customer receivables, supplier payables and stock costs to each entity's books.
Historical OpportunityHistory and locked SalesForecastLines by entity/customer/owner/stage and expected-close cohort, with unknown values and current/actual close/reopen separately disclosed; weighted estimates, accepted quote bookings and approved order commitments are different measures and never manufacturing demand by themselves.
Approved SalesOrderLines by customer/order/product, original promise and accepted scope, with actual dispatch, customer delivery, invoicing, returns, approved cancellation and remaining quantities from unique allocations; partial and open overdue cohorts remain visible and returns never erase actual original dispatch.
Each MRPRuns snapshot's approved demand, forecast consumption, eligible supply, pegged shortage/proposals and WorkCenterLoads versus nonoverlapping calendar capacity; proposed, firm and completed quantities are separate, late/missing/held inputs remain exceptions rather than assumed available stock.
An opportunity tracks a commercial possibility. An accepted quote and independently approved order establish the customer commitment used in planning. Pipeline estimates, planning forecasts and firm orders remain distinct, so winning an opportunity does not automatically release a job or create the same demand twice.
Related questionSales can follow authorized stock availability, order commitments and production progress. Planners review materials and work-centre capacity before arranging a feasible schedule. The original customer promise remains visible alongside reviewed changes and actual deliveries; a revised plan does not erase an earlier missed date.
Related questionAn independent Sales Manager approves the accepted sales-order revision. An independent Finance Manager approves each invoice or credit revision. The person who prepared or materially changed the document cannot supply its independent approval. Separate credit, engineering, quality and cost decisions still apply where required.
Related questionThe scope includes product-quantity forecasts, material requirements planning and production scheduling against working calendars and capacity. Accepted orders consume the applicable approved forecast. Planners review recommendations before firming supply or releasing work; the scope does not promise an automatic plant-wide scheduling optimizer.
Related questionReleased work retains its approved bill of materials, routing, units and required checks. Engineering changes create reviewed successors. Applying a change to work already underway requires an explicit decision about the remaining work; it cannot silently rewrite material consumption, completed output or earlier approvals.
Related questionThe relevant quantity remains held until the required independent quality decision and any rework or correction are complete. Inspection results follow the applicable plan and actual goods. A first-article or partial acceptance releases only its defined scope, without approving the rest of an order by implication.
Related questionYes, the model retains accepted final output, shipments and invoice quantities separately. Each partial action uses only the remaining eligible quantity and value. Intermediate operation counts do not multiply finished goods, and invoicing a shipment does not issue its stock or production cost again.
Related questionEach legal entity retains its own stock ownership, ledger and authority. Document currencies and reviewed conversion rates remain with the transaction, with local receivables, payables and period close. Shared records or locations do not automatically combine company balances; group consolidation is outside the baseline scope.
Related questionKeep customer commitments connected to engineering, production and delivery.
Coordinate repeat orders, material requirements and controlled production batches.
Carry each accepted customer requirement into a controlled production plan.
Connect purchased components, assembly work and customer delivery commitments.
