Rescheduling Tolerance 

Prof. Dr. Andreas Kemmner

The rescheduling tolerance refers to a difference in dates between the original target delivery date of a current purchase order and the changed requirement date of this purchase order or the target completion date of a current production order and the changed requirement date of this production order, below which the ERP or MRP system should not display a rescheduling proposal.

More efficient ERP or MRP systems use rescheduling proposals to inform users that a current purchase order or a current production order no longer corresponds to the requirements situation in terms of scheduling and should therefore be brought forward, pushed back or cancelled. The need for rescheduling always arises when the requirements of purchase orders or production orders have shifted in time.

Running purchase orders or production orders cannot be changed automatically by the system, as they require consultation with the supplier or with the production. Therefore, the ERP or MRP system notifies the user of the need for action through rescheduling proposals.

The number of daily rescheduling proposals can quickly become very large and thus also confusing. In such cases, the rescheduling tolerance makes it possible to ignore scheduling shifts to which users cannot react anyway.

Normally, the rescheduling tolerance can be set item-specifically and different values can be defined for “forward” and “backward” tolerances.

Our hint:

Use the rescheduling tolerance for items with long delivery times. Especially with ship freight, a certain delivery date deviation is always to be expected. Rescheduling proposals that lie below the usual delivery date fluctuation can be directly avoided by means of a suitably set rescheduling tolerance.

Unnecessary rescheduling proposals can also be avoided for articles with very short production lead times by means of rescheduling tolerance. If production orders are running for these articles, it usually makes little sense to slow them down again and there are few possibilities to speed them up further.

Prof. Dr. Andreas Kemmner

Autor | Author

Prof. Dr Kemmner has carried out well over 150 national and international projects in over 25 years of consultancy work in supply chain management and reorganisation.

In 2012, he was appointed honorary professor for logistics and supply chain management by the WHZ.

The results of his projects have already received several awards.

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