Why is our production plan ignored?

Because BOMs, routings and capacity data do not match the plant, so the plan is visibly unworkable. Data accuracy comes before any planning improvement.

How accurate should standard costs be?

Close enough that variances are informative. Standards left unrevised for years make variance analysis meaningless and distort pricing decisions.

How does a manufacturing & production planning engagement start?

With a short discovery conversation and a written view of scope, risk and the decisions to be made. That view is useful to you whether or not the work continues.

How is a manufacturing & production planning engagement priced?

Scope and, where relevant, rules of engagement are agreed in writing before any work begins, and the engagement is a fixed fee for that scope or phased with a cost envelope per phase — so you know the cost and the boundaries up front. Larger pieces of work are broken into phases with findings delivered early rather than a single invoice at the end.

ERP · Build

Manufacturing & Production Planning

We design ERP manufacturing on accurate bills of material and routings, because every planning and costing output depends on them and no amount of planning sophistication compensates for data that is wrong. Requirements planning and capacity checks are configured to respect real constraints, so the plan is one the shop floor can actually execute rather than one it quietly ignores. Work order issue and confirmation are designed to be quick for operators, since confirmation that is burdensome simply does not get done. Product costing is set up so that variances are informative and point to a cause, rather than reflecting standards left unrevised for years.

In short

ERP manufacturing and production planning covers bills of material, routings, planning and shop floor execution. It only works on accurate foundations: when BOMs, routings and capacity data do not match the plant, the plan is visibly unworkable and the floor reverts to the whiteboard.

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What we do

The work inside manufacturing & production planning.

BOM and routing accuracy

We establish accurate bills of material and routings as the foundation everything else rests on, correcting the gaps between the system and the plant. Until this data matches reality, the production plan, the costing and the capacity picture are all built on sand.

Planning and capacity

We configure requirements planning and capacity checks that reflect the plant's real constraints rather than an idealised one. A plan that acknowledges genuine capacity is one the floor can follow, which is what earns planning its credibility back.

Shop floor execution

We design work order issue and confirmation to be fast for operators, so recording what happened does not compete with doing the work. Quick confirmation is what keeps the system's view of production current and the cost and progress figures honest.

Costing and variance

We configure product costing and report variances by cause, so the numbers explain where cost departed from standard and why. Standards kept reasonably current make variance analysis meaningful and keep it from distorting pricing decisions.

What you receive

Deliverables, in writing.

Documented output your teams keep and can act on without us in the room.

BOM and routing accuracy assessment and corrections
Planning and capacity configuration
Shop floor execution and confirmation design
Costing configuration and variance reporting

When this work helps

You may be facing this.

Production is scheduled on a whiteboard, not the ERP
Standard costs bear no relation to actual cost
BOMs are corrected during production runs

How an engagement runs

Discover, assess, design, deliver.

01
Discover
Understand the business drivers, decision rights, existing systems, and what the programme must genuinely change. We separate the outcomes that justify the investment from features that only sound useful, so the programme has a purpose to steer by.
02
Assess
Review process, data, integration, controls, governance, and change readiness against the plan. We report plainly where the plan holds and where it depends on assumptions that need evidence before commitment.
03
Design
Set out target processes, control requirements, data approach, integration model, and adoption plan. Each is documented well enough to build to and to hold a delivery partner accountable against.
04
Deliver
Support configuration, testing, cutover, and stabilisation, with independent oversight throughout. We hold the line on scope, data readiness, and controls, and surface drift while there is still time to correct it.

Where we work

Delhi, India — and wherever the work is.

Fidova provides ERP consulting from Delhi, India, and supports multi-entity and multi-country ERP programmes internationally, including businesses with different statutory and reporting requirements per region.

Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.

Related services

Often needed alongside this.

Project Management

ERP project management tracks project structure, budgets, costs, billing and revenue recognition. Its value is in making cost and revenue visible during delivery, when there is still time to act, rather than at completion when an overrun is only a finding.

Asset Management

ERP asset management tracks fixed assets, depreciation, maintenance and disposal across their life. A register that cannot be tied back to the physical assets it claims to represent eventually fails audit, however tidy it looks on screen.

Quality Management

ERP quality management handles inspection, non-conformance, corrective action and traceability. The test of a design is a recall question: whether you can trace an affected batch through to the customers shipped in minutes, or only after days of manual investigation.

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