First Read: cash not needed · parts running short
Scope: MRP controllers 101–106, 82% of your ₹14.6 Cr stock value. Valued at your own book value; no purchase prices used. 8 weeks = 45 working days on your plant calendar (6-day week, 3 Diwali holidays); longer for long-lead parts.
₹74.1L of cash your own SAP plan does not need in the next 8 weeks, and you can act on it now: ₹46.8L of orders not yet delivered, which buyers can ask suppliers to push back or cancel, and ₹27.3L of stock to move.
Your MRP flags many of these; this page puts them in ₹, ranks them and names an owner. They follow schedule changes, order sizes and lead times, not planning errors. Total not needed in 8 weeks: ₹102.2L.
Push back · orders
28 order lines, not yet delivered. Ask suppliers to move them to the date you need them, or cancel.
Not needed yet · stock
44 parts. ₹27.3L you can move now · ₹28.1L your plan uses up by 2 Mar. ₹19.4L unused for 120+ days.
Running short · parts
Seen by SAP on 9 Oct, 4–8 working days ahead. 13 Oct: 5 still short (3 below). 2 never reached your shortage list.
Top 15 by ₹ ₹65.4L of ₹102.2L · all checked by your team · full list, with part numbers, in the Excel
| # | Part | Why not needed (cover) | Action, by when | Owner | ₹L | Planner | Supplier |
|---|---|---|---|---|---|---|---|
| 1 | Long member LH V2 (finished) | Not in plan; unused 168 days | STOCKConfirm variant end, by 27 Oct | Planner 104 | 8.6 | Agrees | |
| 2 | HR coil 3.15 mm | 142 WD | STOCKAsk P200 to take it, by 27 Oct | Planner 101 | 6.9 | Agrees | |
| 3 | MIG wire 1.2 mm | 74 WD; PO 6 t due 5 Nov | ORDERAsk to defer to 7 Jan | Buyer P13 | 6.3 | Agrees | Yes |
| 4 | CR sheet 1.6 mm | 68 WD; PO 8 t due 2 Nov | ORDERAsk to defer to 31 Dec | Buyer P12 | 5.8 | Agrees | Yes |
| 5 | ED primer, 210 L | 69 WD; PO 15 drums, 3 Nov | ORDERAsk to defer to 1 Jan | Buyer P13 | 4.7 | Agrees | Yes |
| 6 | Cross mbr brkt LH (semi-fin.) | 97 WD; pressed ahead of need | STOCKUsed up by 3 Feb | Planner 103 | 4.4 | Agrees | |
| 7 | Spring hanger brkt, V2 | Not in plan; PO due 5 Nov | ORDERAsk to cancel, by 21 Oct | Buyer P14 | 4.2 | Agrees | Yes |
| 8 | Flange bolt M12×40 | 77 WD; PO 40k pcs, 28 Oct | ORDERAsk to defer to 11 Jan | Buyer P11 | 3.8 | Agrees | Yes |
| 9 | Battery tray, V2 (finished) | Not in plan; unused 131 days | STOCKSell as service, by 27 Oct | Sales (service) | 3.3 | Agrees | |
| 10 | Rubber bush, 40 shore | 96 WD; schedule release 4 Nov | ORDERCut Nov release 11k, by 21 Oct | Buyer P14 | 3.1 | Agrees | Yes |
| 11 | Weld nut M10 | 88 WD; PO 1.2 lakh, 2 Nov | ORDERAsk to defer to 23 Jan | Buyer P11 | 3.1 | Agrees | Yes |
| 12 | Spare wheel carrier (finished) | 103 WD | STOCKUsed up by 1 Mar | Planner 106 | 3.0 | Later | |
| 13 | Tow hook forging | Not in plan; unused 240 days | STOCKAsk to return, by 21 Oct | Buyer P14 | 2.9 | Agrees | |
| 14 | Body mount RH (semi-fin.) | 88 WD | STOCKUsed up by 8 Feb | Planner 103 | 2.7 | Later | |
| 15 | HR sheet 2.5 mm | 66 WD; PO 4 t due 27 Oct | ORDERAsk to defer to 18 Jan | Buyer P12 | 2.6 | Later | Yes |
Running short what SAP showed on 9 Oct (MRP run 8 Oct), re-checked in SAP on 13 Oct · top 5 of 9 · no ₹
| # | Part | Lasts to | Next receipt | Short by | On your list? | 13 Oct check | Action, by when | Owner |
|---|---|---|---|---|---|---|---|---|
| 1 | Pipe clip 25 mm | 15 Oct | PO 6,000 pcs, 21 Oct | 4 WD | No | Still short | Phoned 13 Oct: pull in to 15 Oct | Buyer P11 |
| 2 | Arm bush | 16 Oct | Schedule release 3,000, 21 Oct | 3 WD | Yes | Still short | Pull in to 16 Oct (supplier must agree) | Buyer P14 |
| 3 | Nut M8 | 19 Oct | No open line | — | No | Still short | Order now (4-day lead time) | Buyer P11 |
| 4 | Gusset plate (semi-fin.) | 14 Oct (past) | Press run 22 Oct (planner) | 6 WD | Yes | Fixed | Run moved to 13 Oct | Planner 103 |
| 5 | CR coil 1.2 mm | 19 Oct | PO 10 t, 23 Oct | 3 WD | No | Not short | 8 t in quality inspection | — |
Taken out after the checks (₹24.6L): HR coil 5.0 mm ₹9.8L, mill already rolled · Cross member assy RH ₹6.6L, service order · 3 more ₹8.2L.
How to read: WD = working days. Cover = WD your stock lasts on the plan; short by = WD to the next delivery. "Later" = your planner's date. "Used up by" = stop new orders until then. Supplier = can it still change? On your list = any day 9 Oct to "lasts to". Owner = group or controller code.
What it is worth
- Cash: if suppliers agree, ₹46.8L due 27 Oct–5 Nov moves out (₹38.6L by about 9 weeks; ₹8.2L cancelled or cut); on 60-day terms, the payments move too.
- Cash you can act on now: ₹74.1L (₹46.8L of orders + ₹27.3L of stock) ₹15.5L of that stock needs a second decision (a variant write-off; plant P200 cancelling its own order). The other ₹28.1L of stock your plan uses up. This is cash freed, not savings.
- Doing nothing: the ₹46.8L of orders arrive and are paid on schedule, and ₹19.4L unused for 120+ days keeps ageing.
What this read could not tell you
- Your SAP plan vs your latest customer schedule. ₹15.3 Cr of 8-week requirement (estimate) comes from the SAP plan. Stock ₹12.0 Cr = ₹8.7 Cr needed in 8 weeks + ₹2.6 Cr needed after 8 weeks (long-lead) + ₹55.4L not needed yet + ₹0.15 Cr left out. If your next schedule is 15% lower (your planner's figure), stock not needed rises about ₹1.3 Cr (estimate).
- Real supplier lead times. The order list uses lead times as ordered.
- MRP controllers 107–109 (outside your planner's access): ₹2.6 Cr (18%) of stock not read; other plants not read.
How we checked the numbers
- Raw ₹155.9L → checked ₹102.2L. Out: planner needs it ₹14.8L · supplier committed ₹9.8L · schedule agreements, no agreed cut ₹9.4L · quality, blocked, consignment ₹7.9L · unchecked "not in plan" ₹6.3L · duplicates ₹5.5L.
- Planner check (in SAP, day 3), top 20: 13 agree, 3 later, 4 taken out; the buyer took out 1 more. Shown: those 15. 5 lines that moved up: Excel, "not yet checked".
- Buyer check (day 3): 9 order lines, 8 yes, 1 no (HR coil 5.0 mm). Orders ₹56.6L before, ₹46.8L after.
- Schedule agreements: 14 lines, ₹12.5L; counted only where your planner agreed the cut (₹3.1L, line 10). Not valued: 6 order lines for parts with no stock, in the Excel by quantity.
Next: Supply-Base Diagnostic · 4 weeks · this plant · fixed price
Now: act on the 3 parts still short, the 28 order lines and the ₹27.3L of stock you can move. The Diagnostic adds a daily short list, the ₹1.3 Cr at risk if schedules drop 15%, the ₹2.6 Cr of stock not read, lines 16+ (₹36.8L) on your new schedule and real lead times. It ends with a list of cash to release, signed off by your planning head and finance.