Everything between a bill of materials and a posted cost.

Multi-level BOMs

Sub-assemblies explode into a full raw-material tree. You can read the direct components or the exploded list, and choose per sub-assembly whether it explodes at all.

Default and alternate BOMs

Several active BOMs per item — one marked default, picked up automatically on a work order. The others stay available for a different route, plant, or customer spec.

Phantom BOMs

A logical grouping that never produces a stock item, for kits and assemblies you want structured but never want to stock.

Alternative items

Nominate substitutes on a line so a shortage of one grade does not stop a run, with the substitution recorded on the work order.

Scrap, by-products, and process loss

A scrap percentage per raw material, scrap items valued at their own rate, and process-loss items where the loss is the finished item itself.

Costing basis

Value materials at valuation rate, last purchase rate, or a named price list. Sub-assemblies can cost from their own BOM rather than a static rate.

Percentage-based quantities

Set component quantities as percentages totalling 100, for formulations where the recipe is a ratio rather than a count.

Cost refresh

Update a BOM against current rates on demand, or have every BOM follow material cost automatically.

Variant templates and projects

A BOM template drives item variants; a project reference carries engineer-to-order cost through to the job.

Operations

Each step is a record with a workstation, a time in minutes, a batch size, and an hourly rate that produces the operating cost.

Routing templates

A named set of operations reused across every item that runs the same way, pulled into a BOM in one field instead of retyped.

Enforced sequence

A sequence ID per operation. A job card cannot be completed before the operation it depends on, and the system refuses rather than warns.

Workstation hours

Working windows per workstation — 9 to 1, 2 to 5 — with a holiday list, so scheduling never places a job on a day the plant is shut.

Production capacity

The number of jobs a workstation can run at the same time, respected when job cards are scheduled.

Operating components

Electricity, rent, consumables, and wages costed separately per workstation, each with its own expense account, company by company.

Time between operations

A minimum gap between sequential operations, for curing, cooling, or setting time that the schedule has to leave room for.

Demand in

Pull items from sales orders, from material requests, or from a forecast, filtered down to the ones you intend to plan.

Sub-assembly decisions

Every sub-assembly on the plan is set to make in-house, subcontract, or purchase — line by line, not as a blanket policy.

Consolidation

Items sharing a BOM combine into one planned quantity, so the floor gets one run instead of four.

Net against stock

Skip available raw materials and sub-assemblies, and the plan sizes itself to the shortfall using projected quantity rather than raw demand.

Material request plan

The procurement side of the plan, warehouse by warehouse, with availability shown against each line and an export for the buying team.

Non-stock and subcontracted items

Include items that do not maintain stock, and pull in a subcontracted item's raw materials when the exploded view is off.

Work orders in bulk

Create every work order the plan implies in one action after submission, each linked back to the plan and the order that caused it.

Closing a plan

Mark a plan closed and no further work orders or material requests can be raised against it. Discontinued means discontinued.

Four warehouses

Source, work-in-progress, finished goods, and scrap — defaulted per company and overridable per order.

Transfer or skip

Move material to WIP as an explicit transfer, or skip the transfer entirely for lines where the physical move is not worth recording.

Backflush rule

Consume raw materials against the BOM, or against what was actually transferred. It is a setting, and it is the difference between theoretical and real variance.

Required items with tolerance

The material list with alternatives available, and an excess-transfer percentage for the material that genuinely does go over.

Operation tracking

Status and completed quantity per operation, with planned operating cost set against actual as job cards close.

Over-production allowance

Separate percentages for producing over a sales order and over the work order quantity, so a good run is not blocked by a rounding rule.

Stop, reopen, and return

Stop an order mid-run, reopen it, and return unconsumed material to the source warehouse with the stock movement recorded.

Serial and batch from the order

Generate serial numbers or batch numbers for finished goods at the work order, so traceability starts before the first unit exists.

Sales order and project links

An order can carry its originating sales order and a project, which is how engineer-to-order work keeps its cost together.

A job card per operation

Each operation on the work order becomes a card at its workstation, drafted the moment the order is submitted.

Time logs

Start and complete on the card, or enter from and to times by hand. Either way the actual time feeds the actual operating cost.

Employee assignment

Who ran the operation, recorded on the card rather than reconstructed later from a shift roster.

Completed, scrap, and rejected quantity

Three separate numbers, plus a pending quantity so partial production does not distort the process-loss calculation.

Material against the card

Raise a material request and transfer stock against a single job card rather than the whole work order, when that is how the line actually draws material.

Corrective job cards

Rework captured as its own card, with its cost optionally added into finished goods valuation instead of quietly disappearing.

Inspection from the card

Raise a quality inspection for the production item directly from the job card at the point the operator sees the problem.

Downtime entry

Machine downtime in minutes against the workstation, which is what turns 'that machine is always broken' into a report.

Subcontracting order

The order to the supplier, with the supplied-items table built from the BOM so both sides agree on what is going out.

Service items

The processing cost is a non-stock service item, priced and accounted separately from the material it is performed on.

Material at the supplier

A send-to-subcontractor stock entry moves material to a supplier warehouse. It is still your stock, in a place you can report on.

Subcontracting receipt

Finished goods and scrap come back, and raw material is consumed by the backflush rule — BOM or actual transfer, your choice.

Subcontracting BOM

A stored relationship between a service item and the finished good, with conversion factor, so the mapping is not retyped every order.

Stock reservation

Reserve the committed material so it cannot be picked for something else while it is earmarked for the subcontractor.

Inspection required

Flag it on the BOM and a quality inspection template becomes mandatory. The receipt does not post without it.

Three points of inspection

Inbound on receipt, in-process at the job card, and outbound before delivery, each with its own template and criteria.

Reading-level criteria

Acceptance defined per reading with a value or a range, so 'passed' means a number somebody can go back and check.

Cost of poor quality

Rejected and scrap quantities on job cards roll up, so the cost of rework is a figure rather than an argument.

Operating cost in valuation

Workstation rates and actual operation time roll into the value of the finished item, not into a separate overhead bucket.

WIP accounting

Work-in-progress sits in its own warehouse with its own account, so the balance sheet shows what is on the floor.

Actual against planned

Material and operating variance on every order, from the same numbers the floor entered rather than a month-end estimate.

Cost from consumption

Take raw material cost from the actual consumption entry rather than the BOM, when what was used is what should be costed.

Scrap credited

Scrap and by-products carry their own rate and reduce the cost of the run they came from.

One posting, one trail

Manufacturing does not keep a second set of books. The entries the plant creates are the entries finance closes on, with the audit trail attached.