2.  is a concept of creating material plans and
production schedules based on the lead
times of a supply chain. However, even if
you create an MRP-based plan based on an
ideal factory model, problems may still
actually occur.

3.  are both techniques of supply chain
management.
 If we collectively call those methods MRP-
based supply chain planning,
 what are the characteristics and what are the
differences between MRP-based supply
chain planning and constraint-based supply
chain planning?

4. demand plans i.e. sales plans material plans, and production
plans
created independently from
constraints on production
created based on the lead times of
the supply chain

5. . If a schedule is created by determining the
"product remix",
i.e. products to manufacture and their BOM
(Bill of Materials) then exploding processes
and imposing loads on each operation will
result in a schedule that exceeds operation
capacity
because capacity constraints are not
reflected on the schedule.
If the operation capacity is sufficient then
the MRP-based schedule will be an optimal
just-in-time schedule in which the lead time
is minimized and throughput is maximized.

6.  materials are input and production schedules
are carried out exceeding production capacity.
 This results in in-process inventory that waits
for resources. Even with schedules created for
an ideal factory, there will be in-process
inventory that waits for resources, a build up of
excess inventory occur and some operations
that are suspended due to insufficient raw
materials.

7.  If there is leeway in operation capacity, the
MRP can be used as an initial plan and the
difference between the schedule and the actual
capacity can be solved by the schedule
controlled by the shop floor.
 However, if you try to match MRP directly with
actual production then demand should be
adjusted so as not to exceed the actual capacity
and you should repeatedly execute the MRP
over and over again.
 Therefore, an extremely high-speed MRP
system will be required.

8.  MRP was not as widely spread in Japan as it was in
Europe and the United States.
 This may have been because there was a gap
between the ideal factory and the actual factory and
that lead to the development of "KKD" ("kan"
meaning sense, "keiken" meaning experience, and
"dokyo" meaning courage) to respond to the reality
of the shop floor.
 The planning system of supply chain management
emerged as a form of planning that replaced the
"KkD" part with information technology that
furthered scientific planning.

9.  JIT (Just-in-Time) is a constraint-based
process management system.
 If we replace the word "constraint" with
"reality", most Japanese companies will
respond that it makes sense.
 However, in Europe and the U.S., since the
planning system was developed from an MRP-
based ideal factory model, the concept of
"constraints" is regarded as a fresh and new
concept.
 TOC (Theory of Constraints), is a methodology
that caused, together with Japan's TQC (Total
Quality Control), a paradigm shift for production
management in the U.S. in the 1980s.

10.  "Understand Supply Chain Management
through 100 words“
 Presented by
 Haitham el shennawy