In make-to-order manufacturing, a sales-order demand drives production or procurement rather than producing every finished item for general stock. SAP planning can keep individual customer requirements and stock separate, depending on the planning strategy and configuration.
The planning trigger is the customer
A manufacturer may sell a standard machine alongside customer-specific variations. In pure make-to-order production, an individual sales-order requirement triggers planning for that customer's finished product. Materials, production capacity and delivery promises must be evaluated against the specific demand rather than assuming a common finished-goods pool.
SAP Learning describes planning strategy 20 as pure make-to-order. Individual sales-order segments are planned separately, and finished stock assigned to one order is not automatically interchangeable with stock for another. Actual behavior depends on the configured strategy and material master settings.
From sales demand to shop-floor work
Sales confirms customer requirements, commercial scope and requested dates. Planning checks the bill of material, routing, components and capacity. MRP proposes procurement or production receipts for uncovered requirements. Production executes the order, quality verifies output and logistics arranges delivery.
The handoff matters: a sales order is not a released production order; a planned order is not proof of material availability or sufficient work-centre capacity. Each point needs its own status and ownership.
Example: twelve customized control cabinets
A manufacturer receives an order for twelve control cabinets with a special wiring configuration. The sales order provides demand; planners review the approved BOM and component lead times. When a specialized switchgear part slips, the plant must reassess the completion promise even if standard cabinets are in stock.
A consultant traces the sales order through its planned order, production order, stock segment and delivery. Changes to the customer specification may require engineering and material replanning, not only a change to the sales document.
Not all make-to-order strategies are identical
Some approaches allow common assemblies or components to be built in advance while final assembly starts only after the sales order. This may reduce customer lead time while retaining customer-specific finishing. It differs from pure make-to-order and from make-to-stock, where forecasts largely drive finished-goods production.
Select the strategy by customization, demand stability, working capital, lead time and service commitments. Do not label all custom orders as identical SAP planning configurations.
Related Knowledge
production planning in a factory · engineering changes and production · factory warehouse operations. Return to Industries.