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A framework is presented based on the MRP Evolution‐Information System Evolution (MEISE) grid to classify MRP users in terms of the diagonal band along the dimension of information processing system development. The classification scheme provides a guideline for the information system specialist to make necessary adjustments of information systems when they decide to upgrade their MRP systems. Furthermore, the MEISE grid also facilitates the organisation of information and production functions while maintaining overall co‐ordination. Finally, the operational implications of deviating from the diagonal band are discussed.

This paper addresses the importance of goal setting in the operations function. The importance of goal setting and its possible role in the implementation and operation of production systems is considered with particular emphasis on Material Requirements Planning (MRP). It has been argued that an operative goal setting process can improve employees' performance in any area of the organisation. Likewise, companies with a high‐level MRP system are expected to show high performance levels. This paper offers empirical support for these claims and further argues that the combination and interaction of the two processes results in synergistic effects. To support these arguments the paper draws on both theoretical studies and the results of a small regional survey.

The implementation process of any information system is a challenging task which becomes even more difficult when the system to be implemented is complex and requires significant organisational change, such as Manufacturing Resource Planning (MRP II). The study reported here was conducted to identify factors which affect the success of the implementation. This study extends prior research in the MRP II implementation area by evaluating more specific aspects of environmental and methodological factors such as an organisation′s willingness to change and consultant involvement in the MRP II implementation. This empirical study determined the association among environmental factors, methods of implementation, and MRP II success. A conceptual implementation model was developed and factors were identified which were associated with two measures of MRP II success. Two environmental factors and twelve methodological factors were identified as being associated with MRP II success. Based on the results of the study, an awareness and understanding of these factors will increase the success of future MRP II implementations.

MRP is a priority‐planning technique, not an execution tool. Waste can be avoided through the use of JIT as an execution tool, where only those materials which are actually needed on the factory floor are “pulled”, when they are needed. Describes a hybrid manufacturing system which incorporates the traditional MRP system and the Japanese JIT system in a single framework. The rationale is not whether MRP or JIT is better; it is how they complement each other in a hybrid system. Specifically, this framework attempts to integrate both MRP and JIT production. The integrated hybrid system can provide better production planning, scheduling and control. It employs the logic of MRP and JIT, but it eliminates some of the inherent problems and drawbacks in both systems.

This paper proposes a relationship between decision making and key qualities of business systems.

The authors explore the relationship between decision making and systems by contrasting the decision making in two well‐known systems: MRP and JIT. The two systems present two sets of opposing qualities. By considering the relationship between a decision and its environment, we propose that these sets of qualities are not unique to MRP and JIT. They arise from two general approaches to decision making. Having introduced the two approaches, we analyze three product development systems: Stage‐Gate, Agile and Lean.

In manufacturing, MRP is a push system; JIT is a pull system. MRP seeks perfection; JIT seeks consistency. MRP gives decision makers great discretion; JIT constrains decisions. These opposing qualities, and others, arise from two general approaches to decision making: outside‐in and inside‐out. As the difficulty of decisions increase, relative to a decision maker's ability, the cost of mistakes becomes significant. In these situations, the inside‐out approach should outperform the outside‐in approach. The inside‐out approach constrains decision making to limit the cost of errors. The outside‐in approach embraces complexity, exposing itself to more decision errors. In product development, the Lean and Agile systems exploit the inside‐out approach. They constrain decisions and reduce the cost of errors that arise from two sources. Lean addresses interactions, which add complexity to business systems. Agile addresses unpredictability, which adds uncertainty to business systems.

The relationships the authors propose show how decision making affects the development, control and performance of business systems.

Traditional computer‐based material requirements planning (MRP) systems are usually implemented on large, mini‐computer systems. The MRP module is frequently one, albeit a central one, of a complex of modules together referred to as MRP II or Manufacturing Resources Planning. These systems, although ideal for real‐life, day‐to‐day use, can present a problem when used for training purposes. The sheer number of facilities available and consequent complexity of use often means that a lengthy training period is required. Describes a PC‐based MRP simulation package which encompasses the main features of existing MRP packages available in industry. As such, the package is ideal for training purposes. It allows typical MRP activities to be performed and basic knowledge of the most important MRP features to be gained. Great emphasis has been placed on a user‐friendly interface. Describes the PC‐based training system, the first of a series which will eventually cover several MRP II modules.

States that a review of the literature on materials requirements planning (MRP) implementation in less developed countries in general, and in Egypt in particular, revealed that no systematic study has attempted to investigate how manufacturing companies have been implementing MRP systems. Thus attempts to investigate the state of the art of MRP implementation in Egypt. States the major mail survey findings of the 93 responses received, of which 52 were MRP companies which operated in quite different business environments within the Egyptian industrial sector. The findings of the current study may permit MRP managers and users to obtain a better understanding of MRP promoters, suggest some ideas for further research and acquaint the reader elsewhere in the world how manufacturing companies in less developed countries such as Egypt are implementing new production management systems like MRP systems. The findings of the study suggest that MRP implementation in Egypt is relatively similar to implementation in manufacturing companies in the newly industrialised countries in the west.

Material requirements planning (MRP) systems have become the most effective and widely used inventory control systems across the world. Many operation managers have found the vast knowledge that MRP systems provide is absolutely necessary to effectively and competitively succeed in the current global economy. Although MRP systems have been in existence for almost 25 years, they have had their share of problems and are both challenged and enhanced by new supply chain management techniques and enterprise resource planning (ERP) systems. As the world wide web evolves into a global market of information, the information provided by MRP systems, in particular ERP systems, will be necessary in order for businesses to compete in the global marketplace.

The purpose of this study is to investigate the supply and productivity improvements derived from implementing manufacturing resource planning (MRP II) practices.

The approach is a case study in a Greek aerospace company, using Hellenic Aerospace Industry, SA (HAI). The closed loop business operating system, MRP II is recognized as being an effective management system that has an excellent planning and scheduling capability, which can offer an increase in customer service, significant gains in productivity, higher inventory turns and reduction in material cost.

The implementation has included setting clear goals, following a formal implementation plan, using a project steering committee and project teams. However, some aspects such as limitations by Greek legislation, constraints in hardware, incomplete education and training of the personnel and the BOM data accuracy are discussed in the context of HAI Productivity and supply issues resulting from the implementation process are reviewed.

Although, the use of the MRP II system in industrial developed countries is extensive, in Greece it is still in its infancy.

This study contributes to the literature on MRP II in the Greek aerospace industry.

A theoretical model for MRP implementation is presented. Much has been written about MRP and its introduction into an organisation, but the low overall success rate of implementation shows the poor level of understanding and control of the implementation process itself. The basic MRP system, its derivatives and the need for a model are discussed. The results of successful implementation such as reduced inventory and improved customer service level are discussed. This model could also be applied to other organisation‐wide systems, such as Just‐in‐Time manufacturing, if modified.