Delivery disputes rarely start on day one of production—they start at the sales promise. Customer wants four weeks; sales fears losing the deal and says three; planning tries overtime and subcontract. Success is luck; failure is claims and reputation. Guessed dates look like service but turn the plant into a buffer pad.
Connect sales promises to production capacity. Until connected, any date is a wish.
How Wishes Become Shop Debt
Sales cannot see bottleneck load—only inventory or "recently okay." Production cannot see promised-unscheduled pool—load gets inserted again and again. Subcontract treated as infinite. Three weeks later all wishes expire together; the shop must choose which customer to hurt.
Without ATP, CRM delivery fields are text. Text constrains nobody.
Minimum Way to Connect
- Before order: show bottleneck available weeks—over capacity must choose reschedule, overtime, or subcontract with cost.
- Promised orders occupy capacity; cancel or change releases—no verbal insertions off books.
- Sales and planning share one load chart—meetings discuss over-capacity orders only.
- Delivery attainment feeds sales performance—order volume alone encourages guessing.
The XYN digital intelligence system puts order occupation and planning load in one view. Delivery stops being guessed because heads must see capacity. See capacity and good service is real service.
