Exception messages alert the planner to situations where the planning solver needs planner intervention.
These are the exception messages that the planning solver issues, see Exception Messages:
Changes Recommended for Sales Orders
Days of Supply Exceeds Fixed Days Supply
Demand Quantity Not Satisfied
Demand Satisfied Using End Item Substitution
Forecasts Pulled-in
Items With a Shortage
Items Below Safety Stock
Items with Excess Inventory
Late Replenishment for Forecast
Late Replenishment for a Pull-in Forecast
Late Replenishment for a Pull-in Sales Order
Late Replenishment for Sales Order
Late Supply Pegged to Forecast
Late Supply Pegged to Sales Order
On Time Orders
Order Sourced from Alternate Facility
Order Sourced from Alternate Supplier
Order with Insufficient Lead Time
Orders to be Cancelled
Orders to be Rescheduled In
Orders to be Rescheduled Out
Past Due Orders
Past Due Sales Orders
Planned Order Uses Alternate BOM/Routing
Planned Order Uses Substitute Component
Planned Order Uses Alternate Resource
Resource Overloaded
Sales Order/Forecast at Risk Due to a Resource Shortage
Sales Order/Forecast at Risk Due to Material Shortage
Sales Orders Pulled in
Sourcing Split Percentage Violated
Supplier Capacity Overloaded
These are explanations of the exception messages that the planning solver issues.
The planning solver issues this exception message is generated each time there is a change in the following:
Material availability date
Schedule arrival date
This is some of the information displayed for this exception:
Sales order number with reference to line number
Old schedule date (Suggested due date)
New schedule date (Demand satisfied date)
The planning solver issues this exception message when:
You are using order modifier fixed days supply
Days of Supply is larger than Fixed Days Supply
It usually occurs because of capacity constraints or other order modifiers that make the planning solver create planned orders for quantities that do not match demand for the FDS window.
You can access it from the Supplies view and from the Material Plan view. You can drill from it to the Supplies, Items, BOMs, and Material Plan views.
This is some of the information displayed for this exception
Organization
Item
Item Category
From Date
To Date
Days of Supply
Fixed Days Supply
Excess Days of Supply: The absolute difference between Days of Supply and Fixed Days Supply
For any demand pegged to supplies, the supply quantities are less than the demand quantity. The planning solver issues this exception message for demands at all levels of the supply chain bill of materials.
The planning solver delays the demand until the end of the planning horizon and issues this exception is there is no demand on the plan horizon end date.
This is some of the information displayed for this exception:
Partial Planned Date: The date on which the order is partially planned
Partial Planned Quantity: Quantity of the order that is planned on partial Planned date
Quantity Mismatch: Quantity of the order that has not been planned; the shortage quantity, Demand quantity – Total pegged supply quantity
Value of Order: Order quantity * Price
Value of Order (Unplanned Portion): Unplanned order quantity * Price
The planning solver plans to satisfy an end item demand using a supply order with a substitute item. If it satisfies a demand with multiple planned orders, it issues an exception for each supply order with the substitute item.
For example, the substitution chain is PSS7001 > PSS7002 > PSS7003 > PSS7004. The planning solver can satisfy demand for:
PSS7001 using PSS7002, PSS7003, or PSS7004
PSS7002 using PSS7003 or PSS7004
PSS7003 using PSS7004
The substitute quantity is from the item relationships.
A piece of the information displayed for this exception is Value of Order: Order quantity * Price.
This message is flagged for all Forecasts that have the Revised Demand Date populated. It indicates:
Quantity that has been satisfied by the Revised Demand Date
Quantity that has been satisfied by the Demand Date
For example, there is a Forecast for Item-A, with a Firm Date (Scheduled Date) of January, 25th 2010 for a quantity of 100 units in Org D2. The Revised Demand Date on this Forecast is January, 15th 2010. The supplies pegged to this Forecast are:
Supply1: Quantity of 50 units on January 15th, 2010
Supply2: Quantity of 20 units on January 12th, 2010
Supply3: Quantity of 30 units on January 18th 2010
Quantity satisfied by Forecast’s Revised Demand Date of January 15th 2010 is 70 units while Quantity satisfied by Forecast’s Demand Date of January 25th 2010 is 100 units.
Some of this information displayed for this exception includes:
| Field | Explanation |
| Organization | |
| Item | |
| Item Category | |
| Demand Date | Due date of the demand for the forecast (Firm Date) |
| Quantity | Quantity of the line (Firm Quantity) |
| Revised Demand Date | Pull-in due date of demand for the forecast |
| Customer | Customer on the forecast |
| Customer Site | Customer site |
| Priority | Priority on the demand line |
| Revised Demand Priority | Pull-in priority on the forecast |
| Demand Class | Demand Class on the demand Line |
| Quantity Satisfied by Revised Demand Date | Quantity that can be planned by the demand date (Scheduled Demand Date) |
| Value of Delay | Calculated Fact: Delayed Quantity * Price |
An item has negative projective available balance at the end of the planning bucket.
In this example, the planning solver issues these Items With A Shortage exception messages:
Projected available balance -50 units
Days 5 & 6: Projected available balance -200 units on both days
| - | Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | Day 6 | Day 7 |
|---|---|---|---|---|---|---|---|
| On Hand | 0 | 50 | -50 | 50 | 0 | -200 | -200 |
| New Supply in bucket | 100 | 0 | 200 | 50 | 100 | 0 | 200 |
| Demand in bucket | 50 | 100 | 100 | 100 | 300 | 0 | 0 |
| Projected Available Balance | 50 | -50 | 50 | 0 | -200 | -200 | 0 |
This is some of the information displayed for this exception:
From Date: The start date of the first planning time bucket in which the item has a shortage
To Date: The start date of the last planning time bucket in which the item has a shortage
Days of Shortage: Number of workdays the item is short, based on the manufacturing calendar of the organization. As long the shortage quantity remains the same in successive planning time buckets, the planning solver issues one exception message and extends To Date.
Value of Shortage: Shortage quantity * Item standard cost
Projected available balance for a planning bucket is below the specified safety stock level for the planning bucket.
Since Oracle Rapid Planning uses the period-of-cover safety stock basis, safety stock is the amount required to cover demand for the target days.
In this example, the planning solver issues these Items Below Safety Stock exception messages:
Day 2: 50 [300 – 250]
Day 3: 250 [500 – 250
| - | Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | Day 6 | Day 7 |
|---|---|---|---|---|---|---|---|
| On Hand | 0 | 350 | 250 | 250 | 550 | 350 | 350 |
| New Supply in bucket | 400 | 0 | 100 | 400 | 100 | 0 | 0 |
| Demand in bucket | 50 | 100 | 100 | 100 | 300 | 0 | 0 |
| Safety Stock Target (Days) | 3 | 3 | 3 | 3 | 3 | 3 | 3 |
| Safety Stock Target (Quantity) | 250 | 300 | 500 | 400 | 300 | 0 | 0 |
| Projected Available Balance | 350 | 250 | 550 | 550 | 350 | 350 | 350 |
This is some of the information displayed for this exception:
From Date: The start date of the first planning time bucket in which the item is below safety stock
To Date: The start date of the last planning time bucket in which the item is below safety stock.
Projected Available Balance : On To Date
Quantity Below Safety Stock: Safety Stock Target (Quantity) – Projected Available Balance. As long the below safety stock quantity remains the same in successive planning time buckets, the planning solver issues one exception message and extends To Date
Days of Shortage: Number of workdays the item is below safety stock, based on the organization manufacturing calendar
Value of Shortage: Quantity below safety stock * Item standard cost
The projected available balance on a particular day exceeds Safety Stock Target (Quantity) for that day
If you want to see only the exceptions above a certain threshold, specify the threshold in the search area on the Exceptions tab.
In this example, the planning solver issues these Items With Excess Inventory exception messages:
Day 1: 100 [350 – 250]
Day 4: 150 [550 – 400]
Day 5: 50 [350 – 300]
Day 6: 350 [350 – 0]
Day 7: 350 [350 – 0]
| - | Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | Day 6 | Day 7 |
|---|---|---|---|---|---|---|---|
| On Hand | 0 | 350 | 250 | 250 | 550 | 350 | 350 |
| New Supply in bucket | 400 | 0 | 100 | 400 | 100 | 0 | 0 |
| Demand in bucket | 50 | 100 | 100 | 100 | 300 | 0 | 0 |
| Safety Stock Target (Days) | 3 | 3 | 3 | 3 | 3 | 3 | 3 |
| Safety Stock Target (Quantity) | 250 | 300 | 500 | 400 | 300 | 0 | 0 |
| Projected Available Balance | 350 | 250 | 550 | 550 | 350 | 350 | 350 |
This is some of the information displayed for this exception:
From Date: The start date of the first planning time bucket in which the item has excess inventory
To Date: The start date of the last planning time bucket in which the item has excess inventory.
Projected Available Balance: On To Date
Quantity of Excess: Projected Available Balance - Safety Stock Target (Quantity). As long the excess inventory quantity remains the same in successive planning time buckets, the planning solver issues one exception message and extends To Date
Days of Excess: Number of workdays the item has excess inventory, based on the organization manufacturing calendar
Value of Excess: Quantity of excess * Item standard cost
The supplies for a forecast are due later than the forecast’s due date. For example, there is a forecast for item A due 25 January for quantity 100 in organization D2. The supplies pegged to this sales order line are:
Supply 1: Quantity 50 and due date 23 January
Supply 2: Quantity 20 and due date 25 January
Supply 3: Quantity 30 and due date 27 January
Demand satisfied date is 27 January (from Supply 3). Days late are 2. Quantity satisfied by forecast date is 70 (from Supply 1 and Supply 2).
This is some of the information displayed for this exception:
Demand Date: The Requested Date of the forecast.
Days Late: Difference between the Planned Date and the Demand Date, based on the manufacturing calendar of the organization
Value of Forecast: Forecast Quantity * Price
Value of Delay: Delayed quantity * Price
This exception message is flagged when the planning logic detects that supplies for a sales order line are due later than the sales order line’s Revised Demand Date. For example, there is a sales order line for Item-A, with a Firm Date (Scheduled Date) of January, 25th 2010 for a quantity of 100 units in Org D2. The Revised Demand Date on this Sales Order is January, 15th 2010. The supplies pegged to this Sales Order are:
Supply1: Quantity of 50 units on January 15th, 2010
Supply2: Quantity of 20 units on January 12th, 2010
Supply3: Quantity of 30 units on January 18th 2010
Demand satisfied date on this order line is January, 18th 2010.
Days late are 3.
Quantity not satisfied by sales order line Revised Demand Date of January 15th 2010 is 30 units.
Some of the information shown for this exception includes:
| Field | Explanation |
| Organization | |
| Item | |
| Item Category | |
| Order, Line Number | |
| Demand Date | Due date of demand for the sales order (Firm Date) |
| Demand Satisfied Date | Date when the order is currently satisfied |
| Order Line Quantity | Quantity of the Line (Firm Quantity) |
| Revised Demand Date | Pull-in due date of demand for the sales order |
| Customer | Customer on the order |
| Customer Site | Customer site |
| Priority | Priority on the Order Line |
| Revised Demand Priority | Pull-in priority on the Order Line |
| Demand Class | Demand Class on the Order Line |
| Quantity not Satisfied by Revised Demand Date | Quantity that is not planned by the due date |
| Days Late (calculated) | Calculated fact: Number of days the order is planned late |
| Value of Order | Calculated fact: Quantity * Price |
| Value of Delay | Calculated Fact: Delayed Quantity * Price |
This exception message is flagged when the planning logic detects that supplies for a forecast are due later than the forecast’s Revised Demand Date. For example, there is a forecast for Item-A, with a Firm Date (Scheduled Date) of January, 25th 2010 for a quantity of 100 units in Org D2. The Revised Demand Date on this forecast is January, 15th 2010. The supplies pegged to this forecast are:
Supply1: Quantity of 50 units on January 15th, 2010
Supply2: Quantity of 20 units on January 12th, 2010
Supply3: Quantity of 18 units on January 17th, 2010
Supply 4: Quantity of 12 units on January 18th, 2010
Demand satisfied date on this forecast is January, 18th 2010.
Days late are 3.
Quantity not satisfied by forecast’s Revised Demand Date of January 15th 2010 is 30 units.
Some of the information shown for this exception includes:
| Field | Explanation |
| Organization | |
| Item | |
| Item Category | |
| Demand Date | Due date of the forecast (Firm Date) |
| Demand Satisfied Date | Date when the forecast is planned |
| Quantity | Forecast quantity (Firm Quantity) |
| Revised Demand Date | Pull-in due date of demand for the forecast |
| Customer | Customer on the forecast |
| Customer Site | Customer site |
| Priority | Priority on the Order Line |
| Revised Demand Priority | Pull-in priority on the forecast |
| Demand Class | Demand Class on the demand Line |
| Quantity not Satisfied by Revised Demand Date | Quantity that is not planned by the due date |
| Value of Forecast | Calculated fact: Forecast Quantity * Price |
| Value of Delay | Calculated Fact: Delayed Quantity * Price |
The supplies for a sales order line are due later than the sales order line’s schedule date. For example, there is a sales order line on item A, with a scheduled date of 25 January for quantity 100 in organization D2. The supplies pegged to this sales order line are:
Supply 1: Quantity 50 and due date 23 January
Supply 2: Quantity 20 and due date 25 January
Supply 3: Quantity 30 and due date 27 January
Demand satisfied date is 27 January (from Supply 3). Days late are 2. Quantity satisfied by sales order line schedule date is 70 (from Supply 1 and Supply 2).
This is some of the information displayed for this exception:
Demand Date: The Requested Date of the sales order.
Days Late: Difference between the Planned Date and the Demand Date, based on the manufacturing calendar of the organization
Value of Forecast: Sales Order Quantity * Price
Value of Delay: Delayed quantity * Price
A forecast demand will be satisfied late because supplies that peg to it are late.
This is some of the information displayed for this exception:
Supply Order Demand Date: The date when the supply order should have been created to meet the forecast on time
Supply Order Due Date: Actual supply date of the supply order
Supply Days Late: Supply order demand date – Supply order due date, based on the organization manufacturing calendar of the demand
A sales order demand will be satisfied late because supplies that peg to it are late that is satisfied late.
This is some of the information displayed for this exception:
Supply Order Demand Date: The date when the supply order should have been created to meet the forecast on time
Supply Order Due Date: Actual supply date of the supply order
Supply Days Late: Supply order demand date – Supply order due date, based on the organization manufacturing calendar of the demand
The planning solver sources a planned order from an alternate facility
This is some of the information displayed for this exception:
Source Org: The alternate facility
Value of Order: Order quantity * Cost
The planning solver sources a planned order from an alternate supplier
This is some of the information displayed for this exception:
Supplier: The alternate supplier
Supplier site: The alternate supplier site
Value of Order: Order quantity * Cost
The planning solver detects that a supply order needs to be completed in less time than the minimum processing time required to meet the demand. If the planning solver plans the order according to its lead-time, it would start in the past (before the planning horizon start date).
The planning solver issues this exception message only when an order start date is scheduled to be before the horizon start date. It never generates it when the plan start date is later than the horizon start date.
To calculate order start date, the planning solver uses the item lead time offset (for unconstrained plan) or routing level processing times (for constrained plans) and then backward schedules from its due date. It considers all the relevant calendars associated with each part of the supply chain model.
This is some of the information displayed for this exception:
Compression Days: Number of days the order is compressed, based on the organization manufacturing calendar; Horizon Start – Order Start
Value of Order: Order quantity * Item standard cost
This exception message appears when the planning solver suggests that you cancel a supply order. It occurs when the planning solver detects a non-firm supply order that you do not need to satisfy demand or safety stock requirements.
A piece of the information displayed for this exception is Value of Order: Order quantity * Cost
The planning solver suggests that you reschedule an existing supply order to an earlier date. It occurs when the planning solver detects a non-firm existing supply order with a due date that is later than it suggests (suggested order date). The planning solver continues to plan lower bill of material levels as if you accept the suggestion.
This is some of the information displayed for this exception:
Order Number: The start date of the planning time bucket in which the supplier capacity is overloaded
Original Due Date (From Date): The current due date
Suggested Due Date: New due date that the planning solver recommends; no earlier than the plan horizon start date.
Reschedule Days: Number of workdays between the original and suggested due dates, based on the organization manufacturing calendar.
Value of Order: Quantity * Item standard cost
The planning solver suggests that you reschedule an existing supply order to a later date. It occurs when the planning solver detects a non-firm existing supply order with a due date that is earlier than it suggests (suggested order date). The planning solver continues to plan lower bill of material levels as if you accept the suggestion.
This is some of the information displayed for this exception:
Order Number: The start date of the planning time bucket in which the supplier capacity is overloaded
Original Due Date (From Date): The current due date
Suggested Due Date: New due date that the planning solver recommends; no earlier than the plan horizon start date.
Reschedule Days: Number of workdays between the original and suggested due dates, based on the organization manufacturing calendar.
Value of Order: Quantity * Item standard cost
Supply orders and planned orders have order (start) dates or due dates in the past (before the planning horizon start date).
For non-firmed supply orders, the planning solver also issues exception message Orders to be rescheduled out.
This is some of the information displayed for this exception:
Order Number: The start date of the planning time bucket in which the supplier capacity is overloaded
Suggested Due Date: No earlier than the plan horizon start date
Days Past Due: Number of workdays past due, based on the organization manufacturing calendar; Due date – Horizon start date
Value of Order: Quantity * Item standard cost
The schedule date of the sales order line is earlier than the plan horizon start date.
This is some of the information displayed for this exception:
Days Past Due: Number of workdays past due, based on the manufacturing calendar of the organization
Value of Order: (Quantity on Sales Order * Price)
The planning engine uses an alternate bill of material or routing in a planned order or detects a firm planned order with an alternate bill of material or routing.
A piece of the information displayed for this exception is Order Value: Order quantity * Item standard cost
The planning engine uses an alternate resource in a planned order or detects a firm planned order with an alternate resource.
This is some of the information displayed for this exception:
Quantity: Units of the primary and alternate resources used
Value of Order: Order quantity * Item standard cost
Resource units from alternate: Units of the alternate resource used
The planning engine uses a substitute component in a planned order or detects a firm planned order with a substitute component.
A piece of the information displayed for this exception is Value of Order: Order quantity * Cost
In a planning time bucket, the resource required capacity is more than the resource available capacity. Resources could be overloaded in constrained plans because of firm supplies that have associated resource consumption. In unconstrained plans, resources could be overloaded to meet demand requirements on time.
This is some of the information displayed for this exception:
Start Constraint Date: Date that the overload starts
End Constraint Date: Date that the overload ends
Resource Load Ratio (%): (Resource requirement / Resource availability) * 100
Typically issued in an unconstrained plan when the sales order or forecast is still planned on time even in the absence of resource availability. This exception message details the end demands that are at risk because of being pegged to supply orders with resources with insufficient capacity.
Typically generated in an unconstrained plan when the sales order or forecast is still planned on time even in the absence of material availability (because of the plan being unconstrained). This exception details the end demands that are at risk because of being pegged to supply orders with material shortages
This message is flagged for all Sales Orders that have the Revised Demand Date populated. It indicates:
Quantity that has been satisfied by the Revised Demand Date
Quantity that has been satisfied by the Demand Date
For example, there is a Sales Order for Item-A, with a Firm Date (Scheduled Date) of January, 25th 2010 for a quantity of 100 units in Org D2. The Revised Demand Date on this Sales Order line is January, 15th 2010. The supplies pegged to this Sales Order are:
Supply1: Quantity of 50 units on January 15th, 2010
Supply2: Quantity of 20 units on January 12th, 2010
Supply3: Quantity of 30 units on January 18th 2010
Quantity satisfied by Sales Order Line Revised Demand Date of January 15th 2010 is 70 units while Quantity satisfied by Sales Order Line Demand Date of January 25th 2010 is 100 units.
Some of the information shown for this exception includes:
| Field | Explanation |
| Organization | |
| Item | |
| Item Category | |
| Demand Date | Due date of demand for the sales order (Firm Date) |
| Quantity | Quantity of the line (Firm Date) |
| Revised Demand Date | Pull-in due date of demand for the sales order line |
| Customer | Customer on the order |
| Customer Site | Customer site |
| Priority | Priority on the demand line |
| Revised Demand Priority | Pull-in priority on the Order Line |
| Demand Class | Demand Class on the Sales Order Line |
| Quantity Satisfied by Revised Demand Date | Quantity that can be planned by the revised demand date |
| Value of Order | Calculated fact: Quantity * Price |
Use this profile option to specify the tolerance that you allow between sourcing percentages and the actual percentages in a split sourcing window. If the difference is outside the tolerance, the planning solver issues the exception message.
If the last window of the planning horizon is shorter than all of the other windows, the planning solver does not issue the exception message.
This is some of the information displayed for this exception:
Item
Supplier
Supplier Site
Source Organization (if the source is an organization and not a supplier)
From Date: The start date of the first split sourcing window in violation
To Date: The end date of the last split sourcing window in violation. When the percentage of variation remains the same in successive windows, the planning solver uses the exception message from the previous window and extends the end date.
Allocated Percentage: The sourcing rule split percentage
Planned Percentage: The actual cumulative split percentage
Percent Variation: Planned Percentage - Allocated Percentage
In a planning time bucket, the supplier required capacity is more than the supplier available capacity.
The amount of overload is Required capacity of the bucket - Cumulative available capacity of the bucket. Load ratio is a percent and its calculation is (Required quantity / Cumulative available quantity) * 100.
The planning solver consumes supplier capacity is through backward then forward netting of capacity from the demand date. The calculation of supplier capacity utilization is Capacity consumed / Supplier capacity per day. The planning solver issues this exception message only on the days that have utilization over 100%.
In this example:
Row Order Qty shows orders that use up the supplier capacity.
Since supplier capacity is cumulative, the planning solver can consume more than the capacity on a specific day. For example, on day D3, the planning solver can backward consume up to quantity 40
| - | Day 0 | Day 1 | Day 2 | Day 3 | Day 4 | Day 5 | Day 6 | Day 7 |
|---|---|---|---|---|---|---|---|---|
| Supplier Capacity | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 |
| Order Quantity | - | - | - | 40 | - | - | - | 30 |
| Capacity Consumed | 0 | 10 | 10 | 20 | 10 | 10 | 10 | 0 |
| Utilization Percentage | 0 | 100 | 100 | 200 | 100 | 100 | 100 | 0 |
Some of the information displayed for this exception is From Date: The start date of the first planning time bucket in which the supplier capacity is overloaded
Metrics are indicators of plan quality.
The planning solver calculates these metrics based on data from the plan.
The planning solver derives these metrics from exception messages, most often by aggregating facts associated with them related exceptions. These metrics include:
The count: Number of the exceptions; for example, the number of exception message Past Due Orders that the planning solver issues in the plan run
Quantity: Number of pieces involved in the exception; for example, shortage quantity
Value: In functional currency of the exception; for example, the Quantity * Cost of exception messages Orders to be Rescheduled In
Days: Duration of the exception; for example, days below safety stock represented by the exception messages Items Below Safety Stock
Ratio: Ratio of exception occurrences to a baseline; for example; the supplier load ratio resulting from the exception messages Supplier Capacity Overloaded
These are explanations of the base metrics that the planning solver calculates.
The dimensional combination is Item-Organization-Week.
This metric is relevant for Oracle Advanced Planning Command Center
The dimensional combinations are:
All
Item Category
Organization
Item Category-Organization
Item-Organization
Item Category-Organization-Week
Item-Organization-Week
The percentage of component requirements that are fully available on-hand:
Aggregated to the dimensions that you specify
Over the clear to build horizon
The calculation is total component requirements vs component requirements in on hand.
This metric is relevant for Oracle Advanced Planning Command Center
The dimensional combinations are:
All
Item Category
Organization
Item Category-Organization
Item-Organization
Item Category-Organization-Week
Item-Organization-Week
The percentage of orders that are clear to build (have all their components completely pegged to on hand):
Aggregated to the dimensions that you specify
Over the clear to build horizon
The calculation is total make orders vs. make orders that are clear to build.
Derived Safety Stock is a quantity that can be viewed only in pre-seeded combinations All, Org, and Item-Org. Item-Org is a dimension for which Rapid Planning must pre-compute the metrics.
Value of Derived Safety Stock is quantity multiplied by price.
Fill rate of the end demands based on quantity satisfied on time. The planning solver calculates it at level Item-Organization-Customer-Site.
Total quantity satisfied on time / Total quantity of the demand
The dimensional combination is Item-Organization-Week.
This metric pertains to the pull-in feature. It can be viewed only in pre-seeded combinations.
Exception fact: Count of Exceptions
Exception fact value (functional currency): Value of order (quantity * price)
Exception fact, Quantity Satisfied by Revised Date: Quantity satisfied by revised demand date
Exception fact, Quantity Satisfied by Demand Date: Quantity satisfied by revised demand date
Pre-seeded dimensional combinations for display: All, Org, Item-Org. Oracle Rapid Planning must pre-compute metrics for Item-Org
Gross Margin % (percentage)
where
Total Cost = Manufacturing cost + Purchasing cost
The planning solver calculates this at level Item-Organization-Customer-Day. Day is the order Scheduled Ship Date.
The dimensional combination is Item-Organization-Week.
Annualized cost of goods sold in standard cost / Average projected available balance
where
Annualized cost of goods sole = (Item standard cost * Sum of [Independent demand quantity in plan * 365]) / Number of days in plan
Average projected available balance = Average of beginning value and ending value of each bucket
Demand lateness measured as the percentage of the number of end demand lines unsatisfied on their due date.
This metric pertains to the pull-in feature. It can be viewed only in pre-seeded combinations.
Exception fact: Count of Exceptions
Exception fact value (functional currency): Value of order (quantity * price)
Exception fact, Days: Days late
Exception fact, Quantity: Late Quantity:
Pre-seeded dimensional combinations for display: All, Org, Item-Org. Oracle Rapid Planning must pre-compute metrics for Item-Org
This metric pertains to the pull-in feature. It can be viewed only in pre-seeded combinations.
Exception fact: Count of Exceptions
Exception fact value (functional currency): Value of order (quantity * price)
Exception fact, Days: Days late
Exception fact, Quantity: Late Quantity:
Pre-seeded dimensional combinations for display: All, Org, Item-Org. Oracle Rapid Planning must pre-compute metrics for Item-Org
The dimensional combination is Item-Organization-Week.
Manufacturing cost value in functional currency
The standard costs collected into Rapid Planning are not rolled-up.
The planning solver calculates this at level Item-Organization-Day.
Percentage of on time demands, measured as the percentage of number of end demand lines unmet on due date
The planning solver calculates this at level Item-Organization-Customer-Day.
The dimensional combination is Item-Organization-Week.
The dimensional combination is Item-Organization-Week.
Purchasing cost value in functional currency.
The planning solver calculates this at level Item-Organization-Supplier-Day.
This metric is relevant for Oracle Advanced Planning Command Center
The dimensional combinations are:
All
Item Category
Organization
Item Category-Organization
Item-Organization
Item Category-Organization-Week
Item-Organization-Week
The percentage of orders that are ready to build (have all their components pegged to on hand, but not all their total quantities pegged):
Aggregated to the dimensions that you specify
Over the clear to build horizon
The calculation is total make orders vs make orders that are ready to build.
Resource utilization as a ratio of resource requirements to resource availability within the planning bucket
The planning solver calculates this at level Resource-Organization-Day.
Sum of [(Independent demand quantity * (List price - Discount)]
The planning solver calculates it at level Item Category-Organization-Customer-Day. Day is the order Scheduled Ship Date.
The number of days when the inventory at the end of a planning bucket is below minimum safety stock targets.
The planning solver calculates it at level Item-Organization-Day.
This metric pertains to the pull-in feature. It can be viewed only in pre-seeded combinations.
Exception fact: Count of Exceptions
Exception fact value (functional currency): Value of order (quantity * price)
Exception fact, Quantity Satisfied by Revised Date: Quantity satisfied by revised demand date
Exception fact, Quantity Satisfied by Demand Date: Quantity satisfied by revised demand date
Pre-seeded dimensional combinations for display: All, Org, Item-Org. Oracle Rapid Planning must pre-compute metrics for Item-Org
The dimensional combination is Item-Organization-Week.
Total number of days stocked out
Ratio of supplier capacity required to supplier available capacity
The planning solver calculates this at level Item-Organization-Supplier-Day.
Target Safety Stock is a quantity that can be viewed only in pre-seeded combinations All, Org, and Item-Org. Item-Org is a dimension for which Rapid Planning must pre-compute the metrics.
Value of Target Safety Stock is quantity multiplied by price.
The dimensional combination is Item-Organization
The percentage of orders that are ready to build (have all their components pegged to on hand, but not all their total quantities pegged):
The filter criteria for this metric must have filters for specifying the end item category, date range, items, and organizations.
The calculation is total pegged requirements for the component across all orders vs pegged requirements for the component across against non-on hand supply.
The dimensional combination is Item-Organization
The percentage of orders that are ready to build (have all their components pegged to on hand, but not all their total quantities pegged):
The filter criteria for this metric must have filters for specifying the end item category, date range, items, and organizations.
The calculation is total buy requirements against the supplier across all orders vs buy requirements against the supplier pegged against non-on hand supply.
The dimensional combination is Item-Organization-Week.
The dimensional combination is Item-Organization-Week.
The dimensional combination is Item-Organization-Week.
The dimensional combination is Item-Organization-Week.
The table below summarizes the list of metrics that have been introduced for the pull-in feature, which are based on exceptions defined above. This table contains the metric name and type.
| SN | Name of Metric | Metric Type |
| 1 | Late Replenishment for a Pull-in Sales Order (Count) | Number |
| 2 | Late Replenishment for a Pull-in Sales Order (Value) | Number |
| 3 | Late Replenishment for a Pull-in Sales Order (Days) | Number |
| 4 | Late Replenishment for a Pull-in Sales Order (Quantity) | Number |
| 5 | Late Replenishment for a Pull-in Forecast (Count) | Number |
| 6 | Late Replenishment for a Pull-in Forecast (Value) | Number |
| 7 | Late Replenishment for a Pull-in Forecast (Days) | Number |
| 8 | Late Replenishment for a Pull-in Forecast (Quantity) | Number |
| 9 | Sales Orders Pulled-in (Count) | Number |
| 10 | Sales Orders Pulled-in (Value) | Number |
| 11 | Sales Orders Pulled-in (Quantity by Revised Date) | Number |
| 12 | Sales Orders Pulled-in (Quantity by Demand Date) | Number |
| 13 | Forecasts Pulled-in (Count) | Number |
| 14 | Forecasts Pulled-in (Value) | Number |
| 15 | Forecasts Pulled-in (Quantity by Revised Date) | Number |
| 16 | Forecasts Pulled-in (Quantity by Demand Date) | Number |