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See the Introduction to the Book and Download the Table of Contents

"Your presentation and the one earlier blew my mind - I always felt there was something not right with MRP but I could never put my finger on it. I now understand why. THANK YOU!!!!” 


The above quote is from a planner who attended two webinars we did in 2017 as part of preparation in writing this book.  This is a book more about a problem than a solution.  The book on the solution has been written.  Demand Driven Material Requirements Planning was published in 2016.  So, why write the book on the problem after the book on the solution? 


Quite simply, we made a miscalculation.  We underestimated the strength of inertia across industry, academia, consulting and software.  In order to grasp the contents of a book about a solution one must be compelled to open a book about a solution in the first place.  The book jacket can only go so far.  Furthermore, we have discovered that common sense does NOT sell itself.  One must often thoroughly understand the nature of the solution before one can relate to and/or grasp the totality of the solution. 


This will be our third book collaboration.  The first was the third edition of Orlicky’s Material Requirements Planning.  The second was Demand Driven Material Requirements Planning.  This book fills a small but absolutely vital gap between the two works.  People have known for quite some time that something is wrong with conventional planning.  In our two previous collaborations we have talked about the disastrous effects of conventional planning on companies and people.  We presented lists of problems and cited large amounts of data proving the existence of these effects.  Yet something was missing; EXACTLY why those effects occur.  Something that when revealed is so incredibly obvious, but flies in the face of everything we thought was the secret of success in planning.


Thus, this book became a requirement in order to systematically break down the inertia and usher in a new era of planning and execution across supply chains.  So, we return to the problem to make a clear and definitive case for what to change and then discuss a framework in which change can occur. 


Hang on to your seat.  If you are a planner, supply chain professional or even ERP sales person this book may cause you a certain level of discomfort.  Hopefully, after reading this, you will be able to say, “I always felt there was something not right with MRP but I could never put my finger on it. I now understand why.”


But this is not just a book about planning. This book also introduces a completely new management model for the complex and volatile world we live in today – a management model that is not possible without fixing conventional planning.


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