TEZ ERP for manufacturing
From demand to finished goods. One controlled production record.
A manufacturing ERP should explain more than how much raw material was purchased and how much finished stock was produced.
TEZ ERP connects demand, production planning, material requirements, procurement, manufacturing orders, work orders, production vouchers, job work, quality control, inventory and accounting.
Production planning · Single BOM · Process BOM · Material requirements · Work orders · Job work · QC · Traceability · Costing
- Raw Material
- Material Shortage
- Material Available
- Work in Process
- Semi-Finished Goods
- Finished Goods
- Rejected or On Hold
- External Job Work
It should answer:
- What must be produced?
- Which BOM will be used?
- What material is short?
- Which process is pending?
- What was actually consumed?
- What was produced, rejected or transferred?
- Which batch or serial number was consumed?
- Which batch or serial number was created?
- What did the finished product cost?
Accounting reports the result. A manufacturing ERP explains how it was created.
Accounting can record:
- Raw-material purchases
- Labour expenses
- Factory expenses
- Finished-goods sales
- Closing-stock value
- Production-related accounting entries
A manufacturing ERP must also explain
- Which demand triggered production
- Which BOM was selected
- What material was required
- What was available
- What was purchased or transferred
- What was issued to production
- Which department performed the work
- Which machine or resource was used
- How much labour and resource time was consumed
- What semi-finished output was created
- What moved to the next process
- What passed or failed quality control
- What became finished stock
- What variance occurred
- What the output actually cost
That is the manufacturing layer TEZ brings around accounting.
Which manufacturing model do you use?
TEZ supports more than one production structure.
Compare all seven manufacturing models
| Manufacturing model | Best suited for | Production structure | Execution control |
|---|---|---|---|
| Single BOM | Direct or relatively simple conversion of RM into FG | One defined material and cost structure | Direct production or production-level Work Order |
| Multi-Process BOM | Production passing through multiple operations or departments | Sequential processes with input, output, resource and department | Manufacturing Order with process-wise Work Orders |
| BOM Alternatives | One product manufactured using different approved formulations or routings | Multiple BOM definitions for the same finished product | Applicable BOM selected during Production Planning |
| In-House Production | Production performed using internal employees and resources | Material issue, departmental execution and output | Employee, department and resource responsibility |
| Job Work Inward | Processing customer-supplied material | Customer material receipt, consumption, output and return | Customer-wise material and production reconciliation |
| Job Work Outward | Sending company material to an external processor | Material outward, job-worker stock, processing and receipt | Job-worker material and output reconciliation |
| Hybrid Manufacturing | Combination of internal and outsourced operations | Selected processes performed internally or externally | Process-specific execution and material movement |
Your product does not determine the model. Your production process does.
Single BOM vs Multi-Process BOM
| Capability | Single BOM | Multi-Process BOM |
|---|---|---|
| Suitable for | Direct or simpler production | Sequential or routed production |
| Production trigger | Sales Order or independent Production Plan | Sales Order or independent Production Plan |
| Multiple BOMs for one product | Supported as alternative BOM definitions | Supported as alternative Process BOMs |
| Material-shortage analysis | Yes | Yes |
| Indent and procurement linkage | Yes | Yes |
| Manufacturing Order | Direct production may be used according to the configured workflow | Central order-specific execution document |
| Work Order | Production-level execution where required | Separate process-wise Work Orders |
| Department responsibility | Production department | Defined for each process |
| Resource or machine | Can be included | Defined process-wise |
| Semi-finished goods | Where applicable | Natural output of intermediate processes |
| Partial production | Yes | Process-wise partial production |
| Process transfers | Limited requirement | Stock movement between departments or stages |
| Quality control | Finished-goods or configured-stage QC | In-process, SFG and final QC |
| Costing | Material and applicable additional costs | Material, labour and resource cost by process |
| Best suited for | Assembly, mixing, packing or direct production | Fabrication, engineering, electricals and multi-stage processing |
Direct production control without unnecessary complexity. Or control through the actual routing.
Single BOM is appropriate where production can be represented through one defined relationship between input material and output.
A Single BOM can define applicable:
- Raw materials
- Semi-finished inputs
- Standard quantities
- Finished product
- Expected production quantity
- By-products
- Additional cost inputs
- Labour requirements
- Resource or machine cost
- Remarks
- Quality parameters
Production can begin from:
- Sales-Order Demand
- Use a customer order to initiate Production Planning.
- Independent Production Plan
- Create the production requirement directly for make-to-stock, replenishment, seasonal demand or management planning.
- Multiple BOM Alternatives
- Maintain more than one approved BOM for the same finished product and select the appropriate alternative during Production Planning.
- Full or Partial Production
- Record production through one or more entries. The balance remains visible until production is completed or closed according to the authorised process.
Single BOM may be used with applicable in-house production, Job Work Inward or Job Work Outward workflows.
Multi-Process BOM—also referred to as Process BOM—is designed for manufacturing where the product moves through a defined sequence of operations.
For each process, define applicable:
- Process name
- Process sequence
- Input items
- Input quantities
- Output items
- Semi-finished output
- Output quantity
- Department
- Resource or machine
- Responsible agent, user or job worker
- Labour requirement
- Resource time
- Quality parameters
- Process remarks
For example:
- Cutting
- Machining
- Assembly
- Testing
- Finishing
- Final Quality Control
Each process receives defined inputs and creates an output that can become the input for the next process. The business can see production as a sequence of controlled transformations rather than one final production entry.
Multi-Process BOM can also support internally executed processes, externally completed job-work processes or a combination of both.
Bring customer demand, stock requirements and management plans into one executable view.
A Production Plan can begin by pulling applicable pending Sales Orders or by adding production requirements independently.
Use customer demand to drive production.
- Sales Order
- Production Plan
- BOM Selection
- Shortage Analysis
- Manufacturing Order and Work Orders
- Production
- Finished Goods
- Order Fulfilment
This creates traceability between the customer requirement and the production activity initiated to fulfil it.
Produce independently of a customer order.
Use make-to-stock planning for:
- Minimum-stock replenishment
- Seasonal planning
- Forecast demand
- Standard production runs
- Buffer stock
- Management-directed output
Combine customer demand and planned stock requirements.
Use customer orders, reorder requirements, forecasts and management-directed production together without forcing the business into only one planning method.
What the planner can define
- Finished product
- Required quantity
- Customer or Sales Order reference
- Required completion date
- Company
- Plant or branch
- Production department
- Selected BOM
- Responsible agent or production team
- Priority
- Remarks
The Production Plan can combine:
- Sales-Order Demand
- Select applicable pending customer requirements that need production.
- Make-to-Stock Requirement
- Plan production for minimum-stock replenishment, seasonal demand, forecast requirements or buffer stock.
- Manual Production Requirement
- Add a management-directed production requirement without a Sales Order.
Select the BOM during Production Planning
One finished product may have more than one valid production method. TEZ can maintain multiple BOM alternatives for the same finished product. At the Production Plan stage, the authorised planner selects the BOM appropriate for that requirement.
The selection may depend on:
- Customer specification
- Material availability
- Plant or department
- Product grade
- Resource availability
- Job-work requirement
- Target cost
- Approved production method
The selected BOM becomes the basis for material requirements and execution.
Multiple BOM alternatives are not the same as Multi-Process BOM. A BOM alternative provides another approved way to manufacture the product. A Multi-Process BOM defines the sequential operations through which the selected product will be manufactured.
The selected BOM and planned quantity become the basis for material-shortage analysis, indenting, procurement and production execution.
Know the shortage before production begins
A Production Plan should reveal material readiness before production is released. TEZ can use the selected BOM and planned quantity to calculate the material requirement.
Review applicable:
- Required quantity
- Stock in hand
- Department stock
- Branch or plant stock
- Quantity already committed
- Pending indents
- Pending Purchase Orders
- Goods in transit
- Stock available at another location
- Shortage quantity
The shortage can then be addressed through:
- Internal Stock Transfer
- Move available material from another branch, warehouse or department.
- Indent
- Create a formal material requirement for stores, purchase or another location.
- Purchase Process
- Carry the shortage into Purchase Order, GRN, material acceptance and production availability.
- Production of Semi-Finished Material
- Where an input must itself be produced, initiate the applicable production requirement.
Do not discover the shortage on the shop floor.
Indent to material availability
Connect production requirements with stores and procurement. A production-related indent can identify:
- Required material
- Required quantity
- Requesting department
- Required date
- Production reference
- Available quantity
- Shortage
- Quantity issued
- Quantity pending
The requirement can be fulfilled through:
- Indent
- Stock Issue or Stock Transfer
or
- Indent
- Purchase Order
- GRN
- Stock Acceptance
- Production
- The production team sees what has been requested.
- Stores
- Stores teams see what must be issued.
- Purchase
- Purchase sees what must be procured.
- Management
- Management sees what remains short.
Convert the Production Plan into an executable production instruction.
In a Multi-Process flow, the Manufacturing Order brings the selected production structure into one order-specific execution document.
It can contain:
- Finished product
- Planned quantity
- Selected BOM
- Required processes
- Input materials
- Process outputs
- Departments
- Resources
- Assigned responsibility
- Planned quantities
- Applicable quality requirements
- Material readiness
- Remarks and supporting context
Order-Specific Adjustment
If a particular Manufacturing Order requires an additional material, changed quantity or specific execution instruction, the authorised user can modify the Manufacturing Order without changing the primary BOM master.
The master BOM remains the approved standard. The Manufacturing Order records the authorised exception for that specific production requirement.
Give every production stage a clear responsibility.
The Manufacturing Order can create Work Orders for the applicable processes.
Each Work Order can define:
- Manufacturing Order reference
- Process
- Department
- Responsible user, agent or job worker
- Input items
- Expected input quantity
- Expected output
- Planned quantity
- Resource or machine
- Required date
- Remarks
Work Orders can be monitored through their applicable status:
- Pending
- In Process
- Completed
Where partial production is recorded, the uncompleted quantity remains open for further execution.
Production Voucher: record what the process actually produced
The Production Voucher records actual execution against the applicable Work Order or production requirement.
Capture applicable:
- Work Order
- Process
- Production date
- Input material consumed
- Input batch or serial number
- Output item
- Output quantity
- Output batch or serial number
- Semi-finished or finished classification
- Resource usage
- Labour time
- Rejection
- By-product
- Variance
- Remarks
Full or partial quantities can be recorded. The remaining quantity stays available for subsequent production entries. For Multi-Process production, the accepted output can become the material available for the next process.
Raw material to WIP to finished goods. Follow the material through every stage.
Also tracked: Material Available Material Shortage Rejected or On Hold External Job Work
Production is not one entry. It is a controlled movement of material and value.
Stock transfer and acceptance
When the output of one process becomes the input for another, material can move through an internal Stock Transfer.
- Cutting Department Output
- Stock Transfer
- Assembly Department Acceptance
- Assembly Department Input
Where the configured process requires it, the receiving department can confirm the material received before it becomes available for further consumption.
- Produced
- Transferred
- Received
- Accepted
- Consumed
- Department-wise stock
- Process responsibility
- Quantity transferred
- Quantity received
- Batch or serial continuity
- Pending movement
- WIP visibility
- Material accountability
Keep internal and outsourced activity in one production structure.
Process customer-supplied material and track the resulting output.
Receive customer-owned material, perform the required production or processing activity and track:
- Customer
- Material received
- Batch or serial number
- Production requirement
- Selected BOM
- Expected consumption
- Actual consumption
- Output produced
- Rejection
- Customer material remaining
- Output returned
- Processing charges
- Customer billing
- Supporting documents
This maintains the distinction between:
- Company-owned material
- Customer-owned material
- Material consumed
- Material remaining
- Output produced for the customer
Send company material for outside processing without losing stock accountability.
Issue raw material or semi-finished goods to a job worker and track:
- Job Worker Master
- Job Work Order
- Material outward
- Delivery Challan
- Batch or serial number
- Material lying with the job worker
- Expected consumption
- Expected output
- Additional material issued
- Output received
- Actual material consumed
- Rejected output
- Balance material
- Material return
- Processing charges
- GRN or receipt
- Job-work status
- Supporting documents
- Job-work cost
This helps answer:
- What material is lying with each job worker?
- What output is expected?
- What has been received?
- What remains pending?
- What quantity was consumed?
- What balance material must be returned?
- What did the outsourced process cost?
- Internal Production
- Assign production responsibility to an employee, department or internal production team using company-owned materials and resources.
- Hybrid Production
- Complete selected processes internally and assign other processes to external job workers.
Job Work Inward and Job Work Outward can be used with applicable Single BOM and Multi-Process production structures.
Quality should be part of production—not a separate spreadsheet.
Define applicable quality parameters against raw material, semi-finished goods or finished goods. QC can be applied according to the manufacturing process.
- Inward QC
- Inspect applicable purchased material before production use.
- In-Process QC
- Inspect the output of a process before it moves to the next stage.
- SFG QC
- Approve semi-finished material before further consumption.
- Final QC
- Approve finished goods before they become available for dispatch.
A QC process can capture
- Parameter
- Standard or expected value
- Actual reading
- Tolerance
- Inspector
- Inspection date
- Remarks
- Approval
- Rejection
Quality steps can remain optional where the business does not require inspection at every stage.
Trace what was consumed and what was created.
TEZ supports applicable batch and serial numbers on both sides of production.
- Purchase or Existing Stock
- Material Issue
- Process Consumption
- Semi-Finished Output
- Department Transfer
- Finished-Goods Production
- Sale or Dispatch
- Input Traceability
- Identify which raw-material or SFG batch or serial number was consumed.
- Output Traceability
- Assign batch or serial numbers to the SFG or finished goods created.
- Movement Traceability
- Follow the applicable batch or serial number from purchase or existing stock through to sale or dispatch.
This supports investigation of:
- Material source
- Production Order
- Manufacturing Order
- Process movement
- Quality result
- Finished output
- Customer dispatch
Finished-goods cost should reflect how the product was made.
The BOM provides the standard. Production provides the reality.
- Standard ConsumptionWhat the BOM says should have been consumed.
- Actual ConsumptionWhat production actually consumed.
- VarianceThe difference requiring investigation or explanation.
- CostThe cost of the finished output created from that material.
Why consumption differs
- Excess material consumption
- Lower-than-expected consumption
- Process loss
- Yield difference
- Material substitution
- Rework
- Operator or machine variation
- Incorrect BOM assumptions
- Unrecorded material movement
Where consumption differs, the user can record the reason.
What goes into the cost
Depending on the configured production model, costing can consider applicable:
- Material Cost
- Raw materials and semi-finished goods consumed using the relevant maintained, batch, purchase or inventory cost basis.
- Labour Cost
- Defined labour rate multiplied by the labour time recorded.
- Resource or Machine Cost
- Defined hourly resource cost multiplied by actual or recorded usage.
- Job-Work Cost
- Charges associated with an outsourced process.
- Additional Production Cost
- Applicable overhead or additional cost inputs defined for production.
- Process Cost
- Accumulated material, labour, resource and job-work cost across production stages.
- Rejection and Variance Visibility
- Identify recorded material and output differences that may affect production cost, yield and profitability.
The objective is to move from purchase cost of material to the cost of the finished output created from that material.
The organisation’s final costing and inventory-valuation policy should be configured and validated with its finance team.
Reports for the shop floor. Control for management.
Applicable production reporting can include:
Fourteen production reports
- Production Plans
- What is planned, released, pending or completed.
- Material Shortage
- What is required, available, indented, ordered, in transit or short.
- Pending Indents
- Material requested but not fully issued or procured.
- Manufacturing Orders
- Order-level production structure, status and material readiness.
- Work Order Status
- Pending, in-process and completed work, including remaining quantities.
- Process-Wise Production
- Output and status by process, department, agent, job worker or resource.
- Consumption Analysis
- Expected consumption versus actual consumption.
- Production Variance
- Planned output versus actual output.
- QC Status
- Material or output awaiting, passing or failing inspection.
- Batch and Serial History
- Trace specific material and finished units across applicable transactions.
- Job Work Status
- Material issued, output received, material pending and job-worker position.
- RM, WIP, SFG and FG Stock
- Inventory by stage, location, department and applicable batch or serial number.
- Production Cost
- Material, labour, resource, job-work and other applicable cost components.
- Order Fulfilment
- Customer demand, production progress, finished availability and dispatch status.
What each manufacturing role needs to see
- Production Planner
- What must be produced, which BOM should be used and what material is short?
- Purchase Head
- Which shortages require procurement, what is already ordered and what is in transit?
- Stores
- What must be issued, against which production requirement, from which batch and in what quantity?
- Production Supervisor
- Which process is assigned, what input has been received and what output must be recorded?
- Quality Team
- What requires inspection, which parameters apply and what was approved or rejected?
- Job-Work Coordinator
- What material is with the job worker, what output is due and what remains pending?
- Plant Head
- What is planned, in process, delayed, partially produced, rejected or ready?
- Costing and Finance
- What material, labour, machine, job-work and additional cost created the output?
- Management
- Which orders are at risk, where production is blocked and where consumption or yield is outside expectation?
Production flexibility should not remove accountability.
Apply configurable control over activities such as:
- BOM creation and modification
- Alternative BOM selection
- Production Plan approval
- Material-shortage review
- Indent approval
- Manufacturing Order changes
- Additional material requirements
- Work Order responsibility
- Rate and cost access
- Material issue
- Departmental Stock Transfer
- Stock Acceptance
- QC approval and rejection
- Production Voucher posting
- Job-work material movement
- Production closure
Use role-based access across applicable:
- Companies
- Plants or branches
- Departments
- Stores
- Production processes
- Vouchers
- Reports
- Cost information
Maintain an audit trail showing who created, modified, approved or completed the applicable production transaction. Supporting documents can remain attached to the relevant BOM, Production Plan, Manufacturing Order, Work Order, Production Voucher, QC or job-work transaction.
Configure the control level
Not every manufacturer needs every production step. TEZ manufacturing can be shaped around whether the business requires:
- Sales-Order-driven planning
- Independent Production Plans
- Make-to-Order
- Make-to-Stock
- Single BOM
- Multi-Process BOM
- Multiple BOM alternatives
- Manufacturing Orders
- Process-wise Work Orders
- Production Vouchers
- Partial production
- Department-wise transfers
- Stock Acceptance
- Batch tracking
- Serial tracking
- Inward QC
- In-process QC
- SFG QC
- Final QC
- Job Work Inward
- Job Work Outward
- Labour costing
- Resource or machine costing
- Multi-plant operations
- Approval workflows
- Custom production reports
Advanced capability remains available without forcing every user through an unnecessarily complex process.
ERP production control vs machine automation
Define the correct system boundary. TEZ controls the business and transaction layer of manufacturing:
- Demand
- Plans
- Material
- Orders
- Consumption
- Output
- Quality
- Cost
- Inventory
- Finance
- Reporting
Real-time machine telemetry—such as PLC readings, sensor data, automated cycle counts, machine alarms or detailed OEE—may require MES, IoT or machine integrations.
Where required, that integration should be assessed separately based on:
- Machine capability
- Available interface
- Data frequency
- Required control
- Integration method
- Validation
- Exception handling
This distinction creates a credible manufacturing architecture instead of promising that one application performs every factory-system function.
Related TEZ capabilities
Bring us one finished product
We will map how you actually manufacture it.
Bring us:
- One finished product
- Its current BOM
- One production order
- Its process sequence
- One material-shortage example
- One quality-control sheet
- One job-work transaction
- One finished-goods cost calculation
We will demonstrate:
- Whether Single BOM or Multi-Process BOM fits
- How BOM alternatives should be maintained
- How Production Planning should begin
- How shortage and indenting should work
- How Manufacturing Orders and Work Orders should be structured
- How Production Vouchers should record actual output
- How WIP and SFG should move
- Where quality control should occur
- How batches and serial numbers should remain traceable
- How Job Work Inward and Outward should be controlled
- How production cost should be calculated
- Which reports each role requires
Do not show us only the accounting entry. Show us how the product is made.