Manufacturing and BOM
Connect BOMs, production, quality, and cost
Simor ERP connects the engineering definition of a product with material planning, shop-floor execution, resource cost, quality, inventory, and finance.
The operational challenge
Why teams look for a better system
Manufacturers lose visibility when BOMs, work instructions, material consumption, labor time, quality checks, and finished-goods receipts are managed in separate tools. Cost variance appears late and production status is difficult to trust.
Simor Soft solution
Simor ERP creates an end-to-end production record: approved BOM and routing, planned materials and operations, production order, issues and time logs, quality and scrap, finished receipt, and accounting entries
Core capabilities
What the solution covers
Capabilities are connected through shared data, permissions, traceability, and reporting - not presented as isolated feature checklists.
- BOM components, revisions, and status control
- Routings with setup, run, queue, and move time
- Work centers, capacity, labor, and machine rates
- Production orders, material issue, and completion
- Quality points, checks, scrap, and subcontracting
- Cost rollups, production journals, and variance analysis
How it works
A workflow your team can follow
Release a production order from an approved BOM and routing, reserve or issue components, record resource time and scrap, perform quality checks, complete operations, and receive finished goods. Simor ERP posts material, resource, and receipt values into the appropriate journals.
Better visibility into capacity, progress, and exceptions
More defensible standard and actual production cost
Connected inventory and financial impact
Manufacturing control
Build a governed path from BOM revision to finished inventory
A manufacturing ERP should preserve the product definition used for each order and connect it to actual material, labour, quality, output, and cost.
A BOM is more than a component list
The bill of materials needs controlled units, quantities, scrap factors, substitutes, effective dates, revisions, and approval status. When an engineering change takes effect, open and future production orders may require different treatment. The system should show which revision an order used rather than rewriting history whenever the current BOM changes.
Multi-level assemblies create another question: should a subassembly be stocked, produced for the parent order, or purchased? A useful where-used view helps planners understand which finished products are affected by a component change or shortage. Simor ERP can connect these structures to product records, inventory locations, purchasing, reorder rules, and production planning.
Routing defines how the product is made
Routings identify operations, sequence, work centres, setup time, run time, queue time, move time, and resource rates. Capacity should reflect available people or machines rather than an unlimited calendar. A released work order then carries the approved operating steps to the shop floor, where employees can record time, quantity, scrap, and completion.
Real production rarely follows the perfect path. Materials arrive late, a machine becomes unavailable, output differs from plan, or an urgent order changes priority. The system needs controlled rescheduling and exception visibility so a planner can understand the consequence for material, capacity, delivery, and cost.
Cost and evidence
Compare planned cost with what the production order actually consumed
Manufacturing margin becomes defensible when every variance can be traced to a production event.
Issue the right quantity and unit
Reserve or issue components by warehouse and location. Record substitutions, additional issues, returns, lot or serial context where required, and material scrap without losing the link to the order.
Capture actual work
Time logs can record setup and run effort against operations. Resource rates and overhead rules then contribute to actual production cost instead of remaining disconnected estimates.
Receive finished and partial quantities
Completions should update finished inventory, work in progress, and accounting consistently. Partial output, rework, by-products, and unbuild activity need explicit treatment.
Explain the difference
Compare BOM quantity, routing time, and expected rates with actual material, labour, resource, overhead, scrap, and output. Investigate the driver before changing a standard.
Quality and traceability
Put checks where the risk occurs
Quality cannot be a note added after completion. Define the point, instruction, result, tolerance, responsibility, and response to failure.
A quality point may apply at material receipt, before an operation, after an operation, or before finished-goods release. The result can block progress, require approval, create rework, or record a nonconformance. Scrap should identify the product, quantity, reason, production order, and cost effect so recurring losses are visible.
Subcontracting adds an external handoff. The workflow should identify materials sent to the contractor, the operation expected, due dates, quantity returned, quality outcome, service cost, and remaining material. Without this record, purchasing, production, inventory, and finance can disagree about where goods are and what the finished unit cost.
For an Ontario manufacturer evaluating ERP, ask the vendor to run one representative product from demand through BOM explosion, supply planning, production release, material issue, time entry, quality, scrap, completion, inventory valuation, and accounting. Include a component shortage and a failed quality check. A live scenario reveals more than a menu tour because it tests the connections between modules.
Implementation questions
Evidence to request before selecting manufacturing ERP
- Can BOM revisions be approved and tied to the orders that used them?
- How are substitutes, scrap factors, co-products, and unit conversions controlled?
- Can planners see material and capacity constraints before releasing work?
- What happens when actual consumption exceeds the planned quantity?
- How are setup, labour, machine, subcontracting, and overhead costs calculated?
- Can a quality failure stop an operation or finished-goods release?
- Do partial completions update inventory and work in progress correctly?
- Can finance reconcile production value and variance to journal entries?
- Which screens, statuses, documents, reports, and integrations can be customized?
- Can stakeholders evaluate the working product with their own scenario?
Pilot scenario
Use a pilot product to test implementation fit
Select a product that is representative enough to expose real constraints but bounded enough to complete through the full workflow.
Prepare the item master, units, warehouses, approved BOM revision, routing, work centres, resource rates, supplier lead times, opening inventory, demand, quality instructions, and expected accounting. Run a normal order first. Then introduce a shortage, substitute component, partial completion, rejected quality result, extra labour, and scrap. Stakeholders should see how every exception changes status, supply, inventory, cost, and the delivery commitment.
Implementation acceptance should reconcile the production order rather than merely confirm that each screen opens. Compare planned and actual material, time, output, WIP, finished inventory, variance, and journal impact. Confirm permissions for planners, supervisors, operators, quality, warehouse, purchasing, and finance. Document who may revise a BOM, release an order, override material, approve scrap, reopen work, or change a cost rule.
Simor Soft can demonstrate the working product foundation and discuss how screens, reports, approvals, integrations, and production documents would be adapted. That conversation separates configuration from genuine custom development and gives the organization a clearer delivery boundary before migration or rollout begins.
Operational ownership
Own the exceptions after launch
Manufacturing control improves when unresolved work has a visible queue and a responsible role.
Review failed integrations, overdue production, component shortages, negative inventory, open quality failures, unexpected scrap, missing time, cost variance, and unreconciled journal activity. Define which signal requires immediate action, which belongs in a daily review, and which should inform a longer improvement cycle. This operating rhythm keeps the ERP record aligned with the shop floor after implementation support has ended.
Plan the first operating review
Thirty to sixty days after rollout, compare schedule adherence, shortage frequency, unplanned material, missing time, quality holds, scrap, output, and cost variance with the pilot baseline. Interview operators and planners about workarounds that reports cannot show. Keep improvements that preserve traceability, and assign larger process or customization requests to a prioritized roadmap.
Customization
Adapt the system without losing control
Production screens, statuses, documents, shop-floor steps, costing rules, quality gates, subcontracting flows, labels, and management reports can be adapted to each plant and product family.
Discovery, design, implementation, testing, data migration, deployment, training, and ongoing enhancement can be delivered as one managed engagement.
A practical next step
See how this would work in your organization
We can walk through the live product and discuss configuration, customization, migration, integration, and deployment.
Production definition
Keep product structure and shop-floor activity synchronized
Manufacturing control begins with governed items, BOMs, routings, work centres, revisions, and effective dates.
Define
Manage multilevel BOMs, substitutes, units, scrap factors, routings, resources, capacity, and revision history.
Execute
Release production, issue material, record labour and output, handle quality, subcontracting, scrap, and completion.
Learn
Compare plan with actual consumption, time, output, cost, and variance to improve future production decisions.