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Work undertaken in collaboration with BPICS, Cincom (UK) Ltd and ICI Engineering supported by funding from the EPSRC (CDP). The project reviewed planning and scheduling procedures in over 30 industrial companies over a two‐year period to establish best practice in shop‐floor scheduling and to identify the key factors for scheduling success. Outlines the research approach briefly to provide a framework for the analysis of scheduling performance by industrial sector and by scheduling tool. This includes a powerful method for the performance measurement of supply‐chain management systems which allows the comparison of effectiveness in different operating environments and when using a variety of scheduling approaches. Important elements of the project were the review and comparison of scheduling performance in conventional MRPII environments (usually a manual activity based on expediting or the use of shop floor control) with that of more recent finite capacity‐based tools and a classification of scheduling approaches. Some clear lessons have been learned. Concludes by presenting these along with an outline of the success factors which underpin effective scheduling performance in the range of best practice companies identified.

Investigates the efficiency of finite capacity scheduling tools within companies which employ them. Presents research findings of the Liverpool STS Research Group into “best practice” in short‐term scheduling. Concludes with a list of key points drawn from the research.

This paper describes a research project funded by the Engineering and Physical Sciences Research Council. Twenty case‐study companies operating across a range of industrial sectors participated in the project. Sectors chosen for the development of these architectures were those where the use of the traditional manufacturing resource planning (MRPII) model is not the optimum operating solution. In particular, the paper describes the process mapping and analysis approach applied to the study of a sector‐based group of apparel manufacturing companies who collaborated in the research. The planning issues that confront the companies, the control solutions they employ in response to their present commercial environment as they seek to address the changing demands being made of the industry are outlined. A generic planning and control reference architecture developed from the study for the apparel sector is presented.

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