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CTM -the rationale behind it

When there are multiple options available for material and capacity planning why do you opt for CTM for my business scenario what is the rationale behind it  ?

This would be a definite question I anticipate during a high level client meeting for which I need to give a rationale answer (most of them know something about everything in SAP here and there but not really experts but  masquerade as experts there lies the hitch ),if you real experts sense something is inadequate in my below answer I need a supporting hand in fine tuning it.

Ideally my presentation  would go like this

ECC- material planning is carried out in sepearte step and the resulting planned orders are taken to capacity planning table and capacity planning is done in CM11 to CM25 screens  in most cases this has not worked adequately so I am skipping it.

SNP heuristics –this will plan the unconstrained demand released from MC90 across the location and/or locations or multilevel  ,no constraints like capacity or cost will be taken into account so I am skipping it

SNP optimizer-this will plan the unconstrained demand released from MC90 but we can apply constraints to it like cost (like in my case production cost and transport cost  by referring to the cost directory) and capacity constraints too can be applied.but it will not address plant level operations planning  so I am skipping it

PPDS hiuristics-this will plan but very vaguely but not to the point also it will not take capacity into account so I am skipping it

PPDS optimizer-this will plan resources and material simultaneously but this will be specific to some objective like set up time /lead time  etc. I tried it doesn’t appear accurate so I am skipping it.

SNP CTM-here I can match demand ,supply and resources accurately and also I have this option of  feeding PPDS planned orders into CTM and conduct a CTM run, I mean   those PPDS planned orders trickling into RRP3 arising out of PPDS heuristics run or any planned order coming from any segment like SNP optimizer or heuristics or PPDS optimizer or ECC planned order coming via PDS. And finally planned orders arising out of CTM run I can release it to shop floor managers directly for execution .

So CTM is the best bet .

Guess my rationale behind CTM  is almost correct .if any absurdities anywhere  I wish your help in straightening it

.i remember reading treasure island in my school days your inputs will be a real treasure to me

Former Member
Former Member replied


My favorite definition of insanity:

Insanity: doing the same thing over and over again and expecting different  results.

Albert Einstein

I recall some of your previous writings.  In these, you said that a former client assumed from his perception of your skills that you would be able to steer him through a new implementation project

PPDS implemention project

and I also recall subsequent postings that appeared to describe the conclusion of that engagement

APO to ECC migration.


traditional MRP

where the client's perception of the utility of the project up until that date was.....different.

In the end, what I may think about any person's sanity is irrelevant.  What does matter is what the client thinks, and what are his expectations.  Clients live in the world of Saṃsāra, not Nirvana.  When all is said and done, cost-benefit ratio usually carries more weight than any perception he may have of the consultant's abilities. Facts and concrete results become increasingly important when clients periodically evaluate the progress of a project.

And, so, I reach the end of my sermon.  A final favorite quote:

Those who cannot remember the past are condemned to repeat it.

George Santayana

Best Regards,


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