Storage & Production Scenario Planner

Why this isn't shown as a bare "% of hours used." Production runs in concentrated batches when a SKU needs replenishing, not continuously through the month — a line can be entirely on-plan and still show a tiny fraction of monthly hours used, simply because it doesn't need to run every day. The number that actually answers "do we have enough production capacity" is how much demand growth the lines could absorb before scheduling becomes tight, which is what's shown above.

Note on scope. Al Kharj, Heet and Qassim are not part of the three-plant production capacity model (Riyadh, Jeddah, Dammam) above, so their dead stock is shown here for completeness but is not deducted from the Plant Breakdown capacity figures. Jeddah (F) and Jeddah (W) are combined into the single Jeddah figure used in that table.

This is a directional sensitivity tool, not a re-run of the detailed simulation. Storage and production needs are scaled proportionally from the validated baseline rather than recalculated day by day. The full model (day-by-day MRP/MPS across 1,645 days and every SKU) can show effects this page cannot, including reorder timing shifts, MOQ-driven lot constraints, and stockouts under stress — for any decision involving real budget or risk, confirm the number here against the detailed model before acting on it.

"Production capacity change" is not the same as a push strategy. A genuine push strategy means deliberately building inventory ahead of need to smooth capacity use — it would increase storage requirements as a direct consequence, not leave them untouched. This slider only models a change in available production capacity (more or fewer hours/shifts); it does not model the inventory build-ahead that a real push policy would create. Treat the Production card as "what if the lines can make X% more/less," not "what if we switch scheduling strategy."

Production status is shown network-wide, not per plant. Storage is broken out by Riyadh, Jeddah and Dammam because each has its own fixed capacity; production hours are not broken out the same way here because each plant's working-hour calendar differs (Dammam has no Saturday maintenance deduction; Riyadh and Jeddah do), and that per-plant detail was not independently re-verified for this lightweight page. The full model's 5_Capacity_Utilisation sheet has the true per-plant figures.

"Sales vs forecast" models a single alternate scenario, not risk or uncertainty. Moving that slider answers "what if the forecast was off by a fixed percentage," not "what is the range of likely outcomes." A proper treatment of forecast risk would draw on each SKU's demand variability (the same coefficient of variation behind its ABC-XYZ classification) and report a range, for example the capacity needed to cover 90% of likely outcomes, not just one point estimate.

SAFE / MONITOR / WARNING / BREACH thresholds (70% / 85% / 100%) are a planning convention, carried over from the Excel model, not a figure derived from a service-level or statistical analysis specific to this business. They are a reasonable default, not a guarantee.