MTS — stock vs MIN/MAX
How to read the charts: columns compare weekly demand and output; the line is week-end stock against the MIN–MAX corridor. Solid band = defined in the MPS; dashed band = last value extended.
Each item shows two plans. A: strict MIN/MAX execution (halt when above MAX, fill to MAX at best, whole-day scheduling, 6-day peak weeks — 500L 400/day, M/S 1,100/day — CNY idle): the red GAP marks demand the plan cannot serve. B: current pre-build rhythm — our proposal. The strip below each chart shows production days per week.
Daily rates: 500L 300/day standard, 400/day at full stretch when closing the gap; the shared M/S line 800/day off-season, 1,100/day at the peak. Bottom line: strict execution (PLAN A) could leave up to ~66,000 pcs of demand unserved by 27W20 — 12,480 on 500L (deepest 27W07) + 53,544 on the shared M/S line (deepest 27W14, after the 27W13 spike).
Full-year demand check — MTS
Is the 2026 plan conservative or aggressive? Each bar is the cumulative 26W01–26W52 demand, split into firm demand and forecast; the red tick marks the 2025 full-year actual.
MTO — we build ahead where demand beats capacity
For MTO items, there is no MIN/MAX stock target. Inventory is built only to bridge demand peaks that exceed weekly capacity. When the stock line approaches zero, the pre-build window before that point becomes our production lock window.
The dates under each chart show when we must lock each build. With only 2 frozen weeks today, demand changes can arrive inside our real production response time. At that point, even if we accept the forecast risk, we may not be able to adjust line capacity, materials, labor, and scheduling fast enough to serve demand. This is why ask 04 is a 4-week frozen window.
Our proposal & how you can help
Pre-building per PLAN B — the 6-day peak from 26W41/26W44, at our cost and inventory risk — is our proposal, not a decision already taken: it needs your endorsement and the support below to work. What helps us most is visibility early enough to align capacity.
Restore the pre-W23 MIN/MAX levels
The new W23–W39 band (MAX 4,214 / 5,915 / 8,767) sits below today's stock and, strictly executed, forces production halts of 6–8 weeks (PLAN A) — a factory cannot sustain minimum operation that way. The pre-W23 levels (12,396 / 23,855 / 11,749) kept us workable: please restore them.
Allow MAX to rise from W44
The 27W01–27W20 peak needs year-end pre-builds of ≈21,000 (500L) / 52,000 (500M) / 16,500 (500S). We carry the build cost and inventory risk — PLAN A shows the alternative could leave up to ~66,000 pcs unserved by 27W20.
Goal colour change — please confirm timing soon
If the change lands in the off-season — i.e. now — the supply-chain impact is minimal: stocks are at their yearly low and the 2027 pre-build has not started. Once we start building (26W41/26W44), every week of delay puts more old-colour stock at risk.
Freeze 4 weeks of demand instead of 2
Demand spikes arrive with little warning, while only 2 weeks are frozen today. This is shorter than the time we need to adjust capacity, materials, labor, and scheduling. When changes come this late, the plan may not react in time, even if we accept the forecast risk. A 4-week frozen window lets us schedule capacity against committed demand and avoid avoidable shortages.
Earlier & longer forecast where it matters
ESS 100 and TRA 500 are 2026 launches with no history to simulate — beyond your forecast there is no visible demand. For all MTO peaks above, earlier and more reliable forecast gives us enough time to align capacity before the lock window.