he relationship between scheduling and material requirements

Using master production scheduling $($MPS$)$ is a way to predictably define when production should take place in response to customer demand. MPS also helps the marketing function plan sales and allows other parts of the operation to ensure that the right inputs are available as needed. Even when production is optimally scheduled to minimise costs and ensure timely delivery to customers, production cannot go ahead without the necessary inputs.

Consider how you can coordinate the use of MPS and material requirements planning $($MRP$)$ to keep production and inventory flowing by discussing the following questions:

How do MPS and MRP work together at your organisation? If you are unsure, how might you go about using them at your organisation?

What are the implications of scheduling more capacity than necessary for the following week, or a consistent lack of capacity, at a work centre for MRP$?$

How do chase, level, or mixed capacity planning strategies affect MPS and have knock$-$on effects for MRP$?$ What could the consequence be of changing the strategy that is currently used for your organisation?