MTS — stock vs MIN/MAX MTS 库存对照 MIN/MAX
Columns compare weekly demand and output; the line is week-end stock against the MIN–MAX corridor (solid band = defined in the MPS, dashed = last value extended). Each item shows two plans — A: strict MIN/MAX execution (halt when above MAX, fill to MAX at best, 6-day peak weeks, CNY idle): the red GAP marks demand we cannot serve; B: current pre-build rhythm — our proposal. The strip below each chart shows production days per week. 柱状图对比周需求与周产出；折线为周末库存对照 MIN–MAX 区间（实线段=MPS 已定义，虚线段=末值延伸）。每款两个方案——A：严格按 MIN/MAX 执行（超 MAX 停产、最多备到 MAX、旺季 6 天、春节放空）：红色 GAP 即无法满足的需求；B：当前节奏备库存（我方提案）。图下条带为每周生产天数。
Full-year demand check — MTS MTS 全年需求合理性对照（2026 累计 vs 2025 实际）
Is the 2026 plan conservative or aggressive? Each bar is the cumulative 2026 W1–W52 demand, split into firm demand and forecast; the red tick marks the 2025 full-year actual. 每条为 2026 全年累计需求，分实单与预测两部分；红色刻度线为 2025 全年实际——高于红线即计划高于去年。
MTO — order early where demand beats capacity MTO 提前下单清单
For MTO we hold no MIN/MAX — stock exists only to bridge demand peaks above weekly capacity. Wherever the line touches zero (or goes red), the pre-build window before it is the order deadline. MTO 不设 MIN/MAX，库存仅用于削峰；折线贴零或变红处，其前置备产窗口即为下单截止时间。
Other items — currently healthy 其余款式（计划健康）
What we need from you 基于上文试算，需要 CPM 决策的四件事
Accept stock above the new MAX — or lose ~56,400 pcs in Q1'27
The new W23–W39 MAX (4,214 / 5,915 / 8,767) reads as a destocking target — but stock is already above it today, and the Q1'27 peak needs year-end pre-builds of 21k / 51k / 16k. PLAN A in the charts shows strict compliance: halts now, then gaps of 12,238 (500L) / 21,069 (500M) / 23,114 (500S) — CNY 27W06–07 idle included. Please confirm: tolerate the overshoot from W24, and set W40+ MAX at the pre-build profile.
新定的 W23–W39 MAX（4,214/5,915/8,767）是去库存口径——但当前库存已在其上，且 2027 一季度高峰需要年末备到 21k/51k/16k。图中 PLAN A 展示严格执行的后果：先停产、后缺口 12,238/21,069/23,114（含春节 27W06–07 放空）。请确认：容忍 W24 起的超出，并按备货曲线定义 W40 起的 MAX。
Idle capacity now + full capacity later is still barely enough for Q1'27
Off-season we deliberately under-run: 500L just 2 days/wk, the shared 500M/S line 3–4 days/wk. From W41 (500L) / W44 (M+S) we go 6 days/wk. Even so, Q1'27 demand eats nearly everything: by 27W10 stock is down to 2,833 (500M) / 5,046 (500L) / 4,690 (500S). The strict alternative (PLAN A) loses ~56,400 pcs of Q1'27 sales.
淡季有意低负荷：500L 每周仅 2 天，M/S 共线 3–4 天；W41/W44 起开足 6 天。即便如此，2027 一季度仍几乎吃光全部库存——27W10 时 500M 仅剩 2,833；若严格执行 MIN/MAX（PLAN A），一季度将损失约 56,400 件销售。
ESS 100 & TRA 500 — no history to simulate: release forecast earlier
ESS 100 and TRA 500 are 2026 new launches — there is no 2025 history to simulate from. Beyond your forecast horizon their demand is simply blank (ESS 100 from W46, TRA 500 from W42, all of 2027). Please release and extend their forecasts earlier than the other items.
ESS 100 与 TRA 500 为今年新款，无 2025 实绩可模拟——预测结束后即为空白（ESS 100 自 W46、TRA 500 自 W42 起，含整个 2027）。请比其他款式更早释放并延长这两款的 forecast。
Not shorter leadtime overall — early commitment only where demand beats capacity
Your order-leadtime KPI stays untouched for normal weeks. But where a spike runs above our weekly capacity, production must start ahead — for that portion only we need early firm orders (or confirmed forecast), so we can pre-build and level the line: TRA 500 → W30 · WALL RACK 2 → W31 · RACK 2 → W33 · RACK 5 / ESS 100 → W40 · B100 → W42 · B500 → W46.
并非要求整体缩短下单提前期（不影响 order leadtime KPI）——只有需求超过周产能的尖峰部分必须提前生产。仅对这部分请提前下单/确认预测，让我们提前备产、削峰填谷平衡产能；各款截止周见上。
Action timeline 行动时间轴（W23–27W10）
Diamonds = decision deadline 决策截止周 · Bars = affected demand / stock window 受影响窗口 · Red line = current week 当前周 · Dashed line = 2027.