Push System vs. Pull System in Manufacturing

Profitable manufacturing depends on having the right parts and finished goods available when needed—without excess inventory tying up cash. While most manufacturers rely on push or pull systems, there’s a third approach that can often deliver better results.

What is a push system?

A push manufacturing system is a production control method where you make items according to a predetermined schedule or plan. That plan is typically built from demand forecasts and planning tools such as MRP.

In push systems, a production order is released because the plan calls for it, not because a customer order or a downstream process has signaled an immediate need for those items.

Push systems are commonly used when demand is predictable enough to plan for, and they often support make-to-stock operations where inventory buffers are built “just in case”. That approach can improve availability, but it can also cause stockouts or overstocking if demand doesn’t match the forecast.

For example, a donut shop can anticipate typical demand for a given day and start the morning by producing batches based on that plan. If demand runs higher or lower than expected, the shop may end up rushing to catch up or discarding leftover products.

In many shops, the opening bake is push, while later replenishment may shift toward a more pull-like response to what sells.

What is a pull system?

A pull manufacturing system is a production control method where you only make or replenish parts based on downstream demand signals. Instead of releasing work because a forecast or schedule says so, production is authorized when a downstream process consumes parts and sends a trigger upstream (often through kanban system cards, bins, electronic signals, or similar cues).

Pull systems are commonly associated with just-in-time manufacturing practices and are designed to minimize and tightly control inventory and work-in-process. In practice, they use explicit WIP (work-in-progress) limits and/or controlled “supermarket” buffers to regulate how much material is allowed to sit between processes. A “supermarket” buffer is a small, capped inventory of parts kept near the point of use—like a shelf. The downstream process “shops” from it as needed, and what gets taken is what gets replenished.

The key is that the buffer has a defined maximum, so it protects flow without letting a potentially high inventory grow unchecked.

For example, an assembly cell uses 50 brackets per day and keeps two labeled bins of 50 (a 100-piece supermarket). When a bin is emptied, the empty bin (or its kanban card) becomes the signal to the upstream process to produce and refill exactly one bin, no more, no less.

This reduces excess inventory, keeps parts available, and makes bottlenecks visible sooner rather than hiding them behind piles of WIP. It’s part of the basis for Just-In-Time production, a key to lean manufacturing.

Push vs pull manufacturing systems — pros and cons

Let’s look at some of the major differences, advantages, and trade-offs of these two production and inventory management systems.

Push strategy manufacturing system

A push system works when you can plan your production process with reasonable confidence and when you need high product availability for distributors and retailers to meet customer expectations. The tradeoff is that you’re betting on the plan by relying on anticipated demand. If reality doesn’t match forecasts, you’ll pay for it in inventory costs, rework, expediting, or write-offs. A push strategy is more likely to result in overstock than a pull strategy.

Pros

• Good for predictable demand and stable product mix.
• High service levels (product is already built/available).
• Efficient utilization of equipment and labor when running longer batches.
• Simplifies scheduling where tight real-time signaling is hard.
• Supports long lead-time processes, allowing you to start early to meet due dates.

Cons

• Inaccurate forecasts may lead to overproduction or shortages.
• Higher inventory and carrying costs for raw, WIP, and finished goods.
• Longer lead times are possible as queues and WIP build up between steps.
• Problems get hidden by high inventory, such as quality issues, bottlenecks, and downtime.
• More expediting and firefighting when plans collide with real demand changes.

Pull manufacturing system

A pull system is built to match production to real demand as closely as possible. Using downstream signals (and often WIP limits), it reduces overproduction and shortens lead times. The tradeoff is that pull requires stable processes and disciplined execution. Otherwise, you risk stockouts, disruptions, or constant rule-breaking.

Pros

• Lower inventory levels and carrying costs for raw materials, WIP, and finished goods.
• Shorter lead times by reducing queues and excess WIP.
• Less overproduction and fewer write-offs or obsolescence issues.
• Faster detection of bottlenecks and quality problems because issues aren’t hidden by inventory.
• Better responsiveness (often on the fly) to changes in actual demand and mix.

Cons

• More vulnerable to procurement disruptions such as supplier delays, downtime, and quality issues if buffers are too small.
• Requires stable, capable processes and consistent quality to avoid frequent shortages.
• Can be harder to implement in high-variability demand environments without thoughtful buffer or safety stock design.
• Often demands closer supplier coordination and more frequent replenishment.
• Poor fit for very long changeovers or large-batch constraints, unless you use “supermarkets” or a hybrid approach.

Push system vs. pull system

We’ve looked at the pros and cons of both push and pull systems separately. Now let’s do a side-by-side comparison. The best way to differentiate push from pull is to ask one simple question: “What triggers production?”

Push vs. Pull: what actually triggers production

In a push system, work is released based on a plan. It’s usually a forecast, an MPS, and an MRP schedule. You build because the production schedule says it’s time to build, not necessarily because the item was demanded.

In a pull system, work is released based on actual downstream consumption. It could be a customer order, a Kanban signal, or a withdrawal from a controlled “supermarket” inventory buffer. You build because something was used, shipped, or pulled by the next step.

That one difference—plan-driven vs. consumption-driven—cascades into the day-to-day realities on the floor and into which items are produced and which are not.

WIP inventory in push versus pull systems

One of the most practical differences between push and pull is how much work-in-process (WIP) the system allows to pile up between steps.

In a push system, WIP can climb quickly when reality doesn’t match the plan. If upstream keeps releasing jobs while downstream is backed up because of downtime, quality holds, long changeovers, or staffing, inventory stacks up between processes. Many push environments try to control this with policies, priorities, or expediting. But the system itself doesn’t automatically stop the release of new work.

In a pull system, the WIP limit is typically built into the control method. Kanban cards, containers, or a hard WIP cap make the limit visible and enforceable. When the limit is reached, upstream can’t release more work until downstream consumes product and sends a replenishment signal.

A simple way to think about it: no consumption, no signal. At least one unit has to be completed and pulled forward (or shipped) before the upstream step is “allowed” to replenish.

Inventory costs

Push systems depend on forecasts, and forecasts may be close, but rarely perfect. When the forecast is high, you make more than you can ship. The best-case scenario is that extra inventory ties up space, cash, and handling time. Worst case, it turns into dead stock or obsolete products that nobody wants, but you still have to count, store, move, and justify the costs.

In food or pharmaceutical production, that may mean getting rid of expired products that are no longer safe or shelf-stable.

If the forecast is low, you need to ramp up production and hope that your supply chain vendors can ship raw materials or components to you quickly.

Pull systems aim to keep inventory intentional and constrained based on specific needs. Finished goods are built to actual demand or replenished based on real consumption. Raw materials are replenished as needed, and WIP is limited by design. That usually means less wasted space, fewer touches, and less money tied up in inventory. The tradeoff is that you need stable processes and reliable replenishment lead times because you’re not banking on big piles of “just in case” inventory. Safety stock may be available, but it’s normally limited to optimize inventory levels.

Product availability

Push systems are often used when the business is trying to achieve a defined service level, meaning products will be available when the order arrives. If customers won’t wait, the company uses the plan to build ahead so the product can be shipped quickly.

Pull systems react to real demand, which can work very well when lead times are short and the process is predictable. But if replenishment is slow, variable, or fragile, pure pull systems can create availability problems. That’s why many real-world operations mix approaches, especially when suppliers are inconsistent or customer demand can either spike or decrease unexpectedly.

Product customization

Customization is where pull (or at least pull elements) really earns its keep.

If you try to run heavy customization as pure push, you end up building a lot of variants into stock that may not be in demand and potentially unsellable. That complicates scheduling, increases changeovers, and expands inventory fast—because now you’re carrying every possible option instead of what customers actually order.

With pull, you can keep inventory lower by delaying the final customization step until the order is actually a sealed deal.

In mass customization, a hybrid approach is common and practical:

• Use push to stock base items or common subassemblies. For example, filled type donut shells.
• Use pull at the end of the line to trigger the final configuration once the customer order is in hand. Put the appropriate donut fillings into the shell based on demand.

That hybrid is often called a push-pull system—and in many plants, it’s the most realistic way to balance responsiveness with inventory control, and to streamline your production or manufacturing processes.

What is a push-pull system?

The donut shop example is a rather fun way of describing the hybrid push-pull system. 

But it works for many types of manufacturing scenarios and products. So, let’s get into some practical examples and how the hybrid push-pull system looks on paper and in the plant. This may help you determine which production system is best for your operation.

A push-pull system is exactly what it sounds like: you push certain work forward based on a plan, and you pull the rest based on real demand.

Here’s the key idea that makes it “hybrid” instead of a messy compromise. There’s a handoff point, often called the push–pull boundary or decoupling point, where the control method changes.

• Upstream of the boundary: you build or stock based on forecast and planning (push).
• Downstream of the boundary: you build or finish based on actual customer orders or consumption signals (pull).

Example 1: High-end furniture (base work pushed, final build pulled)

Let’s say a high-end wooden furniture shop sells about three tables a week. Some weeks, a designer places a bigger order, and they sell six or seven. Each table takes about a day and a half of labor to finish.

If they try to run pure pull with zero prep work, those spike weeks turn into missed lead times and a lot of apologizing for missed customer demand requirements.

So instead, they push the parts that are safe to prepare ahead of time. Things like:

1. Lumber that’s already dried, cut to rough size, and staged.
2. Common subassemblies that don’t depend on stain color, hardware choices, or custom dimensions.

Then they pull the final steps when the order is real:

1. Final machining to exact dimensions.
2. Stain/finish color and sheen.
3. Hardware selection.
4. Final assembly, inspection, and packaging.

On paper: the forecast drives the production schedule on what gets prepped and staged.

In the plant: customer orders trigger the finishing work that turns “generic” into “specific.”

That way, they’re not stocking a warehouse full of finished tables in every possible option. But they’re not starting from scratch every time demand spikes, either.

Example 2: Raw materials pushed, production released by real orders

Here’s a simpler hybrid you’ll see everywhere. A manufacturer keeps a planned level of raw materials on hand (push), but doesn’t release production until orders arrive (pull).

• Push: buy steel, resin, wire, or lumber based on a planning cycle and supplier lead times.
• Pull: release work orders only when there’s an actual order, or when a downstream process consumes parts and triggers replenishment.

This keeps the plant from building finished goods “just because the schedule said so,” while still protecting you from supplier lead-time surprises.

Why hybrids are common (and usually smarter than “pure” anything)

Pure push can bury you in WIP and finished goods. Pure pull can fall apart when lead times, suppliers, or process stability aren’t where they need to be.

A push-pull system lets you pick your battles:

• Push what’s predictable and common based on the general demand forecast.
• Pull what’s variable, customized, or expensive to guess wrong on.

And the real win is this. You decide where inventory should live: raw materials, components, subassemblies, or finished goods, based on what helps you hit lead times without drowning in stock.

On paper, it’s just a handoff point. In the plant, it’s the difference between controlled flow and constant expediting. Now, let’s look at the benefits of running hybrid.

Benefits of using a hybrid system

• Shorter customer lead times without bloating finished goods inventory. You stage the “common” work early, then finish according to specific consumer demand.
• Less WIP chaos on the floor. The pull side puts a governor on how much work can pile up, so you’re not constantly stepping over half-finished products.
• Lower risk of building the wrong thing. You push only what’s safe and repeatable, and you delay the high-variation stuff until demand is real.
• Better cash flow and space utilization. Inventory still exists, but it’s placed more intentionally. Often, that means earlier in the process, where it’s cheaper and more flexible. Storage costs are often much lower.
• More realistic planning. Forecasts still matter, but they’re used where they’re strongest: long lead-time purchasing and base-level production planning.
• Customization becomes easier to manage. You avoid stocking endless variants by pulling the final configuration, finish, labeling, kitting, or packaging steps.
• Fewer fire drills and expediting loops. When the boundary is set correctly, you’re not re-planning the whole week every time one order changes.
• Smoother scaling during demand spikes. You can absorb variability by pulling from prepared inventory, then replenishing it systematically instead of panicking.
• A clear place to improve the system. The push–pull boundary gives you a focal point for decisions. It shows you what to standardize, what to delay, and where constraints are actually hurting you.

Now, here’s where this all stops being a whiteboard exercise and becomes a reality. The moment you try to run push, pull, or hybrid at any real scale, you need a system to manage the signals: forecasts, schedules, Kanban triggers, reorder points, lead times, and what’s actually happening on the floor. That’s where MRP/ERP software enters the conversation.

How MRP/ERP software helps push, pull, and hybrid systems function

Once you move past the whiteboard and into a real shop, the hardest part isn’t choosing push, pull, or hybrid. It’s keeping the signals clean so the whole operation isn’t running on guesses, side conversations, and spreadsheet “versions.”

That’s where MRP/ERP software shines. It doesn’t force you into one single approach. It enables whatever system you choose by tying demand, inventory, purchasing, and production to the same set of numbers.

How manufacturing ERP supports a push approach

In a push environment, the software helps you translate a plan into executable work.

• It turns forecasts and planned demand into material requirements and planned orders.
• It checks inventory and lead times so you can see shortages before they become emergencies.
• It supports scheduling and work order release, so jobs are launched with the right materials and due dates in mind.

How it supports a pull approach

In pull, the goal is simple: replenish based on real consumption and keep WIP under control. Software helps by making those replenishment signals visible and trackable.

• It records consumption as inventory is issued, picked, or scanned.
• It can support replenishment rules through features such as reorder points.
• It gives you visibility into WIP and queues, so pull doesn’t quietly turn into “push in disguise.”
• Some software systems also support backward scheduling, enabling you to plan operations backward from the promised shipping date.

Pull still depends on discipline. The software doesn’t replace that. What it does is make the signals faster, clearer, and easier to audit.

How manufacturing ERP supports a hybrid push-pull approach

Hybrid is where software really flourishes, because you’re managing two different kinds of signals at the same time.

• You can plan and stock the predictable “base” items using forecast-driven planning.
• You can trigger final assembly, configuration, finishing, kitting, or packaging from actual orders.
• You can see what’s available, what’s allocated, what’s in WIP, and what needs to be purchased to hit delivery dates, all in one place.
• When a sales order drops, the system can allocate what’s on hand, spot shortages, and generate the right purchase and work orders to cover them. 

In other words, the software system helps you keep the push–pull boundary from becoming a blur. You decide what to push and what to pull. The software helps you run it consistently and efficiently.

That’s why tools like MRPeasy are most valuable for SMB manufacturers. They give you one operational source of truth for materials, orders, and production. So whichever system you choose can actually function day to day without constant expediting. You can work confidently with either anticipated consumer demand or just-in-time manufacturing. 

Key takeaways

• The real difference between push and pull is what triggers production. Push systems release work based on forecasts and plans; pull systems release work based on actual consumption or customer demand.
• Push works best for predictability—but comes with inventory risk. When demand is stable, push systems can deliver high availability and efficient batching, but inaccurate forecasts quickly lead to excess inventory, longer lead times, and hidden problems.
• Pull systems reduce waste but demand discipline and stability. By limiting WIP and replenishing only what’s consumed, pull shortens lead times and exposes issues faster—but it relies on reliable processes, suppliers, and thoughtfully sized buffers.
• Most real-world manufacturers need a hybrid, not a pure system. Pure push creates overproduction; pure pull can break under variability. A push–pull (hybrid) system balances both by pushing predictable work and pulling variable or customized work.
• The push–pull boundary is a strategic decision, not a detail. Where you place it determines where inventory lives, how fast you can respond to customers, and how much risk you carry if demand changes.
• MRP/ERP software makes any system workable at scale. It doesn’t force push or pull—it keeps forecasts, inventory, WIP limits, and demand signals aligned so your chosen system actually runs day to day without chaos or constant expediting.

Frequently asked questions (FAQ)

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