Direct answer. Push flow consists of producing or replenishing based on demand forecasts, independently of orders already actually placed. Pull flow, conversely, triggers production or replenishment only once an actual order or consumption signal is received, as in a kanban or just-in-time logic.
Two opposing logics, often combined
A push flow relies on a forecast: goods are manufactured or replenished in advance, anticipating future need, which smooths production, benefits from economies of scale and secures product availability. Its limit is directly tied to forecast reliability: an overestimated demand generates excess stock and obsolescence, an underestimated demand exposes to stockouts. A pull flow reverses the logic: nothing is produced or moved until an actual consumption signal has triggered it — a customer order, a kanban card, an empty location to replenish. It reduces stock and better matches actual demand, but assumes responsive suppliers and short lead times to avoid stockouts.
In practice, most supply chains combine both logics on either side of a decoupling point: an upstream portion runs on push flow (sourcing of standard components, mass production), a downstream portion runs on pull flow (final assembly, shipping), triggered by the actual order. This decoupling point is often chosen to balance storage cost, delivery time and flexibility in the face of demand.
FAQ
What is a decoupling point?
It is the point in the supply chain where the logic switches from a push flow (based on forecasts) to a pull flow (triggered by an actual order). It is positioned to balance stock level, delivery time and responsiveness to demand.
Is kanban an example of pull flow?
Yes. Kanban is one of the most widely used tools for implementing a pull flow: a card or visual signal triggers replenishment or production only once a downstream location or stock has been consumed, with no anticipation based on forecasts.
Does pull flow completely eliminate the need for stock?
No. Even with pull flow, a minimum level of stock or work-in-progress is often still needed to absorb variations in supplier lead time or pace, except in the most advanced just-in-time setups where deliveries are very tightly synchronized with actual consumption.
Related terms
Just-in-time · Kanban · Lean · MRP / DDMRP · Scheduling · Takt time · Lead time · VMI / GPA.
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