On the other hand, MRP is based on a centrally controlled, bureaucratic approach to material planning. Although it is based on a pull scheduling logic, it instructs processes to make more parts whether or not the customer (the next process) is capable of accepting them. Typically, MRP adopts push scheduling characteristics. It remains insensitive to day-to-day issues at shop floor level, and continues to assume that its plans are being carried out to the letter. In other words, MRP is good at planning, but weak at control.