When generating a work order from a BOM with phantoms, there may be pre-existing stock to fulfil the order for the item that is phantomed.
Allowing the BOM to control the phantom requires a planner to accept the phantoming on the BOM as created when creating a work order, as it is the pattern for the work order. To resolve cases where there is existing stock on a phantomed item, the planner must create a Deconstruct order to "mask" the phantom usage, or de-phantom the BOM, regenerate the work order and then un-change the bom to it's original state. This assumes their role allows this.
In environments where there low run, high mix, and demand is lumpy, there could be different stocking strategies (pre stock vs build in place phantoms) over time that need to modulate to the meet production. The BOM structures may not be able to anticipate future conditions beyond knowing that a phantom is needed. Ideally, the phantom decision process can be deferred until closer to production timing.
Note 1: Keep BOMs as they are today.
Note 2: Provide the work order tool a selectable flag in Production Details, perhaps only for lines defined as phantoms by the BOM, allowing a phantom to be the assembly, or a toggle allowing the materials to be consumed as a phantom (exploded child components) or as the item (not exploded, behave as "Regular" materials).
Note 3: Other idea allowing ANY assembly to be phantomed during planning enhances the value of the Critical Materials tool dramatically, This allows the Critical Materials tool to present the planner with a "blowdown" similar to MPR. Currently, the critical materials tool "masks" visibility (by intent) to 1 level, but when phantoms are present, the tools allows visibility to the second level (or third if phantoms are nested).
Note 4: Conceptually, this turns the BOM phantom strategy into something more suggestive and allows deferring structure decision until later in the process.
Note 5: If this were adopted, it could be a setting (allows Phantom Toggle from Work Order during Planning).
Note 6: This would only work on orders that were "Planned" (not released, InProcess)
This idea takes the burden off of manufacturing engineers to anticipate all future conditions and also alleviates the planner of time consumptive work arounds to manage actual stocking conditions. The strategy for stocking may change as the lifecycle of a product changes and giving the tool this proposed flexibility would make it more efficient.