This study aimed to analyze how the PCP (Production Planning and Control) department of a metallurgical company carries out production planning and control. The research was applied in nature with a qualitative approach, through a case study, with data collected through unstructured interviews with the PCP team and documentary research. The results indicated that the company uses the SAP system to plan and control its operations, integrating information from different departments such as sales, purchasing, production, and inventory. Additionally, it employs performance indicators (KPIs), which are metrics used to evaluate the efficiency and success of specific processes. It was observed that the PCP integrates its activities with strategic departments such as sales and maintenance, promoting interfunctional management that ensures agility and minimizes waste in production, including time, resources, and materials. The interviews revealed that constant monitoring of the production process, through KPI tracking and interdepartmental communication, allows for quick adjustments in case of failures, such as raw material shortages, machine breakdowns, or demand fluctuations. The research also identified challenges faced by the PCP department, such as the complexity of production processes, the need for constant technological updates, and human resource management. Finally, the study highlights the importance of PCP for production efficiency and the company's competitiveness in the market, emphasizing the need for integrated management technologies, such as the ERP system (which integrates data and processes from different company areas into a single platform), as well as the continuous training of the team to address operational challenges and market demands.
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