These optimization objectives are often in conflict with each other. I would preferentially pick either costs or profits to optimize. Capacity only needs to be optimized when there is not enough. Even then improving capacity should only be done relative to profitability. In other words, the extra inventory carrying costs could override the savings from setup costs and extra generated revenues from more product.
Customer service insures the long term.
The net demand on manufacturing combines the sales forecast with the change in inventory caused by a stocking strategy, which should have been done with a fixed customer service level objective in mind. Quality S atisfying demand, feasibilizing and optimizing the schedule together are the characteristics of a quality schedule. These characteristics symbolize the traction between the tires and the road. The best MRP system and JIT program can not operate without a quality schedule. This is the qualification on MRP doing the best with what you have.