Order Management

Capacity is stored pallet positions against total, updated on every receipt and dispatch. A depot at 91% is a routing decision, not a status light.

A scheduled report is stored with what it contained. When somebody quotes a figure from last month’s pack, you can open the pack rather than re-running the query.

Allocation, partial shipment and the approval threshold are yours to set. Ours are a starting point, and changing one does not re-run against orders already placed.

This screen exists to show what a one-time purchase looks like from the inside. There is no subscription to us, no seat count, and nothing that stops working if you never speak to us again.

A backorder the customer knows about is a delay. One they discover by waiting is a broken promise, and the difference costs nothing except sending the message.

Sixty-two per cent of returns are our error. Return rate gets reported as a customer behaviour figure and most of it is a fulfilment quality figure.

Orders per week. Growth is entirely on the marketplace channel, which is also the channel with the highest return rate and the thinnest margin.

EDI orders arrive already structured and correct, which is why they are best on every measure. Every other channel spends effort turning a request into an order.

Sixty-two per cent of returns are our own error. Return rate is reported as a customer behaviour figure and is mostly a fulfilment quality figure, which is a different department and a different conversation.

An order cannot be split for despatch until the customer has been told it is splitting. That row turns 264 discovered delays into 264 known ones and costs nothing but the message.

Notification rules are yours to set. What is here is a starting point drawn from how the queue actually behaves.