Imagine a distribution company in Istanbul selling to dealers and online channels. An item appears in the warehouse balance but is already reserved for another order. Sales still promises delivery. In this illustrative case, ERP planning starts with available-to-promise information rather than manufacturing work orders.
1. Define available stock
Physical stock, reservations, quality-held goods and items in transfer have different meanings. Warehouse and commercial teams should agree which quantity sales can use. Otherwise different systems give different answers from the same records.
2. Define warehouse responsibilities
Clarify the roles of the main warehouse, dispatch point and returns area. Moving stock between warehouses is different from reserving it for a customer. Design transfer departure and receipt records together.
3. Identify orders across channels
Dealers, the website and sales representatives may send the same order under different references. Define an external order identifier and duplicate-transfer checks. Receiving an order again must not create a second dispatch.
4. Describe how returned goods become available
Returned stock may require inspection or repacking, or may be damaged. Separate these states instead of immediately adding everything to available stock. Also define how the financial return document relates to physical receipt.
5. Pilot one channel and warehouse
Follow reservations, picking and dispatch for a selected order source. Include cancellation and partial delivery. A successful transfer of one straightforward order does not test the whole operating process.
6. Check open work during cutover
Opening balances matter, but so do reserved goods, open orders and pending returns. Assign responsibility for discrepancies and define when old channel connections stop operating. Agree how records will be monitored during initial support.
This example makes ERP decisions for an Istanbul distributor concrete; it is not a reported customer result. We can start with your warehouse structure, sales channels and the order flow carrying the greatest operational risk.
