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Hello Puma team, I am Wallie. Let us put the right size back within reach of your customer.

2
00:00:06,800 --> 00:00:11,800
A store can have plenty of stock overall and still miss the size a customer wants.

3
00:00:12,634 --> 00:00:16,659
The useful question is simple: what should we send next, and why?

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I bring the replenishment proposals together so your team can focus on the decisions that need attention.

5
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We open one recommendation and move from the product total to the receiving store and the exact size.

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Size extra large has no stock on hand and a target of two units.

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My proposal is two units for extra large. Large needs one more unit to reach its target.

8
00:00:43,834 --> 00:00:51,059
The stock review shows two units needed for extra large, with nothing currently on hand or recorded in transit.

9
00:00:51,834 --> 00:00:58,334
The source warehouse holds two hundred and thirty units of that size. This figure describes physical stock.

10
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Those figures sit beside the proposal, giving your team a practical basis for reviewing the quantity.

11
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You can move from a product total to a specific store and size, and discuss the same numbers.

12
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If your team wants a lower quantity, it can adjust the proposal. Here, extra large changes from two units to one.

13
00:01:20,834 --> 00:01:27,434
The total becomes two of the three units needed across these sizes. One unit of need remains uncovered.

14
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Saving keeps that adjustment in the proposal, ready for the next approval decision.

15
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The value is a clear, controllable recommendation: your team can see both the chosen quantity and what remains to address.

16
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For Puma, I would start with three practical choices.

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Which availability or sales signal should make a store's replenishment most urgent?

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Which incoming stock states should the planner see when reviewing the remaining need?

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And which recommendations should run automatically, with your team handling the exceptions?

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Those choices shape a replenishment workflow that fits how your team wants to work.