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Hi, I am Wallie. When the distribution centre cannot supply a missing size, the next decision matters.

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First look for usable stock in the network. If that cannot cover the need, decide how to create new supply.

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Existing redistribution gives the planner a view of stock across locations and the effect of a proposed rebalance.

4
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This network example shows locations receiving and sending different quantities, rather than treating every shortage as a new purchase.

5
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The saved rebalance brings one hundred twenty-four units into the movement plan for review.

6
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For a missing size, assess a suitable source, the donor’s future position and whether the transfer can arrive in time.

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Re-order when the distribution centre is out is a new capability. Here is the proposed workflow for PUMA.

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Start with the Style, size and destination, the remaining quantity needed, and the date the stock must be available.

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Check usable network stock, committed movements and incoming purchase orders before asking for additional supply.

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This keeps the re-order focused on the remaining need and avoids buying again for stock that is already coming.

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If the need remains, prepare a re-order proposal with a suggested quantity, source and expected arrival date.

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The proposal should show its demand period, lead time, order constraints and the reason for the quantity.

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If the earliest arrival is too late, flag that timing choice before the buyer commits to the order.

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Give the buying team a named review owner and an approval step, with the option to adjust, accept or decline.

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The buyer can choose new supply, ask for a forecast review, or accept the shortage with a reason.

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Keep the decision, expected receipt and remaining demand together, so the shortage stays actionable until the next review.

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What should trigger a re-order: a persistent stockout, a service target, or demand expected within the supplier lead time?

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Which suppliers, order multiples, minimum quantities and approval limits should PUMA apply?

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Who owns the review, how quickly must they respond, and when should an unresolved shortage escalate?

20
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Use the stock already available first. Then make the new-supply decision explicit, owned and timely.

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Those choices define the re-order capability we can shape together for PUMA.