1
00:00:00,000 --> 00:00:06,750
When stock or capacity changes, the next movement should be a deliberate decision, not a surprise for the store.

2
00:00:07,600 --> 00:00:14,825
I am Wallie. Let’s bring the constraint, the outstanding work and the planner’s next action into one conversation.

3
00:00:15,634 --> 00:00:22,259
Start with the location’s stock position, capacity pressure and lead time, alongside the age of the data.

4
00:00:23,100 --> 00:00:31,875
Here, the inventory indicator is weighted by category volume factors. It helps explain how different products consume store capacity.

5
00:00:32,734 --> 00:00:40,959
A proposed delivery of four units is below the configured minimum of five. The warning makes that exception visible for review.

6
00:00:41,734 --> 00:00:47,409
What should happen next: adjust the quantity, change its timing, or hold the movement for review?

7
00:00:48,234 --> 00:00:54,384
For PUMA, which restrictions are absolute, and which should present a warning that a planner can override?

8
00:00:55,017 --> 00:01:00,942
The proposed workflow keeps approved planning, released stock and the outstanding balance separate.

9
00:01:01,717 --> 00:01:09,142
In this example, six hundred units are planned. The first receipt makes three hundred sixty units available for release.

10
00:01:09,917 --> 00:01:16,742
The remaining two hundred forty stay visible, so the next planning conversation starts from the work still to complete.

11
00:01:17,517 --> 00:01:24,442
A revision retains quantities that have already been released. That protects the starting point for the next decision.

12
00:01:25,184 --> 00:01:30,659
The planner edits the remaining requirement and reviews the impact of the changed quantities.

13
00:01:31,417 --> 00:01:36,592
Saving a revision asks the planner to approve the changed plan before continuing.

14
00:01:37,350 --> 00:01:42,325
When the next receipt arrives, the proposed release covers the outstanding balance.

15
00:01:43,084 --> 00:01:49,184
This is the approval sequence we would align with PUMA’s roles, controls and integration events.

16
00:01:49,950 --> 00:01:57,900
Capacity can also trigger a practical correction: reduce one destination and move the quantity to another store with room.

17
00:01:58,684 --> 00:02:06,084
Here, four units move out of the constrained store and into another destination, keeping the overall quantity unchanged.

18
00:02:06,850 --> 00:02:11,625
The planner reviews both store quantities before saving the revised plan.

19
00:02:12,884 --> 00:02:21,584
Delivery timing remains its own decision. Which receiving windows, picking limits and transport rules should shape the next feasible wave?

20
00:02:22,417 --> 00:02:29,792
After an inventory update, should the system recalculate automatically, or ask a planner to review the new proposal?

21
00:02:30,617 --> 00:02:36,192
Which changes require renewed approval, and who owns any quantity that stays outstanding?

22
00:02:37,050 --> 00:02:41,825
Together, we can turn those answers into a clear operating flow for PUMA.

23
00:02:42,650 --> 00:02:48,475
Know what can move now, keep the waiting work visible, and give the planner a controlled next step.