Building Better Warehouse Operations with SIX StockFlow
Learn how SIX StockFlow connects warehouse management, inventory control, purchasing, manufacturing, sales and fulfilment—giving every department a reliable view of what is available, reserved, moving, consumed or ready to ship.
A warehouse is not simply a building filled with products. It is a controlled operating environment in which every receipt, storage decision, reservation, pick, transfer and shipment changes the company’s inventory position.
When these movements are recorded late or managed in separate spreadsheets, stock accuracy quickly suffers. The system may show material that cannot be found. Sales may promise products that have already been reserved for manufacturing. Purchasing may order items that are available in another warehouse. Production may stop because the required material exists physically but has not been inspected, released or staged.
SIX StockFlow connects these activities in one structured process:
Purchasing → Receiving → Inspection → Putaway → Storage → Reservation → Picking → Packing → Delivery
The same inventory can also flow into manufacturing, field service, internal consumption or another warehouse. Every movement should therefore answer four basic questions:
- What item moved?
- How much moved?
- Where did it move from and to?
- Why did the movement happen?
When batches, serial numbers or expiry dates apply, the system must also know exactly which units were involved.
Warehouse management and inventory management are not the same
The terms warehouse management and inventory management are often used as if they mean the same thing. They are closely connected, but they focus on different questions.
Inventory management controls quantities, availability, demand, replenishment, valuation and ownership. It answers questions such as:
- How many units do we have?
- How many are available?
- How many are reserved?
- When should we reorder?
- How much stock is held across the company?
Warehouse management controls the physical handling of those items. It answers:
- Where is the item stored?
- Where should an incoming delivery be placed?
- Which location should an employee pick from?
- Which goods are staged for production or shipment?
- Which warehouse task is still incomplete?
SIX StockFlow connects both perspectives. It maintains the commercial view of inventory while supporting the physical warehouse processes that keep system quantities aligned with reality.
Reliable stock begins with reliable master data
No warehouse system can correct poor item information automatically. Before warehouse operations can be controlled, every stocked item needs a clear item master record.
The item master is the central definition of a product, component, raw material, spare part or packaging material. It should contain the information needed to identify, store, count, purchase and issue the item correctly.
Important master-data fields include:
| Term | Meaning |
|---|---|
| SKU | The internal Stock Keeping Unit used to identify an item |
| Description | A clear and consistent item name |
| Unit of measure | The unit in which the item is counted, such as piece, kilogram, meter or liter |
| Purchase unit | The unit used when purchasing from a supplier |
| Issue unit | The unit used when issuing stock to sales, manufacturing or service |
| Barcode | A machine-readable identifier used during warehouse transactions |
| Batch control | Tracking a group of items produced or received together |
| Serial control | Tracking every individual unit separately |
| Expiry control | Recording when an item should no longer be used or sold |
| Minimum stock | The level below which replenishment should be considered |
| Maximum stock | The target level after replenishment |
| Storage location | The warehouse, zone, shelf or bin where the item is held |
Units of measure require particular attention. If a supplier delivers one box containing 20 pieces, the relationship between box and piece must be defined. Otherwise, receiving one box could incorrectly add only one piece—or receiving 20 pieces could incorrectly add 20 boxes.
SIX StockFlow uses structured item information throughout receiving, storage, reservations, picklists, transfers and delivery. One clear item identity must be used across Purchasing, Warehouse, Manufacturing, Sales and Service.
Warehouse structure: from facility to bin location
A well-organised warehouse has a location hierarchy.
A common structure is:
Warehouse → Zone → Aisle → Rack → Shelf → Bin
For example, location WH1-A03-R02-S04-B01 could describe:
- Warehouse 1
- Aisle 3
- Rack 2
- Shelf 4
- Bin 1
The exact structure depends on the company. A small warehouse may need only rooms and shelves. A larger operation may use receiving docks, quality zones, bulk-storage locations, forward-picking locations, production staging areas and shipping lanes.
SIX StockFlow can manage multiple warehouses and storage locations. This is important because knowing that the company owns 500 units is not enough. Employees must know whether those units are in Sofia, Plovdiv, a production staging area, a technician’s vehicle or an in-transit transfer.
Location discipline
Every physical storage position should have a matching system location. Items should not be placed in an unrecorded “temporary” area unless that area is also represented in the system.
Poor location discipline creates several problems:
- Pickers cannot find the item.
- The same stock is counted more than once.
- Production materials are mixed with sales inventory.
- Damaged goods are mistaken for usable goods.
- Inventory counts produce unexplained variances.
SIX StockFlow provides the location structure, but warehouse employees must consistently confirm every putaway, pick and transfer.
Inbound logistics: controlling incoming goods
Inbound logistics covers the movement of goods from suppliers or other company locations into the warehouse.
The process normally begins with a purchase order or transfer expectation. The warehouse should know what is expected before the vehicle arrives. This allows employees to prepare unloading space, inspection resources and storage capacity.
A controlled inbound process follows these stages:
- Expected delivery
- Vehicle arrival and unloading
- Goods receipt
- Quantity verification
- Quality inspection where required
- Batch, serial and expiry capture
- Acceptance, quarantine or rejection
- Putaway
- Availability update
Goods receipt
A goods receipt confirms that products have physically arrived.
The received quantity should be compared with the expected quantity. Differences must be recorded rather than hidden. A delivery may be:
- Complete
- Partially received
- Over-delivered
- Under-delivered
- Damaged
- Incorrect
- Awaiting inspection
SIX StockFlow can connect a receipt with the relevant purchasing transaction. This gives Purchasing visibility into what has arrived and what remains outstanding.
Receiving goods should not always make them immediately available. Materials that require inspection may first enter quarantine stock.
Quarantine and quality status
Quarantine is a controlled stock status used when an item cannot yet be issued.
Typical reasons include:
- Incoming quality inspection
- Missing documentation
- Suspected damage
- Temperature deviation
- Batch investigation
- Supplier non-conformance
- Regulatory release requirement
The physical material may be inside the warehouse, but it should not appear as freely available inventory.
This distinction is essential. Physical presence does not automatically mean operational availability.
Putaway
Putaway is the movement of received goods from the receiving area to their assigned storage location.
A good putaway decision considers:
- Available storage capacity
- Item dimensions and weight
- Handling equipment
- Hazard or temperature requirements
- Picking frequency
- Batch separation
- Expiry dates
- Compatibility with nearby materials
- Distance from the picking or production area
Fast-moving items are often placed closer to the dispatch or production zone. Slow-moving reserve stock may be stored farther away or in bulk locations.
SIX StockFlow records the destination location so the item becomes findable and usable after putaway is confirmed.
Understanding inventory status
One of the most common inventory mistakes is treating every quantity as equally available.
A modern inventory view separates several stock positions.
| Inventory term | Meaning |
|---|---|
| On-hand stock | Quantity physically recorded inside the organisation |
| Available stock | Usable quantity that has not been reserved or blocked |
| Reserved stock | Quantity committed to a specific demand |
| Allocated stock | Quantity linked to a specific warehouse location, batch or handling task |
| Quarantined stock | Quantity waiting for inspection or release |
| Damaged stock | Quantity identified as unsuitable for normal use |
| In-transit stock | Quantity moving between locations but not yet received |
| Staged stock | Quantity prepared for production or shipment |
| Safety stock | Buffer quantity kept to reduce shortage risk |
| Projected stock | Expected future position after planned receipts and demand |
A simplified current-availability calculation is:
Available stock = usable on-hand stock − existing reservations
A projected inventory calculation may also include confirmed incoming supply and scheduled demand:
Projected stock = available stock + expected receipts − future demand
These calculations must not be confused. A purchase order expected next week may improve projected availability, but it cannot normally be picked today.
SIX StockFlow keeps stock states visible so Purchasing, Manufacturing, Sales and Service do not make decisions from the physical quantity alone.
Reservations prevent double promising
A reservation commits inventory to a specific purpose.
Stock may be reserved for:
- A customer order
- A manufacturing order
- A field-service appointment
- A project
- An internal department
- A warehouse transfer
Suppose the warehouse has 100 units. Sales reserves 60 for a customer, and Manufacturing reserves 30 for production. The physical quantity remains 100, but only 10 units remain generally available.
Without reservations, several departments may believe they can use the same stock. This is known as double allocation or double promising.
SIX StockFlow connects reservations with the demand that created them. This makes it possible to understand not only how much stock is reserved, but why it is reserved.
Reservations should also have a lifecycle. If a customer order is cancelled or a manufacturing order is postponed, the business must decide whether the stock should remain committed or return to general availability.
Picklists: converting demand into warehouse work
A picklist is an operational instruction telling warehouse employees what to collect, from where and in what quantity.
A structured picklist can include:
- Source order
- SKU and item description
- Requested quantity
- Unit of measure
- Source warehouse
- Bin location
- Batch or serial requirement
- Expiry requirement
- Destination or staging area
- Priority
- Picking status
- Picked quantity
- Exception reason
Demand may come from a sales order, manufacturing order, service job, transfer request or internal consumption request.
SIX StockFlow converts that demand into a controlled warehouse process. This reduces reliance on printed emails, handwritten notes or verbal instructions.
Picklist statuses
A practical picklist lifecycle can include:
Open → Reserved → Picking → Partially Picked → Fully Picked → Staged → Issued or Shipped → Closed
If an error or shortage is discovered, the picklist may need to be reopened. Once a transaction has been exported, posted or financially processed, it may need to be locked against uncontrolled editing.
Statuses create visibility. A sales order may be approved, but that does not mean the goods have been picked. A manufacturing order may be scheduled, but that does not mean its materials are staged.
Short picks
A short pick occurs when the employee cannot collect the full requested quantity.
Possible reasons include:
- Incorrect system quantity
- Stock stored in the wrong location
- Damaged material
- Unrecorded consumption
- Batch restrictions
- Expired stock
- Unit-of-measure error
- Material reserved for another order
A short pick should be recorded as an exception. It may trigger stock investigation, partial fulfilment, another-location search, replenishment or purchasing action.
Employees should not enter the requested quantity if they physically found less. Doing so protects the appearance of accuracy while making the actual inventory less reliable.
Picking strategies
Different warehouses use different picking methods.
Discrete picking
One employee completes one order at a time. This is simple and suitable for low-volume or highly specialised orders.
Batch picking
Items for several orders are collected together and sorted afterward. This reduces repeated travel when many orders contain the same products.
Zone picking
Employees work inside assigned warehouse zones. An order may pass through several zones before completion.
Wave picking
Orders are grouped and released according to a schedule, carrier collection, route, priority or production requirement.
These are standard warehouse methods, but the correct method depends on order volume, warehouse layout, item type and labour organisation. SIX StockFlow provides structured demand, locations and picklists; the operational workflow should be configured to match the warehouse rather than forcing every company into the same picking method.
FIFO and FEFO stock rotation
Stock rotation determines which inventory should be issued first.
FIFO, or First In, First Out, normally selects older receipts before newer ones.
FEFO, or First Expired, First Out, prioritizes the item with the earliest expiry date. It is especially important for food, pharmaceuticals, cosmetics and other shelf-life-controlled products.
Established warehouse-management practice uses FIFO or FEFO allocation rules to support stock rotation. Both methods as standard picking-rule approaches.
SIX StockFlow can record receipt dates, batches and expiry dates, providing the information needed to control stock rotation. The selected operational rule must match the product:
- Use FIFO where receipt age is the main factor.
- Use FEFO where expiry risk is more important.
- Use customer-specific or quality rules where a particular batch is required.
- Do not issue quarantined, blocked or expired stock merely because it is older.
Packing, staging and outbound logistics
Picking does not complete the fulfilment process. Picked goods must normally be checked, packed, staged and dispatched.
Packing confirms what is inside each package, carton or pallet. The process may include:
- Quantity verification
- Serial-number confirmation
- Protective packaging
- Weight and dimension capture
- Customer-specific labelling
- Shipping documents
- Pallet assignment
- Final quality check
Staging places prepared goods in a controlled area while they wait for loading or internal delivery.
Outbound logistics begins when goods leave storage for the customer, production site, technician or another warehouse.
SIX StockFlow connects picking, packing and shipment with the original demand. This creates a chain from the order to the actual inventory movement.
For larger logistics units, GS1 defines the Serial Shipping Container Code, or SSCC, as a unique identifier for pallets, cartons or other shipping units. GS1’s logistic-label guidance explains how logistic units can be identified consistently throughout transport and warehousing.
Warehouse transfers and in-transit inventory
Companies with several warehouses frequently move inventory between locations.
A controlled transfer should include:
- Transfer request
- Source reservation
- Pick and issue
- In-transit status
- Destination receipt
- Putaway
- Transfer closure
The stock should not disappear from the source and immediately appear at the destination if it is still travelling. During this period, it is in-transit inventory.
SIX StockFlow records warehouse movements and can preserve visibility while goods move between company locations. The destination should confirm the actual received quantity. If 100 units leave the source but only 98 arrive, the transfer requires investigation rather than automatic closure.
Inventory counting and reconciliation
Even a well-managed warehouse develops differences between system quantities and physical quantities.
Common causes include:
- Unrecorded movements
- Picking errors
- Receiving errors
- Damage
- Incorrect units of measure
- Wrong locations
- Counting mistakes
- Uncontrolled substitutions
- Loss or theft
Inventory control therefore requires regular counting.
Physical inventory
A physical inventory is a broad count of all or most warehouse stock. Operations may need to stop or be tightly controlled while counting takes place.
Cycle counting
Cycle counting checks selected items or locations throughout the year instead of waiting for one annual count. High-value, fast-moving or historically inaccurate items can be counted more frequently.
This is often organised through ABC classification:
- A items: high value or high business impact; counted frequently
- B items: medium value or impact; counted at moderate intervals
- C items: lower value or impact; counted less frequently
Cycle counting is a recognised inventory-control process used to check inventory within selected locations, while physical inventory compares a broader physical count with system records.
SIX StockFlow supports inventory counts and adjustments. A variance should include a reason, responsible user, date and approval where necessary. Adjustments must not become an easy way to hide process errors.
Replenishment: avoiding both shortages and overstock
Replenishment restores stock when quantities fall below the level required for future operations.
Too little inventory creates stockouts, delayed production and missed deliveries. Too much inventory locks capital into goods that may become damaged, obsolete or expired.
Common replenishment concepts include:
Minimum and maximum levels
A minimum level is the point at which replenishment should be considered. A maximum level is the target quantity after replenishment.
A simplified rule is:
If available supply falls below the minimum, replenish toward the maximum.
Min-max planning is a standard inventory method. It considers available quantity and can suggest replenishment when the calculated supply falls below a defined minimum. SIX StockFlow min-max planning also shows that open demand and incoming supply can affect the calculation.
Reorder point
The reorder point is the inventory position at which a new order should be created.
A basic model is:
Reorder point = expected demand during lead time + safety stock
Safety stock
Safety stock is a buffer against uncertainty, such as variable demand, supplier delays or quality rejection.
Safety stock should not be selected randomly. It should reflect:
- Consumption history
- Supplier lead time
- Demand variability
- Delivery reliability
- Product importance
- Replacement difficulty
- Shelf life
- Storage cost
SIX StockFlow connects stock levels, reservations and open demand with replenishment decisions. Purchasing can then act before a shortage interrupts Sales, Manufacturing or Service.
Integration with Purchasing
Purchasing and inventory should operate as one supply process.
StockFlow gives Purchasing information about:
- Current available inventory
- Reserved quantities
- Minimum-stock exceptions
- Open demand
- Expected receipts
- Warehouse distribution
- Slow-moving or surplus stock
- Outstanding supplier deliveries
When a purchase order is received, StockFlow updates the relevant warehouse position. A partial receipt leaves the remaining purchase quantity open. A rejected quantity should not be treated as usable stock.
This connection helps prevent unnecessary purchasing. Before ordering more material, the buyer can check whether stock already exists in another warehouse or whether a confirmed receipt is due soon.
It also supports better supplier evaluation. Planned delivery dates can be compared with actual receipts, while ordered quantities can be compared with accepted quantities.
Integration with SIX ManufacturingFlow
Manufacturing creates material demand through the Bill of Materials, or BOM.
If a manufacturing order requires 1,000 finished products and each product needs four components, the gross component demand is 4,000 units. StockFlow must then consider what is available, reserved, quarantined or expected.
The connected process is:
Manufacturing order → BOM demand → Stock reservation → Production picklist → Material staging → Issue to production → Actual consumption → Finished-goods receipt
Material reservation
Materials can be reserved for a manufacturing order so they are not promised to another department.
Production picklist
The warehouse receives a structured list of the materials required for production. Items can be prepared by work order, operation, batch or planned start time.
Material issue
When materials leave the warehouse for production, the movement should be confirmed. This separates material that remains in storage from material already issued to the shop floor.
Actual consumption
Manufacturing may consume more or less than the planned BOM quantity. SIX StockFlow records the inventory effect, while SIX ManufacturingFlow compares planned and actual consumption.
Finished-goods receipt
After production and quality approval, finished quantities enter the correct warehouse or location. The items then become available for reservation, sale or further manufacturing.
This interconnectivity closes the gap between raw materials and finished products. Manufacturing sees whether the required materials are ready, and the warehouse sees what production will need next.
Integration with Sales and fulfilment
Sales needs accurate inventory before promising a customer quantity or delivery date.
SIX StockFlow gives Sales visibility into:
- Available quantity
- Reserved quantity
- Stock by warehouse
- Expected receipts
- Pick status
- Packed quantity
- Shipped quantity
- Backordered quantity
When a sales order is confirmed, inventory can be reserved. The warehouse then receives a picklist, confirms the actual pick, packs the goods and completes dispatch.
If the full quantity is unavailable, the business can decide whether to:
- Deliver partially
- Wait for replenishment
- Transfer stock from another warehouse
- Substitute an approved item
- Create production demand
- Place the remaining quantity on backorder
The decision remains visible instead of being handled through disconnected telephone calls or emails.
Integration with Field Service
Field-service operations also depend on inventory.
A technician may need spare parts, tools or replacement units before visiting the customer. Those items can be reserved and issued from a central warehouse, regional warehouse or mobile stock location.
A controlled service flow can include:
Appointment → Parts requirement → Reservation → Picklist → Technician issue → Usage or return
Unused parts should return to an identified stock location. Consumed parts should be connected with the service job. This protects warehouse accuracy and improves the true costing of field-service work.
Integration with finance and business intelligence
Every stock movement has an operational effect, and many movements also have a financial effect.
Receipts increase inventory. Consumption reduces it. Damage and loss create adjustments. Transfers change location but may not change company ownership. Delivery removes inventory according to the configured accounting and valuation process.
SIX StockFlow provides movement records that can support inventory valuation, costing and management reporting. The exact accounting treatment depends on the company’s configured valuation and financial rules.
Management can analyse:
- Inventory by warehouse
- Capital held in stock
- Fast- and slow-moving items
- Stock ageing
- Purchase-to-receipt performance
- Inventory discrepancies
- Picking performance
- Material consumption
- Shortages
- Damaged or quarantined quantities
The goal is not simply to know the value of inventory. The goal is to understand why stock exists, how quickly it moves and where operational risk is developing.
Batch and serial-number traceability
A batch number identifies a group of units produced or received under similar conditions.
A serial number identifies one individual unit.
Batch tracking is common for raw materials, food, chemicals, cosmetics and pharmaceuticals. Serial tracking is common for machinery, electronics, vehicles, technical equipment and warranty-controlled products.
A complete traceability chain may be:
Supplier → Goods receipt → Batch or serial → Storage location → Reservation → Picklist → Manufacturing or sales order → Delivery → Customer
The GS1 Global Traceability Standard explains the importance of identifying products and logistics units at batch, lot or serial level throughout the supply chain.
SIX StockFlow can preserve these identifiers across receipts, transfers, consumption and deliveries. This supports quality investigation, warranty handling and targeted product recalls.
If a supplier reports a defective batch, the company should be able to determine:
- How much was received
- Where it is stored
- Whether it was used in manufacturing
- Which finished products contain it
- Which customers received affected goods
- What quantity remains available or quarantined
This is much stronger than knowing only the current total quantity.
Different industries require different warehouse controls
The same StockFlow structure can support different industries, but the configuration must follow the real product and process risks.
| Industry | Important warehouse controls |
|---|---|
| Wholesale and distribution | Fast receiving, location control, reservations, picking accuracy and order fulfilment |
| Manufacturing | BOM demand, production reservations, material staging, consumption and finished-goods receipt |
| Food and dairy | Batch tracking, expiry dates, FEFO rotation, temperature-related status and recall traceability |
| Pharmaceuticals and cosmetics | Quarantine, controlled release, batch traceability, expiry control and restricted adjustments |
| Electronics | Serial numbers, component traceability, warranty and controlled substitutes |
| Furniture | Large-item locations, components, fabrics, production staging and customer-specific reservations |
| Automotive and spare parts | Exact item identification, compatibility, serials and fast picking |
| Field service | Technician stock, spare-part reservation, issue, consumption and return |
| Multi-site businesses | Inter-warehouse transfers, in-transit stock and central availability |
A food warehouse may prioritise expiry dates. An electronics distributor may prioritise serial numbers. A furniture manufacturer may need large storage positions and production staging. A service company may treat every vehicle as a mobile warehouse.
Best practice is not one universal workflow. Best practice is a controlled workflow designed around the risks of the item and the purpose of the warehouse.
Key warehouse performance indicators
Warehouse improvement requires measurable results.
Inventory accuracy
Inventory accuracy = correct counted positions ÷ total counted positions × 100
This measures whether physical stock agrees with system stock.
Picking accuracy
Picking accuracy = correctly picked order lines ÷ total picked order lines × 100
A high shipping volume is not useful if customers receive the wrong items.
Order fill rate
Fill rate = demand supplied immediately ÷ total demand × 100
This shows how much demand can be fulfilled without delay or backorder.
Dock-to-stock time
This measures the time between delivery arrival and the goods becoming correctly stored and available.
Order cycle time
This is the time from order release to completed shipment.
Inventory turnover
Inventory turnover = cost of goods used or sold ÷ average inventory value
Higher turnover can indicate efficient inventory use, although the correct target depends on the industry.
Stockout rate
This measures how often required items are unavailable.
Shrinkage
Shrinkage is the unexplained difference between recorded stock and physical stock.
Stock ageing
Stock ageing groups inventory according to how long it has remained unused or unsold.
SIX StockFlow provides the transaction data needed to build these operational views. A KPI should lead to action. Measuring picking accuracy without investigating the causes of errors will not improve the warehouse.
Best practices for implementing SIX StockFlow
1. Clean the item master first
Remove duplicate SKUs, standardise descriptions and verify units of measure. Decide which items require batch, serial or expiry control.
2. Build a real location structure
Map the physical warehouse before configuring system locations. Every receiving area, quarantine zone, shelf, bin and staging area should have a clear purpose.
3. Define stock statuses
Agree on the meaning of available, reserved, quarantined, damaged, staged and in-transit stock. Employees must understand that these statuses are operational controls, not optional labels.
4. Record movements when they happen
A transaction entered several hours later creates a period during which the system is wrong. Receipts, putaways, picks, transfers and issues should be confirmed as close as possible to the physical action.
5. Use barcodes where they reduce identification risk
Barcode scanning can improve speed and accuracy when items and locations are labelled consistently. Scanning does not repair incorrect labels or poor master data, so identification rules must come first.
6. Control exceptions
Short picks, damaged goods, substitutions and quantity differences should follow defined exception processes. Employees should not invent their own workaround.
7. Count continuously
Use cycle counting to find problems early. Repeated variances in the same location usually indicate a process problem, not random bad luck.
8. Connect demand before automating replenishment
Minimum levels are more useful when reservations, expected receipts, manufacturing demand and lead times are also considered.
9. Separate roles and approvals
The person requesting an adjustment should not always be the only person approving it. High-value or unusual adjustments may require additional control.
10. Improve gradually
Start with accurate master data, receipts, locations and stock balances. Then strengthen reservations, picklists, replenishment, traceability and performance measurement.
From stored products to connected business flow
The real value of warehouse software is not that it shows a list of quantities. Its value comes from connecting physical stock with the business processes that create and consume it.
Purchasing creates incoming supply. Warehouse operations receive and store it. Manufacturing reserves and consumes materials. Finished goods return to inventory. Sales creates customer demand. Field Service requests spare parts. Finance measures the value and cost of those movements.
SIX StockFlow connects these activities through one inventory structure:
Purchase → Receive → Store → Reserve → Pick → Consume or Deliver → Analyse
This creates a shared operational view across the business.
Purchasing can see what needs replenishment. Manufacturing can see whether materials are ready. Sales can see what can actually be promised. Warehouse employees receive clear movement instructions. Management can see where stock is held, how it moves and where discrepancies or shortages are developing.
Build inventory accuracy one movement at a time
Inventory accuracy is not created during the annual stock count. It is created every time an employee receives, stores, reserves, picks, transfers, consumes or ships an item correctly.
SIX StockFlow provides the structure for controlling those actions. It connects quantities with locations, demand, batches, serial numbers, warehouse tasks and business documents.
The result is a warehouse operation that is easier to understand and harder to lose control of:
- Goods are received against real expectations.
- Materials are placed in known locations.
- Stock statuses reflect actual usability.
- Reservations prevent double promising.
- Picklists turn demand into controlled work.
- Counts expose process errors.
- Replenishment responds to real inventory needs.
- Manufacturing receives the correct materials.
- Customers receive the correct products.
- Every movement remains connected to its business reason.
Know what you have. Know where it is. Know why it moved.
