- Distinguish expected arrivals from available stock
- Create a queue of unallocated order lines
- Decide whether partial allocation is useful
- Reconcile remaining demand after each receipt
- Handle a receipt that cannot satisfy the promise
- Test short, surplus and released allocations
- Allocate five arrivals across two waiting orders
- Choose a tool and budget around the actual workload
Distinguish expected arrivals from available stock
Expected delivery, physical receipt and usable stock after inspection can differ. Allocating the supplier’s expected quantity as though it already exists can create promises you cannot fulfil after a shortage or damage. Track SKU and location together with expected, received, reviewed and allocated quantities. Define the event that makes stock usable in your process. An incoming-delivery notice should not automatically become a customer dispatch confirmation.
Create a queue of unallocated order lines
Keep order ID, line ID, SKU, required quantity, already allocated quantity, unallocated quantity, receipt time, promised delivery and priority rule. If P-120 receives five usable units against waiting orders for three and four, both cannot be filled. Decide whether allocation follows receipt order, confirmed delivery promises or another agreed condition. Document exceptions rather than letting the person currently looking at the list consume the stock first.
| Field | Example | Review decision |
|---|---|---|
| Receipt | Five reviewed units | Separate from expected stock |
| Order A | Three units waiting | Apply the agreed priority |
| Order B | Four units waiting | Check partial allocation terms |
| Remaining demand | At least two units | Review the customer update |
Decide whether partial allocation is useful
Allocating two units to an order that requires three may not produce a usable shipment. Record whether the customer accepts partial delivery or wants the full order together. Allocation and dispatch are separate quantities. Goods can still be physically on the shelf while reserved for a particular order. Align the picking process with that reservation so another worker does not treat every visible unit as freely available.
Reconcile remaining demand after each receipt
After reviewing a receipt, work only with the relevant SKU’s outstanding lines. Reconcile usable received quantity, newly allocated quantity and the remaining unallocated balance. When an order is cancelled, document release and reassignment rather than simply changing a free-text note. Retain a receipt ID so reloading the same delivery information cannot allocate it twice. The allocation record should explain which actual receipt supplied each reservation.
Handle a receipt that cannot satisfy the promise
When a short receipt affects a promise, review the orders still without allocation. Do not repeat a new supplier estimate as a guaranteed customer date without checking it. A responsible person should decide whether to offer an alternative, partial shipment or continued wait. Before releasing an incorrect allocation, check whether picking or dispatch has started. Reversing the number in the register does not necessarily return the physical item to the shelf.
Test short, surplus and released allocations
Test a short receipt, surplus receipt, cancellation after allocation, repeated import and delivery to another location. Stock elsewhere may require a transfer before it can serve the order; do not assume it is immediately dispatchable. Reconcile both SKU totals and customer-level promises. A correct aggregate quantity can still hide the wrong allocation. The completed review should explain the remaining wait for each order, not merely show a zero warehouse difference.
Allocate five arrivals across two waiting orders
Order A waits for three units and later order B waits for four. Five usable units arrive. Under receipt-order priority with partial allocation permitted, A receives three and B two, leaving two unallocated for B. If B requires a complete shipment, decide the reservation policy explicitly. When A cancels, record release and reassignment. Reimporting the same receipt must not create another five units. Showing only a total shortage of two cannot explain which customer commitment remains unresolved.
Choose a tool and budget around the actual workload
A shared receipt and order-line register can be sufficient for a short queue. Automate only the parts governed by an agreed rule, leaving priority exceptions to review. Estimate receipt frequency, SKUs, outstanding lines and checking time. For several locations, include transfer cost and coordination effort. The presence of stock somewhere in the business is not the same as stock available for this customer’s promised shipment, and a low subscription price cannot remove that operational constraint.
Resources for the next step
Orders, stock and shipping
Connect order references, product codes and dispatch status to make fulfilment work traceable.
Official sources
Pricing, availability and feature limits can change. Check the linked official pages before subscribing.
- Managing inventory quantitiesInformation checked: 2026-10-30
- Receiving and managing inventory transfersInformation checked: 2026-10-30
- Airtable pricingInformation checked: 2026-10-28
- Airtable plans overviewInformation checked: 2026-10-28
- Airtable billable collaboratorsInformation checked: 2026-10-28
- Shopify Japan pricingInformation checked: 2026-10-26
- Shopify US pricingInformation checked: 2026-10-26
- Shopify pricing and billing overviewInformation checked: 2026-10-26
