Sabah pazaryerinden 40’lık sipariş geliyor, öğleden sonra büyük bayi aynı üründen 120 adet istiyor. Depoda ise toplam 95 adet var ve iki kanal da “var” sanıyor.
Aynı stoku perakende ve B2B’ye açmak büyümeyi hızlandırır ama kural yoksa çatışma üretir. Sorun ürünün ortak olması değil, sahiplik ve önceliğin tanımsız kalmasıdır.
Bu yazıda depo ayrımı, rezerv kuralları, öncelik tanımı ve çakışma önlemeyi anlattık. Amacımız iki kanalın birbirinin stoğunu yemesini engellemektir.
İçindekiler
Çatışma nasıl doğar?
İki kanal aynı bakiyeyi “serbest” gördüğünde aynı birimi iki kez satar. Bu, stok yazılımından çok kural eksikliğinden doğar.
B2B siparişleri genelde büyük ve planlıdır; e-ticaret ise küçük ve süreklidir. Aynı havuzu paylaşırken zamanlama farkı kriz üretir.
Bayi “söz verilen stok” beklerken perakende paneli hâlâ satışa açıksa güven kırılır. İlişki maliyeti, tek sipariş kârından büyüktür.
Tersine, tüm stoğu bayiye kilitlemek perakende kanalını boğar. Dengeli tahsis olmadan bir kanal diğerini yer.
Çoklu kanal çerçevesini çoklu kanal satış yönetimi yazısında ele aldık.
Paylaşım modelleri
İlk model tamamen ayrı depolardır; fiziksel ayrım en net çözümdür. Stok transferi bilinçli yapılır ve çatışma azalır.
The second model is channel locations in the same warehouse; shelves are logically separated. It takes up less space but requires discipline.
The third model is a common pool + quota system; a percentage or quantity limit is set for each channel. It is flexible, but requires continuous monitoring.
Which model to choose depends on volume, margin, and dealer agreements. There is no single correct model; there is a written choice.
We covered the B2B portal side in the B2B order portal article.
Warehouse and location segregation
Physical or logical segregation also reduces picking errors. Dealer boxes and retail packs must not get mixed up on the same shelf.
Transfers between locations should not be done without a transfer slip. The habit of "let's just pull it from here for now" messes up the balance.
Inventory counts must also be done on a location basis. A joint count hides which channel is producing discrepancies.
If your current ERP system maintains warehouse cards, platform locations should be mapped to them. Without mapping, reports diverge.
We summarized the location structure in the warehouse groups and locations article.
Channel reservation rules
E-commerce orders should reserve stock instantly; B2B quotes or open orders can be locked similarly. Without reservations, promised goods may end up sold.
Reservation duration can be longer in B2B; orders awaiting approval hold stock for a long time. An automatic release rule is needed upon expiration.
The retail buffer and dealer quota should be kept separate. A single buffer misleads both channels.
It is essential that reservations are released immediately after cancellation or rejection. A forgotten reservation creates the feeling of "lost stock".
We discussed the open order side in the open order tracking article.
Priority and allocation
When stock runs low, it must be written which channel will be satisfied first. This decision should not be left up to debate during a crisis.
Priority can be defined based on profitability, contractual commitment, or strategic dealers. The important thing is consistent implementation.
Retail priority can be temporarily increased during seasonal campaigns. The date range and SKU list must be determined in advance.
Allocation changes must be logged; it should be visible who changed what, when, and why. Silent changes break trust.
Combine the profitability perspective with the marketplace profitability analysis article.
Price and limit variance
B2B prices and retail prices should not be kept on the same list. Channel leakage ruins both margins and dealer relationships.
Minimum order quantity and credit limits are specific to B2B. These rules also affect stock reservations.
Pricing based on account groups strengthens segmentation. Giving the same discount to every dealer is unnecessary margin loss.
Retail campaigns should not automatically override B2B pricing. Campaign scope must be filtered by channel.
We covered group pricing in the B2B account groups article.
Order approval workflow
For large B2B orders, stock control should be tied to the approval step. Unapproved shipments silently deplete retail stock.
E-commerce orders generally proceed automatically; exception rules can be tied to SKUs or amounts. The approval thresholds of the two channels can be different.
It should be clear whether partial shipment or waiting is preferred in case of insufficient stock. Uncertainty ruins customer communication.
Approval authorities should be defined on a role basis. Letting everyone pass any order destroys control.
We compared the difference between the field and B2B in the B2B vs field sales difference article.
Visibility and reports
On the manager dashboard, channel-based free, reserved, and quota balances should stand side by side. A single total figure hides conflict.
The stock visible on the dealer portal must be the quantity actually allocated to that channel. Inflated visibility generates cancellations.
Marketplace stock is also subject to the same rule; it is written as much as its share from the common pool. Opening the entire warehouse to every channel is risky.
The weekly conflict report shows how many orders were split due to stock issues. This metric validates the model selection.
For stock compliance, check out the warehouse and marketplace stock compliance article.
Transition and transfer
Cross-channel stock shifting must be done via a transfer slip. Shifting without a slip breaks the existing ERP reconciliation.
Pulling stock from a dealer location for urgent retail needs must be an approved exception. If it becomes a habit, the distinction collapses.
End-of-season excess stock can be shifted to a low-priority channel or campaign. This decision must be supported by reports.
Stock must be kept in transit status during the transfer period. Selling a product in transit creates a new conflict.
We explained the transfer slip in the inter-warehouse transfer article.
Shared stock on the platform
EQLEM is a solution platform; it does not replace your existing ERP system. It manages retail and B2B stock under a single roof with rules.
When reservations, quotas, and approval workflows combine on a single line, conflicts become visible. Manual Excel allocation ends.
Financial records stay in the existing system; operations run on the platform. The two layers do not replace each other.
Even though the B2B interface is in its early stages, stock rules can be established today. Rules should be written without waiting for maturation.
As the dealer network grows, the dealer network management article also provides guidance.
Frequently asked questions
Is a separate warehouse mandatory?
Not mandatory; it can also be managed via location or quota. As volume and risk increase, physical separation becomes safer.
Can we open all stock to both channels?
Technically possible, operationally risky; at least buffer and priority rules must be applied.
How should stock appear in the dealer portal?
Only the free quantity allocated to that channel should be visible; inflated stock generates cancellations.
Will the accounting system change?
No, it runs alongside EQLEM.Micro integration and similar models ensure financial records are preserved.
Retail and B2B can feed from the same product, but not from the same unregulated balance. Conflict arises not from product sharing, but from ambiguity of ownership.
Rewrite reservation rules from scratch with warehouse or location segregation; do not argue in moments of crisis.
Clarify priority and allocation based on profitability and contract; consistent implementation builds trust.
Separate channel prices and limits; leakage ruins both margins and relationships.
Keep visibility channel-based; a single total figure conceals conflict.
By consulting with the EQLEM team, you can clarify your shared stock setup.