Sabah depoda yirmi bayi siparişi bekliyor ve araçlar kapıda sıraya girmiş durumda. Toplama listesi hâlâ kâğıtta olduğu için yanlış koli ve eksik satır tartışmaları her gün tekrarlanıyor.
Toptan dağıtımda hız tek başına yetmez; doğruluk olmadan hız yalnızca hatayı büyütür. Uçtan uca akış tanımlanmazsa her sefer yeniden kaos üretir.
Bu yazıda sipariş toplamadan araç yüklemeye, rotadan teslimat kaydına kadar operasyonu anlattık. Amacımız siparişten teslimata kırılmayan bir hat kurmaktır.
İçindekiler
Sipariş alma ve onay
Toptan sipariş telefon, WhatsApp veya portal üzerinden gelebilir; hepsi tek kuyruğa düşmelidir. Dağınık kanallar eksik ve mükerrer sipariş üretir.
Onay adımında fiyat, limit ve stok kontrolü yapılmalıdır. Onaysız sevkiyat hem risk hem iade doğurur.
Bayi bazlı minimum adet ve iskonto kuralları sipariş anında uygulanmalıdır. Sonradan düzeltme mutabakatı bozar.
Mevcut ERP sisteminiz mali kaydı tutmaya devam ederken platform operasyon siparişini yönetebilir. Sistem değiştirmeden hız kazanılır.
Portal tarafını B2B sipariş portalı yazısında anlattık.
Stok rezervi ve eksik satır
Onaylanan sipariş stoğu hemen rezervlemelidir. Rezerv yoksa aynı palet iki bayiye söz verilir.
The missing line must state whether partial shipment or waiting is preferred. Uncertainty creates on-site disputes.
If there is a substitute product suggestion, it must be approved; changing products without the dealer's knowledge breaks trust. Communication is as critical as inventory.
Critical level alarms should be triggered earlier in wholesale volume. The retail threshold will not save wholesale.
Open orders open order tracking we discussed in the article.
Picking and packing
The picking list can be generated based on order or route; the important thing is barcode verification. Manual counting increases the error rate.
Heavy and fragile products must be bound to a packaging standard. Damaged delivery becomes the cost of the next time.
In products requiring batch or lot tracking, records must be taken at the moment of picking. Tracing back later is close to impossible.
Picking performance should be measured on a per-person and regional basis. Expanding the team before bottlenecks are visible is inefficient.
Lot requirement batch lot tracking we explained in the article.
Shipment preparation
The shipment order links collected orders to the vehicle and route. Loading without an order means a forgotten package.
Waybill and invoice documents must be ready at the time of shipment. Goods going out without documents are both a legal and operational risk.
In structures where e-waybill is used, document timing must be clarified. A belatedly issued document causes problems during road checks.
The shipment list should be shared between the driver and the warehouse. Two different lists produce two different realities.
Preparation steps shipment preparation and vehicle loading we described in the article.
Vehicle loading
The loading order must be the reverse of the route order; the first delivery is loaded last. The wrong order means restacking on the way.
Loading must be closed without exceeding desi and weight limits. Overloading is a risk of both legal penalties and vehicle damage.
Vehicle stock must be verified with a barcode or checklist. A package 'assumed to be loaded' is the most expensive loss.
In the van sales model, vehicle stock is managed separately; the difference from classical shipment is significant. Mixing models disrupts reconciliation.
We compared the difference between field sales and van sales in our article.
Route and capacity
Route planning must consider not only distance but also time windows and vehicle type. A half-full vehicle travels at a high cost.
Consolidation reduces the number of trips by combining orders in the same region. Dispatching a separate vehicle for every urgent order inflates costs.
If regional ownership is clear, route conflicts decrease. Two drivers going to the same street is inefficiency.
Occupancy rates should be monitored weekly, and low-trip instances must be questioned. Invisible empty space is invisible loss.
We discussed planning in shipment planning and vehicle occupancy article.
Delivery and proof
At the time of delivery, a signature, photo, or recipient information must be obtained. The claim of 'we left it' generates disputes later.
Missing or damaged deliveries must be recorded on the spot. Discrepancies remembered upon returning to the warehouse are not reliable.
The reason for a rejected delivery must be coded, and stock movement must be processed accordingly. Undefined rejections cause stock drift.
A delivery summary can be sent to the customer; transparency reduces objection rates. Silent delivery accumulates silent complaints.
We explained the proof flow in proof of delivery in distribution article.
Collection and document
In term sales, the risk limit must be checked before shipment. Limit overflows cannot be managed with a 'we'll look at it later' attitude.
If there is cash on delivery, mobile records must be updated instantly. Collections written down in the office in the evening can get lost.
Document numbers must be linked to the delivery record. If the link breaks, reconciliation takes days.
Financial documents can be transferred to the existing ERP system; the accounting structure is not disrupted. The platform ensures field speed.
We covered the risk aspect in the term sales and collection risk article.
End-of-day reconciliation
Amounts loaded, delivered, returned, and collected at the end of the day must be closed. Open lines should not be carried over to the next day.
If there is remaining stock in the vehicle, the reason must be clear; it must be known whether it was undelivered or over-loaded. Uncertain balances generate discrepancies.
Driver inventories and documents must be checked. Small differences accumulate and turn into major losses.
The reconciliation report should be summarized briefly for the manager. It is enough to show the exception, not to read every line.
We explained mobile usage in the field in the field sales team mobile usage article.
Distribution line on the platform
EQLEM is a solution platform; it does not replace your existing ERP system. It unites order, shipment, and delivery on the operational line.
When the warehouse and the field see the same record, paper lists come to an end. Speed and accuracy increase together.
Financial documents can be transferred to the existing system; accounting and financial advisor routines are preserved. Change happens in the field, not in accounting.
As the dealer network grows, the same line scales; a new Excel does not emerge for every new region. Standard flow carries the growth.
Complete dealer management with the dealer network management article.
Frequently asked questions
Can we continue with paper lists?
It seems possible in small volumes; when the number of orders and vehicles increases, error and time costs grow rapidly.
Is partial shipment correct?
It is correct if there is dealer approval and a written rule; sending missing items without notice damages the relationship.
Is proof of delivery mandatory?
It is essential to cut off dispute and loss arguments; a signature or photo record is sufficient.
Should we abandon the existing ERP?
Not necessary; EQLEM works alongside it.Logo integration and similar models preserve financial records.
Success in wholesale distribution is not dispatching vehicles faster, but delivering the right goods to the right address with documentation. Speed is built on accuracy.
Take orders into a single queue and reserve stock; do not sell promised goods twice.
Link shipment, loading, and route to the same order; paper lists do not scale.
Capture proof of delivery and collection records in the field; evening office transcription causes losses.
Do not move on to the next day without closing the end of the day; open lines accumulate and turn into a crisis.
By consulting with the EQLEM team, you can clarify your wholesale distribution operation setup.