[{"data":1,"prerenderedAt":72},["ShallowReactive",2],{"legacy:insights\u002Fwms-inbound-appointment:en":3},{"id":4,"title":5,"description":6,"keywords":7,"author":8,"robots":9,"bodyClass":10,"image":11,"jsonld":12,"html":71},"insights\u002Fwms-inbound-appointment","Three trucks at 9am, empty dock all afternoon? Appointments must consume unload capacity, not a remarks field - JEDP Digital Platform","Receiving congestion is often caused by appointments that are only registered without occupying resources. Create a closed loop of occupancy—check-in—closure by linking the time window, dock, unloading capacity, and ASN. Incorporate late arrivals, no-shows, and emergency priority entries into the rules and performance evaluation. On peak days, schedule strategic suppliers first, then expand to full delivery.","Warehouse arrival appointment, WMS receiving management, supplier delivery appointment, warehouse receiving efficiency","Shenzhen Langbowan Information Technology Co., Ltd.","index, follow","page-insights","https:\u002F\u002Fwww.jedp.cn\u002Fres\u002Fimages\u002Fproduct\u002Fwms-slide6.webp",[13,31,45],{"@context":14,"@type":15,"@id":16,"headline":17,"description":6,"inLanguage":18,"datePublished":19,"dateModified":20,"articleSection":21,"keywords":22,"image":11,"author":23,"publisher":25,"isPartOf":26,"mainEntityOfPage":28},"https:\u002F\u002Fschema.org","Article","https:\u002F\u002Fwww.jedp.cn\u002Finsights\u002Fwms-inbound-appointment#article","Three trucks at 9am, empty dock all afternoon? Appointments must consume unload capacity, not a remarks field","zh-CN","2026-03-26","2026-10-17","WMS · Warehouse","warehouse inbound appointment, WMS receiving management, supplier delivery appointment, warehouse receiving efficiency",{"@id":24},"https:\u002F\u002Fwww.jedp.cn\u002F#organization",{"@id":24},{"@id":27},"https:\u002F\u002Fwww.jedp.cn\u002Finsights#collection",{"@type":29,"@id":30},"WebPage","https:\u002F\u002Fwww.jedp.cn\u002Finsights\u002Fwms-inbound-appointment",{"@context":14,"@type":32,"itemListElement":33},"BreadcrumbList",[34,39,43],{"@type":35,"position":36,"name":37,"item":38},"ListItem",1,"Home","https:\u002F\u002Fwww.jedp.cn\u002F",{"@type":35,"position":40,"name":41,"item":42},2,"Insights","https:\u002F\u002Fwww.jedp.cn\u002Finsights",{"@type":35,"position":44,"name":17,"item":30},3,{"@context":14,"@type":46,"@id":47,"mainEntity":48},"FAQPage","https:\u002F\u002Fwww.jedp.cn\u002Finsights\u002Fwms-inbound-appointment#faq",[49,55,59,63,67],{"@type":50,"name":51,"acceptedAnswer":52},"Question","Can appointments be made without a supplier portal?",{"@type":53,"text":54},"Answer","Okay. Appointments made by phone or WeChat also need to be entered into the system to reserve the time slot; the key is that booking, check-in, and closing are all within the system loop, rather than staying in the chat records.",{"@type":50,"name":56,"acceptedAnswer":57},"What is the relationship between ASN and appointment?",{"@type":53,"text":58},"The appointment answers when to arrive and which platform to occupy; ASN answers what to bring and how many pallets\u002Fboxes\u002Fbatches. Only when both are present does receiving get close to working according to the list.",{"@type":50,"name":60,"acceptedAnswer":61},"How to schedule multiple vehicles from the same supplier?",{"@type":53,"text":62},"Assign time slots according to each train instead of locking the whole day by supplier. Each train should check in and close independently to prevent one late train from affecting the day's total capacity.",{"@type":50,"name":64,"acceptedAnswer":65},"How late counts as standing someone up?",{"@type":53,"text":66},"Common grace period is fifteen to thirty minutes; exceeding this time results in release or downgraded queuing and records a deviation. The threshold is determined according to the unloading rhythm and distance, and once written into the system, it should not be changed for each shift.",{"@type":50,"name":68,"acceptedAnswer":69},"What is the relationship between appointment scheduling and OTIF?",{"@type":53,"text":70},"OTIF's timeliness relies on a trustworthy signed timestamp; scheduled check-in and goods receipt posting are one of the sources. The schedule itself is not OTIF, but without scheduling discipline, the timestamp can easily be altered afterward.","\u003Carticle class=\"insight-article\">\n    \u003Cdiv class=\"insight-container\">\n      \u003Cnav class=\"breadcrumb\" aria-label=\"Breadcrumb\">\n        \u003Ca href=\"\u002F\">Home\u003C\u002Fa>\n        \u003Cspan class=\"breadcrumb-sep\">\u002F\u003C\u002Fspan>\n        \u003Ca href=\"\u002Finsights\">Insights\u003C\u002Fa>\n        \u003Cspan class=\"breadcrumb-sep\">\u002F\u003C\u002Fspan>\n        \u003Cspan>WMS · Warehouse\u003C\u002Fspan>\n      \u003C\u002Fnav>\n\n      \u003Cheader class=\"insight-hero\">\n        \u003Cdiv class=\"insight-tags\">\u003Cspan class=\"r-tag\">Inbound appointment\u003C\u002Fspan>\u003Cspan class=\"r-tag\">Receiving Management\u003C\u002Fspan>\u003Cspan class=\"r-tag\">Platform Dispatch\u003C\u002Fspan>\u003C\u002Fdiv>\n        \u003Ch1>Three trucks at 9am, empty dock all afternoon? Appointments must consume unload capacity, not a remarks field\u003C\u002Fh1>\n        \u003Cp class=\"insight-lede\">During peak season, there are long lines outside the doors; during off-season, platforms sit idle — it's not that traffic is naturally uneven, it's that reservations have never become a resource that can be practically used. The time recorded in the logbook cannot constrain the train, nor can it constrain calls that say 'must enter today.'\u003C\u002Fp>\n        \u003Cdiv class=\"insight-meta\">\n          \u003Cspan>Updated 2026-03-26\u003C\u002Fspan>\n          \u003Cspan class=\"dot\" aria-hidden=\"true\">\u003C\u002Fspan>\n          \u003Cspan>~8 min read\u003C\u002Fspan>\n          \u003Cspan class=\"dot\" aria-hidden=\"true\">\u003C\u002Fspan>\n          \u003Cspan>Manufacturing digitalization · WMS · Warehouse\u003C\u002Fspan>\n        \u003C\u002Fdiv>\n      \u003C\u002Fheader>\n      \u003Csection class=\"insight-takeaways\">\n        \u003Ch2>What you'll take away\u003C\u002Fh2>\n        \u003Cul>\u003Cli>The reservation occupies the platform time slot and unloading capacity (personnel, forklifts, buffer space), not the remarks field.\u003C\u002Fli>\u003Cli>For appointments without ASN\u002Fdelivery details, the site can only unpack and guess the workload, and the pace will inevitably get out of control.\u003C\u002Fli>\u003Cli>No-shows and being late should be included in collaborative performance, otherwise the appointment discipline will quickly collapse.\u003C\u002Fli>\u003Cli>Urgent queue jumping must be authorized, have a reason code and leave a trace, and occupy the backup buffer to prevent everyone from being urgent.\u003C\u002Fli>\u003Cli>First schedule the peak days with the strategic suppliers, then expand to all deliveries; when the daily average number of trips is very low, there is no need to use complex algorithms.\u003C\u002Fli>\u003C\u002Ful>\n      \u003C\u002Fsection>\n\n      \u003Cdiv class=\"insight-layout\">\n        \u003Cdiv class=\"insight-body\">\n\u003Ch2 id=\"上午九点的三辆车\">Three cars at nine in the morning\u003C\u002Fh2>\n\u003Cp>The warehouse staff is still handing over the shift, and outside the door, two vehicles are honking, while a third is backing into the single-lane dead end. At the same time, a call comes in from procurement: 'Urgent materials, must be unloaded today.' At two in the afternoon, the platform is empty, and the forklift driver is smoking—not because the flow is even, but because everyone has tacitly agreed to squeeze into the same window.\u003C\u002Fp>\n\u003Cp>Receiving efficiency is primarily a scheduling issue, and only secondarily about how fast scanning is. If an appointment cannot occupy platform and manpower capacity, it is just a courtesy notification; courtesy notifications definitely fail during peak season. Only after controlling the arrival distribution should we talk about posture optimization; that’s the correct order.\u003C\u002Fp>\n\u003Ch2 id=\"登记本为什么挡不住堵\">Why can't the registration book stop the blockage?\u003C\u002Fh2>\n\u003Cdiv class=\"table-scroll\">\u003Ctable>\u003Cthead>\u003Ctr>\u003Cth>Phenomenon\u003C\u002Fth>\u003Cth>Superficial statement\u003C\u002Fth>\u003Cth>A deeper layer\u003C\u002Fth>\u003C\u002Ftr>\u003C\u002Fthead>\u003Ctbody>\u003Ctr>\u003Ctd>Full in the morning, empty in the afternoon\u003C\u002Ftd>\u003Ctd>Everyone is used to coming early.\u003C\u002Ftd>\u003Ctd>The time period is not restricted, overselling is allowed by default\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>Only when I arrived did I realize it was twenty packages.\u003C\u002Ftd>\u003Ctd>The note is in the driver's pocket\u003C\u002Ftd>\u003Ctd>Appointment without ASN\u002Fdetails\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>The plan was blown apart\u003C\u002Ftd>\u003Ctd>This car is particularly urgent\u003C\u002Ftd>\u003Ctd>Cutting in line without authorization and without leaving a trace\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>The supplier complains about not being able to make an appointment\u003C\u002Ftd>\u003Ctd>The warehouse card is too rigid\u003C\u002Ftd>\u003Ctd>The capacity model is inaccurate or only penalizes without collaboration\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>Time to record after receiving goods\u003C\u002Ftd>\u003Ctd>Uninstall first, then talk about it\u003C\u002Ftd>\u003Ctd>Timestamp distortion, punctual assessment goes wrong accordingly\u003C\u002Ftd>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\n\u003Cp>The root cause can be summed up in one sentence:\u003Cstrong>The resource is not occupied by a reservation.\u003C\u002Fstrong>The system has no time-slot capacity, so on-site allocation can only rely on loudness. If the capacity model only counts 'trips' without considering the number of loads or unloading time, a fully loaded truck will still show as having available space, and flow control will be just for show.\u003C\u002Fp>\n\u003Ch2 id=\"最小闭环-选窗-占容-带明细-签到-关闭\">Minimum closed loop: select window → occupy capacity → include details → check in → close\u003C\u002Fh2>\n\u003Cp>The reservation occupies the platform time slot and unloading capacity, not the remarks.\u003C\u002Fp>\n\u003Cdiv class=\"table-scroll\">\u003Ctable>\u003Cthead>\u003Ctr>\u003Cth>Step\u003C\u002Fth>\u003Cth>Rules\u003C\u002Fth>\u003Cth>System action\u003C\u002Fth>\u003C\u002Ftr>\u003C\u002Fthead>\u003Ctbody>\u003Ctr>\u003Ctd>Appointment\u003C\u002Ftd>\u003Ctd>Select date and time slot   Platform (or platform group)   Estimated number of loads\u002Fduration\u003C\u002Ftd>\u003Ctd>Occupied capacity, overbooking rejection, or standby\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>ASN\u003C\u002Ftd>\u003Ctd>Detail line, quantity, batch\u002Fbox\u002Fpallet\u003C\u002Ftd>\u003Ctd>Receiving Pre-Inspection and Pre-Allocation for Shelving\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>Check in\u003C\u002Ftd>\u003Ctd>Check-in confirmation (appointment QR code can be scanned)\u003C\u002Ftd>\u003Ctd>Join the queue\u002Fcall number, write down the arrival time\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>Receive goods\u003C\u002Ftd>\u003Ctd>Acceptance according to ASN, differences immediately visible\u003C\u002Ftd>\u003Ctd>When goods move and accounts move, actual receipts are generated\u003C\u002Ftd>\u003C\u002Ftr>\u003Ctr>\u003Ctd>Close\u003C\u002Ftd>\u003Ctd>Completed, Partially Received, Rejected, No-Show\u003C\u002Ftd>\u003Ctd>Release time period, record deviation\u002Fperformance\u003C\u002Ftd>\u003C\u002Ftr>\u003C\u002Ftbody>\u003C\u002Ftable>\u003C\u002Fdiv>\n\u003Cp>If there is only a reservation but no ASN, the workload can only be known by unpacking on-site; if there is only an ASN but no reservation, the details may look good but will still be crowded in the same hour. Reservations that exceed the threshold for the number of pallets should be required to attach details, otherwise they can only be scheduled in a 'to be completed' small window or on-site standby.\u003C\u002Fp>\n\u003Ch2 id=\"三种最常把制度打穿的例外\">Three most common exceptions that break through the system\u003C\u002Fh2>\n\u003Cp>\u003Cstrong>Consolidated delivery.\u003C\u002Fstrong> Everyone schedules for 9 a.m. — each time slot has a capacity limit; suppliers and strategic suppliers who are recorded on time can get better slots, and quotas are dynamically adjusted according to fulfillment rates to avoid 'connected parties always getting appointments'.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>No detailed reservation.\u003C\u002Fstrong> Only when it arrives will you know how many shipments there are—any amount exceeding the threshold must be accompanied by an ASN or detailed attachment; otherwise, the warehouse team can only prepare manpower for the worst-case scenario, and the cost is passed on to everyone's waiting time.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Cutting in line without authorization.\u003C\u002Fstrong> Plans are disrupted by personal favors — urgently jump the queue to generate an exception form (applicant, authorizer, reason code), occupying backup buffer capacity, and include it in the weekly report. When everyone is in a hurry, exceptions have become the norm.\u003C\u002Fp>\n\u003Cp>Late\u002FNo-show: After the grace period, release or downgrade, and record the deviation; repeated no-shows will restrict peak windows. For multiple vehicles, schedule by trip, not by locking the entire day according to the supplier.\u003C\u002Fp>\n\u003Ch2 id=\"容量怎么估-两周实测够用\">How to estimate capacity: Two weeks of actual testing is sufficient\u003C\u002Fh2>\n\u003Cp>There is no need to implement intelligent scheduling right away. Continuously record each vehicle: scheduled time slot, actual arrival, start of unloading, end of unloading, number of pallets\u002Fvolume, whether an ASN is attached. Calculate 'standard pallets per hour' or 'standard trips\u002Ftime slot' by dock. Take 80% to 90% of the measured average on peak days for capacity, leaving room for walk-ins and exceptions. Weekly comparison: number of appointment rejections vs. number of times the site was still congested — if rejections are few but congestion persists, it indicates overestimated capacity; if rejections are many but docks are idle, it indicates underestimated capacity or failed peak spreading.\u003C\u002Fp>\n\u003Cp>After signing in, you still need to be able to 'call effectively': visual queues, calling numbers on the platform according to order, vehicles that timeout without docking must requeue or be released; the capacity is only closed and released after receiving is completed; for partial deliveries, record whether the remaining items need to be rescheduled; temporarily docking rules apply to rejected or pending-inspection vehicles to avoid blocking the platform. For high-risk cargo that requires quality inspection, it is advisable to indicate the inspection load at the appointment level, stagger appointments, or reserve inspection windows — otherwise, 'inspection backlog' may force verbal release, which reflects a misalignment of capacity and strategy, not an attitude problem.\u003C\u002Fp>\n\u003Ch2 id=\"和交期-准时考核怎么说话\">How to talk about delivery times and on-time performance evaluation\u003C\u002Fh2>\n\u003Cp>It is recommended to write it as a single system:\u003Cstrong>A promised delivery date falling on a certain day does not mean you can arrive at the platform at any hour; it must be successfully scheduled to be considered meeting the conditions for delivery on that day.\u003C\u002Fstrong> This way, the timestamp of timely assessments will not conflict with warehouse capacity constraints. Rescheduling afterward to 'guarantee fulfillment,' setting capacity to never reject, and recording details later—these are all typical inflation tactics, making reports look good while the outside remains blocked.\u003C\u002Fp>\n\u003Cp>Useful observations include: appointment fulfillment rate and average tardiness, time slot utilization rate, proportion of arrivals without ASN, number of urgent priority insertions and completeness of authorization, and pre-receiving waiting time. Only evaluating unloading speed without assessing queuing will force 'unload first, record later'.\u003C\u002Fp>\n\u003Cp>JEDP-WMS inbound and outbound operations cover scheduled receiving, shelving, wave picking, and outbound verification; when coordinating with SRM for deliveries\u002FASN, suppliers can submit schedules and details via the portal or a lightweight link. If there is no portal, phone\u002FWeChat scheduling must also be recorded by the warehouse staff to reserve space—the channel can be simple, but the booking must be in the system. Discrepancies (shortage, overage, wrong items) are recorded on the spot and sent back to procurement and quality; late arrivals, no-shows, or deliveries without ASN are included in the collaboration performance and can support timestamped acknowledgments.\u003C\u002Fp>\n\u003Ch2 id=\"先约高峰-再谈全量\">Schedule the peak first, then discuss the total amount\u003C\u002Fh2>\n\u003Cp>Phase 1: Peak Days – Strategic suppliers only maintain positions and check in to see if peak queues decrease. Phase 2: Major deliveries – Forced over-threshold consignments with details to see if unloading preparation time is shortened. Phase 3: All suppliers – Coordinate on no-show performance and queue-jumping authorization, with fulfillment rates publicly comparable. Simultaneously, use actual measurements to calibrate capacity to avoid 'system shows available slots, but site can't unload.'\u003C\u002Fp>\n\u003Cp>When the daily train frequency is very low and there is never a conflict, registration plus phone coordination may be enough, so don’t use a complex platform algorithm yet. When delivery feedback is completely out of control, first stabilize procurement confirmation before discussing precise scheduling. When warehouse receiving staff is insufficient, appointments can only smooth arrivals, not create manpower out of thin air. Continuous receipt of bulk oil\u002Fpipeline materials does not apply to the train frequency model; when a single-channel dead-end physically cannot stagger, first change the logistics route or unloading point before discussing system flow control.\u003C\u002Fp>\n\u003Ch2 id=\"采购-仓管-质检各看什么\">What do purchasing, warehouse management, and quality inspection each look at?\u003C\u002Fh2>\n\u003Cp>If the appointment system is solely controlled by the warehouse by 'blocking time slots,' procurement will feel obstructed, and suppliers will feel it is unfair. A short meeting among the three parties only needs three fixed lists: Procurement checks POs that have 'promised delivery dates but were not successfully scheduled'; Warehouse checks the queue of 'scheduled but not arrived \u002F delayed releases'; Quality checks whether 'high-risk goods are scheduled outside the inspection window.' If the three lists align, the appointment system becomes supply chain language, rather than just a warehouse-specific process.\u003C\u002Fp>\n\u003Cp>During peak season, a 'flexible buffer window' can also be reserved: it is not open for public booking and is only used for authorized priority changes and abnormal rescheduling. If the buffer is used up by regular bookings, it indicates that the capacity is still overestimated, or the strategic allocation has never been adjusted according to actual performance. For certain edge cases, such as partial receipt, refusal to receive and rescheduling, or multiple unloading points for one vehicle, try to clearly specify in the closing rules whether the remaining quantity occupies the new time slot, to avoid a long-term disconnect between capacity accounts and on-site experience.\u003C\u002Fp>\n\u003Cp>Shelving and wave picking will affect downstream reservation results: when arrivals are evenly distributed, shelving tasks can be scheduled, and picking paths won't shake violently due to picking while receiving. Conversely, if shelving locations in the warehouse are insufficient for a long time, reservation throttling can only move the queue from outside the door to 'reserved but can't be unloaded' — that's a storage capacity and sorting issue, so don't expect the reservation module alone to fix it. When combined with multi-warehouse transfers, arrival reservations and inbound reservations should not compete for the same dock group without knowing each other, otherwise even if the throttling numbers look good, conflicts will occur at the factory gate.\u003C\u002Fp>\n\u003Ch2 id=\"本周画一张到车热力图\">Draw a heat map to the car this week\u003C\u002Fh2>\n\u003Cp>Draw a heatmap of the actual arrivals for each time period this week. Peaks and valleys are clear but there is unlimited flow, which is a signal that registrations that should have been retired are still present. Then spot-check the proportion of trips without an ASN—if this doesn’t decrease, the platform will always be in 'unpacking and guessing workload.' Present these two charts at the joint short meeting of warehouse management and procurement: first limit flows during peak windows, then discuss portals and algorithms. If the heatmap remains unchanged for two consecutive weeks, it indicates that peak-shaving guidance has failed, so priority should be given to checking whether quotas and penalties are only punishing without rewarding.\u003C\u002Fp>\n\u003Cul>\u003Cli>WMS Warehousing Solution: From Scheduled Receiving to Outbound Verification\u003C\u002Fli>\u003Cli>Delivery to warehousing: scheduling, ASN, and receiving as a single chain\u003C\u002Fli>\u003Cli>OTIF Definition and Delivery Timestamp\u003C\u002Fli>\u003Cli>First-in, first-out enforcement\u003C\u002Fli>\u003C\u002Ful>\n        \u003C\u002Fdiv>\n        \u003Caside class=\"insight-toc\" aria-label=\"On this page\">\n          \u003Ch2>Contents\u003C\u002Fh2>\n          \u003Ca class=\"h2\" href=\"#上午九点的三辆车\">Three cars at nine in the morning\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#登记本为什么挡不住堵\">Why can't the registration book stop the blockage?\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#最小闭环-选窗-占容-带明细-签到-关闭\">Minimum closed loop: select window → occupy capacity → include details → check in → close\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#三种最常把制度打穿的例外\">Three most common exceptions that break through the system\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#容量怎么估-两周实测够用\">How to estimate capacity: Two weeks of actual testing is sufficient\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#和交期-准时考核怎么说话\">How to talk about delivery times and on-time performance evaluation\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#先约高峰-再谈全量\">Schedule the peak first, then discuss the total amount\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#采购-仓管-质检各看什么\">What do purchasing, warehouse management, and quality inspection each look at?\u003C\u002Fa>\n          \u003Ca class=\"h2\" href=\"#本周画一张到车热力图\">Draw a heat map to the car this week\u003C\u002Fa>\n        \u003C\u002Faside>\n      \u003C\u002Fdiv>\n\n      \u003Cdiv class=\"insight-cta\">\n        \u003Cp>\u003Cstrong>Want to apply this in your plant?\u003C\u002Fstrong>Resources has matching self-assessments and templates—or book a live demo.\u003C\u002Fp>\n        \u003Cdiv class=\"insight-cta-actions\">\n          \u003Ca href=\"\u002Fresources?from=wms#selftest\" class=\"btn btn-outline\">Self-assessment in Resources\u003C\u002Fa>\n          \u003Ca href=\"\u002Fcases#case-wms\" class=\"btn btn-outline\">WMS acceptance case\u003C\u002Fa>\n          \u003Ca href=\"\u002Fcontact?from=wms\" class=\"btn\">Get a demo\u003C\u002Fa>\n        \u003C!-- next-step:BEGIN -->\u003Ca class=\"btn\" href=\"\u002Fproduct\u002Fwms\">Product solution: \u003Cspan>JEDP-WMS Warehouse Operations\u003C\u002Fspan>\u003C\u002Fa>\u003Ca class=\"btn btn-outline\" href=\"\u002Fres\u002Fresources\u002Fkits\u002F24-wms-appointment-wave-picking.html\">Matching resource kit: \u003Cspan>Inbound appointment + wave picking checklist\u003C\u002Fspan>\u003C\u002Fa>\u003C!-- next-step:END -->\n        \u003C\u002Fdiv>\n      \u003C\u002Fdiv>\n      \u003Csection class=\"insight-faq\" id=\"faq\">\n        \u003Ch2>FAQ\u003C\u002Fh2>\n        \u003Cp class=\"insight-faq-sub\">Quick answers on this topic—still stuck?\u003Ca href=\"\u002Fcontact?from=wms\">Contact\u003C\u002Fa>\u003C\u002Fp>\n        \u003Cdiv class=\"faq-list\">\n        \u003Cdetails class=\"faq-item\" open>\n          \u003Csummary>Can appointments be made without a supplier portal?\u003C\u002Fsummary>\n          \u003Cp>Okay. Appointments made by phone or WeChat also need to be entered into the system to reserve the time slot; the key is that booking, check-in, and closing are all within the system loop, rather than staying in the chat records.\u003C\u002Fp>\n        \u003C\u002Fdetails>\n        \u003Cdetails class=\"faq-item\">\n          \u003Csummary>What is the relationship between ASN and appointment?\u003C\u002Fsummary>\n          \u003Cp>The appointment answers when to arrive and which platform to occupy; ASN answers what to bring and how many pallets\u002Fboxes\u002Fbatches. Only when both are present does receiving get close to working according to the list.\u003C\u002Fp>\n        \u003C\u002Fdetails>\n        \u003Cdetails class=\"faq-item\">\n          \u003Csummary>How to schedule multiple vehicles from the same supplier?\u003C\u002Fsummary>\n          \u003Cp>Assign time slots according to each train instead of locking the whole day by supplier. Each train should check in and close independently to prevent one late train from affecting the day's total capacity.\u003C\u002Fp>\n        \u003C\u002Fdetails>\n        \u003Cdetails class=\"faq-item\">\n          \u003Csummary>How late counts as standing someone up?\u003C\u002Fsummary>\n          \u003Cp>Common grace period is fifteen to thirty minutes; exceeding this time results in release or downgraded queuing and records a deviation. The threshold is determined according to the unloading rhythm and distance, and once written into the system, it should not be changed for each shift.\u003C\u002Fp>\n        \u003C\u002Fdetails>\n        \u003Cdetails class=\"faq-item\">\n          \u003Csummary>What is the relationship between appointment scheduling and OTIF?\u003C\u002Fsummary>\n          \u003Cp>OTIF's timeliness relies on a trustworthy signed timestamp; scheduled check-in and goods receipt posting are one of the sources. The schedule itself is not OTIF, but without scheduling discipline, the timestamp can easily be altered afterward.\u003C\u002Fp>\n        \u003C\u002Fdetails>\n        \u003C\u002Fdiv>\n      \u003C\u002Fsection>\n      \u003Csection class=\"insight-related\">\n        \u003Ch2>Related reading\u003C\u002Fh2>\n        \u003Cdiv class=\"insight-related-grid\">\n          \u003Carticle class=\"r-card\">\n            \u003Cdiv class=\"r-tags\">SRM · Supplier\u003C\u002Fdiv>\n            \u003Ch3>Purchasing as a relay: supplier says shipped, warehouse says no lines—why in-transit never ties\u003C\u002Fh3>\n            \u003Cp>The in-transit and actual receipts do not match. It is common that the shipping plan, shipping details, dock occupation, and posting back each manage a separate segment. The supplier and the warehouse need to share the same set of statuses, and purchasing will no longer rely on screenshots to communicate...\u003C\u002Fp>\n            \u003Cdiv class=\"r-meta\">2026-09-30 · ~8 min\u003C\u002Fdiv>\n          \u003C\u002Farticle>\n          \u003Carticle class=\"r-card\">\n            \u003Cdiv class=\"r-tags\">SRM · Supplier\u003C\u002Fdiv>\n            \u003Ch3>Board says 96% on time but the line still shorts—write OTIF as verifiable rules first\u003C\u002Fh3>\n            \u003Cp>The on-time delivery rate being achieved is inflated, mostly because the numerator and denominator have been redefined. Line-level OTIF, the commitment date benchmark, the early window, and nonconformities not counted in full quantity, and being sourced the same as order confirmation, receipt, and incoming material judgment, only then does the ranking qualify for a share…\u003C\u002Fp>\n            \u003Cdiv class=\"r-meta\">2026-06-18 · ~8 min\u003C\u002Fdiv>\n          \u003C\u002Farticle>\n          \u003Carticle class=\"r-card\">\n            \u003Cdiv class=\"r-tags\">WMS · Warehouse\u003C\u002Fdiv>\n            \u003Ch3>Why does the nearest pallet always ship? FIFO needs hard blocks, not wall posters\u003C\u002Fh3>\n            \u003Cp>FIFO failure is usually not because the warehouse is uncooperative, but because the recommendation can be easily bypassed. It should be designed with three levels of enforcement: reminders, verification, and locking, with exceptions requiring authorization and review; inventory management and batch mixing prohibition are prerequisites, and are linked with wave picking...\u003C\u002Fp>\n            \u003Cdiv class=\"r-meta\">2026-04-23 · ~9 min\u003C\u002Fdiv>\n          \u003C\u002Farticle>\n        \u003C\u002Fdiv>\n      \u003C\u002Fsection>\n    \u003C\u002Fdiv>\n  \u003C\u002Farticle>",1793937990802]