List material needed by date for accepted orders, then deduct only usable, uncommitted stock and receipts that can arrive in time. Keep work in progress separate so the same material is not counted twice.
Available stock is not the number on the godown total
A roll may be physically present but reserved for another buyer, held for inspection or unsuitable for the next process. Start with a material specification and the date it is needed. Then ask how much can actually serve that requirement.
ERPNext's projected-quantity documentation distinguishes actual stock, incoming supply and reservations. Check when each purchase will arrive. Material arriving after production needs to start cannot fill the earlier gap.
Plan one material at one process stage
This illustrative example concerns grey fabric needed for two finishing orders. All figures are metres of the same approved specification. Order A needs 600 metres and order B needs 500 metres by 15 September, giving a total requirement of 1,100 metres. The 100 metres held for inspection and 250 metres reserved below are separate quantities; none is counted in both.
| Position | Metres | Planning treatment |
|---|---|---|
| Physical stock | 900 | Start here |
| Held for inspection | 100 | Exclude until released |
| Reserved for another order | 250 | Exclude from this plan |
| Free usable stock | 550 | 900 − 100 − 250 |
| Confirmed receipt by 15 September | 300 | Count after checking specification and date |
| Receipt expected 18 September | 200 | Too late for this requirement |
Timely supply is 550 + 300 = 850 metres. The shortfall is 1,100 − 850 = 250 metres. Buying 1,100 metres would ignore supply already available; subtracting both purchase receipts would hide the date problem.
Do not count the same work in progress twice
If grey fabric has already gone for processing for order A, mark that quantity as issued. Reduce what A still needs from stock. Do not also add the expected finished fabric to free grey-fabric stock. Input and output occupy different stages.
For yarn-to-fabric production, requirements come from the approved construction and conversion basis. For garment cutting, they come from the relevant style and approved consumption plan. Keep the common planning logic, but use the correct units and production records for each route.
Give each shortage a next step
- Material specification, unit and required-by date.
- Orders consuming it, with committed quantities rather than unaccepted enquiries.
- Free usable quantity and evidence for any held stock released.
- Purchase reference, outstanding quantity and latest confirmed receipt date.
- Shortfall, next action, owner and confirmation deadline.
For the 250-metre gap, first check whether an existing receipt can be brought forward. If you want to use another material, get it approved for this order first. A similar item name does not prove it will work.
Separate a proposed purchase from a confirmed receipt
“Order raised” is not “material available.” Record supplier acceptance and its promised date, then update the plan after a partial receipt. If the supplier confirms only 200 of the 300 metres due on time, the shortage rises from 250 to 350 metres.
Keep a time on the worksheet: “Position checked at 11 am.” When an owner asks “Agle hafte ke orders ke liye kya kharidna hai?”, the answer should show both the purchase proposal and the assumptions that could change it.
Questions you might ask
Should pending purchase orders reduce my buying requirement?
Only count the correct material and quantity expected by the required date, with a credible supplier confirmation. Show uncertain or late receipts separately.
Can I treat work in progress as available raw material?
No. Track its process stage and order commitment. Avoid counting the original input and its expected output as two supplies.