Black Friday in Iberia: preparing stock, orders and delivery
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Published by Jeton Express · JETON EXPRESS SERVICE LIMITED
Turn the campaign into a receiving, fulfilment, delivery and returns plan with named owners and confirmed dates.
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Contact us- Plan
- Supplier
- Stock
- Pilot batch
Plan backwards from the customer order
Separate supplier readiness, expected arrival, stock receiving, order preparation and carrier handover. Give each stage an owner and mark dates that still need confirmation. Use daily forecasts by SKU and country, including promotional peaks and expected returns. Separate mainland Spain and continental Portugal from islands and other territories. Before displaying a delivery date to shoppers, confirm the contracted product, postcode, stock availability and operating calendar. Record the fallback for orders exceeding planned capacity, and decide who can change the customer promise when an earlier stage slips.
Check capacity, data and a pilot batch
Confirm receiving, storage, picking and collection capacity separately. Agree packaging, unique references, recipient fields and final packed weight and dimensions. Allow operational space for returns and unfinished orders. Use a pilot batch to check field mapping, labels, records and ownership before the peak. Keep the dispatch inventory and review differences between prepared parcels and observed handover references. Agree how incomplete addresses and repeated readings will be handled. Local worksheets support preparation; account activation, carrier labels and integrations still depend on the relevant agreement and access credentials.
Final checks and common questions
Before launch, review usable stock, open orders, preparation cutoffs, operational contacts and customer messages. The local CTT Express product timescale follows the agreed acceptance conditions; it does not cover the whole journey from China. If an event is missing, identify the stage and request its record before changing the explanation given to the customer. A delayed shipment and a new return need different information and decisions. Agree how forecasts will be updated, differences escalated and return work authorized. A campaign launch date does not establish an available operating window.
A promotion includes a kit with an outstanding component
For example, a campaign advertises a kit while one component is still in an expected inbound shipment. Separate complete kits, received units and outstanding components before setting commercial availability. Link the forecast to suppliers and checks needed on arrival. If the inbound timing changes, request a decision on adjusting the promotion, waiting or evaluating another preparation plan. Record the decision and inform whoever publishes the offer; expected carton totals do not represent the number of kits ready to sell.
Forecast demand exceeds confirmed dispatch capacity
Compare the higher-demand scenario with orders that can be prepared and presented at the agreed dispatch. Review by destination and packaging type rather than only by daily total. Where a gap exists, decide with the responsible people which products or commercial conditions should change before launch. Retain confirmed capacity and the forecast used, distinguishing the two. A later review should identify the assumption that changed, who decided the response and which information needs to be communicated to the relevant teams.
Close the day before repeating the lot
At day end, compare prepared orders, presented parcels, stock discrepancies and received returns. Link each deviation to its reference and assign the next action. For orders after cutoff, identify which dispatch will consider them under the confirmed arrangement. Do not regenerate the entire lot to correct one parcel without checking completed work. Carry pending cases into the next review, including after-sales work and items awaiting decisions, so another shift can continue from documented facts rather than repeating unresolved actions.