The Scheduled Receipts Report as a Pre-Publish Routine

The Scheduled Receipts report is the one place that shows what you have not ordered, and that is why it belongs in a routine rather than in a crisis. In EDGEBIC by User Solutions, a job short of material shows an amber marker only when a peg exists, and a peg can only form against a real inbound purchase-order line. With nothing to wait on, nothing is drawn, so an unordered material looks exactly like a material sitting in the rack.

This post explains the gap, what the report contains, and a five-minute routine to run before publishing a schedule. It sits under the EDGEBIC planning guide and follows what material pegging means.

The Gap the Schedule Cannot Show You

Start with the honest failure mode, because the routine only makes sense once you have seen it.

When a job needs material it does not have, EDGEBIC looks along the inbound supply timeline for a purchase-order line that covers the shortfall. If it finds one, the job is pegged, the material row stretches to the promised date, the first operation moves, and an amber marker appears on Drive Schedule, Job View and the Schedule View Gantt.

If it finds nothing, none of that happens. There is no line to name, so there is no reference, and with no reference there is nothing to draw a marker for. What EDGEBIC does instead is record a loud warning in the scheduling diagnostics, naming the job, the component and the shortfall quantity, and then fall back to planning the material against the item's lead time.

That fallback is a plan, not a promise. The dates it produces assume material nobody has ordered. And because it is silent on the planning surfaces, the resulting job sits on the board looking identical to a job whose material is already on the shelf.

There is a stricter setting available for critical items, which requires stock to be physically on hand and reports a shortage rather than planning against an assumption. For everything else, the report is the check.

What the Report Lists

Open the Reports hub and choose Scheduled Receipts. One row per open purchase-order line with quantity still inbound.

Only orders the scheduler actually believes appear here. Draft and canceled orders are absent from this report exactly as they are absent from the plan, which makes the report a faithful mirror of the inbound picture rather than a list of intentions.

Overdue First, and Why

The report sorts overdue lines to the top deliberately, because an overdue line is worse than a missing one in one specific way: the plan is still counting on it.

Nothing reschedules automatically when a promise is missed. The projected balance keeps treating that quantity as available, so the numbers read better than the rack does until somebody acts. A job pegged to an overdue line still shows the old date.

The action is small. Get the new commitment, put it in the promised field, save, and re-run the schedule. The plan then tells the truth again, and the pegged jobs move to where they belong. Leaving a stale promise in place is the more expensive option, because it is a number the plan trusts. This is the same point made in why the promised date matters more than the order date.

The Two-Report Cross-Check

The gap is found by reading two reports against each other.

Material Pegging lists the jobs that are pegged: the job, the product, the component, the purchase order it is waiting on, the date the material becomes available, and when the first operation can then start.

Its power is in the absence. A job you expected to be waiting on material, that does not appear on this report, is a job with no covering supply. That is the signal.

Scheduled Receipts then confirms it. Look for that material. Nothing inbound at all is your answer, and the fix is a purchase order with a realistic promise, set to open.

One report tells you what is covered. The other tells you what is coming. The work lives in the difference.

A Five-Minute Routine

Run this before a schedule goes to the floor.

1. Open Scheduled Receipts and read the overdue block. Every line with a days-late count is a promise the plan still believes. Chase each one, then either confirm the original date or replace it with the new commitment.
2. Scan promised dates against the horizon you are publishing. A promise landing after the jobs that need it will move those jobs at the next run. Better to know now than to explain it on Monday.
3. Check the supplier column for blanks. A line with no supplier cannot tell you whose promise slipped, which strips most of the value out of step one next week.
4. Open Material Pegging and look for who is missing. Jobs you expected to be waiting on material and that do not appear are the shortfalls with no covering order.
5. Raise what is missing, correct what is wrong, re-run the schedule, then publish. Nothing on the board moves until the schedule is run, so the run is not optional.

Five steps, and the only one that takes real time is the phone calls in step one.

What Good Looks Like

A healthy inbound picture, read off this report, has a few consistent properties. No overdue block, or a short one that is already being chased. Every line carrying a supplier. Promised dates that are somebody's confirmation rather than a default a week out. And a material pegging report whose contents you recognize, with no job conspicuously absent from it.

When that is true, an amber marker on the Gantt means what it says, and the absence of one means what you want it to mean. That equivalence is the real product of the routine: it turns "no warning" from an ambiguous signal into a reliable one.

For the receiving step that closes each of these lines out, read receiving against a purchase order line. For the diagnosis when a job is late and the cause is not obvious, read my job will not start and I cannot see why.