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Best Practices

This page is for whoever decides how a sales desk runs: the sales administrator and the finance manager. It gives six habits that follow from the mechanics on Core concepts. Where a control you might expect does not exist, that is said plainly rather than worked around.

1. Treat the credit limit as information, and the blacklist as the control

The credit limit is a check in two screens, in one company, not a control on the server: a cash bill, a delivery order and a document that arrives any other way are never measured (Core concepts §4 has the arithmetic). So read the limit as information for the person deciding credit. If a customer must not be sold to, blacklist them, knowing what it reaches. The server rejects their sales invoices, sales orders and outbound delivery orders (and cash bills at the till) at FINAL, whichever screen or integration raised them. It does not cover quotations, returns, credit notes or debit notes, so a blacklisted customer can still be quoted.

2. Control discounts with permissions, because nothing else will

There is no approval step on any sales document. A discount or a price below the floor is released by a permission held by the person doing it, not by a routed request. Decide deliberately who holds those permissions, because the alternative is not a safer default — it is everyone holding everything.

3. Reverse with the right document, or your shelf and ledger will drift

Pick the document by what is actually moving back — goods, money or both — with the decision chart in Core concepts §5. The one that drifts most often: a Sales Credit Note has quantity signum 0, so it puts nothing back on the shelf. If goods did come back, you need a return as well.

Set up return reasons before go-live. Until you add codes, the Reason drop-down is empty and your returns carry no explanation — which is exactly the field you will want when you audit them.

4. Spot-check that finalised invoices have journals

An invoice can sit at FINAL with no journal behind it when the receivable code (DEBTOR) is unmapped — the posting job fails after FINAL — and nothing on the invoice screen says so; Financial Report → Error Checking → Trace Document is where it shows (The invoice is FINAL but it is not in the ledger has the causes and the fix). An unmapped SALES or OUTPUT_TAX is quieter: the journal posts without that line and trade debtors takes the amount, so Trace Document finds nothing and the customer statement and ageing (built from documents) look right (Configuration §2 works one through).

Compare the receivable GL account with the debtor ageing weekly — a gap between them is the sign — and before go-live check that every sales, return and tax code has a company default. The day-to-day reconciliations are on the Point of Sale module.

5. Watch availability, not just balance

Available stock sitting well below the balance means open FINAL sales orders that will never ship. Close or void those lines. Nobody does this on a schedule and everybody wishes they had.

6. Do not build a process on things that are not there

Three habits worth naming so nobody designs around them:

  • Do not design a sign-off workflow. There is none for sales documents, and the document will finalise whatever a diagram says.
  • Do not rely on a reservation as a lock. It is opt-in, and the bin-pinned path has a known defect. Use it as a note to colleagues.
  • Do not expect a Sales GIN to move stock. It does not. Use the sales invoice, which does.