# Pams (V2 pipeline run) ## Basic Terminology This glossary explains common words used throughout PAMS CRM. Some screens and actions may not be available to you, depending on your role, branch access, and your company’s subscription. | Term | What it means | Where it appears | |---|---|---| | **Account** | A company or organization that PAMS CRM stores as a client, principal, or sub-supplier. | [Accounts](/accounts), sales, purchasing, and finance records. | | **Activity** | A planned or completed piece of communication, such as a call, meeting, visit, or email. | [Activities](/activities), calendars, and related records. | | **Address** | A saved location for an account, such as its main, billing, shipping, or delivery address. | Account records, orders, invoices, and deliveries. | | **Approval** | A confirmation that a record is ready to move forward, usually from an authorized user. | Orders, invoices, procurement records, and other controlled work. | | **Attachment** | A file added to a record, such as a quotation, photo, or supporting document. | Files, comments, activities, tickets, and business records. | | **Branch** | A company location or business unit that has its own people, records, and settings. | The branch selector and [Company Branches](/company-branches). | | **Calendar** | A schedule showing tasks, meetings, visits, and other planned activities. | [Calendar and Reminders](/calendar-and-reminders) and My Desk. | | **Client** | An account that buys products or services from your company. | [Clients and Contacts](/clients-and-contacts), sales jobs, offers, orders, and invoices. | | **Comment** | A message added to a record so users can share updates or ask questions. | Record details, tasks, activities, and [Comments and Record Tags](/comments-and-record-tags). | | **Contact** | A person linked to an account, such as a client contact or supplier contact. | Account records, activities, offers, orders, and invoices. | | **Dashboard** | A page of summaries, charts, and lists that helps you monitor work and performance. | My Desk, [Business Analysis Dashboard](/business-analysis-dashboard), and other dashboard areas. | | **Delivery** | The process of sending ordered products to a client or another destination. | Sales orders, shipping orders, and [Delivery Notes](/delivery-notes). | | **Document** | A saved business file, such as a quotation, invoice, certificate, or template. | Record attachments, [Files and Libraries](/files-and-libraries), and document areas. | | **Draft** | A record that has been started but is not yet final or ready for the next step. | Offers, orders, invoices, activities, and other work records. | | **Due date** | The date by which a task, activity, payment, or other work should be completed. | Tasks, activities, invoices, payments, and dashboards. | | **Email activity** | An email created and sent from PAMS CRM that can be linked to related work. | [Email Activities](/email-activities) and activity lists. | | **Filter** | A way to show only records that match chosen conditions, such as a branch, owner, date, or status. | Lists, dashboards, reports, and [Generic Grid Tools](/generic-grid-tools). | | **Folder** | A place for organizing related files in a library. | [Files and Libraries](/files-and-libraries). | | **History** | A record of important changes, actions, and updates made to a business record. | [Audit History](/audit-history) and record history areas. | | **Invoice** | A request for payment for products, services, commissions, or additional charges. | [Invoices](/invoices), [Purchase Invoices](/purchase-invoices), and finance dashboards. | | **Item** | An individual product, service, cost, or other line within a larger record. | Offers, orders, invoices, requisitions, and purchase records. | | **Job** | A sales-related piece of work that follows a business opportunity from lead through delivery, invoicing, and review. | [Sales Jobs](/sales-jobs), costing, purchasing, and profitability areas. | | **Layout** | The saved arrangement of columns, filters, and display choices in a list. | Lists and [Custom Fields and Layouts](/custom-fields-and-layouts). | | **Lead** | An early sales opportunity that may develop into an inquiry, offer, or sales order. | [Leads and Offers](/leads-and-offers) and sales jobs. | | **Library** | A shared place for storing and organizing files for a team or company. | [Files and Libraries](/files-and-libraries). | | **Lookup value** | A selectable value from a prepared list, such as a country, payment method, status, or product type. | Forms throughout PAMS CRM and [Addresses and Lookup Values](/addresses-and-lookup-values). | | **Margin** | The amount remaining after costs are taken away from sales value, often shown as an amount or percentage. | Offers, sales orders, cost calculations, and [Job Profitability](/job-profitability). | | **Milestone** | An important planned event or date in an order, purchase, payment, or project. | Procurement, purchasing, invoices, and project-related records. | | **My Desk** | Your personal workspace for reviewing assigned work, calendars, lists, and dashboards. | [My Desk](/my-desk). | | **Notification** | An alert that tells you about an update, assignment, comment, reminder, or other action that needs attention. | [Notifications](/notifications) and the top navigation area. | | **Offer** | A quotation prepared for a client or received from a supplier. | [Leads and Offers](/leads-and-offers), [Procurement Inquiries and Offers](/procurement-inquiries-and-offers), and purchasing areas. | | **Order** | A confirmed request to sell, buy, move, produce, or deliver products or services. | [Sales Orders](/sales-orders), [Procurement Orders](/procurement-orders), and warehouse operations. | | **Owner** | The user responsible for managing a record or following up on its next action. | Accounts, jobs, tasks, activities, and other records. | | **Payment** | Money received from a client or paid to a supplier. | [Payments](/payments), [Outgoing Payments](/outgoing-payments), invoices, and payables. | | **Principal** | An account representing a manufacturer, brand owner, or main supplier. | [Principal Accounts](/principal-accounts), products, procurement, and principal invoices. | | **Product** | A product, material, or service that your company sells, buys, stores, or uses. | [Products](/products), offers, orders, warehouse records, and invoices. | | **Project** | Related commercial and operational work managed together for a client or business objective. | [Project Management](/project-management), sales jobs, registrations, and linked records. | | **Purchase order** | A confirmed order sent to a supplier for products or services. | [Purchase Orders](/purchase-orders), receiving, purchase invoices, and payables. | | **Recently Opened** | A list of records you viewed recently, making them easy to open again. | [Recently Opened](/recently-opened). | | **Record** | A saved entry in PAMS CRM, such as an account, task, product, order, invoice, or shipment. | Throughout PAMS CRM. | | **Reminder** | An alert scheduled before or on a task or activity due date. | [Calendar and Reminders](/calendar-and-reminders), tasks, and activities. | | **Report** | A saved view of business information used for reviewing performance or details. | [Reports Library](/reports-library), dashboards, and account reporting. | | **Role** | A set of permissions that controls which PAMS CRM areas and actions a user can access. | [Roles](/roles), user records, and security settings. | | **Sales order** | A confirmed client order for products or services. | [Sales Orders](/sales-orders), delivery, invoicing, and job records. | | **Search** | A way to find records by entering a name, number, or other detail. | Lists, lookup fields, and navigation areas throughout PAMS CRM. | | **Stage** | The current step of a record’s business journey, such as lead, offer, order, delivery, or paid. | Sales jobs, procurement, warehouse work, invoices, and dashboards. | | **Status** | A label that shows the current condition of a record, such as open, pending, completed, cancelled, or paid. | Throughout PAMS CRM. | | **Stock** | Products and materials currently held in a warehouse. | [Warehouse Stock](/warehouse-stock), receiving, inspections, storage, and shipping. | | **Sub-supplier** | An account used as an additional supplier in product and purchasing work. | [Sub-Supplier Accounts](/sub-supplier-accounts), products, and procurement records. | | **Subtask** | A smaller task created under a main task to divide work into clear steps. | [Tasks](/tasks). | | **Supplier** | A company that provides products or services to your business. | Account records, procurement inquiries, purchase orders, and purchase invoices. | | **Tag** | A link added to a comment or record to connect it with another relevant record. | [Comments and Record Tags](/comments-and-record-tags). | | **Task** | A piece of work assigned to yourself or another user, with a status and due date. | [Tasks](/tasks), My Desk, calendars, and notifications. | | **Team** | A group of users who work together within a branch or business area. | [Teams](/teams), assignments, dashboards, and security settings. | | **Template** | A reusable starting format for a document, email, or other standard business communication. | [Document Templates](/document-templates). | | **User** | A person with permission to sign in to PAMS CRM. | [Users](/users), assignments, comments, tasks, and activities. | | **View** | A selected way of looking at a list of records, often with chosen columns, filters, and sorting. | Lists, dashboards, and [Generic Grid Tools](/generic-grid-tools). | | **Warehouse** | A location where products are received, inspected, stored, moved, and issued. | [Warehouse Stock](/warehouse-stock), receiving, storage, transfers, and shipping. | | **Workflow** | The usual sequence of steps a record follows from creation to completion. | Sales jobs, procurement, warehouse operations, invoices, and support tickets. | ## How to Use This Guide Use this guide when something in PAMS CRM does not look right, cannot be saved, or is unavailable. Start with the symptom that best matches your issue. Before changing a record, check that you are working in the correct branch and have opened the intended record. If another user may be working on the same information, confirm the change with them first. ## Sign-In and Access Issues ### You cannot sign in to PAMS CRM **Symptom:** Your sign-in details are not accepted, or you cannot access your company site. **Possible cause:** The password may be incorrect, the user account may be inactive, or you may be using the wrong company site. **Solution:** 1. Check that you entered the correct email address and password. 2. Use the password reset option if you cannot remember your password. 3. Confirm that you are signing in to the correct company site. 4. Ask your PAMS CRM administrator to confirm that your user account is active and assigned the appropriate role. ### A menu, button, or record type is missing **Symptom:** Another user can open an area or complete an action that you cannot see. **Possible cause:** Your role, branch access, or company subscription does not include that area or action. **Solution:** 1. Confirm that you are working in the correct branch. 2. Ask your manager or PAMS CRM administrator which role you have been assigned. 3. Ask the administrator to review whether your role includes the required access. 4. If the feature is unavailable for all users, ask the administrator to check the company subscription plan. See [Roles](/roles), [Users](/users), and [Subscription Plans](/subscription-plans). ### You cannot approve a record **Symptom:** You can view a sales offer, purchase order, invoice, or letter of guarantee, but cannot approve it. **Possible cause:** You may not be set up as an approver, your approval amount may be too low, or the record may require a different approval type. **Solution:** 1. Check whether the record is waiting for approval and whether it identifies the required approver. 2. Ask the PAMS CRM administrator to confirm that your user account is active and has approval responsibility. 3. Ask the administrator to review your sales, purchase, invoice, or letter-of-guarantee approval limits. 4. If necessary, send the record to an approver with the correct authority. See [Configuring Approval Processes](/configuring-approval-processes). ## Missing Records and List Issues ### A record is missing from a list **Symptom:** You cannot find an inquiry, order, lead, task, invoice, or another record that you expect to see. **Possible cause:** A filter, search term, grouping, date range, branch selection, or saved list view may be hiding the record. **Solution:** 1. Check the selected branch. 2. Clear the current search text. 3. Review active filters, including status, owner, date, client, and branch filters. 4. Check whether the list is grouped or sorted in a way that places the record elsewhere. 5. Change to a broader list view, such as all active or all records, if available. 6. Search using another detail, such as the record number, account name, contact, or project. For inquiry list checks, see [Managing Inquiry Lists](/managing-inquiry-lists). ### You opened the wrong recent record **Symptom:** A record shown in Recently Opened is not the record you intended to work with. **Possible cause:** Recently Opened shows records you viewed before; it does not confirm that they are current or assigned to you. **Solution:** 1. Check the record number, account, project, and branch before making changes. 2. Return to the relevant list and search for the correct record. 3. Use filters to narrow the list before opening another record. ### A list shows unexpected totals or groups **Symptom:** List totals, grouped rows, or visible columns do not match what you expect. **Possible cause:** The list layout may have been changed, or filters and grouping may still be active. **Solution:** 1. Review active filters and clear any that are no longer needed. 2. Check the grouping choices and remove grouping if it is not useful. 3. Review visible columns and use a suitable saved layout, if available. 4. Export only after confirming that the displayed list contains the intended records. See [Managing Inquiry Lists](/managing-inquiry-lists). ## Saving and Data Entry Issues ### PAMS CRM does not let you save a record **Symptom:** You select **Save**, but PAMS CRM asks for more information or does not complete the save. **Possible cause:** Required information is missing, a required value is not suitable for the selected status, or a company rule requires information at this stage. **Solution:** 1. Read the message shown by PAMS CRM carefully. 2. Check the highlighted fields and complete the missing information. 3. Confirm that the selected status is appropriate for the stage of work. 4. If a field is required too early in the process, ask the PAMS CRM administrator to review the required-field setting. 5. Save again after making the correction. See [Configuring Dynamic Validation](/configuring-dynamic-validation). ### The wrong field is required **Symptom:** PAMS CRM asks users to complete a field that does not appear to be relevant. **Possible cause:** A required-field rule may have been set against the wrong field or applied at the wrong point in the process. **Solution:** 1. Do not enter inaccurate information only to continue. 2. Note the record type, field name, and status where the issue occurs. 3. Ask the PAMS CRM administrator to review the required-field settings and compare the selected field with the label shown on the record. See [Configuring Dynamic Validation](/configuring-dynamic-validation). ### A custom field causes confusion or duplicate entry **Symptom:** Users enter the same information in both a standard field and a custom field, or do not know which field to use. **Possible cause:** A custom field may duplicate information already captured by PAMS CRM. **Solution:** 1. Check whether an existing field already captures the required information. 2. Agree with your team which field should be used going forward. 3. Ask the PAMS CRM administrator to review, rename, remove, or stop using the duplicate custom field. 4. Update any team guidance so users enter information consistently. See [Configuring Custom Fields](/configuring-custom-fields). ## Sales, Leads, Inquiries, and Offers ### A duplicate lead appears to exist **Symptom:** More than one lead appears to refer to the same prospect or potential opportunity. **Possible cause:** The lead may have been entered more than once using different names, contacts, or descriptions. **Solution:** 1. Search the leads list using the prospect name, organization name, contact name, and potential requirement. 2. Open the possible duplicate records and compare their details. 3. Confirm which lead should remain active with the responsible salesperson or manager. 4. Update or close the duplicate record according to your company process, rather than continuing work in both records. See [Creating and Tracking Leads](/creating-and-tracking-leads). ### An inquiry should no longer remain open **Symptom:** An inquiry is still active even though the client has declined, cancelled, or moved forward with an order. **Possible cause:** The inquiry outcome was not updated after the commercial decision. **Solution:** 1. Open the inquiry and confirm the business outcome. 2. If the opportunity is no longer being pursued, mark it as lost or cancelled according to your company process. 3. If it resulted in a sales order, confirm that the related quotation and order are correctly linked. 4. Save the updated status so reports and follow-up lists remain accurate. See [Creating Sales Inquiries](/creating-sales-inquiries). ### Client, account, or contact details are missing or incorrect on an offer **Symptom:** The offer shows the wrong customer details, or customer details are blank. **Possible cause:** The related inquiry may contain incomplete or incorrect customer information. **Solution:** 1. Open the related inquiry. 2. Review the client, account, and contact details. 3. Correct the available information in the inquiry. 4. Return to the offer and confirm that it now reflects the correct details before sending it to the customer. See [Preparing Customer Offers](/preparing-customer-offers). ### An order cannot be changed or does not appear in an exception list **Symptom:** You cannot update an order as expected, or an order seems to be missing from the list you are reviewing. **Possible cause:** The order may be in a status that does not allow the change, an active filter may hide it, or a note may not have been saved. **Solution:** 1. Open the order and check its current status. 2. Confirm whether the order is still at a stage where changes are allowed. 3. Save any issue note or exception note after editing it. 4. Review the active list filters and clear them if necessary. 5. Ask the responsible manager before changing an order that has already progressed to delivery, invoicing, or another later stage. See [Managing Order Exceptions](/managing-order-exceptions). ## Procurement and Material Issues ### A material requisition is linked to the wrong project or sales order **Symptom:** The material requisition shows an incorrect project or sales order. **Possible cause:** The wrong source reference was selected when the material requisition was created. **Solution:** 1. Open the material requisition. 2. Confirm the intended project or sales order with the requester. 3. Correct the source reference before materials are issued or purchasing work begins. 4. Review all material lines to ensure they belong to the corrected requirement. 5. Save the material requisition. See [Managing Material Requisitions](/managing-material-requisitions). ### A purchase order has incorrect items, prices, or supplier details **Symptom:** A purchase order does not match the approved requirement, supplier offer, or project need. **Possible cause:** Information may have been copied incorrectly, changed after approval, or entered without checking the source requirement. **Solution:** 1. Compare the purchase order with the approved purchasing or project requirement. 2. Review the supplier, products, quantities, prices, currency, taxes, delivery details, and payment milestones. 3. Correct the purchase order before it is sent or approved, where your company process allows. 4. If the order has already been sent or approved, follow your company’s change or approval process before making further updates. See [Creating Purchase Orders](/creating-purchase-orders). ## Warehouse and Delivery Issues ### PAMS CRM does not allow goods to be issued or a delivery note to be completed **Symptom:** You cannot issue goods, mark a delivery as complete, or finish a delivery note. **Possible cause:** Delivery lines may be incomplete, required delivery information may be missing, or the related stock and shipment details may not be ready. **Solution:** 1. Open the delivery note and review every delivery line. 2. Confirm the product, quantity, source order, and delivery information. 3. Complete any missing required details. 4. Check that the related shipping order and stock are ready for the delivery step. 5. Try the action again after saving the corrected information. See [Creating Delivery Notes](/creating-delivery-notes). ### Stock quantity does not match the expected quantity **Symptom:** Available stock appears lower or higher than expected. **Possible cause:** Goods may still be in receiving, inspection, storage, transfer, production, or shipment processing rather than available stock. **Solution:** 1. Check whether the goods have been received. 2. Check whether they are waiting for inspection or quality control. 3. Confirm whether they have been assigned to a warehouse location. 4. Review open shipping orders, goods issue notes, transfers, returns, production orders, and assembly activity. 5. Ask the warehouse team to confirm the physical quantity before making stock-related changes. ## Invoice and Payment Issues ### An invoice cannot be approved, sent, or completed **Symptom:** An invoice remains at an early stage or the next action is unavailable. **Possible cause:** Required invoice information may be missing, the invoice may be waiting for approval, or the assigned approver may not have sufficient authority. **Solution:** 1. Open the invoice and check for missing customer, amount, currency, tax, due-date, or supporting details. 2. Check the invoice status and approval information. 3. Ask the assigned approver to review the invoice. 4. If no suitable approver is available, ask the PAMS CRM administrator to review approval responsibility and limits. See [Configuring Approval Processes](/configuring-approval-processes). ### A payment does not appear against the expected invoice **Symptom:** A payment was recorded, but the invoice still appears unpaid or overdue. **Possible cause:** The payment may not have been allocated to the invoice, may have been allocated to a different invoice, or may require review because of currency differences. **Solution:** 1. Open the payment record and confirm the payer, amount, date, and currency. 2. Review the invoice allocation details. 3. Confirm that the payment has been allocated to the intended invoice. 4. If the payment uses a different currency, ask the finance team to confirm the allocation and amount. 5. Save the corrected allocation and check the invoice status again. ## Display and Dashboard Issues ### A dashboard does not show the expected figures **Symptom:** A dashboard total, chart, or widget does not match your expectation. **Possible cause:** The dashboard may be using a different branch, time period, filter, or status group than the information you are comparing it with. **Solution:** 1. Check the selected branch. 2. Check the dashboard time period. 3. Review any filters applied to the dashboard or widget. 4. Confirm whether the widget includes open, delivered, invoiced, paid, lost, or cancelled records. 5. Compare the figures with the related list using the same branch and time period. ### A dashboard widget is missing **Symptom:** A widget that another user has is not visible on your dashboard. **Possible cause:** Your dashboard layout may be different, the widget may not be available for your role, or your company may not use that feature. **Solution:** 1. Check whether the widget is available when you edit or personalize the dashboard. 2. Confirm that you are using the correct dashboard tab. 3. Ask the PAMS CRM administrator whether the widget is available for your role and subscription. ## When You Still Need Help If the issue continues after these checks: 1. Record the name or number of the affected record. 2. Note the branch, current status, and action you were trying to complete. 3. Take note of the message shown by PAMS CRM. 4. Tell your manager or PAMS CRM administrator what you have already checked. 5. Submit a support ticket if your company uses PAMS CRM support tickets for assistance. ## Error Messages Use this guide when PAMS CRM displays a message that prevents you from saving, opening, sending, approving, or completing a record. Error wording may vary based on the record you are working with and your company’s settings. Read the message carefully, then use the matching section below. If the issue affects a specific business record, do not create a duplicate record while trying to resolve it. Open the existing record first and check its details, status, and related information. ## Access and Sign-In Messages ### “Access denied” or “You do not have permission” **What it means** Your user account does not have permission to view, create, edit, approve, or complete the selected record or action. Access can depend on your role, branch, and assigned responsibilities. **How to resolve** 1. Confirm that you are signed in with the correct PAMS CRM account. 2. Check that you are working in the correct branch. 3. Ask your manager or PAMS CRM administrator to confirm your role and branch access. 4. If you need to approve a record, ask the administrator to confirm that you are set up as an approver with the required approval value. For help with approval access, see [Configuring Approval Processes](/configuring-approval-processes). --- ### “Your account is inactive” **What it means** Your PAMS CRM user account has been deactivated and cannot be used until it is made active again. **How to resolve** 1. Contact your PAMS CRM administrator. 2. Ask them to check your user record and activate it if you still need access. 3. Once your account has been activated, sign out and sign in again. --- ### “Invalid username or password” **What it means** The sign-in details entered do not match an active PAMS CRM account. **How to resolve** 1. Re-enter your username and password carefully. 2. Check that Caps Lock is not turned on. 3. Use the password reset option if available. 4. If you still cannot sign in, contact your PAMS CRM administrator to confirm your account is active and your email address is correct. --- ### “Your session has expired” **What it means** You have been signed out after a period without activity. **How to resolve** 1. Sign in to PAMS CRM again. 2. Return to the record you were working on. 3. Check whether your latest changes were saved before continuing. 4. When entering a long record, save regularly to avoid losing work. ## Required Information Messages ### “This field is required” or “Please fill in the required fields” **What it means** Information needed to save or move the record forward is missing. Required fields may change depending on the record type, branch, or workflow stage. **How to resolve** 1. Review the fields marked as required on the record. 2. Complete each missing field with the correct information. 3. Save the record again. 4. If a required field is not relevant or cannot yet be completed, ask your manager or administrator whether the requirement should apply at this stage. For help with required-field settings, see [Configuring Dynamic Validation](/configuring-dynamic-validation). --- ### “Please select a value” **What it means** A selection is required from a list, such as a Client, Principal, Product, Currency, Warehouse, Payment Method, or Sales Responsible. **How to resolve** 1. Open the field’s selection list. 2. Search for and select the correct existing value. 3. If the value does not appear, confirm the spelling and active branch. 4. Ask the relevant administrator to create or activate the missing value if needed. Do not enter a replacement value in another field just to save the record. --- ### “Invalid date” or “Please enter a valid date” **What it means** The date is incomplete, incorrectly entered, or not allowed for the selected record. **How to resolve** 1. Enter the date again using the date picker where available. 2. Check that the delivery, expiry, invoice, activity, or due date is appropriate for the record. 3. Review related dates. For example, a delivery date should not be earlier than the order date. 4. Save the record again. --- ### “Value must be greater than zero” **What it means** A quantity, price, amount, percentage, or similar value cannot be zero or negative for this action. **How to resolve** 1. Review the value entered. 2. Enter the correct quantity or amount. 3. If the line should not be included, remove it rather than entering zero. 4. Save the record again. ## Duplicate Record Messages ### “A record with this information already exists” **What it means** PAMS CRM has found a possible duplicate record, such as an Account, Contact, Product, Lead, Invoice, or reference number. **How to resolve** 1. Cancel or pause the new record. 2. Search for the existing record using the name, account, contact, reference number, or document number. 3. Open the matching record and update it if necessary. 4. Create a new record only if you confirm that it is genuinely separate. For lead-specific guidance, see [Creating and Tracking Leads](/creating-and-tracking-leads). --- ### “Duplicate invoice number” or “Invoice number already exists” **What it means** An invoice with the same supplier or customer invoice number may already have been entered. **How to resolve** 1. Search the invoice list using the invoice number. 2. Check the supplier or customer, invoice date, currency, and amount. 3. If the invoice already exists, update the existing record instead of creating another one. 4. If the same number is valid for different accounts, ask the finance team to confirm the correct process before proceeding. For purchase invoice checks, see [Managing AP Invoices](/managing-ap-invoices). ## Record Status Messages ### “This record cannot be edited” **What it means** The record may be approved, completed, cancelled, closed, delivered, invoiced, or otherwise locked from further changes. **How to resolve** 1. Review the current status shown on the record. 2. Check whether a correction action, reopening action, or related adjustment is available. 3. Do not create a replacement record unless your team’s process requires it. 4. Ask the record owner, manager, or approver for help if the status needs to be changed. For order-related issues, see [Managing Order Exceptions](/managing-order-exceptions). --- ### “The record must be approved before continuing” **What it means** The selected record requires approval before it can be sent, activated, completed, booked, invoiced, or processed further. **How to resolve** 1. Review the record for missing or incorrect details. 2. Save any corrections. 3. Submit the record for approval if that action is available. 4. Contact the assigned approver. 5. If no approver is available, ask your PAMS CRM administrator to check the approval setup. For more information, see [Configuring Approval Processes](/configuring-approval-processes). --- ### “The record is already approved” **What it means** The record has already completed the approval step. PAMS CRM may prevent changes that would affect approved values. **How to resolve** 1. Confirm whether a change is still needed. 2. Check whether the record can be returned for correction or reopened. 3. Ask the responsible approver or manager to advise on the correct correction process. 4. Avoid changing related records to work around the approved record. --- ### “The record is closed, cancelled, lost, or completed” **What it means** The record has reached an end stage and cannot continue through its normal workflow. **How to resolve** 1. Confirm that the status was selected correctly. 2. Review the record history and related records. 3. Reopen the record only when your company process allows it. 4. If the record should remain closed, create follow-up work only where needed, such as a task, activity, replacement inquiry, or return record. For inquiry status guidance, see [Creating Sales Inquiries](/creating-sales-inquiries). ## Sales and Commercial Messages ### “Client is required” or “Account is required” **What it means** The sales record needs a linked customer account before it can be saved or processed. **How to resolve** 1. Search for the existing Client or Account. 2. Select the correct account from the list. 3. If the client does not exist, create it through your approved account-creation process. 4. Confirm that the selected account is the intended customer before saving. For offer information issues, see [Preparing Customer Offers](/preparing-customer-offers). --- ### “Contact is required” **What it means** A customer contact must be linked to the inquiry, offer, order, activity, or other record. **How to resolve** 1. Select an existing contact from the linked Client or Account. 2. Check that the contact’s email address and phone number are current if they will be used for communication. 3. Create a new contact only if the person is not already listed. 4. Save the record again. --- ### “Sales Order cannot be activated” **What it means** The Sales Order is missing information or has not reached the required approval or commercial stage. **How to resolve** 1. Open the Sales Order and review its status. 2. Check the Client, delivery details, products, quantities, prices, taxes, currency, and payment information. 3. Confirm that any required approval has been completed. 4. Review linked offers or inquiries for missing commercial information. 5. Save the corrections and try the activation action again. For related order troubleshooting, see [Managing Order Exceptions](/managing-order-exceptions). --- ### “Price cannot be empty” or “Unit price is required” **What it means** A product or service line needs a selling or purchase price before the record can be saved, approved, or processed. **How to resolve** 1. Open the affected line. 2. Enter or select the correct price. 3. Check the currency, unit, quantity, discount, and tax details. 4. Confirm that the final total is correct before saving. --- ### “Margin is below the allowed limit” **What it means** The price or cost on the record results in a margin below the limit set by your company. **How to resolve** 1. Review the purchase cost, additional costs, sales price, discount, and currency. 2. Correct any value that was entered incorrectly. 3. Discuss the required selling price or discount with your manager. 4. Submit the record for approval if an exception is permitted. ## Purchasing and Procurement Messages ### “Supplier is required” or “Vendor is required” **What it means** A procurement inquiry, supplier offer, purchase order, or purchase invoice needs a linked supplier account. **How to resolve** 1. Search for the supplier in the account list. 2. Select the correct supplier. 3. Confirm the supplier’s branch, currency, payment details, and contact information where relevant. 4. If the supplier is missing, ask the responsible team to create the account before continuing. --- ### “Purchase Order cannot be created” **What it means** The source requirement, supplier information, product lines, approval status, or commercial information may be incomplete. **How to resolve** 1. Check the linked purchasing requirement, material requisition, or procurement package. 2. Confirm the supplier, products, quantities, prices, currency, and delivery terms. 3. Check whether approval is required before the order can be created. 4. Correct missing details and try again. For detailed guidance, see [Creating Purchase Orders](/creating-purchase-orders). --- ### “Received quantity exceeds ordered quantity” **What it means** The quantity entered for receipt is greater than the quantity remaining on the source purchase or procurement order. **How to resolve** 1. Review the ordered quantity and any quantities received previously. 2. Enter only the quantity physically received and still outstanding. 3. Check whether the goods were received under another shipment or order. 4. If an over-delivery is valid, ask the purchasing team how it should be recorded before continuing. --- ### “Purchase invoice cannot be approved” **What it means** The purchase invoice may be incomplete, outside the user’s approval value, or missing linked purchasing information. **How to resolve** 1. Check the supplier, invoice number, date, amount, currency, and tax details. 2. Review any linked Purchase Order or receipt. 3. Confirm that the invoice total matches the approved supporting documents. 4. Submit the invoice to an approver with the required authority. For purchase invoice troubleshooting, see [Managing AP Invoices](/managing-ap-invoices). ## Warehouse and Delivery Messages ### “Insufficient stock” or “Stock is not available” **What it means** The requested quantity is not available in the selected warehouse, branch, or storage location. **How to resolve** 1. Check the product, warehouse, and requested quantity. 2. Review stock already reserved for other orders, jobs, transfers, or production work. 3. Check whether incoming goods are awaiting receipt, inspection, or storage. 4. Use another approved warehouse or arrange purchasing if stock is not available. 5. Do not issue stock from a different location unless the movement is recorded correctly. --- ### “Warehouse is required” or “Storage location is required” **What it means** PAMS CRM needs to know where goods will be received, stored, issued, transferred, or shipped from. **How to resolve** 1. Select the correct warehouse. 2. Select the storage location if required. 3. Confirm that the location is appropriate for the product and branch. 4. Save the record and continue. --- ### “Delivery Note cannot be completed” **What it means** The Delivery Note may have missing delivery lines, quantities, customer details, shipping information, or linked shipment details. **How to resolve** 1. Open the Delivery Note. 2. Check the products, quantities, and linked Sales Order or Shipping Order. 3. Confirm the delivery address, recipient details, and delivery date. 4. Check that the goods have been issued correctly where required. 5. Save the record and try to complete it again. For detailed delivery guidance, see [Creating Delivery Notes](/creating-delivery-notes). --- ### “Issued quantity exceeds available quantity” **What it means** You are trying to issue more products than are available for the selected stock movement. **How to resolve** 1. Check the available quantity in the selected warehouse and location. 2. Reduce the issued quantity to the amount available. 3. Check whether stock is reserved, under inspection, or stored in another location. 4. Create a transfer, receipt, or purchasing request if additional stock is needed. ## File, Email, and Communication Messages ### “File upload failed” **What it means** PAMS CRM could not attach the selected file. The file may be too large, unavailable, unsupported, or already open on your device. **How to resolve** 1. Check that the file opens correctly on your device. 2. Close the file if it is open in another program. 3. Try attaching it again. 4. Use a smaller version of the file if it is unusually large. 5. Rename the file clearly and avoid using unclear or repeated names. 6. If the issue continues, try again later or ask your PAMS CRM administrator for help. --- ### “Email could not be sent” **What it means** PAMS CRM could not send the email activity. Recipient details, email connection, attachments, or required email content may need attention. **How to resolve** 1. Check that at least one recipient has been selected. 2. Confirm that each email address is correct. 3. Enter a subject and message if they are required. 4. Check any attachments and remove files that do not upload correctly. 5. Confirm that your Microsoft 365 email account is connected if your company uses it for PAMS CRM emails. 6. Save the activity and try sending again. --- ### “Recipient email address is invalid” **What it means** One or more email addresses are incomplete or incorrectly entered. **How to resolve** 1. Review each recipient in the **To**, **CC**, and **BCC** fields. 2. Correct or remove the invalid address. 3. Select the contact from PAMS CRM where possible instead of typing the address manually. 4. Send the email again. ## Lists, Searches, and Export Messages ### “No records found” **What it means** The current list does not contain records matching the selected search words, filters, date range, branch, status, or grouping. **How to resolve** 1. Clear the search text. 2. Review active filters and remove filters that are no longer needed. 3. Check the selected branch and date range. 4. Try searching with fewer words or a reference number. 5. Check whether the record may be in a different status, such as closed, cancelled, delivered, or completed. For inquiry list issues, see [Managing Inquiry Lists](/managing-inquiry-lists). --- ### “Export failed” or “Unable to download file” **What it means** PAMS CRM could not prepare or download the requested list, report, or document. **How to resolve** 1. Reduce the number of records by applying a date range or filter. 2. Remove unnecessary grouping or columns if the list is very large. 3. Try the export again. 4. Check that your device allows downloads. 5. If the issue happens with one specific record or report, check that the record contains the required information. ## Configuration Messages ### “Custom field already exists” **What it means** A custom field with the same or a very similar purpose may already be available. **How to resolve** 1. Search the existing custom fields before creating another one. 2. Review the relevant PAMS CRM record for an existing standard field that already captures the information. 3. Use or update the existing field where appropriate. 4. Create a new custom field only when the information has a clear and separate business purpose. For guidance, see [Configuring Custom Fields](/configuring-custom-fields). --- ### “This field cannot be made required” **What it means** The selected field may not be available for mandatory information settings, or it may not apply to the selected record type. **How to resolve** 1. Confirm that you selected the exact field shown on the relevant PAMS CRM form. 2. Check that the field is available at the stage where users need to save the record. 3. Review existing mandatory-field settings for duplicate or conflicting requirements. 4. Save the corrected setting and test it using an appropriate record. For more information, see [Configuring Dynamic Validation](/configuring-dynamic-validation). ## When an Error Is Not Listed If you cannot find the message in this guide: 1. Write down the full message exactly as shown. 2. Note the record type, reference number, and action you were trying to complete. 3. Check whether required information, approval, branch access, or record status is preventing the action. 4. Save any completed work before leaving the record. 5. Contact your PAMS CRM administrator or support team with the message and record details. Do not share passwords, payment card details, or other sensitive information when reporting an error. ## Before You Begin To sign in to PAMS CRM for the first time, you need: - The PAMS CRM web address provided by your company - Your work email address or user name - Your temporary password or sign-in details from your administrator - Access to the email inbox connected to your PAMS CRM account, if verification is required If you do not have these details, contact your company’s PAMS CRM administrator. ## Sign In to PAMS CRM 1. Open your usual web browser. 2. Enter the PAMS CRM web address provided by your company. 3. On the sign-in page, enter your email address or user name. 4. Enter your password. 5. Select **Sign In**. If PAMS CRM asks you to verify your sign-in, follow the instructions shown on the page. You may receive a verification message by email. ## If You Cannot Sign In Check that you entered your email address or user name and password exactly as provided. If you have forgotten your password, select **Forgot Password** on the sign-in page and follow the prompts to create a new one. Contact your PAMS CRM administrator if: - You did not receive a password-reset message. - Your account is not recognized. - Your account is locked or inactive. - You are unsure which PAMS CRM web address to use. ## Change Your Temporary Password Your company may ask you to change a temporary password when you first sign in. 1. Enter your temporary password. 2. Enter a new password that you can remember but others cannot easily guess. 3. Confirm the new password. 4. Select **Save** or **Continue**. Do not share your password with anyone. ## Complete the First-Time Setup Some companies use a first-time setup page in PAMS CRM. If you see one, complete the requested details before continuing. You may be asked to: - Confirm your name and contact details - Add a profile photo - Change your password - Confirm your branch - Review company information or terms of use Enter only the information requested by your company. Select **Save** or **Finish** when you are done. If you do not see a setup page, your profile may already have been prepared by your administrator. ## What You See After Sign-In After signing in, PAMS CRM opens your main workspace. The exact content depends on your role, branch access, and the features your company uses. You may see: - A dashboard with business information, reminders, or performance figures - A menu for opening areas such as sales, purchasing, warehouse, finance, or reports - Your current branch, if you can work with more than one branch - Notifications for tasks, activities, comments, or updates - Recently opened records for quick access - Your personal tasks, calendar items, and activities Not all menu items are available to every user. For example, a sales user may see sales and client records, while a warehouse user may see receiving, stock, and delivery work. ## Check Your Branch If your company has more than one branch, make sure you are working in the correct branch before creating or updating records. Your current branch is shown in the PAMS CRM navigation area. If you can access multiple branches, select the branch name and choose the branch you need. Ask your manager or PAMS CRM administrator if you cannot see the expected branch. ## Review Your Profile After your first sign-in, review your personal details and make any updates requested by your company. Keep your email address and contact information current so you can receive notifications and reminders. Your profile area may also show your assigned role, branch access, and other account details. ## Next Steps Start with the work area that matches your role: - Sales users can begin with [Creating and Tracking Leads](/creating-and-tracking-leads) or [Creating Sales Inquiries](/creating-sales-inquiries). - Managers can review [Managing Booking Targets](/managing-booking-targets). - Users working with principal accounts can review [Managing Principal Relationships](/managing-principal-relationships). - Users preparing customer quotations can continue with [Preparing Customer Offers](/preparing-customer-offers). If you are not sure where to begin, ask your manager which PAMS CRM area you should use first. ## General ### What is PAMS CRM used for? PAMS CRM helps teams manage customer and supplier work from the first sales opportunity through purchasing, delivery, invoicing, payment, and profitability review. The menus and actions you see may vary based on your role, branch access, and your company’s enabled features. ### Why can I not see a menu, record, or action that another user can see? Your available screens and actions depend on the access assigned to your user account, your role, and the branch you are working in. Ask your PAMS CRM administrator to confirm that you have the required access and the correct branch selected. ### How do I find a record I opened recently? Use **Recently Opened** to return to accounts, jobs, orders, invoices, and other records you worked with earlier. This is useful when you know you opened a record but do not want to search for it again. ### How do I know which branch I am working in? Check the branch shown in the PAMS CRM navigation area before creating or updating a record. Working in the correct branch helps make sure records, stock, and financial information are assigned to the right part of your company. ### Why are records missing from a list? First check the current filters, search text, grouping, and selected list view, as these can hide records that would otherwise appear. For inquiry lists, see [Managing Inquiry Lists](/managing-inquiry-lists). ## Account and Access ### How do I update my name, contact details, or profile image? Open your profile from the account options in PAMS CRM and update the information that applies to you. You can also review your password, uploaded documents, assigned roles, and trusted devices in [Managing Your Profile](/managing-your-profile). ### How do I change my password? Open your profile and use the password options available for your account. If you cannot sign in or do not remember your current password, use the password reset option on the sign-in page and review [Managing Your Profile](/managing-your-profile). ### Why can I not save a record? PAMS CRM may require information that has not yet been completed, such as a client, date, owner, or other required value. Review the highlighted fields, complete the missing details, and save again; your company may also have required-field rules configured for that record type. ### Can I receive reminders for tasks and meetings? Yes. Create tasks and activities with clear dates and times so PAMS CRM can show them in your calendar and notifications. Check your notifications regularly and open the related record to complete or update the work. ## Sales and Customer Work ### How do I avoid creating a duplicate lead? Before adding a lead, search the lead list using the prospect, organization, contact, and expected requirement. If a similar record exists, open it and update it rather than creating another one; see [Creating and Tracking Leads](/creating-and-tracking-leads). ### What should I do when a customer inquiry is no longer active? Close the inquiry with the correct outcome instead of leaving it open. Mark it as lost or cancelled when the customer will not proceed, and follow the guidance in [Creating Sales Inquiries](/creating-sales-inquiries). ### Why is the client or contact incorrect on my offer? Customer details on an offer usually come from the related inquiry. Return to the inquiry, correct the available customer information, save it, and then review the offer again as described in [Preparing Customer Offers](/preparing-customer-offers). ### How can I tell whether a sales order can be changed? Open the sales order and review its current status, delivery progress, and any issue notes or approvals. If a change is unavailable, check whether the order has reached a stage that restricts edits; see [Managing Order Exceptions](/managing-order-exceptions). ### What should I do if I have been assigned a task? Open the task from **My Desk**, your notifications, or the related record, then review its description, due date, and linked information. Update its progress as you work, add comments when useful, and mark it complete when finished. ## Purchasing and Warehouse ### What is a material requisition, and when should I use one? A material requisition records a request for products needed for stock, internal work, or a sales job. Confirm the correct project or sales order before purchasing or issuing materials; see [Managing Material Requisitions](/managing-material-requisitions). ### What should I check before creating a purchase order? Compare the purchase order with the approved requirement, supplier information, product lines, quantities, prices, and delivery details. This helps prevent incorrect orders and missing information; see [Creating Purchase Orders](/creating-purchase-orders). ### How do I record goods received from a supplier? Create a receiving shipment from the relevant purchase order or source order, then enter the quantities actually received. Review the goods carefully before moving them through inspection and storage; see [Receiving Purchased Goods](/receiving-purchased-goods). ### Why can I not complete a delivery note? Check that the delivery note has complete delivery lines and all required delivery details before trying again. If PAMS CRM still does not allow completion or goods issue, review the linked shipment and stock information using [Creating Delivery Notes](/creating-delivery-notes). ### Can I move stock between warehouses or branches? Yes, use a transfer order to record the movement of products, assembled goods, or packages between approved warehouse locations or branches. Make sure the source, destination, products, and quantities are correct before releasing the transfer. ## Data, Configuration, and Reporting ### Should I create a custom field for information my team needs? Create a custom field only if an existing PAMS CRM field does not already capture the information clearly. Duplicate fields can lead to inconsistent information, so review the guidance in [Configuring Custom Fields](/configuring-custom-fields) first. ### Why is PAMS CRM asking for a field that is not available yet? Your company may have set the field as required too early in the work process. Ask the person responsible for configuration to review the required-field rule and use [Configuring Dynamic Validation](/configuring-dynamic-validation) for guidance. ### Which records can require approval? Depending on your company’s settings, approvals can apply to sales, purchasing, invoices, and letters of guarantee. Approval access and value limits are assigned to users, so contact your administrator if the expected approver cannot act; see [Configuring Approval Processes](/configuring-approval-processes). ### How can I export a list for review? Open the relevant list, apply only the filters and columns you need, then use the available export option. Before exporting, check that a saved filter, grouping, or search term is not excluding important records; for inquiries, see [Managing Inquiry Lists](/managing-inquiry-lists). ## Getting Help If you need help while using PAMS CRM, start with the guidance that best matches your question. ### Find guidance in the documentation Use the documentation to learn how to complete a task, understand a page, or check the next step in a process. - For help with common problems, access, messages, and general questions, see [Help & Troubleshooting](/help-troubleshooting). - For quick answers to common questions, see [FAQ](/faq). - For guidance on a specific area, use the documentation menu or search for the page name, such as Sales Jobs, Purchase Orders, Invoices, or Warehouse Stock. The instructions and options you see in PAMS CRM may differ from those shown in the documentation. Your available pages and actions depend on your role, branch access, and your company’s enabled features. ### Check the record and related work Before requesting help, check whether the answer is already available in the related record: - Review comments, files, tasks, and activities linked to the record. - Check notifications for requests, updates, or reminders. - Confirm that you are working in the correct branch. - Review the record status, such as draft, approved, delivered, paid, or closed. - Ask the person responsible for the account, sales job, order, warehouse movement, or invoice if they have already taken action. For help finding recent work, see [Recently Opened](/recently-opened), [Notifications](/notifications), and [My Desk](/my-desk). ### Ask your manager or administrator Contact your manager when you need clarification about a business process, approval, ownership, pricing, targets, or branch procedures. Contact your PAMS CRM administrator when you need help with: - Your user access, role, or branch access - A page, button, or action that is not available to you - Company details, shared lists, templates, or settings - User accounts, teams, or security-related questions Your administrator can confirm whether a feature is available for your role and arrange any required changes. ### Submit a support ticket Use [Support Tickets](/support-tickets) when you need help that cannot be resolved through the documentation, your manager, or your administrator. When creating a ticket, include: - A clear description of what you need help with - The name or number of the related record, if applicable - The branch you are working in - What you expected to happen and what happened instead - The steps you took before the issue occurred - Any relevant files or images You can follow updates, add comments, attach further information, and reopen a ticket if the issue returns. # Navigation Basics PAMS CRM is organized into work areas for sales, purchasing, warehouse work, finance, reports, and administration. Your menu options may look different from other users because access depends on your role, branch, and company features. ## Start from the Main Menu Use the main menu to move between work areas in PAMS CRM. 1. Select the menu icon. 2. Choose a main work area, such as **Sales**, **Procurement**, **Warehouse**, **Finance**, **Reports**, or **Settings**. 3. Select the list or page you need. For example, sales users may follow paths such as: - **Sales > Leads** to view and work with leads. - **Sales > Inquiries** to create or review sales inquiries. - **Sales > Offers** to prepare customer offers. - **Sales > Sales Orders** to review confirmed orders. - **Sales > Delivery** to follow delivery work. Learn more in these guides: - [Creating and Tracking Leads](/creating-and-tracking-leads) - [Creating Sales Inquiries](/creating-sales-inquiries) - [Preparing Customer Offers](/preparing-customer-offers) - [Confirming Sales Orders](/confirming-sales-orders) - [Coordinating Sales Deliveries](/coordinating-sales-deliveries) ### Expand a Menu Group Some menu groups contain more options. Select the group name or arrow beside it to show the available pages. For example, the **Warehouse** group may include receiving, inspections, storage, shipping, delivery notes, and stock lists. Select the page that matches the stage of work you are handling. ## Choose the Correct Branch If you have access to more than one company branch, check the current branch before creating or updating records. The branch selector is available in the PAMS CRM header area. Select it to choose another branch when needed. The selected branch can affect: - Records you can see - People and teams you can choose - Warehouses and stock locations - Financial figures and reports - New records you create If you cannot find an expected record, first check whether you are working in the correct branch. ## Open Records from a List Most PAMS CRM work begins in a list. A list displays records such as leads, offers, orders, invoices, products, or tasks. To open a record: 1. Navigate to the relevant list from the menu. 2. Find the row for the record. 3. Select the record number, name, or row. The record opens on its own page, where you can review details, related information, files, comments, and activities. For example: - Open **Sales > Inquiries** to find a sales inquiry. - Open **Sales > Offers** to find an offer. - Open **Sales > Sales Orders** to find an order. - Open **Warehouse > Delivery Notes** to find a delivery note. For help working with inquiry lists, see [Managing Inquiry Lists](/managing-inquiry-lists). ## Use Search to Find Records Use search when you know part of a record name, number, account name, or contact name. 1. Select the search field in PAMS CRM. 2. Enter a word, number, or name. 3. Review the matching results. 4. Select a result to open it. Try using a short, specific part of the information you know. For example, enter an offer number, a client name, or a product name. If search returns too many results, open the relevant list first and use its filters to narrow the results. ## Move with Breadcrumbs Breadcrumbs show where you are in PAMS CRM. They usually appear near the top of a page and show a path such as: **Sales > Offers > Offer details** Select an earlier item in the breadcrumb path to go back to that list or work area. Breadcrumbs are helpful when you have opened several related records and want to return to the previous list without using the main menu. ## Return to Recently Opened Records Use **Recently Opened** to return to records you viewed recently. This is useful when you need to switch between related work, such as a client, sales inquiry, offer, sales order, and invoice. Select a record from the recently opened list to return to it quickly. ## Use Your Personal Work Area **My Desk** provides a personal place to review your work. Depending on your access, it can include tasks, activities, calendars, lists, and dashboard information. Use My Desk to: - Check tasks assigned to you - Review upcoming meetings, visits, and calls - Return to records connected to your work - Monitor your daily priorities ## Follow Related Records Many records in PAMS CRM are linked together. For example, a sales inquiry can lead to an offer, then a sales order, delivery, and invoice. When viewing a record, look for related sections, tabs, or links to open connected records. This helps you follow the full history of a customer request without searching for each record separately. For sales workflow guidance, see: - [Handling Lost Sales Records](/handling-lost-sales-records) - [Managing Offer Follow-Up](/managing-offer-follow-up) - [Managing Order Exceptions](/managing-order-exceptions) - [Creating Delivery Notes](/creating-delivery-notes) ## If You Cannot Find a Menu Option If a menu option, record, or action is missing: 1. Check that you selected the correct branch. 2. Check whether the menu group is expanded. 3. Use search or the relevant record list. 4. Ask your manager or PAMS CRM administrator whether your role includes access to that area. Your access is set for your job responsibilities, so not every user sees every area of PAMS CRM. ## Setting Up Your Profile Your profile helps PAMS CRM display your name correctly, use the right language and time zone, and send notifications in the way that works best for you. Set up your profile when you first sign in, and update it whenever your details or preferences change. ## Open Your Profile 1. Sign in to PAMS CRM. 2. Select your name or profile image in the top area of the page. 3. Choose **My Profile**. If you do not see an option that you need, contact your PAMS CRM administrator. Some profile options depend on your role and company settings. For full details about profile information, see [My Profile](doc:my-profile). ## Update Your Name and Personal Details Check that your name is shown correctly. Your name may appear on tasks, activities, comments, and records you create or update. Update other available personal details, such as your contact information, if they are out of date. Use a clear and consistent name so colleagues can easily find and recognize you in PAMS CRM. ## Add or Change Your Profile Photo A profile photo helps colleagues recognize you when you work together on tasks, activities, and comments. Choose a recent, clear photo of yourself. If your company has photo guidelines, follow them when selecting your image. You can return to **My Profile** at any time to replace or remove your photo. ## Choose Your Language Select the language you want PAMS CRM to use for menus, labels, and other available text. After changing your language, you may need to sign out and sign in again before all text updates. The languages available to you depend on your company’s PAMS CRM setup. ## Set Your Time Zone Choose the time zone for the location where you normally work. Your time zone is important because PAMS CRM uses it when showing dates and times for: - Tasks and reminders - Meetings, visits, and calls - Calendar entries - Activity due dates - Notifications If you work while traveling, update your time zone so that reminders and scheduled work appear at the correct local time. ## Manage Notification Preferences Notifications help you keep track of work assigned to you and updates that need your attention. Review your preferences and choose which notifications you want to receive. For example, you may receive notifications when: - A task is assigned to you - Someone comments on a record you are following - An activity is updated - A reminder is due - A support ticket has a new update Keep important notifications turned on so you do not miss urgent work. You can review new notifications from the notifications area in PAMS CRM. For help viewing and opening notifications, see [Notifications](doc:notifications). ## Review Your Profile Regularly Review your profile when your name, photo, work location, language, or notification needs change. Keeping your details current helps PAMS CRM support clear communication and accurate scheduling across your team. ## System Requirements PAMS CRM works in a current web browser with an internet connection. No separate installation is required. ## Supported Browsers For the best experience, use the latest version of one of these browsers: - Google Chrome - Microsoft Edge - Mozilla Firefox - Apple Safari on Mac computers and iPads Keep your browser updated. Older browsers may not display all PAMS CRM pages, lists, documents, or dashboards correctly. ## Screen Resolution Use a screen resolution of at least **1280 × 720 pixels**. For detailed work such as reviewing grids, dashboards, reports, pricing, warehouse records, and financial information, a larger screen is recommended. A resolution of **1920 × 1080 pixels** or higher provides a more comfortable view. ## Supported Devices PAMS CRM is designed primarily for use on: - Desktop computers - Laptop computers - Larger tablets A desktop or laptop computer is recommended for work that involves detailed lists, data entry, document preparation, reporting, warehouse records, or financial review. You can use PAMS CRM on a tablet for viewing records, completing tasks, checking notifications, and other routine work. Some screens may be easier to use in landscape orientation. Mobile phones can be used for basic access, but they are not recommended for full-day work or screens with large tables and detailed forms. ## Internet Connection Use a reliable internet connection. A stable connection is especially important when you: - Upload or download files - Create or print documents - Work with large lists or reports - Save detailed records - Use dashboards and financial reviews If your connection is interrupted while entering information, check that your changes were saved after reconnecting. ## Browser Settings Allow PAMS CRM to open downloads and display documents when needed. This is important for working with generated documents, reports, and attached files. If you use browser privacy settings that block website data, some sign-in or display preferences may not be remembered. ## Access and Permissions What you can view or change in PAMS CRM depends on your assigned role, branch access, and your company’s available features. If you cannot find a menu, record, or action that you need, contact your PAMS CRM administrator. For help with signing in or resetting your password, see the sign-in guidance available from the PAMS CRM sign-in page. ## Welcome to PAMS CRM PAMS CRM brings your commercial, operational, and financial work into one place. The screens and options you see may vary based on your role, branch access, and your company’s available features. This guide introduces the main areas you will use to move around PAMS CRM. ## Sidebar The sidebar is the main menu, usually shown on the left side of PAMS CRM. Use it to open the areas you need for your daily work, such as: - **My Desk** for your personal workspace, tasks, activities, and calendar. - **Sales** for leads, inquiries, offers, sales orders, and deliveries. - **Procurement** for purchasing work, supplier inquiries, and purchase orders. - **Warehouse** for receiving, inspections, stock, shipments, and transfers. - **Finance** for invoices, payments, costs, and profitability. - **Dashboards** and **Reports** for performance information. - **Settings** for company, user, and shared information, if you have permission. ### Opening menu sections Some sidebar items contain more options. Select the item or arrow beside it to expand the section, then choose the page you want to open. For example, a sales user may open the Sales section to work with leads and offers. To learn more, see [Creating and Tracking Leads](/creating-and-tracking-leads) and [Preparing Customer Offers](/preparing-customer-offers). ### Keeping the sidebar tidy You may be able to collapse the sidebar when you need more room to view a list or record. Select the menu control at the top of the sidebar to hide or show menu names. ## Header The header is the bar across the top of PAMS CRM. It gives you quick access to common information and actions. Depending on your access, the header may include: - Your current branch - Search - Notifications - Recently opened records - Display options - Your profile and account options ## Branch selector If you work with more than one branch, the current branch is shown in the header. Select the branch name to choose another branch available to you. PAMS CRM then shows records and information for that branch, based on your access. Always check the selected branch before creating or updating important records, such as an offer, purchase order, invoice, or warehouse movement. ## Breadcrumbs Breadcrumbs appear near the top of a page. They show where you are in PAMS CRM. For example, you may see a path that starts with **Sales**, continues to **Offers**, and ends with the offer you are viewing. Use breadcrumbs to: - Confirm which area you are working in. - Return to a previous list. - Move back to a related page without using the sidebar. Breadcrumbs are especially helpful when you have opened a record from a dashboard, notification, search result, or related record. ## Search Use search in the header to find information quickly. You can search for records that you have permission to view, such as: - Accounts and contacts - Leads, inquiries, offers, and sales orders - Products - Purchase orders - Invoices - Tasks and activities Enter a name, reference number, product name, or other known detail. Select a result to open it. Search results depend on your role, branch access, and the information available to you in PAMS CRM. If you cannot find a record, check that you are in the correct branch and that you have access to it. ## Notifications The notification area in the header helps you stay informed about work that needs your attention. Notifications may alert you when: - A task has been assigned to you. - Someone comments on or tags you in a record. - An activity, meeting, or visit needs follow-up. - A record has been updated or requires action. - A support ticket has new information. Select the notification icon to view your latest notifications. Select a notification to open the related task, activity, or record. Review notifications regularly so that important follow-up work is not missed. ## Recently Opened Records PAMS CRM may show a list of records you opened recently. This is useful when you need to return to a lead, offer, order, account, or invoice without searching again. Use recently opened records to continue work where you left off. ## Your Profile and Account Options Your profile area is usually available from the top-right corner of PAMS CRM. Select your name or profile image to access options such as: - Viewing or updating your personal details - Changing your password - Managing your profile image - Signing out of PAMS CRM Only update details that belong to your own profile unless you are authorized to manage other users. ## Lists and Records Most work in PAMS CRM starts from a list or a record. ### Lists A list shows multiple records, such as all leads, offers, purchase orders, products, or invoices. In a list, you can usually: - Open a record by selecting it. - Search within the list. - Filter records to show only the information you need. - Sort records by a heading, such as date, status, or owner. - Adjust the columns you see. - Create a new record if you have permission. For help working with sales inquiry lists, see [Managing Inquiry Lists](/managing-inquiry-lists). ### Records A record contains the details for one item, such as one client, offer, sales order, shipment, or invoice. Records may include separate sections or tabs for related information, including: - Contact details - Products or line items - Files - Comments - Tasks and activities - Addresses - Status and history Look for related sections when you need more context before making a change. ## Your First Steps As you begin using PAMS CRM: 1. Check that you are working in the correct branch. 2. Use the sidebar to open the area related to your work. 3. Use breadcrumbs to understand where you are. 4. Use search or recently opened records to return to information quickly. 5. Check notifications for new tasks and follow-up work. 6. Open your profile options when you need to update your own details. Once you are comfortable moving around PAMS CRM, you can begin your sales work with [Creating and Tracking Leads](/creating-and-tracking-leads), [Creating Sales Inquiries](/creating-sales-inquiries), or [Confirming Sales Orders](/confirming-sales-orders). ## User Guide Welcome to the PAMS CRM User Guide. Use this section to find guidance for your daily work, from managing sales and products to handling warehouse, finance, reporting, and user access. Start with the area that matches what you need to do. Each module contains focused guides with step-by-step instructions. ## Where to Start - **New to PAMS CRM:** Begin with [Application Navigation](/application-navigation), [Sign-In and Registration](/sign-in-and-registration), and [My Profile](/my-profile). - **Managing customer opportunities:** Go to **Sales Pipeline** for leads, offers, sales jobs, and orders. - **Working with products or contacts:** Visit **Contacts and Products**. - **Planning your workday:** Use **Workspaces and Reporting** for [My Desk](/my-desk), tasks, activities, calendars, and dashboards. - **Managing stock and deliveries:** Start with **Warehouse Operations**. - **Managing invoices and payments:** Open **Finance Operations**. - **Managing access for colleagues:** See **User Access**. ## Module Categories ### Sales Pipeline (4 docs) Manage sales opportunities from the first lead through offers, orders, delivery, loss, or cancellation. Use this area to keep sales jobs, quotations, and customer follow-up work organized. Key guides: [Sales Jobs](/sales-jobs), [Leads and Offers](/leads-and-offers), [Customer Surveys](/customer-surveys). ### Pricing and Offers (3 docs) Prepare accurate quotations by reviewing costs, margins, negotiated prices, and sales prices. This area helps you build and maintain commercial offers. Key guides: [Cost Calculation Sheet](/cost-calculation-sheet), [Leads and Offers](/leads-and-offers). ### Orders and Delivery (4 docs) Create sales orders, monitor their delivery progress, and review delivered work. Use these guides when an offer becomes a confirmed customer order. Key guides: [Sales Orders](/sales-orders), [Sales Delivery and Order Lists](/sales-delivery-and-order-lists), [Delivery Notes](/delivery-notes). ### Principal Management (3 docs) Maintain principal accounts and the business information connected to them, including contracts and registrations. This area supports relationships with product suppliers and business partners. Key guides: [Principal Accounts](/principal-accounts), [Contracts Data](/contracts-data), [Registrations Data](/registrations-data). ### Targets and Performance (3 docs) Set commercial targets and review performance against bookings, sales, budgets, margins, and forecasts. Use these guides for planning and performance review. Key guides: [Booking Targets](/booking-targets), [Business Analysis Dashboard](/business-analysis-dashboard), [Custom Dashboard](/custom-dashboard). ### Procurement Operations (4 docs) Manage purchasing work from product requests and supplier inquiries through orders and received goods. This area helps purchasing teams track supplier offers, prices, approvals, and delivery progress. Key guides: [Procurement](/procurement), [Procurement Orders](/procurement-orders), [Purchasing Jobs](/purchasing-jobs), [Procurement PDF Documents](/procurement-pdf-documents). ### Project Operations (4 docs) Manage project-related records and the operational work linked to projects, sales jobs, product requirements, and production. Use this area to keep project work connected across PAMS CRM. Key guides: [Project Management](/project-management), [Job Bill of Materials](/job-bill-of-materials), [Material Requisitions](/material-requisitions), [Production Orders](/production-orders). ### Warehouse Operations (5 docs) Track products from receipt through inspection, storage, shipment, transfer, return, and production. This area supports warehouse teams in maintaining accurate stock movement records. Key guides: [Warehouse Stock](/warehouse-stock), [Receiving Shipments](/receiving-shipments), [Warehouse Inspections](/warehouse-inspections), [Shipping Orders](/shipping-orders), [Goods Issue Notes](/goods-issue-notes). ### Finance Operations (5 docs) Create and track invoices, payments, costs, profitability, cash position, and financial commitments. Use these guides to follow the financial progress of customer and purchasing work. Key guides: [Invoices](/invoices), [Payments](/payments), [Purchase Invoices](/purchase-invoices), [Job Costing](/job-costing), [Job Profitability](/job-profitability). ### Commission Management (3 docs) Manage commission-related business information, account responsibilities, and planning inputs. This area supports commission and bonus administration across branches and teams. Key guides: [Account Managers](/account-managers), [Company Branches](/company-branches), [Bonus Planning](/bonus-planning). ### Contacts and Products (4 docs) Maintain the people, companies, products, and product structures used throughout PAMS CRM. Start here when you need to add or update clients, suppliers, contacts, products, or product classifications. Key guides: [Accounts](/accounts), [Clients and Contacts](/clients-and-contacts), [Products](/products), [Product Categories and Types](/product-categories-and-types). ### Workspaces and Reporting (4 docs) Organize daily work, follow tasks and activities, build personal dashboards, and review reports. This area is useful for users who need a clear view of priorities and business information. Key guides: [My Desk](/my-desk), [Tasks](/tasks), [Activities](/activities), [Reports Library](/reports-library). ### User Access (3 docs) Manage people and access in PAMS CRM, including user accounts, roles, teams, and security information. Use this area when setting up colleagues or reviewing what they can access. Key guides: [Users](/users), [Roles](/roles), [Security](/security). ## What Can You Do with PAMS CRM? PAMS CRM helps you manage customer relationships, sales, purchasing, warehouse work, finance, and business performance in one place. The screens and actions available to you depend on your role, branch access, and your company’s subscription. ## Get Started and Organize Your Work Use PAMS CRM to keep your daily work, follow-up, and shared information organized. - Sign in, manage your personal details, update your password, and maintain your profile documents. - Move between business areas, switch branch context where permitted, and return to recently opened records. - Use My Desk to view your tasks, activities, calendar, lists, and personal dashboard. - Create tasks and subtasks, assign work to colleagues, set due dates, and track completion. - Plan calls, meetings, visits, and emails, with reminders and links to related records. - Share files, add comments, tag related records, and follow notifications. - Submit and track support tickets when you need help. ## Manage Accounts and Business Relationships Maintain clear records for the customers, suppliers, and contacts your company works with. - Create and update client, principal, and sub-supplier accounts. - Maintain contact details, addresses, photos, documents, and account relationships. - Assign account managers and keep ownership information up to date. - Record contracts, registrations, warranties, serial numbers, and delivered-product references. - Manage principal relationships and review related commercial activity through [Managing Principal Relationships](/managing-principal-relationships). - Review principal sales performance through [Tracking Principal Sales Results](/tracking-principal-sales-results) and prepare branded reports with [Generating Principal Reports](/generating-principal-reports). ## Develop Sales Opportunities Follow sales work from an early lead through quotation, order, delivery, or closure. - Create leads, record customer needs, assign responsibility, and track progress with [Creating and Tracking Leads](/creating-and-tracking-leads). - Create sales inquiries and manage inquiry details using [Creating Sales Inquiries](/creating-sales-inquiries). - Review and organize inquiry lists with [Managing Inquiry Lists](/managing-inquiry-lists). - Prepare customer offers with products, quantities, prices, margins, and commercial terms through [Preparing Customer Offers](/preparing-customer-offers). - Follow up on offers, record outcomes, and plan next actions with [Managing Offer Follow-Up](/managing-offer-follow-up). - Record lost opportunities and reasons using [Handling Lost Sales Records](/handling-lost-sales-records). ## Price, Confirm, and Deliver Sales Turn approved customer offers into controlled sales work. - Use the pricing tool to calculate costs, margins, negotiated prices, and sales prices with [Using the Pricing Tool](/using-the-pricing-tool). - Build product and job requirements, reserve stock, and review planned purchasing needs. - Confirm sales orders, manage order items, and check delivery conditions through [Confirming Sales Orders](/confirming-sales-orders). - Review delivery progress and coordinate sales deliveries with [Coordinating Sales Deliveries](/coordinating-sales-deliveries). - Create and complete delivery notes using [Creating Delivery Notes](/creating-delivery-notes). - Track cancellations, exceptions, and other order changes with [Managing Order Exceptions](/managing-order-exceptions). ## Purchase Products and Services Manage the work needed to obtain products and services from suppliers. - Create material requests for stock, internal use, projects, and sales jobs. - Group requested items into purchasing packages and ask suppliers for quotations. - Compare supplier offers, prices, taxes, delivery dates, and payment milestones. - Create purchase orders and follow ordered, delivered, and outstanding quantities. - Print, download, and share purchasing inquiry and order documents. - Review buyouts and purchasing jobs from request through receipt. ## Receive, Store, and Move Stock Control warehouse work from incoming goods to delivery, transfer, return, or production. - Monitor available stock, incoming products, inspection status, and warehouse locations. - Create receiving shipments and record quantities received from purchase orders. - Inspect received products, accept or reject items, and release accepted products to stock. - Store products in warehouse locations and keep storage records up to date. - Prepare shipping orders, issue goods from stock, and manage returns. - Move products between warehouses or branches, or use them in assembly, production, and external service work. ## Manage Invoices, Payments, and Profitability Keep track of billing, supplier costs, payments, and the financial results of each job. - Create, approve, print, send, and track customer invoices. - Add invoice deductions and follow invoices that are upcoming, due, overdue, paid, or considered paid. - Record incoming payments and allocate them to one or more invoices. - Create and review purchase invoices, outgoing payments, and supplier-related costs. - Record direct job costs and allocate costs to orders, products, and sales work. - Review job profitability for active, delivered, and paid jobs. ## Monitor Performance and Plan Ahead Use dashboards, reports, and planning tools to understand business performance. - Review bookings, orders, offers, deliveries, invoices, payments, and backlog. - Monitor sales activity, pipeline, customer visits, tasks, and approaching bid deadlines. - Compare results by branch, customer, supplier, salesperson, team, product type, or location. - Set and review booking, sales, budget, margin, and forecast targets with [Managing Booking Targets](/managing-booking-targets). - Review cash position, expected cash flow, working capital, and financial forecasts. - Create personal dashboard views and report pages for the information you need most. ## Manage Company Settings and Access Authorized administrators can maintain the shared information and access rules used across PAMS CRM. - Maintain branches, branch contacts, bank details, logos, warehouses, and storage areas. - Manage products, categories, product types, units, currencies, delivery terms, and payment methods. - Create users, assign roles, manage teams, and review access information. - Maintain document templates, shared lists, and company addresses. - Review record history and sales activity history when checking changes. - Manage subscription plans and review subscription invoices. # What is PAMS CRM? PAMS CRM helps your business manage commercial work from the first customer contact through to delivery, invoicing, payment, and profitability review. It brings sales, purchasing, warehouse, finance, and management work together in one place. This helps teams keep related information connected, reduce manual follow-up, and see the current status of jobs, orders, stock, and payments. ## What PAMS CRM helps you manage In PAMS CRM, you can manage the full journey of a sale: 1. Record leads and customer inquiries. 2. Prepare offers and agree prices. 3. Confirm sales orders and plan delivery. 4. Purchase products or services from suppliers. 5. Receive, inspect, store, and issue stock. 6. Deliver products and create delivery documents. 7. Create invoices, record payments, and review costs and profit. PAMS CRM also helps teams work together through tasks, activities, comments, files, notifications, calendars, and support tickets. ## Main areas of PAMS CRM ### Sales and customer relationships Sales users can maintain client and contact details, record leads, prepare offers, manage sales orders, and follow up on delivery and customer feedback. Useful guides include: - [Creating and Tracking Leads](/creating-and-tracking-leads) - [Creating Sales Inquiries](/creating-sales-inquiries) - [Preparing Customer Offers](/preparing-customer-offers) - [Managing Offer Follow-Up](/managing-offer-follow-up) - [Confirming Sales Orders](/confirming-sales-orders) - [Coordinating Sales Deliveries](/coordinating-sales-deliveries) ### Purchasing and suppliers Purchasing users can request products, collect supplier prices, compare offers, create purchase orders, and follow goods through receiving. PAMS CRM also stores information about principals and sub-suppliers, helping teams maintain clear supplier relationships and product information. ### Warehouse and delivery Warehouse users can receive shipments, inspect products, place stock in warehouse locations, prepare outgoing shipments, and record returns or transfers. This gives teams a clearer view of what is incoming, under inspection, in stock, reserved, delivered, or returned. For delivery documents, see [Creating Delivery Notes](/creating-delivery-notes). ### Finance and profitability Finance users can create and track invoices, record incoming and outgoing payments, manage purchase invoices, and review costs. PAMS CRM connects financial records with sales and purchasing work, making it easier to review job costs, margins, outstanding invoices, and profitability. ### Dashboards, reports, and planning Managers can use dashboards and reports to monitor sales activity, bookings, backlog, deliveries, invoices, payments, stock, and business performance. PAMS CRM also includes tools for targets, cash planning, forecasts, and bonus planning. To learn about sales targets, see [Managing Booking Targets](/managing-booking-targets). ### Administration and shared settings Authorized administrators can maintain company branches, warehouses, users, roles, teams, shared lists, document templates, and other business settings. These settings help ensure that users see the information and actions relevant to their work. ## Who uses PAMS CRM? PAMS CRM supports different teams across the business: - **Sales users** manage customer opportunities, offers, orders, and sales jobs. - **Purchasing users** obtain products and services from suppliers. - **Warehouse users** receive, inspect, store, move, and deliver stock. - **Finance users** manage invoices, payments, costs, and profitability. - **Managers** review performance and set targets. - **System administrators** manage users, access, branches, and shared business information. ## What you can see and do What you see in PAMS CRM depends on your role, branch access, and your company’s selected features. For example, a warehouse user may see stock and shipment work, while a sales user may focus on leads, offers, and customer accounts. Your work can also be organized through your personal workspace, recent records, notifications, tasks, activities, and calendar. This helps you return to ongoing work and keep track of follow-up actions. ## Getting started Start by becoming familiar with the menus, your current branch, and your personal workspace. Then open the guides that match your role and daily responsibilities. If you work in sales, you may begin with [Creating and Tracking Leads](/creating-and-tracking-leads). If you manage principal relationships, see [Managing Principal Relationships](/managing-principal-relationships). ## Who Uses PAMS CRM PAMS CRM supports people across the full commercial and operational process. What you can see and do depends on your role, branch access, and the features available to your company. Most people work mainly in the areas related to their day-to-day responsibilities, while sharing records, tasks, activities, files, comments, and notifications with colleagues. ## Sales User Sales Users develop business opportunities and manage client-facing work from the first lead through to delivery. They typically: - Maintain client and contact information - Create leads, inquiries, offers, and sales orders - Prepare pricing, margins, and quotations - Follow up on offers and customer decisions - Coordinate delivery requirements with warehouse and purchasing teams - Track sales jobs, customer surveys, and account relationships The modules they use most are **Accounts**, **Clients and Contacts**, **Sales Jobs**, **Leads and Offers**, **Sales Orders**, **Cost Calculation Sheet**, **Job Bill of Materials**, and **Sales Delivery and Order Lists**. Start with [Creating and Tracking Leads](/creating-and-tracking-leads), [Creating Sales Inquiries](/creating-sales-inquiries), [Preparing Customer Offers](/preparing-customer-offers), and [Confirming Sales Orders](/confirming-sales-orders). ## Purchasing User Purchasing Users obtain products and services from suppliers. They turn approved requirements into supplier inquiries, compare offers, place orders, and follow delivery progress. They typically: - Review material requirements and planned product needs - Request supplier quotations - Compare supplier prices, delivery dates, and terms - Create and follow procurement and purchase orders - Work with suppliers, principals, and sub-suppliers - Coordinate incoming goods with warehouse and finance teams The modules they use most are **Material Requisitions**, **Procurement**, **Procurement Inquiries and Offers**, **Procurement Orders**, **Purchasing Jobs**, **Purchasing Inquiries and Offers**, **Purchase Orders**, **Buyouts to Procurement**, and **Latest Purchased Products**. ## Warehouse User Warehouse Users manage the physical movement and condition of stock. They make sure products are received, inspected, stored, issued, delivered, transferred, or returned correctly. They typically: - Receive goods against source orders - Inspect incoming products and record accepted or rejected quantities - Place approved goods into warehouse locations - Prepare products for customer delivery - Issue goods for shipment, production, transfer, or external service - Record returns and monitor stock availability The modules they use most are **Warehouse Stock**, **Receiving Shipments**, **Warehouse Inspections**, **Quality Control**, **Warehouse Storage**, **Shipping Orders**, **Delivery Notes**, **Goods Issue Notes**, **Return Notes**, **Transfer Orders**, **Production Orders**, and **Assembly Orders**. For sales-delivery work, see [Coordinating Sales Deliveries](/coordinating-sales-deliveries) and [Creating Delivery Notes](/creating-delivery-notes). ## Finance User Finance Users manage billing, incoming and outgoing payments, supplier costs, guarantees, and job financial results. They typically: - Create and approve sales and purchase invoices - Record customer payments and allocate them to invoices - Review supplier invoices, payables, and outgoing payments - Record job costs and review profitability - Track letters of guarantee - Update cash position and forecasted cash flow The modules they use most are **Invoices**, **Payments**, **Purchase Invoices**, **Payables**, **Outgoing Payments**, **Job Costing**, **Job Profitability**, **Principal Invoices**, **Letters of Guarantees**, **Cash Position**, and **Forecasted Cash Flow**. ## Manager Managers oversee branch, team, commercial, and financial performance. They use PAMS CRM to review progress, identify priorities, and set targets. They typically: - Monitor sales pipeline, bookings, backlog, deliveries, invoices, and payments - Review team and branch performance - Follow important tasks, visits, deadlines, and exceptions - Set booking, sales, margin, and budget targets - Review forecasts, profitability, stock, and cash information - Use reports to compare clients, suppliers, teams, and product areas The modules they use most are **My Desk**, **Short Review Dashboard**, **Business Analysis Dashboard**, **Custom Dashboard**, **MRM Booking and Backlog**, **MRM Financial Dashboard**, **MRM Sales and Stock Dashboard**, **Reports Library**, **Job Profitability**, **Booking Targets**, and **Bonus Planning**. See [Managing Booking Targets](/managing-booking-targets), [Tracking Principal Sales Results](/tracking-principal-sales-results), and [Generating Principal Reports](/generating-principal-reports). ## System Administrator System Administrators are authorized users who maintain shared company information, user access, and working rules in PAMS CRM. They typically: - Create and manage users, roles, teams, and branch access - Maintain company branches, contacts, bank details, and logos - Set up warehouses, product information, currencies, payment methods, and delivery terms - Maintain shared lists used across sales, purchasing, and warehouse work - Manage document templates, subscription features, and security information - Review audit history when changes need to be checked The modules they use most are **Users**, **Roles**, **Teams**, **Security**, **Company Branches**, **Warehouse Configuration**, **Commercial Configuration**, **Sales Configuration**, **Products**, **Product Categories and Types**, **Custom Fields and Layouts**, **Document Templates**, **Subscription Plans**, and **Audit History**. ## Shared Tools for All Users Many roles use the same everyday tools in PAMS CRM: - **Application Navigation** to move between areas and select the right branch - **My Profile** to update personal details and sign-in settings - **My Desk** for personal lists, tasks, activities, calendars, and dashboards - **Tasks** and **Activities** to organize and follow up on work - **Notifications** and **Recently Opened** to return to important records - **Files and Libraries** and **Comments and Record Tags** to share information with colleagues - **Support Tickets** to request help or report an issue Your role may include more than one of these responsibilities. For example, a branch manager may also work with sales jobs, invoices, and reports. ## Welcome to PAMS CRM PAMS CRM helps your team manage customer work from the first lead through sales, delivery, invoicing, and payment. On your first day, focus on a few simple tasks that help you find your work, stay organized, and begin using the records that matter to your role. The menus, records, and actions you see in PAMS CRM depend on your role, branch access, and your company’s selected features. If you cannot find an option described here, ask your manager or PAMS CRM administrator. ## Start with the basics ### Check your branch Before you begin work, check that you are working in the correct branch. Your current branch affects the records, customers, products, and work items available to you. Use the branch selector in the main navigation area to confirm or change your branch, if you have access to more than one. ### Explore the main navigation Use the main menu to move between areas of PAMS CRM, such as: - **My Desk** for your personal work area - **Sales Jobs** for leads, inquiries, offers, and sales orders - **Accounts** for clients, contacts, principals, and suppliers - **Tasks** and **Activities** for follow-up work - **Warehouse** for receiving, inspection, storage, and delivery work - **Invoices** and **Payments** for finance work - **Dashboards** and **Reports** for performance reviews You do not need to learn every menu on your first day. Start with the areas that support your daily work. ### Review your profile Open your account options and review your personal details. You may be able to update your name, contact details, profile image, password, and trusted devices. Keeping your profile current helps colleagues identify you when assigning tasks, activities, and account responsibilities. ## Quick win 1: Use My Desk to see your work **My Desk** is your personal starting point in PAMS CRM. It can bring together your tasks, activities, calendar items, lists, and dashboard information. On your first visit: 1. Open **My Desk** from the main menu. 2. Look for tasks that are assigned to you. 3. Check upcoming meetings, calls, visits, or reminders. 4. Open an item to see its related customer, sales job, or other record. 5. Return to My Desk whenever you need to decide what to do next. Use this area as your daily workspace rather than searching through multiple menus. ## Quick win 2: Create a task and keep follow-up work visible Tasks help you record work that needs to be completed, such as calling a client, checking a delivery date, or preparing information for a colleague. To create a simple task: 1. Open **Tasks** or create a task from a related record. 2. Enter a clear subject, such as “Call client about offer.” 3. Choose an owner. Select yourself for personal work or assign a colleague when appropriate. 4. Set a due date. 5. Add notes that explain the next action. 6. Save the task. When the work is finished, mark the task as complete. If more work is needed later, you can reopen it or create a follow-up task. Tasks are especially useful when working with leads, offers, sales orders, deliveries, and invoices. ## Quick win 3: Find or review a client account Accounts hold important information about the organizations your company works with. Depending on your access, you may see clients, principals, and sub-suppliers. To get familiar with an account: 1. Open **Accounts** from the main menu. 2. Search for a client or use the list filters to narrow the results. 3. Open the account record. 4. Review the available contact details, addresses, related people, files, comments, and linked commercial records. 5. Use the account record when you need context before calling, emailing, preparing an offer, or following up on an order. If you need to create a new client, first check that the account does not already exist. This helps avoid duplicate records. ## Quick win 4: Start or review sales work If you work in sales, begin by reviewing your leads, inquiries, offers, or sales jobs. These records help you follow each customer opportunity from the first conversation to an order. A useful first-day routine is: 1. Open your sales list. 2. Filter the list for records assigned to you or your team. 3. Check records with upcoming deadlines or follow-up dates. 4. Open one active record and review its customer, products, notes, tasks, and activity history. 5. Create a task or activity for the next customer action. For step-by-step guidance, see: - [Creating and Tracking Leads](/creating-and-tracking-leads) - [Creating Sales Inquiries](/creating-sales-inquiries) - [Preparing Customer Offers](/preparing-customer-offers) - [Managing Offer Follow-Up](/managing-offer-follow-up) - [Confirming Sales Orders](/confirming-sales-orders) ## Quick win 5: Check notifications and recently opened records Notifications help you stay aware of work that needs attention. You may receive notifications when someone assigns you a task, comments on a record, updates an activity, or asks for follow-up. At the start and end of each day: 1. Open your notifications. 2. Read new items and open the related record when action is needed. 3. Mark completed or reviewed items as appropriate. 4. Use **Recently Opened** to return to records you worked on earlier. Recently Opened is useful when you need to move quickly between a client, sales job, order, task, or invoice without searching again. ## Build a simple daily routine A good first-day routine can also become your regular routine: 1. Confirm your branch. 2. Open **My Desk**. 3. Review notifications, tasks, and calendar items. 4. Open your active customer or sales records. 5. Record the next action as a task or activity. 6. Check Recently Opened before finishing for the day. This routine keeps follow-up work visible and helps your team see progress in the same records. ## Where to go next Choose the guide that best matches your role: ### Sales users - [Creating and Tracking Leads](/creating-and-tracking-leads) - [Preparing Customer Offers](/preparing-customer-offers) - [Confirming Sales Orders](/confirming-sales-orders) - [Coordinating Sales Deliveries](/coordinating-sales-deliveries) ### Managers - [Managing Booking Targets](/managing-booking-targets) - [Tracking Principal Sales Results](/tracking-principal-sales-results) - [Generating Principal Reports](/generating-principal-reports) ### Users working with principals - [Managing Principal Relationships](/managing-principal-relationships) - [Tracking Principal Sales Results](/tracking-principal-sales-results) ## Need help? If you are unsure which record to use, begin with the customer account, the related sales job, or My Desk. If an option is missing or you cannot access a record, contact your manager or PAMS CRM administrator. ## Preparing to Record a Customer Inquiry A sales inquiry gives your team one place to capture what a customer needs before you prepare Pricing Offers or an Offer. If the request began as a Inquiry, make sure it has been qualified first. For guidance on that earlier step, see [Creating and Tracking Inquiry](doc:creating-tracking-Inquiry). Before opening a new Inquiry, confirm that the customer’s company is already available as a **Client** record. Selecting an existing Client keeps the Inquiry connected to the correct account, Contacts, addresses, and previous sales history. If the request came from a specific person, identify the correct **Contact** for that Client as well. Collect the details below from the customer’s request, email, call, or meeting before you begin: | Detail to confirm | Why it matters in the Inquiry | |---|---| | Requested Product or service | Defines what you need to price, source, or discuss with a Principal or Sub-supplier. | | Quantity and Unit | Makes the requested scope clear for every item. | | Delivery Date or delivery expectation | Helps your team assess whether the requested timing is achievable. | | Client Inquiry Number | Lets you match the Pams record to the customer’s own request or correspondence. | | Currency and commercial expectations | Keeps the request aligned with the customer’s budget, pricing expectations, and payment requirements. | Also confirm that the Client has the commercial information needed for the proposed sale, including the applicable **Currency**, Pricing details, **Payment Period**, **Shipping Address**, and **Invoicing Address**. Review the selected address carefully when the Client has more than one location. An Inquiry normally begins in **Draft**. Once the request is complete enough for active sales work, it moves into follow-up and can lead to a Pricing Offers or Offer. The request is then closed when it results in a Orders, is marked **Lost**, or is cancelled. Keeping this lifecycle accurate gives sales teams a dependable view of active customer demand. [SCREENSHOT: A Draft Inquiry showing the Client, Contact, Currency, Client Inquiry Number, and delivery details.] ## Creating a New Sales Inquiry Create a new Inquiry as soon as you have enough information to identify the Client and understand the request. Saving an early Draft is preferable to keeping customer requirements only in an email or personal notes, because the Inquiry becomes the shared sales record for follow-up, Pricing, and Offers. 1. Open **Sales > Inquiries** in Pams and select **New Inquiry**. Pams opens a new form in **Draft** status. 2. In the **Client** field, select the customer company that submitted the request. Confirm that you have selected the correct Client before continuing, especially if similarly named companies appear in the list. 3. Select the appropriate **Contact** for the person who sent the request or will receive the Offers. Use the customer’s named buyer, project contact, or commercial contact rather than leaving the request connected only to the company when a Contact is known. 4. Complete the main Inquiry details. Enter the **Inquiry Date**, choose the **Salesperson Responsible**, and select the required **Currency**. Review the available Pricing information and make sure it matches the commercial basis expected by the Client. 5. Enter the customer’s request number in **Client Inquiry Number**. Use the same reference shown in the customer’s RFQ, email subject, tender document, or purchase request. This makes it easier to find the Inquiry later and to match it with customer communication. 6. Record the **Expected Order Date** or the date by which the customer expects a response. If a bid deadline applies, capture that timing clearly so the sales team can prioritize the request. 7. Click **Save** to keep the Inquiry as a Draft, or click **Save and Close** if you will return to it later. After saving, review the form header before adding items. The Client, Contact, Currency, Salesperson Responsible, and Client Inquiry Number should all match the customer request. Correcting these details at the Draft stage prevents inaccurate information from carrying into Pricing Offers and Offers. [SCREENSHOT: The New Inquiry form with the main header fields completed before item lines are added.] ## Capturing Products, Quantities, and Delivery Requirements Use the item or requirement lines in the Inquiry to describe exactly what the Client is asking for. Each requested Product or service should have its own line. Separate lines make it easier to review quantities, pricing expectations, delivery requirements, and later Offers details without mixing unrelated items together. 1. Add a new requirement line and select the requested **Product**. Choose the Product record that most closely represents the customer’s need. If the request is for a service, use the appropriate service item where one is available. 2. Review and complete the **Description**. Keep the standard Product description where it is correct, then add any customer-specific details needed to identify the requested version, configuration, material, model, or scope. 3. Enter the requested **Quantity** and select the correct **Unit**. Make sure the Unit matches the customer request. A quantity may be correct but commercially misleading if it is recorded with the wrong unit. 4. Record the requested **Delivery Date** or delivery expectation for that line. Use separate delivery information when different Products are needed at different times, such as an urgent first delivery followed by later quantities. 5. Enter available commercial expectations, including the customer’s target price, budget information, or stated unit-price expectation. Use **Unit Price** or **Offer Price** where these fields are part of the Inquiry. These values help the sales team assess whether the request is commercially viable before preparing a Offers. 6. Use the line description, **Technical Notes**, or **Commercial Notes** to record requirements that do not fit a standard Product line. This may include specifications, packaging, quality standards, requested substitutions, special inspection needs, or handling instructions. 7. Review all lines, then confirm the totals and **Currency** before clicking **Save**. Do not combine multiple items into one broad description when quantities, delivery dates, or specifications differ. Clear requirement lines provide a reliable starting point for Pricing, Principal discussions, supplier coordination, and customer Offers. [SCREENSHOT: Inquiry requirement lines showing Product, Description, Quantity, Unit, Delivery Date, and pricing information.] ## Recording Commercial Context and Customer Communications The Inquiry should capture not only what the Client wants to buy, but also the commercial conditions and communication history that affect the sale. Record these details while the request is current. This prevents important context from being lost when another salesperson, pricing colleague, or manager reviews the Inquiry. Start by recording the source of the request. Select the available inquiry source for requests received through a website, phone call, email, trade event, or a sales representative referral. Source information helps your team understand which channels produce active Sales Jobs and supports later pipeline reporting. Set the request’s **Priority** and confirm the **Expected Order Date**. Use Priority to make urgent customer requirements visible among other active Inquiries. The Expected Order Date should reflect the date the Client expects to decide or the date by which a response is needed. Review the commercial and delivery details with the Client: - Confirm the **Shipping Address** for the proposed delivery location. - Confirm the **Invoicing Address** when it differs from the delivery location. - Record the agreed **Payment Period** or other payment requirement. - Confirm the relevant **Delivery Term** and any delivery-time expectation. - Check that the selected **Currency** matches the customer’s request. Use **Commercial Notes**, **Technical Notes**, and **Note** fields to record details that influence how you respond. For example, record known competitor information, price limitations, required approvals, requested delivery commitments, agreed call outcomes, and promises made to the Client. Keep internal working details separate from customer-facing wording. Add supporting documents through **Attachment**. Attach the customer’s RFQ, specification sheet, email, drawings, tender documents, or other files that explain the request. Name files clearly so colleagues can identify the latest customer document without opening every attachment. [SCREENSHOT: An Inquiry with Commercial Notes, Technical Notes, Shipping Address, Payment Period, and attached RFQ documents.] ## Following Up on an Inquiry and Creating a Offers Once the Draft has complete customer and requirement details, move it into active follow-up. Active Inquiries need a clear owner, a planned customer contact, and current information so that the request does not remain unattended while the customer waits for a response. 1. Open the saved Inquiry and change it from **Draft** to the active Inquiry status used by your sales team. Confirm that **Salesperson Responsible** identifies the person accountable for the next action. 2. Add an **Activity** for the next customer contact. Use the available call, meeting, visit, task, or reminder options, and set a **Due Date**. Describe the purpose clearly, such as confirming a specification, validating quantities, discussing delivery time, or obtaining a target price. 3. Update the Inquiry whenever the Client clarifies the request. Revise the Product lines, **Quantity**, **Unit**, **Delivery Date**, **Expected Order Date**, **Commercial Notes**, and **Technical Notes** as needed. Save each material change so the Inquiry remains the current sales record. 4. When the requirements are ready for pricing, select **Create Offers** or the available action that creates a **Pricing Offers** from the Inquiry. Use the conversion action rather than re-entering the request manually. 5. Open the new Pricing Offers and verify that it carries the correct **Client**, Contact, Product lines, quantities, Currency, delivery information, and commercial details. Correct any missing or inaccurate information before using the Offers to prepare an Offer. Continue recording customer contact through Activities until the request progresses to a Offers, Offer, Orders, or a closed outcome. If the customer changes the requested scope after a Offers is created, update the Inquiry first and then review the related Pricing Offers so both records remain aligned. ## Closing Inquiries and Correcting Common Entry Problems Close an Inquiry when it has reached a clear business outcome. An Inquiry that results in a Orders should be treated as successful through the related Offers and order workflow. An Inquiry that the Client no longer intends to pursue should be marked **Lost** or cancelled rather than left among active sales work. When recording a lost result, select a meaningful **Lost Reason** and enter a **Lost Comment** where needed. Use the reason that best reflects the customer’s decision, such as price, lead time, product availability, competitor selection, or no customer response. Accurate loss details help managers review sales performance and identify recurring obstacles in the pipeline. For detailed handling of unsuccessful records, see [Handling Lost Sales Records](doc:handling-lost-sales-records). Use the following checks when an Inquiry cannot move forward as expected: - **A Offers cannot be created:** Confirm that a **Client** is selected and that every requirement line includes a valid **Product**, **Quantity**, and **Unit**. Review the selected **Currency** before creating the Pricing Offers. - **Pricing or currency is wrong:** Update the pricing information and **Currency** on the Inquiry before generating a new Offers or revising the existing one. Then verify the values on the Pricing Offers. - **The wrong Client or Contact was selected:** Correct the **Client** and **Contact** while the Inquiry remains editable. Review the **Shipping Address**, **Invoicing Address**, Currency, and any related Offers afterward, because these details may have been copied from the original selection. - **The Client has cancelled the request:** Record the cancellation details, including **Inquiry Cancelled By Client** where applicable, rather than using Lost when the request was formally withdrawn. Avoid deleting an Inquiry merely because details need correction. Keeping the record and its communication history gives your team a clearer account of what the Client requested, what was offered, and why the Sales Job did or did not proceed. ## Overview In Pams, an Inquiry is the working sales record for a qualified customer request. It sits between Inquiry qualification and the commercial response: you capture the Client’s requested Products, quantities, delivery needs, pricing expectations, and communication details, then use that information to create a Pricing Offers or Offer. A well-maintained Inquiry connects the main parts of the customer sales cycle: - The **Client** and **Contact** identify who requested the sale. - Requirement lines document the requested **Product**, **Description**, **Quantity**, **Unit**, delivery requirements, and commercial expectations. - **Currency**, **Payment Period**, **Shipping Address**, **Invoicing Address**, and **Delivery Term** establish the commercial context for the response. - **Activities**, reminders, and **Salesperson Responsible** keep customer follow-up visible and assigned. - Attachments, **Commercial Notes**, and **Technical Notes** preserve the RFQ, specifications, commitments, and customer constraints. - A Pricing Offers or Offer can be created from the Inquiry, reducing repeated data entry and helping the sales records remain consistent. Use **Draft** while you are still assembling the request. Move the Inquiry into active follow-up when the sales team is ready to respond. Keep it current whenever the Client changes the scope, quantity, deadline, or delivery expectation. When the commercial process ends, record the final outcome through the related Orders, **Lost** status, or cancellation details. The quality of the Inquiry affects every later record. Clear Product lines help Pricing teams prepare an accurate commercial response. Complete delivery and payment details reduce late corrections to Offers. Meaningful Lost Reasons make inquiry reporting more useful. Accurate ownership and Activities make it easier for a sales manager to see which requests need attention. [SCREENSHOT: The Inquiry lifecycle from Draft through active follow-up, Pricing Offers or Offer, Orders, Lost, or cancellation.] ## Prerequisites Before creating an Inquiry, gather the information that Pams needs to make the request usable for sales follow-up and Pricing. You do not need to have every final commercial answer before saving a Draft, but the basic customer, requirement, and timing details should be available. Prepare the following: - An existing **Client** record for the customer making the request. Select the correct company, particularly when your sales database includes related companies or similarly named accounts. - The relevant customer **Contact**, including the person who sent the RFQ or will discuss the Offers. - The customer’s reference number, RFQ number, or request identifier for **Client Inquiry Number**. - A clear list of requested Products or services, including **Quantity** and **Unit** for each item. - Delivery expectations, such as a requested **Delivery Date**, required receiving date, or customer deadline. - The commercial basis for the request, including the required **Currency**, target price or budget where known, **Payment Period**, and applicable **Delivery Term**. - The correct **Shipping Address** and **Invoicing Address**, especially when delivery and billing locations differ. - Any RFQ, specification sheet, email, drawings, or other customer documents to add through **Attachment**. - Customer constraints or commitments to capture in **Commercial Notes**, **Technical Notes**, or **Note** fields. If you need to create or correct the customer company before recording the request, use the Client and Contact records first so the Inquiry can be linked to the correct people and addresses. If the Product is not available in the list, resolve the Product record before finalizing the requirement lines. After you have created several Inquiries, continue with [Managing Inquiry Lists](doc:managing-inquiry-lists) to review, filter, and monitor active requests across the sales pipeline. ## Open Inquiries in Sales List and Table Views Use the inquiry collection in **Sales Jobs** to review the sales inquiries your team is working on. This is the working area for finding inquiries by client, principal, responsible salesperson, current stage, bid due date, and other sales information without opening each record first. 1. In Pams, open **Sales Jobs** from the sales area. 2. Locate the inquiries you want to review. Depending on your current selection, the results may include active inquiries, completed work, or other Sales Jobs records. 3. Choose the available list view when you want to scan inquiries one row at a time. Each row represents one inquiry and shows the fields included in your current view. 4. Choose the available table view when you need to compare several inquiries side by side. The table layout is especially useful when reviewing values across columns such as **Client**, **Principal**, **Inquiry Stage**, **Salesperson Responsible**, **Bid Due Date**, or **Expected Order Date**. 5. Move between the list and table view as your review task changes. For example, use the table view to identify inquiries approaching their **Bid Due Date**, then use the list view to open those inquiries in sequence. [SCREENSHOT: Sales Jobs inquiry results shown in a table view with columns for Client, Principal, Inquiry Stage, Salesperson Responsible, and Bid Due Date] Changing between list view and table view changes only how Pams displays the inquiry results. It does not change the inquiry itself, its **Inquiry Stage**, its **Client Inquiry Number**, or any other saved information. This lets you switch layouts freely while preparing for follow-up, reviewing a sales pipeline, or comparing inquiries assigned to different salespeople. If you need to create a new inquiry or update the information captured when it was first entered, use [Creating Sales Inquiries](doc:creating-sales-inquiries) before returning to **Sales Jobs** for list-based review. ## Filter the Inquiry Records You Need Filters help you reduce a large inquiry list to the records that need attention. Apply filters before opening records individually, especially when reviewing upcoming bids, inquiries for one principal, or work assigned to a particular salesperson. 1. Open the filter controls in the **Sales Jobs** list or table view. 2. Select the field you want to use for the first filter. Useful fields can include **Client**, **Principal**, **Inquiry Stage**, **Salesperson Responsible**, **Bid Due Date**, **Expected Order Date**, **Inquiry Type**, and **Market Segment**. 3. Choose the value or date range that matches your review need. For example, filter by a specific **Principal** when preparing a principal-focused review, or by **Salesperson Responsible** when checking an individual workload. 4. Review the results after applying the filter. In table view, compare the visible columns across the narrowed result set. In list view, scan the resulting inquiry rows and open only the records that need follow-up. 5. Add another filter condition when one condition still shows too many inquiries. Combining **Principal** with **Inquiry Stage**, or **Salesperson Responsible** with **Bid Due Date**, can produce a more focused working list. 6. Remove or change a filter condition when expected inquiries do not appear. Return to a broader list before applying a different combination of fields. For example, a sales manager may filter **Inquiry Stage** to review inquiries at the same point in the sales cycle, then add **Principal** to focus only on inquiries connected to one represented manufacturer. A salesperson may instead filter **Salesperson Responsible** and review **Bid Due Date** to identify the next inquiries requiring action. [SCREENSHOT: Filter controls on the Sales Jobs inquiry results with fields for Principal, Inquiry Stage, and Bid Due Date] Keep the active filters in mind while reviewing results. A filtered list is useful only when its conditions still match the question you are trying to answer. ## Group Inquiries for Sales Review Grouping organizes the inquiries currently displayed into related sections. Unlike filtering, which removes records from the view, grouping keeps the displayed inquiries together and arranges them under a shared value. Use grouping when you want to review patterns across the sales pipeline without opening every inquiry. 1. Open the grouping controls while viewing inquiries in **Sales Jobs**. 2. Select the field that should organize the results. Choose a field that suits the review you are conducting, such as **Principal**, **Client**, **Inquiry Stage**, **Salesperson Responsible**, **Inquiry Type**, or **Market Segment**. 3. Review the groups that appear in the list or table. Each group represents inquiries sharing the selected field value. 4. Expand a group to see its individual inquiry rows. This is useful when you identify a group that needs attention, such as inquiries under one **Principal** or inquiries at the same **Inquiry Stage**. 5. Collapse groups that are not relevant to your current review. This keeps the screen focused on the inquiries you need to discuss, assign, or follow up. 6. Change the grouping field when a different perspective would be more useful. For example, group by **Principal** for a principal relationship review, then group by **Salesperson Responsible** when reviewing team workloads. [SCREENSHOT: Inquiry table grouped by Inquiry Stage, with groups expanded and collapsed] Use grouping together with filters for more precise sales reviews. You might filter inquiries to one **Market Segment** and then group the remaining results by **Principal**. Or, filter by an approaching **Bid Due Date** and group by **Salesperson Responsible** to see who needs to act on each inquiry. Grouping changes the organization of the displayed results only. It does not change the **Inquiry Stage**, **Client**, **Principal**, or other saved details in the inquiry records. If the grouped layout becomes difficult to read, select a different grouping field or remove grouping and return to the standard list or table view. ## Review Inquiry Details from the Results After filtering or grouping inquiries, use the results to decide which records need a closer review. The list and table views help you identify inquiries by their visible fields; opening an inquiry lets you review the full information recorded for that sales Sales Job. 1. Scan the filtered or grouped results for rows that need follow-up. Look for values such as an approaching **Bid Due Date**, a particular **Inquiry Stage**, an assigned **Salesperson Responsible**, or a specific **Principal** or **Client**. 2. Select the inquiry row or table entry you want to examine. 3. Review the inquiry details shown on the inquiry record. Confirm the key sales information that is relevant to your review, including **Client**, **Principal**, **Inquiry Type**, **Client Inquiry Number**, **Expected Order Date**, **Bid Due Date**, **Description**, and **Commercial Notes**, where available. 4. Check the inquiry’s current **Inquiry Stage** before deciding whether the inquiry needs action, continued review, pricing work, or another sales activity. 5. Use **Back to Inquiry** when it is available to return to your inquiry results after reviewing the record. 6. Continue opening records from the same filtered or grouped results until you have reviewed the inquiries that require attention. [SCREENSHOT: An inquiry record opened from Sales Jobs, showing Client, Principal, Inquiry Stage, Bid Due Date, and Commercial Notes] Use the list view when you want to review inquiry records in sequence. This is useful when working through inquiries assigned to you or checking every inquiry within one **Inquiry Stage**. Use the table view when your decision depends on comparing several records at once, such as comparing **Expected Order Date**, **Project Value**, **Principal**, or **Salesperson Responsible** across a focused set of inquiries. Return to the existing inquiry results rather than opening a separate **Sales Jobs** screen whenever possible. This keeps the filters and grouping you already applied available for the next record, so you do not need to rebuild the same review list. ## Export the Current Inquiry Results Export the inquiry results only after you have applied the filters and grouping needed for your review. This helps ensure the exported information represents the same inquiry set you checked in **Sales Jobs**, rather than a broader list containing unrelated records. 1. In **Sales Jobs**, apply the filters that define the inquiries you need. For example, select a **Principal**, **Inquiry Stage**, **Salesperson Responsible**, date range, or **Market Segment**. 2. Apply grouping if it helps you review the result set before exporting. Grouping can help you confirm that the visible inquiries are organized as expected by **Client**, **Principal**, or **Inquiry Stage**. 3. Review the inquiry rows in the list or table view. Confirm that the visible records are the inquiries you intend to export. 4. Start the export action from the inquiry list or table view. 5. Select the fields needed for sales analysis or follow-up. Choose fields that match the purpose of the export rather than including every available field. 6. Complete the export, then review the exported results against the filtered inquiry list in Pams. For a principal review, include fields such as **Principal**, **Client**, **Inquiry Stage**, **Bid Due Date**, and **Expected Order Date**. For a workload review, focus on **Salesperson Responsible**, **Inquiry Stage**, **Client**, **Priority**, and **Bid Due Date**. For Sales Job analysis, consider **Project Value**, **Currency**, **Market Segment**, **Inquiry Type**, and **Expected Order Date**. [SCREENSHOT: Inquiry export field selection showing sales fields such as Client, Principal, Inquiry Stage, Salesperson Responsible, and Bid Due Date] Before relying on the exported results, compare several records with the current inquiry list or table in **Sales Jobs**. If a record is missing or an unexpected record appears, return to the active filters first. The export should reflect the inquiry results you deliberately narrowed for that review. ## Resolve Common List, Grouping, and Export Issues Most inquiry list issues can be resolved by checking the current view, filters, and grouping before changing any inquiry record. Start in **Sales Jobs** and review the fields currently visible in your list or table. 1. If expected inquiries are missing, open the active filter controls. Check whether a selected **Principal**, **Client**, **Inquiry Stage**, **Salesperson Responsible**, **Bid Due Date**, or **Expected Order Date** is excluding the inquiry you expect to see. 2. Remove one filter condition at a time and review the results after each change. This helps identify which condition is narrowing the inquiry list too far. 3. If grouped results are difficult to review, collapse groups that are unrelated to the current task. Then expand only the group for the relevant **Principal**, **Client**, **Inquiry Stage**, or **Salesperson Responsible**. 4. Change the grouping field when the current organization does not support the review. For example, change from **Client** to **Inquiry Stage** when you need to compare progress through the sales pipeline. 5. If an export contains the wrong inquiries, return to the list or table view and confirm the visible inquiry results before exporting again. Check both the active filters and the fields included in the export. 6. If list view and table view appear to show different information, confirm which fields are displayed in each view. A field may be visible in one layout but not in the other, even though both layouts are showing the same inquiry records. [SCREENSHOT: Sales Jobs inquiry results with an active filter and grouping shown, highlighting where to check the current review context] Do not assume a missing inquiry has been deleted or changed simply because it is not visible. First check the active **Inquiry Stage**, date, **Principal**, and salesperson filters. Likewise, do not change an inquiry record merely to make it appear in a report or export; adjust the inquiry list controls so the results reflect the review you need. ## Overview **Sales Jobs** provides the working list for reviewing sales inquiries after they have been created. The inquiry list is most useful when your team needs to find a specific inquiry, compare active Sales Jobs, identify approaching bid deadlines, or prepare a focused review by client, principal, or salesperson. The list and table views support different types of review: | Review need | Useful view | Fields to focus on | |---|---|---| | Work through inquiries one at a time | List view | **Client**, **Inquiry Stage**, **Bid Due Date** | | Compare several Sales Jobs | Table view | **Principal**, **Project Value**, **Expected Order Date** | | Review a salesperson’s workload | List or table view | **Salesperson Responsible**, **Priority**, **Inquiry Stage** | | Prepare a principal-focused review | Table view | **Principal**, **Client**, **Bid Due Date**, **Offer Status** | Filters control which inquiry records are displayed. Grouping organizes the displayed results into sections, such as all inquiries for one **Principal** or all inquiries at the same **Inquiry Stage**. These tools can be used together: filter first to limit the inquiry set, then group the remaining records to make the review easier to conduct. Opening an inquiry from the results gives you access to its full recorded details, including information such as **Client Inquiry Number**, **Description**, **Commercial Notes**, **Expected Order Date**, and **Bid Due Date**. Returning through **Back to Inquiry**, when available, helps you continue reviewing the same filtered or grouped list. Exporting is intended for the inquiry set currently being reviewed. Check the active filters, visible records, and selected fields before exporting so the output supports a clear sales follow-up, pipeline discussion, or principal-related review. ## Prerequisites Before working with inquiry lists in **Sales Jobs**, make sure you have the information needed to recognize the inquiries you are reviewing. You do not need to change an inquiry to filter, group, review, or export it, but knowing the relevant sales details will help you choose useful list controls. - Have one or more inquiries available in **Sales Jobs**. If you need to enter a new inquiry first, follow [Creating Sales Inquiries](doc:creating-sales-inquiries). - Know the purpose of your review. For example, you may need to review inquiries for a **Principal**, check a **Salesperson Responsible**, identify inquiries by **Inquiry Stage**, or focus on an approaching **Bid Due Date**. - Identify the fields that matter for the review. Common choices include **Client**, **Principal**, **Inquiry Type**, **Market Segment**, **Expected Order Date**, **Project Value**, and **Priority**. - Decide whether you need a sequential review or a comparison. Use list view when opening inquiries individually; use table view when comparing fields across several inquiries. - If you plan to export, decide which fields should appear in the output before opening the export action. Select only fields that support the intended sales analysis or follow-up. - Keep any active filter or grouping context in mind before opening an inquiry record. Use **Back to Inquiry** where available to return to the same focused results. When your review shows that an inquiry is no longer viable, continue with [Handling Lost Sales Records](doc:handling-lost-sales-records) to record it as **Lost** with the appropriate **Lost Reason** and **Lost Comment** rather than leaving it in the ordinary inquiry review list. ## Choose the Correct Sales Outcome When a Sales Job or Inquiry is no longer expected to move forward, record the outcome in Pams instead of leaving it in an active stage. This keeps current work lists focused on genuine Sales Jobs and preserves the history needed to understand why business did not proceed. Use the outcome that best describes what happened: | Outcome | Use it when | Record with it | |---|---|---| | **Lost** | The sales Sales Job did not proceed and should be counted as a lost-sales outcome. | **Lost Reason** and, where needed, **Lost Comment** | | **Regretted** | The sale cannot be fulfilled or accepted, but the outcome needs to remain available for review. | **Regret Reason**, **Regret Comment**, and **Regret Date** where shown | | **Cancelled** | An existing sales outcome is withdrawn before it is completed. | **Cancellation Reason** and **Cancellation Date** where shown | For example, use **Lost** when the customer selects another supplier or decides not to proceed. Use **Regretted** when your team cannot continue with the offer or order. Use **Cancelled** when the existing record is withdrawn before completion. Do not use these outcomes as interchangeable labels. The outcome identifies what happened to the record, while the related reason identifies why it happened. A record marked **Cancelled** with a detailed **Cancellation Reason** gives a much clearer result than a record that only says “Cancelled.” Before changing an outcome, review the record’s **Client**, **Inquiry Number**, **Sales Job Number**, **Project**, and current **Stage**. This is especially important when a client has several similar inquiries or offers open at the same time. To locate and review Sales Jobs from lists before recording an outcome, use [Managing Inquiry Lists](doc:managing-inquiry-lists). [SCREENSHOT: A Sales Job record showing the Client, Sales Job Number, Stage, and Lost, Regretted, or Cancelled outcome controls.] ## Mark a Sales Record as Lost, Regretted, or Cancelled Use the outcome controls on the relevant Sales Job or Inquiry only after confirming that the record will not continue through the sales cycle. Recording the outcome removes uncertainty for the sales team and makes the record available for later review. 1. Open the Sales Job or Inquiry that is no longer expected to proceed. Check the **Client**, **Sales Job Number**, **Inquiry Number**, and **Project Name** before making a change. 2. Review the current **Stage** and any related offer or order information visible on the record. If the record is still active, confirm with the responsible salesperson that it should be recorded as **Lost**, **Regretted**, or **Cancelled**. 3. Select the outcome that matches the business result. Pams may show outcome actions such as **Lost job**, **Regretted To Offer**, or a cancelled inquiry outcome such as **Inquiry Cancelled By Client**. Use the wording shown on the record. 4. Complete the related outcome details, including the appropriate reason field. For a lost record, use **Lost Reason**. For a regretted record, use **Regret Reason**. For a cancelled record, use **Cancellation Reason**. 5. Click **Save** or **Save and Close** after checking the selected outcome and reason. 6. If Pams shows an approval status such as **Awaiting Loss Approval** or **Awaiting Regret Approval**, wait for the record to be reviewed. Where approval actions are available, the reviewer can use **Aprove Lost**, **Disapprove Lost**, **Approve Regretted**, or **Disapprove Regretted**. 7. Reopen or refresh the record and verify that it displays **Lost**, **Regretted**, or **Cancelled** rather than an active sales stage. [SCREENSHOT: The outcome action area on a Sales Job, with Lost Reason, Regret Reason, or Cancellation Reason visible.] ## Capture the Reason for the Outcome The selected outcome tells Pams whether the Sales Job or Inquiry was **Lost**, **Regretted**, or **Cancelled**. The reason fields explain the business cause. Enter the reason when you record the outcome so the record remains useful during later sales reviews. 1. After selecting the outcome, locate the matching reason field on the record: - Use **Lost Reason** for a record marked **Lost**. - Use **Regret Reason** for a record marked **Regretted**. - Use **Cancellation Reason** for a record marked **Cancelled**. 2. Select the most accurate available reason. For a lost sale, the reason should reflect the customer or commercial result. For a regretted sale, it should describe why the sale could not be fulfilled or accepted. For a cancellation, it should state the cause of the withdrawal. 3. Add supporting information in **Lost Comment** or **Regret Comment** when the selected reason alone does not explain the situation. Keep the comment focused on the decision or event that ended the record. 4. Where Pams displays **Regret Date** or **Cancellation Date**, check that the recorded date reflects when the outcome occurred. This helps distinguish a recent outcome from an older record reviewed later. 5. Click **Save** or **Save and Close**. Reopen the record and confirm that both the outcome and its reason are visible. Avoid using the outcome name as the reason. For example, do not select or write “Cancelled” as the **Cancellation Reason** if the record already displays **Cancelled**. Record the underlying cause instead, such as a customer withdrawal or another specific business event. A complete outcome record should let another salesperson understand the result by reading the outcome, the reason, and any comment without having to reconstruct the history from separate conversations. [SCREENSHOT: A completed lost-sales outcome section showing Lost, Lost Reason, and Lost Comment.] ## Use Consistent Reasons for Meaningful Analysis Consistent reason values make lost-sales records useful beyond the individual Sales Job. When your team records comparable outcomes in the same way, you can review patterns across clients, projects, offers, and principals without combining unrelated situations. Keep the outcome and reason separate: - **Lost**, **Regretted**, and **Cancelled** describe the result of the Sales Job or Inquiry. - **Lost Reason**, **Regret Reason**, and **Cancellation Reason** explain the cause of that result. - **Lost Comment** and **Regret Comment** provide the additional context that does not fit into the reason alone. Use the same available reason for similar cases. If several clients decide not to continue, use the same **Lost Reason** for those records rather than entering slightly different versions of the same explanation in comments. This makes those records easier to compare during sales analysis. Use comments for the details that distinguish one record from another. For example, the reason can identify the general cause, while **Lost Comment** can capture the relevant customer decision, commercial circumstance, or timing. Do not replace the reason with a long comment when a suitable reason is available. Avoid broad or repeated wording that adds no information: - Do not use **Cancelled** as the **Cancellation Reason**. - Do not use **Lost** as the **Lost Reason**. - Do not use a regret reason for a record that should be marked **Lost**. - Do not change a record to **Cancelled** merely because it is no longer active; first confirm whether it was actually cancelled, lost, or regretted. Preserve the reason that was accurate when the outcome was recorded. If circumstances later become clearer, update an incomplete or incorrect reason, but do not rewrite the record in a way that changes the original business result without confirming what occurred. [SCREENSHOT: Several Sales Job records showing consistent Lost Reason values and different Lost Comment details.] ## Review Lost-Sales Reasons in Your Analysis Reviewing **Lost**, **Regretted**, and **Cancelled** records helps you understand which Sales Jobs did not complete and why. The value of this review depends on the outcome and reason being recorded clearly on each Sales Job or Inquiry. Start with the records that display a lost-sales outcome. Use the available Sales Jobs, Inquiry lists, or **Lost Items** view to identify records marked **Lost**, **Regretted**, or **Cancelled**. Open the records that need further context and review the relevant fields rather than relying on the outcome alone. When reviewing each record, compare: - The selected outcome: **Lost**, **Regretted**, or **Cancelled** - The associated **Lost Reason**, **Regret Reason**, or **Cancellation Reason** - The **Client**, **Principal**, **Project**, and **Salesperson Responsible** - Any supporting **Lost Comment** or **Regret Comment** - Relevant dates, including **Regret Date** or **Cancellation Date** where displayed Look for recurring causes among similar records. A group of records with the same **Lost Reason** may indicate a repeated customer-side or commercial issue. A group marked **Regretted** may highlight cases where the sale could not be fulfilled or accepted. Cancelled records should be reviewed separately so they are not treated as ordinary lost Sales Jobs. Pay particular attention to records with no reason, a vague reason, or a comment that conflicts with the recorded outcome. Correcting these records before relying on them for reports or team discussions gives sales managers a clearer view of actual sales results. For wider sales performance review, including booking and targets, see [Reviewing Sales Performance](doc:reviewing-sales-performance). [SCREENSHOT: A Lost Items or Sales Jobs list showing outcome, client, salesperson, and lost-sales reason information.] ## Correct Missing or Incorrect Outcome Reasons Correct an outcome record when it does not accurately reflect what happened or when the reason is missing. Make changes carefully because the outcome affects how the Sales Job or Inquiry is understood in later reviews. 1. Open the affected Sales Job or Inquiry and confirm its **Client**, **Sales Job Number**, **Inquiry Number**, and current outcome. Read the existing **Lost Reason**, **Regret Reason**, **Cancellation Reason**, and any related comment before changing anything. 2. If the outcome is correct but the explanation is incomplete, keep the current outcome and update only the related reason or comment. For example, retain **Lost** and correct **Lost Reason** rather than changing the record to another outcome. 3. If the wrong outcome was selected, use the available action on the record to return it for correction. Pams may show actions such as **Consider as not lost**, **Consider As Not Cancelled**, **Restore**, or **Reactivate**, depending on the record’s current state. 4. After returning the record for correction, select the outcome that matches the actual result: **Lost**, **Regretted**, or **Cancelled**. Enter the matching reason field and update any comment or date shown on the record. 5. Click **Save** or **Save and Close**. If the record enters **Awaiting Loss Approval**, **Awaiting Regret Approval**, or another review state, confirm that the outcome is approved before treating the correction as final. 6. Reopen the record and verify that the final outcome, reason, comment, and relevant date are all displayed correctly. If several records use different wording for the same business cause, standardize the comparable reason values when you review them. Keep the original business facts in **Lost Comment** or **Regret Comment** so standardizing the reason does not remove useful context. [SCREENSHOT: A Sales Job being returned from Lost status using Consider as not lost, then updated with a corrected Lost Reason.] ## Overview Pams records sales outcomes so Sales Jobs and Inquiries that will not proceed remain visible without appearing as active work. The three outcome types covered here are **Lost**, **Regretted**, and **Cancelled**. A **Lost** outcome records an Sales Job that did not proceed. A **Regretted** outcome records a sale that cannot be fulfilled or accepted while preserving it for review. A **Cancelled** outcome records a sales result that was withdrawn before completion. Each outcome has related fields that explain the reason for the result, including **Lost Reason**, **Regret Reason**, and **Cancellation Reason**. Use the outcome fields together: - Select the outcome that accurately describes what happened. - Select the matching reason to explain why it happened. - Add a **Lost Comment** or **Regret Comment** when additional business context is needed. - Check dates such as **Regret Date** and **Cancellation Date** where they appear. - Save the record and verify that it no longer displays an active sales state. Outcome records may also pass through review states such as **Awaiting Loss Approval** or **Awaiting Regret Approval**. When these statuses appear, the outcome has been submitted for review and should be checked again after the approval decision. This process supports more accurate review of Sales Jobs, client decisions, principal-related Sales Jobs, and sales performance. It also prevents unclear records from remaining in active lists after the Sales Job has ended. The quality of the outcome analysis depends on selecting the correct result and capturing the underlying cause. A clear **Lost Reason**, **Regret Reason**, or **Cancellation Reason** helps distinguish customer-driven losses from cases where a sale could not be accepted or was withdrawn. ## Prerequisites Before recording a Sales Job or Inquiry as **Lost**, **Regretted**, or **Cancelled**, make sure you have enough information to identify the correct record and the actual business outcome. - Open the relevant Sales Job or Inquiry from the lists you use to manage sales records. Confirm the **Client**, **Sales Job Number**, **Inquiry Number**, and **Project Name** so you do not update a similar record for the same client. - Review the current **Stage** and the record’s active commercial information. Check whether an offer, order, or related sales activity is still being handled before selecting a final outcome. - Confirm whether the Sales Job was truly **Lost**, **Regretted**, or **Cancelled**. Use **Lost** for an Sales Job that did not proceed, **Regretted** when the sale cannot be fulfilled or accepted, and **Cancelled** when the existing outcome was withdrawn before completion. - Obtain the underlying reason from the responsible salesperson, client communication, or the record’s existing sales history. You need this information to complete **Lost Reason**, **Regret Reason**, or **Cancellation Reason** accurately. - Check whether a useful explanation should be added in **Lost Comment** or **Regret Comment**. Use these fields for relevant context that the selected reason does not fully capture. - Be ready to save the record with **Save** or **Save and Close**. If Pams displays **Awaiting Loss Approval** or **Awaiting Regret Approval**, allow for the outcome to be reviewed before relying on it in sales analysis. For help identifying and opening the right records before making a change, refer to [Managing Inquiry Lists](doc:managing-inquiry-lists). ## Check the Inquiry Before Creating an Offer Start with the original Inquiry rather than creating an unrelated Offer. This keeps the customer request, product requirements, and commercial discussion connected to the Sales Job. 1. Open the relevant Sales Job, then open the related **Inquiry**. Check the **Client** and **Account** details first. Make sure the selected Client is the company that requested the offer and that the Account information is correct. 2. Review the contact information shown with the inquiry. Confirm that **Contact Name**, **Email**, **Phone**, and any other available contact details identify the person who will receive or discuss the Offer. If the inquiry involves several people, identify the main commercial contact before preparing the Offer. 3. Check each requested item. Compare the customer’s request with the product details already recorded in the inquiry, including the item description, required **Quantity**, **Sales Unit**, delivery requirements, and any requested technical scope. 4. Review key dates and conditions, especially **Bid Due Date**, **Required Bid Due Date**, **Delivery Date**, **Required Receiving Date**, and **Delivery Term** where they appear. These details affect the validity and delivery commitments you include in the Offer. 5. Open the inquiry’s **Attachment** area and review every customer-provided file. Specifications, drawings, product lists, scope documents, and reference material may affect the product selection, technical description, and commercial terms. If pricing has not yet been prepared, complete that work first using [Using the Pricing Tool](doc:using-the-pricing-tool). Use the approved figures from the relevant **Pricing Offers** when you prepare the customer Offer. [SCREENSHOT: An Inquiry screen showing the Client, Contact Name, requested items, dates, and Attachment area.] Do not copy prices, payment conditions, or delivery details from another customer’s Offer without confirming that they apply to the current Client and Inquiry. ## Create an Offer from the Customer Inquiry Create the Offer from the existing Inquiry whenever the action is available. Doing this preserves the relationship between the customer request and the commercial response. 1. From the open **Inquiry**, select **Create Offer** or **New Offer**, depending on the action shown on your screen. Pams opens a new Offer linked to the Inquiry. 2. Review the details brought into the Offer. Check the **Client**, **Account**, **Contact Name**, and related Inquiry information. Update the contact only when the person receiving the Offer differs from the person recorded on the Inquiry. 3. Confirm **Salesperson Responsible**. This should show the person managing the customer relationship and responsible for the commercial response. 4. Set the **Offer Date** to the date the Offer is being prepared. Then complete **Offer will be valid till** or the available **Validity Period** field. The validity date tells the customer how long the pricing and conditions remain open for acceptance. 5. Review **Offer Type** if it is displayed. Use the offer type that matches the approved commercial approach, such as the required type for the current Inquiry. 6. Click **Save** to retain the initial Offer record. Keep the Offer in **Draft** while you add products, prices, taxes, terms, and supporting files. Use **Save and Close** only when you have finished the current editing session. A saved Draft lets you return to the Offer from the Sales Job or related Offer list without losing the inquiry link or the customer details already entered. [SCREENSHOT: A new Draft Offer showing Client, Contact Name, Salesperson Responsible, Offer Date, and Offer will be valid till.] ## Add Requested Products and Quantities Build the Offer line by line so the customer can clearly see every product, service, and charge included in the proposed scope. 1. In the Offer’s item area, add a new line for each requested product. Use the **Product** field to select the matching item from **Products**. Select the existing Product record whenever one is available instead of typing a substitute description. 2. Enter the requested **Quantity** for each item. Check the **Sales Unit** or **Unit** shown on the line and make sure it matches the unit used in the Inquiry. A quantity of 10 boxes is not the same as a quantity of 10 individual units, so review both fields together. 3. Read the item description before moving on. Use **Item Description**, **Description**, **Technical Notes**, or **Commercial Notes** where available to make the offered scope clear. Add only details that the customer needs to understand what is included, such as dimensions, model information, technical requirements, or the agreed scope. 4. Add separate lines for products that are optional or separately chargeable. This can include freight, installation, service, or another distinct item. Separate lines make the **Total Price** easier to understand and allow the customer to identify optional amounts. 5. Review the full list of lines against the Inquiry and its attachments. Check that no requested Product is missing, duplicated, or entered with an incorrect Quantity. Use a clear order for the lines: main products first, then related items or separate charges. This makes the printed commercial offer easier for the customer to review. [SCREENSHOT: Offer item lines showing Product, Item Description, Quantity, Sales Unit, Unit Price, Discount, and Tax (%).] ## Set Prices, Discounts, and Commercial Terms Complete the commercial information carefully before presenting the Offer. The values on the Offer should match the approved Pricing Offers and the terms agreed for the Client. 1. Open each item line and enter or confirm the **Unit Price**. Check the **Currency** shown in the Offer and ensure it matches the agreed customer currency. Review the price against the approved pricing work; do not rely on an old Offer for a different Client or different quantity. 2. Apply **Discount (%)** only when an approved discount or negotiated concession applies. Check the resulting amount on the line after entering the discount. A discount should be visible on the Offer rather than hidden in an altered Unit Price when the commercial arrangement requires it to be shown. 3. Review **Tax (%)** for every line. Confirm that the tax treatment is appropriate for the Product and the transaction. Then review the values displayed for the item amounts and the final **Total Price**. 4. Complete the commercial conditions in the available fields. Review **Payment Method**, **Payment Period**, **Down Payment (%)**, **Delivery Term**, **Delivery Time**, and **Delivery Date** where they apply to the Offer. 5. Add agreed conditions in **Terms and Conditions**, **Commercial Notes**, or **Note**, depending on the fields available on your Offer. Include only the commercial commitments that the customer needs to accept, such as payment arrangements, delivery scope, or Offers limitations. 6. Recheck **Offer will be valid till** before saving. The validity date should give the customer a clear decision period while protecting your pricing from remaining open beyond the agreed timeframe. Click **Save** after reviewing all amounts and conditions. The Offer should show a complete, consistent commercial proposal before it is printed or shared. ## Attach Supporting Documents and Review the Offer Use the Offer’s **Attachment** area to keep the documents supporting the commercial proposal together with the Offer record. 1. Open the Offer and locate the **Attachment** area. Add documents that explain or support the items and terms in the Offer, such as product specifications, technical drawings, scope documents, or customer reference files. 2. Review each file name before uploading it. Use meaningful names that let colleagues and customers distinguish documents quickly. For example, identify whether a file is a product specification, technical drawing, commercial document, or customer reference document. 3. Check the Offer header before you create a customer-facing document. Confirm the **Client**, **Contact Name**, **Offer Date**, **Offer will be valid till**, **Currency**, and **Salesperson Responsible**. 4. Review every item line. Compare the **Product**, **Quantity**, **Sales Unit**, **Unit Price**, **Discount (%)**, and **Tax (%)** with the approved pricing and the original Inquiry. Then check the displayed **Total Price**. 5. Read the **Commercial Notes**, **Technical Notes**, and available **Terms and Conditions** as the customer will read them. Remove incomplete notes, internal working comments, or wording that does not belong in the customer Offer. 6. Confirm that every attachment intended to accompany the Offer is present. Remove or avoid attaching internal-only working files before using **Print** or the available **Commercial offer template**. [SCREENSHOT: A completed Offer with item lines, total, validity date, commercial notes, and uploaded attachments.] A final review at this stage prevents common issues such as omitted products, expired validity dates, missing drawings, or mismatched totals. ## Fix Common Offer Preparation Issues Use the Offer and related Inquiry together to resolve issues before the customer receives the commercial document. 1. If the **Client**, **Account**, or **Contact Name** is missing or incorrect, return to the related **Inquiry** and review the customer information there. Correct the available details, then return to the Offer and confirm the customer information is accurate before continuing. 2. If you cannot select a requested item in the **Product** field, compare the customer request with the available entries in **Products**. Check the product name, model information, and description so you do not select a similar but incorrect item. Do not replace a catalog Product with unclear free-text wording when the requested item needs a proper Product record. 3. If the amount is wrong, review each line in order. Check **Quantity**, **Sales Unit**, **Unit Price**, **Discount (%)**, and **Tax (%)**. A wrong unit or quantity can change the total even when the Unit Price is correct. Also confirm the Offer **Currency** before reviewing the final **Total Price**. 4. If the total does not match the approved pricing, compare the lines against the relevant **Pricing Offers**. Check whether freight, service, installation, or optional items were added as separate lines and whether they should be included in the customer total. 5. If a supporting file is absent, open the Offer’s **Attachment** area and upload the required file again. Confirm its name makes clear what it contains and that it is the correct version for this Offer. 6. If the validity period is wrong, update **Offer will be valid till** before printing the Offer. Do not leave an outdated validity date from an earlier Draft. Use **Save** after each correction, then perform the same header, line, total, and attachment review before creating the customer-facing document. ## Overview A customer Offer is the commercial response to a recorded **Inquiry**. In Pams, it brings together the customer details, requested Products, quantities, prices, taxes, delivery expectations, payment conditions, and supporting documents needed for the customer to evaluate the proposal. The Offer should remain connected to the original Inquiry so your sales team can see why it was prepared and what the customer requested. This is especially important when an Inquiry includes detailed specifications, a required **Bid Due Date**, customer drawings, or a particular **Delivery Term**. A complete Offer normally contains the following information: | Offer area | What you review | |---|---| | Customer details | **Client**, **Account**, **Contact Name**, and **Salesperson Responsible** | | Commercial dates | **Offer Date**, **Offer will be valid till**, and relevant delivery dates | | Item lines | **Product**, **Quantity**, **Sales Unit**, **Unit Price**, **Discount (%)**, and **Tax (%)** | | Conditions | **Payment Method**, **Payment Period**, **Delivery Term**, and available notes or terms | | Supporting material | Files in the **Attachment** area that support the offered scope | Prepare the commercial values in the pricing workflow before entering them into the Offer. The Offer is where you present the approved proposal in customer-facing form; it is not the place to guess at product scope, pricing, taxes, or delivery commitments. Keep the Offer in **Draft** until the header, lines, totals, conditions, and attachments have all been checked. Once the Offer accurately reflects the Inquiry and approved pricing, use the available **Commercial offer template** or **Print** action to prepare the customer-facing document. ## Prerequisites Before preparing a customer Offer, make sure you have the information needed to complete the Offer without leaving unresolved gaps. Gather and confirm the following items from the related Sales Job and Inquiry: - A recorded **Inquiry** linked to the correct **Client** and **Account**. - A confirmed **Contact Name** for the person who will receive or discuss the Offer. - Clear item requirements, including Product details, requested **Quantity**, and the correct **Sales Unit** or **Unit**. - The approved prices from the relevant **Pricing Offers**. If pricing is still being prepared, return to [Using the Pricing Tool](doc:using-the-pricing-tool) before creating the final Offer. - The correct **Currency**, applicable **Tax (%)**, and any approved **Discount (%)**. - The intended **Offer Date** and **Offer will be valid till** date. - Agreed commercial details, such as **Payment Method**, **Payment Period**, **Down Payment (%)**, **Delivery Term**, **Delivery Time**, and delivery commitments where applicable. - Customer-provided files or internal sales material that must be included in the Offer’s **Attachment** area, such as specifications, drawings, or scope documents. Check that each requested item can be selected from **Products** before you begin entering the Offer lines. If the item information is unclear, return to the Inquiry and its attachments rather than using an uncertain Product selection. Also review the expected offer type and any required customer conditions before setting the Offer to anything beyond **Draft**. A clear, complete Draft gives you a reliable record for review and makes later offer follow-up easier. After the Offer is prepared, continue with [Managing Offer Follow-Up](doc:managing-offer-follow-up) to track customer responses and keep the Sales Job moving. ## Find Offers That Need Follow-Up Use the **Offers** workspace to focus your time on customer proposals that still need a response. Start each follow-up review by looking for offers that are current, valid, and still awaiting a customer decision. This helps you avoid spending time on offers that have already been accepted, declined, or replaced by a revision. 1. Open **Offers** and display the list of customer offers. 2. Use the available **Offer Status** or **Status** filter to narrow the list. Focus on offers that remain open or are awaiting a response. Remove accepted and declined offers when you are planning follow-up work. 3. If the list includes date or activity columns, sort by the oldest follow-up date, due date, or most recent activity. Give priority to offers approaching their **Expiry Date** or offers with no recent customer activity. 4. Review the **Offer Date**, **Offer Number**, customer, and **Total Price** or offer amount before opening a record. These details help you identify the proposal and understand its commercial importance. 5. Open the offer record and check the customer, **Offer Status**, **Validity Period**, **Offer will be valid till**, and assigned **Owner** or **Salesperson Responsible**. Also review the existing **Activities**, comments, and notes before you contact the customer. [SCREENSHOT: Offers list showing Status filters, customer offers, validity dates, and activity-related columns] When you review an offer, distinguish between an offer that needs a simple reminder and one that needs a commercial decision. For example, an offer close to expiry may need a call to confirm whether the customer needs an extension. An offer with pricing questions may require a revised offer rather than another reminder. For the steps used to create and prepare the customer-facing proposal itself, see [Preparing Customer Offers](doc:preparing-customer-offers). Use this follow-up process after the offer has been prepared and shared with the customer. ## Update an Offer as Customer Responses Arrive Update the **Offer Status** as soon as the customer gives a meaningful response. A current status keeps the offer list reliable for the sales team and prevents unresolved-offer views from becoming crowded with offers that have already reached a decision. 1. In **Offers**, find the relevant record by customer, **Offer Number**, or **Offer Date**, then open it. 2. Review the current **Offer Status** and the latest entry in **Activities** or the offer notes. Confirm that you are updating the correct offer, especially when the customer has received more than one offer or a revision. 3. When the customer accepts the offer, select the available status or action that records the offer as accepted. Save the change using **Save** or **Save and Close**. 4. When the customer declines, use the available action that records the offer as declined. Complete the required decline details before saving; see [Close Declined Offers with a Decline Reason](#close-declined-offers-with-a-decline-reason). 5. If the customer requests changes, needs internal approval, or asks for more time, keep the offer in an unresolved status where available. Record the request in the offer notes or in a new activity, including the agreed decision date. 6. Reopen or refresh the offer list and confirm that the offer appears under the correct status. Accepted or declined offers should no longer be included in the open follow-up work you are using. [SCREENSHOT: Offer record showing Offer Status, Validity Period, Owner, and Save button] Do not use an accepted or declined status to represent a temporary delay. If the customer says they will decide after a meeting, budget review, or principal approval, record that commitment and schedule the next activity instead. This preserves an accurate pipeline while showing the team what is still pending. When a customer requests a commercial revision, make sure the new request is connected to the existing offer history. The earlier offer and its activities provide useful context for the revised pricing and final decision. ## Schedule and Complete Customer Follow-Up Activities A follow-up activity gives a named person a clear customer action and a due date. Create activities directly from the relevant offer so calls, emails, meetings, visits, and tasks remain connected to the customer proposal they concern. 1. Open the offer that requires follow-up and go to its **Activities** area. 2. Create a new activity and select the appropriate type, such as **Call**, **Meeting**, **Visit**, email-related activity, or **Task**. Choose the type that best reflects what you need to do next. 3. Set the **Due Date** to the date when the contact should take place. Use the agreed customer decision date when one is available rather than choosing a date without a clear purpose. 4. Select the responsible person in **Assign To**, **Assignee**, or **Salesperson Responsible**, depending on the fields shown on the activity. Assign the activity to the person who will actually contact the customer. 5. Enter a clear **Purpose**, **Subject**, or note. State what the activity should achieve, such as confirming receipt of the offer, answering pricing questions, checking the expected order date, or requesting a decision before the offer expires. 6. Save the activity. The activity should remain visible with the offer until it is completed or changed. 7. After the contact takes place, open the activity and mark it **Done (completed)**. Record the result before closing it. 8. If the customer agrees to another date, create the next activity immediately. Do not leave the offer without a due follow-up when a decision is still pending. [SCREENSHOT: New activity linked to an offer, showing activity type, Assignee, Due Date, Purpose, and notes] Use **Tasks** for work that needs completion by a team member, such as obtaining revised principal pricing. Use a **Call**, **Meeting**, or **Visit** when the primary purpose is customer contact. This makes the activity list easier to review and helps the offer owner see what has happened and what remains due. ## Record Follow-Up Notes and Customer Commitments Every customer contact should leave a useful record on the offer. Notes are most valuable when they explain what the customer said, what your team promised, and exactly what must happen next. Keep this information in the offer’s **Activities**, comments, or notes area so it remains available to all users working on the customer relationship. 1. Open the offer after each call, email, meeting, or visit. 2. Add or update the related activity with a brief factual outcome. State whether you reached the customer, whether they confirmed receipt of the offer, and whether a decision is expected. 3. Record specific customer commitments, including a decision date, internal approval step, requested revision, required technical clarification, or request for an offer extension. 4. If the customer identifies a competing offer, record the available details in the notes. Include the competitor only when the customer has named one, and record any stated difference in price, delivery time, commercial terms, or technical requirements. 5. Capture commitments made by your own team as well. For example, note when you agreed to send a revised offer, confirm a delivery date, involve a Principal, or provide additional documents. 6. Save the note or complete the activity. Create the next activity with a **Due Date** whenever further action is required. 7. Before transferring ownership of an offer, review the activity history with the new **Owner** or **Salesperson Responsible**. Ensure outstanding customer commitments have a clear assignee and due date. [SCREENSHOT: Offer activity history showing completed calls, meeting notes, open tasks, and customer commitments] Write notes so another team member can act without needing a separate explanation. “Customer will decide next week” is less useful than “Customer expects internal approval by the stated decision date; follow up with the purchasing contact after approval.” Keep notes focused on the offer, the customer response, and the next commercial action. Avoid storing important follow-up details only in personal email messages or private notes. The offer record is the shared history used when colleagues cover an absence, a sales owner changes, or management reviews the progress of a major Sales Job. ## Close Declined Offers with a Decline Reason Close an offer as declined when the customer has clearly decided not to proceed. Recording the decline promptly prevents unnecessary reminders and gives Pams meaningful information for offer reviews, sales reporting, and future pricing decisions. 1. Open the relevant customer offer from **Offers**. 2. Confirm that the customer has declined this specific offer rather than asking for a revision, an extension, or more time. Review the latest **Activities** and notes before making the status change. 3. Select the available action or **Offer Status** option that marks the offer as **Declined**. 4. Choose the most accurate **Decline Reason** from the available list. Select the reason that best reflects the customer’s stated decision, rather than choosing a general reason when a specific one applies. 5. Add a concise note in the offer notes or related activity when the reason needs context. Record useful facts that explain the outcome, such as a named competitor, a budget limitation, a delivery-time issue, a technical mismatch, or a cancelled customer requirement. 6. Save the decline using **Save** or **Save and Close**. 7. Return to the offer list and verify that the offer is no longer included in the open follow-up view. Keep the record available for later reporting and review. [SCREENSHOT: Declined offer showing Decline Reason, notes area, Offer Status, and Save button] Use the customer’s wording where possible. If the customer says the budget was not approved, record that instead of assuming price was the reason. If a competitor was selected, record the **Winner Name** or **Winner Price** only when those details are known and appropriate to record. A declined offer remains valuable sales information. Its customer history, commercial notes, products, and decline reason can help your team understand recurring losses and prepare stronger offers in the future. For broader work on lost sales records, see [Handling Lost Sales Records](doc:handling-lost-sales-records). ## Resolve Missing Activities and Incorrect Offer Statuses When an expected offer or activity is missing, first check the filters and the offer record itself. Most visibility issues result from a status, assignee, owner, or date selection that excludes the item from the current view. 1. If an offer does not appear in your follow-up list, clear or widen the list filters. Check **Offer Status**, **Owner**, **Salesperson Responsible**, and any date-related filter that may limit the results. 2. Search by the **Offer Number**, customer, or **Offer Date** to confirm that the offer exists and open the record directly. 3. On the offer record, verify whether the offer is still open. An offer marked **Accepted**, **Declined**, **Archived**, or another completed status may not appear in an unresolved-offer view. 4. If a scheduled activity is not visible to the assigned person, open the activity from the offer and review **Assign To**, **Assignee**, and **Due Date**. Correct the responsible person or date, then save the activity. 5. If an offer was marked **Declined** by mistake, use the status action available on the offer record to restore the correct working status. Add an activity note explaining that the status was corrected and state the confirmed customer position. 6. If no available **Decline Reason** accurately describes the loss, do not select a misleading reason. Follow your organization’s approved process for handling missing reasons and add factual supporting details in the offer notes. 7. Review the offer’s **Activities** after any correction. Make sure there is an open, assigned follow-up activity if the customer response is still pending. [SCREENSHOT: Offer list with cleared filters alongside an offer record showing Owner, Offer Status, Activities, and Due Date] Use the status shown on the offer record as the source of truth when a list view and a customer conversation appear to conflict. If the customer’s position has changed, update the record, document the conversation, and set the next follow-up action. This keeps Pams aligned with the real sales situation rather than with an outdated list. ## Overview Offer follow-up in Pams connects customer responses, scheduled activities, commercial notes, and offer outcomes to the same customer proposal. It helps sales teams maintain a reliable view of what is still active, what needs customer contact, and why Sales Jobs were not won. The follow-up workflow begins after you have prepared and shared a customer proposal. Use the offer record to review the offer’s customer, **Offer Status**, **Offer Date**, validity details, commercial notes, and assigned responsibility. Then use **Activities** to plan and record calls, meetings, visits, email-related follow-up, and tasks connected to that offer. The most important records to keep current are: | Item | What it tells the team | When to update it | |---|---|---| | **Offer Status** | Whether the offer is still open, accepted, declined, or otherwise resolved | When the customer gives a meaningful response | | **Activities** | Who must take the next action and when it is due | Before and after each follow-up action | | **Due Date** | When the assigned person should contact the customer or complete work | Whenever a next action is agreed | | **Decline Reason** | Why the customer did not proceed | When an offer is closed as declined | | Offer notes | Customer feedback, commitments, requested changes, and commercial context | After each relevant contact | [SCREENSHOT: Completed offer record with Offer Status, activity history, customer notes, and decline information] Consistent follow-up supports more than individual customer conversations. Managers can review open offers with confidence, colleagues can take over an offer without losing context, and sales teams can identify common reasons for declined offers. The record also supports later stages of the sales cycle when an accepted offer moves toward a Orders. For the next stage after customer acceptance, see [Confirming Orders](doc:confirming-sales-orders). ## Prerequisites Before managing offer follow-up, make sure you can access **Offers** and open the relevant customer offer records. You should already have a prepared offer that includes the customer and commercial details needed for a useful follow-up conversation. - Complete the offer preparation process before beginning follow-up. If you still need to prepare the proposal, use [Preparing Customer Offers](doc:preparing-customer-offers). - Confirm that the offer has a customer and that the offer can be identified by its **Offer Number**, **Offer Date**, or customer name. - Review the offer’s **Offer Status**, **Validity Period**, **Offer will be valid till**, and **Expiry Date** where shown. These dates determine how urgently the customer needs to respond. - Check who is listed as the **Owner**, **Salesperson Responsible**, **Responsible**, or activity **Assignee** before contacting the customer. Follow-up should be assigned to the person responsible for the customer relationship or the agreed commercial action. - Have the previous customer communication available so you can record an accurate outcome in **Activities** or offer notes. Record only confirmed customer statements and agreed next steps. - Know whether the customer is deciding on the current offer, requesting a revision, requesting an extension, or declining. This distinction determines whether you update **Offer Status**, schedule another activity, or select a **Decline Reason**. - If you need to involve a Principal, sub-supplier, or another sales team member before responding to the customer, create an assigned **Task** with a clear **Due Date** rather than leaving the request only in a note. Use the offer record as the shared working place for follow-up. Keep the current status, activity outcome, notes, and next due action together so the full customer decision history remains visible to the people responsible for the offer. ## Reviewing an Accepted Offers Before Confirmation Before you select **Confirm**, open the accepted Offers in **Sales > Orders > Offers** and review the commercial details with the customer’s acceptance in hand. This review matters because confirmation turns the Offers into a **Orders**, creating the delivery and invoicing commitments that your team will follow. Locate the Offers and make sure its status is still **Offers**. Do not use this process for a record that is already a **Orders** or has been cancelled. Review the document header carefully: | What to review | Why it matters | |---|---| | **Customer** | Confirms that the order will be recorded for the correct customer. | | Customer reference | Keeps the customer’s purchase reference connected to the order. | | Offers validity date | Confirms that the accepted Offers was still valid when accepted. | | **Delivery Date** | Sets the expected timing for the customer commitment. | | Payment terms | Confirms when and how the order amount is expected to be paid. | Next, review every entry in **Order Lines**. Check that the selected **Product**, description, ordered quantity, **Unit Price**, **Tax (%)**, and **Discount (%)** match the accepted offer. Read the description as well as the product name, especially where the customer accepted specific commercial or technical wording. Check the Offers total against the agreed amount. If the Offers includes a discount, confirm that it appears on the correct order line and that the total still matches the customer’s acceptance. Also review delivery and shipping details before confirmation so the future delivery document is based on the correct destination and timing. [SCREENSHOT: An accepted Offers showing the Customer, customer reference, Delivery Date, payment terms, Offers total, and Order Lines.] If any item, price, tax, discount, or delivery detail differs from the accepted Offers, correct and agree it before confirming. For guidance on preparing the original customer offer, see [Preparing Customer Offers](doc:preparing-customer-offers). ## Confirming the Accepted Offers When the Offers has been checked and the customer has accepted its terms, use **Confirm** to create the sales commitment in Pams. Confirming should happen only after the customer, order lines, total amount, delivery details, and payment terms have been reviewed. 1. Open the accepted record from **Sales > Orders > Offers**. 2. Confirm that the document status is **Offers**. Review the **Customer**, customer reference, **Delivery Date**, payment terms, and total amount one final time. 3. Review the entries in **Order Lines**. Make sure the products, descriptions, quantities, **Unit Price**, **Tax (%)**, and **Discount (%)** reflect the accepted Offers. 4. Select **Confirm** on the Offers form. Pams changes the record from **Offers** to **Orders**. 5. Look at the document header after confirmation and record the generated Orders number. Use this number when discussing the order with the customer, delivery team, purchasing team, or finance team. 6. Check that the status now shows **Orders**. This confirms that the Offers is no longer only an offer; it is the agreed customer commitment. [SCREENSHOT: A Offers form with the Confirm button, followed by the same document showing the Orders status and Orders number.] Use **Cancel** instead of **Confirm** if the customer declines the Offers or if the Offers must not create delivery or invoicing commitments. Do not confirm a Offers merely to reserve a number or test a workflow. A confirmed Orders is the record that teams use to prepare delivery and billing activity. If the customer’s acceptance includes changes to products, quantities, prices, or dates, update and agree those details before selecting **Confirm**. If the change is a new commercial request rather than a revision to this Offers, prepare a separate Offers instead. ## Reviewing the Commitments Created by the Orders A **Orders** is the operational record of what your team has committed to provide and what the customer has committed to pay. After confirmation, review the Orders as the shared source for delivery, invoicing, and customer follow-up. Start with **Order Lines**. Each line shows the agreed product, description, quantity, **Unit Price**, **Tax (%)**, and **Discount (%)**. These lines are the reference for the quantities that must be fulfilled and the values that must be billed. If an order contains several products, review each line individually rather than relying only on the total amount. Then review the order-level commitments: - Check the **Delivery Date** to confirm the expected delivery timing. - Review shipping information and the delivery destination so the order is prepared for the correct location. - Confirm the customer reference remains visible. This helps your team match the Pams Sales Order to the customer’s own purchasing documents. - Review payment terms and the total amount. Together, these show the amount and payment commitment created by the confirmed order. - Keep the original Offers details available as the commercial context behind the Orders. [SCREENSHOT: A confirmed Orders showing Order Lines, Delivery Date, shipping details, payment terms, customer reference, and total amount.] Use the Orders number in internal communication about delivery dates, customer requests, and billing progress. It provides one reference point for the products and terms agreed with the customer. If you represent a Principal on this deal, the confirmed order can also support your wider Principal Relationship Management work by keeping the sale connected to the correct commercial commitment. Do not change terms casually after confirmation: delivery and invoice documents may rely on the information shown on the Orders. When a confirmed order needs a change, first review whether delivery or invoicing activity has already begun. The linked documents are essential for understanding what has already been committed or processed. ## Following Delivery and Invoice Commitments Once a Offers becomes a **Orders**, use the linked **Delivery** and **Invoices** buttons on the order to follow the customer commitments created from it. These buttons keep delivery and billing activity connected to the original Orders, rather than requiring you to search for related documents separately. 1. Open the confirmed **Orders** and select the **Delivery** button. 2. Review the delivery document created for the ordered products. Compare the products and quantities with the Orders **Order Lines** so the fulfillment activity matches what the customer ordered. 3. Use the delivery document to monitor the quantities that must be prepared, shipped, or otherwise fulfilled. Review the delivery details and destination before the order moves forward. 4. Return to the Orders when it is ready to be billed. Select **Create Invoice** to begin the invoice process under the configured invoicing policy. 5. Open the **Invoices** button on the Sales Order to review invoice documents linked to that order. Use this view to keep billing follow-up tied to the same customer commitment. 6. Return to the **Delivery** and **Invoices** buttons whenever you need to check whether the order has delivery activity, invoice activity, or both. [SCREENSHOT: A confirmed Orders with Delivery and Invoices buttons visible near the document header.] The Orders remains the best place to check the full chain of work: agreed products and pricing in **Order Lines**, the delivery obligation in **Delivery**, and customer billing activity in **Invoices**. If the Orders contains several lines, compare each line with the linked delivery and invoice documents before responding to customer questions. For delivery coordination after confirmation, continue with [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries). When the delivery is ready to be documented for the customer, see [Creating Delivery Notes](doc:creating-delivery-notes). For billing guidance, see [Managing AR Invoices](doc:managing-ar-invoices). ## Updating a Confirmed Orders When Terms Change A confirmed **Orders** represents an accepted customer commitment. Before you change it, review the request with the customer and check whether delivery or invoicing has already started. Changes to products, quantities, pricing, delivery information, or payment terms can affect the work already planned from the order. 1. Open the confirmed **Orders** and review the current **Order Lines**, **Delivery Date**, shipping information, payment terms, and total amount. 2. Select the **Delivery** button and review any linked delivery document. Check whether quantities have already been prepared, shipped, or otherwise fulfilled. 3. Select the **Invoices** button and review whether an invoice has already been created for the Orders. 4. Compare the requested change with the confirmed details. Pay particular attention to the product description, quantity, **Unit Price**, **Tax (%)**, **Discount (%)**, delivery destination, and payment terms. 5. Communicate the revised quantity, price, delivery date, or other term with the customer before making the change. Keep the Orders aligned with the agreement that the customer has accepted. 6. Update the relevant information only after the revised terms have been agreed. Recheck the order total and the affected **Order Lines** after the update. [SCREENSHOT: A Orders showing Order Lines and the Delivery and Invoices buttons used to check existing follow-up documents before a change.] If the customer is asking for a separate product, separate delivery, or a new commercial proposal, create a new Offers rather than changing the existing confirmed order. This preserves a clear record of the original commitment and keeps separate offers from being mixed into one Orders. For a change that affects the delivery process, check the linked Delivery document immediately after the update. For a change that affects billing, review the linked invoice documents before further invoice action. Where an order must be cancelled, rejected, or otherwise handled outside the normal confirmation path, use the process in [Managing Order Exceptions](doc:managing-order-exceptions). ## Resolving Confirmation and Follow-Up Issues When confirmation or follow-up does not proceed as expected, begin with the Orders or Offers status and then review the information that drives delivery and invoicing. Avoid creating duplicate Offers or duplicate orders while investigating; first locate the existing record by its Offers or Orders number. If **Confirm** is unavailable, check the document status: - A record in **Offers** can be reviewed for confirmation. - A record already marked **Orders** has already been confirmed. - A cancelled record should not be confirmed unless it has been returned to the appropriate working state. If a confirmed order shows incorrect products, quantities, prices, discounts, or taxes, compare **Order Lines** with the accepted Offers before delivery or invoicing is processed. Confirm that the **Product**, description, quantity, **Unit Price**, **Tax (%)**, and **Discount (%)** match the agreed offer. Also review the **Customer**, customer reference, **Delivery Date**, shipping information, payment terms, and total amount. If no delivery activity appears after confirmation, return to the Orders and review the order lines and delivery information. Confirm that the order contains products requiring fulfillment and that the delivery details have been entered correctly. Use the **Delivery** button on the Sales Order to look for the linked delivery document. If you cannot continue with billing, open the Orders and review its invoicing status, delivered quantities, and payment terms before selecting **Create Invoice**. Then use the **Invoices** button to check whether an invoice document already exists for the order. [SCREENSHOT: A Orders with its status, Order Lines, Delivery button, and Invoices button highlighted for issue checking.] Where the issue involves a customer cancellation, rejection, or an order that should not continue, do not use normal confirmation steps to work around it. Follow [Managing Order Exceptions](doc:managing-order-exceptions) so the Orders and related documents remain accurate. ## Overview In Pams, confirming a Offers changes an accepted commercial offer into a **Orders**. The Orders becomes the working record for the customer commitment: it shows what was ordered, the agreed prices and taxes, the planned delivery details, the expected payment terms, and the total amount. The normal order workflow begins with a Offers that has been accepted by the customer. From **Sales > Orders > Offers**, you open the record, check its commercial details, and select **Confirm**. Pams then changes the status from **Offers** to **Orders** and displays a Orders number in the document header. After confirmation, the Orders connects the next customer-facing activities: - The **Delivery** button opens the delivery activity linked to ordered products and quantities. - The **Invoices** button shows invoice documents connected to the Orders. - **Create Invoice** starts the customer billing process when the order is ready to be invoiced. - The Orders number gives sales, delivery, and finance teams one shared reference for the customer commitment. [SCREENSHOT: The Orders workflow from Offers to Orders, then Delivery and Invoices.] Confirmation is not simply an administrative status change. It is the point at which the agreed Offers becomes the reference for fulfillment and billing. For this reason, verify the **Customer**, customer reference, **Order Lines**, **Delivery Date**, shipping details, payment terms, and total amount before selecting **Confirm**. The Orders also preserves the history of the accepted Offers. When a customer asks about a product quantity, a delivery date, or an invoice amount, open the confirmed Orders first and use its linked **Delivery** and **Invoices** buttons to follow the related activity. This keeps commercial, delivery, and invoice conversations based on the same agreed order. ## Prerequisites Before confirming a Offers in Pams, make sure you have an accepted Offers that is ready to become a **Orders**. The record must be available in **Sales > Orders > Offers** and still show the **Offers** status. Do not begin with a record that already shows **Orders** or has been cancelled. Have the customer’s acceptance available so you can compare it against the Offers. The acceptance should support the products, quantities, prices, delivery timing, and payment terms shown in Pams. Use the following review points before you select **Confirm**: | Required review | Check in the Offers | |---|---| | Correct customer | **Customer** and customer reference | | Correct products and quantities | **Order Lines** | | Correct commercial amounts | **Unit Price**, **Tax (%)**, **Discount (%)**, and total amount | | Delivery commitment | **Delivery Date** and shipping information | | Payment commitment | Payment terms and total amount | Make sure each **Order Lines** entry is complete and agreed. Review the product and description as well as the quantity and price. This is particularly important when a Offers contains multiple items, discounts, or different tax percentages. If the customer has requested a change before acceptance, update the Offers and make sure the revised version is the one being accepted. If the request is a separate offer rather than a revision, create a new Offers so the commercial record stays clear. You should also know who will follow the order after confirmation. The confirmed Orders may require delivery coordination through **Delivery** and later customer billing through **Create Invoice** and **Invoices**. Keep the Orders number available for internal follow-up once confirmation is complete. After you confirm the order, proceed to [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries) to follow the delivery commitment created from the Orders. ## Find Delivery Work Created from Confirmed Orders After you confirm a Orders, Pams creates delivery work for the products that must be sent to the client. A Orders can have one delivery order or several delivery orders, depending on what must be shipped and when the products become available. This delivery work lets you coordinate stock, shipping, and any remaining quantities without changing the confirmed order itself. 1. Open the confirmed Orders that you want to fulfill. If you need help finding or confirming an order, see [Confirming Orders](doc:confirming-sales-orders). 2. Select the **Delivery** action buttons on the Orders. Pams opens the delivery order or a list of linked delivery orders for that Orders. 3. Review the status shown for each delivery order before opening it: - **Waiting for upstream availability** means the products are not yet ready to be delivered. Stock may still need to be received, inspected, stored, produced, or released from an earlier activity. - **Ready to process** means the required products are available for delivery work. - **Done** means the delivery has been validated and the delivered quantities have been recorded. 4. For a wider view of delivery work across clients and orders, open **Warehouse > Operations > Delivery Orders**. Use this list to identify deliveries that are ready for shipment, still waiting for products, or already completed. 5. Open a delivery order from the list to check its linked Orders reference. This connection is especially useful when several client orders are being prepared at the same time. [SCREENSHOT: A confirmed Orders showing the Delivery action buttons and linked delivery order status.] Use the delivery order list as your daily coordination view. It helps you separate deliveries that can move forward immediately from those that depend on warehouse availability, purchasing, or another earlier step. ## Review What Must Be Shipped Before Processing the Order Before reserving stock or arranging carrier collection, check that the delivery order matches the physical products and the client’s delivery requirements. This review prevents incorrect quantities, wrong destinations, and avoidable partial deliveries. 1. Open the relevant delivery order from the **Delivery** action buttons on the Orders or from **Warehouse > Operations > Delivery Orders**. 2. Open the **Operations** tab. Each line shows the product that must be delivered and the quantities Pams is tracking for that product. 3. Review the main fields on every line: | Field | What to check | |---|---| | **Product** | Confirm that the listed item is the item being prepared for the client. | | **Demand** | Check the quantity requested by the confirmed Orders. | | **Quantity** | Check the quantity that will actually leave the warehouse. | 4. Check the availability indicator for each product. A product may be fully available, partially available, or still waiting for replenishment. Do not assume that all products on the delivery order are ready simply because one line is available. 5. Review the delivery order’s source location and destination customer location. Confirm that the products will be picked from the correct stock location and sent to the correct client destination. 6. Check the scheduled date. Compare it with the agreed delivery timing and any delivery-specific instructions recorded on the linked Orders. 7. Use the Orders reference to return to the order when needed. Verify the client, ordered quantities, Delivery Date, Delivery Term, Shipping Address, and any Commercial Notes that affect the shipment. [SCREENSHOT: The Operations tab showing Product, Demand, Quantity, availability, source location, destination, and scheduled date.] Complete this review before you reserve stock. If the order details do not match the intended shipment, correct the delivery plan before products are picked or handed to the carrier. ## Reserve Stock and Record the Quantities You Will Deliver Reserving stock tells Pams which available products are allocated to the delivery order. Recording the actual shipment quantity ensures that stock records and the Orders reflect what physically leaves the warehouse. 1. Open the delivery order and confirm that the products, destination, and scheduled date are correct. 2. Select **Check Availability**. Pams reserves the available inventory for the delivery order and refreshes the availability shown on the product lines. 3. Review each line in the **Operations** tab after availability has been checked: - If the full Demand quantity is available, prepare that full quantity for shipment. - If only part of the Demand quantity is available, decide whether the available quantity should be delivered now. - If no quantity is available, leave the delivery order waiting until the required products are replenished or released. 4. In the **Quantity** column, enter the quantity that is actually being shipped. Use this field when the physical quantity differs from the Demand quantity. For example, if the Orders requests more products than can be shipped today, enter only the quantity that has been picked and is ready to dispatch. 5. If individual tracking is required, open **Detailed Operations**. Use this view to record the specific lot, Serial Number, Package, or source location for each item being delivered. 6. Check the recorded Quantity again against the products physically prepared for shipment. The Quantity should reflect the actual shipment, not the original request, when a partial delivery is being made. [SCREENSHOT: A delivery order after Check Availability, showing reserved quantities and the Detailed Operations option.] When only part of the demand can be delivered, record the available quantity and leave the remaining requirement for a backorder. This keeps the client’s outstanding quantity visible instead of treating the incomplete shipment as fully delivered. ## Prepare Shipping Orders for Carrier Collection Once stock has been reserved and the shipment quantities are correct, prepare the shipping details that support collection and dispatch. The delivery order brings together the destination, carrier, package information, and shipping activity for the outgoing shipment. 1. Open the delivery order and select the **Additional Info** tab. 2. Review the assigned shipping method and **Carrier**. Confirm that the selected carrier matches the planned collection or delivery arrangement. 3. Check the **Shipping Address** carefully. Make sure the street, city, country, state, Zip-Code, and destination details match the client’s agreed delivery destination. 4. Add or confirm **Package** details when the shipment uses packages. Record the package information that is needed to identify what the carrier is collecting. Where applicable, also verify the shipment’s Total Weight and Volume. 5. Create or update the carrier shipping information from the delivery order. This links the delivery to the appropriate **Shipping Order** activity so the shipment can be coordinated with the correct carrier and dispatch timing. 6. Review the shipping information produced for the delivery before products leave the warehouse. Check the shipping label, tracking reference, and shipping cost information where these are shown for the shipment. 7. Confirm the Shipment Date or Actual Shipping Date when the carrier collection has been arranged or completed, as appropriate for your team’s process. [SCREENSHOT: The Additional Info tab showing Carrier, Shipping Address, package details, and linked Shipping Order information.] Use the same delivery order as the source of truth for carrier collection. When the address, packages, and shipment details are confirmed in one place, warehouse staff, sales staff, and the carrier can work from the same delivery information. ## Validate Deliveries and Monitor Their Effect on the Orders Validate a delivery only when the physical shipment is ready to leave or has left according to your team’s process. Validation records the delivered quantity, updates the delivery order to **Done**, and updates the stock quantity for the products that were delivered. 1. Open the delivery order and make a final check of the **Operations** tab. Confirm that every Quantity matches the products physically picked for the client. 2. Check the shipping details in **Additional Info**. Confirm the Carrier, Shipping Address, package details, and shipping information before dispatch. 3. Select **Validate**. Do not validate a delivery order based only on the Demand quantity if the full requested quantity has not physically been shipped. 4. If Pams asks whether to create a backorder, choose based on the remaining undelivered demand: - Create a backorder when the client still expects the remaining products and they will be delivered later. - Do not create a backorder only when no further delivery is required for the remaining demand. 5. Confirm that the delivery order status changes to **Done** after validation. 6. Return to the linked Orders using its Orders reference. Review the delivery status to see whether all ordered quantities have been fulfilled or whether a remaining quantity is still open through a backorder. 7. If a backorder was created, keep it in the delivery order list and process it when the remaining stock becomes available. [SCREENSHOT: A validation confirmation asking whether to create a backorder for undelivered quantities.] A validated delivery provides a clear record of what was shipped. It also gives the Orders an up-to-date fulfillment status, helping sales and operations teams see whether the client’s order is complete or still requires action. ## Resolve Delayed, Partial, and Incorrect Deliveries Delivery exceptions should be handled in the delivery order before they create confusion for the client, warehouse, or sales team. Use the delivery status, availability information, and linked Sales Order to identify what is blocking the shipment and what still needs to be delivered. 1. For a delivery order showing **Waiting**, open the order and review the products in the **Operations** tab. Check whether the required quantities are unavailable, only partly available, or waiting on an earlier activity. 2. Review the source location and the availability indicator for the affected products. Products may still be in Receiving, Awaiting Inspection, Awaiting Storage, In Purchasing, In Assembly, or another stage before they can be released for delivery. 3. Use the linked Sales Order to review the client requirement and scheduled delivery timing. If the delivery is delayed, ensure that the order details and delivery plan remain clear for the responsible sales and operations users. 4. For a partial delivery, confirm that a backorder was created when the first shipment was validated. Open the backorder and use **Check Availability** again when the remaining stock becomes available. 5. If you find an incorrect quantity before validation, correct the **Quantity** field on the relevant product line. Do not validate products that were not physically picked or shipped. 6. If the delivery order is already **Done** and goods must be returned, use the appropriate return workflow, such as **Goods Return Notes**, rather than editing the completed delivery order directly. 7. Keep the original delivery order and any backorder connected to the same Orders. This provides a complete record of delivered quantities, remaining quantities, and any returned products. [SCREENSHOT: A delivery order list showing Waiting, Ready to process, Done, and a backorder linked to a Orders.] Handling exceptions through the delivery and return workflows keeps stock quantities, delivery history, and the Orders aligned with what actually happened. ## Overview Coordinating Sales Deliveries in Pams connects the confirmed Sales Order to the warehouse and shipping work needed to fulfill it. The delivery order is the working record for each shipment. It shows what the client ordered, what is available, what will be shipped, where the products are going, and whether the shipment is complete. Use the delivery workflow to manage these key points: - Find delivery work from the **Delivery** action buttons on a confirmed Orders or from **Warehouse > Operations > Delivery Orders**. - Review products and quantities in the **Operations** tab before warehouse staff prepare the shipment. - Select **Check Availability** to reserve available products for the delivery order. - Record the actual shipment amount in **Quantity**, especially when the shipment is partial. - Use **Detailed Operations** when individual products require a Serial Number, package, lot, or source-location record. - Check the **Carrier**, Shipping Address, Package, and Shipping Order information before carrier collection. - Select **Validate** when the physical shipment details are correct. - Create a backorder when quantities remain to be delivered later. - Use **Goods Return Notes** for products that must be returned after a delivery has reached **Done**. [SCREENSHOT: Delivery workflow from Orders through Delivery Order, Shipping Order, validation, and possible backorder.] The delivery status is the quickest way to understand what requires attention. **Waiting** deliveries need stock or an earlier activity to be completed. **Ready to process** deliveries can move through picking and shipping preparation. **Done** deliveries have been validated and recorded as delivered. This workflow is particularly useful when one Orders is fulfilled in multiple shipments. Each delivery order and backorder stays linked to the original Orders, giving sales and operations teams a shared view of delivered and outstanding quantities. ## Prerequisites Before coordinating a delivery, make sure the following items are available and confirmed in Pams: - A confirmed Orders with products that require delivery. If the order has not yet been confirmed, follow [Confirming Orders](doc:confirming-sales-orders). - A linked delivery order created from the confirmed Orders. Open it using the **Delivery** action buttons or from **Warehouse > Operations > Delivery Orders**. - Product quantities recorded on the delivery order in the **Operations** tab. - Available stock for the products that will be shipped, or a clear plan for handling unavailable quantities through a later backorder. - A confirmed source location for the products being picked. - A verified Shipping Address and destination customer location. - A planned scheduled date, Delivery Date, or Shipment Date that reflects the intended fulfillment timing. - Carrier and shipping method details where the delivery will be collected or transported by a carrier. - Package details, Total Weight, Volume, Serial Number, or other item-level information when required for the shipment. - A decision on whether any unavailable quantities should remain open as a backorder. Do not select **Validate** until the physical products, recorded **Quantity**, and shipping details all match. Once the delivery order is **Done**, use the return workflow for corrections involving returned goods rather than changing the completed delivery record. After the delivery has been validated or is ready for dispatch documentation, continue with [Creating Delivery Notes](doc:creating-delivery-notes). ## Preparing to Create a Delivery Note Before creating a Delivery Note, make sure the delivery has been coordinated and the correct goods are ready for the customer. Use the delivery plan created during [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries) as your starting point rather than creating a note from incomplete or unconfirmed information. Check the customer order or other delivery source carefully. The items and quantities on the source must match what is physically planned for delivery. If the customer is receiving only part of an order, identify the exact quantity that will leave now and leave the remaining quantity for a later Delivery Note. Review these points before you begin: - Confirm the correct **Client** and the related **Orders** or delivery source. - Confirm the items that will be delivered, including their **Quantity** and **Unit**. - Check whether the delivery requires goods to be removed from **Inventory**. - If goods must leave stock, verify that the required quantity is available in **In Stock** records before you use **Issue Goods**. - Confirm the delivery destination using the available delivery address or **Delivery Destination** information. - Gather any delivery instructions, such as the agreed **Delivery Date**, destination details, package information, or carrier details when these are used for the delivery. - Make sure you can use the **Create Delivery Note**, **Issue Goods**, **Complete Delivery**, and **Print Delivery Activities** actions. If an action is not available, do not try to work around it by creating an inaccurate record. A Delivery Note should reflect the actual delivery, not simply the full order. Take particular care with partial deliveries, substitutions, and items that remain unavailable. Recording the correct quantities before goods are issued helps Pams keep the order and delivery records aligned. [SCREENSHOT: Delivery Note preparation showing the related Orders, delivery items, quantities, Delivery Date, and Delivery Destination] ## Creating a Delivery Note Create one Delivery Note for the specific goods and quantities being delivered to the customer. If an order will be delivered in separate shipments, create a separate Delivery Note for each actual delivery rather than combining future deliveries into one record. 1. Open the **Delivery Notes** area in Pams and select **Create Delivery Note**. 2. Choose the related **Orders** or other available delivery source. Check the selected record before continuing. The **Client**, order details, and delivery items should match the delivery you are preparing. 3. Review the delivery lines brought into the Delivery Note. Each line should identify the correct **Item**, **Quantity**, and **Unit** for the goods being sent. 4. Enter or confirm the delivery-specific information. Pay close attention to: - **Delivery Date** - **Delivery Destination** - Delivery address details, when shown - Any available delivery instructions or **Note** - **Carrier**, **Package**, **Total Weight**, or **Volume (m3)** when these details are used for the shipment 5. If this is a partial delivery, change the delivery quantities so they show only the quantities that are going out in this shipment. Do not leave the full ordered quantity on the note unless the full order is being delivered. 6. Select **Save** to keep the Delivery Note open for review and processing. Use **Save and Close** only when you have finished entering the details and do not need to make further changes immediately. After saving, reopen or remain on the Delivery Note and read through the header and lines once more. A saved Delivery Note is the record you will use for **Issue Goods**, where required, and for **Complete Delivery**. [SCREENSHOT: Create Delivery Note page with a selected Orders, delivery lines, Delivery Date, and Delivery Destination] ## Reviewing Delivery Lines Before Processing Review the Delivery Note before selecting **Issue Goods** or **Complete Delivery**. These actions record the delivery activity, so the lines must match what is actually being prepared for the customer. Start with each delivery line. Compare the **Item** and **Quantity** in Pams with the goods being packed, loaded, or handed over. If the shipment contains several products, check every line rather than confirming only the total number of packages. Also verify the **Unit**, especially where an item may be supplied in different units. Use the following checks to keep the record accurate: - Confirm that every listed **Item** belongs to the customer’s related **Orders** or selected delivery source. - Confirm that each **Quantity** is the quantity being delivered now. - Reduce quantities for a partial delivery before processing the Delivery Note. - Remove or correct a line that was included by mistake before goods are issued. - Check that the **Client** and **Delivery Destination** identify the correct recipient and destination. - Confirm the **Delivery Date** reflects the delivery being recorded. - Review any **Carrier**, **Package**, **Total Weight**, or delivery instructions that are relevant to the shipment. - Make sure the Delivery Note does not include goods that are still awaiting shipment, inspection, or storage. Select **Save** after making any correction. Saving first ensures that the Delivery Note contains the final delivery lines before you take an action that changes stock or records the delivery as complete. Do not use **Complete Delivery** as a way to reserve goods for a future shipment. The completed note should represent goods that have actually been delivered. If the order has remaining quantities, leave those quantities for the next Delivery Note. [SCREENSHOT: Delivery Note lines showing multiple items, quantities, units, and delivery destination details ready for review] ## Issuing Goods for the Delivery Use **Issue Goods** when the delivery requires stock to be removed from **Inventory**. This step should be completed only after you have checked the Delivery Note lines against the goods that will leave stock. 1. Open the saved Delivery Note for the shipment you are processing. 2. Review the **Client**, **Delivery Destination**, **Delivery Date**, and every delivery line one final time. Confirm that the **Item** and **Quantity** shown are the exact goods to be issued. 3. Select **Issue Goods**. Pams uses the current Delivery Note, so make sure you are not viewing another customer’s delivery or a previous partial delivery. 4. Confirm the goods issue using the quantities shown on the Delivery Note. Do not issue extra quantities because they are available in stock. Only issue the quantity being delivered to this customer on this Delivery Note. 5. Return to the Delivery Note after the goods issue has been processed. Check the delivery lines again and confirm that the note still shows the correct items and quantities for the delivery. 6. If you discover an error before completing the delivery, correct the Delivery Note while it is still possible to do so. For example, if one package was not loaded, update the relevant **Quantity** before moving on. Use **Issue Goods** only for deliveries that require goods to leave Inventory. Some delivery records may not require a stock issue. In those cases, complete the Delivery Note only after confirming that the delivery details are accurate and that the delivery can be recorded without issuing stock. Where goods are not available for the full order, create the Delivery Note for the available quantity only. This keeps the delivery record aligned with the goods that were actually issued and avoids recording an undelivered quantity as delivered. [SCREENSHOT: Delivery Note with the Issue Goods action highlighted and delivery lines ready for confirmation] ## Completing the Delivery and Printing Delivery Activities Complete the Delivery Note only when the delivery details are final. If the delivery requires **Issue Goods**, make sure that action has been processed before you complete the delivery. Completion should represent the actual delivery activity recorded for the customer. 1. Open the Delivery Note that you reviewed and, where required, processed with **Issue Goods**. 2. Confirm the final delivery information: - The correct **Client** - The correct **Delivery Destination** - The correct **Delivery Date** - The items and **Quantity** on every delivery line - Any delivery details such as **Carrier**, **Package**, **Total Weight**, or delivery instructions that apply to the shipment 3. Select **Complete Delivery**. Do this only after confirming that the listed goods and quantities are correct. Do not complete a note while you are still waiting for goods to be loaded, dispatched, or confirmed. 4. After completion, select **Print Delivery Activities** to generate the delivery activity output for that Delivery Note. 5. Review the printed result before sharing or filing it. Check that it identifies the correct Delivery Note and shows the goods or delivery activities associated with that record. The printed delivery activities should match the completed Delivery Note. If the output appears to refer to another delivery, stop and check the Delivery Note number, client, items, and quantities before treating the printout as the delivery record. For a partial delivery, the printed delivery activities should show only the quantities included on that completed Delivery Note. Remaining quantities should stay on the related Orders until they are delivered through another Delivery Note. [SCREENSHOT: Completed Delivery Note with Complete Delivery and Print Delivery Activities actions shown] ## Fixing Problems When Processing a Delivery If Pams does not allow you to issue goods or complete a Delivery Note, first return to the note and check the information already entered. Most delivery processing problems can be resolved by correcting the delivery lines or filling in the missing delivery details before trying the action again. Use these checks when a delivery cannot be processed: - If **Issue Goods** cannot be completed, review each **Item** and **Quantity** on the Delivery Note. Confirm that the item is valid and that the required quantity is available for issue from **Inventory**. - If a quantity is too high, reduce the **Quantity** to the amount actually being delivered. Do not issue the full order quantity when only part of the order is available. - If an item should not be included, correct or remove the delivery line before using **Issue Goods** or **Complete Delivery**. - If **Complete Delivery** is unavailable or does not finish, check that the required delivery information is present, including the **Delivery Date**, **Delivery Destination**, client information, and delivery lines. - If the delivery required a stock movement, confirm that **Issue Goods** has been completed for the current Delivery Note before trying **Complete Delivery** again. - If **Print Delivery Activities** does not show the expected goods or details, confirm that you selected the correct completed Delivery Note before printing. - If the wrong customer, destination, item, or quantity appears, do not complete the inaccurate Delivery Note. Correct the details first and select **Save**. Keep partial deliveries separate. If some items remain unavailable, do not force the incomplete quantity into the current Delivery Note. Record only the goods that are ready for this delivery and handle the remaining items through the appropriate follow-up delivery process. When the issue is caused by a changed customer request, an unavailable item, or another order problem, follow the process in [Managing Order Exceptions](doc:managing-order-exceptions) rather than completing a Delivery Note that does not match the actual delivery. ## Overview A **Delivery Note** records the specific goods and delivery details for a customer shipment in Pams. It connects the delivery activity to the related **Orders** or delivery source and gives your team a clear record of what was delivered, where it was sent, and in what quantity. The normal delivery flow is: - Create a Delivery Note from the correct **Orders** or delivery source. - Review the delivery lines and delivery details. - Use **Issue Goods** when the delivery requires goods to be removed from **Inventory**. - Select **Complete Delivery** after the delivery information and quantities are final. - Use **Print Delivery Activities** for the completed delivery record. The Delivery Note is especially important when an order is delivered in parts. A customer may receive only some items or quantities today, while the remaining goods are delivered later. In that situation, create the current Delivery Note for the actual quantity being delivered. The related Orders remains the reference for the remaining quantity. Delivery Notes also help keep customer-facing delivery activity consistent with warehouse activity. The **Item**, **Quantity**, **Delivery Date**, and **Delivery Destination** should all describe the same real-world shipment. Where stock must leave Inventory, **Issue Goods** should use the same delivery lines that will later be completed. [SCREENSHOT: Delivery Note workflow from Orders through Issue Goods, Complete Delivery, and Print Delivery Activities] Use the Delivery Note as the delivery record for the shipment itself. Do not use it to record planned quantities that have not yet been delivered, and do not combine different deliveries merely because they belong to the same Orders. ## Prerequisites Before you create or process a Delivery Note, make sure the delivery is ready to be recorded in Pams. The information on the Delivery Note must be based on the actual goods and delivery arrangement, not on an assumption that the entire Orders will be delivered. You should have the following available: - A related **Orders** or other delivery source for the customer delivery. - The correct **Client** and delivery recipient information. - The intended **Delivery Date** and **Delivery Destination**. - Confirmed delivery lines showing the correct **Item**, **Quantity**, and **Unit**. - Confirmation of whether goods must be removed from **Inventory** through **Issue Goods**. - Availability of the required goods when the delivery includes an inventory issue. - Any relevant shipment details, such as **Carrier**, **Package**, **Total Weight**, **Volume (m3)**, or delivery instructions, when these are used for the delivery. - Access to **Create Delivery Note**, **Issue Goods**, **Complete Delivery**, and **Print Delivery Activities**. Check the related Orders before creating the note. Ensure that the goods being delivered are for the correct customer and that you are recording the quantity that is leaving now. For a partial delivery, prepare the Delivery Note only for the available and confirmed quantity. If the delivery cannot proceed because goods are unavailable, the customer has changed the request, or the Delivery Note details do not match the shipment, do not complete the delivery record. Continue with [Managing Order Exceptions](doc:managing-order-exceptions) to address the order issue before recording an inaccurate delivery. ## Finding Orders That Need Attention Use the Orders list as your starting point when you need to review orders that have not followed the expected delivery process. Review the order status, delivery information, and issue-note condition together. Looking at these details side by side helps you distinguish between an order that has been cancelled, an order with a delivery problem, and an order that only needs its issue note completed. 1. Open the **Orders** list in Pams. 2. Use the **Order Status** filter and select **Cancelled** to review orders that have been cancelled. This is useful when you need to confirm why an order stopped or whether its cancellation has been recorded correctly. 3. Clear the status filter, then use the available delivery status or delivery-exception indicator to find orders that were not delivered as expected. Focus on records whose delivery outcome needs review rather than orders that have already been delivered. 4. Filter for orders with an incomplete issue note. Include records where the issue note has not been completed or where required issue-note information is still missing. 5. Open the relevant order and compare the visible details before making changes. Use the following details to decide which action is appropriate: | What to review | What it tells you | |---|---| | **Order Number** | Identifies the exact order you are reviewing. | | **Client** | Confirms which customer is affected. | | **Order Status** | Shows whether the order is active or **Cancelled**. | | Delivery details | Shows the current delivery outcome or exception. | | **Goods Issue Note** or issue-note information | Shows whether the delivery problem has been documented. | [SCREENSHOT: Orders list showing filters for Order Status, delivery status or delivery exception, and incomplete issue-note condition] If the order has already been delivered but requires a formal delivery document, follow [Creating Delivery Notes](doc:creating-delivery-notes). Use the exception workflow only when the delivery outcome or its recorded details need correction or follow-up. ## Reviewing and Cancelling an Order Cancel an order only after you have reviewed the order record and confirmed that cancellation is the correct outcome. The order record brings together the customer, ordered items, delivery information, and any existing issue-note details, so you can avoid cancelling the wrong record or losing the context needed by colleagues. 1. From the **Orders** list, open the affected order by selecting its **Order Number**. 2. Check the current **Order Status** before making any changes. If the record already shows **Cancelled**, do not repeat the cancellation action. Instead, review the recorded cancellation details and issue note. 3. Review the **Client** information and the order items. Confirm that the order belongs to the correct customer and that you are reviewing the correct products and quantities. 4. Review delivery-related information, including the delivery date, delivery destination, carrier information, and any existing **Goods Issue Note** details where they are shown. 5. Select the available order cancellation action, such as **Order cancellation**, to mark the active order as **Cancelled**. 6. Enter the **Cancellation Reason** when Pams requests it. Choose or enter the reason that reflects the actual reason for stopping the order. If a cancellation date is requested, verify that it matches the recorded decision. 7. Click **Save** or **Save and Close**. 8. Return to the **Orders** list and verify that the record now displays the **Cancelled** status. [SCREENSHOT: Order record showing Order Status, Client, order items, delivery details, and the Order cancellation action] A cancellation reason is particularly important when the same client, principal, sales team, or purchasing team may later review the order. Keep the reason focused on the order decision itself. If delivery work had already begun, also record the delivery situation in the issue note so the cancellation does not leave an unexplained delivery exception. ## Resolving Delivery Exceptions on an Order A delivery exception means the recorded delivery outcome does not match what was expected for the order. Before changing any delivery information, compare the order’s current delivery status with the actual result. This helps you record whether the delivery was delayed, incomplete, unsuccessful, or affected by another issue without changing the order status unnecessarily. 1. In the **Orders** list, open an order identified by the delivery status or delivery-exception indicator. 2. Review the order’s delivery-related information. Compare the expected delivery date or planned delivery information with the actual outcome shown on the order. 3. Check the **Delivery Destination**, **Carrier**, ordered items, and quantities. These details help confirm whether the exception affects the full order or only part of the delivery. 4. Review any linked **Delivery Note** or **Goods Issue Note** information already shown on the order. Do not create a second explanation if an existing issue note already describes the same event; update it with the latest outcome instead. 5. Use the available delivery controls on the order to update the delivery status or delivery-exception information. Record the outcome that matches the actual delivery result. 6. Add or update the issue note. State what happened, what action was taken, and what still requires follow-up, if anything. 7. Click **Save** and reopen the order if needed to confirm that the updated delivery information remains visible. [SCREENSHOT: Order record with delivery date, Delivery Destination, Carrier, delivery status, and issue-note area] Use clear operational language in the issue note. For example, distinguish between an order that is awaiting a revised delivery arrangement and one that has been delivered only in part. This gives sales, warehouse, and customer-facing colleagues a shared record of the current position. For the delivery coordination process itself, see [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries). ## Completing Missing Issue Notes Complete the issue note whenever an order has an unresolved delivery problem, a cancellation that needs context, or an exception that another colleague may need to understand later. An incomplete issue note can leave an order in the exception list even when the delivery status has been updated, because Pams still needs a usable explanation of what happened. 1. In the **Orders** list, use the incomplete issue-note condition to find the affected orders. 2. Open an order and locate the **Goods Issue Note** or issue-note section on the order record. 3. Read any existing text before editing. Keep useful information already entered, and add the missing facts rather than replacing a complete history with a short new note. 4. Record the exception in a clear sequence: - What happened to the order or delivery. - The current order or delivery status. - The action already taken. - The follow-up still required, if the matter remains open. 5. Check that the note matches the order record. For example, if the order shows **Cancelled**, the note should explain the cancellation context. If the order has a delivery exception, the note should describe the delivery outcome and follow-up. 6. Click **Save** or **Save and Close**. 7. Return to the **Orders** list and reapply the incomplete issue-note condition. Confirm that the order no longer appears as incomplete. [SCREENSHOT: Goods Issue Note or issue-note section on an order record, showing completed exception details] Write the note for the next person who opens the order. Avoid vague entries such as “delivery issue” or “follow up.” Instead, capture the relevant order and delivery facts visible on the record. If the issue resulted in a delivery document being created or corrected, use [Creating Delivery Notes](doc:creating-delivery-notes) for the related delivery-note process. ## Confirming That an Exception Is Fully Resolved Before you finish reviewing an exception, confirm that the order record, delivery outcome, and issue note all tell the same story. A record is not fully resolved merely because one field has changed. The **Order Status**, delivery details, and **Goods Issue Note** should provide a consistent explanation for anyone who opens the order later. 1. Open the order you have updated and check its **Order Status**. 2. For a cancelled order, confirm that the status displays **Cancelled**. Review the **Cancellation Reason** and any available cancellation date or cancellation details to make sure they provide the appropriate context. 3. For a delivery exception, confirm that the delivery status or delivery-exception information reflects the actual outcome. Check the delivery date, planned delivery information, **Delivery Destination**, and ordered items where relevant. 4. Read the issue note from beginning to end. Confirm that it explains the problem, the action taken, and whether follow-up is still required. 5. Click **Save** if you made any final changes. 6. Return to the **Orders** list and reapply the exception filters you used at the start of the review. 7. Confirm that completed records no longer appear as outstanding delivery exceptions or incomplete issue-note exceptions. A cancelled order may still appear when you filter specifically for **Cancelled** orders; this is expected. [SCREENSHOT: Orders list after review, with resolved delivery and incomplete-note exceptions removed from the filtered results] When several users work on the same order, the issue note is the shared record of the exception. Make sure it explains the current position without requiring someone to search through separate delivery information. If the order moves from exception handling into invoicing, continue with [Managing AR Invoices](doc:managing-ar-invoices). ## Fixing Common Order Exception Problems Use the order record and the active list filters together when something does not appear as expected. Most exception-review problems come from a filter still being applied, an order still being in a status that cannot be changed, or an issue note that was edited but not saved. - **An order does not appear in the expected exception list** - Return to the **Orders** list and review the active filters. - Clear filters that may be limiting the results, then apply the relevant **Order Status**, delivery status, delivery-exception indicator, or incomplete issue-note condition again. - Search by **Order Number** or confirm the **Client** to make sure you are reviewing the intended record. - Open the order directly and check whether its displayed status matches the filter you selected. - **A cancellation cannot be completed** - Open the order and confirm its current **Order Status**. - Check whether the order is already **Cancelled** or whether it has moved beyond the stage where the available cancellation action can be used. - Review the cancellation form for required information, especially **Cancellation Reason** and any other visible cancellation details. - Enter the required information, then select **Save** or **Save and Close**. - **An order still shows an incomplete issue note after editing** - Reopen the order and locate the **Goods Issue Note** or issue-note section. - Confirm that your changes are visible on the record rather than only in an unsaved form. - Review the note for missing information about the exception, its current status, and the action taken. - Save the order again, then return to the filtered **Orders** list and refresh your review by applying the incomplete issue-note condition again. [SCREENSHOT: Orders list with filters cleared and an Order Number selected for troubleshooting] ## Overview Order exceptions in Pams help you keep the Orders and delivery record accurate when the normal order process changes. This includes orders with the **Cancelled** status, orders with a delivery exception, and orders whose **Goods Issue Note** or issue-note information is incomplete. Use the **Orders** list to identify records that need attention. The most useful review points are the **Order Number**, **Client**, **Order Status**, delivery details, and issue-note condition. Together, these details show whether you need to cancel the order, correct the delivery outcome, or complete the exception record. The exception workflow supports three related activities: - Recording a cancellation through the available order cancellation action and **Cancellation Reason**. - Updating delivery status or delivery-exception information so it reflects the actual outcome. - Completing the **Goods Issue Note** or issue note so colleagues can see what happened and what follow-up is required. [SCREENSHOT: Order record showing the relationship between Order Status, delivery details, and Goods Issue Note information] Treat the issue note as part of the order record, not as an optional comment. When an order has been cancelled or delivery has not gone as planned, the issue note gives sales, delivery, and finance colleagues the context they need before they work with the same order. This is especially important when the order later appears in delivery review, invoicing, payment, or reporting activities. For standard delivery-document work rather than exception handling, use [Creating Delivery Notes](doc:creating-delivery-notes). For delivery planning and status coordination, use [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries). ## Prerequisites Before reviewing order exceptions, make sure you can access the **Orders** list and open individual order records in Pams. You need to be able to view the **Order Status**, delivery-related details, and the **Goods Issue Note** or issue-note section for the orders assigned to your work. Have the following information available before you make changes: - The relevant **Order Number** or **Client** name, so you can locate the correct order. - The actual delivery outcome, including whether the delivery was delayed, incomplete, unsuccessful, or otherwise different from the expected result. - The reason for cancellation when you need to use the order cancellation action. - The information needed for the issue note: what happened, the current status, action taken, and any required follow-up. - Any existing **Delivery Note** or **Goods Issue Note** details that must remain consistent with the order record. Confirm the order’s current status before selecting a cancellation action. If the record already displays **Cancelled**, review the existing cancellation details instead of attempting to cancel it again. Likewise, read any existing issue note before editing it so you preserve the history already recorded on the order. If you need to create or update the delivery document connected with the order, complete that work through [Creating Delivery Notes](doc:creating-delivery-notes) before returning to the exception review. ## Open a Principal Workspace 1. In Pams, open **View Principals** from the navigation. This screen lists the Principals your company represents and keeps each Principal relationship separate from other accounts, clients, and Sub-suppliers. 2. Find the represented Principal you need to review. Use the visible **Principal Name** and other account information in the list to identify the correct company before opening it. When several names are similar, compare the available details carefully rather than opening the first matching result. 3. Select the Principal to open its PRM workspace. Treat this workspace as the working area for one represented Principal. Sales activity, relationship details, and performance information shown here should be reviewed only in relation to that Principal. 4. Confirm the Principal identity at the top of the workspace before reviewing any figures or activity. Check the **Principal Name** first. Where displayed, also compare details such as **Main Address**, **Website**, **VAT ID Number**, **Account Manager**, and **Contact Name** with the relationship you intend to monitor. 5. Familiarize yourself with the workspace areas that show: - Principal relationship details, including the company and contact information. - Sales activity connected with the represented Principal. - Relationship performance information for that Principal. [SCREENSHOT: A Principal workspace showing the Principal Name, relationship details, sales activity area, and relationship performance area.] Keep the Principal workspace open while you review related activity. Do not combine information from separate Principal workspaces when assessing a relationship. A sales result may be strong for one Principal and weak for another, even when both are connected to the same client, project, or sales team. Opening the correct workspace first gives you the context needed to interpret the figures and activity accurately. ## Review the Principal Relationship 1. Start in the selected Principal workspace and verify the **Principal Name** again. This confirmation is especially important when you move between several represented Principals during the same review. 2. Review the relationship information displayed for the Principal. Focus on the details that establish who the relationship belongs to, including **Principal Name**, **Account Manager**, **Contact Name**, **Main Address**, **Website**, and **VAT ID Number**, where these fields are available. 3. Check whether the record is marked **Active**. An active Principal relationship provides a different context from one that is no longer actively managed. If the relationship details do not match the company you expected, return to **View Principals** and open the correct Principal instead of continuing with the current workspace. 4. Note the relationship details you need to check consistently in future reviews. Use the same set of visible fields each time so you can identify changes in ownership, contact details, or the account context without relying on memory. | Relationship detail | What to confirm | |---|---| | **Principal Name** | You are reviewing the intended represented Principal. | | **Account Manager** | The relationship is assigned to the expected person. | | **Contact Name** | The displayed contact belongs to the Principal relationship. | | **Active** | The relationship is currently active, where this status is shown. | | **Main Address** and **Website** | The company details match the represented Principal. | The relationship details are not separate from performance. They explain whose offers, Orders, Principal Invoices, and commission-related results you are considering. For example, a result connected with one Principal must remain in that Principal’s workspace even if the same client or project appears elsewhere in Pams. Review the relationship context before drawing conclusions from sales activity or performance figures. ## Monitor Sales Activity for a Principal 1. With the correct Principal workspace open, go to the area that displays sales activity for that represented Principal. Keep the **Principal Name** visible or recheck it before reviewing the activity shown. 2. Review the sales records associated with the Principal relationship. Depending on the stage of the work, these may include Inquiries, Offers, Orders, Delivery Notes, Invoices, or Principal Invoices. Read the visible **Status**, **Date**, **Amount**, **Currency**, **Client**, **Project**, and record number fields when they are shown. 3. Look first at the most recent activity. Recent Offers or Orders can indicate that the relationship is moving forward, while a lack of recent records may show that the Principal needs attention. Do not assume that an older record reflects the current position without checking its **Status**. 4. Compare recent activity with earlier activity in the same workspace. Use the displayed dates and amounts to look for practical changes, such as: - More recent Offers or Orders than in the earlier period. - Fewer records or a long gap between activities. - Changed **Amount** or **Currency** values. - Records marked **Lost**, **Cancelled**, **Rejected**, or **Delivered**. 5. Use the sales activity area as your starting point when results change unexpectedly. Open the relevant record only after confirming that it belongs to the current Principal workspace. [SCREENSHOT: Sales activity within a Principal workspace, showing dates, clients, statuses, amounts, and related record numbers.] Sales activity is meaningful only when viewed inside the right Principal relationship. Avoid comparing a Principal’s Offer or Orders with a similar record from another Principal workspace unless you are deliberately carrying out a like-for-like comparison. The next section helps you relate the activity you have reviewed to the performance information for the same Principal. ## Evaluate Relationship Performance 1. After reviewing sales activity, open the relationship performance area in the same Principal workspace. Confirm the **Principal Name** before using any performance information. 2. Review the performance information together with the activity you have just examined. A performance result is a relationship-level view of how the represented Principal is progressing; it should not be treated as an isolated number without checking the Offers, Orders, or other sales records behind it. 3. Compare visible performance information with the sales activity in the workspace. For example, if recent sales activity shows several new Offers or Orders, check whether the performance view reflects a corresponding increase. If activity is limited, cancelled, lost, or delayed, consider whether that explains a lower or unchanged result. 4. Where Pams shows **Booking**, **Equivalent Booking**, **Target**, **Achieved**, **Forecast**, or **Budget**, read each value in the context of the current Principal relationship. **Equivalent Booking** provides a comparable booking value using reference commission and reference margin, helping you compare deals that have different commercial terms. 5. Identify changes that require follow-up. Give closer attention to a Principal workspace where the performance information shows a decline, where the activity does not support the expected result, or where a large difference appears between sales activity and the relationship performance view. [SCREENSHOT: Relationship performance area for one Principal, showing Booking, Equivalent Booking, Target, Achieved, and Forecast information where available.] Use the same observation period when reviewing sales activity and performance. Comparing recent activity with an all-time performance figure can lead to the wrong conclusion. Keep the relationship context intact: performance belongs to the selected represented Principal, not to all Principals, all clients, or all Sales Jobs combined. ## Use Multiple Workspaces to Compare Represented Principals 1. Open **View Principals** and identify the Principal workspaces you need to compare. Select one represented Principal at a time and confirm the **Principal Name** before recording or reviewing its sales activity and relationship performance. 2. Decide on one observation period before comparing workspaces. Use the same date range or the same recent business period for every Principal. Comparing one Principal’s recent activity with another Principal’s older activity does not provide a reliable comparison. 3. In each workspace, review the same information in the same order: - Principal relationship details, including **Active** and **Account Manager** where shown. - Recent sales activity, including **Status**, **Date**, **Amount**, **Currency**, **Client**, and related record numbers. - Relationship performance information, such as **Booking**, **Equivalent Booking**, **Target**, **Achieved**, **Forecast**, or **Budget**, where available. 4. Keep each Principal’s information separate while comparing results. Do not add values from different workspaces together unless your internal review specifically requires a combined result. The purpose of the comparison is to understand the position of each represented Principal relationship. 5. Identify the Principal relationships that show: - Strong activity, such as recent Offers, Orders, or other current records. - Declining activity, such as fewer recent records or a visible drop in amounts. - Inactivity, including a long period without new sales activity. - Performance that requires closer review because it does not align with the activity shown. [SCREENSHOT: Two Principal workspaces viewed separately, each showing its own Principal Name, sales activity, and performance information.] A consistent comparison helps sales managers and account managers decide where to focus relationship follow-up. Keep the client, project, commission, and commercial context inside each Principal workspace. A high-value Orders for one Principal does not automatically indicate similar performance for another Principal, even when the same sales team is involved. ## Resolve Missing or Unexpected Principal Activity 1. If activity appears to be missing, begin by checking the **Principal Name** in the open workspace. Return to **View Principals** if needed and confirm that you selected the intended represented Principal. Missing activity is often easier to investigate once the correct relationship context is confirmed. 2. Review the sales activity area and the relationship performance area together. Compare visible **Date**, **Status**, **Amount**, **Currency**, **Client**, **Project**, and record numbers with the result you expected to see. A record may be present but have a status such as **Draft**, **Cancelled**, **Lost**, **Rejected**, or **Delivered**, which changes how it should be interpreted. 3. If performance does not match your expectation, check whether the activity belongs to the same Principal relationship. Do not compare a Orders, Offer, Invoice, or Principal Invoice from another Principal workspace with the performance information in the current workspace. 4. If activity appears under an unexpected Principal, open both relevant Principal workspaces separately. Compare the **Principal Name**, **Client**, **Project**, **Sales Job Number**, **Offer Number**, **Order Number**, or **Invoice Number** shown on the records. This helps you describe the discrepancy clearly without mixing the two relationships. 5. If you cannot monitor a Principal at all, check whether the Principal appears in **View Principals** and whether you can open its workspace. If the Principal is not available or the workspace cannot be opened, provide the Principal Name and the affected record details to the person responsible for Pams access or Principal records. [SCREENSHOT: A Principal workspace with the Principal Name and related sales records visible for checking unexpected activity.] Do not change relationship information simply to make activity appear under a different Principal. First establish which workspace contains the correct relationship context and which record numbers, statuses, and dates support the issue you found. ## Overview Pams uses Principal Relationship Management (PRM) workspaces to keep each represented Principal relationship visible as its own working area. A Principal is a company or international manufacturer that your sales agency represents. The **View Principals** screen is the starting point for opening and reviewing these relationships. Within a Principal workspace, you can connect three related views of the same relationship: - **Principal relationship details** identify the represented company through information such as **Principal Name**, **Account Manager**, **Contact Name**, **Main Address**, **Website**, **VAT ID Number**, and **Active**, where displayed. - **Sales activity** shows business records associated with that Principal relationship, including activity across the sales cycle such as Inquiries, Offers, Orders, Delivery Notes, Invoices, and Principal Invoices. - **Relationship performance** helps you assess the Principal’s commercial position using values such as **Booking**, **Equivalent Booking**, **Target**, **Achieved**, **Forecast**, or **Budget**, where available. [SCREENSHOT: The overall layout of a Principal workspace, with relationship details, sales activity, and performance areas identified.] The central rule when using PRM workspaces is to preserve the relationship context. Review activity and performance inside the workspace for the Principal it belongs to. This prevents a result from one represented Principal being attributed to another Principal simply because the same client, project, Sales Job, or sales team is involved. Use this document when you need to review the health of one Principal relationship, compare several represented Principals, or investigate why expected activity and performance do not align. For detailed performance tracking after you have established the correct relationship context, continue with [Tracking Principal Sales Results](doc:tracking-principal-sales-results). ## Prerequisites Before reviewing a Principal relationship in Pams, make sure the following conditions are met: - You can open **View Principals** and select the represented Principal you need to review. - You know the **Principal Name** of the company you are checking. If several Principal names are similar, have enough company information available to distinguish the correct relationship. - You have a clear review period in mind, especially when comparing activity or performance across several Principal workspaces. Use the same period for every Principal in the comparison. - You know which sales records you expect to find, if you are investigating a discrepancy. Useful visible details include **Sales Job Number**, **Offer Number**, **Order Number**, **Invoice Number**, **Client**, **Project**, **Date**, **Amount**, and **Status**. - You understand that a Principal workspace is specific to one represented Principal. Do not use the information in one workspace as evidence of another Principal’s performance without opening and reviewing that other workspace. When checking relationship performance, be ready to interpret the visible values in their correct business context. **Booking** is a sales performance measure tracked against targets and forecasts. **Equivalent Booking** uses reference commission and reference margin to make deals with different commercial terms more comparable. A result should therefore be read alongside the Principal’s related sales activity rather than in isolation. If you need to investigate a result further, begin with the activity shown in the same Principal workspace. Check its **Status** and relevant record number before deciding whether the activity is current, completed, lost, cancelled, rejected, or otherwise different from what you expected. ## Understanding the Sales Results Tracked for Each Principal In Pams, a **Principal** is the company or international manufacturer your team represents. When you assign a sales record to a Principal, Pams uses that connection to show the sales activity and results generated for that represented company. This makes it possible to review each Principal’s business separately, even when the same sales team manages several product portfolios. A Principal’s sales results include activity at different points in the sales cycle: | Result category | What it shows | Sales stage | |---|---|---| | **Inquiries** | Client requirements and potential Sales Jobs connected to the Principal | Early-stage activity | | **Offers** | Commercial or technical offers prepared for clients | Active pipeline activity | | **Orders** | Confirmed client orders | Realized sales result | | **Booking Target** | The expected Booking value for the Principal during a selected period | Performance benchmark | | **Deal outcomes** | Whether a sales Sales Job progressed, was lost, regretted, rejected, or resulted in an order | Final or changing result | An open Inquiry or Offer represents potential future business. These records are important because they show the size and quality of the pipeline being developed for the Principal. A Orders, by comparison, represents a client commitment and gives you a clearer view of realized sales activity. Recorded outcomes complete the picture. A Lost job, for example, still provides useful information about the Principal’s sales activity because it shows that an Sales Job existed, was worked on, and did not result in an order. Removing unsuccessful records would make the Principal’s pipeline look stronger than it really is. Before tracking results, make sure the Principal relationship itself is correctly maintained in Pams. See [Managing Principal Relationships](doc:managing-principal-relationships) for guidance on working with Principal records and related information. [SCREENSHOT: A Principal sales results view showing inquiries, offers, Orders, Booking Target, and deal outcomes for one Principal] ## Associating Inquiries, Offers, and Orders with a Principal The Principal selected on an Inquiry, Offer, or Orders determines where Pams includes that activity when you review Principal sales results. Check this value at each stage of the sales cycle, especially when a client Sales Job includes products from more than one Principal. 1. Open the relevant record from **Sales Jobs** or **All Jobs** in Pams. For a new Sales Job, create the Inquiry and enter the available client, project, product, and commercial details. 2. Locate the **Principal** value on the Inquiry. Select the represented company whose products, commercial terms, or commission arrangement apply to the Sales Job. Review the selected name before you click **Save** or **Save and Close**. 3. When you prepare the related Offer, keep the same Principal assigned. Check the Principal value while reviewing the offer details, including the Offer Price, Commission (%), Agreed Commission, and items offered. If the sales Sales Job is for a different Principal, correct the selection before saving the Offer. 4. When the client accepts the Offer and you create or activate the **Orders**, confirm that the same Principal remains associated with the order. Review the Principal before using **Activate Order** or saving the order. 5. Return to the Inquiry, Offer, or Orders if you need to correct the Principal. Update the Principal value, then click **Save**. Reopen the Principal’s sales results view to confirm that the record appears under the correct Principal. Use the Principal that applies to the actual commercial Sales Job, rather than selecting a Principal based only on a similar product or previous client activity. A wrong selection can affect the Principal’s pipeline, Booking Target comparison, Commission Invoice workflow, and later reporting. [SCREENSHOT: An Inquiry form with the Principal value highlighted before Save] ## Setting and Comparing Sales Targets for a Principal A **Booking Target** gives you a clear point of comparison for the sales activity associated with a Principal. Use it to measure whether the Principal’s open pipeline and completed Orders are sufficient for the expected level of business during the applicable reporting period. 1. Open **Target and Budget** in Pams and select the target record for the relevant Principal. If no target exists for that Principal and period, add the required target information and select the correct Principal. 2. Enter or update the target value. Confirm the Currency and ensure that the target is intended for the correct reporting period. A target should be compared only with inquiries, offers, orders, and outcomes that belong to the same period you are reviewing. 3. Click **Save** after checking the Principal name, target value, and reporting period. If your team uses Equivalent Booking, make sure you compare like-for-like values when reviewing performance across different commission or margin arrangements. 4. Open the Principal’s sales results view and review the related Inquiries, Offers, Orders, and Booking Target together. Open Sales Jobs indicate possible future Booking, while completed orders show results already secured. 5. Use the comparison to identify the Principal’s current position: - **Ahead of target:** confirmed results and qualified pipeline exceed the target. - **On track:** current results and realistic open Sales Jobs support the target. - **Behind target:** completed orders and remaining pipeline do not yet support the target. Do not treat every open Offer as guaranteed sales. Review the Offer Status, Expected Order Date, Validity Period, and client activity before relying on it in a target discussion. A large open Offer with an expired validity date or an uncertain Expected Order Date may need follow-up before it is included in a practical forecast. [SCREENSHOT: Target and Budget record showing a Principal, target value, and applicable reporting period] ## Recording Deal Outcomes Against the Principal Record the outcome of each sales Sales Job as soon as the deal reaches a clear conclusion. Accurate outcomes allow Pams to show both successful Orders and unsuccessful Sales Jobs for the same Principal. This is essential when you need to understand whether weak results come from too few Inquiries, too few Offers, low conversion, or losses after an Offer has been issued. 1. Open the related record from **Sales Jobs** or **All Jobs**. Review the Inquiry, Offer, and Orders information before changing the result. Confirm that the selected **Principal** is still correct. 2. For a successful Sales Job, make sure the Orders is created and shows the appropriate order progress, such as **Ordered** or **Order Activated**. The Orders remains connected to the Principal as the realized result of the Sales Job. 3. For an Sales Job that the client did not award, use **Lost job** where available. Select the relevant **Lost Reason** and enter a **Lost Comment** when the reason needs explanation. If Pams shows an approval request for the loss, submit it and wait for the record to show the approved result. 4. Use the appropriate available result for other concluded cases. For example, an Sales Job may be marked as **Regretted To Offer** when it did not proceed to an offer, or show a rejected outcome when the related approval or offer was not accepted. 5. Click **Save** after recording the outcome. Reopen the record and confirm that the Principal remains unchanged and that the final state is visible. Keep unsuccessful Sales Jobs in Pams rather than deleting them. A Lost job can explain why a Principal is behind its Booking Target, reveal recurring client objections, and help the team assess whether the issue is pricing, delivery time, product fit, or competition. When outcomes are consistently recorded, you can compare inquiry-to-offer progress, offer-to-order conversion, and the final result for each Principal. [SCREENSHOT: A Sales Job showing the Lost job action, Lost Reason, Lost Comment, and Principal value] ## Reviewing a Principal's Sales Pipeline and Results Use a Principal’s sales results view to review current pipeline activity and completed results in one place. This helps you move beyond individual Sales Jobs and assess the overall position of the Principal’s portfolio. 1. Open **View Principals** in Pams and select the Principal you want to review. Confirm the Principal Name before checking the related sales activity. 2. Open the Principal’s sales results view. Review the associated Inquiries first. These show client requirements and possible Sales Jobs that have not yet reached an Offer or Orders. 3. Review the related Offers. Pay attention to the Offer Status, Offer Date, Validity Period, Expected Order Date, Offer Price, and Commission (%). Open Offers form part of the active pipeline, but they are not realized sales results. 4. Review the Orders linked to the Principal. Orders with an active order status represent confirmed business and should be treated separately from open Offers. Use the Order Date, Total Order Price, Delivery Date, and order status to understand the scale and timing of realized activity. 5. Compare the completed orders, open pipeline, recorded deal outcomes, and Booking Target. Look at the balance of: - Open Inquiries and Offers that may still produce future sales. - Orders that represent secured results. - Lost, regretted, or rejected Sales Jobs that reduce conversion. - The remaining gap between current results and the Principal’s target. A healthy Principal pipeline usually includes both active early-stage Sales Jobs and orders moving forward. A large number of Inquiries with few Offers may indicate qualification or pricing work is needed. Many Offers with few Orders may indicate a conversion issue. Use the results view to decide which Sales Jobs need follow-up, commercial review, or a clear final outcome. [SCREENSHOT: A Principal record with related open inquiries, offers, Orders, outcomes, and Booking Target comparison] ## Fixing Missing or Incorrect Principal Sales Results When an Inquiry, Offer, or Orders is missing from a Principal’s sales results, start with the related source record. Principal results depend on the Principal value recorded against the sales activity, so correcting that value is the first step. 1. Open the missing or incorrectly listed Inquiry, Offer, or Sales Order from **Sales Jobs** or **All Jobs**. Check the **Principal** value and compare it with the Principal whose results you are reviewing. 2. If the Principal value is blank, select the correct Principal and click **Save**. Reopen the Principal’s sales results view and check whether the record is now included. 3. If the record appears under the wrong Principal, replace the incorrect Principal with the correct one. Review the related Inquiry, Offer, and Orders as well, so the full sales Sales Job remains associated with one Principal. Click **Save** on each record you update. 4. If the Booking Target comparison looks incorrect, open **Target and Budget**. Verify the selected Principal, the target amount, Currency, and the reporting period. Compare results only against the target that applies to the same period. 5. If conversion results are incomplete, open concluded Offers and Sales Jobs. Confirm that unsuccessful Sales Jobs show a final result such as **Lost**, **Regretted To Offer**, or the applicable rejected outcome. Confirm that successful Sales Jobs have a related Orders. 6. Return to **View Principals** and review the sales results again. Check open Inquiries, Offers, Orders, and deal outcomes together before deciding whether the issue has been resolved. Avoid correcting a Principal only on the latest record while leaving the Inquiry or Offer assigned elsewhere. That can split one Sales Job across different Principal results and make both performance views misleading. Where a client Sales Job genuinely includes separate Principal portfolios, maintain the associated sales activity so each Principal’s result reflects the correct part of the business. [SCREENSHOT: A Orders form showing the Principal value being corrected and saved] ## Overview Tracking Principal sales results in Pams gives your team one connected view of the Sales Jobs and orders generated for each represented company. Instead of reviewing separate Sales Jobs without context, you can see how each Principal is performing across the full sales path: Inquiry, Offer, Orders, target, and final deal outcome. Use this workflow to answer practical questions during pipeline reviews: - Which Principals have the strongest active Offer pipeline? - Which Principals have Orders that contribute to current Booking? - Which Principal is ahead of or behind its **Booking Target**? - Which Sales Jobs were lost, regretted, or rejected? - Where is conversion slowing down: from Inquiry to Offer, or from Offer to Orders? - Which open Offers need follow-up because their Validity Period or Expected Order Date needs attention? The quality of this view depends on consistent Principal assignment. Each related Inquiry, Offer, and Orders should show the Principal that applies to the represented products and commercial agreement. When the Principal changes, update the affected record and review the connected sales activity to avoid dividing one Sales Job across different Principals. Sales results are especially useful when your agency represents multiple Principals with different products, target levels, commission arrangements, and market Sales Jobs. The results view lets you compare activity without mixing portfolios together. A Principal with fewer orders may still have a strong pipeline, while another Principal with many offers may have a low conversion rate or a growing number of Lost jobs. Use the same record values when reviewing sales results, Booking, and later Principal reporting. Clear, current records support better conversations with Principals and give your sales team a reliable basis for prioritizing follow-up work. [SCREENSHOT: A sales review screen comparing several Principal portfolios by pipeline, orders, outcomes, and target] ## Prerequisites Before reviewing or updating Principal sales results, make sure the sales records and Principal information needed for the review already exist in Pams. You do not need to recreate relationship information covered in [Managing Principal Relationships](doc:managing-principal-relationships), but the Principal must be available for selection on the relevant sales activity. Prepare the following: - A Principal record available in **View Principals** or **Principals**. - At least one related sales record, such as an Inquiry, Offer, or Orders, in **Sales Jobs** or **All Jobs**. - The correct **Principal** selected on each record you want included in that Principal’s results. - A current **Booking Target** in **Target and Budget** if you need to compare performance against an expected value. - The correct reporting period for the target and the sales activity you are reviewing. - Final outcomes recorded for concluded Sales Jobs, including **Lost**, **Regretted To Offer**, or the applicable rejected outcome where relevant. - Access to the sales records and Principal information required for your role. Before changing a Principal assignment, review the related sales documents carefully. If an Inquiry has progressed to an Offer and then a Orders, check all three records so the sales activity remains consistently attributed. If the Sales Job involves more than one represented company, review the products, commercial terms, and commission arrangement before deciding which Principal should receive the result. For target comparisons, use values that match the same Currency and reporting period. An open Offer can support a future forecast, but it should not be treated in the same way as an activated Orders. Keep the distinction clear when discussing a Principal’s performance with sales management or the Principal itself. After your records are correctly associated and outcomes are current, continue with [Generating Principal Reports](doc:generating-principal-reports) to prepare up-to-date Principal reporting from the activity and results you have reviewed. ## Choose the Reporting Period and Principal Before creating a Principal Report, decide exactly which Principal and reporting period the report must cover. The report brings together commercial information for one Principal, so selecting the correct Principal is essential. Use the **Principal** selection in the report-generation area and choose the represented company whose results you want to present. 1. Open the Principal Report generation area from **Reports Library**. 2. Select the required **Principal**. 3. Choose the reporting period that matches the period you want to review. 4. Check the selected Principal and period before continuing. The reporting period controls which deal outcomes, target figures, and active commercial activity Pams includes in the Principal Report. Select a period that reflects the reporting cycle agreed with the Principal, such as the period used for regular sales reviews or target updates. Before generating the report, review the related commercial records for that Principal. Confirm that relevant inquiries, offers, Orders, and deal results have been recorded against the intended Principal. Also check that the target information you expect to discuss is available for the same period. If records are missing, belong to another Principal, or were entered after the selected period, they may not appear in the report you create. Use the sales results already reviewed in [Tracking Principal Sales Results](doc:tracking-principal-sales-results) to confirm that the Principal’s commercial position is ready to report. The Principal Report reflects the information available in Pams for the Principal and reporting period selected when you generate it. [SCREENSHOT: Principal Report generation area showing the Principal selection and reporting period selection] ## Generate a Principal Report Once you have confirmed the Principal and reporting period, create the Principal Report from **Reports Library**. Pams compiles the selected Principal’s deal outcomes, target progress, and current commercial activity into one report that you can review before sharing. 1. In **Reports Library**, open the Principal Report generation area. 2. Select the **Principal** whose results you want to report. 3. Select the reporting period you checked in the previous section. 4. Use the available report-generation action to create the Principal Report. 5. Wait until Pams finishes creating the report, then open the generated report in its report view or preview. Do not change the selected Principal or reporting period while the report is being created. The generated report is intended to show a single, consistent commercial view for the Principal selected at the start. When the report opens, confirm that its heading and report details identify the correct Principal and period. This first check prevents you from reviewing or sharing a report created for the wrong represented company or the wrong reporting cycle. The report combines several connected parts of your commercial work. It can show completed deal outcomes, progress against commercial targets, and commercial activity that remains active during the reporting period. Keep the generated report open while you review each of these areas. If the report does not contain the Principal or period you intended, return to the report-generation area and create a new report with the correct selections. [SCREENSHOT: Generated Principal Report opened in report view, showing the selected Principal and reporting period] ## Review Deal Outcomes and Target Performance Use the generated Principal Report to review the commercial outcomes Pams has included for the selected Principal and reporting period. This review helps you make sure the report represents the business already achieved as well as the progress being made toward the Principal’s commercial targets. 1. Open the generated Principal Report. 2. Review the deal outcomes shown for the selected Principal. 3. Check the targets section and the progress shown against the Principal’s commercial targets. 4. Compare completed outcomes with commercial activity still in progress. 5. Confirm that the figures and outcomes belong to the reporting period before finalizing the report. Start with the deal outcomes section. Check whether the included results match the inquiries, offers, Orders, and commercial results you expected to see for the Principal. Focus on whether completed business is represented accurately and whether the report reflects the intended period. Next, review the target information. The targets section gives you a direct view of progress against the Principal’s commercial targets. Compare the displayed progress with the completed and in-progress business shown elsewhere in the report. This lets you explain whether current activity supports the target position or whether further commercial work is still needed. If you use Booking or Equivalent Booking to measure sales performance, make sure you understand the figures being used before presenting them to the Principal. For more detail on target records and comparable booking values, see [Managing Booking Targets](doc:managing-booking-targets) and [Measuring Equivalent Booking](doc:measuring-equivalent-booking). Do not share the report until the included outcomes and target figures match the reporting period you selected. If you identify missing or incorrect commercial records, update the relevant records in Pams and generate a fresh report. ## Check Current Commercial Activity The current commercial activity section gives the Principal a view of work that is still active during the selected reporting period. Use this part of the Principal Report alongside deal outcomes and targets so that completed business is not confused with ongoing Sales Jobs. 1. In the generated Principal Report, locate the current commercial activity section. 2. Review the active inquiries, offers, Orders, or other commercial records shown for the Principal. 3. Compare these active records with the completed deal outcomes in the report. 4. Check whether the active commercial position is complete for the selected reporting period. 5. Generate a new report if commercial records change before you share it. Look for activity that is still moving through the sales process. For example, an inquiry or offer can show an active Sales Job, while a completed Orders or deal outcome represents business that has reached a later commercial stage. Reviewing both areas lets you present a balanced position: what has already been achieved and what is still being pursued. Check that the activity shown belongs to the selected Principal. If your agency represents several principals, each Principal Report should contain only the commercial activity relevant to the Principal you selected. Also confirm that the activity belongs to the selected reporting period and supports the discussion you plan to have with that Principal. Current commercial activity can change quickly when users add new offers, update Orders, or record new deal results. If any of those records change after you generate the report, the version you already opened may no longer show the latest position. Return to **Reports Library**, select the same Principal and reporting period, and generate a new Principal Report before sharing it. This updated report should be the version you use when discussing the Principal’s active commercial position, deal results, and target progress. ## Apply Your Brand Before Sharing Before sharing a Principal Report, open the generated report in its report view or preview and apply the available branding. A branded report presents the Principal’s commercial information using your organization’s visual identity while keeping the report’s deal outcomes, targets, and current activity clear and easy to read. 1. Open the generated Principal Report in its report view or preview. 2. Use the available branding option for the report. 3. Review the branded report from the beginning to the end. 4. Check that the selected Principal, reporting period, deal outcomes, targets, and current activity remain clear. 5. Keep the finalized branded version as the report you will share. Pay particular attention to the report heading and the sections that carry the most important commercial information. The Principal name and reporting period should be easy to identify. Deal outcomes should remain distinct from current commercial activity, and the targets section should remain easy to read alongside the results presented. If your organization uses approved report templates, use the version available to you in Pams. This supports consistent reporting when different team members prepare reports for different principals. For information about maintaining the templates used for business documents, see [Managing Document Templates](doc:managing-document-templates). Do not treat branding as a substitute for checking the report’s content. The branded report must still show the correct Principal, period, target position, deal outcomes, and active commercial work. Review the report after applying branding rather than relying only on the report version created before branding. [SCREENSHOT: Branded Principal Report preview with the report heading, deal outcomes, targets, and current commercial activity visible] ## Share the Final Principal Report Share the Principal Report only after you have checked its commercial content and finalized its branding. The report should serve as one clear source of information for the selected Principal’s deal results, target status, and active commercial work during the chosen reporting period. 1. Open the finalized branded Principal Report. 2. Confirm the **Principal** and reporting period shown in the report. 3. Review the deal outcomes, target figures, and current commercial activity one final time. 4. Use the available report-sharing action to distribute the report to the intended recipients. 5. Keep the generated report as the version used for that reporting period. Before using the sharing action, check that you are sending the report for the correct Principal. This is especially important when your agency manages several represented companies with different targets, offers, Orders, and commercial priorities. A report prepared for one Principal should not be used as the report for another Principal. Use the final report when discussing commercial performance with the Principal. It brings together achieved deal outcomes, target progress, and ongoing commercial activity in one branded view. This helps you discuss results and Sales Jobs using the same information held in Pams. When a later reporting period is due, create a new Principal Report rather than reusing an earlier version. Select the new reporting period, review the current records, and generate a fresh report so that it reflects the latest deal outcomes, targets, and commercial activity available in Pams. If commercial records are updated after a report has been shared, generate and share a replacement report for the same Principal and period when an updated view is required. ## Overview Principal Reports give you a consolidated commercial view for one represented Principal. Each report is based on the Principal and reporting period you select in **Reports Library**. Pams uses the available commercial information for that selection to present deal outcomes, target progress, and current commercial activity in a single report. Use a Principal Report when you need to present a clear commercial position to a Principal without separately collecting information from inquiries, offers, Orders, and target records. The report is particularly useful for regular performance discussions because it distinguishes between business that has reached an outcome and activity that remains active. A Principal Report can help you discuss: - Deal outcomes recorded for the selected Principal during the reporting period. - Progress against the Principal’s commercial targets. - Current commercial activity that remains active during the reporting period. - The relationship between completed business and ongoing Sales Jobs. - A branded report version suitable for sharing with the Principal. The report reflects the information recorded in Pams when you generate it. If users add or change inquiries, offers, Orders, targets, or other commercial activity after the report is created, generate a new report to show the updated position. This is important when the report is used for a meeting, a target review, or a current commercial update. Principal Reports support the wider Principal Relationship Management process. Keep the Principal relationship and commercial records current, review results through [Tracking Principal Sales Results](doc:tracking-principal-sales-results), and then generate a report when you need a shareable view of that Principal’s performance and active work. ## Prerequisites Prepare the relevant commercial records before generating a Principal Report. The report can only present the information available in Pams for the Principal and reporting period you select, so check the underlying records first. Make sure the following information is available and up to date: - The represented company is recorded as a **Principal** in Pams. For help maintaining Principal information, see [Managing Principal Relationships](doc:managing-principal-relationships). - The inquiries, offers, Orders, and deal outcomes you expect to report have been recorded for the correct Principal. - The reporting period has been decided before you open the Principal Report generation area. - The Principal’s commercial targets are available if you need the report to show target progress. - Current commercial activity for the Principal has been reviewed so you can identify active work that should appear in the report. - You have checked the sales results for the Principal using [Tracking Principal Sales Results](doc:tracking-principal-sales-results). - The available branding and report template are appropriate for the report you plan to share. Use the same Principal and reporting period throughout the report-generation process. Changing either selection produces a different commercial view and may include different deal outcomes, targets, and active records. If you find missing or incorrect information while preparing the report, update the relevant commercial record before generating the final version. After the information is corrected, return to **Reports Library** and create a new Principal Report. This ensures that the branded report you share reflects the commercial position currently recorded in Pams. ## Choose the Booking Target Dimension In Pams, Booking targets are maintained through separate reporting views. Before entering or reviewing a target, choose the dimension that matches the question you need to answer. The selected dimension determines which target records Pams displays and the level at which you review Booking performance. | Select this dimension | Use it when you need to monitor | |---|---| | **Branch** | Booking expectations for a Branch or office location | | **Team** | Booking expectations owned by a sales team | | **Account Manager** | Individual Booking responsibility | | **Principal** | Performance for a represented Principal, manufacturer, or brand | | **Product Type** | Booking expectations for a product category or classification | Use **Branch** when management sets a Booking target for each office or operating location. This view is useful when different Branches have separate market coverage, budgets, or sales plans. Choose **Team** when responsibility is shared by a defined sales group. A Team target helps you review collective ownership, even when members work across the same Branch. Select **Account Manager** when each person has an individual Booking expectation. This view lets you confirm that every Account Manager who owns Booking activity has a maintained target. Use **Principal** to review Booking from the Principal Relationship Management perspective. This is appropriate when the business needs to understand whether Booking results support the commercial plan for a specific Principal. Choose **Product Type** when the focus is on product categories rather than people, teams, or locations. This helps when targets are set for different product classifications. [SCREENSHOT: Booking Target screen showing the available dimension selections: Branch, Team, Account Manager, Principal, and Product Type.] A target entered in one view belongs to that view. For example, a target for a **Branch** is not automatically an individual target for every **Account Manager** in that Branch. Review each dimension separately when you need complete target coverage. ## Set Booking Targets for Branches and Teams Use the **Branch** and **Team** views when you need to establish Booking expectations for offices and sales groups. These views support related planning, but each has its own target values. 1. Open the **Booking Target** area in Pams. 2. Select **Branch** as the target dimension. 3. Review the Branch entries shown in the Booking Target view. 4. Find the Branch that needs a target and enter or update its **Booking Target** value. 5. Click **Save** to keep the change. 6. Repeat the update for each Branch that needs a defined Booking target. The **Branch** view gives you an office-level picture of planned Booking. Use it to make sure each Branch has a value that reflects its expected contribution to the business target. If your company uses more than one Branch, review each one rather than setting a target for only the largest location. Next, maintain targets for the sales groups that own Booking activity. 1. Select **Team** in the Booking Target view. 2. Review the Team entries shown. 3. Enter or revise the **Booking Target** for each Team. 4. Click **Save** after each update. 5. Return to the **Branch** view when you need to compare Branch and Team targets. [SCREENSHOT: Booking Target view with Branch selected and a Booking Target value ready to be saved.] Keep Branch and Team targets aligned with the way work is assigned. A Branch target represents location-level expectations, while a Team target represents group ownership. Review the values together to check whether the expectations set for Teams reasonably support the Branch-level target. If a Team is responsible for Booking across more than one Branch, maintain its Team target in the **Team** view and review Branch targets independently. ## Assign Targets to Account Managers Use the **Account Manager** view to maintain Booking targets for the people responsible for generating or owning bookings. Individual targets make personal responsibility visible alongside the broader targets maintained for Branches and Teams. 1. Open the **Booking Target** area. 2. Select **Account Manager** as the target dimension. 3. Review the Account Manager entries displayed in the list. 4. Locate the Account Manager whose target you need to set or change. 5. Enter the required **Booking Target** value. 6. Click **Save** to retain the updated target. 7. Repeat these steps for each Account Manager who needs an individual Booking target. [SCREENSHOT: Booking Target view with Account Manager selected and individual Account Manager target entries.] Start by checking whether every Account Manager with Booking responsibility appears with a defined target. An entry with no maintained target can make individual performance reviews less meaningful, especially when management compares personal results with Team or Branch expectations. When setting a value, consider the person’s assigned sales ownership rather than copying the full Team target to every individual. The Account Manager target is an individual perspective. The Team target remains a separate group perspective, and the Branch target remains a location perspective. After updating individual values, switch between **Account Manager**, **Team**, and **Branch** views. Check that the targets make sense when viewed together: - Account Manager targets should reflect individual ownership. - Team targets should reflect the sales group’s expected contribution. - Branch targets should reflect the expected contribution of the office or location. If an Account Manager changes teams or no longer owns Booking activity, revisit the **Account Manager** view and update the displayed **Booking Target** as needed. Keep changes in the individual view; changing a Team or Branch target does not replace the target maintained for an Account Manager. ## Set Targets by Principal and Product Type Booking targets can also be maintained from a commercial perspective, not only by sales ownership. Use **Principal** and **Product Type** when you need to monitor whether bookings support represented brands, manufacturers, or product categories. 1. Open the **Booking Target** area and select **Principal**. 2. Review the Principals displayed in the target list. 3. Find the Principal for which you need to maintain a target. 4. Enter or update the **Booking Target** value. 5. Click **Save**. 6. Repeat the process for each Principal that requires a defined Booking target. A **Principal** target is useful when an agency represents multiple Principals and needs to monitor the planned Booking contribution of each relationship. It lets you review commercial expectations by Principal, regardless of which Branch, Team, or Account Manager owns the related sales activity. To maintain category-focused targets: 1. Select **Product Type** in the Booking Target view. 2. Review the available Product Type entries. 3. Locate the Product Type that needs a target. 4. Enter or revise the **Booking Target** value. 5. Click **Save** to keep your changes. [SCREENSHOT: Booking Target screen showing the Principal and Product Type selections.] Use **Product Type** when your sales plan is organized around product classifications. For example, a business may need separate Booking expectations for different categories in its portfolio, even when the same Account Manager sells more than one category. Do not treat Principal and Product Type targets as replacements for Branch, Team, or Account Manager targets. Each view answers a different question: - **Principal** shows the target associated with a represented Principal. - **Product Type** shows the target associated with a product classification. - **Branch**, **Team**, and **Account Manager** show ownership and location perspectives. Maintain each view that your business uses for performance reporting so targets remain meaningful in every reporting perspective. ## Review Booking Targets Across Reporting Views Reviewing Booking targets across all five views helps you see whether target responsibility is fully distributed across the business. In Pams, move between **Branch**, **Team**, **Account Manager**, **Principal**, and **Product Type** to review each perspective without assuming that one view automatically covers another. 1. Open the **Booking Target** area. 2. Select **Branch** and review whether every relevant Branch has a displayed **Booking Target**. 3. Select **Team** and check target coverage for each sales group. 4. Select **Account Manager** and identify people with missing or unexpected target values. 5. Select **Principal** to review target coverage for represented Principals. 6. Select **Product Type** to review target coverage by product classification. 7. Click **Save** if you make any corrections while reviewing a view. Use the **Branch** view to assess target coverage by office or operating location. This helps you identify a Branch that has Booking responsibility but no maintained target. Use the **Team** view to assess whether group targets are defined where sales ownership is shared. A Team with no value may need review even if its Branch has a target. The **Account Manager** view is your individual assignment check. Look for Account Managers who are expected to own bookings but do not have a displayed Booking Target. The **Principal** and **Product Type** views provide commercial analysis perspectives. They are particularly useful when management needs to monitor targets for individual Principals or product classifications alongside sales ownership. [SCREENSHOT: Booking Target view being switched between Branch, Team, Account Manager, Principal, and Product Type.] Compare related values carefully, but do not expect them to match line by line. The same Booking activity can be viewed by location, team, individual, Principal, and Product Type. The purpose of the review is to find missing coverage or values that no longer reflect current business ownership, not to treat every reporting view as the same target list. ## Correct Missing or Misaligned Booking Targets Correct a Booking target in the view where the issue appears. Because Pams maintains targets separately for **Branch**, **Team**, **Account Manager**, **Principal**, and **Product Type**, updating one reporting view does not automatically update the others. 1. Open the **Booking Target** area. 2. Select the dimension where you found the issue, such as **Team** or **Principal**. 3. Check whether the required Branch, Team, Account Manager, Principal, or Product Type appears in that view. 4. If it appears, enter or update the **Booking Target** value. 5. Click **Save**. 6. Reopen or revisit the same dimension view and confirm that the intended value is displayed. If an expected Branch, Team, Account Manager, Principal, or Product Type does not appear in the relevant view, first confirm that it is available in Pams for normal business use. For example, use the relevant **Branches**, **Teams**, **Account Managers**, **Principals**, or **Product Types** area to check whether the item is present and available. Return to **Booking Target** after it is available, then review the correct dimension again. If a target was entered at the wrong level, correct it in the intended view. For example: - A target needed for one salesperson belongs in **Account Manager**, not only in **Team**. - A target for a represented manufacturer belongs in **Principal**, not only in **Branch**. - A target for a category belongs in **Product Type**, not only in **Principal**. [SCREENSHOT: Booking Target list showing a selected dimension and a corrected Booking Target value.] When totals or target coverage appear inconsistent, review all five dimensions one at a time. A Branch target, Team target, Account Manager target, Principal target, and Product Type target are distinct reporting perspectives. Confirm the displayed **Booking Target** value in each affected view after saving, so the correction is visible where performance will be reviewed. ## Overview Booking targets in Pams provide a structured way to set expected Booking performance across the parts of the business that matter to your sales operation. Rather than relying on one broad target, you can maintain targets by **Branch**, **Team**, **Account Manager**, **Principal**, and **Product Type**. This approach supports different types of management review: - A Branch leader can review the expected Booking contribution for a location. - A sales leader can review the Booking expectation assigned to a Team. - An Account Manager can be assigned an individual target that reflects personal ownership. - A Principal-focused review can assess the expected contribution of each represented Principal. - A product-focused review can assess planned Booking by Product Type. The five views are designed to be used together. They do not represent a single target divided automatically across every perspective. Instead, each view supports a separate reporting need. For example, a Team may have a Booking target, while each Account Manager in that Team also has an individual target. Similarly, a Principal target can be maintained independently from the targets for the Branches and Account Managers selling that Principal’s products. [SCREENSHOT: Booking Target area showing the five reporting dimensions available for review.] Keep target values current when sales ownership, represented Principals, Branch responsibilities, Teams, or Product Types change. A target that was appropriate for an earlier sales plan may no longer provide a useful basis for review after responsibilities shift. Booking targets are most useful when they reflect actual ownership and commercial priorities. Review them before using target-related dashboards, reports, or performance discussions. If a target is missing, placed in the wrong view, or no longer aligned with current responsibilities, correct it in the relevant Booking Target dimension so Pams displays the intended target for that reporting perspective. ## Prerequisites Before maintaining Booking targets, make sure the people, groups, locations, Principals, and Product Types that you want to target are already available in Pams. The Booking Target view can only display entries that are available for the selected dimension. Prepare the following before you begin: - A clear decision on which of the five views you need: **Branch**, **Team**, **Account Manager**, **Principal**, or **Product Type**. - The Booking target value to maintain for each relevant entry. - Confirmed sales ownership for the Branches, Teams, and Account Managers that will be reviewed. - A current list of represented **Principals** where Principal-level Booking targets are required. - A current set of **Product Types** where category-level Booking targets are required. If you are setting targets by Branch, confirm that the required Branch is available in **Branches**. If you are assigning targets by Team or Account Manager, confirm that the appropriate Team and Account Manager are available in Pams. For Principal and Product Type planning, confirm that the Principal or Product Type you expect to target is available in its corresponding area before returning to **Booking Target**. You should also agree internally on how the views will be used. For example, decide whether all Account Managers require individual targets, whether every Principal needs a commercial target, and whether Product Type targets apply across the full portfolio or only selected classifications. This prevents incomplete coverage and avoids entering targets in a view that does not match the intended review. Do not assume that targets maintained in one view will appear in another. If you need Branch, Team, and Account Manager targets, maintain each of those views separately. After targets are in place, continue with [Measuring Equivalent Booking](doc:measuring-equivalent-booking) to understand how Pams uses reference commission and reference margin to compare Booking performance across deals with different commercial terms. ## Compare Deal Terms on an Equivalent Booking Basis **Equivalent Booking** is the Pams measure used to compare Bookings fairly when deals have different commercial terms. Rather than treating every recorded Booking as directly comparable, Pams evaluates each Booking against a common reference based on **Reference Commission/Margin**. A recorded Booking reflects the value captured for a specific deal. That deal may have its own **Agreed Commission**, **Margin**, **Commission (%)**, and commercial arrangement. Two deals can therefore have the same recorded value while producing very different expected earnings for your agency. Looking only at the recorded Booking can make one sales result appear equal to another when the commercial return is not equal. Use **Equivalent Booking** when you need to answer performance questions such as: - Which salesperson or Sales Team produced the stronger commercial result? - Did Bookings improve from one period to another after allowing for different commission or margin terms? - Is a large deal genuinely stronger than a smaller deal with a better commission or margin? - How much progress has been made toward a **Booking Target** on a comparable basis? The reference rule provides the shared baseline for this comparison. Pams uses the applicable **Reference Commission** or **Reference Margin** to translate the recorded Booking into an Equivalent Booking value. The result lets you compare deals as though they were assessed using the same commercial benchmark. Keep the three values separate in your review: - **Booking** is the recorded value of the deal. - **Deal terms** are the commercial details that apply to that deal, including its Agreed Commission or Margin. - **Equivalent Booking** is the comparable value after Pams applies the selected reference basis. [SCREENSHOT: A booking performance view showing Booked, Equivalent Booking, Agreed Commission, Margin, and Reference Commission/Margin values.] Equivalent Booking does not replace the original Booking. It gives you a second, more consistent view for performance measurement when deal terms differ. ## Identify the Deal Terms That Affect Your Comparison Before comparing Bookings, review the commercial terms attached to each deal. The most important values for Equivalent Booking are the deal’s **Agreed Commission** and **Margin**, together with the **Reference Commission/Margin** used as the common basis. A deal with a high recorded Booking may not produce the same commercial result as another deal of the same value. For example, one Sales Job may carry a stronger Agreed Commission, while another may depend on a different Margin. If you compare only the Booked amount, the difference in commercial structure is hidden. **Equivalent Booking** makes that difference visible by assessing both deals against the same reference. For every Booking you plan to include in a comparison, check that you can identify: - The recorded **Booked** value. - Whether the Booking is based on commission, margin, or both as shown in the deal’s commercial details. - The applicable **Agreed Commission** or **Margin**. - The **Reference Commission** or **Reference Margin** used for the comparison. - The reporting period in which the Booking is being measured. - Whether the Booking relates to **For Own Jobs** or **For Principal Jobs**, where this distinction matters to your performance review. The comparison period is important because commercial terms can vary over time. If all Bookings in a monthly review use the same reference basis, they can be compared directly. If the reference basis changed between periods, identify that change before drawing conclusions from the Equivalent Booking totals. Use the recorded Booking to understand the value secured. Use the commercial terms to understand the conditions under which it was secured. Then use Equivalent Booking to separate real performance movement from differences caused only by commission or margin terms. [SCREENSHOT: Commercial details for a Sales Job showing Agreed Commission, Commission (%), Margin, and Reference Commission/Margin.] ## Choose the Reference Rule for Each Performance Comparison Start each comparison with a clear performance question. The question determines the reference rule you should use. For example, you may want to compare two Sales Teams, review performance against a **Booking Target**, or compare the current period with an earlier period. Choose one common reference basis before reviewing the figures. In Pams, this basis is represented through **Reference Commission** and **Reference Margin**. Use the reference that reflects the standard commercial benchmark for the comparison you are making. When selecting the basis, keep these points in view: - For a commission-focused comparison, use a consistent **Reference Commission** across every Booking included. - For a margin-focused comparison, use a consistent **Reference Margin** across every Booking included. - If you are reviewing a mixed portfolio, make sure the selected **Reference Commission/Margin** reflects the basis agreed for that performance view. - Do not change the reference values after reviewing only part of the comparison set. A changed reference makes the resulting Equivalent Booking values inconsistent. For example, if you are reviewing actual performance against a Sales Target for one quarter, apply the same reference basis to all Bookings included in that quarter. If you are comparing two periods, confirm that the same basis is used in both periods. If it is not, clearly identify the different basis before comparing totals. Record the selected reference rule with the analysis. Where you use a **Note**, include the reference type and value used, such as whether the review is based on **Reference Commission** or **Reference Margin**. This gives managers and reviewers a clear basis for checking the result later. A reference rule is not a statement that every deal has identical terms. It is the shared benchmark that makes different deal terms comparable. ## Calculate and Compare Equivalent Booking Results Once you have identified the applicable deal terms and selected one reference basis, use **Equivalent Booking** as the main measure for comparison. Pams uses the recorded Booking together with the applicable commercial terms and the selected **Reference Commission/Margin** to present a comparable Booking value. Review the figures side by side: - Use **Booked** to see the value recorded for each deal. - Use **Equivalent Booking** to compare the commercial strength of those Bookings on a shared basis. - Use **Agreed Commission** and **Margin** to understand why a Booking may differ from its Equivalent Booking value. - Use **Reference Commission** and **Reference Margin** to confirm that all results use the same benchmark. When you review a Sales Team, a salesperson, a Principal portfolio, or a reporting period, compare the **Equivalent Booking** values before deciding which result performed better. This prevents a large Booking with weaker terms from being treated as automatically stronger than a smaller Booking with more favorable terms. Equivalent Booking is especially useful when reviewing progress against a **Booking Target**. A target comparison based only on recorded Bookings can be affected by the mix of commercial terms in the period. A comparison based on Equivalent Booking shows progress using the agreed reference basis instead. Use one reference rule for the full comparison set. For example, if you compare all Bookings for a month, every included Booking should use the same Reference Commission or Reference Margin. This creates a consistent total that can be compared with another month, another Sales Team, or another Principal portfolio. [SCREENSHOT: A performance comparison showing Booked and Equivalent Booking values for several Sales Jobs under one shared reference basis.] Do not interpret Equivalent Booking as a replacement for the recorded value. It is the value to use when the purpose is like-for-like performance comparison. ## Interpret Changes Between Raw and Equivalent Booking A difference between **Booked** and **Equivalent Booking** shows the effect of applying the selected **Reference Commission/Margin** to the terms of a deal. The difference does not, by itself, mean that the deal is good or poor. It shows that the deal’s actual commercial terms are different from the common benchmark used for the comparison. Use both values to understand what changed: - A higher **Booked** value shows that more recorded value was secured. - A higher **Equivalent Booking** value shows stronger performance on the shared commercial basis. - A change in **Agreed Commission** or **Margin** can cause Equivalent Booking to change even when the recorded Booking is similar. - A change in the mix of deals can cause total Equivalent Booking to move differently from total Booked value. For example, a reporting period may show an increase in Booked value because it includes several high-value deals. If those deals have different commission or margin terms from the previous period, the Equivalent Booking result may show a smaller increase, no increase, or a different pattern. This means the recorded value changed, but the comparable commercial performance did not move in the same way. Likewise, a period with lower recorded Bookings may still show a strong Equivalent Booking result if the deals secured during that period have more favorable terms relative to the selected reference basis. When presenting results to a manager, Sales Team, or Principal, show both measures together: - Present **Booked** when discussing the recorded value of secured business. - Present **Equivalent Booking** when discussing fair performance comparisons, target progress, and trends across different deal terms. - Present the selected **Reference Commission/Margin** so the basis of the comparison is clear. This approach keeps the discussion focused on actual sales activity while avoiding conclusions based solely on differences in commercial structure. ## Validate Equivalent Booking Comparisons Before Reporting Before using Equivalent Booking in a Sales Target review, dashboard discussion, or report, validate the Bookings included in the comparison. A reliable comparison depends on complete deal terms and one clearly defined reference basis. Check each Booking against the following points: - Confirm that the recorded **Booked** value is the value you intend to measure. - Review the deal’s **Agreed Commission**, **Commission (%)**, and **Margin** where these are relevant to the Booking. - Confirm the **Reference Commission** or **Reference Margin** used for the comparison. - Verify that every Booking in the comparison uses the intended **Reference Commission/Margin**. - Check that the Bookings belong to the correct reporting period, Sales Team, Principal, or other group being reviewed. - Identify Bookings with incomplete commercial details before including them in a total. Avoid adding together Equivalent Booking values that were produced using different reference rules unless the report clearly separates the groups and explains the basis used for each one. A combined total is only meaningful when its underlying values were assessed consistently. If you review results across periods, retain the reference basis used for each period. Include the selected **Reference Commission** or **Reference Margin** in the **Note** or supporting review material. This makes it possible for another reviewer to understand why the Equivalent Booking figures were produced and to reproduce the same comparison later. When results are shared through **Business Analysis**, a dashboard, or a performance report, distinguish clearly between **Booked** and **Equivalent Booking**. Label the measure being discussed so readers know whether they are seeing recorded deal value or normalized performance value. A validated Equivalent Booking comparison gives management a dependable basis for reviewing Booking progress without allowing varying deal terms to distort the result. ## Overview Pams uses **Equivalent Booking** to give sales agencies, trading teams, and hybrid businesses a consistent way to assess Booking performance across deals with different commercial terms. This is particularly important when your team manages a mixture of Principal Sales Jobs, own-product sales, and projects with different **Agreed Commission** or **Margin** arrangements. The measure supports a more meaningful review of: - **Booking Target** achievement. - Salesperson and **Sales Teams** performance. - Principal portfolio performance. - Performance trends across reporting periods. - The difference between recorded deal value and comparable commercial contribution. Equivalent Booking works alongside, rather than instead of, the **Booked** value. The Booked value remains important for understanding the recorded value of sales activity. Equivalent Booking is the measure to use when comparing results that may have been created under different deal terms. For instance, a team may secure two Sales Jobs with similar Booked values. One may carry a higher Agreed Commission, while the other may have a different Margin. Viewing only the Booked amounts does not show the difference in their commercial outcome. Reviewing **Equivalent Booking** with a shared **Reference Commission/Margin** gives both results a common comparison basis. This page focuses on how to interpret and validate that comparison. It does not replace the work of defining targets. For guidance on creating and maintaining targets before measuring progress, see [Managing Booking Targets](doc:managing-booking-targets). [SCREENSHOT: A target and performance view showing Booking Target, Booked, Equivalent Booking, Reference Commission, and Reference Margin.] Use Equivalent Booking whenever the question is about comparable performance rather than the recorded value of an individual deal. ## Prerequisites Before reviewing Equivalent Booking, make sure you have the Booking information and commercial terms needed for a meaningful comparison. You do not need every Sales Job in Pams to use identical terms, but you do need a clear common basis for the group of Bookings you want to assess. Prepare the following information: - The Sales Jobs, Principal records, Sales Teams, or reporting periods you want to compare. - The recorded **Booked** values for the selected deals. - The applicable **Agreed Commission** or **Margin** for each Booking. - The **Reference Commission** or **Reference Margin** that will be used as the common reference rule. - The purpose of the comparison, such as target progress, period performance, Sales Team comparison, or Principal portfolio review. - The period boundaries for the review, so that Bookings are grouped consistently. If you are measuring achievement against a target, first confirm that the relevant **Booking Target**, **Sales Target**, **Team Target**, or **Target and Budget** view reflects the period and group you are reviewing. For target setup and maintenance, use [Managing Booking Targets](doc:managing-booking-targets). Do not begin with a total and then try to explain it afterward. First decide which Bookings belong in the review and which **Reference Commission/Margin** will apply. This avoids mixing Bookings that were assessed using different commercial baselines. Where a Booking has incomplete commission or margin information, review the commercial details before using its Equivalent Booking value in a comparison. Incomplete terms make it difficult to determine whether the result is comparable with the rest of the group. After you have established a consistent basis, continue to [Reviewing Sales Performance](doc:reviewing-sales-performance) to use Booked and Equivalent Booking results in a wider performance review. ## Orienting Yourself in the Sales Performance Dashboard Use the **Dashboard** area in Pams as your central workspace for reviewing sales performance. The dashboard brings together the performance indicators that matter in day-to-day sales management: current results, **Forecast**, **Target**, profitability, and team achievement. Rather than reviewing Sales Jobs, Offers, and Orders one at a time, start with the dashboard to understand the current overall position. Dashboard values provide a snapshot of the performance shown in the current reporting view. Use them to see what has already been achieved, booked, or sold. The **Forecast** and **Target** values add a forward-looking comparison: - **Current results** show the sales performance already reflected in the dashboard. - **Forecast** shows the expected sales outcome based on available sales information. - **Target** shows the planned sales outcome for the period. - **Profitability** shows whether the sales results are producing financially valuable outcomes. - **Team achievement** shows how the overall result is distributed across the sales team. [SCREENSHOT: Dashboard showing sales performance, Forecast, Target, profitability, and team achievement indicators] Read these indicators together. A strong current sales result does not automatically mean that the team will meet its target, because the forecast may show that expected future performance is lower than planned. Likewise, a high sales value is not necessarily a strong business result if profitability is weak. When reviewing booking performance, use the **Equivalent Booking** values shown in Pams where available. Equivalent Booking makes deals with different commission or margin terms comparable. For the calculation and meaning of this value, see [Measuring Equivalent Booking](doc:measuring-equivalent-booking). Use the dashboard first to identify where attention is needed, then review the relevant Sales Jobs, Offers, or team results in more detail. ## Reviewing Current Sales Results on the Dashboard 1. Open the **Dashboard** area in Pams and select the dashboard view that displays sales performance indicators. Review the current values shown for sales performance before drawing conclusions from forecasts or targets. Focus first on what Pams currently reports as achieved, booked, or sold in the displayed reporting view. 2. Check the overall performance values against the dashboard’s **Target** and **Forecast** indicators. This gives you an immediate view of whether current sales activity is progressing in line with expectations. A value below Target may still be acceptable if the Forecast shows that expected Sales Jobs or Orders are likely to close during the period. A current value that is high may still require attention if the Forecast is weakening. 3. Review the available team achievement indicators alongside the overall result. Compare the combined team result with the achievement shown for individual sales members or Sales Teams. This helps you determine whether performance is broadly shared or concentrated in only part of the team. 4. Record the measures that need follow-up. Prioritize indicators where the dashboard shows: - Performance below **Target** - A **Forecast** lower than the Target - Weak profitability despite a strong booked or sold value - Large differences between team achievement results - A team result that does not support the overall forecast 5. Use the dashboard as the starting point for a focused sales review. For example, if sales performance is behind plan, open the relevant **Sales Jobs**, **Offers**, or **Orders** to review the work contributing to that result. Keep the dashboard visible as your reference point so that individual deal discussions remain connected to the wider target and forecast position. [SCREENSHOT: Sales performance dashboard with an overall result and team achievement indicators highlighted] ## Comparing Forecasts with Sales Targets 1. On the sales performance dashboard, find the **Forecast** value for the current reporting view. Treat this as the expected sales outcome based on the sales information currently available in Pams. The Forecast helps you look beyond the results already booked or sold and assess where the period is likely to finish. 2. Compare the Forecast with the corresponding **Target** value. The difference between these two values is the most useful starting point for judging whether the sales plan is on track: - A Forecast at or above Target indicates that expected performance supports the planned outcome. - A Forecast close to Target indicates that active follow-up is important because relatively small changes may affect achievement. - A Forecast below Target indicates a gap between expected performance and the planned outcome. 3. Focus your review on the gap, not only on the absolute sales value. A large Forecast can still represent a problem when the Target is larger. Conversely, a lower Forecast may be acceptable if the Target for the reporting view is also lower. Use the Target as the planned benchmark and the Forecast as the expected outcome. 4. Distinguish a current-result shortfall from a forecast shortfall. A current-result shortfall means the dashboard’s achieved, booked, or sold value has not yet reached Target. This may recover if the Forecast remains strong. A forecast shortfall means the expected outcome itself is below Target, which signals that the gap is likely to continue unless Sales Jobs, Offers, or Orders develop differently. 5. Use the comparison to direct sales follow-up. Review Sales Jobs and Offers that could improve the Forecast, especially where expected order timing, commercial terms, or customer decisions affect whether the Target can still be achieved. [SCREENSHOT: Dashboard comparison showing Forecast below, equal to, and above Target] ## Evaluating Profitability Alongside Sales Results 1. Review profitability indicators together with the sales performance values on the **Dashboard**. Do not judge performance only by the amount achieved, booked, or sold. A high sales value can be less valuable to the business when the related margin, commission, or expected earning is low. 2. Compare the dashboard’s performance result with its profitability result. Look for cases where sales output appears strong but profitability does not increase at a comparable level. These results require closer review because they may be helping the team reach a booking or sales target without delivering the expected financial outcome. 3. Use **Equivalent Booking** as part of this review when it is available in the dashboard. Equivalent Booking allows you to compare deals fairly when they carry different commission rates or margins. This is particularly useful for sales agencies representing multiple Principals, where a large order for one Principal may generate a different level of earning than a similar-sized order for another. 4. Compare profitability with both **Forecast** and **Target**. If the Forecast suggests that the Target will be achieved, check whether the forecasted performance is also profitable. A sales plan should support both target attainment and financially sustainable growth. Reaching Target through low-profitability work may require a closer review of commercial terms, Principal commissions, or the mix of Sales Jobs. 5. Flag dashboard results that show any of the following: - Strong achieved or booked sales with weak profitability - A Forecast that supports Target achievement but does not support expected earning - High team achievement that relies mainly on lower-value sales - Profitability declining while sales performance increases Use these findings when reviewing sales priorities. Give appropriate attention to Sales Jobs and Offers that strengthen both the sales result and the profitability result. [SCREENSHOT: Dashboard widgets comparing sales performance with profitability and Equivalent Booking] ## Assessing Team Achievement Against Performance Goals 1. Review the team achievement indicators displayed on the sales performance dashboard. These indicators show how the overall sales result is distributed across the team. Begin by comparing the total team achievement with the dashboard’s overall performance value, Forecast, and Target. 2. Check whether the team’s combined activity supports the expected outcome. If the overall Forecast is close to or above Target, look for team achievement results that support this position across the Sales Team. If only one person or a small part of the team is carrying most of the result, the total Forecast may be more exposed to changes in a limited number of Sales Jobs or Offers. 3. Identify significant differences between achievement results. Differences can indicate where a manager may need to review workload, deal progress, or sales activity. Use the dashboard to identify the area requiring attention before opening the related Sales Jobs, Offers, or Tasks. 4. Discuss team achievement in the context of the performance goal. A team member with a high booked or sold value may be making a strong contribution to the Target. However, also check profitability and Equivalent Booking where available. This ensures that achievement is assessed using comparable and financially meaningful results, especially when team members work with different Principals, product portfolios, or commercial terms. 5. Use the dashboard findings to guide practical follow-up: - Review Sales Jobs that are important to the Forecast. - Review Offers that may affect the Target gap. - Balance attention across team members where achievement is uneven. - Focus coaching or deal review on results that are below performance or profitability expectations. - Recognize when a team result depends heavily on a small number of expected orders. [SCREENSHOT: Team achievement indicators compared with overall Forecast, Target, and profitability] ## Investigating Gaps Between Performance, Forecasts, and Targets 1. Start with the dashboard measure that shows the largest gap. Compare the current sales performance result with the **Target**, then compare the **Forecast** with the same Target. This separates a gap in today’s results from a gap in the expected outcome. 2. When current performance is below Target, use the Forecast to determine whether the shortfall is likely to recover. A Forecast near or above Target suggests that available Sales Jobs, Offers, or Orders may close the gap. A Forecast that remains below Target indicates that the shortfall is expected to persist unless sales activity changes. 3. When the Forecast is below Target but the current dashboard result appears strong, review the forward-looking position carefully. This combination can mean that earlier sales activity produced good results, while the expected sales outcome for the remainder of the reporting view is falling behind plan. Review the Sales Jobs and Offers that are expected to contribute to the Forecast. 4. When Target achievement is high but profitability is weak, do not treat the Target as fully successful without further review. Check which sales results are contributing to the profitability gap. Look for deals with lower margins, lower commissions, or weaker expected earning compared with their sales value or Equivalent Booking result. 5. When overall performance and team achievement do not align, compare team-level achievement results. For example, a strong overall number with uneven team achievement may show that performance is concentrated in a small group. A broadly active team with a weak overall result may indicate that sales effort is not converting into sufficient booking, sales value, or profitability. 6. Record the specific gap you need to address: performance to Target, Forecast to Target, profitability to sales output, or team achievement to overall result. This keeps Sales Job and Offer reviews focused on the issue visible in the dashboard. [SCREENSHOT: Dashboard showing an overall performance gap, Forecast gap, profitability gap, and uneven team achievement] ## Overview The sales performance dashboard in Pams gives you a single place to review whether sales activity is producing the expected business result. Use it to compare current performance with the planned **Target**, assess the expected **Forecast**, review profitability, and understand how results are distributed across the Sales Team. The dashboard supports four connected review questions: | Review area | What to compare | What the comparison tells you | |---|---|---| | Current performance | Achieved, Booked, or Sold values against Target | Whether results already recorded are meeting the plan | | Forecast | Forecast against Target | Whether expected performance is on track, at risk, or ahead of plan | | Profitability | Profitability against sales performance and Forecast | Whether sales results are financially valuable as well as high in volume | | Team achievement | Team indicators against overall performance | Whether results are shared across the team or concentrated in selected members | Use **Target** as the planned outcome for the reporting view. Use **Forecast** as the expected outcome based on the sales information currently available in Pams. Use current performance values to understand what has already been achieved. Review all three together; none provides the full picture on its own. For agencies working with multiple Principals, review **Equivalent Booking** where shown. Equivalent Booking helps compare performance fairly across sales with different commission or margin terms. It gives managers a more consistent basis for reviewing team contribution than sales value alone. Profitability is equally important. A strong sales result can require attention if it produces weak profitability. Conversely, a result below Target may still contain high-value Sales Jobs that deserve focused follow-up. Use the dashboard to identify these differences before reviewing individual Sales Jobs, Offers, Orders, and team results. ## Prerequisites Before reviewing sales performance in Pams, make sure the dashboard contains the sales performance indicators relevant to your reporting view. The review depends on the values shown for current sales results, **Forecast**, **Target**, profitability, and team achievement. Prepare the following information before using the dashboard: - The reporting view you want to assess, such as the period used for your team’s sales target and forecast review. - The relevant **Target** value, so you can compare planned performance with actual and expected results. - The current **Forecast** value, so you can assess whether available Sales Jobs, Offers, and Orders are expected to support the Target. - The dashboard’s sales performance and profitability indicators, so you can review output and financial value together. - The displayed team achievement indicators, so you can see how the overall result is distributed across the Sales Team. - Access to the related **Sales Jobs**, **Offers**, and **Orders** for any dashboard value that requires follow-up. If your sales activity includes deals for multiple Principals or deals with different commission and margin terms, make sure you understand the **Equivalent Booking** measure before comparing team results. Read [Measuring Equivalent Booking](doc:measuring-equivalent-booking) for guidance on using comparable booking values in performance reviews. Keep the review focused on the dashboard values shown in Pams. When you identify a gap, use the relevant Sales Job or Offer to investigate the commercial situation behind it rather than relying only on the total dashboard number. This approach connects target review with the actual sales work that can improve the Forecast, profitability, and team achievement. ## Understanding Material Requisitions and Their Status A **Material Requisition** (MRQ) is the Pams record used to request the materials needed for a specific **Project** or **Orders**. It gives purchasing and warehouse users a clear, traceable request for the items, quantities, and dates required to complete work or meet customer demand. Use a project-linked MRQ when materials are required for work managed through a **Project**, such as project installation, production, or delivery activities. Select the relevant **Project** so the requirement remains connected to the correct project records, BOM, and purchasing activity. Use an order-linked MRQ when the materials are required to fulfill a particular customer order. Select the related **Orders** so the requested items can be tracked against that customer demand. Choose the reference that best identifies why the materials are needed; this makes it easier to review material demand later from the Project or Orders. The **MRQs** list, including **Current MRQs**, helps you monitor open requirements across your work. Each record shows the requested materials and lets you review the remaining demand as fulfillment progresses. Use the list to identify requests that still need stock, purchasing activity, or follow-up before the required date. An MRQ normally moves through these operational stages: - You enter the requirement with the correct **Project** or **Orders**, material lines, quantities, and required date. - The request is saved for review, with **Draft** used when details are not yet final. - The materials are checked against available stock or handled through purchasing when stock is not available. - Material quantities are issued, received, or otherwise fulfilled against the request. - The MRQ is complete when no required quantities remain outstanding, or it is cancelled when the work is no longer needed. [SCREENSHOT: The MRQs list showing several material requisitions with Project, Orders, Responsible, required date, and status information.] ## Preparing the Project or Order Requirement Before creating an MRQ, confirm that the material requirement already belongs to an existing **Project** or **Orders** in Pams. The MRQ should support a real piece of work or customer demand, not serve as a general reminder to obtain materials. Using the correct source reference keeps the requirement visible to everyone reviewing the related Project or Orders. Collect the material details before opening the MRQ form. For each required item, identify the **Item**, **Quantity**, and **Unit**. If the item needs clarification, prepare a clear **Material Description**, **Description**, or **Note** so the people fulfilling the request understand what is required. Check whether different materials are needed on different dates; this helps you avoid grouping urgent and non-urgent requirements without clear notes. Review available stock before requesting additional materials. Check the relevant stock information, such as **Stock By Products**, when you need to understand whether the item is already available. If stock exists, the MRQ can reflect the planned material issue. If stock is unavailable or insufficient, the remaining requirement can be handled through purchasing. Have the following information ready for the MRQ: - The related **Project** or **Orders** - The person shown in **Responsible** - The required date, using **Required Receiving Date** where applicable - The intended **Delivery Destination** or material issue location - Each required **Item**, **Quantity**, and **Unit** - Any useful **Note** about the material requirement, delivery timing, or work purpose If the requirement comes from a BOM, compare the BOM material list with the actual work requirement before creating the MRQ. This helps ensure that quantities requested in Pams match the materials needed for the project or order. For more guidance on preparing BOM material lists, see [Managing Bills of Material](doc:managing-bills-of-material). [SCREENSHOT: A Project or Orders with the material requirement details available before an MRQ is created.] ## Creating a Material Requisition 1. Open the **MRQs** or **Current MRQs** list in Pams and choose the option to create a new **Material Requisition**. Start the request only after you have confirmed the correct Project or Orders reference and the materials required. 2. Complete the header details. Select the relevant **Project** for project work or the relevant **Orders** for customer-order demand. Enter the person in **Responsible**, select the appropriate **MRQ type** when shown, and enter the required date. Use **Required Receiving Date** when the date represents when the materials must be available. Select the **Delivery Destination** or issue location where the materials are needed. 3. Add one material line for each required item. Select the **Item**, enter the **Quantity**, and verify the **Unit**. Add a **Material Description**, **Description**, or **Note** when the item needs further explanation. For example, use a note to identify a project area, a package requirement, or an important timing detail. 4. Review every line before saving. Confirm that the selected items, quantities, and units match the Project, Orders, or BOM requirement. Check stock availability where relevant, and make sure the MRQ does not duplicate an existing open request for the same materials. 5. Click **Save** to keep the MRQ open for further review, or click **Save and Close** when the details are complete. Keep the record as **Draft** while quantities, dates, or references still need confirmation. Once the requirement is confirmed, save the completed MRQ so it can be used for material fulfillment and purchasing follow-up. [SCREENSHOT: A Material Requisition form showing Project, Orders, Responsible, Required Receiving Date, Delivery Destination, and material lines with Item, Quantity, and Unit.] ## Reviewing and Updating Requisition Lines Open an MRQ from the **MRQs** list whenever the Project scope, Orders demand, or required date changes. Review the header first to confirm that the **Project** or **Orders** is still correct. Then review each material line to compare the original **Quantity** with the quantity that remains to be fulfilled. Where Pams shows **Remaining** information, use it to identify the part of the request that still needs action. Update material lines as soon as you receive confirmed changes from the project or sales work. You may need to: - Increase or reduce the **Quantity** - Change the **Unit** when the approved requirement uses a different unit - Update the required date, including **Required Receiving Date** - Add or revise a **Note** or **Material Description** - Correct an **Item** selected in error before fulfillment begins When a new item is required for the same Project or Orders, add it to the existing MRQ rather than creating a separate request with the same purpose. Keeping related material lines together makes the record easier to review and reduces the risk of duplicate purchasing or duplicate material issues. Remove or cancel lines that are no longer required before they are fulfilled. Do not leave obsolete items on an active MRQ, because they can be treated as real demand by the people checking stock or arranging purchasing. If the full request is no longer needed, update the MRQ so it is no longer included with active requirements and can be recognized as a cancelled request. Save your changes with **Save**, or use **Save and Close** when you have finished reviewing the MRQ. Reopen the saved record from **Current MRQs** to make sure the remaining quantities and material notes reflect the current requirement. [SCREENSHOT: An MRQ detail screen with multiple material lines, including requested quantities, remaining quantities, notes, and the linked Project or Orders.] ## Tracking Materials Against Projects and Orders Use the **MRQs** list to monitor active material requirements across Projects and Orders. Start with **Current MRQs** when you need to focus on requests that still require attention. Use the available list filters to narrow the records by **Project**, **Orders**, **Responsible**, required date, or current status. Filtering is particularly useful when several projects are active at the same time. For example, filter by a specific **Project** before reviewing its material demand, or filter by **Required Receiving Date** to identify materials needed soon. Use the **Responsible** field to identify the person associated with the request when you need clarification on quantities, descriptions, or delivery destination. Open an MRQ and use its linked **Project** or **Orders** reference to verify that the materials are assigned to the correct work or customer demand. This check is important when similar materials are used across several customer orders or projects. The linked reference provides the context needed to decide whether the request is still valid and whether its required date remains realistic. Monitor the material lines for three practical quantities: - The quantity originally requested in the MRQ - The quantity fulfilled through material issue, stock, or purchasing activity - The quantity still outstanding, often shown as **Remaining** An MRQ with outstanding quantities may require follow-up if its required date is close. Check the relevant stock information and purchasing records before changing the MRQ. A fulfilled request should not remain mixed with open demand, while a cancelled request should be clearly separated from active material requirements. [SCREENSHOT: The Current MRQs list filtered by Project and Required Receiving Date, showing active requests with remaining quantities.] ## Resolving Common MRQ Issues If an MRQ is linked to the wrong **Project** or **Orders**, correct the source reference before any materials are issued or purchasing activity begins. Open the MRQ, confirm the intended Project or Orders with the requester, update the reference, and click **Save**. Review all material lines afterward to ensure that the items and quantities still match the corrected requirement. When a line shows an outstanding quantity, investigate the reason before creating another request. Check: - Whether the item is available in stock through **Stock By Products** - Whether part of the quantity has already been fulfilled - Whether the required date in **Required Receiving Date** is still accurate - Whether the **Item**, **Quantity**, or **Unit** was entered correctly - Whether purchasing activity is needed for the remaining quantity Prevent duplicate MRQs by searching **Current MRQs** before creating a new request. Filter by the same **Project** or **Orders**, then review existing lines for the required **Item**. If the item is already on an open MRQ, update that line or add a related line to the existing request instead of creating a second MRQ for the same demand. When project work changes or a customer order is cancelled, update the MRQ immediately. Reduce quantities that are no longer needed, remove unneeded material lines, or cancel the request when no materials should be fulfilled. For requests already being handled by purchasing or the warehouse, use a **Task** or **Activity** to communicate the change to the person shown in **Responsible** or the relevant purchaser. Include the MRQ reference, the affected item, and the revised quantity or cancellation decision in the activity details. Do not use an active MRQ to represent materials that are no longer required. Keeping cancelled or obsolete demand out of **Current MRQs** protects stock planning and purchasing decisions. ## Overview Material Requisitions give Pams users one place to record and follow the materials needed for Projects and Orders. Each **MRQ** connects a material requirement to a business purpose: completing project work, fulfilling customer demand, or preparing materials identified through a **BOM**. The MRQ form brings together the details that fulfillment teams need to act on a request. These include the related **Project** or **Orders**, the person in **Responsible**, the **Required Receiving Date**, the **Delivery Destination**, and the material lines. Each line identifies an **Item**, **Quantity**, and **Unit**, with **Description** or **Note** fields available when extra clarification is needed. Use MRQs to make material demand visible before it creates a delay. A clear MRQ helps you identify whether an item can be supplied from existing stock, whether purchasing is required, and how much material remains outstanding. The **MRQs** list and **Current MRQs** view support ongoing review of open requirements, while the linked Project and Orders references help users check the business context behind each request. An MRQ is part of the procurement and delivery workflow rather than a replacement for the Project, Orders, or BOM: - Use the **BOM** to identify the components required for a project or order. - Use the **MRQ** to request the required materials. - Use purchasing records when materials must be obtained from a Sub-supplier. - Use warehouse and receiving records when materials are received, stored, or issued. Keeping these records connected in Pams makes it easier to understand the current state of each material requirement without relying on separate lists or informal messages. ## Prerequisites Before creating or updating a **Material Requisition**, make sure the information needed to identify and fulfill the requirement is available in Pams. An MRQ is most useful when its Project or Orders reference, material lines, dates, and destination are complete from the start. Prepare the following before opening the **MRQs** list: - An existing **Project** or **Orders** that explains why the materials are needed. Confirm the correct reference with the person responsible for the work or customer demand. - The required material details for every line: **Item**, **Quantity**, and **Unit**. Prepare a **Material Description** or **Note** where the item name alone does not explain the requirement. - A realistic required date. Use **Required Receiving Date** when you need to record the date by which the materials must be available for the Project or Orders. - The correct **Delivery Destination** or material issue location. This should identify where the materials are required, not simply where the request was created. - The person to enter in **Responsible**, so the request has a clear owner for questions and updates. - A stock check for items that may already be available. Review **Stock By Products** before requesting additional quantities, particularly for frequently used items. - Any related BOM information when the material list comes from a project BOM. Compare the BOM with the actual requirement so the MRQ reflects current quantities rather than an outdated material list. Also search **Current MRQs** for the same Project or Orders before creating a new request. Updating an existing active MRQ is usually clearer than creating a second request for the same item and requirement. After the MRQ identifies the confirmed material demand, continue with [Managing Supplier Offers](doc:managing-supplier-Offers) to request and review Offers from Sub-suppliers when purchasing is required. ## Understand How RFQs and Supplier Offers Move Through Purchasing An RFQ is the request you prepare when you need commercial pricing and delivery information from a Sub-supplier. It defines what you need to buy: the requested items or services, quantities, required receiving dates, specifications, and delivery destination. The RFQ gives every invited Sub-supplier the same requirement to price. A Supplier Offers is the Sub-supplier’s response to that RFQ. Each response records the commercial terms offered by one Sub-supplier. When you send the same requirement to several Sub-suppliers, keep each response as a separate Supplier Offers linked to the original RFQ. This makes it possible to compare responses without losing the original request or mixing terms from different suppliers. The purchasing flow normally follows this order: - Start with the material requirement from the related MRQ. See [Managing Material Requisitions](doc:managing-material-requisitions) for how the requirement is prepared. - Create an RFQ containing the items, quantities, dates, and requested commercial details. - Issue the RFQ to one or more Sub-suppliers. - Record each Supplier Offers as it arrives. - Compare quoted prices, quantities, delivery commitments, and commercial terms. - Select the accepted response and use its agreed details for the purchase commitment. For a fair comparison, capture the same information from every supplier response. Review the Offers at both header and line level. | Information to compare | What it tells you | |---|---| | Unit Price and Quantity | The price offered for each requested item and the quantity the Sub-supplier can supply | | Delivery Time and Required Receiving Date | Whether the supplier can meet the project schedule | | Validity Period or Offer will be valid till | How long the quoted prices and terms remain available | | Payment Terms and Payment Period | When payment is expected and whether the terms are acceptable | | Delivery Term and Delivery Destination | Where delivery will take place and the conditions attached to it | | Tax (%) and Logistics Costs | Whether the apparent price includes additional charges | [SCREENSHOT: An RFQ with linked Supplier Offers from multiple Sub-suppliers, showing the request-to-selection flow.] Keep the RFQ as the common reference throughout all conversations. Use the RFQ Number in emails, calls, attachments, and notes so the team can always connect a supplier response to the correct purchasing requirement. ## Create an RFQ for Sub-Suppliers Create the RFQ only after you have checked the required materials, quantities, and dates in the related MRQ. The RFQ should state the complete requirement clearly enough for a Sub-supplier to provide a comparable Offers. 1. Open **Purchasing RFQ** and start a new RFQ. If you are working from an existing requirement, use the related MRQ details as the source for the requested items and quantities. 2. In the RFQ header, complete the reference and request details. Confirm the **RFQ Number**, enter the **RFQ Date**, and set the **Required Receiving Date**. Select the **Purchaser** responsible for the request. Where available, use **Related Inquiry**, **Project**, or **Purchase Job** to connect the RFQ to the correct work. 3. Select the receiving party in the **Sub-supplier** field. Confirm the related **Contact** before you issue the request. Make sure you are requesting pricing from the intended company and that the selected contact is appropriate for purchasing communication. 4. Add each requested item to the RFQ. For every line, enter or verify the **Item** or **Product**, **Description**, **Quantity**, and **Unit**. Use **Required Receiving Date** or the relevant delivery-date field for items that need different delivery commitments. 5. Add the details needed for a meaningful Offers. Include the requested specifications in **Description**, add the **Delivery Destination**, and state the Offers deadline using the available date and note fields. If the requirement concerns a service, identify the **External Service Type** where applicable. 6. Review the RFQ before saving. Check that the requested quantities match the MRQ, every line has a clear description, and the same scope can be issued to all intended Sub-suppliers. Click **Save** or **Save and Close**. [SCREENSHOT: The Purchasing RFQ form showing RFQ Date, Required Receiving Date, Purchaser, Sub-supplier, and item lines.] Avoid combining unrelated requirements in one RFQ. A focused RFQ makes supplier responses easier to compare and gives purchasing a clearer basis for selecting the best commercial option. ## Send RFQs and Track Supplier Responses Before issuing an RFQ, review the header and every item line one final time. Each invited Sub-supplier should receive the same requested scope unless you deliberately need a supplier-specific request. Differences in requested quantities, dates, or specifications make later comparison unreliable. 1. Open the saved RFQ and confirm the **Sub-supplier**, **Contact**, **RFQ Date**, **Required Receiving Date**, and **Delivery Destination**. Check every **Item**, **Description**, **Quantity**, and **Unit** against the requirement. 2. Use the RFQ Number as the reference in all communications with the Sub-supplier. Include the RFQ details and any supporting files needed for the supplier to quote. Keep attachments and notes with the RFQ so colleagues can see what was provided. 3. Track the response position for each Sub-supplier. Use the RFQ list and Offers records to identify requests that remain **Unquoted RFQs**, responses that have been entered as **Offers**, and requests shown as **Cancelled RFQs** where applicable. 4. Follow up with Sub-suppliers that have not responded before the Offers deadline. Use the RFQ Number, the required items, and the required delivery date when asking for an update. Record any relevant response details in the RFQ or linked Offers notes. 5. When requirements change, revise the RFQ before relying on any existing Offers. Update affected **Quantity**, **Description**, **Required Receiving Date**, **Delivery Destination**, or deadline details. Save the revised request and notify every affected Sub-supplier of the same change. 6. Keep revised and earlier supplier responses separate. If a Sub-supplier returns updated pricing after a change, record the newer response as the Offers used for comparison and retain the supplier’s reference and validity details. [SCREENSHOT: A Purchasing RFQ list filtered to show Unquoted RFQs, with RFQ Number, Sub-supplier, Required Receiving Date, and status columns.] Do not treat a verbal indication as a final Offers. Record the quoted values, delivery commitment, and terms in the Supplier Offers before comparing it with competing responses. ## Record Quoted Prices and Commercial Terms When a Sub-supplier returns an offer, create or update the linked Supplier Offers promptly. Enter the response as it was received so the purchasing team can compare actual supplier commitments rather than estimates or informal notes. 1. Open the RFQ and create or open the related Supplier Offers. Confirm that the **Sub-supplier**, **RFQ Number**, and related purchasing requirement match the supplier’s response before entering any prices. 2. Complete the Offers header using the supplier’s document. Enter the supplier Offers reference in the available reference field, then record the **Offer Date**, **Validity Period**, or **Offer will be valid till** date. Add the stated **Payment Method**, **Payment Period**, **Delivery Term**, and **Delivery Time**. 3. Enter the quoted item values line by line. For each requested item, record the **Item**, **Description**, quoted **Quantity**, **Unit**, and **Unit Price**. Check that the supplier’s item description clearly identifies the product or service being offered. 4. Record all commercial charges consistently. Enter **Tax (%)**, **Discount (%)**, **Logistics Costs**, and any other stated charges where the Offers provides them. Use the Offers’s **Total Price** only after checking that the item prices and quantities are correct. 5. Capture delivery commitments. Enter the quoted **Delivery Date**, **Forecasted Receiving Date**, or **Delivery Time** as stated by the Sub-supplier. Compare this with the RFQ’s **Required Receiving Date** and make any difference visible in the notes. 6. Use **Commercial Notes** or **Note** to record conditions that do not fit the standard fields. Include minimum order quantities, packaging requirements, partial delivery terms, substitute products, exclusions, or required approvals. Attach the supplier’s Offers document when it is available. [SCREENSHOT: A Supplier Offers showing item lines with Quantity, Unit Price, Tax (%), Total Price, Delivery Time, and Validity Period.] Do not overwrite one supplier’s prices with another supplier’s values. Each Supplier Offers must remain tied to the Sub-supplier that issued it, with its own commercial terms and Offers reference. ## Compare Offers and Select a Sub-Supplier Compare Supplier Offers against the original RFQ, not only against each other. The lowest **Unit Price** may not be the best choice if the supplier cannot meet the required receiving date, offers only a partial quantity, or applies less suitable payment or delivery terms. 1. Open the RFQ and review the linked Supplier Offers. Confirm that every Offers relates to the same requested **Item**, **Quantity**, **Unit**, and **Delivery Destination**. Identify responses that quote alternative or incomplete requirements before comparing totals. 2. Compare each Offers line with the RFQ line. Check the **Unit Price**, quoted **Quantity**, **Unit**, and **Description**. Highlight differences such as a substitute item, changed unit of measure, partial quantity, or minimum order quantity. 3. Review the total commercial position for each Sub-supplier. Consider **Total Price**, **Tax (%)**, **Discount (%)**, **Logistics Costs**, **Payment Period**, **Delivery Term**, and **Delivery Time** together. A lower product price may result in a higher overall cost once charges and delivery conditions are included. 4. Check the timing and validity of the offer. Compare the supplier’s delivery commitment with the **Required Receiving Date**. Confirm that the **Validity Period** or **Offer will be valid till** date has not expired before making a selection. 5. Confirm that the selected Offers meets the requested specification. Review the **Description**, **Technical Notes**, and **Commercial Notes** for exclusions, substitutions, or conditions that could affect the project requirement. 6. Mark the accepted Supplier Offers as **Selected** or **Accepted** according to your purchasing process. Record competing responses as not selected, rejected, or declined only after the accepted Offers has been confirmed internally. 7. Retain the accepted Offers’s quantities, prices, delivery terms, and payment terms as the basis for the purchase commitment. These values should remain available when you move to the purchase order stage. [SCREENSHOT: A Offers comparison view showing multiple Sub-suppliers with Unit Price, Total Price, Delivery Time, Payment Period, and Offers validity.] Selection should reflect the full requirement: compliant item, usable quantity, achievable delivery date, and commercially acceptable cost and terms. ## Resolve RFQ and Offers Issues Resolve gaps and inconsistencies before you select a Supplier Offers. A Offers can look complete at the total level while still missing a delivery commitment, excluding a requested item, or using a different quantity or unit from the RFQ. 1. Open the RFQ and compare each requested line with the corresponding Offers lines. Check that every item has a quoted **Quantity**, **Unit Price**, and delivery commitment. Follow up with the Sub-supplier when any of these details are missing. 2. Review the Offers’s **Validity Period** or **Offer will be valid till** date. If the price has expired, do not use it as the final basis for selection. Request a revised Supplier Offers with a current validity date and record the new commercial terms. 3. Investigate unmatched lines carefully. Compare the RFQ’s **Item**, **Description**, **Quantity**, and **Unit** with the supplier’s response. A mismatch may indicate an alternative product, a substituted unit of measure, a minimum order quantity, or a partial offer. 4. Record all exceptions in **Commercial Notes** or **Note**. State exactly what differs from the RFQ, such as a changed delivery date, excluded accessory, partial quantity, or additional charge. This keeps the decision visible to the Purchaser and any colleague reviewing the purchase commitment. 5. Standardize the comparison values before choosing a Sub-supplier. Enter **Tax (%)**, **Discount (%)**, **Logistics Costs**, **Payment Period**, **Delivery Term**, and delivery dates for all Offers where the supplier provided them. Do not compare one supplier’s total including freight with another supplier’s product-only price. 6. If the requirement itself has changed, update the RFQ and communicate the revision to all affected Sub-suppliers. Do not select an earlier response that prices a different scope unless the difference is recorded and accepted as part of the purchasing decision. [SCREENSHOT: An RFQ and Supplier Offers side by side, highlighting a quantity difference, an alternative item, and an expired validity date.] Keep **Cancelled RFQs**, **Rejected Offers**, and revised responses visible in the purchasing record where they apply. This preserves the commercial history behind the final Sub-supplier selection. ## Overview Pams connects Supplier Offers to the purchasing requirement that created them. The process begins with the material requirement, usually prepared through an MRQ, and continues through an RFQ, one or more Supplier Offers, Sub-supplier selection, and a purchase commitment. Use **Purchasing RFQ** to define what must be purchased and who should quote. The RFQ provides the shared request details: **RFQ Number**, **RFQ Date**, requested items, **Quantity**, **Unit**, **Required Receiving Date**, and **Delivery Destination**. Where several Sub-suppliers can provide the same material or service, issue the same requirement to each relevant Sub-supplier. Use the Supplier Offers records to capture what each Sub-supplier actually offers. The important comparison details are not limited to the **Unit Price**. Review: - **Total Price**, including **Tax (%)**, **Discount (%)**, and **Logistics Costs** - Quoted **Quantity** and any minimum order quantity - **Delivery Time**, **Delivery Date**, and ability to meet the **Required Receiving Date** - **Validity Period** or **Offer will be valid till** - **Payment Method**, **Payment Period**, and **Delivery Term** - Alternative items, exclusions, and special conditions recorded in **Commercial Notes** The RFQ and Supplier Offers records provide a clear purchasing history. They show what was requested, which Sub-suppliers were invited, what each supplier offered, and why one response was selected. This is especially useful when a project needs quick commercial review, when delivery dates are tight, or when prices must be justified before creating a PO. [SCREENSHOT: The complete purchasing Offers workflow from MRQ to Purchasing RFQ, Supplier Offers, selected Offers, and PO.] After you select the suitable Sub-supplier and confirm the agreed terms, continue with [Creating Purchase Orders](doc:creating-purchase-orders) to record the purchase commitment. ## Prerequisites Before creating an RFQ or recording a Supplier Offers, make sure the purchasing requirement is clear and complete. Incomplete requirements lead to incomplete Offers and make comparisons unreliable. Have the related MRQ available before starting the RFQ. The MRQ should identify the requested materials or services, required quantities, and the project or purchasing context. If the quantity, specification, or required date is still uncertain, correct the requirement first through [Managing Material Requisitions](doc:managing-material-requisitions). Confirm that the Sub-supplier is available in Pams and that the correct **Contact** can be selected. The RFQ should be issued to the company that is expected to quote, using a contact who handles commercial or purchasing communication. Prepare the information that needs to appear consistently on each RFQ: - The required **Item** or service and a clear **Description** - Requested **Quantity** and **Unit** - **Required Receiving Date** or target delivery date - **Delivery Destination** - Required specifications or technical details in **Technical Notes** - Commercial requirements or conditions in **Commercial Notes** - The deadline by which the Sub-supplier should return the Offers Before entering a Offers, obtain the supplier’s response details. At minimum, you need the quoted items, quantities, unit prices, delivery commitment, and Offers validity. Also collect any stated **Tax (%)**, **Discount (%)**, **Logistics Costs**, **Payment Period**, and **Delivery Term** so the Offers can be compared fairly with other responses. Use the same item descriptions and units across RFQs wherever possible. If a Sub-supplier uses a different description or unit, record the difference clearly rather than changing the original requirement. This preserves a reliable comparison between the RFQ and each Supplier Offers. ## Checking Approved Requirements Before Creating a Purchase Order Create a Purchase Order only after the related purchasing or project requirement has been approved. Starting from an approved requirement keeps the ordered products, quantities, and commercial details aligned with the demand already accepted by your team. Before opening the Purchase Order form, review the approved requirement carefully. Focus on the products or services that must be purchased, the required quantities, and any required delivery or receiving dates. If the requirement includes several items, check every line rather than relying only on the overall requirement title or number. When the requirement came from a supplier Offers process, use the selected Offers as your reference. The Offers review and selection process is covered in [Managing Supplier Offers](doc:managing-supplier-Offers). Confirm that the chosen Sub-supplier can provide the required items under the agreed commercial terms before you create the Purchase Order. Use the following checks before proceeding: - Confirm that the requirement shows as **Approved** rather than **Draft**, **Awaiting Approval**, or another pending status. - Review the required **Product** or service lines and their **Quantity** values. - Check the required receiving, delivery, or purchasing dates shown on the requirement. - Identify the **Vendor** or **Sub-supplier** that will fulfill the order. - Make sure the requirement is the correct one for the purchasing need; compare its project, job, or related purchasing details where shown. - Confirm that you can open **Purchasing** and access **Purchase Orders** in Pams. [SCREENSHOT: An approved purchasing requirement showing product lines, quantities, required dates, and the selected Sub-supplier] Do not use a Purchase Order to add unapproved demand. If the required product, quantity, or date has changed, return to the source requirement and have the change reviewed before placing the order. This prevents a Purchase Order from showing demand that differs from the approved purchasing or project record. ## Creating a Purchase Order from an Approved Purchasing Requirement Create the Purchase Order from the approved purchasing requirement whenever the order should remain connected to that specific demand. This link makes it easier to see which requirement the order fulfills and to follow its progress from purchasing through receipt. 1. Open the approved purchasing requirement in Pams. 2. Review the requirement status and confirm it is **Approved**. Check the listed products or services, quantities, and requested purchasing details one more time before creating the order. 3. Select the available action that creates a **Purchase Order** from the requirement. Pams opens a new Purchase Order connected to the source requirement. 4. On the new Purchase Order, review the carried-over order lines. Confirm that each **Product**, **Quantity**, and related purchasing detail matches the approved requirement. If the requirement includes multiple items, compare every line. 5. Check the linked requirement information on the Purchase Order and the Purchase Order information on the source requirement, where shown. This connection is important when your team needs to trace an order back to the original demand. 6. Review the **Vendor** or **Sub-supplier** before saving. Make sure the selected party is the one intended to supply this requirement. 7. Click **Save** to keep the Purchase Order in **Draft** while you complete the remaining details. Use **Save and Close** when you have finished your review and want to return to the Purchase Orders list. [SCREENSHOT: A Draft Purchase Order created from an approved purchasing requirement, with the source requirement link and carried-over order lines visible] Use **Draft** as the review stage. You can make permitted corrections before the order is sent or submitted for approval. If the approved requirement itself is wrong, correct the source record first rather than changing the Purchase Order in a way that no longer reflects the approved demand. ## Creating a Purchase Order for an Approved Project Requirement When a project needs materials, products, or external services, create the Purchase Order from the approved project requirement. Keeping the project requirement attached to the Purchase Order helps the purchasing team, project team, and warehouse team see why the order was raised and what project demand it supports. 1. Open the approved project requirement that needs external purchasing. 2. Check that the requirement is **Approved** and review its project-related demand. Confirm the listed **Product** or service, **Quantity**, and required receiving or delivery dates. 3. Select the action that creates a **Purchase Order** from the approved project requirement. Pams opens a new Purchase Order that is associated with that project demand. 4. Review the order lines that are brought into the Purchase Order. Compare the **Product**, **Quantity**, and purchasing details against the approved project requirement. Ensure that materials, services, and any separate line items remain clearly represented. 5. Select or verify the **Vendor** or **Sub-supplier** that will supply the project requirement. Confirm that this is the correct supplier for the approved requirement. 6. Review the project and source-requirement information shown on the Purchase Order. Keep this connection in place so the order can be traced to the project when purchasing, receiving, and job costing are reviewed. 7. Click **Save** to retain the order as **Draft** while you review prices, taxes, and other purchasing details. [SCREENSHOT: A Draft Purchase Order linked to an approved project requirement, showing project-related order lines] Create a separate Purchase Order when the approved project requirement must be supplied by a different Vendor or Sub-supplier. Also keep orders separate when items have different delivery schedules, even if they belong to the same project. Separate orders make it easier to monitor the status of each supplier commitment and to distinguish delayed items from items that are ready for receipt. ## Completing Purchase Order Details and Order Lines After creating the Purchase Order, complete and verify the information that will be used for purchasing and approval. Work through the header details first, then review every order line. The order should match the approved purchasing or project requirement before it moves beyond **Draft**. 1. Open the Draft **Purchase Order** and verify the **Vendor** or **Sub-supplier**. Use the supplier selected for the approved requirement, unless an approved change requires a different supplier. 2. Review the order lines one at a time. Confirm the following details: | Detail | What to check | |---|---| | **Product** | The item or service matches the approved requirement. | | **Quantity** | The ordered amount matches the approved demand. | | **Unit Price** | The price reflects the selected supplier Offers or agreed purchasing terms. | | **Tax (%)** | The applicable tax is shown correctly for the order line. | 3. Check that all required products and services are present. If an expected line is missing, compare the Purchase Order with the approved source requirement before adding anything. 4. Add or adjust an order line only when the change remains consistent with the approved requirement. If the change affects what was approved, return to the source requirement for review rather than using the Purchase Order to introduce a new demand. 5. Review the full order value and the line details together. A correct total is not enough if the product, quantity, unit price, or **Tax (%)** on an individual line is incorrect. 6. Click **Save** after each significant update. Use **Save and Close** once the Draft Purchase Order has been fully reviewed. [SCREENSHOT: Purchase Order order lines showing Product, Quantity, Unit Price, and Tax (%)] Before the Purchase Order leaves **Draft**, check the vendor-facing details carefully. The Vendor or Sub-supplier should receive an order that clearly states what is required and reflects the approved purchasing or project demand. ## Submitting and Monitoring the Purchase Order Use the Purchase Order status to understand where each order is in the purchasing process. Review the status from the Purchase Orders list and from the individual Purchase Order screen so you can identify orders that need action. 1. Keep the Purchase Order in **Draft** while you are checking the Vendor, **Product**, **Quantity**, **Unit Price**, and **Tax (%)**. Use this stage to correct permitted details before the order is issued or submitted for approval. 2. Move the order forward according to your team’s purchasing process when the Draft details are complete. After it has been issued to the Vendor or Sub-supplier, use the **Sent** status to identify that the order has left your team and is awaiting the next purchasing action. 3. Review orders marked **To Approve**. This status identifies Purchase Orders that are awaiting approval. Check that the information on the order is complete and consistent with the approved source requirement before the approval decision is made. 4. Monitor Purchase Orders that show **Purchase Order** status as confirmed orders. These are the orders that can be followed against the original purchasing or project requirement. 5. Open the confirmed order when you need to verify the source requirement, Vendor or Sub-supplier, ordered products, quantities, and commercial details. Use the associated source record to understand the demand the order is intended to fulfill. [SCREENSHOT: Purchase Orders list grouped or filtered by Draft, Sent, To Approve, and Purchase Order status] The normal status flow is: **Draft → Sent → To Approve → Purchase Order** Use the status as an operational signal, not merely as a label. For example, a **Draft** needs review, a **Sent** order needs follow-up with the Vendor or Sub-supplier, **To Approve** needs an approval decision, and a confirmed **Purchase Order** should be monitored against its source requirement and expected receipt. ## Fixing Common Purchase Order Creation Issues Most Purchase Order issues can be resolved by comparing the order with the approved purchasing or project requirement before the order is sent or approved. Start with the source requirement, then check the Purchase Order header and order lines. - **You cannot create a Purchase Order from a requirement.** Open the purchasing or project requirement and confirm that it is **Approved**. A requirement that is still **Draft** or **Awaiting Approval** must be completed and approved before it can be used for purchasing. - **Products or quantities are missing from the Purchase Order.** Compare each Purchase Order line with the approved source requirement. Check the **Product** and **Quantity** values line by line. Do not submit the order until the difference is understood and corrected. - **The Purchase Order remains in Draft.** Review the **Vendor**, **Product**, **Quantity**, **Unit Price**, and **Tax (%)** fields. Complete any missing purchasing details, then save the order and follow your team’s process for sending or submitting it. - **The Purchase Order remains To Approve.** Confirm that the order details still match the approved requirement and that the Vendor or Sub-supplier is correct. If the commercial details changed after the requirement was approved, resolve the change with the source requirement before approval. - **The wrong purchasing or project demand is linked to the order.** Open both the Purchase Order and the source requirement. Check the related requirement, project, products, and quantities. If the order was created from the wrong approved requirement, do not continue using it as though it represents the correct demand. [SCREENSHOT: A Purchase Order showing its related approved requirement and order lines for comparison] Correct issues before the Purchase Order is confirmed. A clear connection between the approved requirement and the confirmed Purchase Order supports accurate receiving, stock handling, project follow-up, and purchasing records. ## Overview In Pams, a Purchase Order records the products, materials, services, quantities, prices, and taxes that you intend to purchase from a Vendor or Sub-supplier. It is created from an approved purchasing requirement or approved project requirement so the order remains connected to the demand it is meant to fulfill. The Purchase Order workflow begins with an approved requirement. You create a Purchase Order from that record, check the carried-over order lines, select or confirm the Vendor, and review the commercial details while the order is in **Draft**. The order then moves through the purchasing status flow: **Draft → Sent → To Approve → Purchase Order** Each status helps your team identify the next action. **Draft** means the order is still being checked. **Sent** identifies an order issued to the Vendor or Sub-supplier. **To Approve** identifies an order waiting for approval. **Purchase Order** identifies a confirmed order that can be monitored against the related purchasing or project requirement. Purchase Orders are part of the wider procurement workflow in Pams. They follow the requirement and Offers work completed before purchasing, then support the next steps of receiving purchased goods and managing inventory. The source link is especially useful for projects because it shows which approved project demand led to each supplier commitment. [SCREENSHOT: The procurement flow from approved requirement to Purchase Order, then receiving] Use Purchase Orders to keep purchasing information clear and traceable. When the source requirement, Vendor or Sub-supplier, products, quantities, prices, and status are correct, your team can follow the order without relying on separate spreadsheets or disconnected supplier messages. ## Prerequisites Before creating a Purchase Order in Pams, make sure the purchasing information is ready and the related requirement has completed its approval process. The Purchase Order should represent an approved need, not an early estimate or an unreviewed supplier response. Prepare the following before you begin: - An approved purchasing requirement or approved project requirement. - The correct **Vendor** or **Sub-supplier** for the order. - Confirmed **Product** or service lines. - Approved **Quantity** values for every line. - The expected **Unit Price** for each product or service. - The applicable **Tax (%)** for each order line. - Required delivery, receiving, or purchasing dates shown on the source requirement. - Access to **Purchasing** and **Purchase Orders** in Pams. Where the Purchase Order is based on supplier Offers, ensure that the Offers review has been completed first. Use [Managing Supplier Offers](doc:managing-supplier-Offers) for the process of reviewing supplier Offers before using their commercial details in a Purchase Order. Also check whether the requirement needs one order or several. Use separate Purchase Orders when different Vendors or Sub-suppliers will fulfill different items, or when items need separate delivery schedules. This keeps each confirmed **Purchase Order** focused on one supplier commitment and makes later follow-up clearer. [SCREENSHOT: A completed approved requirement with Vendor, Product, Quantity, Unit Price, Tax (%), and required dates ready for Purchase Order creation] After the Purchase Order is confirmed, continue with [Managing Buyout Decisions](doc:managing-buyout-decisions) to manage the next procurement decision workflow. ## Understand the Buyout-to-Order Workflow In Pams, **Buyouts to Procurement** connects a purchasing requirement to the Purchase Order that your team will use to obtain the required goods or services. A buyout requirement records what the project, Sales Job, BOM, or MRQ needs to purchase. It is not yet an order to a Sub-supplier. The process has four clear stages: 1. **Review the buyout requirement.** Confirm what is needed, why it is needed, and whether the available supplier and commercial information is sufficient to make a purchasing decision. 2. **Record the selected buyout decision.** Choose the Sub-supplier or purchasing option that meets the requirement, then confirm the quantity, Item Price, and other commercial information. 3. **Approve the decision.** A decision that is complete moves to **Awaiting Approval**. Once the required review is complete, it can be marked **Approved**. 4. **Convert the approved buyout.** After approval, create the related operational order: the Purchase Order used for purchasing and fulfillment. [SCREENSHOT: Buyouts to Procurement screen showing buyouts at different stages, including Awaiting Approval and Approved] Keep the difference between a requirement and a Purchase Order clear: | Record | Purpose | When to use it | |---|---|---| | Buyout requirement | Captures the purchasing need | Before the supplier and commercial option are fully approved | | Buyout decision | Records the selected purchasing option | After reviewing supplier, quantity, and price information | | Purchase Order | Represents the approved order to be fulfilled | Only after the buyout decision is approved | Do not convert an incomplete decision merely to start purchasing activity. A requirement with missing supplier details, uncertain Quantity, or unconfirmed Item Price should remain under review. Likewise, a buyout in **Awaiting Approval** is not ready for conversion. When the buyout is approved and converted, continue managing the resulting Purchase Order using [Creating Purchase Orders](doc:creating-purchase-orders). That document covers the Purchase Order workflow after the buyout decision has been made. ## Review Buyout Requirements Before Making a Decision Start in **Purchasing** and open **Buyouts to Procurement**. Use the list to identify buyout requirements that need a purchasing decision. Focus first on records that have not yet reached **Awaiting Approval** or **Approved**, as these still require review or completion. 1. Open the buyout requirement you need to assess. 2. Review the requested **Item** or service and read the **Item Description** or **Material Description** where provided. Make sure the requirement clearly identifies what must be purchased. 3. Check the requested **Quantity**, **Unit**, and any required delivery information, such as **Required Receiving Date**, **Required Receiving After**, or **Delivery Date**. 4. Review the linked business context, such as the related **Project**, **Sales Job**, **BOM**, or **MRQ**, when these are shown. This helps you confirm that the buyout supports the correct operational need. 5. Check the available Sub-supplier or sourcing information. Review the listed **Sub-supplier**, any **RFQ** or Offers information, and the offered commercial details before selecting an option. 6. Review notes and attachments for requirements, delivery conditions, or other information that could affect the purchase. [SCREENSHOT: Open buyout requirement showing Item, Quantity, Project, Sub-supplier, and commercial information] Pause the approval process if any important information is missing or conflicts with the underlying requirement. Examples include a missing Sub-supplier, a Quantity that does not match the BOM or MRQ, an unclear Item Description, or an Item Price that has not been confirmed. Use the buyout record to keep the purchasing decision connected to the original requirement. Do not use a similar item from another Project or Sales Job as a substitute unless the buyout details clearly support that choice. A careful review at this stage prevents incorrect Purchase Orders and reduces later changes to quantities, prices, or suppliers. ## Record the Selected Buyout Decision After reviewing the requirement, select the purchasing option that best meets the operational and commercial need. Record the decision in the buyout so Pams can carry the approved information into the later Purchase Order. 1. In **Buyouts to Procurement**, open the reviewed buyout requirement. 2. Select the appropriate **Sub-supplier** or confirm the selected supplier option already shown on the record. 3. Confirm the **Item** or service is the one requested. Check the **Item Description**, **Unit**, and **Quantity** before saving the decision. 4. Enter or confirm the commercial details for the selected option, including **Item Price**, **Currency**, **Discount (%)**, and **Tax (%)** where these fields are available. 5. Review delivery-related details, such as **Delivery Time**, **Delivery Term**, **Planned Delivery Date**, or **Required Receiving Date**, when they are part of the buyout. 6. Add relevant **Commercial Notes** or **Note** information that explains the selection, especially when the selected option differs from another available Offers. 7. Click **Save** or **Save and Close** to retain the decision. [SCREENSHOT: Buyout decision form with Sub-supplier, Quantity, Item Price, Currency, and Commercial Notes completed] The recorded decision should give an approver enough information to understand what Pams will use to create the Purchase Order. Before moving the decision forward, verify that the selected Sub-supplier, Item, Quantity, and price all refer to the same purchasing option. When the record is complete, submit it through the purchasing approval process using **Apply Approval for Purchasing**, if this action is available for the buyout. The decision should then appear as **Awaiting Approval** rather than as an unreviewed requirement. Do not treat an estimated or incomplete price as a final decision. If pricing is still being negotiated or the supplier has not confirmed the required quantity, save the available information but keep the buyout under review until the commercial details are ready for approval. ## Approve Buyouts That Are Ready to Order Use the approval stage to confirm that the buyout decision can become a Purchase Order without further changes. Approval is the control point between selecting a supplier option and committing the organization to an operational order. 1. Open **Buyouts to Procurement** and locate records marked **Awaiting Approval**. 2. Open the buyout and compare the selected option with the underlying purchasing need. Confirm that the **Item**, **Item Description**, and **Quantity** still match the related BOM, MRQ, Project, or Sales Job. 3. Verify the selected **Sub-supplier** and review the commercial details that will be used in the Purchase Order. Check **Item Price**, **Currency**, **Discount (%)**, **Tax (%)**, and **Total Price** when shown. 4. Confirm relevant dates and delivery information, including **Required Receiving Date**, **Planned Delivery Date**, **Delivery Time**, and **Delivery Term**, where applicable. 5. Review any **Commercial Notes**, **Technical Notes**, attachments, or linked RFQ and Offers information that explains the decision. 6. When all information is complete and accurate, approve the buyout using the available approval action. 7. Return to the buyout list and confirm that the record is marked **Approved**. [SCREENSHOT: Buyout in Awaiting Approval with supplier, quantity, pricing, and delivery details ready for approval] Approval should reflect a complete purchasing decision, not simply a preference for one supplier. If the buyout uses an alternative quantity, price, delivery date, or product option, resolve that difference before approving it. An approved buyout is ready for conversion into a Purchase Order. If the record is still **Awaiting Approval**, do not attempt to create an operational order. If you find an error after approval but before conversion, return the buyout to review through the available decision controls and correct the commercial information first. ## Convert an Approved Buyout into an Operational Order Once a buyout is marked **Approved**, create the operational order that will be used for purchasing, receiving, and subsequent supplier processing. In Pams, this order is a **Purchase Order**. 1. In **Purchasing > Buyouts to Procurement**, locate the approved buyout you need to convert. 2. Open the buyout and confirm its status is **Approved**. Review the selected **Sub-supplier**, **Item**, **Quantity**, **Unit**, and **Item Price** one final time. 3. Use the available conversion action to create the related Purchase Order. 4. Review the Purchase Order details created from the approved buyout. Confirm the **Sub-supplier**, ordered Item or service, **Quantity**, **Unit Price**, **Currency**, **Tax (%)**, delivery information, and any transferred **Commercial Notes**. 5. Save the Purchase Order and confirm the conversion. 6. Open the newly created Purchase Order from the buyout or from **Purchasing > POs** to verify the related order is present and ready for the next ordering activity. [SCREENSHOT: Approved buyout with the conversion action and the related Purchase Order after conversion] The conversion preserves the connection between the original buyout requirement and the Purchase Order. This connection helps the purchasing team trace why the order was created, which requirement it supports, and which Sub-supplier option was approved. Do not edit the created Purchase Order in a way that changes the approved commercial decision without first reviewing the impact on the originating buyout. If the supplier, quantity, or price needs to change materially, correct the buyout decision and follow the approval process again. Continue with the Purchase Order process described in [Creating Purchase Orders](doc:creating-purchase-orders), including the actions needed to activate, send, receive, and follow up on the order. ## Resolve Buyouts That Cannot Be Approved or Converted When a buyout cannot move forward, use its current stage and details to identify what needs attention. Do not create a Purchase Order as a workaround for an incomplete or unapproved decision. 1. Open the buyout record and review the **Item**, **Quantity**, **Sub-supplier**, and commercial fields. Complete missing information such as **Item Price**, **Currency**, delivery dates, or **Commercial Notes** before requesting approval. 2. If the selected supplier or commercial option does not match the requirement, correct the decision. Confirm that the **Quantity**, **Unit**, **Item Price**, and **Total Price** reflect the option you intend to approve. 3. When the conversion action is unavailable, check the buyout status. A record in **Awaiting Approval** must be approved before it can be converted into a Purchase Order. 4. If the buyout was previously approved but information has changed, return it to review using the available decision controls. Update the affected details and submit it for approval again. 5. Before converting, check whether a related Purchase Order already exists. Review the buyout and the **POs** list to avoid creating a duplicate order. 6. If the requirement is no longer needed, record the appropriate reason using the available cancellation or review controls rather than leaving an incomplete buyout in the active list. [SCREENSHOT: Buyout record showing an incomplete supplier or pricing decision and an unavailable conversion action] Common issues often come from mismatched data between the buyout and the original requirement. For example, the buyout may show a different Quantity than the MRQ, the selected Sub-supplier may not match the Offers, or the Item Price may be missing while a Total Price is expected. Resolve these differences on the buyout before approval. If a Purchase Order already exists, use that related order for further purchasing activity. Do not run the conversion action again unless the existing order has been reviewed and your organization has confirmed that an additional order is required. ## Overview **Buyouts to Procurement** gives purchasing teams a controlled way to turn approved purchasing needs into Purchase Orders. It is particularly useful when a Project, Sales Job, BOM, or MRQ creates a requirement that must be reviewed commercially before a Sub-supplier receives an order. The workflow keeps three decisions visible in Pams: - **What is needed:** The Item or service, Quantity, Unit, and delivery requirement establish the purchasing need. - **Which option was selected:** The chosen Sub-supplier and commercial details identify the buyout decision. - **Whether the order can proceed:** The approval state determines whether Pams can create the related Purchase Order. Use the buyout record as the source for the purchasing decision rather than relying on separate messages or spreadsheets. The record can include the relevant Sub-supplier, RFQ or Offers context, Item Price, Currency, delivery information, notes, and the related Project or MRQ. A buyout should progress only when each stage is complete: - A requirement needs review when supplier or commercial details are still missing. - A completed decision can be submitted through **Apply Approval for Purchasing**. - A buyout in **Awaiting Approval** needs approval before ordering. - A buyout marked **Approved** can be converted into a Purchase Order. - A converted buyout should be checked against the created Purchase Order to prevent duplicate orders. This workflow supports traceability across procurement activities. When a question arises about an order, you can review the originating buyout to see the requirement, selected Sub-supplier, pricing basis, and approval outcome. For related upstream activities, see [Managing Material Requisitions](doc:managing-material-requisitions) and [Managing Supplier Offers](doc:managing-supplier-Offers). ## Prerequisites Before working with **Buyouts to Procurement**, make sure the purchasing requirement has enough information to support a commercial decision. Buyout approval is most effective when the underlying Project, Sales Job, BOM, or MRQ is already clear and the purchasing team can verify the selected supplier option. Prepare the following before recording a decision: - Access to **Purchasing** and **Buyouts to Procurement**. - A buyout requirement linked to the appropriate **Project**, **Sales Job**, **BOM**, or **MRQ**, where applicable. - A clear **Item** or service requirement, including **Item Description**, **Quantity**, and **Unit**. - Available sourcing information, such as a proposed **Sub-supplier**, RFQ, or supplier Offers. - Confirmed commercial details for the option you intend to select, including **Item Price** and **Currency**. - Delivery information when the purchase depends on timing, such as **Required Receiving Date**, **Planned Delivery Date**, **Delivery Time**, or **Delivery Term**. - The authority to submit purchasing approvals or approve decisions, according to your assigned role and approval limits. If the buyout will be created from a supplier Offers, review the Offers before entering the final supplier and pricing decision. Use [Managing Supplier Offers](doc:managing-supplier-Offers) to ensure the commercial option is ready for selection. You should also know whether a Purchase Order already exists for the requirement. Check the related buyout and **POs** before converting an approved decision. This prevents duplicate purchasing commitments for the same Item, Quantity, or Project requirement. Once these details are available, the buyout can move through review, approval, and Purchase Order conversion with a clear record of the decision behind it. ## Set Up a Project Record for Operational Work Use a Project record as the central place for work that involves a Client, internal coordination, purchasing, and delivery. A clear Project record helps everyone work from the same Project Name, dates, responsibilities, and operational status instead of tracking the work in separate notes or messages. [SCREENSHOT: The All Projects screen with a Project record showing Project Name, Client, PM Responsible, Start Date, Expected Completion On, Description, and Status.] 1. Open **Projects Management** and select **All Projects**. 2. Start a new Project and enter the **Project Name**. Use a name that makes the work easy to identify in lists, such as the Client name and the job or order reference. 3. Select the **Client** connected with the Project. This is important when the Project supports a customer Orders, Delivery Note, or other customer-facing work. 4. Choose the **PM Responsible** person who will coordinate the Project. This person should be able to follow progress, review open Tasks, and coordinate with the sales, purchasing, and delivery teams. 5. Enter the **Start Date** and **Expected Completion On** date. These dates give the team a shared time frame for preparing materials, completing Tasks, and arranging delivery. 6. Add a useful **Description** and select the appropriate **Status**. Include the operational scope, such as the products, services, delivery requirements, or internal work the Project covers. After saving the Project, assign the work to the right people through Project Tasks using **Assign To**. Use **Task Progress** to distinguish work that is **Not Started**, underway, awaiting review, or **Done (completed)**. When you create related Orders, MRQs, POs, or Delivery Notes, look for the **Project** selection and choose this Project so the records stay connected. ## Plan and Track Project Tasks Project Tasks turn the Project record into a practical work plan. Create a separate Task for each item that needs ownership, such as preparing a BOM, following up on an MRQ, confirming a delivery date, or reviewing received products. Keep each Task focused so its assignee can clearly see what must be completed. [SCREENSHOT: A Project Task board showing tasks in Not Started and Done (completed) stages, with assignees and due dates.] 1. Open the Project in **All Projects** and add a **Task** for the required work. 2. Enter a clear **Title**. Include the action and the item or outcome, rather than using a broad title such as “Project follow-up.” 3. Use **Assign To** to select the person responsible for completing the Task. Set the **Due Date** so pending work is visible before it affects the Project’s expected completion date. 4. Select the appropriate **Priority** and add the working details in the **Description** or **Note**. Include relevant product details, quantities, delivery expectations, or dependencies on another Task, MRQ, PO, or Delivery Note. 5. Update **Task Progress** as the work moves forward. Use the Project Task board to move work from **Not Started** through your team’s working stages and finally to **Done (completed)**. 6. When the Project uses time-based operational tracking, record planned effort and actual time in the time-tracking fields available on the Task. Keep these entries current so the Project Manager can compare expected effort with work completed. Use **Follow** to keep key stakeholders informed about a Task. Add a **Comment** or **Note** when decisions, updates, or delays need to be visible to the Project team. For work that must not be missed, create a **Task Reminder** and review it alongside other Tasks and Activities. ## Link Project Work to Orders Linking a Project to the relevant Orders makes it easier to distinguish customer-approved work from internal preparation. The Orders provides the commercial commitment from the Client, while the Project organizes the operational work needed to deliver that commitment. [SCREENSHOT: A Orders showing the Client, Items, Order Number, and Project selection.] 1. Open the relevant **Orders** from the sales workflow. If the order has not yet been created, complete the customer order process first using [Confirming Orders](doc:confirming-sales-orders). 2. Check the **Client** on the Orders. It should match the **Client** selected on the Project. Correct the mismatch before linking the records so customer work is not associated with the wrong Project. 3. Select the applicable **Project** on the Orders. If the Project is selected from a related field or section, choose the Project Name created in **All Projects**. 4. Review the Orders **Items**, quantities, delivery requirements, and commercial notes. Use these details to create or update the Project Tasks needed for preparation, purchasing, inspection, or delivery. 5. For a Task that supports a particular customer commitment, include the **Orders** number or the relevant item in the Task **Title**, **Description**, or **Note**. This gives the assignee a clear reference when completing the work. 6. Keep internal work separate from customer-approved work. For example, use separate Tasks for internal planning, supplier follow-up, or documentation that is required to support the Orders but is not itself a customer deliverable. When reviewing the Project, use the linked Orders information to trace completed Tasks back to the Client’s order. This connection also helps sales and project teams discuss delivery readiness using the same Orders, Project, and Task details. ## Coordinate Project Purchases and Supplier Work Projects that require products, subcontracted services, or additional materials should use the purchasing workflow to keep supplier activity connected to the right operational work. Start with an **MRQ** when materials need to be requested, then continue through RFQs, supplier Offers, and POs as required. [SCREENSHOT: An MRQ or PO showing the Project selection, Sub-supplier, Items, Quantity, and Status.] 1. Review the Project Tasks and identify the materials, products, or services needed to complete the work. Record each requirement clearly before sending it to purchasing. 2. Create an **MRQ** for required materials. Add the relevant **Items**, **Quantity**, required receiving date, and any description needed by the purchasing team. For detailed MRQ guidance, use [Managing Material Requisitions](doc:managing-material-requisitions). 3. Select the correct **Project** on the MRQ, RFQ, or **PO**. This link is essential for keeping Project purchases, supplier commitments, and received products associated with the same operational work. 4. When creating a PO, select the appropriate **Sub-supplier** and review the Items, quantities, delivery terms, and expected receiving information. In the **Note** or **Description**, reference the Project Task or Project requirement that the supplier’s delivery supports. 5. Monitor the PO **Status** as it moves through **Draft**, approval, ordering, and receipt-related stages. Do not mark a dependent Project Task as **Done (completed)** while the required material or supplier deliverable is still outstanding. 6. Update the Task when the supplier confirms delivery, changes the expected receiving date, or supplies only part of the required quantity. Add a **Comment** or **Note** so the Project Manager and purchasing team can see why the Task remains open. Use the connected Project, MRQ, RFQ, and PO records when reviewing procurement delays. This gives the Project team a direct view of which supplier actions may affect the Project’s **Expected Completion On** date. ## Coordinate Customer Deliveries from the Project A Project reaches its customer-facing outcome when its required products, services, and supporting work are ready for delivery. Use the Orders and Delivery Note together with Project Tasks to make sure that the Client receives the correct Items at the correct destination and time. [SCREENSHOT: A Delivery Note showing the Client, Project-linked Items, Quantity, Delivery Destination, Delivery Date, and delivery status.] 1. Open the linked **Orders** and review its **Items**, quantities, and delivery commitments. Confirm which products, services, or deliverables belong to the Project before arranging delivery. 2. Open or create the related **Delivery Note**. Select the same **Client** and **Project** used on the Orders so delivery information remains connected to the Project record. 3. Check each delivery detail carefully: the Items, **Quantity**, **Delivery Destination**, shipping or delivery address, and **Delivery Date**. Use the Orders as the source for customer-approved requirements. 4. Review the Project Tasks before the delivery is marked as delivered. Confirm that preparation, purchasing, assembly, inspection, or documentation Tasks needed for the delivery are **Done (completed)**. 5. If the delivery includes only part of the Orders, record the delivered quantities accurately and keep the remaining work visible in the relevant Tasks. Do not close the Project solely because a partial delivery has been completed. 6. Update the Delivery Note when products are shipped, delivered, or not yet delivered. Use the delivery status together with the Project’s Tasks to show the current position to sales, warehouse, and Project teams. When delivery status changes, review the Project **Expected Completion On** date and open Tasks. A delivered item may complete one Project requirement, while other Tasks—such as final documentation, installation support, or remaining quantities—may still need attention. For delivery-specific procedures, see [Creating Delivery Notes](doc:creating-delivery-notes). ## Resolve Missing Links and Stalled Project Records A Project workflow can stall when a related record is not connected correctly, a required Task remains open, or a product has not progressed through purchasing and delivery. Resolve the missing connection at the relevant Orders, MRQ, PO, or Delivery Note rather than relying only on a Task comment. [SCREENSHOT: A Project record with open Tasks and related Orders, PO, and Delivery Note references being reviewed.] 1. If you cannot select a Project on a Orders, MRQ, PO, or Delivery Note, return to **All Projects** and check that the Project is active and saved. Also confirm that you have access to the Project and are working in the correct Project record. 2. If a Task does not show the expected Orders reference, open the Orders and verify that the correct **Project** is selected. Then update the Task **Title**, **Description**, or **Note** with the correct Orders number or customer item reference. 3. If purchasing activity is missing from the Project context, open the related MRQ or PO and confirm that it was assigned to the same **Project**. A record linked only to the Client or Sub-supplier will not give the Project team a clear Project-level purchasing reference. 4. If a Project Task cannot move to **Done (completed)**, review its dependencies. Check whether the required PO is still awaiting progress, whether received products are available, or whether another Task must be completed first. 5. If a Delivery Note cannot be completed, compare its Items and quantities with the Orders, then review the Project’s open Tasks and the delivery status. Confirm that the required products are ready and that the Delivery Destination and delivery date are correct. 6. Add a **Comment** or **Note** to the affected Task when a delay is identified. State what is pending—such as an MRQ, PO, received products, or delivery update—and assign follow-up work using **Assign To** and a **Due Date**. Keeping these links accurate gives the Project Manager a reliable view of what is blocking progress and which team member needs to act. ## Overview In Pams, **Projects Management** brings together the operational work that supports a Client commitment. A Project record gives the team one place to record the **Project Name**, **Client**, **PM Responsible**, **Start Date**, **Expected Completion On**, **Status**, and working description. The Project then becomes the shared reference used when sales, purchasing, and delivery activities relate to the same job. Project Tasks provide the day-to-day control. Each Task can have a **Title**, **Assign To** person, **Due Date**, **Priority**, **Description**, **Note**, and **Task Progress**. The Project team can use **Not Started** and **Done (completed)**, along with its own working stages, to identify work that is waiting, in progress, or complete. **Follow**, **Comments**, and **Task Reminders** help keep the right people aware of pending actions. The Project workflow connects to customer and supplier records at key points: - A **Orders** identifies the Client commitment and the approved Items that the Project must support. - An **MRQ**, **RFQ**, or **PO** records the materials, products, or services required from a Sub-supplier. - A **Delivery Note** records the Items, Quantity, Delivery Destination, and Delivery Date for customer delivery. - Project Tasks show whether the preparation, purchasing, inspection, or coordination work is complete before delivery proceeds. Use a Project when work crosses more than one team or requires close coordination between sales, purchasing, warehouse, and delivery activities. Keep the Project reference consistent across connected records so that open work, purchase commitments, and customer deliveries can be reviewed together. ## Prerequisites Before starting Project work in Pams, make sure the records and information required for the Project are available. A Project can be created early in the process, but linking it to the correct Client, Orders, purchasing records, and delivery records depends on using the same information consistently. Prepare the following before creating or coordinating a Project: - Access to **Projects Management** and **All Projects**. You need to be able to create or open the Project and update its Tasks. - A saved **Client** record when the Project supports customer work. The Client selected on the Project should match the Client on the related **Orders** and **Delivery Note**. - A named **PM Responsible** person who can coordinate the Project and follow up on outstanding Tasks. - A realistic **Start Date** and **Expected Completion On** date. Use dates that reflect purchasing lead time, product availability, inspection requirements, and delivery commitments. - Clear operational requirements, including the expected Items, quantities, supplier needs, delivery destination, and any documents or activities required before delivery. - A related **Orders** when the Project is based on a confirmed customer commitment. If the order is still being prepared, keep the Project Tasks focused on the work that can proceed before order confirmation. - Product and supplier information when purchasing is required. This supports the MRQ, RFQ, and PO workflow. - Team members who can be selected through **Assign To** for Project Tasks, purchasing follow-up, and delivery coordination. For Projects that require materials or purchased components, continue with [Managing Bills of Material](doc:managing-bills-of-material) to define the BOM before raising MRQs and POs. ## Understanding BOM Requirements and Material Demand A **Bill of Material** (BOM) defines what is needed to provide a finished product or project deliverable. It converts the quantity you need to deliver into the quantities of individual materials, products, or subassemblies required to complete that work. For example, if one finished product requires several component items, entering a demand for multiple finished products increases the required quantity for each component. This gives your team one place to see the total material demand before purchasing, production, or delivery work begins. Use **BOM Preparation** and the **BOM Requirements** view to plan materials. The requirements view brings together: | Requirement detail | What it helps you check | |---|---| | Finished Product | Which final product or deliverable needs the material | | Component | The individual material or subassembly required | | Required Quantity | The total quantity needed to meet BOM demand | | Available Quantity | What is currently available in Inventory | | Allocated Quantity | What has already been committed to other work | | Shortage Quantity | What still needs to be purchased, transferred, or produced | | Required Date | When the component must be available | | Project | The project connected to the requirement | A single component may appear in several BOMs, projects, or Orders. Pams keeps those requirements visible against the relevant finished product and Project so you can understand why a material is needed, not only how much is needed. When **Shortage Quantity** is greater than zero, the requirement becomes a purchasing or replenishment decision. Your team can use the shortage to raise an **MRQ**, arrange a **PO**, move stock through a **Transfer Order**, or plan an **Assembly Order** where appropriate. [SCREENSHOT: BOM Requirements view showing finished products, component materials, required quantities, available quantities, and shortages.] BOM planning supports the project workflow you already use. For the wider sequence of project records and statuses, see [Managing Project Workflows](doc:managing-project-workflows). ## Creating BOMs for Products and Project Deliverables Create a BOM when you need Pams to calculate the materials required for a product, package, assembly, or project deliverable. Start from the relevant **Product** record or open **BOM Preparation**, then enter the finished product that the BOM will produce or support. 1. Open the finished **Product** and select the option to prepare its **Bill of Material**, or open **BOM Preparation** and begin the BOM entry. 2. Select the finished product in the **Product** or **Final Product** field. Confirm that you are working with the correct product before adding materials. 3. Enter the BOM quantity. This is the quantity of finished product that the component quantities are based on. Use the applicable **Unit** so that the basis is clear to everyone reviewing the BOM. 4. Add a component line for every required material, purchased item, or subassembly. For each line, select the **Item**, enter the **Quantity**, and confirm the **Unit**. 5. Where the BOM line provides an allowance for scrap or yield, enter the allowance that reflects the expected usable quantity. This ensures that the planned component requirement is realistic. 6. Set a **Required Date** for component lines when materials need to arrive before the final delivery or production date. Use the planned project or fulfillment timing as your reference. 7. Link the BOM to the relevant **Project** when the materials are needed for project work. If the requirement is tied to a customer commitment, connect it to the related **Orders** where available. 8. Review all component lines, then click **Save** or **Save and Close**. Do not combine unrelated finished products in one BOM. A BOM should clearly show the components needed for one finished product or deliverable, making shortages and purchasing demand easier to trace. [SCREENSHOT: Bill of Material entry showing Final Product, BOM quantity, component Item lines, Quantity, Unit, Required Date, and Project.] ## Reviewing Required Materials and Stock Shortages Review **BOM Requirements** regularly before placing POs, committing delivery dates, or starting project fulfillment. This view helps you identify material gaps early and separates immediate needs from items required later in the Project. 1. Open **BOM Requirements** from **BOM Preparation**. 2. Use the available filters to focus on a specific **Project**, finished **Product**, component **Item**, or **Required Date**. Start with the project or delivery period you are actively planning. 3. Check the values on each component line: - **Required Quantity** shows the quantity needed by the connected BOM demand. - **Available Quantity** shows the quantity currently available in Inventory. - **Allocated Quantity** shows quantity already committed to other requirements. - **Shortage Quantity** shows the remaining quantity that needs action. 4. Open or expand a component requirement when you need to understand its source. Review the linked BOM, parent or finished product, **Project**, or related fulfillment demand before changing quantities or raising procurement documents. 5. Sort or filter by **Required Date** to prioritize the materials needed first. Components with earlier required dates should be reviewed before items needed for later project milestones or deliveries. 6. Repeat the review for shared materials. A component that appears sufficient for one BOM may still be short when demand from other Projects is included. A shortage is not always an error. It may correctly show that stock is unavailable, reserved for another Project, or insufficient for the combined demand. Use the linked requirement details before deciding whether to purchase, transfer, or adjust the BOM. [SCREENSHOT: Filtered BOM Requirements list for one Project, with Required Quantity, Available Quantity, Allocated Quantity, Shortage Quantity, and Required Date highlighted.] ## Turning Shortages into Procurement Actions Use BOM shortages as the starting point for purchasing and replenishment work. Before creating an action, confirm that the component line has a **Shortage Quantity** greater than zero and that its **Required Date** matches the Project or Orders commitment. 1. In **BOM Requirements**, filter the list to show component lines with an outstanding **Shortage Quantity**. Review the **Item**, shortage amount, **Project**, and **Required Date** on each selected line. 2. Group compatible shortages where the same material is needed for more than one BOM or Project. This can help your purchasing team request one combined quantity while retaining visibility of the individual requirements. 3. Create an **MRQ** for materials that need purchasing review or supplier Offers. Carry across the component item, required quantity, relevant **Sub-supplier** information where known, and the required timing. 4. Create a **PO** when the source, quantity, and commercial terms are confirmed. Check that the purchase quantity covers the shortage and that the expected receiving timing supports the required date. 5. If another Inventory location can provide the item, create or coordinate a **Transfer Order** instead of buying the material again. 6. If the component is made internally, use the relevant **Assembly Order** or production work to cover the shortage rather than creating a PO. 7. Return to the BOM requirement line and review its linked purchasing, transfer, or assembly references. Follow the item through the relevant status until it is received and available for the requirement. A shortage remains operationally important until the required material is available for the intended Project. An MRQ or PO records planned action; it does not mean the material has been received. Continue tracking receiving and Inventory availability alongside the BOM requirement. For guidance on the material request stage, see [Managing Material Requisitions](doc:managing-material-requisitions). For supplier Offers and PO work, use [Managing Supplier Offers](doc:managing-supplier-Offers) and [Creating Purchase Orders](doc:creating-purchase-orders). ## Coordinating BOM Demand with Project Fulfillment Use the **Project** filter and project reference on BOM requirements to keep materials tied to the work they support. This is especially important when the same component is used across multiple customer commitments, Projects, or finished products. 1. In **BOM Requirements**, select the relevant **Project** to view only its finished products and component demand. 2. Review each component’s **Required Date** against the Project’s planned delivery, fulfillment timing, and work milestones. Materials needed earlier should be purchased, transferred, or assembled before later-stage components. 3. Identify components shared across several BOMs. Review the total **Required Quantity** across the affected records before raising an MRQ or PO so purchasing can combine demand where appropriate. 4. Keep each requirement linked to its own **Project** even when purchasing is consolidated. This preserves visibility of the material demand behind a combined purchase quantity. 5. When the Project scope changes, update the finished-product quantity or applicable BOM component lines. If the required Project demand has changed, review the revised quantities before creating additional MRQs or POs. 6. Return to **BOM Requirements** after saving changes. Check the updated **Required Quantity**, **Available Quantity**, **Allocated Quantity**, and **Shortage Quantity** before committing to any new purchase or transfer. 7. Use the date-based requirement view to identify whether a delayed material affects an immediate delivery or a later Project milestone. This helps the team focus follow-up on the shortages with the greatest effect on fulfillment. Avoid treating Inventory as one undifferentiated pool of materials. A quantity may be physically in stock but already reflected in **Allocated Quantity** for another Project. The BOM requirement view helps you plan shared demand without losing control of project-level commitments. ## Fixing Incorrect Requirements and Unresolved Shortages When a BOM requirement looks incorrect, resolve the cause before creating another MRQ, PO, or Transfer Order. Incorrect quantities can lead to over-purchasing, missed delivery dates, or materials being assigned to the wrong Project. 1. Open the requirement line with the unexpected demand and review its linked **Bill of Material**, finished product, and **Project**. 2. If **Required Quantity** is too high, check the BOM quantity first. Then review every component line for the correct **Quantity** and **Unit**. Confirm that the same component has not been added more than once. 3. If a component has a scrap or yield allowance, review the entered value. An incorrect allowance can increase the required component quantity beyond what the Project needs. 4. If a shortage remains after a PO has been placed, check the linked purchasing document and confirm whether the item has been received. A PO alone does not increase **Available Quantity**. 5. If materials have been received but the shortage remains, verify that the receipt is recorded in the intended Inventory location and is included in **Available Quantity** for the requirement. 6. If a Project has no expected material demand, verify that the BOM, finished product, and related **Orders** or fulfillment record are connected to the intended **Project**. 7. If the **Required Date** is later than the material is actually needed, review the finished-product delivery timing, component lead time, and the **Required Date** on the BOM requirement line. Save the corrected dates, then check the requirement list again. Use the requirement’s linked records to correct the source of the issue rather than manually compensating with extra purchasing. A corrected BOM and Project demand will provide a more reliable view of future shortages. [SCREENSHOT: BOM requirement detail with links to the Bill of Material, finished product, Project, purchasing documents, quantities, and Required Date.] ## Overview In Pams, a **BOM** is the material plan behind a finished product, package, assembly, or Project deliverable. It connects the quantity you intend to fulfill with the individual components needed to complete that work. The resulting **BOM Requirements** view gives purchasing, project, and Inventory teams a shared picture of demand. Use BOMs to answer practical operational questions: - Which materials are required for this Project? - How much of each component is needed? - What is already available in Inventory? - What quantity is allocated to other work? - Which items have a **Shortage Quantity**? - When must each component be received, transferred, or assembled? - Which **MRQs**, **POs**, **Transfer Orders**, or **Assembly Orders** are linked to the requirement? The BOM process supports the project procurement and delivery cycle. A BOM creates a clear material requirement; an **MRQ** begins the request for materials; RFQs and supplier Offers support commercial selection; a **PO** confirms the purchase; receiving adds materials to Inventory; and the available materials can then support delivery or project fulfillment. Keep BOMs focused on the components actually required for the finished product or deliverable. Link them to the correct **Project** and, where applicable, the related **Orders**. This makes shortages traceable and avoids combining unrelated material demand. The values in **BOM Requirements** should guide decisions, not replace review. Before acting on a shortage, open the requirement and confirm its finished product, Project, required date, and linked procurement status. This helps avoid duplicate purchasing when stock is allocated elsewhere or when an existing PO is still awaiting receipt. ## Prerequisites Before working with BOMs and BOM requirements, make sure the records that define the material demand are available in Pams. BOM planning is most useful when Products, Projects, Inventory, and procurement records are kept current. Prepare the following: - A finished **Product** or **Final Product** for the item, package, assembly, or deliverable you need to fulfill. - Component **Products** or **Items** for every material and subassembly that belongs in the BOM. - Correct **Unit** values for finished products and components so quantities are interpreted consistently. - An active **Project** when material demand must be tracked against project work, milestones, or planned delivery. - A related **Orders** when the BOM is supporting a specific customer commitment. - Current Inventory information so **Available Quantity** and **Allocated Quantity** provide a useful view of what can support the BOM. - Relevant **Sub-suppliers** when shortages will progress to an MRQ, RFQ, or PO. - Planned delivery, fulfillment, or Project dates so you can set meaningful **Required Date** values. If Products need to be created or corrected before building a BOM, use [Managing Product Records](doc:managing-product-records). If the work is already organized as a Project, use the workflow established in [Managing Project Workflows](doc:managing-project-workflows) before linking material requirements. After BOM requirements are in place and shortages are being addressed, continue with [Tracking Project Job Costs](doc:tracking-project-job-costs) to review the direct costs connected to the Project. ## Prepare Projects for Job-Cost Tracking Accurate Job Costing starts with a clear Project record. Before you record purchasing costs, sales amounts, or Direct Cost Transactions, make sure the related project is available in **Projects Management** and can be identified by its **Project Name** and **Job Number**. 1. Open **Projects Management** and locate the project in **All Projects**. Confirm that the **Project Name**, **Job Number**, and **Client** identify the correct work. 2. Review the project’s commercial information, including **Project Value**, **Currency**, **Start Date**, **Expected Completion On**, and **PM Responsible**, where these details are used by your team. 3. Agree on the Project record that must be selected on every related **Sales Job**, **Purchase Job**, **PO**, **Purchase Invoice**, **Invoice**, and **Direct Cost Transactions** entry. 4. If the work is based on a BOM, check that the BOM belongs to the same project workflow. The BOM defines the materials needed; use [Managing Bills of Material](doc:managing-bills-of-material) for guidance on preparing and maintaining that list. 5. Before saving a sales or purchasing document, check the **Project** and **Job Number** details shown on the document. Selecting the wrong project at this point causes costs or sales amounts to appear under the wrong job later. [SCREENSHOT: A project record in Projects Management showing Project Name, Job Number, Client, Project Value, Currency, Start Date, Expected Completion On, and PM Responsible.] Use one Project record for the complete job wherever possible. Avoid creating separate projects for individual purchase orders, invoices, or delivery stages unless your team treats them as separate jobs. A single, consistent **Project** selection gives you one place to review the job’s purchasing activity, sales activity, and resulting profitability. Before work begins, make sure the people creating **Purchase Jobs**, **POs**, **Sales Jobs**, and **Invoices** know which **Project Name** and **Job Number** to select. This small check prevents unassigned activity and reduces the need for corrections after amounts have been posted. ## Set Up the Project Cost Structure Set up the project so its costs and sales can be reviewed in meaningful groups. In Pams, the project’s **Job Number** connects the work across sales, purchasing, and Job Costing. Where your project records use **Task** and **Category** values, apply them consistently to distinguish different areas of work. 1. In **Projects Management**, open the required project from **All Projects**. Check that the **Project Name**, **Job Number**, and **Client** are correct before adding related activity. 2. Identify the work areas your team needs to follow separately. For example, use the available **Task** and **Category** selections consistently for materials, external services, subcontractor work, delivery-related costs, or other work included in the project. 3. If the project is budgeted, review the available **Financial Budget**, **Budget**, and **Project Value** information. Use these values as the planned commercial baseline for the job. 4. Keep the same **Project**, **Job Number**, **Task**, and **Category** choices on related purchasing and sales records. This makes it possible to compare the amount spent with the amount sold for the same area of work. 5. Click **Save** or **Save and Close** after confirming the project information. Reopen the project to make sure the identifying details remain clear for the team. Do not use slightly different names for the same work area across different documents. For example, if materials for a project are grouped under one **Category**, use that same selection when recording related purchase activity. Consistent grouping is more valuable than creating many narrow categories that nobody uses consistently. [SCREENSHOT: A project record with its Job Number and the Task, Category, Budget, and Project Value information used to organize project activity.] When a project includes both supplied products and external services, separate those activities from the beginning. This helps you identify whether a project is becoming expensive because of purchased materials, a **Service PO**, delivery-related charges, or another type of purchasing activity. It also makes later review in **Job Costing** and **Jobs Profitablity** more useful. ## Assign Purchasing Costs to a Project Record purchasing activity against the correct Project before it becomes part of the job’s actual cost. Pams can bring together costs from **Purchase Jobs**, **POs**, **Purchase Invoices**, and **Direct Cost Transactions** when each record uses the correct **Project** and **Job Number**. 1. Open the purchasing document you are creating or reviewing, such as a **Purchase Job**, **PO**, **Purchase Invoice**, or **Direct Cost Transactions** record. 2. Select the correct **Project** and verify the related **Job Number**. Compare them with the Project record in **Projects Management** before you save the document. 3. Review the document’s **Items**, **Quantity**, **Item Price**, and **Total Price**. Make sure the products, materials, services, or subcontractor charges belong to the selected project. 4. Where the record includes **Task** or **Category**, choose the work area that matches the purchase. Use the same selections already agreed for the project so similar costs are grouped together. 5. Check the **Sub-supplier** or **Vendor**, **Currency**, and any applicable **Delivery Date** or **Required Receiving Date** details before saving. 6. Click **Save** or **Save and Close**, then reopen the document and confirm the displayed **Project** and **Job Number**. [SCREENSHOT: A purchasing document showing Project, Job Number, Sub-supplier, Items, Quantity, Item Price, Total Price, Task, and Category.] For a purchase that contains items for more than one project, do not leave all costs under one Project record. Review the item lines and record each portion under the project that will use it. Where Pams presents separate project allocation choices for the items, select the appropriate **Project**, **Task**, or **Category** for each part of the purchase. Treat additional project-related charges with the same care. **Logistics Costs**, **Additional Landed Cost**, **Outbound Cost**, and **Deliverey Costs to the Client** can affect the job’s actual cost. If these costs belong to a project, ensure the purchasing or Direct Cost Transactions record identifies that project rather than leaving the amount unrelated to the job. ## Relate Sales Transactions to Project Revenue Link sales activity to the same Project used for purchasing costs. This allows Pams to show the commercial side of the job alongside the amounts spent to deliver it. Use the **Project** and **Job Number** on related sales records consistently from the initial **Sales Job** through the **Invoice**. 1. Open the relevant **Sales Job**, **Orders**, or **Invoice** for the project work. 2. Select the correct **Project** and confirm the **Job Number** matches the project used on related **Purchase Jobs**, **POs**, and **Purchase Invoices**. 3. Review the customer and sales details, including **Client**, **Currency**, **Sales Price**, **Total Price**, **Delivery Date**, and **Payment Method**, where those fields are used on the document. 4. Where available, select the appropriate **Task** or **Category** for the work being sold. Use the same work grouping used for the related purchasing activity. 5. Confirm that the sales line or document represents project work rather than unrelated sales activity. If it includes work for multiple projects, review each portion before saving. 6. Click **Save** or **Save and Close**, then check that the document continues to show the intended **Project** and **Job Number**. [SCREENSHOT: A sales document showing Client, Project, Job Number, Items, Sales Price, Total Price, Delivery Date, and Task or Category.] Use the project reference on invoices as well as earlier sales documents. An **Invoice Amount** recorded without the correct **Project** cannot be confidently compared with the project’s purchasing costs. Keeping the Project selection through invoicing supports an accurate view of sales revenue for the job. Where a project has staged delivery or partial invoicing, record each sales document against the same **Project** and **Job Number**. This keeps all invoiced amounts together while allowing Pams to reflect the project’s ongoing revenue as work is delivered and billed. ## Review Actual Costs and Sales for Each Project Use **Job Costing** to review how much has been spent and sold for each project. Start with the Project record’s **Project Name** or **Job Number**, then compare project-related purchasing activity with the sales amounts recorded under the same project. 1. Open **Job Costing** and locate the required project using its **Project Name** or **Job Number**. 2. Review the purchasing amounts connected to the project, including activity from **Purchase Jobs**, **POs**, **Purchase Invoices**, and **Direct Cost Transactions**. 3. Review the sales amounts connected to the same project, including the related **Sales Jobs**, **Orders**, and **Invoices**. 4. Compare actual purchasing costs with the project’s sales value. Where the project uses a **Financial Budget**, compare the recorded amounts with the available **Budget** and **Project Value**. 5. Open **Jobs Profitablity** when you need to review the project’s commercial result in more detail. 6. Investigate amounts that do not appear to belong to the project. Check the original record’s **Project**, **Job Number**, **Task**, and **Category** before deciding whether a correction is needed. [SCREENSHOT: The Job Costing screen showing a project identified by Project Name and Job Number, with purchasing costs, sales amounts, and project values.] Use the project’s work groupings to focus your review. If materials are much higher than expected, open the related purchasing documents and review the **Items**, **Quantity**, **Item Price**, and **Total Price**. If revenue is lower than expected, review the project’s **Sales Jobs**, **Orders**, and **Invoices** to see whether work has not yet been invoiced or was linked to a different project. A project may show costs before sales revenue is recorded, especially when goods are purchased before delivery or invoicing. Review the document dates, including **Order Date**, **Delivery Date**, **Received On**, and **Invoice Date** where shown, before treating this timing difference as a cost issue. ## Correct Costs or Revenue Posted to the Wrong Project When a cost or sales amount appears under the wrong project, correct the related purchasing or sales document rather than trying to change totals in **Job Costing** directly. The Project record should reflect the activity recorded on its connected documents. 1. In **Job Costing** or **Jobs Profitablity**, identify the amount that appears under the wrong **Project Name** or **Job Number**. 2. Open the related document, such as the **Purchase Job**, **PO**, **Purchase Invoice**, **Direct Cost Transactions** record, **Sales Job**, **Orders**, or **Invoice**. 3. Check the **Project** and **Job Number** first. If the document belongs to another project, select the correct project details before saving the correction. 4. If the Project is correct but the amount is grouped under the wrong work area, review the available **Task** and **Category** selections and choose the appropriate one. 5. Use the correction option available on the document. Depending on the document and its status, Pams may provide actions such as **Revision**, **Order amendment**, or **Adjust Allocation**. Use only the action shown for that record. 6. Click **Save** or complete the available correction action. Return to **Job Costing** and confirm that the cost or sales amount now appears under the intended Project and work grouping. [SCREENSHOT: A purchasing or sales document with Project, Job Number, Task, and Category highlighted before a correction is saved.] Do not create a replacement transaction merely to offset a mistake unless that is your team’s established process. First check whether the original document can be corrected through its available action. A duplicate purchasing cost or invoice amount can make the project appear more expensive or more profitable than it really is. After correcting a document, review any connected sales, purchasing, and invoice records that use the same **Job Number**. A wrong project selection is often repeated when documents were created from an earlier record. Rechecking the chain helps keep the project’s actual cost and revenue complete. ## Overview **Job Costing** in Pams brings project-related purchasing costs and sales revenue into one project view. The central link is the **Project** and its **Job Number**. When those details are used consistently, you can review a project’s commercial position without manually combining figures from separate purchasing and sales records. Use the following records as part of the job-cost workflow: | Record or screen | What it contributes to the project review | Key details to check | |---|---|---| | **Projects Management** | The main Project record for the job | **Project Name**, **Job Number**, **Client**, **Project Value** | | **Purchase Jobs**, **POs**, and **Purchase Invoices** | Purchased materials, services, and supplier charges | **Project**, **Job Number**, **Items**, **Total Price** | | **Direct Cost Transactions** | Other direct project-related costs | **Project**, **Job Number**, **Amount**, **Category** | | **Sales Jobs**, **Orders**, and **Invoices** | Sales value and invoiced project revenue | **Project**, **Job Number**, **Sales Price**, **Invoice Amount** | | **Job Costing** and **Jobs Profitablity** | Review of recorded project costs, sales, and profitability | **Project Name**, **Job Number**, **Budget**, **Project Value** | The job-cost view is only as reliable as the records connected to it. A purchase entered with the wrong **Project**, or an invoice saved without the related **Job Number**, can make the project’s results incomplete or misleading. Use **Job Costing** during the project, not only after delivery. Reviewing costs after major purchases, goods receipt activity, Orders, or invoices helps you identify changes in cost exposure while there is still time to respond. For work involving materials and procurement, keep the project’s BOM and purchasing activity aligned; see [Managing Bills of Material](doc:managing-bills-of-material). ## Prerequisites Before tracking costs and revenue in **Job Costing**, make sure the required project and commercial records are already available in Pams. Job-cost review depends on connected project, purchasing, and sales activity rather than on manually entered project totals. - A Project must be available in **Projects Management** with a clear **Project Name** and **Job Number**. - The project should identify the correct **Client** and, where used by your team, the **PM Responsible**, **Currency**, **Project Value**, **Start Date**, and **Expected Completion On**. - The products, materials, and services needed for the work should be understood before related **Purchase Jobs**, **POs**, or **Purchase Invoices** are entered. If the project uses a BOM, maintain it through [Managing Bills of Material](doc:managing-bills-of-material). - Team members entering **Purchase Jobs**, **POs**, **Purchase Invoices**, **Direct Cost Transactions**, **Sales Jobs**, **Orders**, and **Invoices** need to know the correct **Project Name** and **Job Number** for the work. - If your team uses **Task** and **Category** values, agree on the selections to use before posting purchasing costs or sales amounts. Use the same values on related documents. - Where a budget is required, ensure the available **Financial Budget**, **Budget**, and **Project Value** information has been reviewed before comparing planned and actual amounts. - Use only completed, relevant purchasing and sales documents when checking project results. Review their displayed **Project** and **Job Number** before relying on the amounts in **Job Costing**. Once project costs and revenue are being reviewed consistently, continue with [Managing Tender Sales Jobs](doc:managing-tender-Sales Jobs) to track tender requirements, bid due dates, documents, contacts, and offer activity. ## Creating a Tender Sales Job Open the tender Sales Job workspace in Pams when you receive a new tender invitation, request for proposal, or bid request. A tender Sales Job gives your team one place to keep the tender title, customer details, Bid Due Date, supporting documents, Contacts, Activities, and related Offer records. 1. Open **Market Projects** and select **New Tender Sales Job**. 2. Enter a clear tender title in **Title**. Include the customer name, tender subject, or reference number where this helps your team identify the Sales Job in lists. 3. Select the customer or contracting organization in **Client** or **Account**. Use the existing company record rather than entering a different spelling of the same organization. 4. Set the initial **Status** to **Draft** while you are collecting the tender information. A Draft tender can be saved before the commercial and technical response is complete. 5. Assign the internal **Owner** or **Responsible** person who will coordinate the tender. This person should be able to follow the Bid Due Date, obtain pricing, prepare documents, and record important updates. 6. Click **Save** to keep the tender Sales Job open for further work, or select **Save and Close** if you want to return to the tender list. Use the **Description** field to record a short explanation of the Sales Job. For example, describe the requested project, the main product or service scope, and any important commercial context already known. Keep this summary brief enough that a colleague can understand the tender without opening every attachment. | Field | What to enter | |---|---| | **Title** | A recognizable tender name or reference | | **Client** or **Account** | The customer or contracting organization | | **Status** | **Draft** when the tender is first created | | **Owner** or **Responsible** | The team member coordinating the response | [SCREENSHOT: New Tender Sales Job form showing Title, Client or Account, Status, Owner, Description, Save, and Save and Close] Do not wait for every document or pricing detail before creating the tender Sales Job. Saving the Draft record early ensures the Bid Due Date and ownership are visible in Pams while the bid is being prepared. ## Recording Tender Requirements and Bid Deadlines A tender Sales Job is only useful when the bid team can see exactly what the contracting organization expects. Record the tender requirements in Pams as soon as you review the request documents, then update them whenever a clarification, addendum, or revised Bid Due Date is issued. 1. Open the tender Sales Job and go to the **Requirements** section. 2. Record the requested scope, required deliverables, quantities, technical conditions, and commercial conditions. Use **Description**, **Technical Notes**, and **Commercial Notes** where these fields are available. 3. Enter the official submission deadline in **Bid Due Date**. This is the external deadline stated by the contracting organization and should reflect the latest confirmed tender document. 4. Review the requirement notes against the attached request documents before sharing the tender internally. Make sure mandatory submission conditions, such as required forms, technical documents, or delivery conditions, are clearly captured. 5. Create internal follow-up work through **Tasks**, **Activities**, or **Calendar** reminders when the team needs earlier preparation dates. Keep the contractual submission date in **Bid Due Date** rather than replacing it with an internal target. 6. Click **Save** after each meaningful update. When a tender clarification changes the scope, document the change in the requirement notes and add an **Activity** explaining what changed. Include the clarification date, the source document, and the effect on the bid. For example, note whether the change affects the requested Items, delivery expectations, technical response, or pricing. Use the most recent written requirement as the working version. If an earlier document contains information that is no longer valid, retain it as an **Attachment** for reference but clearly note in the tender record which issue or date is current. [SCREENSHOT: Tender Sales Job showing Requirements, Technical Notes, Commercial Notes, Bid Due Date, and attached tender documents] A complete requirements section prevents the team from preparing an Offer based on outdated assumptions. Before moving into pricing or proposal preparation, confirm that the scope and Bid Due Date in Pams match the current tender invitation. ## Adding Tender Contacts and Supporting Documents Tender work often involves several people at the customer or contracting organization, along with a large set of request documents. Add the relevant **Contacts** and **Attachment** records to the tender Sales Job so questions, clarifications, and submission instructions remain connected to the same bid. 1. Open the tender Sales Job and locate the **Contacts** area. 2. Add the contact person who issued the tender, receives clarification questions, or receives the final bid. Select an existing **Contact** when one is already available in Pams. 3. Verify the selected contact’s **Full Name**, **Email**, **Phone**, and related **Account** or **Client** details before relying on the record for tender communication. 4. Use the tender **Note** or **Description** to state which person is the primary tender contact when several contacts are listed. This makes the correct communication route clear to all team members. 5. Add each tender document as an **Attachment**. Choose **From PC** for documents stored on your computer or **From Cloud** for documents available from connected cloud storage. 6. Click **Save** after adding Contacts or Attachments. Attach the documents that define how the bid must be prepared and submitted. These may include the request for proposal, specifications, drawings, addenda, pricing schedules, bid forms, delivery instructions, and submission requirements. Keep the original files attached even when your team also extracts key details into the Requirements section. Name uploaded files so that the current issue is immediately recognizable. Include the document subject and issue date or revision identifier in the file name where available. This helps the team distinguish an original request from a later clarification or replacement document. [SCREENSHOT: Tender Sales Job with Contacts list and Attachment area, showing a primary tender contact note and several versioned tender documents] If a revised document replaces an earlier version, keep both Attachments but update the tender Notes or Activity record to identify the document the team must use for the current Offer. This preserves the tender history while avoiding confusion during final review. ## Preparing and Comparing Tender Offers Create an **Offer** when the tender response is ready to move from requirements gathering into commercial and technical preparation. Keeping each Offer linked to the tender Sales Job allows your team to review the bid details alongside the Bid Due Date, tender documents, Contacts, and Activity history. 1. Open the tender Sales Job and create or open the related **Offer**. 2. Confirm the **Offer Date**, **Offer Type**, **Currency**, and **Validity Period** before entering the proposal details. 3. Add the proposed **Items**, quantities, **Unit Price**, and **Total Price**. Check that the commercial response covers the tender requirements recorded in the Sales Job. 4. Use **Technical Notes** for technical response details and **Commercial Notes** for payment terms, delivery conditions, exclusions, or other commercial points relevant to the tender. 5. Save the Offer and return to the tender Sales Job to confirm that the proposal remains associated with the correct tender record. 6. Before the bid is sent, review the tender **Bid Due Date**, the current Attachments, the selected Contacts, and the Offer details together. Use **Revision** when the tender requires a revised response or when the team updates the proposal after a clarification. The **Offer Number**, **Offer Date**, and revision information help distinguish an earlier proposal from the current version. Do not overwrite an earlier proposal without preserving the information needed to understand what changed. When comparing possible responses, open each related Offer and review its **Items**, **Offer Price**, **Validity Period**, and Notes against the same tender requirements. This is especially important if the team has prepared alternative commercial or technical responses. [SCREENSHOT: Tender Sales Job with a related Offer showing Offer Number, Offer Date, Items, Offer Price, Validity Period, Technical Notes, and Commercial Notes] The final Offer should match the latest tender documents. If the requirement scope, requested delivery date, or submission condition changes, update the tender Sales Job first, then revise the Offer so both records remain aligned. ## Tracking Tender Progress and Activity History Keep the tender **Status** and **Activities** current throughout the bid process. This makes it possible for the Owner, sales team, and management to see whether the tender is being prepared, has been submitted, has been awarded, or has been closed without searching through emails or separate files. 1. Open the tender Sales Job whenever a meaningful event occurs. 2. Update **Status** or **Stage** to reflect the current position of the tender. Use the available status values consistently across your team. 3. Add an **Activity** for important events, such as a clarification request, a customer call, a tender meeting, a document amendment, bid submission, or award notification. 4. Choose the appropriate activity type, such as **Call**, **Meeting**, or **Visit**, and complete fields such as **Subject**, **Activity Purpose**, **Due Date**, **Assignee**, and **Comment**. 5. Record the outcome of the event in **Comment**, **Description**, or **Note** so another team member can understand the decision or agreed action. 6. Click **Save** after updating the tender or its Activity record. Use the tender activity history to capture the facts that matter to the bid. For example, record when a clarification was requested, which document was amended, whether a deadline was extended, and when the final Offer was submitted. If the tender is awarded, record the award notification and any next action required. If it is not awarded, record the available reason in the tender notes or Activity details. Review **Last Modifications**, **Created By**, and **Last Modification By** when you need to understand who changed the tender record. These details, together with the Activities and Attachments, provide a clear working history for the Sales Job. [SCREENSHOT: Tender Sales Job showing Status, Activities, Comments, Last Modifications, and an activity entry for bid submission] Update the tender promptly after external communication. A current Status and meaningful Activity entries help prevent missed deadlines, duplicated follow-up, and uncertainty about the latest customer instruction. ## Resolving Missing Information Before Bid Submission Use the tender Sales Job as the final review point before sending a bid. Missing scope details, unclear deadlines, incomplete Contacts, or absent Attachments can lead to an Offer that does not meet the tender conditions. Resolve these gaps in Pams before the bid is submitted. 1. Open the tender Sales Job and review the **Requirements** section. Confirm that the scope, requested deliverables, mandatory conditions, and any technical or commercial instructions are recorded in **Description**, **Technical Notes**, or **Commercial Notes**. 2. Check **Bid Due Date** against the latest tender Attachment. If the date is unclear or a revised date was issued, update **Bid Due Date** and add an **Activity** or **Comment** explaining the clarification. 3. Review the **Contacts** area. Confirm that the tender includes the person responsible for clarification questions or bid submission, and identify the primary contact in the tender **Note** when several contacts are listed. 4. Open the related **Offer** and verify the **Items**, **Offer Price**, **Currency**, **Validity Period**, and Notes against the tender requirements. 5. Check the **Attachment** area for the current request document, specifications, addenda, required forms, and submission instructions. 6. Click **Save** after correcting any missing information. Use the following review points to identify what is incomplete: | If this is missing | Review in Pams | |---|---| | Tender scope or mandatory conditions | **Requirements**, **Description**, **Technical Notes**, **Commercial Notes** | | Confirmed tender deadline | **Bid Due Date** and the latest **Attachment** | | Correct recipient for questions or submission | **Contacts**, **Contact Name**, **Email**, **Note** | | Current proposal content | Related **Offer**, **Items**, **Offer Price**, **Validity Period** | | Tender documents and amendments | **Attachment** and **Activities** | If the team cannot confirm a requirement from the available tender documents, do not treat an assumption as a confirmed condition. Record the open point in an **Activity** or **Comment** so the Owner can obtain clarification and preserve the response in the tender history. ## Overview Tender Sales Jobs in Pams provide a focused workspace for managing a bid from initial tender receipt through preparation, submission, award, or closure. Each tender Sales Job brings together the details that are most likely to change during a competitive bid: the **Title**, **Client** or **Account**, **Bid Due Date**, requirements, **Contacts**, **Attachments**, related **Offer** records, and **Activities**. Use the tender Sales Job as the shared source for the bid team rather than keeping deadline updates, customer questions, and document versions in separate places. The **Requirements** section captures the requested scope and mandatory submission conditions. **Bid Due Date** records the customer’s formal deadline. **Attachments** keep the request documents, specifications, and addenda with the Sales Job. **Contacts** identify the people involved in tender communication. The related **Offer** is where the team prepares the commercial and technical response. Offer details such as **Items**, **Offer Price**, **Currency**, **Validity Period**, **Technical Notes**, and **Commercial Notes** should be reviewed against the tender record before submission. When the bid changes, use **Revision** and retain the earlier proposal details so the tender history remains understandable. The tender **Status**, **Stage**, and **Activities** give the team a current view of progress. Record calls, meetings, clarification requests, document amendments, submission events, and award notifications using **Activities** and **Comment** fields. Use **Last Modifications** and the activity history when you need to check what changed and who made the update. Tender management supports the work that happens before a project moves into detailed delivery and purchasing activity. When an awarded Sales Job becomes a project with cost tracking needs, use [Tracking Project Job Costs](doc:tracking-project-job-costs) to manage the job-costing work separately from the tender preparation history. ## Prerequisites Before creating a tender Sales Job, gather the tender information that you can confirm from the invitation and its supporting documents. Pams allows you to save a tender as **Draft** before every detail is available, but the following information will help you create a useful record from the start: - A recognizable tender name or reference to enter in **Title**. - The customer or contracting organization to select in **Client** or **Account**. - The official tender submission date for **Bid Due Date**. - The tender request, specifications, instructions, addenda, or other source documents to add as **Attachments**. - The contact person or people involved in tender communication, including their **Contact Name**, **Email**, and **Phone** where available. - A basic understanding of the requested scope, deliverables, technical requirements, commercial conditions, and required bid documents. - The internal **Owner** or **Responsible** person who will coordinate the tender response. - Any available pricing information needed to prepare an **Offer**, including proposed **Items**, quantities, **Currency**, **Unit Price**, and **Validity Period**. If the customer or contracting organization already exists in Pams, select the existing **Client**, **Account**, and **Contact** records. This keeps the tender connected to the company’s previous sales activity and avoids duplicate contact information. Keep the original tender invitation available when entering the record. Use it to confirm the **Bid Due Date**, identify mandatory tender forms, and compare the final Offer against the customer’s stated requirements. When the invitation includes later clarifications or addenda, attach them to the same tender Sales Job and record the change through an **Activity** or **Comment**. ## Identify the Source Orders You Can Receive A Warehouse Receipt is the document your warehouse team uses to record goods arriving at a receiving location before those goods are placed into their final storage bins. It brings inbound work into one controlled screen, so staff can compare the delivered products with the order, record what actually arrived, capture any required tracking details, and keep the source order updated. Use a Warehouse Receipt when goods are entering the warehouse from an open order that has quantities still expected. Depending on how your warehouse workflow is set up, a receipt can collect lines from these source documents: - **Purchase Orders** for products purchased from a Sub-supplier. - **Assembly Orders** for products or components received through an assembly process. - **Transfer Orders** for stock arriving from another warehouse location. - **Delivery Notes** or **Goods Return Notes** that are configured to bring products back into warehouse handling. Each receipt line retains the source information, including **Source Document** and **Source No.**. This lets you see exactly which Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note the received quantity belongs to. A single Warehouse Receipt can include more than one source order when they arrive at the same receiving location, but use this only when your warehouse team can clearly separate and verify the goods. The normal receiving flow is: 1. An order is released with an outstanding quantity to receive. 2. Warehouse staff create a Warehouse Receipt for the receiving location. 3. They retrieve the open source lines, enter the quantity that physically arrived, and complete any item tracking details. 4. They post the Warehouse Receipt. 5. If the location uses warehouse put-away, they create a warehouse put-away to move goods from the receiving bin into their destination bins. [SCREENSHOT: A Warehouse Receipt showing receipt lines from a Purchase Order, with Source Document, Source No., Item No., Description, and Qty. to Receive visible.] ## Prepare Orders for Warehouse Receipt Processing Before creating a Warehouse Receipt, confirm that the incoming order and the receiving location are ready. This prevents missing source lines, quantity errors, and delays when goods arrive at the warehouse. Start with the receiving location. The order must use the **Location Code** for the location where the goods will arrive, and that location must be set up to require Warehouse Receipts. If the Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note uses a different Location Code, its lines will not be available when you retrieve source documents for the selected receipt location. Next, open the relevant source order and check that it is released and still has an outstanding quantity to receive. A fully received order will not provide any open lines for a new Warehouse Receipt. For a partial delivery, make sure you understand the remaining expected quantity before recording the current delivery. Check the product lines carefully before the truck is unloaded or the shipment is accepted: | Check | What to confirm | Why it matters | |---|---|---| | **Location Code** | The order uses the receiving location | Makes the order available on the correct Warehouse Receipt | | **Outstanding Quantity** | The line still has quantity remaining to receive | Prevents receiving a completed line again | | **Lot No.** | A lot number is available when the item requires it | Required before posting tracked items | | **Serial No.** | Each individual serial-tracked item can be identified | Links the received quantity to the correct serial numbers | For tracked products, collect the required **Lot No.**, **Serial No.**, and package details from the labels, packing list, or delivered goods before posting. Do not wait until after the receipt is posted, because Pams may stop the posting process if the tracking quantities do not match the quantity being received. Also confirm that the warehouse employee can open the **Warehouse Receipts** list and work with the selected receiving location. Access to the screen alone may not be enough if the employee cannot work with that location’s receiving activity. ## Create a Warehouse Receipt from Source Orders Create the receipt when the delivered goods are ready to be checked against their source order. Use the receiving location that matches the incoming order; selecting the wrong location is one of the most common reasons an order cannot be found. 1. In Pams, open **Warehouse Receipts** and select **New**. 2. Select the **Location Code** for the warehouse location where the goods have arrived. Confirm this matches the Location Code on the Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note. 3. Select **Get Source Documents**. Pams displays open source lines that are available for the selected Location Code. 4. Use the available source details to narrow the list. Check **Source Document** to distinguish between Purchase Orders, Assembly Orders, Transfer Orders, and inbound delivery or return documents. Use **Source No.** to locate the exact order number. 5. Select the lines that match the delivered goods. Before adding them, review the **Item No.**, **Description**, **Source No.**, and expected quantity. Confirm that the item descriptions and quantities agree with the delivery paperwork and the physical products. 6. Add the selected lines to the Warehouse Receipt. The lines become the working list for the current delivery. 7. Review the completed receipt before entering quantities. Use **Source Document** and **Source No.** on each line to confirm that all added lines belong to the intended orders. If the receipt contains lines from multiple source orders, make sure this is deliberate and that warehouse staff can keep each order’s goods identifiable during receiving. [SCREENSHOT: The Get Source Documents window filtered by Source Document and Source No., with open order lines ready to add to a Warehouse Receipt.] Do not add lines merely because they appear in the available list. A line can be available because it has an outstanding quantity, even if its products are not part of the delivery currently being received. ## Record the Quantities and Tracking Information Received After adding the source lines, record only what physically arrived. The Warehouse Receipt can remain open while goods are counted, labels are checked, and discrepancies are clarified with the purchasing or warehouse team. 1. On each receipt line, enter the quantity actually received in **Qty. to Receive**. For a complete delivery, this may match the outstanding quantity. For a partial delivery, enter only the quantity delivered today and leave the remaining quantity open on the source order for a later receipt. 2. Compare **Qty. to Receive** with **Qty. Received**. **Qty. to Receive** is the quantity you are registering on the current Warehouse Receipt. **Qty. Received** shows the quantity already recorded against that line. Use both values to avoid receiving more than the outstanding quantity. 3. For lot-tracked or serial-tracked products, open **Item Tracking Lines**. Enter or confirm the required **Lot No.**, **Serial No.**, package information, and quantity assignments. The total quantity assigned in Item Tracking Lines must match the **Qty. to Receive** on the receipt line. 4. Enter the **Bin Code** when the receiving location uses a receipt bin or when products must be staged before put-away. Use the bin designated for incoming goods rather than selecting a final storage bin unless your warehouse procedure requires direct storage. 5. Recheck product descriptions, quantities, and tracking information before posting. If a carton is short, damaged, or contains the wrong product, do not increase **Qty. to Receive** to match the original order quantity. Record only the quantity actually accepted for receipt. [SCREENSHOT: A Warehouse Receipt line with Qty. to Receive, Qty. Received, Bin Code, and the Item Tracking Lines action highlighted.] For serial-tracked items, each received unit normally needs its own **Serial No.** assignment. For lot-tracked items, the assigned quantities by **Lot No.** must add up to the quantity being received. If these amounts differ, correct the receipt line or the Item Tracking Lines before posting. ## Post the Receipt and Move Goods to Storage When the receipt lines, quantities, and tracking information are correct, post the Warehouse Receipt to register the goods against their linked source orders. Posting is the point at which the current receipt becomes a completed warehouse record, so complete your checks before selecting **Post**. 1. Review every line one last time. Confirm the **Source Document**, **Source No.**, **Qty. to Receive**, **Bin Code**, and, where applicable, the details in **Item Tracking Lines**. 2. Select **Post** from the Warehouse Receipt page. Pams records the received quantity against the linked source order lines. 3. Check the source order after posting. The outstanding quantity should reduce by the quantity posted. If the delivery was partial, the remaining quantity stays open for a future Warehouse Receipt. 4. Review the posted warehouse receipt information to confirm the items and quantities recorded for this delivery. Use the source references to trace the posted receipt back to the original Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note. 5. If the location uses directed put-away and pick, select **Create Put-away** after posting. Open the resulting warehouse put-away document and review the suggested destination bins. Assign or confirm the destination bins according to your warehouse layout, then complete the put-away so the goods move from the receiving area into storage. 6. If the location does not use warehouse put-away processing, verify that the posted receipt has updated the inventory in the designated receiving or storage bin. Check the relevant **Bin Code** and stock information before treating the goods as available for other warehouse activity. [SCREENSHOT: A posted Warehouse Receipt with the Create Put-away action visible, followed by a warehouse put-away document showing suggested destination bins.] Posting a receipt does not replace the physical movement of goods. Where warehouse put-away is required, the receipt records arrival and the put-away records where the products are stored. ## Resolve Common Warehouse Receipt Problems Most Warehouse Receipt issues can be resolved by returning to the source order and comparing its current status, quantities, location, and tracking details with the receipt you are creating. Do not post until the problem is corrected. - **The source order does not appear in Get Source Documents.** Open the Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note and confirm it is released. Check that its **Location Code** matches the Location Code on the Warehouse Receipt. Then confirm that at least one line has an outstanding quantity. Orders with all quantities already received will not be available. - **A source line appears, but the quantity is not what you expected.** Review the source line’s received and outstanding quantities. A previous Warehouse Receipt may already have recorded part of the order. Enter only the physical quantity arriving now in **Qty. to Receive**. - **Pams will not post a tracked item.** Open **Item Tracking Lines** for the affected line. Confirm that every quantity in **Qty. to Receive** has a matching **Lot No.** or **Serial No.** assignment. Check that serial numbers are entered for the correct quantity and that the totals in Item Tracking Lines equal the receipt line quantity. - **The receipt quantity exceeds the order’s remaining quantity.** Compare **Qty. to Receive** with the source order’s outstanding quantity. Reduce the receipt quantity before posting, or clarify the difference with the responsible purchasing or warehouse employee before changing the source order. - **Create Put-away is not available.** Check whether the receiving location is configured for directed put-away and pick. This option is only available where the location uses that process. Also make sure valid destination bins are available for the received products. [SCREENSHOT: An Item Tracking Lines view showing Lot No., Serial No., and quantity assignments that must match Qty. to Receive.] If delivered goods are damaged, incorrect, or not accepted, keep them separate from the quantity you are recording as received. Do not use the Warehouse Receipt to record products that have not been accepted into the receiving workflow. ## Overview Receiving Purchased Goods in Pams connects the purchasing and warehouse workflows. A Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note provides the expected product lines; the Warehouse Receipt records the products that actually arrive at the selected **Location Code**. The Warehouse Receipt is designed for the point at which warehouse staff take control of inbound goods. Its lines show the product identity and source reference, while **Qty. to Receive** captures the quantity being received during the current activity. This separation is important when deliveries are incomplete: the posted receipt records the delivered quantity, while the source order keeps any remaining quantity open. Use the source fields as your main verification tools: | Field | Use it to verify | |---|---| | **Source Document** | The type of incoming order, such as a Purchase Order or Transfer Order | | **Source No.** | The specific order number the receipt line belongs to | | **Item No.** | The product being received | | **Description** | The product description shown on the source order | | **Qty. to Receive** | The quantity physically accepted in this receipt | | **Qty. Received** | The quantity already recorded against the source line | | **Bin Code** | The receiving or staging bin used for the goods | For products that require individual identification or batch traceability, **Item Tracking Lines** are part of the receiving process. Complete the required **Lot No.**, **Serial No.**, package details, and quantity assignments before posting the Warehouse Receipt. After posting, the warehouse workflow may continue with **Create Put-away**. This is used when the receiving location follows directed put-away and pick, moving goods from the receiving bin to assigned storage bins. At locations without warehouse put-away processing, staff should still confirm that the posted receipt has updated stock in the expected bin. The next step is to verify product condition and acceptance using [Inspecting Received Products](doc:inspecting-received-products). ## Prerequisites Before receiving goods in Pams, make sure the source order, receiving location, delivered products, and warehouse access are ready. These checks help you create a receipt that matches both the physical delivery and the related warehouse records. - Confirm that you have access to **Warehouse Receipts** and can work with the receiving **Location Code**. If you cannot select the required location, do not create the receipt under a different location. - Confirm that the receiving location requires Warehouse Receipts. The incoming source order must use the same **Location Code** as the Warehouse Receipt you plan to create. - Have the relevant Purchase Order, Assembly Order, Transfer Order, Delivery Note, or Goods Return Note available. Check its **Source No.**, product lines, and outstanding quantities before you begin. - Ensure the source document is released and has products still available to receive. Fully received lines and fully received orders do not appear as open source lines. - Verify the delivered products against the source line **Item No.** and **Description**. Count the physical quantity before entering **Qty. to Receive**, particularly when the delivery is partial. - Collect item tracking details for any products that require them. This includes the applicable **Lot No.**, **Serial No.**, package information, and the quantity associated with each tracking value. - Identify the correct **Bin Code** for incoming goods. If the location uses a receiving bin, use that bin to stage products before warehouse put-away. If the location uses directed put-away and pick, make sure the warehouse team can assign valid destination bins after posting. - Keep unaccepted, damaged, or incorrect products separate from goods being recorded on the Warehouse Receipt. Enter only the quantity accepted into the receiving workflow. [SCREENSHOT: A receiving preparation view showing an open source order with Location Code, outstanding quantity, Item No., and Item Tracking requirements.] ## Opening the Receipt Awaiting Inspection 1. Open **Received Products** in Pams and locate the receipt with the status **Awaiting Inspection**. This status identifies products that have been received but are not yet available as **In Stock** inventory. 2. Use the receipt number, such as the **Received Shipment Number**, together with the **Received On** date to identify the correct receipt. If several receipts are waiting, also review the related **PO**, **Sub-supplier**, or product information shown on the record. 3. Open the receipt and review its product lines before you begin the physical inspection. Check the **Product** or **Item** description, **Quantity**, **Unit**, and any available details such as **Manufacturer**, **Model name**, **Serial Number**, or **Product delivery date**. 4. Compare the lines in Pams with the delivered goods. Confirm that the products physically present match the expected items and that the number of units received agrees with the quantity shown for each line. 5. Keep the delivered products separate from items already marked **In Stock** while their inspection is pending. A receipt in **Awaiting Inspection** should not be treated as available inventory for a project, delivery, transfer, or goods issue. 6. Gather the information you need for the check before recording results. Depending on the product, this may include the related **PO**, packing information, the product identification, product serial numbers, and the expected quantity. [SCREENSHOT: Received Products list showing a receipt with the Awaiting Inspection status, including the Received Shipment Number, Received On date, and product details.] The receiving activity has already been completed. If you need to review how the goods were recorded when they arrived, see [Receiving Purchased Goods](doc:receiving-purchased-goods). This inspection stage is where you confirm whether the received products can move forward into warehouse stock. ## Starting an Inspection for Received Product Lines 1. From **Received Products**, open the receipt that shows **Awaiting Inspection**. Review the receipt header first, then move through the individual product lines listed in the receipt. 2. Start the inspection from the received-products record and open the related **Incoming Inspection Note** when Pams provides it. Use the inspection record to capture the result of the physical check rather than relying only on a verbal or paper confirmation. 3. Inspect each product line separately. Do not combine results for different products, variants, sizes, lots, batches, or serial-numbered units. A receipt can contain more than one item, and one item may pass inspection while another requires a defect record. 4. Use the received **Quantity** for the line as your starting point. Count the units you are physically checking and compare them with the quantity shown in Pams. If the physical count differs, stop and resolve the difference before treating the line as fully inspected. 5. Check the product condition while the inspection remains in progress. Review the delivered item identification, visible condition, packaging, and the quantity received. Where relevant, compare the **Manufacturer**, **Model name**, **Serial Number**, or other product details with the expected product line. 6. Leave a line under inspection until you have a clear result for all units on that line. Do not release a line to inventory merely because some cartons or units have been checked. Record the inspection result only after the physical checks for that line are complete. [SCREENSHOT: An Incoming Inspection Note showing multiple received product lines and their quantities.] When a receipt contains several product lines, work through them one at a time. This makes it easier to identify which product has a problem and prevents a defect on one line from affecting the stock result for another line. ## Recording Approved and Defective Quantities 1. For each inspected product line, record the quantity that passed the inspection as approved. This is the quantity that can be considered for release to inventory after the inspection is completed. 2. Record the quantity that failed the inspection as defective or rejected. Use the physical count for the product line as your reference. The approved quantity and defective quantity must together account for the quantity you inspected. 3. For example, if a product line contains 20 units and 18 meet the inspection requirements, record 18 as approved and 2 as defective. Do not record all 20 as approved if two units are damaged, incorrect, or otherwise unacceptable. 4. Add clear defect information for every failed quantity. Use the available **Description**, **Note**, or inspection details to identify the affected product line and explain what was found. Describe the actual issue, such as damaged packaging, damaged product, incorrect item, incorrect model, missing units, or a quality failure. 5. Keep the defect description specific enough for another warehouse user to understand the result without repeating the physical inspection. Identify the product or item involved and state whether the problem affects part of the received quantity or the full quantity. 6. If only some units failed, record only those units as defective and keep the remaining approved quantity separate in the inspection result. If every unit on a line failed, record a zero approved quantity for that product line and record the full quantity as defective. [SCREENSHOT: A received product line with an approved quantity, defective quantity, and defect description entered.] Before moving to the next line, compare the recorded quantities with the physical units in front of you. The inspection record should show exactly what can be released to inventory and exactly what must remain excluded from available stock. ## Reviewing Defects Before Completing the Inspection 1. Review every product line that has a defective or rejected quantity before you complete the **Incoming Inspection Note**. Match the recorded quantity with the actual products set aside during the inspection. 2. Read the defect description for each affected line. Make sure it clearly states what was wrong with the received products. Useful descriptions identify the product and the issue, such as damage, an incorrect item, a missing component, packaging failure, or a quality failure. 3. Confirm that the defective quantity is not included in the quantity recorded as approved. A product cannot be both approved for stock and recorded as defective for the same unit. 4. Recheck partial defects carefully. If a product line has both approved and defective units, verify that the two quantities together equal the quantity inspected. This is especially important for products received in multiple packages, batches, or serial-numbered units. 5. Review the receipt details again if the inspection result is unclear. Compare the physical product with the product line, **Quantity**, **Unit**, product identification, and related purchasing information. Where needed, use the **PO** and the product details on the received-products record to confirm the expected item. 6. Correct the inspection record before finalizing it if the recorded result does not match the physical count. Update the affected quantity, the defect details, or both. Do not complete the inspection while there is an unexplained difference between the units received, approved, and defective. Defect records provide a clear separation between inventory that can support normal warehouse work and inventory that cannot. This distinction is important when stock is later used for a project, prepared for delivery, included in a transfer, or issued through **Goods Issue Notes**. ## Releasing Approved Products to Stock 1. Confirm that every product line on the receipt has an inspection result. Each line must have an approved quantity, a defective quantity, or both. Do not leave any product line without a recorded outcome. 2. Review the completed **Incoming Inspection Note** one final time. Verify that the approved quantities are correct and that every defective quantity has a clear description of the issue. 3. Release only the approved quantity by selecting the option shown as **Released to Inventory**. This moves the approved products from the inspection stage into warehouse inventory for normal use. 4. Check the receipt status after release. Approved products should no longer remain only in **Awaiting Inspection**. Confirm that the completed inspection reflects the release to inventory and that the approved stock is available as **In Stock**. 5. Review the stock result in **Stock By Products** or the relevant stock view. Confirm that the quantity added to stock matches the approved quantity recorded during inspection—not the full received quantity when defects were found. 6. Keep defective or rejected products out of the released stock quantity. They must not appear as available **In Stock** items simply because they were included in the original receipt. [SCREENSHOT: A completed inspection showing Released to Inventory, with approved products available In Stock and defective units excluded.] Releasing products only after inspection keeps warehouse availability accurate. It ensures that products used in later storage, allocation, delivery, transfer, or issue activities are the units that passed the recorded inspection. ## Resolving Quantity and Defect Recording Problems 1. If the approved and defective quantities do not match the inspected receipt, recount the physical units for the affected product line. Compare the recount with the **Quantity** shown on the received-products record before changing the inspection result. 2. Check whether the difference is caused by a partial defect. For example, a line may have an approved quantity recorded but no defective quantity entered for the remaining units. Update the result so every inspected unit is accounted for. 3. If Pams does not allow a product to be released to inventory, return to the inspection record and check whether the line is still incomplete. A line cannot move forward until its inspection outcome has been recorded. 4. Review the defective quantity if the product should have been approved. A quantity entered as defective will remain excluded from the quantity released to inventory. Correct the recorded result before selecting **Released to Inventory**. 5. If the wrong product line was marked as defective, correct the affected line and make sure the defect description identifies the right **Product** or **Item**. Then recheck the approved and defective quantities for both the corrected line and the originally affected line. 6. If all units on a received product line fail inspection, record an approved quantity of zero. Record the full received quantity as defective, describe the issue, and do not release any part of that line to **In Stock** inventory. 7. After making a correction, review the receipt status and the stock result again. The released quantity should equal the corrected approved quantity, while rejected products remain outside available stock. Do not use a release to inventory as a way to resolve a counting difference. The inspection record must reflect the physical products first; stock should be released only after the quantities and defect details are accurate. ## Overview Warehouse inspection in Pams takes place after a receipt has been recorded and before its products become available as **In Stock** inventory. The process begins with a receipt in **Received Products** that has the status **Awaiting Inspection**. The inspection result separates received products into two outcomes: - **Approved quantity**: Units that match the expected product line and pass the required physical checks. These units can be marked **Released to Inventory**. - **Defective quantity**: Units that are damaged, incorrect, incomplete, or fail the required condition or quality check. These units remain excluded from released stock. During the inspection, use the received product line and its **Quantity** as the basis for your count. Record results for each product separately, particularly when a receipt contains different products, variants, sizes, batches, or serial-numbered items. The **Incoming Inspection Note** is the record of what was checked and what result was found. A complete inspection should show: - The received product or item that was inspected. - The quantity approved for inventory. - The defective or rejected quantity, if any. - A clear **Description** or **Note** for each defect. - A completed status that supports release of approved products to stock. The key outcome is accurate warehouse availability. Products should appear as **In Stock** only when they have passed inspection and have been **Released to Inventory**. Defective products must not be included in the stock available for projects, deliveries, transfers, or **Goods Issue Notes**. For the preceding receipt process, see [Receiving Purchased Goods](doc:receiving-purchased-goods). ## Prerequisites Before starting an inspection in Pams, make sure the following conditions are met: - A receipt has already been recorded in **Received Products**. Use the process in [Receiving Purchased Goods](doc:receiving-purchased-goods) if the goods have not yet been received in Pams. - The receipt is available with the status **Awaiting Inspection**. Products that are already **Released to Inventory** or shown as **In Stock** are not pending inspection. - The delivered products are physically available for checking. Keep them separate from approved warehouse stock until the inspection has been completed and the approved quantity is released. - You can identify the receipt and its product lines using details such as the **Received Shipment Number**, **Received On** date, **Product**, **Item**, **Quantity**, and **Unit**. - You have the information needed to compare the delivery with what was expected. Depending on the product, review the related **PO**, **Sub-supplier**, **Manufacturer**, **Model name**, **Serial Number**, or other product details shown on the receipt. - You can determine the quantity that passed inspection and the quantity that failed. If a line has defects, be ready to record a clear **Description** or **Note** that explains the issue. - You have checked whether the receipt contains multiple product lines, batches, variants, or serial-numbered products. Each line needs its own inspection result; do not record one combined result for different products. After approved quantities have been released to inventory, continue with [Stocking and Allocating Products](doc:stocking-allocating-products) to manage the products available in the warehouse. ## Tracking an AR Invoice Through Its Lifecycle In Pams, an AR Invoice records the amount a customer owes for products or services you have sold. You can open the invoice list from **Finance > Customers > Invoices**. You can also review a customer’s invoices from that customer’s record, where the invoice activity helps you see the full receivables history for the relationship. An AR Invoice normally moves through these stages: - **Draft** — You are preparing the invoice. You can still review and update the customer, invoice lines, dates, taxes, and payment details before confirming it. - **Posted** — The invoice is confirmed as a receivable. Pams assigns the invoice number and records the amount due from the customer. - **Awaiting Payment** — A payment has been registered or is being matched to the invoice, but the payment process is not yet fully completed. - **Paid** — The full invoice amount has been matched with customer payment activity. No balance remains due. [SCREENSHOT: Customer Invoices list showing Draft, Posted, Awaiting Payment, and Paid status indicators] When reviewing the **Invoices** list, use the invoice type and customer details to make sure you are looking at the right document: - A **customer invoice** is an AR Invoice issued to a customer for payment. - A **credit note** reduces or reverses all or part of a customer invoice. - A **Purchase Invoice** relates to an amount your company owes to a sub-supplier or other vendor. It belongs to the AP process, not customer receivables. - A **Orders** confirms the commercial order but is not itself a payment request to the customer. For daily receivables monitoring, pay close attention to **Status**, payment status, **Invoice Date**, and **Due Date**. The Invoice Date shows when the invoice was issued. The Due Date shows when payment is expected. Compare these dates with the remaining balance to identify invoices that are unpaid, partially paid, or overdue. ## Preparing Customer and Sales Information Before you create an AR Invoice, confirm that the customer and sales details are ready. This prevents invoices from being sent with incomplete billing information, incorrect taxes, or payment terms that do not match the agreed commercial arrangement. Start with the customer record. Check that the billing information is complete and suitable for the invoice document. In particular, review the available **Billing Address** fields, including street, city, country, state, zip-code, and destination details where used. Confirm the customer’s **VAT ID Number** when it is required for tax or invoicing purposes. Also verify that the agreed **Payment Terms** and receivable account information are available for the customer before you begin the invoice. Review the products or services you will add to the invoice. Each invoice line should have the correct sales information available so Pams can calculate the invoice total correctly. | Information to review | Why it matters on the invoice | |---|---| | **Sales Price** | Provides the starting price for the product or service line. | | **Tax (%)** | Determines the tax amount included on the invoice. | | **Income account** | Ensures the sales amount is recorded in the appropriate financial category. | | **Currency** | Ensures the invoice is issued in the agreed customer currency. | If the invoice comes from a completed Orders, open the originating Orders before invoicing. Check the customer, order lines, quantities, prices, taxes, delivery details, and commercial notes. Where your process requires invoicing delivered quantities, compare the Orders with the related **Delivery Note**. Where your agreement allows invoicing ordered quantities, confirm that the order details are final and approved. Finally, confirm the **Journal**, **Currency**, and **Payment Terms** that Pams will use for the customer invoice. These choices affect the payment due date, invoice presentation, and how the receivable is tracked after posting. ## Creating and Reviewing a Customer Invoice Create a new customer invoice from **Finance > Customers > Invoices**. Prepare all header details and invoice lines carefully while the document remains in **Draft**. 1. Click **New** from the **Invoices** list. Select the **Customer** in the invoice header. Pams uses this selection to bring in the customer’s available billing details and payment information. Check the displayed billing address before continuing. 2. Set the **Invoice Date**. Enter the **Due Date** if you are setting a specific payment deadline, or select the appropriate **Payment Terms** when the due date should follow the customer’s agreed terms. Review the selected **Journal** and **Currency** before you add invoice lines. 3. Add the items to the invoice. In **Invoice Lines**, select the product or service, enter the **Quantity**, and verify the **Unit Price**. Review the applied **Tax (%)** for each line. Pams calculates the line subtotal and invoice total from the quantity, price, and tax details. 4. Review the calculated amounts before saving. Check each line description, quantity, price, tax, subtotal, and the overall total. If the invoice is related to a Orders or Delivery Note, compare the invoice lines with the source document to confirm that nothing is missing or duplicated. 5. Check the customer details and payment information. Verify the customer name, billing address, payment terms, **Payment Reference**, invoice currency, and total amount. The Payment Reference is particularly important because it helps the customer identify the invoice when making payment. 6. Review the Finance information displayed on the invoice. Confirm that the customer receivable amount and sales amounts reflect what you intend to bill. Then click **Save** to keep the invoice in **Draft** while it is ready for final review. [SCREENSHOT: Draft customer invoice showing Customer, Invoice Date, Due Date, Journal, Currency, Invoice Lines, Tax, and Total] Do not post the invoice until the customer, pricing, taxes, and payment details have been checked against the Orders or Delivery Note. ## Posting and Sending Invoices to Customers After reviewing a Draft invoice, post it only when the invoice is complete and ready to become an official customer receivable. Posting confirms the amount due and gives the invoice its final invoice number. 1. Open the Draft invoice from **Finance > Customers > Invoices**. Check the **Customer**, **Invoice Date**, **Due Date**, **Journal**, **Currency**, **Payment Reference**, invoice lines, taxes, and total one final time. 2. Make any needed changes while the invoice is still in **Draft**. At this stage, you can correct the customer, billing details, invoice line quantities, unit prices, taxes, descriptions, and payment information. Save the updated invoice before posting. 3. Click **Post**. Pams validates the invoice and records the customer receivable and sales amount. The invoice changes from **Draft** to **Posted**, and the invoice number and posting details become available on the document. 4. Confirm the customer-facing information after posting. Check that the invoice number is correct, the posting date matches your intended issue date, and the **Payment Reference** is suitable for the customer to quote when paying the invoice. 5. Click **Send & Print** to generate the invoice document and send it using the configured delivery option. Review the document before sending, especially the customer name, billing address, invoice number, invoice date, due date, payment reference, currency, and total. [SCREENSHOT: Approved invoice showing the Post status, invoice number, Payment Reference, and Send & Print action] A Approved invoice should not be edited as though it were still a Draft. If you discover an error in the customer, quantity, price, tax, or amount after posting, create a credit note to correct the financial effect. If the customer still needs a correct invoice, issue a replacement invoice with the right details. This preserves a clear record of what was posted, credited, and reissued. ## Recording Customer Payments and Following Up on Balances When a customer pays an AR Invoice, record the payment against the Approved invoice so the outstanding receivable reflects the amount still due. You can begin from the individual invoice when you know which invoice the payment relates to. 1. Open the posted customer invoice from **Finance > Customers > Invoices**. Confirm the invoice number, customer, total amount, due date, and current payment status before registering the payment. 2. Click **Register Payment**. Enter the **Payment Date** that reflects when the payment was received. Select the correct payment **Journal** and **Payment Method**, then enter the amount received. 3. Compare the payment amount with the invoice balance. If the customer paid the full amount and the payment is matched to the invoice, the invoice moves from **Posted** or **Awaiting Payment** to **Paid**. Confirm that the remaining balance is zero. 4. For a partial payment, enter only the amount actually received. Pams keeps the invoice open with the unpaid balance remaining. Review the **Due Date** and remaining amount so you can follow up with the customer for the outstanding portion. 5. Return to the **Invoices** list to monitor receivables. Use available filters and the customer receivable view to find invoices that are unpaid, overdue, or partially paid. Sort or review invoices by **Due Date** when prioritizing collection activity. [SCREENSHOT: Register Payment window showing Payment Date, Journal, Payment Method, and Amount] An invoice marked **Awaiting Payment** indicates that payment activity has been registered but may still need to be matched fully. Do not treat it as fully collected until the invoice shows **Paid** and the balance is cleared. For a wider view of one customer’s outstanding balance, open the customer record and review its invoice activity. This helps you discuss the exact invoices, due dates, credit notes, and remaining amounts during payment follow-up. For the complete incoming-payment workflow beyond the invoice screen, see [Recording Incoming Payments](doc:recording-incoming-payments). ## Correcting Invoice and Payment Issues Use the invoice history and payment details to resolve issues without losing the record of what was originally issued or received. The correct action depends on whether the issue is on the invoice, the payment, or the delivery of the invoice document. 1. If a Approved invoice has the wrong customer, quantity, unit price, or **Tax (%)**, create a credit note for the incorrect amount. Use the credit note to reduce or reverse the Approved invoice as required. If the customer still needs to be billed, create a replacement invoice with the correct customer and invoice lines. 2. If an invoice remains **Awaiting Payment**, open the invoice and review the registered payment information. Check whether the payment has been reconciled with the related bank transaction. The invoice becomes **Paid** only when the payment is fully matched. 3. If an invoice shows an unexpected outstanding balance, compare the invoice total with all related payment activity. Review registered payments, credit notes, and payment matching entries. A partial payment, unmatched payment, or credit note can explain why the balance differs from the original invoice total. 4. If **Send & Print** does not deliver the invoice as expected, review the customer’s **Email** address and confirm that the invoice document was generated. Then check the delivery option selected in **Send & Print** before trying again. 5. Use the invoice list to verify the result of your correction. Check the invoice number, status, payment status, invoice total, credited amount, paid amount, remaining balance, and due date. Keep the original invoice, credit note, and replacement invoice linked through the customer’s invoice activity for a clear audit trail. [SCREENSHOT: Customer invoice activity showing an original invoice, credit note, replacement invoice, and payment status] Avoid deleting or informally replacing a Approved invoice. Credit notes and replacement invoices provide the clear financial history needed to explain adjustments to the customer and to reconcile receivables. ## Overview AR Invoices are the customer-facing financial documents used in the final part of the sales cycle. After a Orders is confirmed and the agreed products or services are ready to bill, you create an AR Invoice in **Finance > Customers > Invoices**. The invoice records the amount the customer owes, the agreed payment deadline, the applicable taxes, and the payment reference the customer can use when paying. The AR Invoice workflow connects several visible Pams records: - A **Orders** provides the commercial basis for what you are billing. - A **Delivery Note** can support invoicing when your process bills delivered quantities. - A customer **Invoice** requests payment and tracks the outstanding receivable. - A **Payment** records the amount received from the customer. - A **credit note** corrects or reduces a Approved invoice when the original bill was incorrect or needs adjustment. The **Invoices** list is your operational view for monitoring customer receivables. Use it to identify Draft invoices waiting for review, Approved invoices that have been issued, invoices **Awaiting Payment**, and invoices that are fully **Paid**. The **Invoice Date** and **Due Date** help you distinguish recently issued invoices from amounts that require collection follow-up. [SCREENSHOT: Finance > Customers > Invoices list with customer names, Invoice Date, Due Date, total amount, and payment status] Use AR Invoices only for amounts owed by customers. Amounts your company owes to sub-suppliers belong in **Purchase Invoices** and are managed through the AP process. Principal-related billing follows the separate **Principal Invoices** workflow, while a **Commission Invoice** is used for commission earned according to the deal-specific agreement. For the sales activities that normally lead to customer invoicing, see [Confirming Orders](doc:confirming-sales-orders) and [Creating Delivery Notes](doc:creating-delivery-notes). ## Prerequisites Before creating or posting an AR Invoice, make sure the related customer and commercial information is complete. Missing billing details, incorrect taxes, or unconfirmed sales quantities can delay payment collection and create avoidable credit-note work. Prepare the following information: - A customer record with the correct customer name, **Billing Address**, **Email**, and **VAT ID Number** where required. - Agreed **Payment Terms** or a confirmed **Due Date** for the invoice. - The correct **Currency** for the customer agreement. - Products or services with verified **Sales Price**, **Quantity**, **Unit Price**, and applicable **Tax (%)**. - A confirmed Orders when the invoice is based on ordered quantities. - A related Delivery Note when your process requires invoicing delivered quantities. - The correct **Journal** for customer invoicing. - A clear **Payment Reference** that the customer can use when making payment. - Access to **Post**, **Send & Print**, and **Register Payment** actions according to your team’s assigned permissions. Before posting, compare the invoice against the source sales record. Check the customer, invoice lines, quantities, prices, taxes, currency, and total. If the invoice is based on a Orders, verify that the order has not been amended after the invoice details were prepared. If it is based on a Delivery Note, confirm that the delivered items and quantities match the lines you intend to bill. Keep supporting documents available in the relevant sales record or invoice attachments, particularly where the customer requires a purchase order reference, delivery confirmation, or specific billing address. These documents make it easier to answer customer queries about an invoice after it has been sent. After customer receivables are under control, continue with [Managing AP Invoices](doc:managing-ap-invoices) to manage Purchase Invoices and amounts owed to sub-suppliers. ## Finding Supplier AP Invoices Pams uses **Purchase Invoices** to store supplier AP Invoice records. Open **Purchase Invoices** from the **Financial** area when you need to review a payable document received from a Sub-supplier. 1. Open the **Purchase Invoices** list to see the supplier invoices already entered in Pams. Use the available list views and narrowing controls to focus on the records relevant to your current work. 2. Identify the invoice you need by reviewing the information shown in the list. In particular, look for the **Sub-supplier**, **Invoice Number**, **Amount**, **Currency**, and **Due Date** where these details are displayed. 3. Use the supplier invoice reference consistently when locating records. The value entered in **Invoice Number** should match the reference shown on the supplier’s invoice, making it easier to distinguish invoices from the same Sub-supplier. 4. Open the required invoice to review its full details. From the AP Invoice record, you can check the invoice information, the related purchase information, and the invoice communication history. 5. Before changing anything, confirm that the selected record belongs to the correct Sub-supplier and relates to the expected purchase. This is especially important when the same Sub-supplier has issued several invoices for the same project, Purchase Order, or delivery. [SCREENSHOT: Purchase Invoices list showing supplier invoice records with Sub-supplier, Invoice Number, Amount, Currency, and Due Date] Use the list as your starting point whenever you receive a supplier question, need to confirm a payable amount, or need to add context to an existing invoice. Opening the existing record first helps keep supplier, purchase, and communication details together rather than creating a second invoice for the same document. ## Creating and Updating Supplier Invoice Details Create an AP Invoice when a Sub-supplier issues a payable invoice that needs to be tracked with the related purchase information in Pams. Enter the invoice details carefully so the record can be recognized later during payables work and supplier follow-up. 1. From **Purchase Invoices**, start a new Purchase Invoice record. 2. Select the **Sub-supplier** that issued the invoice. Confirm that the selected Sub-supplier matches the name shown on the supplier’s invoice before entering the remaining details. 3. Enter the supplier’s invoice reference in **Invoice Number**. Use the supplier’s own invoice number rather than an internal note or a Purchase Order number, unless the supplier uses that number as its invoice reference. 4. Complete the invoice details that apply to the document. Review the following fields carefully: | Field | What to review | |---|---| | **Invoice Number** | The supplier’s invoice reference | | **Amount** | The amount shown on the supplier invoice | | **Currency** | The currency used on the supplier invoice | | **Due Date** | The payment due date stated by the supplier | | **Invoice Note** | A short note that helps explain the invoice, where needed | 5. Review the related purchase information before saving. Make sure the invoice is connected to the purchase it is intended to cover and that the Sub-supplier details remain correct. 6. Click **Save** to keep the invoice record available for later review. Use **Save and Close** when you have finished entering or updating the record. [SCREENSHOT: Purchase Invoice form showing the Sub-supplier, Invoice Number, Amount, Currency, Due Date, and Invoice Note fields] Return to the AP Invoice whenever the supplier sends corrected information, changes the payment due date, or provides a revised invoice reference. Update the invoice record itself so the current payable details remain visible with the related purchase information. ## Reviewing Purchase Information on an Invoice Purchase information on an AP Invoice helps you understand why the supplier billed your company and which purchasing activity the invoice supports. Review this information before changing invoice amounts, supplier details, or invoice notes. 1. Open the relevant AP Invoice from **Purchase Invoices**. 2. Review the purchase information linked to the invoice. Use it to confirm which purchasing activity the supplier invoice relates to, such as the associated Purchase Order or other available purchase details. 3. Compare the invoice with the related purchase information. Check that the **Sub-supplier** is the same on both sides and that the invoice is connected to the purchase you expect. Then review invoice details such as the **Amount**, **Currency**, and any available dates or notes. 4. If a supplier asks why an invoice is being reviewed, use the linked purchase information to understand the background before responding. The AP Invoice provides a single place to look at the payable document alongside its purchase context. 5. When underlying purchase details change, revisit the related AP Invoice. Update the invoice details where necessary so anyone opening the invoice sees current information instead of relying on an older explanation or message. [SCREENSHOT: AP Invoice record with related purchase information visible alongside invoice details] Do not assume that invoices from the same Sub-supplier relate to the same purchase. Use the information attached to the specific AP Invoice record each time, particularly when a Sub-supplier has multiple Purchase Orders, project purchases, or deliveries in progress. Keeping the invoice and purchase information aligned also makes later invoice communication easier to understand. A colleague reviewing the record can see both the supplier’s payable document and the purchase context without searching through separate records. ## Communicating About a Supplier Invoice Use the invoice communication area on the relevant AP Invoice to document questions, clarifications, and decisions about a supplier invoice. Keeping the conversation with the invoice gives your team a clear history of what was discussed and why an invoice was updated or reviewed. 1. Open the AP Invoice from **Purchase Invoices** and confirm the **Sub-supplier** and **Invoice Number** before adding a message. 2. Open the invoice communication area from that invoice record. Review the existing communication history first so you understand any previous questions, clarifications, or updates. 3. Add a message that clearly relates to the invoice. Include the invoice-specific detail that matters, such as the supplier invoice reference, the amount being discussed, the related purchase information, or the point that needs clarification. 4. When the discussion concerns a difference between the invoice and the purchase information, state which detail needs review. For example, identify whether the question concerns the **Amount**, **Currency**, **Due Date**, or the related purchase. 5. Review the invoice communication history before replying to a follow-up message. This helps you respond with the existing invoice and purchase context rather than asking the same question again. [SCREENSHOT: Invoice communication area within an AP Invoice record, showing previous messages and the option to add a new message] Keep supplier invoice discussions on the invoice record rather than separating them into unrelated conversations. When another team member opens the AP Invoice later, the communication history should explain what was questioned, what information was checked, and whether the invoice details were updated. If you update the AP Invoice after a discussion, make sure the message and the invoice details agree. The communication history explains the decision; the invoice fields should show the current payable information. ## Keeping Invoice, Purchase, and Communication Records Aligned An AP Invoice is most useful when its supplier details, purchase information, and communication history all describe the same payable document. Use the invoice record as the central place for information that belongs to that specific supplier invoice. 1. Enter the supplier’s invoice reference consistently in **Invoice Number**. This makes the invoice easier to locate in **Purchase Invoices** and easier to recognize in invoice communication. 2. Check the linked purchase information whenever you open an invoice for review. Confirm that the **Sub-supplier** and the purchasing context match the supplier invoice you received. 3. Add invoice-specific questions and clarifications in the invoice communication area. Include enough detail for a later reviewer to understand which invoice detail or purchase detail was discussed. 4. Update the AP Invoice when the supplier provides changed information. For example, revise the **Invoice Number**, **Amount**, **Currency**, **Due Date**, or **Invoice Note** when the supplier’s payable document has been corrected. 5. Recheck the record after making changes. The supplier invoice reference, invoice fields, linked purchase information, and communication history should not contradict one another. [SCREENSHOT: AP Invoice showing aligned supplier information, invoice details, purchase information, and communication history] Avoid treating a message as the final source of invoice details. A message may explain a change, but the current AP Invoice record should contain the information your team needs when reviewing the payable document. Likewise, do not rely on a purchase record alone when the supplier invoice has its own reference, amount, or due date to track. ## Resolving Missing Purchase Information and Invoice Communication Questions When an AP Invoice appears incomplete or a supplier discussion does not make sense, start with the invoice record and work outward. Checking the existing invoice before creating anything new helps prevent duplicate supplier invoices and disconnected communication. 1. If expected purchase information is missing, first confirm that you opened the correct AP Invoice. Check the **Sub-supplier** and **Invoice Number**, then review the purchase information available from that record. 2. If the invoice details conflict with the purchase information, compare the supplier invoice reference with the invoice record and the related purchase details. Identify exactly what differs before editing the invoice. 3. Review the **Amount**, **Currency**, and **Due Date** against the supplier invoice. If the supplier has issued a correction, update the AP Invoice so the record reflects the current document. 4. If the invoice communication history lacks context, add a message to the relevant AP Invoice. State the supplier invoice reference and identify the related purchase information so the next reviewer can understand the issue without searching elsewhere. 5. If you cannot find an expected invoice, return to the **Purchase Invoices** list. Change the available list view or narrowing controls and check the relevant Sub-supplier and invoice reference before creating a new record. [SCREENSHOT: Purchase Invoices list with list-view and narrowing controls used to locate a supplier invoice] Do not create another AP Invoice simply because purchase information or communication is not immediately visible. First confirm the supplier invoice reference and review the existing records for that Sub-supplier. A duplicate record can leave purchase details and invoice communication split between two different invoices. When the correct invoice is found, keep the explanation on that record and update its invoice details as needed. This gives payables reviewers one reliable place to see the supplier invoice, related purchase context, and discussion history. ## Overview AP Invoices represent payable invoices received from Sub-suppliers for purchasing-related work. In Pams, these supplier invoices are managed through **Purchase Invoices**, where the payable document can be reviewed together with its related purchase information and invoice communication history. A supplier AP Invoice is different from an AR Invoice. AR Invoices support the customer sales and payment process, while AP Invoices support the supplier purchasing and outgoing-payment process. If you need to work with invoices issued to customers, use [Managing AR Invoices](doc:managing-ar-invoices) instead. Use a Purchase Invoice record to keep the following information connected: - The **Sub-supplier** that issued the invoice. - The supplier’s invoice reference in **Invoice Number**. - Invoice details such as **Amount**, **Currency**, and **Due Date**. - Purchase information that explains what the supplier invoice relates to. - Invoice communication that records questions, clarifications, and updates. This connection is important when a supplier invoice needs review. For example, a colleague can open the AP Invoice to see the supplier invoice reference, check the purchase context, read previous invoice communication, and confirm whether the current invoice fields need to be updated. [SCREENSHOT: AP Invoice record showing invoice details, related purchase information, and invoice communication in one view] Use the AP Invoice as the current source for supplier payable information. Messages should explain decisions or questions, while the invoice details should show the current supplier invoice information. This keeps purchasing and finance work aligned when several people review the same Sub-supplier invoice. ## Prerequisites Before creating or updating an AP Invoice, gather the supplier invoice details and confirm which purchasing activity the invoice supports. Having these details ready makes it easier to enter the invoice correctly and avoid connecting it to the wrong Sub-supplier or purchase. Prepare the following: - Access to **Financial > Purchase Invoices** in Pams. - The supplier invoice issued by the Sub-supplier. - The supplier’s invoice reference for the **Invoice Number** field. - The invoice **Amount** and **Currency**. - The supplier’s stated **Due Date**, where applicable. - The correct **Sub-supplier** in Pams. - The related purchase information, such as the relevant Purchase Order or other purchasing context available for the invoice. - Any existing invoice communication that explains changes, questions, or differences between the supplier invoice and the purchase information. Before starting a new Purchase Invoice, check the **Purchase Invoices** list for the supplier invoice reference. If the invoice already exists, open that record and update it instead of entering a duplicate. This is particularly important when the supplier has sent a revised invoice or when another colleague may already have started the review. If you are adding a message to an existing invoice, open the AP Invoice first and review its communication history. Use the **Sub-supplier**, **Invoice Number**, and related purchase information to make sure the message is attached to the correct payable document. For the next Finance Operations payment workflow, continue with [Recording Incoming Payments](doc:recording-incoming-payments). ## Prepare the Payment Details Before Recording It Before you create a Payment in Pams, compare the payment information with the bank confirmation, payment receipt, or remittance advice you received. This prevents a payment from being recorded against the wrong Account or allocated to the wrong Invoice. Make sure you have the following details ready: - The **Amount** received, including the correct **Currency** where it is shown. - The date the payment was received, which you will enter in **Paid on**. - The payer details for the **Paid by** field. - The related **Account** in Pams. - The payment method details, including **Payment Method** or **Payment Method Code**, if your Payment form requires them. - The Invoice or outstanding balance the payment is intended to settle. - A supporting document to add through **Attachment**, such as a remittance advice, bank confirmation, or payment receipt. If the payer has paid more than one Invoice, identify each Invoice and the amount intended for each one before you begin. This is especially important when the received Amount does not exactly match a single Invoice Amount. Check that this is an incoming customer payment connected to an Invoices process. A payment connected to a Purchase Invoice or a sub-supplier follows the Payments process described in [Managing AP Invoices](doc:managing-ap-invoices). Do not create an incoming Payment record for an amount that is actually an adjustment, refund, or another transaction type unless its purpose has been confirmed by the person responsible for Payments. [SCREENSHOT: Bank confirmation or remittance advice beside the Pams Payment form, with Amount, Paid on, Paid by, and Account highlighted] ## Create an Incoming Payment Record 1. In Pams, open **Finance > Payments** and select the action used to create a new **Payment**. A new Payment form opens in **Draft**, which is the editable stage for entering and checking the details. 2. Select the relevant **Account**. Choose the Account that received the payment, not simply the Account that appears most recently in the Payments list. Then complete **Paid by** with the payer shown on the remittance advice, receipt, or bank confirmation. Check that the Account and payer information agree with the Invoice or outstanding balance you plan to allocate. 3. Enter the received value in **Amount**. Type the Amount exactly as it appears in the payment source document. Confirm the **Currency** before saving, particularly when the Account has Invoices in more than one currency. 4. Enter the payment date in **Paid on**. Use the date the payment was received or confirmed, rather than the date you happen to enter the Payment in Pams. If applicable, select the correct **Payment Method** and enter the related **Payment Method Code**. 5. Review the form before saving. At this stage, the Payment should identify who paid, how much was received, when it was received, and which Account it relates to. Do not allocate the Payment based only on a similar payer name or Invoice Number. 6. Click **Save** to keep the Payment in Draft while you add evidence and review the intended allocation. Use **Save and Close** only when you are ready to leave the form and return later. [SCREENSHOT: New Payment form in Draft with Account, Paid by, Amount, Paid on, Currency, and Payment Method fields highlighted] ## Attach Supporting Documents to the Payment 1. Open the Payment while it is still in **Draft**. Attaching documents before you mark the Payment as **Done (completed)** keeps the payment evidence together with the recorded Amount, payer, and allocation. 2. Locate **Attachment** on the Payment record and use it to add the payment evidence. Select the relevant file from the available file location, then wait for it to appear on the Payment record before moving on. 3. Add documents that show the payment source or its intended use. Useful evidence includes: - A remittance advice showing the Invoice Number or Invoices being paid. - A bank confirmation showing the received Amount and payment date. - A payment receipt that identifies the payer. - A document explaining a partial payment, combined payment, or overpayment. 4. Review each attached file directly from the Payment record. Confirm that the document belongs to the same **Account**, **Paid by** value, and **Amount** entered on the form. If the remittance advice refers to several Invoices, make sure the total on the document agrees with the received Amount before you allocate it. 5. Use **Save** after adding attachments. Keep the Payment in Draft if you still need to correct the **Amount**, **Paid on**, **Account**, or **Paid by** details. Attachments provide a clear payment history when someone later opens the Payment Number, reviews the related Invoice, or checks why an Amount was allocated in a particular way. Keep all payment evidence on the relevant Payment record rather than relying on a separate document location. [SCREENSHOT: Payment record showing the Attachment area with a remittance advice and bank confirmation attached] ## Complete the Incoming Payment 1. Open the Draft Payment and perform a final review of the key fields. Check **Account**, **Paid by**, **Amount**, **Currency**, **Paid on**, and **Payment Method** against the attached payment evidence. Confirm that the Amount is the amount actually received, not the Invoice Amount you expect to collect. 2. Review the intended Invoice allocation before completion. If the payment covers one Invoice, check that the Invoice Amount and received Amount agree. If it covers several Invoices, make sure you have identified how the Amount will be distributed. If the payment is partial, retain the supporting document that explains the short payment. 3. Confirm that all required evidence appears under **Attachment**. A Payment marked **Done (completed)** should have enough information for another user to understand who paid, what was received, and what the payment is intended to settle. 4. Select **Done (completed)** on the Payment record. This marks the incoming Payment as completed after its information has been checked. 5. Reopen or refresh the Payment record and verify that its status shows **Done (completed)**. Also confirm that the Payment Number, Amount, and Account still display correctly. Treat **Done (completed)** as the point at which the Payment becomes the confirmed record of the received funds. Review the payment details carefully before using this action. If a correction is needed later, use the available correction or allocation controls on the existing Payment record rather than entering a second Payment for the same bank receipt. [SCREENSHOT: Completed Payment record showing Done (completed), Payment Number, Amount, and attached evidence] ## Allocate the Payment to Outstanding Amounts 1. Open the Payment that shows **Done (completed)**. Confirm the **Amount**, **Account**, and **Paid by** values one more time so you are allocating the correct receipt. 2. Select **Adjust Allocation** to begin or update the allocation. Use the available Invoice, Account, or outstanding balance options shown for the Payment. Choose only the outstanding amount that belongs to the same payer and Account recorded on the Payment. 3. When the payment settles one Invoice in full, allocate the full received Amount to that Invoice. Compare the allocated Amount with the Invoice Amount before saving. The Payment should then show that the Invoice has been allocated. 4. When one payment covers more than one outstanding Invoice, use **Adjust Allocation** to distribute the received Amount across the eligible Invoices. Enter or confirm the amount assigned to each Invoice, then check that the combined allocations equal the Payment **Amount**. 5. When the received Amount is less than an Invoice Amount, allocate only the amount actually received. This leaves the unpaid portion outstanding. Do not increase the Payment Amount to make the Invoice appear fully paid. 6. When the received Amount is higher than the available Invoice Amount, allocate only the appropriate amount and review the **Remaining** value or the difference between the Payment Amount and allocated amounts. Keep the remittance advice or bank confirmation in **Attachment** so the reason for the unmatched amount is clear. 7. Save the allocation and confirm that the Payment shows **Invoice Allocated** where applicable. Recheck the remaining amount before closing the record. [SCREENSHOT: Adjust Allocation view showing one completed Payment distributed across multiple outstanding Invoices, with allocated and Remaining amounts highlighted] ## Fix Unallocated, Incorrect, or Incomplete Payments 1. Start by opening the existing Payment record; do not create a second Payment for the same received Amount. Check its current status, then compare **Account**, **Paid by**, **Amount**, **Currency**, and **Paid on** with the attached payment evidence. 2. If the Payment is still in **Draft**, correct the inaccurate field directly and click **Save**. For example, update **Paid by** if the wrong payer was selected, correct **Paid on** if the bank receipt shows another date, or amend **Amount** if the entered value does not match the confirmation. 3. If the Payment cannot be allocated, use **Adjust Allocation** and check whether the intended Invoice or outstanding balance is available under the correct **Account**. Verify that the Invoice has not already been settled and that it belongs to the payer recorded in **Paid by**. 4. If the allocated total differs from the Payment **Amount**, determine which situation applies: - The payment is a partial payment against one Invoice. - The payment covers several outstanding Invoices. - The received Amount includes an amount that remains unallocated. - The payment was entered with an incorrect Amount, Account, payer, or date. 5. If allocation needs changing, use **Adjust Allocation** on the existing Payment. Review the result carefully and confirm whether **Invoice Allocated** and **Remaining** show the expected values. Do not remove or change an allocation merely to force the Payment Amount to equal an unrelated Invoice Amount. 6. If payment evidence is missing, add it through **Attachment** and save the record. If the Payment is already **Done (completed)**, use only the correction options available on that Payment record and retain the original evidence and Payment Number for traceability. ## Overview Incoming Payments in Pams record money received from a payer and connect that receipt to the related Account and outstanding Invoice amount. The Payment record gives your team one place to see the payer, received Amount, **Paid on** date, Currency, supporting documents, and allocation result. The normal workflow is: - Create a Payment in **Draft**. - Complete **Account**, **Paid by**, **Amount**, and **Paid on**. - Add a remittance advice, bank confirmation, or payment receipt through **Attachment**. - Review the information and mark the Payment **Done (completed)**. - Use **Adjust Allocation** to apply the received Amount to the appropriate Invoice or outstanding balance. - Check **Invoice Allocated** and any **Remaining** amount after allocation. This process is part of the customer sales cycle that follows an AR Invoice. If you need to review the invoice before recording the receipt, see [Managing AR Invoices](doc:managing-ar-invoices). The Payment record should reflect the actual money received, while the allocation explains which outstanding amount that money settles. Incoming Payments are different from purchase-side payments. Purchase Invoices and payments to sub-suppliers belong to the Payments workflow covered in [Managing AP Invoices](doc:managing-ap-invoices). Keeping incoming and outgoing payment records separate makes it easier to review receivables, payment history, and outstanding customer balances. [SCREENSHOT: Payments list showing Payment Number, Account, Paid by, Amount, Paid on, and status] ## Prerequisites Have the payment information and related Pams records ready before you create a Payment. This reduces the risk of recording a receipt against the wrong Account or leaving a completed Payment without an allocation. Prepare the following: - Access to **Finance > Payments** in Pams. - The correct **Account** for the received payment. - The payer name needed for **Paid by**. - The confirmed received **Amount** and **Currency**. - The payment date needed for **Paid on**. - The correct **Payment Method** or **Payment Method Code**, where your Payment form uses these fields. - The related AR Invoice or outstanding balance you plan to allocate. - A remittance advice, bank confirmation, payment receipt, or similar evidence ready to add through **Attachment**. Before recording the Payment, check that the Invoice is still outstanding and that it belongs to the same Account and payer. If the payer has paid multiple Invoices together, prepare the amount to allocate to each Invoice. If the payment is lower than the Invoice Amount, record the actual received Amount and plan for a partial allocation. If it is higher than the Invoice Amount, retain the evidence explaining the additional amount. If you are unsure whether the receipt belongs to an AR Invoice, a Principal payment, or a Purchase Invoice, confirm its business purpose before creating the Payment. Recording it in the correct workflow avoids duplicate records and incorrect outstanding balances. After the incoming Payment has been recorded and allocated, continue with [Allocating Direct Cost Transactions](doc:allocating-direct-cost-transactions) to record direct costs against the appropriate work. ## Confirming When to Use a Direct Cost Transaction Use a Direct Cost Transaction when you need to record a cost separately from the original Sales Job, Orders, or Purchase Order. Typical examples include freight, duty, handling charges, outbound cost, delivery costs to the client, and other landed costs that arrive on a separate supplier invoice or charge document. The purpose of the Direct Cost Transaction is to connect that separate charge to the items or services it relates to. Instead of leaving freight or duty as an unassigned amount, you allocate it to the relevant transaction lines in Pams. This gives the affected Sales Job or Purchase Order a more complete view of its costs. Choose the allocation source based on where the charge belongs: - **Allocate to a sales record** when the cost relates to the items, services, or quantities sold to a client. For example, use the sales record when a delivery or handling charge needs to be associated with the client-facing transaction. - **Allocate to a Purchase Order** when the cost relates to goods or services purchased from a Sub-supplier. For example, use the Purchase Order for freight, duty, or handling costs connected to purchased products. - **Use more than one eligible line** when the charge applies to multiple products, quantities, or services within the selected source transaction. Before creating the entry, have the supporting charge document available and confirm the details you will enter: | Detail | What to confirm | |---|---| | Cost amount | The full amount shown on the freight bill, duty charge, supplier invoice, or other source document | | Posting date | The date that should be used for the direct-cost transaction | | Vendor or payee | The company or party that issued or received the charge | | External document number | The reference number shown on the supporting document | | Target transaction | The Sales Job, Orders, or Purchase Order whose lines should receive the cost | [SCREENSHOT: Direct Cost Transactions page showing a direct-cost entry linked to a source transaction and allocated lines] ## Preparing the Sales Record or Purchase Order for Allocation Before you create a Direct Cost Transaction, open the Sales Job, Orders, or Purchase Order that will receive the cost. Confirm that the transaction has already been created and saved in Pams. A transaction that has not been saved cannot be selected as an allocation source. Review the lines carefully. Each line should clearly show the relevant **Item**, **Quantity**, and **Amount**. These are the details you use to decide which products, services, or quantities should receive freight, duty, handling, or another direct cost. If the charge applies only to selected items, identify those items before you begin. If it applies to the full transaction, review all lines so you can distribute the complete amount correctly. Check whether a line already has a Direct Cost Transaction allocation. Existing allocations matter because you should avoid assigning the same freight bill, duty charge, or handling amount twice. Compare the existing amounts with the source document and determine the remaining amount, if any, that still needs to be allocated. Also confirm that the target transaction is still eligible for allocation. Do not use a Sales Job, Orders, or Purchase Order that is closed, cancelled, or fully processed. If it does not appear when you choose an allocation source, return to the original record and check its current **Status**. Keep the supporting document nearby while you work. It should provide the information needed to enter and verify the charge: - The supplier invoice, freight bill, duty charge, or other cost document - The total amount and currency - The document date and external document number - The vendor or payee name - The related Sales Job, Orders, Purchase Order, items, or shipment details If the cost relates to receiving purchased goods, compare the document with the relevant Purchase Order lines before allocating it. If the cost relates to delivery to the client, compare it with the Sales Job or Orders lines that the charge affects. ## Creating a Direct Cost Transaction 1. In Pams, open **Direct Cost Transactions** and select **New**. A new entry opens for the separate cost you want to allocate. 2. Complete the transaction details using the supporting document. Enter the **Posting Date**, select or enter the **Vendor** or payee, and add the **External Document Number**. Use the same document reference that appears on the freight bill, supplier invoice, duty charge, or other source document so the transaction can be identified later. 3. Select the correct **Currency** and enter the total **Amount** for the direct cost. Enter the full charge before you begin allocating it across lines. For example, if a freight document shows one total amount covering several purchased products, enter that full amount as the Direct Cost Transaction total. 4. Choose the Direct Cost Type or cost category that best identifies the charge. Use the category that matches the source document, such as freight, duty, handling, another landed cost, **Outbound Cost**, or **Deliverey Costs to the Client** where applicable. Selecting the correct category makes it easier to recognize the purpose of the charge when you review the transaction later. 5. Review the header details against the supporting document. Confirm that the vendor or payee, date, document number, currency, category, and total amount all match. 6. Click **Save** to keep the transaction as a draft while you allocate the amount. Saving at this point lets you continue to the allocation step without finalizing the transaction before you have checked the target lines. [SCREENSHOT: New Direct Cost Transaction form with Posting Date, Vendor, External Document Number, Currency, Amount, and cost category completed] Do not finalize the transaction until the full direct-cost amount has been allocated to the intended Sales Job, Orders, or Purchase Order lines. ## Allocating Costs to a Sales Record 1. Open the saved Direct Cost Transaction and select **Adjust Allocation**. Use the allocation options to choose the target sales record. Select the relevant Sales Job or Orders when Pams presents the available sales records. 2. Review the sales record lines displayed for allocation. Check the **Item**, **Quantity**, **Amount**, and any existing allocation shown for each line. Select only the lines that should absorb the direct cost. For example, if a delivery charge applies to only part of an order, do not allocate it across unrelated items or services. 3. Enter or confirm the amount to allocate to each selected line. You may allocate the full direct-cost amount to one line when the charge applies only to that item or service. When the charge relates to several lines, assign an amount to each applicable line until the total allocation matches the Direct Cost Transaction amount. 4. Compare the total of all selected line allocations with the transaction’s total **Amount**. The allocated total must equal the full direct-cost amount. If part of the amount remains unallocated, return to the lines and add or adjust the allocation before saving. 5. Save the allocation. Reopen or review the linked Sales Job or Orders and confirm that the direct cost is associated with the intended transaction lines. Check that the amounts are attached to the correct items, quantities, or services rather than merely to a similarly named line. [SCREENSHOT: Allocation view showing sales record lines, allocation amounts, allocated total, and remaining unallocated balance] Use the supporting document as your final check. The amount assigned across the sales record lines should match the charge document exactly, and each selected line should have a clear connection to that charge. ## Allocating Costs to a Purchase Order and Posting the Transaction 1. Open the Direct Cost Transaction and select **Adjust Allocation**. Choose the related **Purchase Order** as the allocation source when the charge belongs to goods or services purchased from a Sub-supplier. 2. Review the available Purchase Order lines. Check the **Item**, **Quantity**, **Amount**, and any direct-cost allocation already connected to each line. Select the purchased products or services that the freight, duty, handling, or other landed cost applies to. 3. Enter the allocation amount for each selected Purchase Order line. Distribute the full direct-cost amount only across the lines related to the supporting document. For example, allocate a freight charge to the products covered by that freight bill rather than to unrelated Purchase Order lines. 4. Before posting, review the transaction as a whole. Confirm all of the following: - The header **Amount** matches the supporting cost document. - The total allocated across Purchase Order lines equals the header amount. - The unallocated balance is zero. - The **Posting Date**, **Currency**, vendor or payee, and External Document Number are correct. - The linked **Purchase Order** is the intended source transaction. 5. Use the posting or finalization action shown on the Direct Cost Transaction after all values are correct. The transaction should move from its draft or open state to its posted or completed state. 6. Open the linked Purchase Order after posting. Review the relevant lines and confirm that the direct-cost allocation is reflected against the products or services you selected. [SCREENSHOT: Posted Direct Cost Transaction linked to a Purchase Order, with the allocation shown on the applicable Purchase Order lines] Once posted, treat the allocation as final. Complete the line review before posting so freight, duty, and other landed costs are associated with the correct purchased goods or services. ## Fixing Allocation and Posting Problems If the allocated amount does not match the Direct Cost Transaction total, compare the header **Amount** with the sum of every line-level allocation. Look for a line that has been missed, an amount entered incorrectly, or a charge that was allocated twice. Adjust the line amounts until the allocated total equals the full transaction amount and the unallocated balance is zero. If you cannot find the Sales Job, Orders, or Purchase Order you need, check the original transaction first. Confirm that it has been saved and that its **Status** still allows allocation. A transaction that is closed, cancelled, or fully processed may not be available as an allocation source. Also confirm that you are looking for the correct transaction number, vendor, client, or item. To correct an allocation assigned to the wrong line before posting: - Reopen the Direct Cost Transaction while it is still in draft or open status. - Select **Adjust Allocation**. - Remove the incorrect allocation from the wrong item, service, or quantity. - Select the intended line and enter the correct allocation amount. - Recheck the allocated total and unallocated balance. - Click **Save** before posting. If Pams does not allow the transaction to post, review the required header information and allocation totals. Check the following items against the supporting document: | Check | What to verify | |---|---| | Posting Date | A date has been entered | | Vendor or payee | The charge has been associated with the correct party | | Direct Cost Type or category | A charge category has been selected | | Amount | The header amount matches the source document | | Allocation | The full amount has been allocated to eligible lines | | Source transaction | The linked Sales Job, Orders, or Purchase Order is saved and eligible | Do not use an Incoming Payment to resolve an unallocated freight, duty, or handling charge. Incoming Payments are recorded separately; see [Recording Incoming Payments](doc:recording-incoming-payments) for that process. ## Overview Direct Cost Transactions give you a controlled way to assign separate charges to the Sales Job, Orders, or Purchase Order lines they affect. Use them when a cost document arrives separately from the original transaction and must be connected to specific items, services, or quantities. The process has two parts: - Create a Direct Cost Transaction with the charge document details, including the **Posting Date**, vendor or payee, **External Document Number**, **Currency**, **Amount**, and Direct Cost Type or cost category. - Use **Adjust Allocation** to assign the amount to the applicable Sales Job, Orders, or Purchase Order lines, then post or finalize the transaction after the allocated total matches the header amount. Direct-cost allocation is especially useful for charges such as freight, duty, handling, other landed costs, **Outbound Cost**, and **Deliverey Costs to the Client**. The allocation can apply to one line or multiple lines, but the complete transaction amount must be assigned before posting. Reviewing the linked transaction after allocation is an important part of the process. On a Sales Job or Orders, confirm that the cost is attached to the intended client-facing items or services. On a Purchase Order, confirm that the cost is attached to the purchased goods or services covered by the source document. Use the source document throughout the process. Its amount, currency, document number, date, vendor or payee, and related products provide the basis for checking the entry. This helps keep direct costs connected to the correct transaction lines and prevents unallocated or duplicate amounts. ## Prerequisites Before working in **Direct Cost Transactions**, prepare the transaction and source information you will need. The allocation cannot be completed accurately without a saved source transaction, clear target lines, and a supporting charge document. Have the following ready: - A saved **Sales Job**, **Orders**, or **Purchase Order** that will receive the direct cost. - Transaction lines with the relevant **Item**, **Quantity**, and **Amount** available for review. - A source document, such as a supplier invoice, freight bill, duty charge, handling charge, or other landed-cost document. - The direct-cost **Amount**, **Currency**, **Posting Date**, vendor or payee, and **External Document Number** from that document. - A clear decision about whether the charge belongs to a sales record or a Purchase Order. - The Direct Cost Type or cost category that identifies the charge, such as freight, duty, handling, **Outbound Cost**, or **Deliverey Costs to the Client**. Before you start, check that the source Sales Job, Orders, or Purchase Order is not closed, cancelled, or fully processed. Review any existing direct-cost allocations on the transaction lines so you do not assign the same charge more than once. If the charge relates to several lines, decide how much of the total belongs on each line before entering the allocation. The line-level amounts must add up exactly to the Direct Cost Transaction total. If the full amount cannot be connected to eligible lines, leave the transaction in draft and review the source document and target transaction before posting. After allocating and posting the required costs, continue with [Managing Letters of Guarantee](doc:managing-letters-guarantee). ## Finding Principal Sales Invoices Created from Deal Activity In Pams, a **Principal Sales Invoice** is created from completed Principal-related deal activity. It is not a separate invoice that you create as an unrelated entry. This connection is important because the invoice should represent the same Principal, deal, and commercial value already recorded during the sales process. Open **All Principal Invoices** to review the available Principal Sales Invoice records. This list is separate from the general **Invoices** list, which can contain other invoice types used in customer and purchasing workflows. When you need to review a sale connected to a represented manufacturer or company, work from **All Principal Invoices** rather than the general **Invoices** screen. Use the information shown in the list to identify the correct record. In particular, check the following details before opening an invoice: - **Invoice Number** - **Principal Name** - **Amount** or **Invoice Amount** - **Currency** - The related **Sales Job Number**, **Order Number**, or other deal reference shown on the record [SCREENSHOT: The All Principal Invoices list showing Invoice Number, Principal Name, Amount, and Currency.] Expect a Principal Sales Invoice to become available only after the related Principal deal has reached the activity point where invoicing is applicable. If you have just completed work on a deal and cannot find its invoice, first return to the deal and confirm that the relevant sale activity, order details, and Principal information are complete. Do not assume that every inquiry, offer, or early-stage sales job will have a Principal Sales Invoice. The invoice is tied to deal activity that is ready to be represented as a Principal sale. When several similar deals exist for the same Principal, always use the deal reference and amount together to avoid opening the wrong invoice. ## Reviewing a Generated Principal Sales Invoice Open a Principal Sales Invoice by selecting its **Invoice Number** in **All Principal Invoices**. You can also begin with the related Principal deal and open the associated Principal invoice from the deal information when it is available there. Before reviewing amounts or notes, confirm that the invoice belongs to the expected deal. Start by comparing the invoice’s **Principal Name** with the Principal recorded on the related deal. Then confirm the relevant sales reference, such as the **Sales Job Number**, **Order Number**, or the related deal activity shown on the invoice. These details establish that you are reviewing the invoice created for the correct transaction. Review the invoice information carefully before it is used in financial follow-up or commission processing. | Check on the Principal Sales Invoice | Compare it with | Why it matters | |---|---|---| | **Principal Name** | The Principal on the related deal | Confirms the sale is assigned to the represented company you expect. | | **Invoice Amount** and **Currency** | The commercial value recorded for the deal | Helps identify incorrect values or currency differences. | | **Invoice Number** | Your invoice tracking records | Lets you refer to the exact invoice in discussions and follow-up. | | Related sales reference | The deal’s **Sales Job Number** or **Order Number** | Confirms that both records refer to the same transaction. | Also review any visible **Invoice Note**, **Description**, **Created On**, or **Last Modified** information. These fields can help explain why a value was included or show whether the invoice has been updated since you last reviewed it. [SCREENSHOT: An open Principal Sales Invoice with Principal Name, Invoice Number, Invoice Amount, Currency, and the related sales reference highlighted.] A Principal Sales Invoice may feed later commission work, so check the generated details before relying on it. If the Principal, sales reference, amount, or currency does not match the source deal, investigate the deal first rather than treating the invoice as a standalone financial record. ## Checking Invoice Details Against the Related Deal Use the Principal Sales Invoice and its related deal side by side when validating a transaction. The invoice represents activity already recorded in the Principal-related deal, so both records should point to the same commercial event. Begin with the identification details. Match the **Principal Name** on the invoice to the Principal on the deal. Next, compare the available sales reference, such as the **Sales Job Number**, **Order Number**, or **Inquiry** reference. If the deal has several offers, revisions, or orders, make sure you are comparing the invoice with the final relevant activity rather than an earlier version. Then review the commercial details displayed on both records: - Compare the **Invoice Amount** with the applicable deal value. - Confirm the **Currency** is the same on both records. - Review the deal’s **Total Order Price**, **Project Value**, or other available amount fields against the invoice. - Check whether the deal is associated with the same **Client**, **Project**, and **Principal** shown in the invoice information. - Read the **Invoice Note**, **Description**, and **Commercial Notes** where available for explanations of adjustments or special terms. Differences can affect financial reporting, Principal sales tracking, and later commission processing. For example, an invoice amount linked to a different Orders may cause the wrong sale to appear under a Principal. A currency difference can also make a correct-looking amount misleading when the deal was recorded in another currency. When a difference appears, return to the related deal to investigate the source information. Check the Orders, offer, and deal details before deciding that the invoice itself is incorrect. The invoice should not be reviewed in isolation because its purpose is tied to the underlying Principal sale. Record the **Invoice Number** and related **Sales Job Number** or **Order Number** while you review. These references make it easier to discuss a discrepancy with the person responsible for the deal and to return to the same records later. ## Managing Invoice Records Throughout the Deal Workflow A Principal Sales Invoice sits after the Principal-related sale activity in the wider sales workflow. It provides a financial record connected to the deal that produced it, helping your team follow the sale from the original commercial work through invoicing, payment tracking, and commission processing. Use the invoice together with its related deal when monitoring Principal sales activity. The deal provides the sales context: the Principal, client, project, Orders, offer history, and commercial details. The Principal Sales Invoice provides the invoice reference, amount, currency, and invoice-level information. Reviewing both records gives you a more reliable view than checking either one alone. Keep the connection between the invoice and the source deal clear in day-to-day work: - Use the **Invoice Number** when discussing invoice-specific questions. - Use the **Sales Job Number**, **Order Number**, or related deal reference when discussing the underlying sale. - Confirm the **Principal Name** on both records before reporting or following up. - Review the latest **Last Modified** information if a value appears different from an earlier review. - Keep invoice notes aligned with the commercial context recorded on the related deal. Avoid resolving a discrepancy by assuming another deal is the source simply because it has a similar amount, client, or Principal. Agencies often manage multiple transactions for the same Principal, sometimes with similar values and timing. The identifying sales reference is the strongest way to preserve the correct connection. Coordinate with the **Owner**, **Responsible**, or salesperson responsible for the related deal when the discrepancy concerns commercial information. That person is best placed to confirm whether the Orders, offer, project value, or Principal assignment is correct. If the question is limited to invoice-level information, provide both the **Invoice Number** and the associated deal reference so the full transaction can be reviewed without confusion. This connected approach keeps Principal sales activity accurate before it moves into payment and commission work. ## Resolving Missing or Incorrect Principal Sales Invoices If an expected Principal Sales Invoice is missing, begin with the related Principal deal rather than searching for a replacement invoice. Confirm that the deal has completed the sales activity required for invoicing and that it is associated with the correct **Principal**. Review the deal’s **Sales Job Number**, **Order Number**, commercial values, and current status information. A deal that is still at an earlier inquiry, offer, or order stage may not yet have an available Principal Sales Invoice. When you find an invoice that appears linked to the wrong deal, compare it carefully with both the expected deal and the deal currently shown on the invoice. Check: - **Principal Name** - **Sales Job Number**, **Order Number**, or related deal reference - **Client** and **Project**, where shown - **Invoice Amount** - **Currency** - **Invoice Note** or **Commercial Notes** Do not decide that an invoice is wrong based on the amount alone. Similar deals can have the same Principal, client, product, or commercial value. Use the sales reference and Principal information together to identify the correct source transaction. If invoice details are incorrect, determine where the difference begins. If the related deal contains the wrong Principal, amount, currency, or sales reference, the issue originates in the deal information and should be reviewed there first. If the deal is correct but the generated Principal Sales Invoice shows different information, keep the two records open and note the exact fields that differ. [SCREENSHOT: A Principal Sales Invoice and its related deal shown side by side for comparison.] When you need help resolving an issue, provide the **Invoice Number**, the related **Sales Job Number** or **Order Number**, the **Principal Name**, and a clear description of the mismatch. This gives the responsible person enough information to review the invoice and deal together. Avoid making unrelated changes to nearby invoices while investigating; focus only on the invoice and deal references that belong to the transaction in question. ## Overview Principal Sales Invoices help Pams connect a completed Principal-related sale with the invoice record used for financial follow-up. For agencies representing multiple Principals, this connection is essential: each invoice should remain tied to the correct represented company and the specific deal that generated it. The main purpose of this work is validation, not creating a separate sales record. You locate the generated Principal Sales Invoice in **All Principal Invoices**, open it, and compare it with the related sales activity. The most useful identifiers are the **Invoice Number**, **Principal Name**, **Sales Job Number**, **Order Number**, **Invoice Amount**, and **Currency**. Use this document when you need to: - Find the invoice generated from a Principal-related deal. - Confirm that an invoice belongs to the correct Principal and transaction. - Review invoice amounts and currency against the source deal. - Investigate why a Principal Sales Invoice is missing. - Identify whether an incorrect detail comes from the source deal or the generated invoice. - Provide clear references when asking the deal owner or financial team to review a discrepancy. A Principal Sales Invoice is different from a general customer invoice in the **Invoices** workspace. It is also different from a **Commission Invoice**. The Principal Sales Invoice records the Principal-related sales activity; the Commission Invoice is the later invoice used to claim commission earned from the Principal under the applicable agreement and rules. For the strongest review, keep both the invoice and related deal available while checking details. The invoice gives you the financial record and invoice reference, while the deal explains the sales context behind it. This helps prevent incorrect sales reporting, incorrect Principal allocation, and avoidable delays in commission processing. ## Prerequisites Before reviewing Principal Sales Invoices, make sure you can access **All Principal Invoices** and the related Principal deal records in Pams. You need to see both records because the review depends on comparing the generated invoice with its source transaction. Have the following information available for the deal you expect to review: - The **Principal Name** - The related **Sales Job Number**, **Order Number**, or **Inquiry** reference - The expected deal amount - The expected **Currency** - The related **Client** or **Project** name, if several similar deals exist - Any relevant **Commercial Notes** or **Invoice Note** The deal should contain enough completed sales information to support invoicing. If the deal is still being prepared as an inquiry, pricing Offers, or offer, it may not yet have a Principal Sales Invoice. Review the deal’s current activity and available sales references before reporting an invoice as missing. It is also helpful to know who is listed as the **Owner**, **Responsible**, or salesperson responsible for the deal. Commercial discrepancies often need confirmation from the person handling the sales activity, especially when the issue concerns the Principal assignment, Orders value, project value, or currency. Do not use a Principal Sales Invoice as evidence of commission due without first confirming that it is connected to the correct deal. The invoice is an important input to the Principal sales and commission workflow, but it must be validated against the source transaction before you rely on it for downstream work. If you are reviewing a deal with multiple revisions, offers, or orders, identify the final applicable sales reference before opening the invoice. This prevents a common error: comparing the invoice to an earlier commercial version rather than the activity that actually produced the Principal Sales Invoice. ## Step-by-Step Instructions 1. Open **All Principal Invoices** in Pams. Review the list for the expected **Invoice Number**, **Principal Name**, **Amount**, and **Currency**. If you know the related **Sales Job Number** or **Order Number**, use that reference to distinguish the correct invoice from similar records. 2. Open the Principal Sales Invoice by selecting its **Invoice Number**. Keep the invoice open while you locate the associated Principal-related deal. 3. Confirm the invoice identity. Check that the **Principal Name** matches the Principal on the deal. Then compare the available sales reference on the invoice with the deal’s **Sales Job Number**, **Order Number**, or **Inquiry** information. 4. Compare commercial values. Review the invoice’s **Invoice Amount** and **Currency** against the relevant value recorded on the related deal, such as **Total Order Price** or **Project Value**. Read the available **Invoice Note**, **Description**, and **Commercial Notes** for any context about the amount. 5. Decide where a discrepancy starts. If the Principal, sales reference, amount, or currency is already incorrect on the deal, discuss the source deal with its **Owner** or **Responsible** person. If the deal information is correct but the invoice differs, record the exact field difference on the Principal Sales Invoice. 6. If no invoice is available, return to the related deal. Confirm that the Principal-related sale activity has been completed and that the deal is eligible for invoicing. Recheck the Principal assignment and relevant sales reference before reporting the invoice as missing. 7. When escalating an unresolved issue, provide the **Invoice Number**, **Principal Name**, related **Sales Job Number** or **Order Number**, and the specific amount, currency, or reference that differs. This allows the invoice and the source deal to be reviewed together. 8. Once the Principal Sales Invoice is confirmed, use its verified details for the next stage of the Principal sales and commission workflow. Keep the invoice and deal references together in any follow-up discussion or financial review. After validating the Principal Sales Invoice, continue with [Generating Commission Invoices](doc:generating-commission-invoices) to create the Commission Invoice using the agreement and rules that apply to the confirmed deal. ## Confirming the Principal Agreement and Eligible Deals Start in **Contracts Data** and open the Principal agreement that covers the commission you want to invoice. Confirm that the agreement belongs to the correct **Principal** and that it is marked **Active**. An inactive agreement should not be used as the basis for a new Commission Invoice. Review the commission information recorded on the agreement before selecting any deals. Depending on the agreement, look for values such as **Contractual Commissions**, **Commission Type**, **Commission (%)**, **Agreed Commission**, or **Reference Commission/Margin**. These values establish the standard terms Pams uses when no separate rule has been recorded for an individual deal. Next, identify the deals that belong in the invoice period. Use the agreement’s related deal information and the date range you are invoicing for to distinguish included deals from deals that belong to an earlier or later period. Include only deals associated with this Principal agreement and eligible for commission invoicing. A deal already included in another Commission Invoice should not be included again. Open the source deal records for the proposed invoice period and check their commission details. Review values such as **Subject to Commission**, **Commission (%)**, **Agreed Commission**, and **Commission Amount** where they are shown. A deal may have its own agreed commission terms that differ from the agreement’s standard terms. Use the Principal Sales Invoice information already recorded as part of the preceding workflow to confirm the commercial basis for the commission. If you need to review that information, see [Managing Principal Sales Invoices](doc:managing-principal-sales-invoices). [SCREENSHOT: A Principal agreement in Contracts Data showing the Principal, Active status, and commission-related fields.] Before generating the invoice, make a short working list of the eligible deals and their expected commission amounts. This gives you a clear comparison point when reviewing the completed Commission Invoice. ## Reviewing Commission Rules Before Generating the Invoice A Principal agreement supplies the base commission terms for the deals covered by that agreement. In **Contracts Data**, open the relevant agreement and review the commission values shown there, including **Commission Type**, **Commission (%)**, **Agreed Commission**, and **Contractual Commissions**. These agreement-level terms are the starting point for calculating commission. Individual deals can use different terms. When a source deal has its own **Commission (%)**, **Agreed Commission**, or **Commission Amount**, treat those deal-specific values as the terms to verify first. Deal-specific rules may override or supplement the agreement’s standard commission arrangement. This is particularly important when one Principal has different commission arrangements for different products, clients, projects, or Sales Jobs. Compare the agreement and deal records directly: - On the Principal agreement, note the standard **Commission Type** and **Commission (%)**. - On each eligible deal, check whether **Subject to Commission** is selected. - Review the deal’s **Agreed Commission** and **Commission Amount**. - Check whether the deal’s commission value is consistent with the agreement or clearly records a separate agreed arrangement. - Confirm that the Principal shown on the deal matches the Principal on the agreement. Do not change the agreement merely because one deal has an unexpected amount. First determine whether the issue belongs to the individual deal or applies to all deals under the agreement. For example, a deal with a negotiated commission rate should be corrected on that deal if its own commission information is incomplete or incorrect. An agreement-level error should be corrected only when the base terms themselves are wrong. If the expected commission is missing, verify that the deal is associated with the correct Principal agreement, is marked **Subject to Commission**, and falls within the intended invoice period. If the amount is wrong, check the deal’s commission values before generating the Commission Invoice. [SCREENSHOT: Comparison of commission details on a Principal agreement and on a source deal record.] ## Generating a Commission Invoice from the Principal Agreement Generate the Commission Invoice from the Principal agreement after you have confirmed the eligible deals and their commission rules. Starting from the agreement helps ensure that the Commission Invoice is tied to the correct Principal and uses the commission terms recorded for that relationship. Open **Contracts Data**, select the relevant active Principal agreement, and review the **Principal** name one final time. Use the action available on the agreement to generate a **Commission Invoice**. Pams then presents the invoice period or the eligible set of deals available for inclusion. When selecting the deals for the Commission Invoice, include only the deals you reviewed in advance. Check that each deal: - Belongs to the selected Principal agreement. - Falls within the commission invoice period you are preparing. - Is eligible for commission invoicing. - Has the correct agreement-level or deal-specific commission terms. - Has not already been included in a Commission Invoice for the same period. After confirming the selection, generate the Commission Invoice. Open the resulting invoice and verify that it shows the correct **Principal**, has an **Invoice Number**, and is connected to the agreement you selected. The invoice should contain the commission amounts calculated from the included deals. Creating the Commission Invoice and finalizing it are separate controls. Generation creates the invoice document and its commission lines for review. Do not treat a newly created invoice as final until your organization’s invoice workflow has been completed. If your screen shows statuses such as **Draft**, **Awaiting Approval**, **Approved**, or **Released for Invoicing**, use those statuses to confirm where the invoice is in your internal process. Keep the invoice in its review stage while you compare its lines and total against the underlying deal records. Finalize it only after the commission amounts are confirmed. [SCREENSHOT: A generated Commission Invoice showing its Invoice Number, Principal, and listed commission lines.] ## Checking Invoice Lines Against Deal-Specific Commission Rules Open the generated **Commission Invoice** and review every commission line before moving the invoice beyond its review stage. Each line should represent an eligible deal included from the selected Principal agreement and invoice period. For each invoice line, identify the source deal and open that deal’s record. Compare the amount on the invoice with the values shown on the deal, especially **Commission (%)**, **Agreed Commission**, and **Commission Amount**. Also confirm that the deal is marked **Subject to Commission** where that field is used. Use this comparison to establish which rule was applied: - If the deal has no separate commission arrangement, the amount should align with the Principal agreement’s standard **Commission Type**, **Commission (%)**, or **Contractual Commissions**. - If the deal records its own agreed commission values, the invoice line should reflect those deal-specific terms rather than relying only on the agreement’s base rate. - If the deal is not subject to commission, it should not create a commission amount on the invoice. - If a commission amount has been agreed as a specific amount rather than a percentage, compare the invoice line with the recorded **Agreed Commission** or **Commission Amount**. Review the invoice’s **Invoice Amount** after checking the individual lines. Add the expected amounts from the source deals and compare that figure with the total shown on the Commission Invoice. Investigate any difference before approval or release. A correct total alone is not enough. Two incorrect line amounts can offset each other and still produce a total that appears right. Confirm each line individually, particularly where a deal has a special commission arrangement. [SCREENSHOT: A Commission Invoice line being compared with the Commission (%) and Agreed Commission values on its source deal.] Once every line has been checked, retain the Commission Invoice in the appropriate workflow status until the required approval or final review is complete. ## Fixing Missing or Incorrect Commission Invoice Amounts If an expected deal does not appear on the Commission Invoice, do not add or finalize the invoice until you identify why it was excluded. Start by opening the source deal and confirming that it belongs to the same **Principal** as the Principal agreement used for the invoice. Then check that it falls within the selected invoice period and is eligible for commission invoicing. Review the following information on the deal and agreement: - The **Principal** on the deal and on the agreement. - Whether the deal is marked **Subject to Commission**. - The deal’s **Commission Type**, **Commission (%)**, **Agreed Commission**, and **Commission Amount**. - The agreement’s **Contractual Commissions** and standard commission terms. - Whether the deal has already been included in another Commission Invoice. If a line appears but the amount is unexpected, check the deal-specific commission information before changing the Principal agreement. A special commission arrangement on one deal should be corrected on that deal when the deal record is wrong. Changing the agreement’s **Commission (%)** or **Agreed Commission** for a one-off exception can affect other deals that correctly use the agreement’s standard terms. When a calculation uses the wrong terms, compare the deal’s commission values with the agreement’s values. If the deal should have a separate agreed rate, record the correct deal-specific commission details. If it should use the agreement terms, remove or correct the conflicting deal-specific values according to your organization’s process. After correcting the underlying agreement or deal information, generate the Commission Invoice again or correct the existing invoice only after verifying the updated amounts. Recheck every affected line and the **Invoice Amount**. Do not rely on an invoice generated before the commission terms were corrected. [SCREENSHOT: A source deal showing commission fields that need review before regenerating a Commission Invoice.] ## Overview A **Commission Invoice** is the invoice prepared for a Principal to reflect commission earned on eligible deals. In Pams, it is generated from the relevant Principal agreement so that the invoice is based on the commission structure agreed for that Principal relationship. The Commission Invoice process relies on two levels of information: - The Principal agreement in **Contracts Data**, which provides the base commission arrangement through fields such as **Contractual Commissions**, **Commission Type**, **Commission (%)**, and **Agreed Commission**. - The individual deal, which may carry deal-specific commission information such as **Subject to Commission**, **Commission (%)**, **Agreed Commission**, and **Commission Amount**. This distinction matters because not every deal under a Principal agreement necessarily earns commission in the same way. Pams can use the agreement’s standard terms for ordinary deals while applying separate deal-specific terms where those have been recorded. A reliable workflow is to review the agreement first, verify the eligible deals for the invoice period, generate the Commission Invoice, and then compare each invoice line with its source deal before the invoice is finalized. The **Invoice Number** identifies the generated document, while the **Invoice Amount** provides the total amount to compare with the expected commission across all included deals. Commission Invoices are separate from Principal Sales Invoices. Principal Sales Invoice records are part of confirming the commercial information from the Principal relationship; the Commission Invoice focuses on the commission earned under the agreement and deal-specific rules. Review [Managing Principal Sales Invoices](doc:managing-principal-sales-invoices) if you need to confirm those earlier Principal invoice records. Use the Commission Invoice screen as a review point, not simply as a document to generate. Checking the line-level source and commission rule before approval prevents incorrect rates, omitted eligible deals, and unintended use of agreement-level terms. ## Prerequisites Before generating a Commission Invoice, make sure the Principal agreement and the proposed deals contain complete, reviewed commission information. Missing or conflicting values should be corrected before invoice generation so that the Commission Invoice does not require avoidable rework. Confirm the following in Pams: - The Principal agreement is available in **Contracts Data** and marked **Active**. - The agreement identifies the correct **Principal**. - The agreement contains the applicable base commission arrangement, such as **Contractual Commissions**, **Commission Type**, **Commission (%)**, or **Agreed Commission**. - You know the commission invoice period or the eligible group of deals to include. - Each proposed deal is associated with the same Principal agreement. - Each proposed deal has been reviewed for **Subject to Commission**, **Commission (%)**, **Agreed Commission**, and **Commission Amount**, where those fields are shown. - You have checked whether a deal has a separate commission arrangement that differs from the agreement-level terms. - You have confirmed that the deal has not already been included on a Commission Invoice for the same period. - The relevant Principal Sales Invoice information has already been reviewed in the preceding commission workflow. Make sure you can identify the expected commission for each included deal before you start. This does not require calculating new terms outside Pams; it means confirming the commission values recorded on the agreement and the deal records. If a deal has a special rate or agreed amount, note that value so you can verify the corresponding invoice line after generation. Also confirm your organization’s invoice workflow. A generated Commission Invoice may remain in **Draft** or require **Awaiting Approval**, **Approved**, or **Released for Invoicing** status before it is treated as final. Generate the invoice only when you have enough time to review its individual lines before progressing it through those internal controls. ## Step-by-Step Instructions 1. Open **Contracts Data** and select the active Principal agreement for which you need to prepare a Commission Invoice. Confirm the **Principal** name and review the agreement’s **Contractual Commissions**, **Commission Type**, **Commission (%)**, and **Agreed Commission** details. 2. Identify the deals that belong in the invoice period. Open each source deal and confirm that it belongs to the selected Principal, is **Subject to Commission**, and has the correct commission values. Pay particular attention to deals with their own **Commission (%)**, **Agreed Commission**, or **Commission Amount**. 3. On the Principal agreement, choose the available action to generate a **Commission Invoice**. Select the invoice period or the eligible deal set presented by Pams. 4. Review the deals selected for inclusion. Remove or exclude any deal that belongs to a different period, a different Principal, or an existing Commission Invoice. Include deals only after confirming their agreement-level or deal-specific commission terms. 5. Generate the Commission Invoice. Open the new invoice and confirm its **Invoice Number**, **Principal**, and **Invoice Amount**. 6. Review each commission line on the invoice. Open the linked or source deal and compare the invoice amount with the deal’s commission values. Confirm that a deal-specific commission rule has been used where one exists. 7. Compare the **Invoice Amount** with the combined expected commission from all included deals. If an expected deal is missing or an amount is wrong, correct the agreement or deal commission information first, then regenerate or correct the Commission Invoice. 8. Progress the Commission Invoice through the invoice statuses used by your organization only after the lines and total have been confirmed. If your workflow shows **Draft**, **Awaiting Approval**, **Approved**, or **Released for Invoicing**, use the displayed status to confirm that the invoice has received the required review. After the Commission Invoice is finalized, continue with [Tracking Principal Payments](doc:tracking-principal-payments) to record and monitor the related Principal payment. ## Understand How Principal Payments Connect to Invoices and Commissions In Pams, a **Principal incoming payment** is the payment record used to track money received in connection with a Principal. The record brings together the payment details—such as **Payment Number**, **Amount**, **Paid on**, and **Principal Name**—with the invoice and commission information that explains why the payment was received. Three related record types make up this payment trail: - **Principal Payments** record the incoming payment and its payment details. - **Principal Invoices** identify the billed transaction connected to the Principal payment. The invoice provides the invoice context, including the relevant **Invoice Number** and **Invoice Amount**. - **Commission** information shows the commission outcome associated with that invoiced transaction. Depending on the deal, this may include **Commission (%)**, **Agreed Commission**, or **Commission Amount**. Do not review a Principal Payment as an isolated amount. Start with the payment record, then identify its connected invoice, and finally review the commission information associated with that invoice. This sequence helps you understand whether the received amount relates to the correct billed transaction and whether the related commission outcome is being reviewed against the right invoice. For example, the same Principal may have several active invoices and several payments. Reviewing the **Principal Name** alone does not show which payment belongs to which transaction. The related **Invoice Number** is the key link that distinguishes one payment from another and keeps the related commission review accurate. [SCREENSHOT: A Principal Payment record showing Payment Number, Principal Name, Amount, Paid on, and related invoice and commission information.] If you need to understand how the Commission Invoice was created after the related deal information was confirmed, see [Generating Commission Invoices](doc:generating-commission-invoices). ## Locate and Review Principal Incoming Payments Open **Principal Payments** in Pams to view the available Principal incoming payment records. The Principal Payments list is your starting point when you need to confirm whether a payment was recorded, identify the Principal connected to it, or trace the payment to an invoice and its related commission information. In the list, use the payment and Principal details shown for each record to find the payment you need. Focus on information that distinguishes the transaction, including: - **Payment Number** - **Principal Name** - **Amount** - **Paid on** - **Payment Method** - **Invoice Number**, where it is shown Use these details together rather than relying on only one value. For example, a Principal can have multiple payments for similar amounts, or several payments may be recorded on the same date. Checking the **Principal Name**, **Amount**, and **Payment Number** together helps you open the intended record. Select the relevant payment record to open its details. Review the displayed payment information first, particularly the **Amount**, **Paid on**, **Paid by**, and **Payment Method** fields. This confirms that you are looking at the right incoming payment before you begin reviewing its related invoice. From the individual Principal Payment record, use the related invoice information as the next point of review. The payment record provides the starting point; the connected invoice provides the transaction context. Keep the payment record open or note the **Payment Number** and **Invoice Number** while you move between records so you can confirm that each screen refers to the same Principal transaction. [SCREENSHOT: The Principal Payments list with payment records showing Payment Number, Principal Name, Amount, and Paid on.] ## Review the Invoice Related to a Principal Payment After opening the Principal Payment record, find the invoice information connected to that payment. The associated invoice identifies the billed transaction that the incoming payment represents. Use the **Invoice Number** shown with the payment record to make sure you review the correct invoice, especially when the same Principal has several invoices. Open the related invoice from the payment information, then review the invoice details alongside the Principal Payment record. Compare the following values: | What to compare | Review on the Principal Payment | Review on the related invoice | |---|---|---| | Principal | **Principal Name** | Principal shown on the invoice | | Payment value | **Amount** | **Invoice Amount** | | Transaction reference | **Payment Number** | **Invoice Number** | | Timing | **Paid on** | Invoice date or related invoice details | The payment amount may represent the full invoice amount or an amount connected to that invoice. The purpose of this review is to confirm the relationship between the received payment and the billed transaction, not to assume that every payment has the same value as every invoice. Use the invoice context to distinguish payments that belong to different transactions for the same Principal. If a Principal has two invoices with similar values, the correct **Invoice Number** is more reliable than the Principal name or amount alone. Likewise, if several payments exist for one Principal, open each payment record and confirm its associated invoice before reviewing commission information. The **All Principal Invoices** screen can also help when you need to locate or compare Principal invoices outside the individual payment record. For guidance on reviewing Principal Sales Invoices before payment tracking, see [Managing Principal Sales Invoices](doc:managing-principal-sales-invoices). [SCREENSHOT: A related Principal Invoice showing Invoice Number, Principal, Invoice Amount, and commission information.] ## Trace Commission Records from the Related Invoice Review commission information from the invoice connected to the Principal Payment, not from the payment amount alone. The invoice provides the transaction context that links the incoming payment to the correct deal and its commission outcome. With the related Principal Invoice open, look for the commission information associated with that invoice. Depending on the transaction, Pams may show values such as **Commission (%)**, **Agreed Commission**, **Commission Amount**, **Commission Type**, or **Commission Is Payable Upon Delivery**. These fields help you understand the commission terms and amount connected to the billed transaction. Follow this relationship in the same order each time: - Start with the **Principal Payment** and confirm its **Payment Number**, **Principal Name**, and **Amount**. - Open the related **Invoice Number** to confirm the billed Principal transaction. - Review the commission information associated with that invoice, including the displayed commission values and terms. - If available for your records, review **Commission Payments** in the context of the same invoice. This order matters when more than one invoice or commission is associated with the same Principal. A commission amount may look correct on its own but belong to a different invoice. By checking the **Invoice Number** first, you retain the connection to the exact transaction that resulted in the payment. When checking why a commission is associated with a received payment, use the invoice as the common reference. The Principal Payment confirms what was received, the invoice shows what was billed, and the commission information shows the commission result tied to that billed transaction. This gives you a clear audit trail without losing the underlying invoice context. For instructions on creating the Commission Invoice itself, refer to [Generating Commission Invoices](doc:generating-commission-invoices). [SCREENSHOT: The relationship from a Principal Payment to its Invoice Number and the commission values on the related invoice.] ## Resolve Missing or Unexpected Payment Relationships When a Principal Payment does not show the invoice relationship you expect, first confirm that you opened the intended payment record. Check the **Payment Number**, **Principal Name**, **Amount**, and **Paid on** fields on the Principal Payment record. Similar payment amounts or multiple payments from the same Principal can easily lead to the wrong record being selected. If the payment record appears correct but the expected invoice is not shown, use the payment’s available invoice details, especially the **Invoice Number**, to compare it with records in **All Principal Invoices**. Review the Principal shown on the invoice and the **Invoice Amount** before deciding whether the invoice belongs to the payment you are investigating. If the invoice does not show the commission information you expected, make sure your review begins from the invoice linked to the Principal Payment. Do not compare a payment directly to a commission from another invoice simply because both belong to the same Principal. Use the relationship in this order: - **Principal Payment** - Related **Principal Invoice** - Related commission information or **Commission Payments** If several invoices or commission entries seem relevant, use the **Invoice Number** as the main transaction reference. Match the Principal Payment to its invoice first, then review only the commission information connected to that invoice. This prevents payments, invoices, and commissions from being incorrectly combined across separate transactions. When payment, invoice, and commission information appears inconsistent, capture the details visible on all three records. Include the **Payment Number**, **Invoice Number**, **Principal Name**, **Amount**, **Invoice Amount**, and displayed commission values. Reviewing these details together gives your team a clear basis for investigating the relationship without relying on incomplete information from only one screen. [SCREENSHOT: A comparison view showing a Principal Payment record, its Invoice Number, and the related commission details.] ## Overview **Tracking Principal Payments** in Pams helps you follow the financial relationship between a Principal Payment, the related Principal Invoice, and the commission result for that invoiced transaction. This is especially useful for sales agencies representing multiple Principals, where several deals, invoices, and commission arrangements may be active at the same time. Use **Principal Payments** when your starting point is money received in the Principal relationship. Each payment record provides key payment details, including **Payment Number**, **Principal Name**, **Amount**, **Paid on**, and **Payment Method**. From there, the related **Invoice Number** connects the payment to the specific Principal Invoice that explains the billed transaction. The invoice is the central reference for commission tracking. It allows you to verify which transaction the payment belongs to before reviewing values such as **Commission (%)**, **Agreed Commission**, and **Commission Amount**. This is important because the same Principal may have different commission arrangements across different deals. Pams supports a connected review rather than separate reviews of payments, invoices, and commissions. Use the records together to answer practical questions such as: - Which Principal Invoice does this payment represent? - Does the incoming payment belong to the expected Principal? - Which commission information is tied to the invoice behind this payment? - Are multiple payments or invoices being confused because they relate to the same Principal? The payment trail is most reliable when you treat the **Invoice Number** as the shared reference between a Principal Payment and its commission information. Keep that reference visible as you move between **Principal Payments**, **All Principal Invoices**, and any available **Commission Payments** information. [SCREENSHOT: A simple visual flow showing Principal Payment → Principal Invoice → Commission information.] ## Prerequisites Before reviewing a Principal Payment in Pams, make sure you have enough transaction information to identify the correct record. You do not need to know every detail in advance, but at least one clear reference—such as the **Payment Number**, **Principal Name**, **Invoice Number**, **Amount**, or **Paid on** date—will make the review more accurate. Have the following information available where possible: - The **Principal Name** connected to the payment - The payment’s **Amount** - The date shown in **Paid on** - The **Payment Number** - The related **Invoice Number** - Any expected commission value, such as **Commission Amount** or **Commission (%)** You should also be able to open **Principal Payments** and view the related Principal Invoice information. If your role does not show the required payment, invoice, or commission details, use the information visible in your available records to identify the transaction and follow your team’s established process for reviewing access or record visibility. A Principal Invoice should already exist before you can use it as the invoice context for a Principal Payment. If you need to understand the Principal Invoice record and its details, read [Managing Principal Sales Invoices](doc:managing-principal-sales-invoices). If you are checking the Commission Invoice generated from the deal-specific agreement, read [Generating Commission Invoices](doc:generating-commission-invoices). When reviewing a payment with multiple possible matches, avoid using only the **Principal Name**. Principals often have more than one open or historical invoice. Combine the Principal name with the **Invoice Number**, **Amount**, or **Paid on** date to identify the right payment trail before reviewing commission information. ## Step-by-Step Instructions 1. Open **Principal Payments** in Pams and locate the Principal Payment you need to review. Use the visible **Payment Number**, **Principal Name**, **Amount**, and **Paid on** details to identify the correct record. 2. Open the Principal Payment record. Confirm the payment details shown on the record, including **Principal Name**, **Amount**, **Paid on**, **Paid by**, and **Payment Method**. This confirms that the selected record is the intended incoming payment. 3. Find the related **Invoice Number** in the payment record’s related information. Use this invoice reference as the transaction link for the rest of your review. 4. Open the related Principal Invoice. Confirm that the invoice shows the expected Principal and review the **Invoice Amount** alongside the payment **Amount**. Use the invoice details to establish which billed transaction the payment represents. 5. Review the commission information on the related invoice. Check the available values, such as **Commission (%)**, **Agreed Commission**, **Commission Amount**, **Commission Type**, and **Commission Is Payable Upon Delivery**. 6. If you need to review commission payment details, use the same **Invoice Number** to keep the review tied to the correct transaction. Do not match commission information by Principal name alone when several invoices exist for that Principal. 7. If any relationship appears missing or unexpected, return to the Principal Payment record and recheck the **Payment Number**, **Principal Name**, **Amount**, and **Invoice Number**. Then compare the same references in **All Principal Invoices** before reviewing the commission information again. ## Finding the Company Account You Need to Maintain Open **Contacts** and select **Accounts** to work with company account records in Pams. Start by locating the account for the company whose details need review or correction. Use the company’s **Account Name** as the first point of comparison, but do not rely on the name alone. Similar names can belong to separate companies, branches, or related businesses. 1. Open the relevant entry from the **Accounts** list. 2. Review the account’s **Account Name**, **Account Number**, and **Account Type**. 3. Check identifying details that help distinguish the company from similarly named accounts, such as **VAT ID Number**, **Website**, **Phone**, and **Email**. 4. Review the address information, including **Main Address/street**, **Main Address/city**, **Main Address/country**, and **Zip-Code** where available. 5. Check whether the account has an **Account Manager** assigned and whether it is marked **Active**. Before changing anything, review the information already connected to the account. Customer history may include **Activities**, comments left on the account, and **Account Invoices**. These records provide useful context: they can show whether the company has been involved in sales work, invoicing, calls, meetings, or other ongoing communication. For example, two accounts may have nearly identical names but different addresses, account numbers, or customer history. In that case, they may represent different companies and should remain separate. Conversely, an account with incomplete contact details and no independent history may be a duplicate of a more complete account. [SCREENSHOT: The Accounts list showing several company accounts and an opened account record with Account Name, Account Type, address details, and Account Manager.] Use this review to decide whether you need a normal update to one account or a careful duplicate-account review before combining records. ## Updating Company Account Data Update an existing account whenever the change applies to the same company. For example, use the existing account when a company changes its phone number, website, main address, billing address, or assigned **Account Manager**. Creating another account for a corrected detail can split the company’s customer history across multiple records. 1. From **Contacts > Accounts**, open the company account you reviewed. 2. Select the details that are outdated, incomplete, or incorrect. 3. Update the relevant information, such as **Account Name**, **Account Type**, **VAT ID Number**, **Website**, **Phone**, or **Email**. 4. Review address fields carefully. Update the **Main Address** fields for the company’s primary location, and update **Billing Address** fields only when billing information needs to differ. 5. Confirm the correct **Account Manager** is shown if account ownership has changed. 6. Click **Save**. Use **Save and Close** when you have finished reviewing the account. After saving, reopen or review the account record to confirm that the new information appears correctly. Check the company name, address, and contact details as they will be used by colleagues who work with the account. Updating the existing record keeps the account’s connected customer history in one place. Review **Activities**, account comments, and **Account Invoices** after the update to make sure they are still available from the same account record. A correction to company details should not require moving or recreating prior work. [SCREENSHOT: An account record with the Save and Save and Close actions visible after company and address details have been updated.] Avoid changing identifying details merely to make one company resemble another. If the record may actually be a duplicate, review both accounts first using the process in the next section. This is especially important when the accounts have different **Account Number**, **VAT ID Number**, address information, or customer history. ## Reviewing Duplicate Accounts Before You Merge Them Treat a possible duplicate as a review task, not just a naming issue. Two entries can look alike because of abbreviations, spelling differences, or different address formats. Before combining them, confirm that both records truly represent the same company. 1. Open each company account from **Contacts > Accounts** in turn. 2. Compare the identifying information on both records, including **Account Name**, **Account Number**, **VAT ID Number**, **Website**, **Phone**, **Email**, and address details. 3. Review **Account Type** and the assigned **Account Manager** on each account. Differences may indicate that the accounts serve different business purposes. 4. Check the shared customer history associated with each account. Review visible **Activities**, comments, and **Account Invoices** so you understand what is connected to each record. 5. Identify the account that should remain after the merge. Choose the one with the most complete, current, and reliable company details. 6. Note any information held only on the duplicate account, such as a more complete **Billing Address**, a current phone number, or a useful account comment. Use the company’s **VAT ID Number**, **Account Number**, and address details to make the decision where possible. A similar company name by itself is not enough evidence to merge records. For example, two accounts may share a brand name while operating from different addresses and maintaining separate customer relationships. The account you select to remain should be the record your team will use going forward. Make sure its **Account Name** is clear and its address and contact information are current before beginning the merge. If the intended surviving record is incomplete, update it first rather than relying on the merge to resolve missing details. [SCREENSHOT: Two account records being compared, with Account Name, Account Number, VAT ID Number, addresses, and customer-history areas highlighted.] Do not merge accounts when the records represent separate legal companies, branches that must be managed independently, or unrelated companies with similar names. ## Merging Duplicate Company Accounts Begin the duplicate-account merge only after you have completed the comparison of both account records. A merge is appropriate when the records represent the same company and the duplicate account does not need to remain independently maintained. 1. Return to the two company accounts you identified as duplicates in **Contacts > Accounts**. 2. Start the duplicate-account merge workflow available for those account records. 3. Select the account that will remain as the primary company account. Use the account you identified as the most complete and current record during your review. 4. Check the primary account’s **Account Name**, **Account Number**, **VAT ID Number**, address information, and **Account Manager** one final time. 5. Confirm that the second account represents the same company and that its connected customer history belongs with the primary account. 6. Complete the merge only when you are satisfied that the primary account is the correct record to maintain going forward. Do not treat a merge as a substitute for checking the data. Before confirming, make sure the surviving record contains the company details your colleagues need, including the right **Main Address**, **Billing Address**, **Phone**, **Email**, and **Website** where these are used. Pay particular attention to customer history. Review the **Activities**, comments, and **Account Invoices** connected to the duplicate account before you confirm the merge. The purpose of combining duplicate accounts is to maintain one clear company record without losing the history that has already been recorded for that company. After completing the merge, the duplicate account should no longer need separate maintenance. Use the surviving account as the company record for future work, corrections, and customer interactions. [SCREENSHOT: The duplicate-account merge workflow showing the selected primary company account and the duplicate account being combined.] If you are uncertain whether the records represent the same company, stop before confirming. It is safer to keep two accounts separate while you verify the company details than to combine separate customer histories incorrectly. ## Confirming Customer History Is Preserved After a Merge After a duplicate-account merge, reopen the surviving company account from **Contacts > Accounts**. Do not assume the review is complete until you have checked both the current account data and the customer history available from that record. 1. Open the primary company account that remained after the merge. 2. Confirm that the **Account Name**, **Account Number**, **Account Type**, **VAT ID Number**, and address information identify the correct company. 3. Review the **Main Address** and **Billing Address** fields, especially if the duplicate account contained more current address details. 4. Check visible **Activities** and account comments to confirm that the account’s interaction history is available from the surviving record. 5. Review **Account Invoices** where applicable to confirm that invoice-related history can still be reached from the primary account. 6. Confirm that the duplicate account no longer needs to be updated separately and that your team should use the surviving account for future work. Customer history is important because it gives sales and operations teams a complete view of prior contact, commercial work, and invoice-related activity for the company. When the history is available from one maintained account, colleagues do not need to check multiple records to understand the customer relationship. [SCREENSHOT: A surviving account record after a merge, with company details at the top and Activities, comments, and Account Invoices available for review.] If you notice outdated information on the surviving account, correct it using **Save** before treating the account as the team’s single source for that company. Keep the company name and key identifiers clear enough that future users can recognize the account without creating another duplicate. ## Resolving Account Update and Merge Issues When account information is unclear, pause and review the records rather than making a quick correction or merge. The key question is whether the records represent one company with duplicated details or separate companies with similar names. 1. If two accounts have similar **Account Name** values but different **Account Number**, **VAT ID Number**, addresses, or customer histories, do not merge them immediately. 2. Open both records and compare their **Account Type**, **Account Manager**, **Main Address**, **Billing Address**, **Phone**, **Email**, and visible **Activities**. 3. If you confirm that the records are the same company but the intended primary account is incomplete, update the primary account first. Click **Save** before continuing with the merge workflow. 4. If expected customer history is not visible after a merge, reopen the surviving account and review its **Activities**, comments, and **Account Invoices**. 5. Confirm that the account selected as primary was the record intended to remain. Review the account details again to ensure the correct duplicate was combined. 6. If a duplicate-looking account represents a different company, leave it separate and maintain its details independently. Do not use **Account Name** alone to resolve uncertainty. A company may use a shortened trading name, a different spelling, or a related name while still being a separate account. Likewise, different addresses may be valid when a company has distinct locations, so compare all available identifiers and the customer history before deciding. If the history you expected is not available from the surviving account, avoid creating a replacement account to compensate. First verify the merged account, its identifying details, and the duplicate account you selected during the merge. Maintaining one accurate record is preferable to creating additional accounts that could split history again. Use **Save and Close** only after the remaining account clearly represents the company and includes the current information your team needs. ## Overview Company accounts in Pams provide the shared company record used by teams working across client, principal, and sub-supplier relationships. Keeping account information accurate helps colleagues identify the correct company when they create or review sales, purchasing, project, and financial work. A well-maintained account record brings together core company details, including: - **Account Name**, **Account Number**, and **Account Type** - **VAT ID Number**, **Website**, **Phone**, and **Email** - **Main Address** and **Billing Address** details - The assigned **Account Manager** - Connected **Activities**, comments, and **Account Invoices** Use normal updates when the company itself has changed details, such as a new address or phone number. This preserves the existing account and its customer history. Use a duplicate-account merge only when two account records genuinely represent the same company and should be maintained as one record. The most important outcome is a single, accurate company account that your team can rely on. Before merging, compare company identifiers and review the history connected to both records. After merging, verify that the surviving record contains the right company details and that the customer history remains available. [SCREENSHOT: A complete company account record showing company details, addresses, Account Manager, Activities, comments, and Account Invoices.] Keeping accounts distinct when they represent different companies is equally important. Separate accounts make it possible to maintain separate customer histories, assignments, addresses, and financial records without confusion. ## Prerequisites Before updating or merging company accounts, make sure you have reviewed the relevant account records in **Contacts > Accounts**. The information below helps you decide whether you should update one record or combine duplicates. - Have the company details needed to identify the account correctly, such as **Account Name**, **Account Number**, **VAT ID Number**, address, **Phone**, **Email**, or **Website**. - Review the account’s **Account Type** and **Account Manager** so you understand how the company is currently classified and managed. - Check the account’s **Main Address** and **Billing Address** details before changing company information. - Review visible **Activities**, account comments, and **Account Invoices** before merging. These items help you understand the customer history already associated with each account. - When reviewing potential duplicates, identify which account contains the most complete and current company information. This should normally be the primary account that remains after a merge. - Do not merge records simply because their names are alike. Confirm that the records represent the same company by comparing available identifiers and customer history. - If you cannot determine whether two accounts are the same company, keep them separate until the company details are clear. For routine corrections, update the existing account and click **Save**. This keeps customer history connected to the company record your team already uses. For confirmed duplicates, review both records fully, select the correct primary account, complete the merge, and then reopen the surviving account to verify its details and shared history. After company accounts are accurate and duplicates are resolved, continue with [Managing Contact Relationships](doc:managing-contact-relationships) to maintain the people and relationship details connected to each company account. ## Identify the Contact Roles You Need to Maintain In Pams, a shared contact represents a person or organization you need to use consistently across customer sales, Principal Relationship Management, and purchasing work. Before you create or change a relationship, decide which commercial role that contact performs. This prevents the same person or organization from being entered several times under slightly different names. Pams distinguishes these three roles: | Relationship role | Pams label you may see | Use the relationship when the contact is involved in | |---|---|---| | Customer | **Client** or **Is Client** | Customer inquiries, offers, Sales Jobs, Orders, Delivery Notes, AR Invoices, and incoming Payments | | Principal | **Principal** or **Is Principal** | Work connected to a represented Principal, including offers, orders, Principal Invoices, commissions, and Principal Payments | | Supplier | **Sub-supplier** or **Is Sub-supplier** | Purchasing and procurement work, including RFQs, Purchase Jobs, POs, goods receipt, and AP Invoices | Use one shared contact whenever the same party appears across connected work. For example, the person who receives an Offer may also be the person you contact during delivery coordination or payment follow-up. Select the same shared contact instead of creating a separate copy for each Sales Job, Invoice, or Payment. A single organization may legitimately have more than one relationship. A company can be a **Client** for one sales Sales Job and a **Sub-supplier** for a different purchasing activity. A represented manufacturer may be a **Principal** and may also take part in supply-related work. In these cases, maintain each required relationship deliberately. The relationship role is important because it identifies how the contact is used in commercial work. It does not replace the company account itself. Maintain company details through [Managing Company Accounts](doc:managing-company-accounts), then use **Contacts** to keep the people and relationship roles connected to that company work. [SCREENSHOT: Contact details showing the Client, Principal, and Sub-supplier relationship labels] ## Review Shared Contacts Before Creating Relationships 1. Open **Contacts** in Pams. This is the shared area for contact information used by customer, Principal, and Sub-supplier relationships. 2. Use the available search to look for the person or organization before creating anything new. Search using the information you have available, such as **Contact Name**, **Full Name**, **Email**, **Phone**, or **Mobile**. Check close name matches carefully, especially when companies use abbreviations or when a contact’s name may be written in more than one format. 3. Open the matching contact and review the details already maintained. Check the displayed relationship information for **Client**, **Principal**, and **Sub-supplier**. Also review identifying information such as **Position**, **Department**, **Email**, and **Mobile** where those details are available. This helps you confirm that you are looking at the right person rather than another contact with a similar name. 4. Compare the contact with the commercial work where you need to use it. Confirm whether the contact is already connected to the relevant **Client**, **Principal**, or **Sub-supplier** relationship. If the correct relationship already exists, use that shared contact rather than adding another version of the same party. 5. If you find more than one possible match, identify which contact is already used by the related Sales Jobs, purchasing work, or financial documents. Retaining the contact already connected to ongoing commercial work keeps communication history and relationship information together. Reviewing first is especially important when a team shares customer and Principal information. A duplicate contact can cause different people to select different entries for the same party, making follow-up and commercial coordination harder. [SCREENSHOT: Contacts screen with search results and an existing contact opened for review] ## Add Customer, Principal, and Supplier Relationships 1. In **Contacts**, open the shared contact you want to use. If the contact does not yet exist, create the contact entry and enter the available identification details, such as **Contact Name** or **Full Name**, **Email**, **Phone**, **Mobile**, **Position**, and **Department**. Use the name and contact details that your team recognizes in day-to-day commercial communication. 2. Select the relationship role required for the contact. Use the role shown in Pams: - Select **Client** or **Is Client** for a customer relationship. - Select **Principal** or **Is Principal** for a represented Principal relationship. - Select **Sub-supplier** or **Is Sub-supplier** for a supplier relationship. 3. Add every role that genuinely applies. Do not create separate contact entries just because the same organization has more than one commercial role. For example, if one organization is involved as both a **Principal** and a **Sub-supplier**, maintain those two relationships on the same shared contact where Pams allows both roles. 4. Check the relationship selections before saving. Make sure you have not marked a contact as a **Principal** when the person actually represents a **Client**, or as a **Sub-supplier** when the relationship belongs to a customer account. 5. Click **Save** to keep the relationship available for future commercial work. Use **Save and Close** when you have finished maintaining the contact and want to return to the Contacts list. A clear relationship setup means colleagues can select the same customer, Principal, or Sub-supplier contact throughout connected work. This is particularly useful when an Sales Job moves from an Inquiry and Offer into a Orders, delivery, invoicing, or payment follow-up. [SCREENSHOT: Contact form with Client, Principal, and Sub-supplier role selections highlighted] ## Connect Shared Contacts to Commercial Work 1. Open the commercial work where you need to identify the people or organizations involved. Depending on the work you are handling, this may be a **Sales Job**, an **Offer**, a **Orders**, an **RFQ**, a **Purchase Job**, a **PO**, an **Invoice**, or a **Payment**. 2. Find the relationship field shown on that form. Look for the relevant Pams label, such as **Client**, **Principal**, or **Sub-supplier**. Select the party that matches the commercial role in the work you are completing. 3. For customer sales work, choose the shared **Client** contact or relationship that represents the customer side of the deal. Confirm that it is the intended customer before you continue with commercial details such as pricing, delivery dates, invoicing, or payment information. 4. Where the work involves a represented manufacturer, select the appropriate shared **Principal** relationship. This is important for work that later contributes to Principal sales results, Principal Invoices, Principal Payments, or Commission Invoices. 5. For procurement work, select the correct shared **Sub-supplier** relationship. Use the same relationship consistently when working through RFQs, Offers, POs, receiving, and AP Invoice activities related to that supplier. 6. Before you click **Save**, read the selected names again. Check that each name comes from the shared contact you reviewed in **Contacts**, rather than a similarly named duplicate. If the commercial form includes more than one party, confirm each role separately; the **Client**, **Principal**, and **Sub-supplier** must each point to the intended relationship. Selecting shared contacts at the commercial-work level helps sales, purchasing, and finance teams work from the same relationship information throughout the process. [SCREENSHOT: Commercial work form showing Client, Principal, and Sub-supplier selections] ## Keep Contact Relationships Current Across Connected Work 1. Return to **Contacts** when a customer, Principal, or Sub-supplier relationship changes. Update the shared contact rather than creating a new entry merely because a person changes department, position, email address, phone number, or role in the commercial relationship. 2. Review the contact’s current relationship selections. Check whether **Client**, **Principal**, or **Sub-supplier** still accurately describes how the person or organization participates in your work. If a new role is required, add that role before using the contact in new commercial work. 3. Check the connected work that is still active. Review relevant **Sales Jobs**, **Offers**, **Orders**, **RFQs**, **POs**, **Invoices**, or **Payments** to understand where the relationship is being used. Focus first on work that is ongoing, awaiting action, or due soon. 4. Use the same shared contact again for recurring relationships. For example, when the same customer contact appears in several Sales Jobs, select that existing **Client** relationship each time. When a Principal contact is involved in multiple deals, use the existing **Principal** relationship for those deals. 5. Save any relationship updates with **Save**. If you update information while reviewing a specific contact and are finished, select **Save and Close**. Take extra care when an organization changes role. A former **Sub-supplier** may become a **Client**, or an organization may participate as both a **Principal** and a **Sub-supplier**. Review each active commercial relationship rather than assuming that one role change applies correctly to every Sales Job or purchasing activity. Keeping shared relationships current gives your team one dependable source for customer, Principal, and supplier contact information while connected commercial work continues. [SCREENSHOT: Shared contact showing multiple active relationship roles] ## Resolve Missing, Duplicate, and Incorrect Contact Relationships 1. If you cannot select a customer, Principal, or supplier in commercial work, open **Contacts** and search for the shared contact first. If the contact exists but is not available for the relationship you need, check whether the appropriate role is selected: **Client**, **Principal**, or **Sub-supplier**. 2. If the shared contact is missing the required role, update the relationship selection and click **Save**. Return to the commercial work and select the contact again. Do not create another contact entry before checking whether the existing one can be used. 3. If more than one contact appears to represent the same party, identify the entry already used in connected commercial work. Compare **Contact Name**, **Full Name**, **Email**, **Phone**, **Mobile**, **Position**, and the current relationship roles. Use the established shared contact for new work whenever it is the correct party. 4. If the wrong party is selected on a Sales Job, Offer, PO, Invoice, or other commercial form, open that work and replace the incorrect **Client**, **Principal**, or **Sub-supplier** selection with the correct shared contact. Click **Save** after confirming the replacement. 5. When a role change affects active work, review every related commercial item. For example, if a party is no longer the correct **Sub-supplier** for an RFQ or PO, check the related purchasing work. If a Principal relationship changes, check deals, Principal Invoices, and Principal Payments that use that relationship. 6. If you are unsure which duplicate is correct, avoid adding a third contact entry. Use the contact already connected to the most relevant ongoing commercial work, then verify its relationship labels and identifying details before making changes. Resolving issues at the shared contact level reduces disconnected customer, Principal, and supplier information across Pams. [SCREENSHOT: Duplicate contact search results with one established shared contact selected] ## Overview Contact relationships in Pams keep the people and organizations involved in commercial work connected through a shared **Contacts** area. Instead of maintaining separate customer, Principal, and supplier details on every Sales Job, Offer, PO, Invoice, or Payment, your team can select the same established contact relationship where it is needed. The core relationship labels are **Client**, **Principal**, and **Sub-supplier**: - Use **Client** for customer-facing sales work, including inquiries, offers, Orders, Delivery Notes, AR Invoices, and incoming Payments. - Use **Principal** for represented manufacturers and other Principal Relationship Management work connected to sales results, commissions, Principal Invoices, and Principal Payments. - Use **Sub-supplier** for supplier and purchasing work, including RFQs, Purchase Jobs, POs, goods receipt, and AP Invoices. A contact can have more than one of these roles when the same organization participates in more than one part of your operation. For example, a hybrid business may work with one company as a **Principal** in one deal and as a **Sub-supplier** in another. Maintain the roles that reflect the actual commercial relationship, then select the correct one in the relevant work. The most reliable approach is to search **Contacts** before creating a new entry, review existing relationship assignments, and reuse the established contact wherever possible. This keeps customer communication, Principal coordination, and supplier follow-up aligned across sales, purchasing, delivery, invoicing, and payment workflows. [SCREENSHOT: Relationship flow from Contacts to sales, Principal, and purchasing work] ## Prerequisites Before you maintain contact relationships in Pams, have the following information available: - The contact’s correct **Contact Name** or **Full Name**. If possible, also have the person’s **Email**, **Phone**, **Mobile**, **Position**, and **Department** so you can distinguish them from similar contacts in the shared **Contacts** list. - A clear decision about the commercial role the contact needs. Identify whether the contact is a **Client**, **Principal**, **Sub-supplier**, or more than one of these. Base this on the person or organization’s actual involvement in customer sales, Principal work, or purchasing work. - The related company information. If you need to confirm the company before setting up the contact relationship, review [Managing Company Accounts](doc:managing-company-accounts). Keep company account maintenance separate from the contact’s **Client**, **Principal**, and **Sub-supplier** relationship selections. - The commercial work where the relationship will be used. This may include a **Sales Job**, **Offer**, **Orders**, **RFQ**, **Purchase Job**, **PO**, **Invoice**, or **Payment**. Knowing where the contact will be selected helps you verify the correct role before saving it. - Enough detail to recognize duplicates. Check whether an existing contact has the same name, email address, phone number, company relationship, or commercial role before creating another entry. Use **Contacts** as the starting point whenever you need to add, confirm, or correct a shared relationship. After the correct customer, Principal, and supplier relationships are available, continue with [Managing Product Records](doc:managing-product-records) to maintain the products connected to your commercial work. ## Preparing Information for a Product Record Prepare the information for a Product before opening the Products list. A clear, consistent record makes it easier to find the right item when preparing Pricing Offers, Offers, Orders, Bills of Material, and purchasing documents. Use one Product Name for the main item. Check the existing **Products List** first so you do not create a second record for a product that is already available. If your team uses an external identifier, have the **External product id** ready as well. This is particularly useful when the same product name could refer to different manufacturers, models, or configurations. Gather the details that apply to the Product as a whole: | Information to prepare | Why it matters | |---|---| | **Name** | Helps users find and select the Product consistently. | | **External product id** | Separates products with similar names when an external reference is used. | | **Manufacturer** and **Model name** | Helps identify the exact Product. | | **Product Type** and **Product Stage** | Supports consistent classification of Products. | | **Purchase Unit Of Measure** and **Sales Unit** | Clarifies how the Product is purchased and sold. | If the Product is available in distinct options, decide which options need their own **Variants**. A Variant should be created when an option must be identified or tracked separately. For example, this may be a different size, color, pack, or configuration. Also identify the **Sub-suppliers** that can provide the Product. Confirm that you are selecting the correct Sub-supplier record, especially where several supplier records have similar names. Product supplier links are separate from the contact relationships covered in [Managing Contact Relationships](doc:managing-contact-relationships). Finally, establish whether you need to review **Stock Details** for the main Product, individual Variants, or both. This avoids treating separate product options as one inventory item. [SCREENSHOT: Products List showing Product names and the action for creating a Product] ## Creating a Product Record Create the main Product record before adding Variants, reviewing Stock Details, or linking Sub-suppliers. The main record becomes the central place from which you manage every version and related supplier of that Product. 1. Open **Products** to display the **Products List**. 2. Select the action to create a Product. Enter the Product’s main identifying information. At a minimum, make the **Name** specific enough to distinguish the Product from similar records. Where used by your organization, enter the **External product id**. 3. Complete the available product information that applies to the whole Product, such as **Manufacturer**, **Model name**, **Product Type**, **Product Stage**, **Purchase Unit Of Measure**, and **Sales Unit**. Use the values that match how your team refers to the Product in sales and purchasing work. 4. Review the details before saving. Check that the **Name**, manufacturer information, and identifier do not describe a different Product or duplicate an item already listed in **Products**. 5. Select **Save**. If you have finished entering the main Product details and want to return to the list, select **Save and Close** where available. 6. Return to the **Products List** and search for the Product by its **Name** or identifying information. Open it to confirm that Pams displays the correct Product-detail view. Do not add a separate main Product record merely because it has different sellable options. Keep the shared details on one Product record, then create distinct **Variants** for the options that need to be tracked independently. [SCREENSHOT: New Product form showing Name, External product id, Manufacturer, Model name, Product Type, and Save] ## Maintaining Product Details Use the Product-detail view as the source of truth for information shared by every version of a Product. Keeping shared details on the main Product prevents repeated updates and reduces the chance that similar Variants display conflicting information. 1. Open **Products** and locate the Product in the **Products List**. Use the Product **Name**, **External product id**, **Manufacturer**, or **Model name** to help identify the correct record. 2. Open the Product-detail view and review the information that applies to all versions of the Product. This may include the **Name**, **External product id**, **Manufacturer**, **Model name**, **Product Type**, **Product Stage**, **Purchase Unit Of Measure**, and **Sales Unit**. 3. Change a main Product detail only when the change applies across all of its Variants. For example, update the Product-level manufacturer information when the same manufacturer applies to each Variant. 4. Keep information specific to one option out of the main Product details. If only one configuration, pack, color, or size changes, open the relevant record in **Variants** rather than changing the main Product. 5. From the same Product-detail view, use **Variants**, **Stock Details**, and **Sub-suppliers** to review the connected records. This lets you check the whole Product structure without searching separately for each related item. 6. Select **Save** after making changes. Review the Product-detail view again and confirm that the revised information is shown correctly before leaving the record. When you are unsure whether a change is shared or option-specific, compare the Product with the entries in **Variants** first. Changing the main Product for an option-specific difference can make similar Products harder to distinguish in the **Products List**. [SCREENSHOT: Product-detail view with access to Variants, Stock Details, and Sub-suppliers] ## Adding and Updating Product Variants Create **Variants** when a Product has separate options that your team needs to recognize, sell, purchase, or track independently. Keep the common Product information on the main record, and use each Variant to represent one distinct option. 1. Open the required Product from **Products**. Confirm the Product **Name**, **Manufacturer**, and **Model name** before continuing, so you add the Variant to the correct main Product. 2. Open the **Variants** area. Review the existing entries first. This helps you avoid adding a second Variant for an option that is already listed. 3. Add a Variant for each sellable option that needs separate identification. Use the variation details that distinguish it from other options, such as size, color, pack, or configuration. 4. Enter identifying details clearly enough that users can select the correct option from the **Variants** list. Similar options should not rely only on the main Product name; their Variant information must make the difference visible. 5. Save the Variant, then return to the **Variants** area and confirm that it appears under the correct Product. 6. When an existing Variant changes, open that specific Variant and update its details. Review the other Variants before saving to ensure the revised description does not duplicate another option. Before changing or removing a Variant, review its **Stock Details** and linked **Sub-suppliers**. A Variant may represent inventory or a supplier relationship that differs from the main Product and from other Variants. If the option is no longer required, confirm that you are working on the correct Variant rather than the main Product record. [SCREENSHOT: Variants area showing several distinct options for one Product] ## Reviewing Product and Variant Stock Details Use **Stock Details** to review inventory information connected to a Product. Where a Product has multiple **Variants**, treat each Variant as a separate option when its inventory must be distinguished from the others. 1. Open **Products** and select the Product you want to review. 2. From the Product-detail view, open **Stock Details**. Start by confirming whether the information shown relates to the main Product or to an individual Variant. 3. If the Product has **Variants**, select the required Variant before reviewing its stock information. Match the Variant’s identifying details with the option you are checking, especially where the differences are small, such as pack, size, color, or configuration. 4. Review the displayed stock information for the selected Product or Variant. Do not assume that stock held for one Variant is available for every other Variant of the same main Product. 5. After creating a Variant or changing its identifying details, return to **Stock Details**. Confirm that the Product and Variant structure matches the inventory you intend to track. 6. If the stock information appears to belong to a different option, return to **Variants** and check the selected Variant’s details. Correct the Product or Variant selection before making any product-related changes. This review is especially important before using a Product in a **Bill of Material**, **Material Requisition**, **Purchase Order**, or sales activity. A Product may be similar in name to another option while having separate stock information. Keeping the Product and Variant selection accurate helps warehouse, purchasing, and sales users work with the same item definition. [SCREENSHOT: Stock Details view showing a Product and a selected Variant] ## Associating Products with Sub-Suppliers Link **Sub-suppliers** to a Product so that the supplier relationship is retained with the Product record. This gives users a direct place to review which Sub-suppliers are associated with a Product while working with purchasing and product information. 1. Open **Products** and select the relevant Product from the **Products List**. 2. Review the Product-detail view to confirm that you have opened the correct Product. Use the **Name**, **External product id**, **Manufacturer**, and **Model name** to distinguish it from similar Products. 3. Open the **Sub-suppliers** area. Review the Sub-suppliers already shown before adding another association. This prevents duplicate links and helps you identify whether the intended Sub-supplier is already connected to the Product. 4. Add the required Sub-supplier association from the Product record. Select the correct Sub-supplier carefully, particularly if your organization works with several Sub-suppliers whose names are alike. 5. Review the linked Sub-suppliers before saving. Confirm that every displayed association belongs to this Product and that no incorrect supplier has been selected. 6. Select **Save**, then return to the Product-detail view. Open **Sub-suppliers** again and verify that the new Sub-supplier is displayed with the Product. A Product association identifies the Sub-supplier connected to the Product; it does not replace the wider supplier and contact information your team maintains elsewhere. Use the Product’s **Sub-suppliers** area when reviewing product-specific supplier links, and use the related account and contact records when you need relationship details. Keeping these records aligned helps purchasing users identify the intended Sub-supplier when progressing from an MRQ to an RFQ and Purchase Order. [SCREENSHOT: Sub-suppliers area on a Product record showing linked Sub-suppliers] ## Resolving Product, Variant, and Sub-Supplier Issues When a Product, Variant, Stock Details entry, or Sub-supplier association does not look right, start with the main Product record. Most issues can be clarified by checking whether you are viewing the correct Product, the correct Variant, or the correct linked Sub-supplier. 1. If you cannot distinguish a Product in the **Products List**, open the likely records and compare their **Name**, **External product id**, **Manufacturer**, and **Model name**. Update missing or unclear identifying information on the correct Product, then select **Save**. Do not create another Product merely because the existing record is difficult to recognize. 2. If **Stock Details** appear incorrect, first confirm whether the stock belongs to the main Product or to a specific Variant. Open **Variants**, select the relevant option, and then return to **Stock Details**. This avoids reviewing one option while expecting information for another. 3. If an expected Sub-supplier is not displayed, open the Product’s **Sub-suppliers** area. Check that you opened the correct Product and verify that the intended Sub-supplier is selected. Save the association, then reopen **Sub-suppliers** to confirm it remains listed. 4. If a Variant is missing, open the main Product’s **Variants** area. Confirm that the Variant was added under the correct Product rather than under a similarly named Product. Review the Variant’s identifying details so it can be distinguished from the other entries. 5. If similar Variants are difficult to tell apart, revise their option-specific identifying details. Keep shared information on the main Product and use the Variant details to show what makes each option different. Checking the Product-detail view after each correction gives you one place to verify the Product, its **Variants**, its **Stock Details**, and its **Sub-suppliers** together. [SCREENSHOT: Product-detail view used to verify Product, Variants, Stock Details, and Sub-suppliers] ## Overview Product records in Pams organize the information your sales, purchasing, and warehouse work depends on. The main **Product** record holds the shared identity of an item, including its **Name**, **External product id**, **Manufacturer**, **Model name**, **Product Type**, and relevant unit information. Use clear values in these fields so users can select the correct Product from the **Products List** without relying on memory or informal descriptions. Use **Variants** when a Product has distinct options that need their own identification. A separate Variant is appropriate when the difference between options—such as size, color, pack, or configuration—matters to how the item is sold, purchased, or tracked. Keep common details on the main Product and place option-specific distinctions in the Variant. **Stock Details** help you review inventory information at the right level. Before drawing a conclusion from stock information, confirm whether you are viewing the main Product or the required Variant. This is essential when different Variants represent separate inventory items. The **Sub-suppliers** area keeps the Product’s supplier associations visible from the Product-detail view. Review these links before saving so a Product is associated only with the intended Sub-suppliers. This supports later purchasing work involving MRQs, RFQs, and Purchase Orders. For reliable Product records, follow these working habits: - Search **Products** before creating a new record. - Use a consistent **Name** and **External product id** where applicable. - Add Variants only for options that need separate tracking. - Review **Stock Details** after adding or revising Variants. - Confirm **Sub-suppliers** associations from the Product-detail view after saving. The next document, [Managing Registration Data](doc:managing-registration-data), explains how to review and maintain the registration information connected to your records. ## Understand Where Registration Data Is Stored Pams keeps **Registration Data** in two places: on the **Client** record and on the **Project** record. Choosing the correct location helps your team use the right registration information when working with a client, preparing a project, or reviewing existing work. Use the **Client** record when the registration information applies to the organization as a whole. For example, information shown in the client’s **Registration Data** area can be retained as reusable client information instead of being entered again for every new project. When several projects belong to the same client, the client record gives your team one place to review the organization-level registration details. Use the **Project** record when registration information applies only to one project. A project may have its own registration requirement, a different **Registration Number**, or a project-specific **Registration Date** that should not replace the information held for the client. Entering those values in the project’s **Registration Data** area keeps them tied to that individual project. Before you consider registration information complete, review both records: - Open the related **Client** record and check its **Registration Data**. - Open the relevant **Project** record and check its separate **Registration Data**. - Compare the values to confirm whether the project uses the client’s general information or requires its own value. - Keep project-specific information on the project even when similar information appears on the client record. [SCREENSHOT: A Client record and a Project record shown side by side, with the Registration Data area highlighted on each record] Registration Data is maintained separately from product information. Continue using the product records described in [Managing Product Records](doc:managing-product-records) for product-specific details, and use the **Client** and **Project** records for registration information. ## Review Registration Requirements Before Editing Records Start by confirming what registration information is required before changing anything in Pams. Registration requirements may apply to the client organization, to a particular project, or to both. Checking this first prevents a client-wide value from being entered only on one project, or a project-specific value from being saved on the general client record. Collect the current registration details from the client contact, project owner, or the information provided for the work. Compare the information you receive with the values already displayed in the **Registration Data** area. Pay particular attention when a **Registration Number** or **Registration Date** has changed, because an older value may still be correct for an earlier project while no longer being correct for new work. Before you begin, make sure you can open and save both of the following records when needed: - The relevant **Client** record in **Clients**. - The related **Project** record in **Projects**. - The **Registration Data** area on each record. - The **Save** option after making changes. Use the following questions to decide where each value belongs: | Question | Where to maintain the information | |---|---| | Does the information apply to the client organization generally? | **Client** record | | Does the information apply only to one project? | **Project** record | | Does the project require a value that differs from the client’s current information? | **Project** record, while keeping the client record accurate | | Is the same information needed for the client and the project? | Review and maintain both records as required | Do not assume that an existing client value automatically answers a project requirement. Open the project and confirm what is shown in its own **Registration Data** area before moving forward with project work. ## Maintain Registration Data on a Client Record Use the **Client** record to maintain registration information that belongs to the client organization and can be reused across its work in Pams. This is the appropriate place for information that should remain available whenever your team works with that client. 1. Open **Clients** and select the client whose registration information needs attention. Confirm that the record shows the intended **Client** before editing any values. 2. Find the **Registration Data** area on the client record. Review the information already saved, including any visible **Registration Number** and **Registration Date**. Compare these values with the current registration details you collected. 3. Add the missing registration information or replace information that is no longer current. Enter only the values that apply to the client organization as a whole. If a value is unique to one piece of work, keep it for the related **Project** record instead. 4. Click **Save** after completing your changes. Wait for the client record to remain open or return to its saved view before leaving the page. 5. Review the **Registration Data** area again after saving. Confirm that the value you entered is visible on the correct client record and that no unrelated client information was changed. [SCREENSHOT: A Client record with the Registration Data area highlighted, showing a Registration Number and Registration Date before Save is selected] Maintaining reusable information on the **Client** record reduces repeated entry when the same client has multiple projects. It also gives colleagues a consistent place to check the organization-level registration details. When a project has a distinct requirement, do not overwrite the client-level value to make it fit one project; maintain that project’s separate information in **Projects**. ## Maintain Registration Data for an Individual Project Use the **Project** record when registration information is required for one specific project. Project-level Registration Data remains associated with that project, allowing it to differ from the general registration information held on the related **Client** record. 1. Open **Projects** and select the project that requires registration information. Check the project details to confirm that it is associated with the intended **Client** before entering or changing any values. 2. Locate the project’s **Registration Data** area. Review the values already shown there, then open or refer to the related **Client** record if you need to compare the client-level registration information. 3. Enter or update the registration value required specifically for this project. For example, update the visible **Registration Number** or **Registration Date** only when the project requirement is different from the information maintained for the client generally. 4. Click **Save** on the **Project** record. Keep the project open until the saved values are displayed in its **Registration Data** area. 5. Recheck the project’s information after saving. Confirm that the project retains the value you entered and that the related **Client** record has not been changed by mistake. [SCREENSHOT: A Project record with its Client association and Registration Data area highlighted] Project-level Registration Data is useful when one client has several projects with different registration requirements. It lets you preserve the client’s reusable details while recording the information needed for the individual project. If the project does not have a separate registration requirement, still review its **Registration Data** area so your team can confirm that the project record has been checked. ## Keep Client and Project Registration Information Accurate Registration information stays reliable when you treat the **Client** and **Project** records as related but separate places to maintain data. A change should be made where the information actually belongs, rather than where it happens to be easiest to find. Use the **Client** record when the client organization has updated registration information that should be reused across current and future work. Updating the client’s **Registration Data** changes the reusable information on that client record. It does not replace values that have been entered separately for individual projects. Use the **Project** record when a project has its own registration requirement. Updating **Registration Data** on a project keeps the change with that project and does not change the underlying **Client** record. This distinction is important when one project has a different registration value, while other projects for the same client continue to use the general client information. Apply this review practice during regular work in Pams: - When opening a new **Project**, check the related **Client** record and the project’s **Registration Data** area. - When client registration details change, update the **Client** record and review active projects to identify any project-specific values that may need attention. - When updating project information, compare its **Registration Data** with the related client information before replacing a value. - When work is being completed or closed, review the relevant **Client** and **Project** records to ensure the registration information remains accurate for the record history. [SCREENSHOT: A project linked to a client, with callouts showing that Registration Data can be reviewed separately on both records] Do not copy a project-specific value back to the **Client** record unless it has become the correct general registration information for the entire client organization. ## Resolve Missing or Incorrect Registration Information When registration information is missing or appears incorrect, first identify which record should contain it. Open both the related **Client** record and the **Project** record instead of assuming the missing value belongs in only one location. Use the following checks to resolve common situations: - **Registration Data is missing on a project:** Review the project’s **Registration Data** area first. Then review the associated **Client** record to see whether the value is maintained as reusable client information. If the project requires a distinct value, enter it on the **Project** record and click **Save**. - **Registration Data is missing on a client:** Open the relevant record in **Clients** and inspect its **Registration Data** area. Add the current client-level value only if it applies to the client organization generally. - **A project displays an outdated value:** Compare the project’s **Registration Data** with the current information shown on the associated **Client** record. Keep the project value if it remains correct for that project; otherwise, update the project value and select **Save**. - **Your change is not visible afterward:** Confirm that you edited the intended **Client** or **Project** record, then check that you selected **Save**. Reopen the record and review the **Registration Data** area to confirm the stored value. - **You cannot make changes:** Check whether you can save changes on the relevant **Client** or **Project** record. If Pams does not allow editing, ask the person responsible for Pams access to confirm that you can maintain the required client-level or project-level record. [SCREENSHOT: The Registration Data area on a Project record, showing where to verify saved information] Record only confirmed registration information. If the current value is not available, leave the existing verified information unchanged until the correct registration details can be confirmed. ## Overview **Registration Data** in Pams helps your team keep required registration information with the correct business record. The key decision is whether a value belongs to the client organization generally or to one specific project. Use the **Client** record in **Clients** for information that should remain available as reusable client information. This supports consistent work when the same client has more than one project. The client’s **Registration Data** area is the place to review and maintain those organization-level values. Use the **Project** record in **Projects** when the registration information is tied to that individual project. The project’s **Registration Data** area can contain information that differs from the related client record without changing the client’s general information. The two locations serve different purposes: | Registration Data location | Use it for | |---|---| | **Client** record | Registration information that applies across the client’s work | | **Project** record | Registration information required only for one project | | Both records | Situations where client-level information and a separate project requirement must both be maintained | When reviewing registration information, always confirm the **Client** association on the **Project** record. Then compare the project’s **Registration Data** with the information shown on the related client record. This helps prevent a project-specific value from being treated as client-wide information. The work is complete only when the correct values are visible after selecting **Save** on the record where they belong. Pams keeps client-level and project-level Registration Data separate, so updating one record does not replace information held on the other. ## Prerequisites Before maintaining **Registration Data** in Pams, have the information and record access needed to update the correct location. Preparing these items before opening **Clients** or **Projects** helps avoid entering incomplete or incorrect values. Make sure you have: - The current registration details provided for the client organization or the individual project. - The correct **Client** record in **Clients**. - The correct **Project** record in **Projects**, when the registration requirement is project-specific. - Confirmation of which **Client** is associated with the project. - Access to edit and **Save** the relevant **Client** record, **Project** record, or both. - A clear decision on whether the value belongs in client-level **Registration Data**, project-level **Registration Data**, or both locations. Review existing values before replacing them. In particular, check any visible **Registration Number** and **Registration Date** against the current information you received. A value that appears outdated on one **Project** record may still be correct for another project or may reflect a project-specific requirement. If the work involves a project that already exists, open the **Project** record and review its **Registration Data** before making changes on the related **Client** record. If the project requires different information, prepare to maintain that value directly on the project rather than changing the reusable client information. After you have the confirmed details and the right records, use **Save** on each record you update and reopen the **Registration Data** area to verify that the values remain visible. ## Opening My Desk and Reading Your Operational Status 1. In Pams, open **My Desk** to bring your daily assigned work into one workspace. My Desk combines the information that needs your attention across pipeline work, **Invoices**, **Activities**, **Tasks**, and **Calendar** items. 2. Start with the operational status area. This area gives you a current view of operational information connected to your work. Use it as an early warning area: look for work that appears overdue, incomplete, awaiting action, or otherwise requires review. 3. Keep the operational status area separate in your mind from the work queues below it. The status area helps you understand the overall condition of your work. The assigned pipeline, invoice, activity, task, and calendar areas identify the individual items you can open and work on. 4. Before opening individual items, use the operational status information to decide where attention is most urgent. For example, an item with a due date approaching may need attention before a record that is still progressing normally. 5. Move from the operational status area into the relevant My Desk list. If the issue relates to a sales Sales Job, review the assigned pipeline area. If it concerns a financial document, review **Invoices**. If it relates to a follow-up, review **Activities** or **Tasks**. If timing is the concern, check the **Calendar** items. [SCREENSHOT: My Desk showing the operational status area and the separate assigned pipeline, invoices, activities, tasks, and calendar sections] My Desk is designed to help you begin with a focused view of your own work rather than searching through all Pams records. Return to this workspace throughout the day after making changes, especially when you need to confirm whether urgent work is still assigned to you. ## Monitoring Your Assigned Pipeline 1. In **My Desk**, locate the area showing your assigned pipeline. This list brings together pipeline work currently assigned to you, so you can review your active sales responsibilities without opening the full list of **Sales Jobs**. 2. Scan the displayed **Status** and **Stage** information for each assigned item. Use these indicators to identify records that need follow-up, such as an item waiting for an offer, an item approaching a required date, or an item that has not moved forward as expected. 3. Consider the business context of each item before choosing what to open. A sales item with a client deadline, a bid due date, or an active offer may need priority over a record that is still being prepared. Use the information displayed in My Desk to decide which work should be handled first. 4. Select an assigned pipeline item to open its record. Review the details shown there, including its current **Stage**, related client information, dates, and any available notes or activities. Continue the appropriate workflow from the record, such as reviewing an Inquiry, updating an Offer, or progressing a Orders. 5. Save the change using **Save** or **Save and Close** where those actions are available. Return to **My Desk** and review the assigned pipeline area again. The list should reflect the record’s current state after your update. [SCREENSHOT: Assigned pipeline area in My Desk with visible Status and Stage information] Use My Desk as a personal monitoring view, not as a replacement for the full sales workflow. When you need detailed guidance for sales records, see [Creating Sales Inquiries](doc:creating-sales-inquiries), [Preparing Customer Offers](doc:preparing-customer-offers), and [Confirming Orders](doc:confirming-sales-orders). ## Reviewing Assigned Invoices 1. Open **My Desk** and find the assigned **Invoices** area. This section identifies invoice work currently assigned to you, allowing you to review financial follow-up alongside your sales and operational responsibilities. 2. Review the information displayed for each invoice before opening it. Pay particular attention to the invoice **Status**, payment position, and any due or overdue information shown in the list. These details help you separate invoices that require action from invoices moving through the expected process. 3. Give priority to invoices that need review, allocation, approval, payment follow-up, or another action connected to their current status. An invoice that is already progressing normally can remain visible for monitoring, while an outstanding item may require immediate attention. 4. Select an invoice from My Desk to open the invoice record. Review the invoice information carefully, including the **Invoice Number**, **Invoice Amount**, **Status**, dates, and any note or related payment information available on the screen. 5. Complete the required work in the invoice record using the actions available to you. This may involve reviewing invoice details, updating the invoice’s progress, or continuing the related payment workflow. Use **Save** or **Save and Close** after making changes. 6. Return to **My Desk** and check the assigned **Invoices** area again. Confirm whether the invoice is still listed as outstanding or whether its updated status now reflects the work completed. [SCREENSHOT: My Desk invoice area showing assigned invoices and their status information] My Desk helps you see invoice work in the context of your broader workload. For detailed invoice processing, use [Managing AR Invoices](doc:managing-ar-invoices), [Managing AP Invoices](doc:managing-ap-invoices), and [Recording Incoming Payments](doc:recording-incoming-payments). ## Working Through Activities and Tasks 1. Review the **Activities** area in **My Desk** at the start of your workday. Activities may relate to calls, meetings, visits, or other follow-up connected to a client, account, project, sales job, invoice, MRQ, or payment. 2. Use the displayed timing and status information to choose which activity to handle first. Give attention to activities with a near due date, a reminder, or a status showing that follow-up is still needed. Where an activity is linked to a sales or operational record, consider the importance of that related work as well. 3. Select an activity when you need to review the full details. Check the activity’s **Purpose**, **Assignee**, participants, date, reminder information, and related record. Take the required action in the activity or use the related record to continue the business workflow. 4. Review the **Tasks** area separately. Tasks are actionable work assigned to you and should not be overlooked simply because related activities are also visible. Check the task’s **Task Purpose**, **Task Progress**, **Priority**, **Due Date**, and **Assignee** information where shown. 5. Open the task that requires action and update it when the work moves forward or is complete. Save the change, then return to **My Desk** to verify that the assigned task view reflects the current task progress. 6. Revisit both areas during the day. Activities help you manage scheduled follow-up; tasks help you track work that must be completed. Keeping both current makes My Desk a reliable view of your personal workload. [SCREENSHOT: My Desk showing separate Activities and Tasks areas, with due dates and progress information] For more detailed instructions on recording and managing follow-up work, continue with [Managing Tasks and Activities](doc:managing-tasks-activities). ## Checking Calendar Items Alongside Daily Work 1. In **My Desk**, review the **Calendar** items alongside the assigned **Activities** and **Tasks** areas. Calendar items show scheduled commitments that affect the time available for calls, meetings, visits, and other work. 2. Check the date and timing information shown for each calendar item. Identify appointments that are upcoming or that conflict with the time you expected to use for tasks, invoice work, or pipeline follow-up. 3. Compare scheduled items with your assigned activities and tasks. If you have a meeting or visit planned, complete urgent preparation work before the scheduled time. If an activity has a reminder close to a calendar commitment, decide whether you need to handle it before or after that commitment. 4. Select a calendar item to open its related record. Review the available details, such as the activity **Purpose**, participants, related account or sales record, and reminder information. Use the record to confirm what preparation or follow-up is needed. 5. When a calendar item changes, return to **My Desk** and recheck the calendar area together with your work queues. This keeps scheduled commitments aligned with your current pipeline, invoice, activity, and task workload. 6. Use the calendar view as a planning aid rather than viewing it in isolation. A scheduled meeting may be connected to an offer, a client, a project, or a task. Opening the item from My Desk gives you a direct route to the information needed for that scheduled work. [SCREENSHOT: My Desk calendar items displayed beside assigned tasks and activities] Checking calendar items throughout the day helps you avoid treating assigned work as a simple list. Your availability, due dates, and scheduled client or project commitments all need to be considered together. ## Resolving Missing or Unexpected My Desk Items If an expected item does not appear in **My Desk**, first check the item itself. Open the relevant **Sales Jobs**, **Invoices**, **Activities**, or **Tasks** record and verify the **Assignee**. My Desk shows work assigned to the current user, so an item assigned to another user will not appear in your personal workspace. If an item remains in My Desk after you believe the work is complete, open it and check its current **Status**, **Stage**, or **Task Progress**. A saved update is needed before My Desk can reflect the record’s latest position. Review the action you completed and confirm that the record shows the intended current state. Use the following checks when the workspace does not match what you expect: - **Missing pipeline item:** Check the record’s **Assignee**, **Stage**, and **Status**. - **Missing invoice:** Check the invoice assignment and current **Status**. - **Missing activity or task:** Check the **Assignee**, **Due Date**, reminder information, and current progress or status. - **Unexpected calendar item:** Open the related activity and review its scheduled date, participants, and reminder details. - **Operational status seems incorrect:** Open the related record and verify that its current status has been saved. After checking the source record, refresh **My Desk** and review the affected area again. If the assignment and status are correct but My Desk still appears inaccurate, note the affected record details, including its displayed number or title, current **Status**, and **Assignee**. Share those details with your Pams administrator so they can review the issue using the same record information. [SCREENSHOT: Example of checking an item’s Assignee and Status before returning to My Desk] Avoid changing an item’s assignment or status solely to make it disappear from My Desk. Update these fields only when they accurately reflect who owns the work and where it stands in the workflow. ## Overview **My Desk** is your focused operational workspace in Pams. It gathers work assigned to you so that you can review sales activity, invoices, activities, tasks, calendar commitments, and operational status from one screen. Use My Desk to answer practical daily questions: - Which assigned pipeline items need follow-up? - Which **Invoices** require review or action? - Which **Activities** have reminders, deadlines, or pending follow-up? - Which **Tasks** are still open or approaching their **Due Date**? - Which **Calendar** items affect the time available for your work? - Does the operational status area show work that needs attention before routine follow-up? My Desk is especially useful when you manage several clients, principals, sales jobs, projects, or financial records at the same time. Rather than beginning with a broad list of all company records, you can begin with items connected to your own responsibilities. The workspace supports a simple daily pattern: 1. Open **My Desk** and review operational status. 2. Check time-sensitive **Calendar** items. 3. Prioritize assigned pipeline and invoice work. 4. Complete or update related **Activities** and **Tasks**. 5. Return to My Desk to confirm that your assigned work reflects the latest changes. [SCREENSHOT: Full My Desk workspace showing all daily-work areas together] My Desk does not replace the detailed screens for **Sales Jobs**, **Invoices**, projects, or payments. Instead, it provides a practical starting point and return point while you work through those records. Use it regularly to maintain visibility across the connected sales, operational, and financial work assigned to you. ## Prerequisites Before relying on **My Desk** for your daily workload, make sure you can access the records and work areas relevant to your role in Pams. My Desk displays assigned work, so the quality of what you see depends on the assignments and status information maintained in related records. You should be able to: - Open **My Desk** in Pams. - Open records from the assigned pipeline, **Invoices**, **Activities**, **Tasks**, and **Calendar** areas. - Recognize the meaning of displayed **Status**, **Stage**, **Due Date**, **Assignee**, and **Task Progress** information. - Use **Save** or **Save and Close** after updating a record. - Identify the related business record when an activity, task, or calendar item is connected to a client, sales job, project, invoice, MRQ, or payment. Make sure work is assigned correctly. When you expect to see an item in My Desk, the related record should show you as the **Assignee**. If you work as part of a sales team, ownership and assignment should be clear before you use My Desk as your daily priority list. You should also understand the basic status terms used in your team’s workflow. For example, **Draft**, **Awaiting Approval**, **Approved**, **Done (completed)**, **Paid**, and **Due/overdue** can indicate very different next actions depending on the record you are reviewing. [SCREENSHOT: Record details showing Assignee, Status, Stage, and Due Date fields] After you are comfortable using My Desk to identify daily priorities, continue with [Managing Tasks and Activities](doc:managing-tasks-activities) to learn how to maintain the follow-up work that appears in your workspace. ## Choose How You Access Pams Start at the Pams sign-in screen. This screen shows the account-access choices that are available for your organization’s Pams environment. Use the option that matches your current account status rather than trying to create a second account. If you already have a Pams account, use the existing-account sign-in path. This is the correct choice when an administrator has already created your account, when you have previously used Pams, or when you have received account details for Pams. Signing in opens the Pams workspace that is assigned to your account. Some Pams sign-in screens also show an entry point for registration or creating an account. This option is only available when self-service registration has been enabled for that Pams environment. Its presence means Pams allows people to submit their own account-registration request from the sign-in screen. [SCREENSHOT: Pams sign-in screen showing the existing-account sign-in area and, where enabled, the registration entry point.] Use registration only when both of these conditions apply: - You do not already have a Pams account. - A registration or create-account entry point is visible on the sign-in screen. Do not use registration simply because you cannot sign in on the first attempt. If an account already exists, return to the existing-account sign-in form and re-enter the account details associated with that account. Creating another account can make it harder for your team to keep ownership, activities, tasks, and records connected to the correct user. The choices shown on the screen may differ between organizations. For example, one organization may allow users to register themselves, while another may require an administrator to create every Pams account. The sign-in screen is the reliable place to confirm which access choices are currently enabled for you. ## Sign In with an Existing Pams Account Use the existing-account sign-in path whenever an account has already been created for you. This is the normal way to enter Pams for day-to-day work, including reviewing Sales Jobs, updating Tasks, working with Invoices, or opening records from Recently Opened. 1. Open the Pams sign-in screen and choose the option for an existing account. Do not select the registration path if you have used Pams before or know that an administrator created your account. 2. Enter the sign-in details associated with your Pams account in the fields displayed on the form. Where shown, enter the **Login Email** exactly as it is associated with your account. Complete every required field shown on the sign-in form before submitting it. 3. Submit the sign-in form. Pams checks the details you entered and, when they match your existing account, opens your available Pams workspace. 4. Confirm that you can see the areas you need for your work. Depending on your assigned access, you may see areas such as **My Desk**, **Sales Jobs**, **Projects Management**, **Products**, **Invoices**, **Payments**, **Contacts**, or **Reports**. [SCREENSHOT: Existing-account sign-in form with the Login Email field and sign-in submission control.] The workspace you see after signing in is based on the access assigned to your account. For example, a sales user may work mainly with **Sales Jobs**, **Offers**, and **Clients**, while a user responsible for purchasing may have access to **MRQs**, **RFQs**, and **POs**. If a page, record, or action is not available after you sign in, this can mean that it is not included in your assigned access. If Pams does not open your workspace after you submit the form, return to the sign-in screen and carefully check the details entered. Use the guidance in [Resolve Sign-In and Registration Problems](#resolve-sign-in-and-registration-problems) before requesting a new account. ## Register for a Pams Account When Registration Is Available Register only if you do not have an existing Pams account and the sign-in screen displays a registration or create-account entry point. Registration is not available in every Pams environment. When the entry point is not visible, an administrator must provide or create your account instead. 1. Open the Pams sign-in screen and look for the registration or create-account entry point. Select it only when it is displayed. If you only see the existing-account sign-in form, self-service registration is not enabled on that screen. 2. Complete the registration form using the details requested by Pams. Enter each required item carefully. Where the form includes **Login Email**, provide the email address that should be associated with your Pams account. 3. Review the information shown on the registration form before you submit it. Your registration details identify the account that Pams will use when you later sign in, so make sure they match the details requested by your organization. 4. Submit the registration request. Pams may show a confirmation message, an activation instruction, or another step that must be completed before the account can be used. Follow the instruction shown on screen. 5. After registration or activation is complete, return to the Pams sign-in screen. Choose the existing-account sign-in path and enter the details for the account you just created. [SCREENSHOT: Registration form displayed from the Pams sign-in screen, including the Login Email field and registration submission control.] Submitting a registration request does not always mean that access is immediately available. Your Pams environment may require you to complete the instructions presented after submission before you can sign in. If Pams indicates that confirmation or activation is needed, complete that process first and then return to the sign-in screen. If you have already registered but cannot sign in, do not submit another registration request. Check whether Pams displayed an activation or confirmation step, then use the troubleshooting guidance in this document if access is still unavailable. ## Understand Which Account-Access Options Are Available The Pams sign-in screen shows the access methods enabled for the Pams environment you are using. Treat the controls displayed on that screen as the source of truth. Do not assume that every organization using Pams offers the same account-creation choices. Use these distinctions when deciding what to do: | What you see or need | What it means | What to do | |---|---|---| | Existing-account sign-in form | Pams allows you to access an account that already exists. | Enter the sign-in details associated with your account and submit the form. | | Registration or create-account entry point | Self-service registration is enabled. | Use it only if you do not already have a Pams account. | | No registration entry point | Self-service registration is not enabled on this sign-in screen. | Ask the administrator responsible for Pams accounts to create or enable your account. | Registration and signing in have different purposes. Registration creates an account or submits a request for one, where your organization allows self-service registration. Signing in gives you access to an account that already exists. If you have already registered, completed activation, or previously accessed Pams, use the existing-account sign-in form rather than registering again. After you sign in, Pams only displays the pages, records, and actions available to your account. For example, access to **Security**, **Users**, **Roles**, or **Configuration** may be limited to users with the appropriate responsibilities. A missing menu item does not necessarily indicate a sign-in problem; it can reflect the access assigned to your account. If you need access to Pams but the sign-in screen does not show a registration option, contact the organization or Pams administrator responsible for account provisioning. They can confirm whether an account exists for you and whether self-service registration is available in your organization. ## Resolve Sign-In and Registration Problems If you cannot access Pams, start with the option you selected on the sign-in screen. Most access problems relate to entering details for an existing account, attempting registration where it is not enabled, or not completing a confirmation or activation instruction. - **The existing-account sign-in form does not open your Pams workspace:** Return to the sign-in screen and enter the account details again. Check that the **Login Email**, where shown, is the one associated with your existing Pams account. Submit the form again after completing all required fields. - **You cannot find a registration or create-account entry point:** This indicates that self-service registration is not available on that Pams sign-in screen. Do not keep looking for a separate registration page. Contact the administrator responsible for Pams accounts and ask them to confirm whether an account can be created for you. - **You submitted registration but cannot sign in yet:** Review the message or instructions Pams displayed after you submitted the registration form. Pams may require a confirmation or activation step before the new account can be used. Complete the displayed step, then return to the existing-account sign-in form. - **You are unsure whether an account already exists:** Ask the administrator responsible for account provisioning before registering. They can confirm whether you should sign in with an existing account or wait for account creation or activation. - **You can sign in but cannot see an expected page or action:** Your account may not have access to that area. For example, access to **Sales Jobs**, **Invoices**, **Projects Management**, **Reports**, or **Security** can vary by user. Ask the administrator to review the access assigned to your account. Avoid submitting multiple registration requests for the same person. Use one account consistently so that ownership of Tasks, Activities, Sales Jobs, and other Pams records remains connected to the right user. ## Overview Pams provides a sign-in screen for entering an existing account and, in environments where it is enabled, a registration path for requesting or creating a new account. Your first decision is simple: sign in when you already have Pams account details; register only when you do not have an account and the registration option is visible. After a successful sign-in, Pams opens the workspace available to your account. The content you see is based on the access assigned to you. You might open **My Desk** to review current work, use **Recently Opened** to return to records you worked with earlier, or move directly to areas such as **Sales Jobs**, **Contacts**, **Projects Management**, **Products**, **Invoices**, or **Payments**. Pams uses account access to keep work relevant to each user’s responsibilities. A sales representative may need access to **Clients**, **Sales Jobs**, **Offers**, and **Activities**. A purchasing user may need **MRQs**, **RFQs**, **POs**, and **Received Products**. Users responsible for company settings may work with **Configuration**, **Users**, **Roles**, **Teams**, or **Security**. The pages and actions available to you can therefore differ from those available to colleagues. [SCREENSHOT: Pams workspace after sign-in, showing navigation areas such as My Desk, Sales Jobs, Projects Management, Invoices, and Reports.] Registration does not replace sign-in. Its purpose is to establish a new account when self-service registration is available. Once the account is registered and any activation instruction is complete, you return to the existing-account sign-in form to enter Pams. If your organization does not show registration on the sign-in screen, account access is managed by the administrator responsible for Pams users. In that situation, the correct process is to request an account rather than attempting to register elsewhere. ## Prerequisites Before you try to access Pams, make sure you know which account situation applies to you. The sign-in screen and the details associated with your Pams account determine the path you can follow. For an existing Pams account, have the sign-in details associated with that account available. The sign-in form may include **Login Email**, so use the email address connected to your Pams account rather than an alternative address. Enter the details in the fields shown on the screen. For self-service registration, the following must be true: - You do not already have a Pams account. - The Pams sign-in screen shows a registration or create-account entry point. - You can complete the details requested on the registration form. - You can follow any confirmation or activation instruction presented after submitting registration. You do not need access to Pams areas such as **Sales Jobs**, **Products**, **Projects Management**, **Invoices**, or **Reports** before signing in. Those areas become available only after Pams accepts your existing account details and opens your workspace. If you are joining a team that already uses Pams, confirm whether an administrator has created an account for you before you select registration. Many organizations manage accounts through their own Pams administrator and do not enable self-service registration. In that case, the registration option will not appear on the sign-in screen. Also confirm what you need to access after signing in. If your work requires **Sales Jobs**, **Purchasing**, **Warehouse**, **Payments**, or **Reports**, the administrator responsible for Pams accounts may need to assign the appropriate access. You can still sign in without every area being available, but you will only see the pages and actions assigned to your account. ## Step-by-Step Instructions Use this procedure each time you need to decide whether to sign in or register from the Pams sign-in screen. 1. Open the Pams sign-in screen. Review the access choices displayed before entering any details. Look for the existing-account sign-in form and check whether a registration or create-account entry point is also visible. 2. If you already have a Pams account, choose the existing-account sign-in path. Enter the details associated with that account in the fields shown. Where present, enter your **Login Email** exactly as it is associated with Pams. 3. Submit the sign-in form. When Pams accepts the details, it opens the workspace assigned to your account. Use the navigation available to you, such as **My Desk**, **Recently Opened**, **Sales Jobs**, **Contacts**, **Projects Management**, **Invoices**, or **Reports**. 4. If you do not have a Pams account, check whether the registration or create-account entry point is visible. If it is displayed, select it and complete the registration form with the details requested by Pams. 5. Submit the registration form and follow every confirmation or activation instruction presented by Pams. When registration or activation is complete, return to the existing-account sign-in form and sign in using the newly created account details. 6. If registration is not displayed, do not attempt to create an account through the existing-account sign-in form. Contact the administrator responsible for creating or enabling Pams accounts and ask them to confirm the account-provisioning process. 7. If your existing account does not sign in successfully, re-enter the details shown on the form and submit them again. If Pams still does not open your workspace, contact the administrator responsible for Pams accounts. If you need help regaining access to an existing account, continue with [Resetting Your Password](doc:resetting-your-password). ## Starting a Password Reset from the Sign-In Page If you cannot remember the password for your Pams account, begin from the same sign-in page you use for normal access. For guidance on reaching and using this page, see [Signing In to Pams](doc:signing-in-to-pams). On the sign-in page, select the password reset option. This option is intended for users who need to create a replacement password and cannot sign in with their current one. Pams opens a password reset request page where you can identify the account you need to recover. In the email address field, enter the email address associated with your Pams account. Enter the full address carefully, including the part after the `@` symbol. Pams can only send the reset email to the address linked to your account, so using a different work or personal address will not allow you to continue. [SCREENSHOT: The Pams sign-in page showing the password reset option and the email address field on the reset request page.] Before you submit the request, review the email address in the field. Correct any typing mistakes, then submit the password reset request. Pams sends a password reset link to that email address. After you submit the request, remain on the confirmation page long enough to read its message. The message confirms that Pams has accepted the request and tells you to check your email. It does not mean that your password has changed yet. Your password remains unchanged until you open the email link and complete the new password form. If you notice that you entered the wrong email address, return to the reset request page and submit a new request using the correct account email address. Use the email address shown as **Login Email** in your account records when available. ## Finding and Opening the Password Reset Email After submitting the reset request, open the inbox for the email address you entered on the Pams password reset page. Look for the password reset email sent in response to your request. Check the time of the email and make sure it relates to the reset request you just submitted. Open the email and read it before selecting its link. The email contains the password reset link that takes you to the Pams page for creating a new password. Do not rely on an older password reset email if you have requested more than one reset. Requesting a new reset may make an earlier link unusable, so use the newest email whenever possible. [SCREENSHOT: A password reset email open in an inbox, with the Pams password reset link visible.] Select the password reset link in the email. Your browser opens the Pams password reset page. Keep that page open until you have entered and submitted your new password. If the link opens in a different browser window or tab, continue there rather than returning to the email. If the expected email is not in your main inbox, check these locations before requesting another reset: - Your **Spam** or **Junk** folder - Your **Promotions** or filtered-message folder - Any inbox rules or organization-level email filtering used for your email account - Search results for recent messages related to Pams or password reset requests Allow a short time for the message to arrive, then refresh the inbox. If you submit another password reset request, wait for the newest reset email and open its link instead of using a previous message. The reset email is only for the password change you requested; it is not a sign-in message. ## Choosing and Confirming a New Password When the password reset link opens successfully, Pams displays the page where you create a replacement password. This is the point at which you choose the password you will use for future sign-ins. Enter your chosen password in the new password field. Then enter exactly the same password in the password confirmation field. Both entries must match character for character. A difference in a single letter, number, symbol, or space prevents Pams from accepting the change. [SCREENSHOT: The Pams password reset page showing the new password field, password confirmation field, and password requirements message.] Read any password requirements displayed on the reset form before submitting. Pams may show requirements directly beside or below the password fields. Adjust your new password until it meets every requirement shown on that page. Do not assume that a password accepted elsewhere will meet the requirements displayed in Pams. Before you submit the form, check the following: - The new password field contains the password you intend to use. - The password confirmation field contains the same value. - Any password requirements shown on the page are satisfied. - You are still using the reset page opened from the newest reset email. Submit the new password only after confirming both entries. Pams then processes the password change and displays a confirmation message when it succeeds. Wait for this confirmation before closing the browser tab or attempting to sign in. If Pams indicates that the entries do not match, re-enter the password carefully in both fields. If Pams rejects the password because it does not meet the displayed requirements, choose a different password that follows those on-screen instructions and submit the form again. ## Signing In with the New Password Once Pams confirms that your password has been reset, return to the sign-in page. You can use the sign-in page from the browser tab you already have open or open Pams again in a new tab. In the **Login Email** field, enter the email address associated with your account. In the password field, enter the new password you just created. Make sure you enter the new password rather than the password you used before the reset. Then submit the sign-in form. [SCREENSHOT: The Pams sign-in page showing the Login Email field and password field after a successful reset.] If Pams opens your normal workspace after you sign in, the password reset was successful. You can then continue with your usual work, such as reviewing **My Desk**, **Tasks**, **Activities**, sales records, or other areas available to your role. Use the new password for future Pams sign-ins. The password reset email and its link are only part of the password-change process; do not use the link again after the change is complete. If you later forget the replacement password, start a new reset request from the sign-in page and use the newest email link sent by Pams. If the new password does not sign you in, first check that the **Login Email** field contains the same account email address used for the reset request. Then carefully enter the new password again. Avoid copying an unintended space before or after the password. If the sign-in still does not work, return to the password reset option and request a new reset email rather than repeatedly trying an earlier link. After you can sign in, continue to [Managing Your Profile](doc:managing-your-profile) to review the personal details connected to your Pams account. ## Fixing Problems with Reset Emails and Links Most password reset problems are caused by an incorrect account email address, a delayed email, an older reset link, or a mismatch between the two new-password entries. Start by identifying which stage of the reset process is not working. If no reset email arrives, return to the password reset request page and review the email address you entered. It must be the address associated with your Pams account. A reset request sent to an address that is not linked to your account will not provide access to the account you need. Check your inbox folders carefully before submitting another request. Look in **Spam**, **Junk**, **Promotions**, and any filtered-message folders used by your email account. If your organization filters incoming email, the reset message may also be held outside your normal inbox. Search recent messages for Pams and password reset-related wording. [SCREENSHOT: An email inbox showing the Spam, Junk, and Promotions folders to check for a Pams password reset email.] If the reset link opens but Pams does not allow you to continue, request a new password reset email from the sign-in page. Open the newest email and use that link promptly. Do not continue trying links from older messages, especially if you submitted more than one reset request. If Pams rejects your new password, read the password requirements displayed on the reset form. Update the password so it meets those requirements, then enter the same updated value in both password fields. If Pams says the confirmation does not match, clear and re-enter both fields rather than changing only one field. Use this sequence when troubleshooting: - Verify the account email address. - Check filtered email folders. - Request a fresh reset email if necessary. - Open the newest reset link. - Re-enter a password that meets the displayed requirements in both fields. - Wait for the Pams confirmation message before signing in. ## Overview Pams uses the password reset process when you cannot sign in with your current password. The process begins on the sign-in page and finishes only after you create a new password, receive a confirmation from Pams, and sign in successfully using that replacement password. The password reset workflow has four connected parts: - Select the password reset option from the Pams sign-in page. - Enter the email address associated with your Pams account and submit the request. - Open the password reset email and select the reset link. - Enter and confirm a new password on the Pams reset page. The email link is an important part of this process. Pams sends it to the account email address so you can open the new password form. Until you submit the new password form and see the reset confirmation, your existing password remains active. The email address used for the request should be the same address you normally enter in the **Login Email** field. If your team uses more than one email address, choose the one connected to your Pams account. This prevents you from waiting for a reset message in the wrong inbox. [SCREENSHOT: The complete password reset journey from the Pams sign-in page to the reset email, new password page, and sign-in page.] If the reset email is not visible in your main inbox, check **Spam**, **Junk**, **Promotions**, and any other filtered folders before requesting another link. When several reset emails exist, use the most recent one. A newer request may prevent an earlier link from working. After resetting your password, return to the Pams sign-in page and use the same **Login Email** with the newly created password. Successful sign-in confirms that the password reset has been completed. ## Prerequisites Before starting a password reset in Pams, make sure you can access the email inbox associated with your Pams account. Pams sends the password reset link to this inbox, and you need the link to open the page where you create a new password. Have the following ready before you select the password reset option: - The email address you use in the **Login Email** field when signing in to Pams - Access to that email address’s inbox - Access to the inbox’s **Spam**, **Junk**, and **Promotions** folders - A browser window where you can return to the Pams sign-in page - A new password that meets the requirements shown on the Pams reset form You do not need to know your existing password to request a reset. The reset option is specifically for situations where you cannot use the current password or want to replace it after a sign-in problem. Make sure you request the reset for your own Pams account. The email address on the reset request page determines where Pams sends the reset email. If you enter an email address that is not associated with the account you want to access, you will not receive the correct reset link. [SCREENSHOT: The Pams password reset request page with the email address field highlighted.] If you have already requested a reset email, check whether a newer message has arrived before making another request. When there are multiple password reset emails, select the link in the newest message. This reduces the chance of opening a link that Pams no longer accepts. You should also allow enough time to complete the process once the reset page opens. Keep the browser page open while you enter the new password and wait for Pams to show the confirmation message. After the confirmation, use the Pams sign-in page to verify the new password with your **Login Email**. ## Step-by-Step Instructions 1. Open the Pams sign-in page. If you need help reaching this page or using your account email to sign in, refer to [Signing In to Pams](doc:signing-in-to-pams). 2. Select the password reset option. Pams opens the reset request page. 3. Enter the email address associated with your Pams account in the email address field. Check that it is the same address you normally use as your **Login Email**. 4. Submit the password reset request. Read the confirmation message on the page, then open the inbox for the email address you entered. 5. Find the password reset email from Pams. If it does not appear in the inbox, check **Spam**, **Junk**, **Promotions**, and other filtered folders. If you have received several reset emails, use the newest one. 6. Open the email and select its password reset link. Pams opens the page where you can create a new password. 7. Enter a new password in the new password field. Review and follow every password requirement displayed on the form. 8. Enter the same password in the password confirmation field. Confirm that both fields match exactly. 9. Submit the new password form. Wait for Pams to display the confirmation that the password reset succeeded. 10. Return to the Pams sign-in page. Enter your **Login Email** and the new password, then sign in to confirm that the replacement password works. [SCREENSHOT: The Pams new password form followed by the sign-in page, showing where to enter the new password.] If any step fails, do not reuse an old reset link. Request a new password reset email, open the newest link, and repeat the new password steps. After you regain access, see [Managing Your Profile](doc:managing-your-profile) to review your account details. ## Opening Your Profile To view and manage your personal details in Pams, open **User Information** from the signed-in Pams navigation. This page contains the information connected to your own Pams user account, rather than the details of a Client, Principal, Sub-supplier, or Account. When **User Information** opens, review the saved information shown on the page. Pams displays your current profile details, such as your **Full Name**, **Login Email**, and current **Image** where these details have been completed. Your existing profile image appears in the avatar area of the profile page. The profile page separates your information into three practical areas: - **Personal information** contains your name and contact details. Select the edit action shown in this area before changing any values. - **Documents** contains files attached to your user profile. Use the **Attachment** option to add a file from your device or, where available, select **From Cloud**. - **Image** is your profile avatar. Select the image area or its available edit action to choose a different image. [SCREENSHOT: The User Information page showing the personal information area, document attachment area, and Image avatar area.] Before changing anything, take a moment to check that you are viewing your own saved details. The information shown immediately is the current saved version. Text boxes, selection lists, upload choices, and the **Save** button appear only after you open the relevant edit or upload area. If you need help accessing Pams because you cannot sign in, follow [Resetting Your Password](doc:resetting-your-password). Password recovery is separate from the personal details, documents, and image managed from **User Information**. ## Updating Your Personal Information Open **User Information** and select the edit action in the personal-information area. Pams changes the displayed details into editable fields. Update only the details that need to change, then review every visible field before saving. Depending on the information available for your user account, the form can include the following field labels: | Field label | Use it to update | |---|---| | **First Name** | Your given name | | **Middle Name** | Your middle name, where used | | **Last Name** | Your family name | | **Full Name** | The name displayed for your Pams user account | | **Login Email** | The email connected to your Pams sign-in | | **Email** | Your contact email address | | **Mobile** | Your mobile number | | **Phone** | Your phone number | | **Department** | Your department, where shown | | **Position** | Your position, where shown | Complete every field that Pams marks as required. If a required value is missing, Pams can display a message such as **Please Enter Value** beside or near the field that needs attention. Enter the requested information before trying to save again. When the details are correct, select **Save**. Wait for Pams to return the profile to its normal display view. Do not leave **User Information** before selecting **Save**, because values entered in an open form are not confirmed until you save them. After saving, check the read-only information on the page. Confirm that your updated **Full Name**, **Email**, **Mobile**, or other edited values appear as expected. If the previous information is still displayed, reopen the edit area and make sure the change was entered in the correct field before selecting **Save** again. [SCREENSHOT: The personal-information edit form with First Name, Last Name, Email, Mobile, and Save visible.] ## Adding and Managing Profile Documents Use the documents area of **User Information** to keep files attached to your own Pams profile. This area is separate from documents attached to Sales Jobs, Projects, Invoices, or Accounts. To add a profile document, open **User Information** and locate **Attachment** in the documents area. Select **Attachment** to begin adding a file. When Pams offers a source choice, select **From PC** to choose a file stored on your device. If your Pams screen also shows **From Cloud**, select it only when the file is available through that option. After selecting the file, complete any document information Pams asks you to provide. The upload screen may request details that identify the document, such as a visible title or description. Enter only the details requested on the screen, then select **Save** where Pams provides it. Once the upload finishes, return to the documents display area and confirm that the document appears there. Check that the item shown matches the file you selected before leaving the page. [SCREENSHOT: The profile documents area with Attachment, From PC, and From Cloud options.] For documents already shown on your profile, use only the actions displayed beside that document. Pams may show actions on an individual document entry depending on your access and the document’s status. Select the action shown on the relevant document rather than adding a second copy when you intend to update an existing item. Do not assume that every profile document has the same actions. If no action is displayed for a document, leave that document unchanged and use **Attachment** only to add another file. If you need a document removed or changed but no suitable action appears, ask your Pams administrator for help. ## Changing Your Profile Avatar Your avatar is the image displayed for your Pams user account in the **User Information** page. To change it, open **User Information** and select the current **Image** or the edit action displayed beside the avatar. Choose an image file using the file-selection window that opens. After selecting the image, Pams may show the chosen file in the **Image** area before the change is saved. Review the preview or displayed image carefully to make sure you selected the intended picture. If Pams provides a confirmation or preview step, complete it before saving. Then select **Save** to apply the new avatar. The profile page should return to its normal display view and show the new image in the avatar location. [SCREENSHOT: The Image avatar area on User Information, showing the current avatar and image-selection action.] To verify the change, reopen **User Information** if necessary and check the image displayed beside your saved profile details. The updated image should appear in place of the previous avatar. To replace an avatar later, follow the same process: select **Image**, choose a different image file, and select **Save**. Pams only offers a default-image or restore option when that action is visible in the avatar area. If no restore action is shown, do not remove or alter the image through another profile area; use the available **Image** upload action to replace it instead. If the image you selected does not appear after saving, reopen the page before attempting another upload. This helps you confirm whether the first change was saved before selecting a replacement image. ## Fixing Profile Update Problems If updated personal information does not remain visible after you select **Save**, reopen the edit area in **User Information** and check each field that you changed. Look for a visible validation message, especially **Please Enter Value**, and complete any field Pams identifies as required. Then select **Save** again and wait for the page to return to the read-only profile view. Check the saved values directly on the profile page. For example, if you updated **Mobile**, **Email**, **Department**, or **Position**, confirm that the changed value appears beside the matching label after saving. If the old value remains, make the change again and ensure that you used the **Save** action rather than leaving the form. If a document does not upload, return to the documents area and select **Attachment** again. Choose **From PC** to select the file from your device, or **From Cloud** where that option is available. Read any error displayed in the documents area before retrying. Use the message shown by Pams to identify the document that needs attention rather than uploading several copies of the same file. If your avatar does not change, confirm that you selected a new file in the **Image** area and then selected **Save**. Reopen **User Information** to check the image again. If the previous avatar is still displayed, repeat the image selection and save process once. Contact your Pams administrator or use **Online Support** when any of the following applies: - You cannot open **User Information**. - The edit action, **Attachment**, or **Image** option is unavailable. - Pams continues to reject a document after you retry the upload. - A required field cannot be completed because the necessary value is not available. - Your saved profile details are incorrect and cannot be changed from the page. [SCREENSHOT: A profile form showing a visible validation message and the Save action.] ## Overview The **User Information** page is the place in Pams for maintaining the personal details connected to your user account. It supports three profile tasks: updating personal information, attaching profile documents, and changing the **Image** used as your avatar. Use the personal-information area when details such as **First Name**, **Last Name**, **Email**, **Mobile**, **Department**, or **Position** need to be corrected or updated. The page shows your saved details first; you must open the edit state and select **Save** for changes to take effect. Use **Attachment** when you need to add a document to your own profile. The upload choices can include **From PC** for files on your device and **From Cloud** where Pams provides that choice. Uploaded documents appear in the profile’s documents display area, separate from files attached to commercial records such as Offers, Orders, Purchase Orders, or Invoices. Use the **Image** area when you need to change the avatar associated with your account. Select the current image or its available edit action, choose a new image file, and select **Save**. Check the image shown in **User Information** afterward to confirm that Pams is displaying the updated avatar. Profile management does not replace company administration tasks such as managing **Users**, **Roles**, or **Security**. If the profile page does not provide the action you need, such as changing a document that has no available action, ask your Pams administrator rather than attempting to make the change elsewhere. ## Prerequisites Before updating your profile, make sure you can sign in to Pams and open **User Information** from the signed-in navigation. If you cannot access Pams, use [Signing In to Pams](doc:signing-in-to-pams) or [Resetting Your Password](doc:resetting-your-password) before attempting profile changes. Have the information ready that you intend to enter in the personal-information form. This may include values for **First Name**, **Middle Name**, **Last Name**, **Email**, **Mobile**, **Phone**, **Department**, or **Position**. Pams may mark some fields as required. Complete any field identified by Pams before selecting **Save**. For profile documents, have the required file available on your device before selecting **Attachment** and **From PC**. If your Pams screen provides **From Cloud**, make sure the document is available through that displayed option. Review the document you choose before uploading so that the correct file is added to your profile. For an avatar update, have the image file ready to select through the **Image** area. Pams does not need you to update your personal information or add a document before changing the image; each area can be used independently. You may need assistance from your Pams administrator when: - **User Information** is not available in your signed-in navigation. - You cannot see the edit action for personal information. - **Attachment** is not available in the documents area. - The **Image** area does not allow you to select a new image. - Pams displays a validation message that you cannot resolve with the information available to you. [SCREENSHOT: The signed-in Pams navigation with User Information available.] ## Step-by-Step Instructions 1. Open **User Information** from the signed-in Pams navigation. Review the saved **Full Name**, **Login Email**, and **Image** displayed on the page to confirm that you are working with your own profile. 2. To update personal details, select the edit action in the personal-information area. Change the values shown in fields such as **First Name**, **Last Name**, **Email**, **Mobile**, **Department**, or **Position**. Complete every field Pams marks as required, then select **Save**. Confirm that the updated values appear after Pams returns to the profile display view. 3. To add a document, locate **Attachment** in the documents area. Select **Attachment**, then choose **From PC** to select a file from your device. Use **From Cloud** only when that choice appears and contains the file you need. Complete any requested document details, select **Save** where available, and confirm that the uploaded document appears in the documents display area. 4. To change your avatar, select **Image** or its available edit action. Choose the new image file, review any image preview Pams shows, and select **Save**. Check that the new avatar appears in **User Information** after saving. 5. If any change is not visible, reopen **User Information** and check for validation messages such as **Please Enter Value**. Correct the indicated field or retry the document or image upload. If the relevant edit, attachment, or image option is unavailable, contact your Pams administrator or use **Online Support**. ## Accessing Settings as an Administrator Company configuration affects the information and controls that people use throughout Pams. Before opening **Settings**, make sure you are signed in with administrator access. Administrators can review and change the available **Account**, **Company**, **Branch**, **Data Management**, and **Security** categories. If you cannot see one of these categories, or Pams does not allow you to save a change, stop and confirm your access with an administrator who manages user permissions. 1. Open the **Settings** area in Pams. 2. Review the available settings categories: **Account**, **Company**, **Branch**, **Data Management**, and **Security**. 3. Open the category that matches the change you need to make. For example, use **Company** for information shared across the company and **Branch** for information belonging to one branch. 4. Before editing, read the values currently shown in the form. This helps you avoid replacing information that is already correct. 5. Confirm whether the change should affect your administrator account, the whole company, or only one branch before selecting **Save**. [SCREENSHOT: The Pams Settings area showing the Account, Company, Branch, Data Management, and Security categories.] Use the categories for their intended scope: | Settings category | Use it for | |---|---| | **Account** | Preferences and information that apply to the administrator account | | **Company** | Information used throughout the company in Pams | | **Branch** | Information associated with one individual branch | | **Data Management** | Controls for maintaining company and branch records | | **Security** | Controls related to access and sign-in protection | Review the current **Company** and **Branch** configuration before making any change. Company information can be used across sales, purchasing, delivery, invoicing, and reporting workflows. Branch information can affect how branch-level operations are organized. Changes in **Data Management** may affect existing records, while changes in **Security** may change how users access Pams. Make changes deliberately and save only the settings that you have checked. ## Maintaining Account Settings Use **Account** settings when you need to maintain information or preferences that belong to your administrator account rather than the company or a branch. Do not use this category to update company-wide details or branch information; those belong in **Company** and **Branch** settings. 1. In the Pams **Settings** area, select **Account**. 2. Review the information and preferences displayed in the **Account** settings form before changing anything. 3. Identify the value you need to update and make the required change directly in the form. 4. Recheck the remaining values on the form so that an account-level update does not unintentionally alter another displayed setting. 5. Select **Save**. 6. Allow the page to refresh, then reopen or review **Account** settings to confirm that the updated value is still visible. [SCREENSHOT: The Account settings form in Pams, with the Save button visible.] Keep account settings separate from operational company configuration. For example, a change made in **Account** is intended for the administrator account currently being maintained. It should not be used to replace details that are shared by all users, all company records, or all branches. If the value does not remain after you select **Save**, first confirm that you are still signed in with administrator access. Then return to **Account** and compare the displayed value with the value you entered. Avoid repeatedly changing the form without checking the saved result, especially if other administrators also maintain company configuration. When several administrators use Pams, let the relevant administrator know when you make a meaningful account-related change. This reduces the chance that someone else later interprets an account preference as a company-wide or branch-wide setting. For related user access tasks, use the separate Pams guidance for [Managing Pams Users](doc:managing-pams-users) and [Managing Roles and Teams](doc:managing-roles-teams). ## Updating Company and Branch Details Pams separates information that applies to the entire company from information that belongs to an individual branch. Use **Company** settings for organization-wide configuration and **Branch** settings for branch-level configuration. Keeping these two areas separate prevents a branch update from replacing information that should remain shared across the company. 1. Open **Settings** and select **Company**. 2. Review the current company details shown in the **Company** settings form. 3. Update the company detail that needs to change, checking the existing values before replacing them. 4. Select **Save** and confirm that the revised company information remains displayed. 5. Return to the **Settings** categories and select **Branch**. 6. Review the branch-level information separately from the **Company** settings form. 7. Confirm that you are maintaining the correct branch before changing any branch value. 8. Update the applicable branch details and select **Save**. 9. Reopen **Branch** settings to verify the saved branch configuration. [SCREENSHOT: Company and Branch settings categories shown side by side in the Pams Settings area.] Company details can be used across records and workflows in Pams, including sales activity, purchasing activity, delivery documentation, invoices, and reports. For that reason, confirm that a change is appropriate for the whole organization before saving it in **Company** settings. Branch settings should be reviewed with equal care. A branch may need its own configuration, but that configuration should remain limited to the applicable branch. Do not use **Branch** settings to overwrite information intended for the whole company. If the company works with more than one branch, agree internally on which administrators maintain each branch before making changes. Continue with [Managing Company Branches](doc:managing-company-branches) for guidance focused on maintaining branch records. ### Changing Company-Level Information Use the **Company** settings page only for information that should be shared throughout the organization in Pams. Company-level configuration can be reflected across business records and documents, so review the existing form carefully before replacing a value. 1. Open **Settings** and select **Company**. 2. Read the existing company values in the **Company** settings form. 3. Determine whether the change is intended to apply across the company, rather than to one branch or to your own administrator account. 4. Edit only the company value that requires an update. 5. Review the form again before selecting **Save**. 6. Select **Save**. 7. Confirm that the saved value remains visible in **Company** settings after the page refreshes. [SCREENSHOT: The Pams Company settings form, showing the company-level configuration and Save button.] Use particular care when an existing value is already in use across Pams. Company information can be relevant to records created by sales, purchasing, finance, and operational teams. Replacing it without reviewing the current configuration can create inconsistency between current work and the information displayed on future records. If you are uncertain whether a value is company-wide, do not save it in **Company** settings until you have checked with the administrator responsible for company configuration. The **Account** category is for the administrator account, while **Branch** is for a specific branch. Keeping this distinction clear makes it easier for teams to understand where maintained information belongs. After saving, do not assume the change is complete until you reopen **Company** settings and check the displayed value. If the previous value remains, confirm your administrator access and review whether the value was entered in the correct settings category. Avoid making the same edit across both **Company** and **Branch** settings unless the information is intentionally required in both places. ### Maintaining Branch-Level Information Use the **Branch** settings page for information associated with one individual branch. Branch-level configuration must remain separate from the information maintained in **Company** settings. Before editing, confirm that the branch currently shown is the branch whose details you intend to maintain. 1. Open **Settings** and select **Branch**. 2. Review the current branch configuration displayed in the **Branch** settings form. 3. Confirm the active branch before changing any value. 4. Update the branch-specific detail that requires maintenance. 5. Check that the change belongs to this branch and does not belong in **Company** settings. 6. Select **Save**. 7. Reopen or refresh **Branch** settings and verify that the updated value remains visible. [SCREENSHOT: The Pams Branch settings form, with the active branch configuration visible.] Maintain only the information that is applicable to the selected branch. Do not use the **Branch** form to replace company-wide information simply because a branch needs to view or use it. If the same type of detail appears in both **Company** and **Branch** settings, use the scope of the setting to decide where to make the change: shared organization information belongs in **Company**, while information specific to one branch belongs in **Branch**. When more than one administrator works with branch configuration, coordinate changes before saving them. This is especially important when a branch has active sales, purchasing, warehouse, delivery, or finance work in Pams. A branch-level change should be checked by the person responsible for that branch when possible. After confirming the saved value, compare it with the **Company** settings only when you need to ensure that branch information has not been entered as company information. For broader branch maintenance and sharing choices, continue with [Managing Company Branches](doc:managing-company-branches). ## Controlling Data Management Settings Use **Data Management** settings to review and maintain the controls available for application data in Pams. Because these settings can affect existing company or branch records, treat them differently from ordinary personal preferences. Read each displayed option before changing it and confirm the intended effect with other administrators when the setting affects shared data. 1. Open the Pams **Settings** area and select **Data Management**. 2. Review the data-management options displayed in the form before making changes. 3. Identify whether the option relates to company records, branch records, or data maintained by multiple users. 4. Check the current selection and decide whether changing it could affect existing records. 5. Update only the option you have reviewed and agreed to change. 6. Select **Save** to apply the selected configuration. 7. Reopen **Data Management** settings after saving and confirm that the chosen option remains displayed. [SCREENSHOT: The Data Management settings form in Pams, showing the available data-maintenance controls and Save button.] Coordinate before saving a change when the displayed option can influence shared company or branch records. This is particularly important if other administrators maintain accounts, contacts, projects, products, sales jobs, purchasing records, or finance records. A data-management choice made for one team can have consequences for records used by another team. Keep a clear internal record of the configuration you selected, including the date of the change and the reason it was needed. This makes it easier to review a recent change if someone later notices unexpected behavior in company or branch records. Do not make several unrelated changes at once. Save and verify one reviewed change before moving on to another setting. If you cannot determine how an option affects existing records from the **Data Management** form, pause before selecting **Save** and coordinate with the other administrator responsible for the affected area. For example, a change connected to shared branch information should be discussed with the administrator who maintains **Branch** settings. After saving, review the displayed configuration again rather than relying on the values you entered. ## Strengthening Security Settings Use **Security** settings to review controls that govern access and sign-in protection in Pams. Security configuration can affect how users access Pams, so inspect the current values before making any change. Do not alter an access-related or sign-in-related setting unless you understand which users may be affected. 1. Open the Pams **Settings** area and select **Security**. 2. Review the security controls currently displayed in the **Security** settings form. 3. Identify the setting that needs to be updated and consider whether it changes access or sign-in requirements for other users. 4. Make the approved change in the form. 5. Review the selected value one more time before saving. 6. Select **Save**. 7. Return to **Security** settings after the page refreshes and confirm that the updated value is displayed. [SCREENSHOT: The Security settings form in Pams, showing security controls and the Save button.] Communicate a security change to affected users when it changes how they access Pams. Users need advance notice if the updated configuration changes the sign-in process or an access-related requirement. Keep the communication focused on the change users will experience and when it takes effect. Separate security configuration from day-to-day user maintenance. Use **Security** settings for the security controls available in that category. Use the Pams guidance for [Managing Pams Users](doc:managing-pams-users), [Managing Roles and Teams](doc:managing-roles-teams), and [Configuring Two Factor Authentication](doc:configuring-two-factor-authentication) when your task concerns users, roles, teams, or two-factor authentication. If a security value cannot be saved, first confirm that you have administrator access. Do not repeatedly attempt unrelated changes in the same form. Reopen **Security**, compare the displayed value with the intended value, and review any recent settings changes with the relevant administrator. This controlled approach helps prevent one security adjustment from creating avoidable access issues for the wider team. ## Verifying Your Settings Configuration After changing any setting, verify the result in the same category where you saved it. Pams separates **Account**, **Company**, **Branch**, **Data Management**, and **Security** settings, so confirmation must include checking that information was saved in the correct place as well as checking that the displayed value is correct. 1. Return to **Account** settings and confirm that account-level changes are still displayed. 2. Open **Company** settings and verify that company-wide values appear in the **Company** settings form. 3. Open **Branch** settings and confirm that branch-specific values appear there without replacing company-level information. 4. Open **Data Management** settings and review the selected data-management configuration. 5. Open **Security** settings and check the saved security configuration. 6. If a value is missing or unchanged, confirm that you selected **Save** and that you were signed in with administrator access. 7. If a change has unexpected effects, review the most recent setting changes before editing additional values. [SCREENSHOT: The Settings categories in Pams, used to verify Account, Company, Branch, Data Management, and Security configuration.] Use the scope of each category as a verification check. A value meant for the company should be visible in **Company** settings. A value meant for one branch should be visible in **Branch** settings. A value intended only for the administrator account should remain in **Account** settings. If information appears in the wrong category, correct it carefully rather than duplicating it across categories without a clear reason. For unexpected results after a **Data Management** or **Security** change, avoid making several corrective edits at once. First identify the most recent configuration change, review the value currently displayed, and coordinate with other administrators if shared records or user access may be affected. If saving is unavailable, check administrator permissions before attempting the change again. Verification is especially important before users rely on revised company or branch information in active sales, purchasing, delivery, invoice, payment, or reporting work. Checking the saved settings immediately makes it easier to correct an incorrect entry before it affects wider operations. ## Overview Pams settings are organized by the scope of the information or control you are maintaining. Use the category that matches the intended outcome rather than placing the same information in several locations. This keeps company configuration clear for administrators and helps teams rely on consistent information during sales, purchasing, finance, warehouse, delivery, and reporting work. - **Account** contains information and preferences for the administrator account being maintained. - **Company** contains details that should apply throughout the organization. - **Branch** contains configuration associated with an individual branch. - **Data Management** contains controls for maintaining data that may affect existing company or branch records. - **Security** contains controls related to access and sign-in protection. The most important decision before selecting **Save** is the scope of the change. Ask whether the value applies only to the current administrator account, to the whole company, or to one branch. Then open **Account**, **Company**, or **Branch** accordingly. For controls affecting shared records or user access, use **Data Management** or **Security** and coordinate with other administrators where necessary. [SCREENSHOT: A simple Pams Settings category view showing the five configuration areas.] The settings categories support connected B2B operations in Pams. Company information can be used across sales jobs, purchasing work, delivery documentation, invoices, and reports. Branch configuration supports branch-level operations without overwriting organization-wide information. Data-management choices can affect records that teams use across Pams, while security choices can change the way users access Pams. This document focuses on maintaining the settings categories themselves. It does not replace guidance for related configuration tasks such as users, roles, teams, document templates, dashboards, reports, or custom fields. Use the relevant Pams documentation when your work concerns those specific areas. For branch-specific administration, the next document, [Managing Company Branches](doc:managing-company-branches), explains how to maintain branch records and related branch configuration. ## Prerequisites Before changing **Account**, **Company**, **Branch**, **Data Management**, or **Security** settings in Pams, make sure you have the information and authority needed for the change. Settings can affect shared records, branch operations, and user access, so preparation reduces the risk of entering a correct value in the wrong category or applying an unapproved change. - You are signed in to Pams with administrator access. - You can open the **Settings** area and see the category relevant to your task: **Account**, **Company**, **Branch**, **Data Management**, or **Security**. - You know whether the required change is for your administrator account, the whole company, or a specific branch. - You have reviewed the current value in the applicable settings form before replacing it. - You have confirmed the active branch before editing anything in **Branch** settings. - You have coordinated with other administrators if the change may affect shared company records, branch records, or user access. - You are ready to select **Save** and return to the same settings category to verify the displayed result. Do not begin in **Company** or **Branch** settings until you can clearly identify the intended scope. Company-wide information belongs in **Company** settings. Information for one individual branch belongs in **Branch** settings. Information for the administrator account belongs in **Account** settings. This distinction is essential when multiple branches and multiple administrators use Pams. For **Data Management** and **Security**, review the existing configuration and the likely effect on other users before saving. If the change relates to users, roles, or access controls, use the relevant Pams guidance alongside the **Security** settings form. If the change relates to branch records or branch-level operations, continue with [Managing Company Branches](doc:managing-company-branches). ## Confirming Access Before Managing Branches Company branches are maintained by users with administration access. Before you begin, sign in to Pams with the account your organization uses to manage company configuration. If you can open **Configuration** and see **Branches** or **View Branches**, you can continue. If these options are not available, the account you are using does not have access to manage branch information. Branch settings are part of your company configuration. Make sure the main company details have already been reviewed in [Configuring Company Settings](doc:configuring-company-settings), especially where your organization uses shared contact details or branding across Pams. Collect the branch information before opening the branch form. Having the details ready helps you enter a complete, recognizable branch record and avoids confusion when users select branches later. Prepare the following details: | Detail | Why it matters | |---|---| | Branch name | Identifies the branch in the **Branches** list and throughout Pams. | | Branch code or reference | Helps users distinguish branches with similar names. | | Business address | Records the branch’s physical business location. | | Contact details | Keeps the branch phone, email, and other available contact fields current. | | Logo image | Gives the branch its own visual identity where Pams displays the branch logo. | Use a clear logo image that remains easy to recognize at a small size. Before uploading it, open the image on your computer and confirm that the company or branch name, symbol, and colors are visible. Avoid images that are blurred, heavily cropped, or contain unnecessary empty space around the logo. [SCREENSHOT: Configuration area showing the Branches or View Branches option] ## Viewing and Selecting Existing Branches 1. In Pams, open **Configuration** and select **Branches** or **View Branches**. The **Branches** list displays the company branches available to you. 2. Review the entries in the list before changing anything. Look for branch names that are similar, incomplete, or no longer match the branch’s current business identity. Use the branch code or reference, where shown, to tell branches apart when several locations have related names. 3. Select a branch from the **Branches** list to open its details. Review the information currently saved for that branch, including its name, branch code or reference, address, contact details, and logo or image. This review helps you decide whether the branch needs an update or whether a separate branch should be created. 4. Check whether the branch is shown as active in the list or in its details. Focus your updates on the branch that users should be able to identify and use in their daily work. If the list includes older branch entries, compare the names and identifiers carefully before editing so you do not change the wrong location. 5. If your Pams workspace provides a branch-selection control, confirm the current branch before making changes. The selected branch context can affect which branch information you are viewing. Compare the branch name shown in the selection control with the branch record you opened. 6. Return to the **Branches** list after reviewing a record. This makes it easier to compare the branch against the other available entries before you create a new branch or update an existing one. [SCREENSHOT: Branches list with multiple branch names and one selected branch record] ## Creating a New Company Branch 1. Open **Configuration > Branches** or **Configuration > View Branches**. Review the existing list first to make sure the branch has not already been added under a different name or reference. 2. Select the action in the **Branches** list used to add a branch. Pams opens a branch form where you can enter the new branch’s identity and contact information. 3. Enter the branch name. Use the name that users should recognize when working with branches in Pams. Choose a clear name that distinguishes this location from the company’s other branches. 4. Enter the branch code or reference used by your organization. Keep this identifier recognizable and consistent with the way your team distinguishes branches in internal work. When branch names are alike, the code or reference gives users another way to identify the correct branch. 5. Complete the available address fields for the branch’s business location. Enter the street, city, country, state, postal code, and other address information shown on the form where applicable. Use the branch’s current business address rather than a general company address unless they are the same. 6. Complete the available contact fields, such as **Phone**, **Email**, and any other branch contact information displayed on the form. These details should represent the branch itself. 7. Add the branch logo if it is ready. You can also save the branch first and return later to upload or replace the image. 8. Click **Save**. Return to the **Branches** list and confirm that the new branch appears with the expected name and branch code or reference. [SCREENSHOT: New Branch form showing branch name, branch reference, address, contact fields, logo area, and Save] ## Updating a Branch’s Identity and Contact Details 1. Open **Configuration > Branches** or **Configuration > View Branches**, then locate the branch you need to update. Check both the branch name and branch code or reference before opening it, particularly when your company has several branches with similar names. 2. Select the branch from the **Branches** list to open its details. Review the existing information before editing. This lets you compare the saved name, address, and contact details with the information you intend to use. 3. Update the branch name when the branch’s public or operational name has changed. Keep the name clear enough for users to recognize in the **Branches** list. If the branch is commonly known by a shortened name, use the naming format your organization already uses for other branches. 4. Review the branch code or reference. Preserve a recognizable identifier so users can continue to distinguish the branch from other locations. Change it only when the branch’s reference has been formally updated. 5. Edit the available address information. Check each displayed field, including street, city, country, state, postal code, and destination information where Pams provides it. Enter the branch’s current business location consistently across the available address fields. 6. Update the displayed contact details, such as **Phone**, **Email**, and other available contact fields. Remove outdated information rather than leaving old contact details beside current ones. 7. Click **Save** after completing your changes. Reopen the branch record or refresh the details to confirm that Pams displays the updated values correctly. 8. Return to the **Branches** list and verify that the branch remains easy to identify by its updated name and branch code or reference. [SCREENSHOT: Existing Branch details screen with editable identity, address, and contact fields] ## Adding and Replacing a Branch Logo 1. Open **Configuration > Branches** or **Configuration > View Branches**, then select the branch whose branding you want to change. Confirm the branch name and branch code or reference before uploading an image. 2. Locate the logo or image area on the branch form. This area displays the current branch image when one has already been saved. 3. Select the upload option and choose the logo image file you prepared. Wait for the image preview to appear on the branch form. Use the preview to confirm that the correct logo was selected and that it is clear enough to recognize at the displayed size. 4. Check the image before saving. Make sure it belongs to the selected branch, not the main company or another branch. If the preview is incorrect, choose the upload option again and select the correct image. 5. Click **Save** to store the branch logo. Reopen the branch record after saving and confirm that the image preview is still displayed. 6. To replace an existing branch logo, return to the same logo or image area and upload the new image. Confirm that the preview changes to the replacement logo before you click **Save**. The newly selected image should be visible in the branch record after saving. 7. If the branch form provides an option to remove or clear the logo, use that option only when the branch should no longer have a separate visual identity. Save the branch record after clearing the image and confirm that the previous logo no longer appears in the preview. [SCREENSHOT: Branch form showing the logo upload area with a visible image preview] ## Verifying Branch Details and Branding 1. Return to **Branches** or **View Branches** after creating or editing a branch. Confirm that the branch name and branch code or reference are visible in the list and clearly distinguish the branch from the other company branches. 2. Open the branch again from the **Branches** list. Review the saved branch name, identifier, business address, and contact details field by field. Compare the information with the details you collected before starting, paying particular attention to similar branch names, shared addresses, and old contact information. 3. Check the logo or image preview on the branch form. Confirm that the displayed image belongs to the intended branch and is not an earlier version, another branch’s image, or the main company logo when a separate branch logo is required. 4. If Pams provides a branch-selection control in your workspace, select or view the intended branch context and confirm that it matches the branch record you reviewed. This helps prevent confusion when you work with several branches. 5. If a change does not appear, reopen or refresh the branch record and confirm that you clicked **Save** after making the change. Then return to the **Branches** list and select the record again. Check that you are viewing the intended branch rather than a different branch with a similar name. 6. Correct any incomplete or outdated information directly in the branch form, then click **Save** again. Repeat the review until the branch’s name, code or reference, contact details, address, and logo accurately represent that location. [SCREENSHOT: Completed Branch record showing saved identity details, contact information, and branch logo] ## Overview Company branches let your organization maintain separate branch identities in Pams while keeping branch information clear for users who work across locations. Each entry in **Branches** represents one branch and can include its own name, branch code or reference, business address, contact details, and logo or image. The branch name is the most visible way users identify a location in the **Branches** list. A consistent branch code or reference gives users an additional way to tell locations apart, especially when branches have similar names or operate in the same city or region. Enter both values carefully so users can select and recognize the correct branch without relying on informal naming. Branch address and contact information should describe the individual branch, not simply repeat general company details unless that branch uses the same information. Keeping these fields current makes the branch record a reliable source of the business identity that your team expects to find in Pams. A branch logo provides a separate visual identity for a location when Pams displays branch branding. The image preview in the branch form is the immediate place to confirm that the correct logo has been uploaded. Use a clear image and replace it when the branch’s approved branding changes. Branch management is different from maintaining company-wide settings. Company-level information is covered in [Configuring Company Settings](doc:configuring-company-settings). Use the **Branches** list when you need to create, identify, review, or update individual company locations. The information you enter here should remain easy to understand for every user who sees branch names, identifiers, contact details, and logos in Pams. Clear branch records reduce the risk of selecting or updating the wrong location. ## Prerequisites Before creating or updating a branch, make sure you have access to **Configuration** and can open **Branches** or **View Branches**. Branch management is restricted to users with administration access, so you must use an account that is permitted to maintain company configuration. Have the branch details available before you open the form. Verify the information with the business team responsible for that location rather than relying on an old list or an outdated document. The branch record should reflect the current operational identity used by your organization. Prepare these items: - The approved branch name to display in Pams. - The branch code or reference your organization uses to identify the location. - The branch business address, including the available street, city, country, state, postal code, and destination details. - Current branch contact information for the available **Phone**, **Email**, and other contact fields. - A clear branch logo image if the branch needs separate branding. Review the existing **Branches** list before adding a new entry. This is important when a branch may already exist under a shortened name, an earlier name, or a similar code or reference. Updating an existing entry keeps the branch list clear and avoids duplicate locations. If you are replacing a logo, keep the approved replacement image ready before opening the branch form. Check that it belongs to the correct branch and that it remains recognizable in the image preview. After branch identities are in place, continue with [Managing Reference Data](doc:managing-reference-data) to maintain the shared lists and values used across Pams. ## Opening the Reference Data Configuration Area Reference data controls the choices people see in dropdown lists across Pams. For example, when a user selects a **Currency**, **Market Segment**, **Department**, or **Product Type** on a record, the available choices come from the values maintained here. Keep these shared lists accurate so sales, purchasing, project, and financial records use consistent classifications. Before making changes, confirm that you are signed in with administrator access. Reference data is shared across Pams, so adding, renaming, or correcting a value can affect how other users enter and review records. If you need to review how branches share information before changing a list, see [Managing Company Branches](doc:managing-company-branches). 1. Open **Configuration** in Pams. 2. Select **Reference List** or **Reference list settings**. 3. Find the reference-data category selector. 4. Choose the category you want to maintain, such as **Currencies**, **Flags**, **Market Segments**, **Departments**, or **Product Types**. 5. Review the values already shown before you add or edit anything. [SCREENSHOT: The Reference List screen showing the category selector with Currencies, Flags, Market Segments, Departments, and Product Types available.] Use the category selector carefully. Several lists can have similar names, but each list controls a different dropdown elsewhere in Pams. For example, **Market Segments** classify market-focused records, while **Product Types** classify products. Adding a value to the wrong category means users will not see it where they expect it. When you open a category, read through the existing entries first. Look for spelling differences, abbreviations, or older names that could already represent the value you need. This prevents duplicate choices that make dropdown lists harder to use and reporting less consistent. After choosing the correct category, enter or update the value and select **Save**. Stay in the category long enough to confirm that the saved entry is visible in the list. ## Configuring Currencies and Flags Use **Currencies** to maintain the currency choices available on financial and commercial records in Pams. A clear and complete currency record helps users select the correct value when working with offers, Orders, invoices, payments, budgets, and other records that use a **Currency** field. 1. In **Reference List**, select **Currencies** from the category selector. 2. Review the current currency records and search for the currency before adding another entry. 3. Add a currency record when the required currency is not already listed. 4. Enter the available currency details, including **Currency**, **Currency Name**, and **Currency Symbol** where these fields are shown. 5. Check the displayed name and symbol carefully, then select **Save**. 6. To correct an existing entry, open that currency record, update the relevant value, and select **Save** again. Use a consistent naming style across all currency records. For example, if the list uses full names in **Currency Name**, continue using full names rather than mixing full names and shortened versions. This makes currency selections easier to recognize on financial records. Next, select **Flags** in the same category selector. Flags provide values used by Pams where a flag choice is available. 1. Select **Flags**. 2. Review the existing flag values for a matching entry. 3. Add or update the required flag value. 4. Select **Save** before changing to another category. 5. Reopen **Flags** to confirm that the saved value remains visible. [SCREENSHOT: The Currencies category showing Currency, Currency Name, and Currency Symbol fields, with the Save button.] Do not create alternate versions of an existing currency or flag simply because the wording looks slightly different. Correct the existing entry when appropriate so users continue to see one clear choice in Pams. ## Maintaining Market Segments and Departments **Market Segments** and **Departments** provide shared classifications that users can select on applicable records in Pams. Maintaining these lists carefully makes it easier for teams to enter records consistently and review grouped information without sorting through duplicate or unclear labels. 1. Open **Configuration** and select **Reference List**. 2. Choose **Market Segments** from the category selector. 3. Review the existing segment names before creating a new one. 4. Add a segment only when no current entry represents the required market. 5. Enter a clear, distinct name for the new market segment. 6. Select **Save** and confirm that the segment appears in the category list. Choose names that users will immediately recognize when they open a **Market Segment** selector. Avoid near-duplicates that differ only by capitalization, spacing, punctuation, or a shortened word. For example, if a segment already exists under one spelling, correct that entry rather than creating another version of the same market. To maintain organizational department values: 1. Return to the category selector and choose **Departments**. 2. Review the listed department values. 3. Add a department when the required value is not available. 4. Open an existing department entry when its displayed name needs correction. 5. Select **Save** after each addition or update. 6. Reopen **Departments** to make sure the list reflects the intended change. [SCREENSHOT: The Market Segments and Departments categories, showing the selected category and the list of saved values.] Keep department names aligned with the wording your team uses in Pams. A consistent **Department** list helps prevent users from selecting several differently named versions of the same department. Before renaming a department, consider whether existing records use that value, because the updated wording will be shown wherever that department is selected. ## Managing Product Types Use **Product Types** to maintain the classification choices users see when assigning a type to a **Product**. Product Types should be easy to understand because they appear during product setup and help users select a consistent classification for products used in sales, purchasing, warehouse, and project workflows. 1. Open **Configuration** and choose **Reference List**. 2. Select **Product Types** from the category selector. 3. Review the current product type values before adding a new entry. 4. Add a product type when no existing classification matches the product group you need. 5. Enter a name that clearly describes the classification users should select. 6. Select **Save** and verify that the new product type is visible in the list. When naming a Product Type, use wording that remains meaningful when users see it beside a product. Keep the name short enough to read easily in a selector, but specific enough to distinguish it from other product classifications. Avoid creating values that overlap in meaning, as users may select different types for similar products. To revise an existing Product Type: 1. Select the product type from the list. 2. Update the displayed name where a correction or approved rename is needed. 3. Select **Save**. 4. Reopen the entry and confirm that the corrected name is displayed. [SCREENSHOT: The Product Types category with an existing product type selected for review or editing.] Check whether the Product Type is already in use before changing it. Renaming a type changes the wording users see anywhere that type has been selected on a Product. If the intended change represents a genuinely different classification rather than a correction, keep the current type and add a separate Product Type instead. For related product setup, continue with [Configuring Product Categories](doc:configuring-product-categories). ## Adding Values to Reference Lists In addition to **Currencies**, **Flags**, **Market Segments**, **Departments**, and **Product Types**, Pams includes other configurable reference lists. These lists provide the selectable values used in specific forms and workflows. Examples available from the reference-data categories can include **Account Types**, **Banks**, **Delivery Terms**, **Guarantee Types**, **Inquiry Types**, **Payment Methods**, **Units**, and **Transfer Reasons**. 1. Open **Configuration** and select **Reference List**. 2. Use the category selector to choose the exact reference list you want to maintain. 3. Review the values already in that list. 4. Add a value only when an equivalent entry does not already exist. 5. Enter the value using the available value or label field. 6. Select **Save** and confirm that the value appears in the selected list. [SCREENSHOT: The Reference List category selector showing several configurable lists, with one list open for value entry.] The category name is important. For example, add a payment-related choice under **Payment Methods**, not under **Delivery Terms**. Likewise, maintain product measurement choices under **Units**, not under **Product Types**. Selecting the correct list ensures the value appears in the intended selector when users create or update records. Use concise, consistent wording. A dropdown works best when each option is easy to scan and has one clear meaning. Avoid punctuation-only variations, duplicate abbreviations, or names that combine multiple choices into a single value. If your team uses a standard naming style, follow it across the list. When correcting a spelling or formatting issue, open the existing value and update it instead of creating another entry. This preserves one understandable option for users and avoids multiple nearly identical choices in Pams. ## Verifying Your Reference Data Changes After changing any reference data, verify both the saved list entry and the place where users select it. This confirms that the value was added to the correct category and is available for the intended workflow. 1. Select **Save** after adding or editing a currency, flag, market segment, department, product type, or other reference-list value. 2. Remain in the selected category and confirm that the updated entry appears in the list. 3. Change to another category, then return to the original category to confirm the value is still visible. 4. Open a record that uses the corresponding selector, where available. 5. Open the relevant dropdown and confirm that the saved value appears with the expected name. 6. If the value is incorrect or duplicated, return to the same reference-data category and correct the existing entry. For example, verify a newly added **Product Type** from a **Product** record, or verify a new **Currency** from a record that includes a **Currency** selector. For a new **Market Segment** or **Department**, check an applicable form that presents the same field name. [SCREENSHOT: A record form with an open dropdown showing a newly added reference-list value.] If you cannot find the new value, first check the category selector. It may have been entered in a similarly named list rather than the list used by the form you are reviewing. Return to **Reference List**, choose the intended category, and locate the entry there. If you see two versions of the same choice, do not add a third variation. Identify the incorrect or outdated entry, update it where appropriate, and select **Save**. Consistent values improve the accuracy of lists, reports, and records throughout Pams. ## Overview Reference data is the shared set of selectable values used throughout Pams. It supports consistent record entry by giving users defined choices instead of requiring everyone to enter their own wording. The categories covered in this guide include **Currencies**, **Flags**, **Market Segments**, **Departments**, **Product Types**, and other values managed through **Reference List**. Use reference data when you need to: - Add a new **Currency** that users must select on financial or commercial records. - Update a **Currency Name** or **Currency Symbol** shown in Pams. - Maintain **Flags** used in available flag selectors. - Create or correct **Market Segments** for classifying records by market. - Maintain the **Departments** available for organizational selection. - Add or rename **Product Types** used on Product records. - Update values in another list, such as **Delivery Terms**, **Payment Methods**, **Units**, **Guarantee Types**, or **Transfer Reasons**. Each saved value can become visible to other users wherever Pams presents the related selector. For this reason, reference data should use agreed wording, clear spelling, and distinct values. A well-maintained list avoids confusion such as multiple versions of the same department, market segment, or product classification. Reference data is different from individual working records such as a **Product**, **Account**, **Client**, **Sales Job**, **Invoice**, or **Payment**. It provides the controlled choices that may be selected on those records. If you need to manage a specific product rather than its type, use [Managing Product Records](doc:managing-product-records). If you need to manage company-wide settings beyond list values, use [Configuring Company Settings](doc:configuring-company-settings). ## Prerequisites Before changing a value in **Reference List**, make sure you have the information needed to maintain the correct category and avoid duplicate entries. - Sign in to Pams with administrator access. Shared reference data should only be changed by users authorized to maintain company configuration. - Know the exact category you need to update, such as **Currencies**, **Flags**, **Market Segments**, **Departments**, **Product Types**, **Payment Methods**, or **Units**. - Review the existing entries in that category before adding a new value. Check for differences in spelling, capitalization, abbreviations, and spacing. - Confirm the approved wording for a new entry with the people who use that selector in their daily work. For example, confirm a new **Department** name with the relevant team or a new **Product Type** with the users maintaining Products. - For currency changes, have the required **Currency**, **Currency Name**, and **Currency Symbol** details available where Pams displays those fields. - For a rename, identify whether the existing value is already used on records. A renamed **Product Type**, **Department**, or **Market Segment** will display with its new wording on records that use it. - If your organization uses multiple branches, confirm whether the change should be available across the shared branch data. See [Managing Company Branches](doc:managing-company-branches) for branch-sharing guidance. Do not use reference lists to create temporary notes, customer-specific details, or one-time descriptions. Use the relevant record fields for those details instead. Reference-list values should remain stable, reusable choices that help users complete forms consistently across Pams. ## Confirming Access to Product Category Settings Before changing product categories, confirm that you can access the configuration area in Pams. Product categories affect the choices available in the **Category** field on product records, so only users with permission to manage product configuration should create, rename, or reorganize them. 1. Open **Configuration** in Pams. 2. Select **Product Categories** to open the list of categories available for Products. 3. Check whether you can see the **New** button and open existing category records. These options indicate that you can create or edit category records. 4. If **Product Categories** is not available, or if you cannot use **New**, do not attempt to change product classifications from the Products screen. Request access from the person who manages Pams users, roles, and configuration permissions. The **Product Categories** list is the central place for maintaining the category structure used across your product portfolio. Before adding anything, review the current entries carefully. A category hierarchy may include broad, top-level categories and more detailed categories beneath them. Child categories normally appear indented below their parent category, making it easier to see how products are grouped. Look for categories that already match the products your team sells, purchases, stores, or delivers. Also check whether similar names already exist at different levels of the hierarchy. For example, a category named **Furniture** may already be listed beneath **Finished Goods**, while another top-level category with the same name could create confusion when users classify products. [SCREENSHOT: The Configuration area with Product Categories selected, showing a category list with top-level categories and indented child categories.] Reviewing the existing structure first helps you preserve a clear shared classification for Products, Sales Jobs, purchasing work, Warehouse Stock, and related reporting. ## Planning the Category Hierarchy Plan the category structure before creating records in **Product Categories**. A well-planned hierarchy gives users a consistent choice in the **Category** field when they create or update Products. It also prevents the product list from becoming difficult to search and filter. Use a top-level category for a broad product group. For example, your business may use top-level categories such as **All**, **Services**, **Raw Materials**, or **Finished Goods**. These broad groups should make sense to the sales, purchasing, and warehouse teams who work with the same product records. Use a subcategory when a group needs more detail. For example: - **Finished Goods** can contain **Furniture**. - **Services** can contain **Consulting**. - **Raw Materials** can contain product groups that your purchasing team regularly sources from Sub-suppliers. - A broad product family can contain separate subcategories for different commercial or operational groups. Choose category names that clearly describe the group. Users should be able to select the correct value from the **Category** field without having to guess what similar names mean. Keep names short enough to scan easily, but specific enough to distinguish one group from another. Before adding a new category, search the existing **Product Categories** list for related names. Avoid creating duplicate entries that differ only slightly, such as two categories with almost identical wording. Where a product group belongs within an existing broad category, create one subcategory under the appropriate parent instead of creating a second top-level category. | Category level | Use it for | Example | |---|---|---| | Top-level category | A broad product group | Finished Goods | | Subcategory | A more specific group within a parent category | Furniture | | Product Category field | Classifying an individual Product | Finished Goods > Furniture | A clear hierarchy makes it easier for teams to maintain the same classification as the product portfolio grows. ## Creating a Top-Level Product Category Create a top-level category when you need a new broad group in the **Product Categories** hierarchy. Top-level categories have no parent category, so they appear at the main level of the list rather than underneath another entry. 1. In **Configuration**, open **Product Categories**. 2. Review the existing top-level entries one more time to make sure the category does not already exist under a different name. 3. Click **New** to open a blank category record. 4. In **Category Name**, enter the name of the broad product group you want users to see when they classify Products. 5. Leave **Parent Category** empty. An empty **Parent Category** means that Pams will place this category at the top level of the hierarchy. 6. Click **Save**. If you are finished creating categories, use **Save and Close** where available. 7. Return to the **Product Categories** list and confirm that the new category appears as a non-indented entry. [SCREENSHOT: A new Product Categories record showing Category Name completed and Parent Category left empty.] Use one top-level category for each genuinely separate broad group. Do not create a top-level category simply because a group has several products. If those products belong naturally within an existing group, add a subcategory instead. After saving, check the spelling and wording as it will appear in the **Category** selector on product records. Renaming a category later can affect how familiar users are with the choices they see, especially when sales, purchasing, and warehouse teams have already started using the category. If the category appears indented beneath another entry after saving, open the category record and review **Parent Category**. Remove the selected parent category, click **Save**, and then check the hierarchy again. A top-level category should appear alongside other main category groups, not beneath one of them. ## Adding Subcategories Under a Parent Category Add a subcategory when users need a more specific classification beneath an existing broad category. Subcategories retain the connection to their parent category, allowing the product hierarchy to show both the general group and the detailed group. 1. Open **Configuration > Product Categories**. 2. Locate the parent category that should contain the new subcategory. Confirm that it is the correct broad group before creating the new record. 3. Click **New** from the **Product Categories** list. If the parent category provides an option to add a child category, you can use that option instead. 4. Enter a clear, specific name in **Category Name**. Use a name that distinguishes the subcategory from other entries under the same parent. 5. In **Parent Category**, select the intended parent category. 6. Click **Save** to create the subcategory. 7. Return to the category list or hierarchy view and verify that the new entry appears indented beneath the parent category you selected. [SCREENSHOT: A Product Categories record with Category Name set to Furniture and Parent Category set to Finished Goods.] For example, if **Finished Goods** is the parent category, a subcategory such as **Furniture** should be placed under **Finished Goods**, not created as a separate top-level category. This lets users recognize the full grouping when they select a category for a Product. If the new subcategory appears beneath the wrong parent, open its record and change **Parent Category** to the correct value. Click **Save**, then review the hierarchy again. Do not solve an incorrect placement by creating another category with the same name; correcting the existing record keeps the category list clean. Use subcategories consistently. If one product family is divided into detailed groups, apply the same level of detail across related Products so users can classify and find records in a predictable way. ## Assigning Categories to Product Records After creating the category structure, assign the appropriate category to each Product. The **Category** field on the product record connects the Product to the classification your team uses in the **Product Categories** list. 1. Open **Products** and select the product record you want to classify. 2. Locate the **Category** field on the product record. 3. Open the category selector and choose the appropriate category or subcategory. 4. Where a detailed subcategory is available, select the category that best matches the Product rather than using only a broad parent category. 5. Click **Save** to retain the selected category on the product record. 6. Repeat this process for related Products, using the same category structure for products that belong to the same group. [SCREENSHOT: A Product record with the Category field highlighted and a product subcategory selected.] For example, when **Furniture** is a subcategory beneath **Finished Goods**, assign the relevant furniture Products to that subcategory. This gives users a clearer classification than assigning every finished product only to **Finished Goods**. Use the category names as a shared business classification, not as a place to record product descriptions, models, or commercial notes. Keep detailed product information in the relevant fields on the Product record, while using **Category** to identify the product group. Consistent category assignment helps users work with the **Products List** more reliably. When sales teams prepare Pricing Offers or Offers, purchasing teams work with Sub-suppliers, or warehouse teams review Stock By Products, a clear product classification makes related Products easier to identify. It also supports more reliable category-based searching, filtering, and reporting because similar Products use the same category path. If a suitable category does not exist, create it in **Product Categories** before selecting it on multiple Product records. Avoid using an unrelated category as a temporary substitute, as this makes later filtering and reporting less dependable. ## Verifying the Category Configuration Verify the category configuration after creating or changing categories. A quick review confirms that the hierarchy is clear, product records point to the intended categories, and users can select the values they need. 1. Return to **Configuration > Product Categories**. 2. Review the hierarchy from top to bottom. Confirm that each top-level category appears at the main level and that each subcategory is indented beneath the correct parent category. 3. Open several category records and check the values in **Category Name** and **Parent Category**. Look for duplicate names, unclear wording, or categories assigned to the wrong parent. 4. Open representative records from **Products**. 5. Check the **Category** field on each Product and confirm that it uses the intended top-level category or subcategory. 6. Click **Save** after correcting a category or product record, then return to the relevant list to confirm the change is visible. If a category is displayed at the wrong level, open the category record and correct the **Parent Category** value. Leave **Parent Category** empty for a top-level category, or select the correct parent for a subcategory. Save the record and recheck its placement in the hierarchy. If a category is not available in a Product’s **Category** field, first confirm that the category record was saved. Then return to **Product Categories** and verify that the category name is present in the list. If the category remains unavailable or you cannot edit it, confirm that your user access includes permission for product configuration. [SCREENSHOT: Product Categories hierarchy showing parent categories and correctly indented subcategories, alongside a Product record with its Category field completed.] Perform this review whenever your business adds a new product group, expands a Product range, or reorganizes how Products are classified. Keeping the hierarchy accurate protects the consistency of the shared Products list used across sales, purchasing, inventory, and reporting work. ## Overview **Product Categories** provide the shared classification choices used in the **Category** field on Product records. They allow Pams users to group Products in a hierarchy, beginning with broad categories and adding subcategories where more detail is needed. A top-level category represents a broad product group. A subcategory represents a more specific group within that parent. For example, **Finished Goods** can be a top-level category, while **Furniture** can be a subcategory beneath it. This structure helps users distinguish general product families from detailed product groups without creating a long, unstructured list of category names. The hierarchy is maintained in **Configuration > Product Categories**. Each category record uses two key fields: - **Category Name** identifies the category users will see. - **Parent Category** determines whether the category is top-level or appears beneath another category. When **Parent Category** is empty, Pams treats the entry as a top-level category. When **Parent Category** contains another category, Pams places the entry beneath that parent in the hierarchy. Once categories are available, users select them from the **Category** field on individual Product records in **Products**. This creates a consistent way to classify related Products across everyday work, including Pricing Offers, Offers, Sales Jobs, purchasing activities, and Warehouse Stock. Product categories work best when they reflect how your business actually groups its portfolio. They should be understandable to sales teams preparing offers, purchasing teams coordinating with Sub-suppliers, and warehouse teams identifying stocked products. Use a shared, controlled structure rather than allowing slightly different names for the same product group. For guidance on creating and maintaining the Product records that use these categories, see [Managing Product Records](doc:managing-product-records). ## Prerequisites Before creating or changing entries in **Product Categories**, make sure the following are in place: - You have access to **Configuration > Product Categories** and can use **New**, **Save**, and existing category records. Users without product configuration permission cannot create or edit category records. - You have reviewed the existing **Product Categories** list. Check the current top-level categories and indented subcategories before adding a new entry. - You know whether the category should be a broad, top-level group or a detailed subcategory. This decision determines whether to leave **Parent Category** empty or select an existing parent. - You have agreed on the **Category Name** your team will recognize in the Product **Category** field. Use a clear name that does not duplicate an existing category with slightly different wording. - You understand which Products will use the new category. Review relevant records in **Products** so that you can assign the category consistently after saving it. - You have checked whether related categories already exist. If an appropriate parent category is already available, create a subcategory beneath it instead of adding another broad category. - You are prepared to review existing Product records if you are reorganizing categories. A hierarchy change may require you to update the **Category** field on Products that should move to a new or more specific subcategory. Do not create category records to capture details that belong on the Product itself, such as its description, model, or other product-specific information. Keep **Product Categories** focused on shared product grouping so that the category selector remains clear for all users. After the category hierarchy is established, continue with [Configuring Product Serial Rules](doc:configuring-product-serial-rules) to set up the serial combinations and serial status choices used for Products. ## Understand How Serial Combinations Apply to Products In Pams, a **serial combination** is a saved arrangement of serial values or components that belong together for a product. It gives your team a consistent way to identify products that need more than one serial-related value to be handled as one combination. A serial combination is configured once in **Configuration** and can then be used again where the same arrangement applies. For example, if several products need the same serial values or components to be handled together, create one shared serial combination rather than recreating the same setup for every product. The product record controls whether that product uses serial-combination handling. On each relevant **Product** record, select the appropriate **Product serial combination** behavior. When that behavior requires a serial combination, associate the saved combination that applies to the product. This separation is important: - The **Serial combinations** area is where you define the reusable combination itself. - The **Product** record is where you decide whether that individual product uses serial-combination behavior. - The selected **Product serial combination** behavior determines whether Pams should apply a configured combination for that product during serial-related work. Do not treat a serial combination as a product by itself. It is a configuration that can support one product or several products, depending on how your product portfolio is organized. [SCREENSHOT: The Product serial combination configuration area showing the list of saved serial combinations] Before setting up serial combinations, make sure your product categories are already organized. Categories help keep related products consistent across your product records. For guidance on this earlier configuration step, see [Configuring Product Categories](doc:configuring-product-categories). The recommended order is to create the shared serial combinations first, then open each applicable product and select its intended serial-combination behavior. This makes it easier to apply the same arrangement consistently and reduces the chance of linking a product to the wrong combination. ## Prepare the Serial Combination Rules You Need Prepare the required serial combinations before making changes in Pams. This prevents duplicate configurations and helps you decide which products should follow the same serial-combination behavior. Begin by reviewing the relevant entries in **Products**. Identify the products that need serial-related handling and separate them into groups based on the serial values or components they must use together. Products in the same group may be able to use one shared serial combination. For each group, write down the serial values or components that must be represented together. Keep the structure clear and consistent. If two products need different values, different component arrangements, or different handling, they should not automatically share the same serial combination. Use the following questions to plan each combination: - Which products require **Product serial combination** behavior? - Which serial values or components must appear together for each product? - Which products can use the exact same combination? - Does one product need a different arrangement from all other products? - Will the combination be shared across several product records or used only for one product? - Can you open both **Configuration > Product serial combination** and the relevant **Product** records? A shared combination is useful when the serial structure is identical across multiple products. A product-specific combination is more suitable when one product needs a distinct arrangement that should not affect any other product. [SCREENSHOT: A planning example showing products grouped by the serial values or components they need to use together] Also check whether your team already has similar entries in **Serial combinations**. Reusing an existing combination is preferable when it already contains the correct serial values or components. However, only reuse it after confirming that its arrangement is exactly right for the product. A nearly similar combination can cause confusion during serial-related workflows. Plan the combination names or identifying details so that administrators can tell similar combinations apart in the list. Use wording that reflects the products or serial arrangement involved, rather than creating several entries that look identical at a glance. ## Create Serial Combinations Create each planned configuration in the **Product serial combination** area before assigning it to products. 1. In Pams, open **Configuration** and select **Product serial combination**. Review the existing **Serial combinations** list first to avoid creating a duplicate of a combination that is already available. 2. Start a new serial combination entry. Enter the serial values or components that need to be represented together. Keep the arrangement aligned with the plan you prepared. If the combination includes several components, enter them in the required combination structure rather than treating them as unrelated values. 3. Complete the identifying details for the serial combination. Use clear information that distinguishes this combination from other entries in the list. This is particularly important when several combinations have similar serial values or support related products. 4. Review the entered values or components before saving. Confirm that the combination includes everything required and does not include values that belong to another product group. 5. Click **Save**. If you are finished with the entry and do not need to make further changes, use **Save and Close** where available. 6. Return to the **Serial combinations** list and confirm that the new combination appears among the available entries. Open it again if needed to verify that the serial values or components were saved in the intended arrangement. [SCREENSHOT: A new Serial combinations entry with its identifying details and serial values or components completed] Create separate entries for combinations that differ in any meaningful way. Do not change the structure of an existing shared combination merely because one product needs an exception. A separate combination preserves the existing setup for every other product that already uses the shared arrangement. At this stage, the serial combination is available in Pams, but it does not affect a product until you configure that product’s **Product serial combination** behavior and associate the appropriate saved combination. ## Configure Serial-Combination Behavior for Each Product After creating the required entries in **Serial combinations**, configure the applicable product records. This is where you decide which products use serial-combination handling and which saved combination applies. 1. Open **Products** and select the **Product** that requires serial-combination handling. Review the product carefully so that you are editing the correct product record, especially where similar products, variants, or product types exist. 2. Locate the **Product serial combination** setting on the product record. Select the behavior that matches how this specific product should be handled during serial-related workflows. 3. If the selected behavior requires a serial combination, choose the applicable entry from **Serial combinations**. Select the combination that contains the serial values or components prepared for this product. Do not select a similarly named entry without confirming its contents. 4. Review the relationship between the product and the selected combination. Check that the selected **Product serial combination** behavior and the saved combination work together as intended. 5. Click **Save** to keep the product configuration. Use **Save and Close** if you have completed your work on that product. 6. Repeat the process for every product that needs serial-combination behavior. Products may share the same saved combination when their serial values and required arrangement are identical. Select a different combination for products with a different arrangement. [SCREENSHOT: A Product record showing the Product serial combination setting and the selected Serial combinations entry] A product may have a different serial-combination behavior from another product in the same category. Product categories organize related products, but the **Product serial combination** setting is applied at the individual product level. Confirm each product’s setting rather than assuming that similar products need the same behavior. If a product does not require a configured combination, do not attach one unnecessarily. Keep the product’s serial-combination behavior aligned with its actual handling requirements. This makes the product record easier to review and avoids misleading choices during serial-related work. ## Maintain Shared and Product-Specific Combination Rules Maintain **Serial combinations** carefully because one saved combination may be used by several products. A change to a shared combination can affect every product that references it. When the serial values or components of a shared combination need to change, first identify the products that use it. Open the relevant **Product** records and review their **Product serial combination** settings. Confirm that every linked product should use the revised arrangement before saving any changes to the shared combination. Use a separate serial combination when only one product needs an exception. For example, if several products use one shared combination but a single product requires a different serial value or component arrangement, create a new entry in **Serial combinations** for that product. Then update only that product’s configuration to use the new entry. Follow these maintenance practices: - Update a shared combination only when the change is correct for all products using it. - Create a separate combination for product-specific differences. - Review every affected **Product** record after editing a shared combination. - Check that each product still references the intended entry in **Serial combinations**. - Remove or replace outdated product assignments when a product’s serial-combination behavior changes. - Do not assign a serial combination to a product when its selected **Product serial combination** behavior does not require one. [SCREENSHOT: Product records using the same serial combination, alongside a separate combination created for one product-specific exception] When replacing a combination, save the new combination first. Then open the affected product record, select the replacement under **Product serial combination**, and click **Save**. Reopen the product afterward to make sure the previous combination is no longer shown. Keep identifying details clear in the **Serial combinations** list. Clear names and distinct component arrangements help administrators recognize whether an entry is shared, product-specific, current, or outdated. This is especially valuable when your agency manages a broad product portfolio for multiple principals. ## Verify the Serial-Combination Configuration Verify each configuration after saving it. Checking both the product record and the related serial combination helps you find incorrect assignments before users rely on the product in serial-related workflows. 1. Open **Products** and select a product that you configured. Locate the **Product serial combination** setting and confirm that it shows the intended behavior for that product. 2. Where the selected behavior requires a serial combination, confirm that the product references the correct entry from **Serial combinations**. Open the related combination if necessary and check that it contains the required serial values or components in the intended arrangement. 3. Repeat this review for every product that uses the same shared combination. This confirms that the shared setup is applied only to the products that should use it. 4. Use a serial-related workflow for one configured product. Confirm that Pams applies the serial-combination behavior selected on that product record and that the expected combination is available or applied as intended. 5. Compare the result with a product that has a different **Product serial combination** behavior. The two products should follow their own saved settings rather than applying the same handling simply because they are in the same product category or have similar names. 6. If the result does not match the intended handling, return to the relevant **Product** record. Check the **Product serial combination** setting first, then confirm the selected entry in **Serial combinations**. Correct the product assignment or create a separate combination if the product needs a different arrangement. [SCREENSHOT: A configured Product record and its linked Serial combinations entry being checked before serial-related work] Verification is particularly important after changing a shared combination. Reopen each linked product and confirm that the revised serial values or components remain appropriate. If one product should not use the revised arrangement, assign that product to a separate combination instead of leaving it linked to the shared entry. ## Overview **Product serial combination** configuration in Pams connects a saved serial arrangement to the products that need it. The configuration has two related parts: - **Serial combinations** stores the serial values or components that must be handled together. - **Product** records determine whether a particular product uses serial-combination behavior and, where required, which saved combination applies. This structure gives you control without requiring the same serial values or components to be entered repeatedly for every product. When several products use the same arrangement, they can reference one shared entry in **Serial combinations**. When a product requires an exception, create a separate entry and assign it only to that product. Use serial combinations to keep product handling consistent across the sales, purchasing, and warehouse-related work that depends on correctly configured products. The configuration is particularly useful when your team manages products from different principals and needs each product record to follow its own intended serial-related behavior. The key decision is made on the individual **Product** record. Similar products can use different **Product serial combination** settings when their required handling differs. Conversely, products from different categories can use the same serial combination if they need the same serial values or components together. [SCREENSHOT: Relationship between the Serial combinations list and the Product serial combination setting on a Product record] Keep your setup manageable by creating reusable combinations only when they are truly shared. A well-organized **Serial combinations** list makes it easier for administrators to select the correct entry, review existing arrangements, and avoid unintended changes to products that use a shared configuration. After configuring the product records, continue with [Configuring Product Supplier Types](doc:configuring-product-supplier-types) to organize the supplier-type information used with your products. ## Prerequisites Before configuring **Product serial combination** behavior, make sure you have the information and access needed to complete both the serial-combination and product-record updates. - You can open **Configuration** and access **Product serial combination**. - You can open the relevant records in **Products**. - The products that require serial-combination handling have already been identified. - You know which products should share one serial combination and which require a separate product-specific combination. - You have a clear list of the serial values or components that must be included together in each combination. - You have reviewed existing entries in **Serial combinations** to avoid creating duplicates. - You understand which **Product serial combination** behavior each relevant product should use. - The related products have been organized using the applicable product categories. If categories still need attention, see [Configuring Product Categories](doc:configuring-product-categories). Prepare the serial-combination information before editing product records. When the required values or components are unclear, do not guess by selecting a similar existing combination. Confirm the intended arrangement first, then create or select the correct entry in **Serial combinations**. Where a product is part of a principal’s portfolio, confirm that its serial-related requirements match the product information your team maintains for that product. This helps prevent a shared combination from being assigned to a product that needs different handling. Finally, plan any changes to existing shared combinations before saving them. If one product needs an exception, create a separate serial combination and assign it only to that product. This protects the configuration already used by other products and keeps the **Product serial combination** setting accurate across your product records. ## Confirm Access to Product and Supplier Type Settings Before changing shared classifications, confirm that you can open the relevant configuration lists in Pams. From **Configuration**, look for **Product types** and **Supplier Types**. Each list contains values that users select while maintaining **Products** and **Sub-suppliers**. Open both lists before making changes. You should be able to view the existing type names and use the available actions to add, update, or deactivate entries. If either list is not available, ask the person who manages **Users**, **Roles**, and **Security** in Pams to confirm whether your role is allowed to maintain these shared values. Product and supplier classifications affect more than one person’s work. A purchasing user may select a **Product Type** while maintaining a product, while another user may select a **Supplier Type** when maintaining a Sub-supplier. Agree on who is responsible for keeping each list accurate before adding values. Use the following division of responsibility as a working approach: - **Configuration owners** create, rename, and deactivate Product types and Supplier Types. - **Purchasing users** select approved Product Type values when creating or updating Products. - **Users maintaining Sub-suppliers** select approved Supplier Type values for supplier records. - **Sales and project users** use the resulting classifications when reviewing Products, Sub-suppliers, purchasing records, and project requirements. Keep Product types separate from product serial settings. Product types describe the purchasing or business grouping of a product, while serial settings define how serial information is handled. For serial setup, use [Configuring Product Serial Rules](doc:configuring-product-serial-rules). [SCREENSHOT: The Configuration area showing the Product types and Supplier Types options.] Before you edit a list, review its current entries with the users who rely on Products and Sub-suppliers. This prevents one team from introducing a label that conflicts with an existing purchasing vocabulary. ## Define the Product and Supplier Type Classification Model Create classifications that match the way your team groups products and supplier relationships during purchasing and product maintenance. The purpose is to give users a short, consistent set of values to select instead of relying on notes or personal naming habits. Use **Product types** to group Products that have similar purchasing characteristics. For example, your list may distinguish materials purchased for use in production or projects from items used for packaging, regular consumables, or finished goods. The exact names should match the terms your purchasing team already recognizes. Use **Supplier Types** to identify the procurement role of a Sub-supplier. A type should describe what the supplier is to your business, rather than identify a particular company. Common role-based classifications can include a manufacturer, distributor, service supplier, or subcontractor when those terms reflect your actual supplier relationships. | Classification list | Use it to identify | Example of a suitable name | |---|---|---| | **Product types** | The purchasing or product grouping of a Product | Raw Materials, Packaging, Consumables, Finished Goods | | **Supplier Types** | The procurement role of a Sub-supplier | Manufacturer, Distributor, Service Supplier, Subcontractor | Choose names that will still make sense when users review them in product and supplier selection fields months later. Use full, business-recognizable names rather than internal shorthand that only one team understands. Before creating a new entry, search the existing list carefully. Do not create separate values that mean the same thing, such as different capitalization, abbreviations, or singular and plural forms. For example, avoid keeping both “Manufacturer” and “Manufacturers” if users would apply them in the same situation. Keep the classification model focused. If a distinction will not change how users maintain, review, or organize Products and Sub-suppliers, it may not need its own type. A short, agreed list is easier to maintain and leads to more reliable purchasing data. ## Create and Maintain Purchasing Product Types Use the **Product types** list to make the approved purchasing classifications available when users maintain Products. Create a type only after confirming that it does not already exist under another spelling or format. 1. In Pams, open **Configuration** and select **Product types**. 2. Review the existing Product Type entries. Look for a value that already describes the product grouping you need. Check close variations in spelling, capitalization, and singular or plural wording. 3. Select the action for creating a new Product Type record. 4. Enter the Product Type name using the same terminology purchasing users use when classifying Products. Keep the name clear enough that a user can select it without needing an explanation in a note. 5. Save the new entry using **Save**. If you are finished with the list, use **Save and Close** where available. 6. Return to the **Product types** list and confirm that the new name appears with the other available values. Check the wording one more time before users begin selecting it on Product records. [SCREENSHOT: A Product types list with a new Product Type entry ready to save.] When a business term changes, update the existing Product Type instead of creating a nearly identical replacement. For example, if the approved business label changes, revise the existing entry so users continue to select one consistent value. If a Product Type is no longer used, deactivate it rather than deleting it or creating a replacement with a similar meaning. Deactivating a retired type helps preserve the classification already used on existing Product records while preventing new inconsistent selections. Before renaming or deactivating a Product Type, check the Products that use it. If users still need the type for active purchasing, sales, BOM, MRQ, or project work, agree on the replacement name and update affected Product records in a controlled way. ## Create and Maintain Supplier Types Use **Supplier Types** to describe how each Sub-supplier participates in your procurement workflow. These entries should identify a supplier’s role, such as whether the supplier is a manufacturer, distributor, service supplier, or subcontractor. Do not use this list to store individual supplier names. 1. In Pams, open **Configuration** and select **Supplier Types**. 2. Review the current Supplier Type entries before adding a new one. Check whether an existing type already represents the supplier role you need. 3. Select the action to create a new Supplier Type record. 4. Enter a clear Supplier Type name. Use a role-based label that purchasing users can recognize when maintaining a Sub-supplier. For example, use one label consistently for suppliers that manufacture products rather than creating different labels for the same role. 5. Save the entry with **Save**, or choose **Save and Close** after confirming the name. 6. Review the **Supplier Types** list after saving. Confirm that the entry appears once, uses the intended wording, and does not duplicate another value. [SCREENSHOT: The Supplier Types list showing role-based entries such as Manufacturer, Distributor, and Service Supplier.] Update a Supplier Type when the approved business label changes. Keep the revised name meaningful for users who review existing Sub-suppliers, purchase Offers, RFQs, and POs. When a supplier classification is retired, deactivate the Supplier Type rather than replacing it with a near-duplicate. Preserve any type that remains assigned to existing supplier records until those records have been reviewed. If you need to reclassify active suppliers, agree on the replacement Supplier Type first, then update the affected Sub-suppliers so the supplier data remains consistent. Avoid creating a Supplier Type for a single supplier. Supplier names belong on the individual Sub-supplier record; **Supplier Types** should remain a reusable list of procurement roles. ## Apply Types When Maintaining Products and Suppliers After the lists are prepared, use the approved values whenever you create or update a **Product** or **Sub-supplier** record. Consistent selection is what makes the configuration useful across purchasing, product management, and project-related work. 1. Open **Products** and select the Product you want to maintain, or create a new Product. 2. Locate the **Product Type** field on the Product record. 3. Select the appropriate value from the available Product Type list. Choose the type that reflects the product’s purchasing grouping, not a description of one specific sales job, client, or project. 4. Save the Product using **Save** or **Save and Close**. 5. Open the relevant **Sub-suppliers** or supplier record. 6. Locate the **Supplier Type** field and select the supplier’s procurement role from the Supplier Types list. 7. Save the supplier record after confirming that the selected type matches the supplier’s actual role in your purchasing workflow. [SCREENSHOT: A Product record with the Product Type field selected, alongside a supplier record with the Supplier Type field selected.] Use the selection fields rather than entering the same classification in **Description**, **Commercial Notes**, **Technical Notes**, or other free-text areas. A selected Product Type or Supplier Type gives all users the same wording and makes it easier to review related records consistently. Before changing the name or availability of a type, review the Products or Sub-suppliers currently using it. Renaming a widely used value affects how users understand existing master data. Deactivating a value without checking its assignments can leave users uncertain about which classification should be used for future records. When teams use the same terms in Products, Sub-suppliers, BOMs, MRQs, RFQs, and POs, purchasing decisions are easier to review because the underlying records follow a shared vocabulary. ## Verify Product and Supplier Type Configuration Verify each new or updated classification through the same screens where users will select it. This confirms that the value was saved correctly and is available to the people who maintain Products and Sub-suppliers. 1. Open an existing test Product or create a Product that you can use for checking the configuration. 2. Locate the **Product Type** field and open its selection list. 3. Confirm that the new or updated Product Type appears with the correct wording. Select it, then save the Product to confirm that Pams retains the selection. 4. Open an existing test Sub-supplier or a supplier record that you can use for checking. 5. Locate the **Supplier Type** field and open its selection list. 6. Confirm that the new or updated Supplier Type is available. Select it and save the supplier record. 7. Return to **Product types** and **Supplier Types** in **Configuration** to confirm that the saved entries are still present and correctly named. If a type does not appear in a selection field, check the following points: - Confirm that you selected **Save** after creating or updating the type. - Confirm that the type is active and has not been deactivated. - Confirm that you are checking the correct list: **Product types** for Products and **Supplier Types** for Sub-suppliers. - Confirm that your user role can open the relevant Product or supplier maintenance area. - Refresh your review by closing and reopening the Product or supplier record. If duplicate values appear in a selection list, decide which entry is the approved one. Update affected Product or Sub-supplier records to use that approved value, then deactivate the redundant entry. Do not leave several nearly identical values available, because users will select them differently and reduce the consistency of purchasing data. ## Overview **Product types** and **Supplier Types** provide a controlled classification vocabulary for two important areas of Pams: Product maintenance and supplier maintenance. The values you create in these configuration lists become choices that users select on individual records. A **Product Type** describes the purchasing grouping of a Product. This helps purchasing users apply the same classification to products with similar procurement characteristics. For example, a team can distinguish items used as raw materials from packaging, consumables, or finished goods when those distinctions are meaningful to its work. A **Supplier Type** describes the procurement role of a Sub-supplier. It identifies what the supplier provides to the purchasing process, such as manufacturing, distribution, services, or subcontracted work. It does not replace the supplier’s name, address, contact information, or other information maintained on the supplier record. The value of this setup comes from consistency: - Users choose the same approved terms on Product and Sub-supplier records. - Purchasing teams can read records without interpreting personal abbreviations or notes. - Product and supplier master data remains understandable when staff members change. - Teams can review classifications consistently while working with BOMs, MRQs, RFQs, purchase Offers, and POs. - Retired values can be deactivated so users do not continue selecting outdated classifications. [SCREENSHOT: A comparison showing Product Type on a Product record and Supplier Type on a Sub-supplier record.] Keep the lists concise and stable. Each entry should represent a real distinction that users need while maintaining Products or Sub-suppliers. If a proposed type does not affect how users classify, review, or manage a record, record-specific details may belong in fields such as **Description**, **Commercial Notes**, or **Technical Notes** instead. ## Prerequisites Complete the following checks before creating or changing entries in **Product types** or **Supplier Types**: - You can sign in to Pams and open **Configuration**. - You can open the **Product types** and **Supplier Types** lists, or you have confirmed who can maintain them. - You understand how your purchasing team currently groups Products and identifies Sub-supplier roles. - You have reviewed existing entries for duplicates, abbreviations, alternative spellings, and outdated names. - You have agreed on the approved wording for any new Product Type or Supplier Type. - You know which users are responsible for selecting types on **Products** and **Sub-suppliers**. - You have identified any existing Product or supplier records that may need updating after a type is renamed or retired. For Product types, review the purchasing distinctions that matter to your team. Focus on meaningful product groupings rather than creating a separate type for every product family, project, client, or Principal. Product-specific details can remain on the individual Product record. For Supplier Types, identify the roles that matter in your SRM and purchasing workflow. Use one agreed label for each role. For example, decide whether your team will use “Distributor” or another approved business term, then apply that same term across all relevant Sub-suppliers. If you are also changing product categories, coordinate the two decisions. A Product Category and a Product Type can support different ways of organizing Products, so avoid using them as duplicate lists. For category setup, see [Configuring Product Categories](doc:configuring-product-categories). Before deactivating a type, review the Products or Sub-suppliers that already use it and agree on whether they should retain the existing value or move to another approved classification. ## Preparing the Commercial Terms Configuration Commercial terms provide the controlled lists that sales users select when preparing Pricing Offers, Offers, and Orders. Before changing these lists, confirm that your user access allows you to work in **Configuration**. Commercial terms affect how users describe quantities, delivery conditions, payment arrangements, commercial costs, margins, and guarantee requirements, so changes should reflect your approved sales policy. Collect the terms your sales team currently uses in active customer transactions. Compare these with the existing entries in Pams before entering anything new. This reduces the risk that users see near-identical choices such as two payment methods with slightly different names or duplicate delivery terms. Prepare the following information: - **Item Units** used for sales items, packages, service periods, or project quantities. - **Cost Items** that identify commercial costs separately from the main sales item. - **Margin Items** that identify the margin components used in your commercial calculations. - **Delivery Terms** and any related **Delivery Term Code** values your team uses. - **Payment Methods** and, where used, the related **Payment Method Code**. - **Guarantee Types** and the conditions that distinguish them. Decide which entries should be available as standard choices across your sales work. Where genuinely different commercial scenarios need separate choices, give each entry a clear business name that makes the distinction obvious to sales and finance users. For example, do not create another entry merely because a user prefers a different spelling of an existing term. [SCREENSHOT: The Configuration area showing the commercial-term lists, including Item Units, Delivery Terms, Payment Methods, and Guarantee Types.] Review each existing list for entries that are unclear, duplicated, or no longer appropriate for current sales work. If an existing entry already represents the required term, use and maintain that entry instead of creating a second version. This preparation keeps commercial selections consistent across Pricing Offers, Offers, Orders, and related financial documents. ## Defining Item Units and Cost Items Set up **Item Units** first so sales users can express the quantity of each Sales Item consistently. The unit selected for an item should match how the customer, Principal, or Sub-supplier understands the quantity: an individual item, a package, a service period, or a project-related quantity. Clear units make Pricing Offers and Offers easier to review and reduce uncertainty when an order moves into delivery or invoicing. 1. In **Configuration**, open **Item Units**. 2. Review the current entries before creating or changing an item unit. Look for an existing unit that already matches the quantity your sales team needs to describe. 3. Enter a clear **Name** for each required unit. Use a name that users can recognize quickly when selecting it for a Sales Item. Where the form includes **Description**, use it to explain the unit only when its purpose may not be obvious from the name. 4. Select **Save** after completing each entry. Use **Save and Close** when you have finished working in the item-unit form. 5. Open **Cost Items** in **Configuration**. Cost Items identify commercial costs that must be visible separately from the primary Sales Item when users prepare commercial figures. 6. Create or update each approved Cost Item using a distinct **Name**. If a cost needs further clarification, enter a concise **Description** that explains its commercial meaning. Keep the name focused on the cost itself rather than on a specific customer or one-off deal. 7. Select **Save**, then return to the Cost Items list to confirm that the new or updated name is easy to distinguish from the other choices. Avoid creating Cost Items for amounts that belong in the product price or for margin-related entries. Cost Items should help users identify commercial costs clearly; margin components belong in **Margin Items**. Keeping these lists separate helps users select the correct type of entry when they prepare a commercial scenario. [SCREENSHOT: An Item Units form and a Cost Items form, highlighting the Name, Description, Save, and Save and Close controls.] ## Setting Up Margin Items **Margin Items** identify the margin components your organization uses in sales commercial calculations. They give sales and finance users a controlled selection instead of relying on inconsistent descriptions entered separately for each deal. A Margin Item should describe the business meaning of the margin component clearly enough for someone reviewing a Pricing Offers or Offer to understand what was selected. 1. From **Configuration**, open **Margin Items** and review the available records. Check whether the margin component you need already exists under a clear, approved name. 2. Add a Margin Item only when it represents a distinct margin component required by your sales scenarios. Do not create a second entry simply because an existing name could be phrased differently. 3. Enter the **Name** users should see when selecting the Margin Item. Choose wording that reflects the commercial meaning used by your sales and finance teams. Use **Description** where an explanation is needed to distinguish similar margin components. 4. Select **Save** to retain the entry. If you have finished entering margin components, select **Save and Close**. 5. Return to the Margin Items list and compare the new entry with the existing records. Confirm that users can distinguish it from all other available choices without needing to open each record. Keep Margin Items separate from **Cost Items**. A Cost Item represents a commercial cost that needs separate identification. A Margin Item represents a margin-related component. Mixing these categories can make commercial selections harder to interpret and can Inquiry users to choose the wrong entry when preparing a Pricing Offers or Offer. Check the list against your approved sales scenarios, including Principal-related work and direct sales work where the commercial treatment differs. Every required margin component should be available, but the list should remain focused enough that users can select the correct term confidently. ## Creating Delivery Terms and Payment Methods **Delivery Terms** and **Payment Methods** give sales users consistent, selectable wording for two key parts of a commercial agreement: how delivery is arranged and how the customer is expected to settle the sales amount. Set up these lists carefully before users begin preparing Offers or confirming Orders. 1. In **Configuration**, open **Delivery Terms**. Review the existing records before adding a new entry so that you do not create duplicate wording for the same delivery condition. 2. Enter the **Delivery Term** using the wording approved for customer transactions. If your organization uses a short identifier, complete the related **Delivery Term Code** with the matching approved code. Use **Description** only where the delivery condition needs additional clarification. 3. Select **Save**. Review the Delivery Terms list and confirm that each available term can be identified clearly from its name and code. 4. Open **Payment Methods** in **Configuration**. Check the existing choices against the payment arrangements your sales team uses with customers. 5. Enter each approved **Payment Method** with a clear name. Where your commercial policy uses one, enter the related **Payment Method Code**. Keep the name meaningful to the user selecting it during commercial preparation. 6. Select **Save** for each Payment Method. Use **Save and Close** after completing the list. 7. Review both lists together. Confirm that the configured Delivery Terms and Payment Methods cover standard customer transactions as well as approved exceptions that must be presented separately. Use consistent wording. If the same delivery condition or payment arrangement appears with minor variations in spelling, users may select different entries for the same commercial situation. This makes Offers and Orders harder to compare and can create avoidable questions during delivery, AR Invoice preparation, and payment follow-up. [SCREENSHOT: Delivery Terms and Payment Methods forms showing Delivery Term, Delivery Term Code, Payment Method, Payment Method Code, Description, and Save.] ## Registering Guarantee Terms Use **Guarantee Types** to create consistent selections for guarantee conditions that may be offered, requested, or required as part of sales commercial terms. A controlled list helps users select an approved term rather than entering a different free-text description for each Pricing Offers, Offer, or Orders. 1. In **Configuration**, open **Guarantee Types** and review the existing records. Identify entries that already cover the guarantee conditions used by your organization. 2. Add a guarantee entry when a required condition is not already represented. Enter a clear **Name** that sales users can recognize when selecting the guarantee for a commercial scenario. 3. Use **Description** to state the business distinction where similar guarantees have different contractual purposes. Keep the description focused on the condition that makes the guarantee different from another available choice. 4. Select **Save** for each guarantee entry. Select **Save and Close** when you have completed the approved guarantee list. 5. Review the available Guarantee Types against your commercial policy. Confirm that each term reflects an approved condition and that users can tell the available options apart from the names shown in the list. Where applicable to your organization’s sales work, keep distinct entries for different guarantee purposes, such as **Bid Bond**, **Performance Bond**, and **Warranty Bond**. Do not combine separate conditions into a single broad entry if users need to identify them independently in customer-facing commercial terms. Avoid adding a guarantee type for a single unapproved customer request. First ensure that the condition is accepted under your commercial policy. Once it is approved as a selectable term, use a name that remains useful across future transactions rather than one that refers to a specific customer, project, or Sales Job Number. [SCREENSHOT: The Guarantee Types list with clearly named guarantee entries and an open record showing Name, Description, Save, and Save and Close.] ## Verifying the Configured Commercial Terms After maintaining the commercial-term lists, verify that users will see the intended choices in a sales commercial workflow. Testing a representative scenario confirms that the selected terms are understandable, distinct, and complete before your team relies on them in live customer transactions. 1. Open a sales workflow where commercial selections are prepared, such as a **Pricing Offers**, **Offer**, or **Orders**. Use an appropriate record or a permitted working record for this review. 2. Check the Item Unit selection for a Sales Item. Confirm that the required **Item Units** appear with clear names and that users can distinguish units used for different quantities, packages, service periods, or project quantities. 3. Review the available **Cost Items** and **Margin Items**. Confirm that commercial costs appear separately from margin-related components and that their names make the difference clear. 4. Check the available **Delivery Terms**. Where codes are used, confirm that the **Delivery Term Code** matches the intended delivery condition. 5. Check the available **Payment Methods** and confirm that each **Payment Method Code**, where present, corresponds to the correct payment arrangement. 6. Review the **Guarantee Types** available for selection. Confirm that each guarantee name reflects an approved commercial condition and can be distinguished from other guarantee choices. 7. Test one representative commercial scenario that requires an Item Unit, Cost Item, Margin Item, Delivery Term, Payment Method, and Guarantee Type. Review the selected values together before saving the sales record. If you find a missing, duplicate, or unclear term, return to the relevant list in **Configuration** and correct the entry before it is used in live work. Prefer updating an unclear **Name**, **Description**, or code on the correct existing record rather than creating a duplicate record. Recheck the sales workflow after saving the correction to confirm that the revised choice appears as intended. ## Overview Sales commercial terms in Pams provide the controlled choices that sales users apply while preparing the commercial details of a deal. They support consistent work across the sales cycle, from Pricing Offers and Offers through Orders, delivery coordination, invoicing, and payment follow-up. The commercial terms covered in this configuration are: - **Item Units**, which describe how a Sales Item quantity is expressed. - **Cost Items**, which identify commercial costs separately from the main Sales Item. - **Margin Items**, which identify margin-related components used in commercial calculations. - **Delivery Terms**, which describe the approved delivery conditions for customer transactions. - **Payment Methods**, which describe how customers are expected to settle sales amounts. - **Guarantee Types**, which identify approved guarantee conditions for commercial commitments. These lists are important because users select their entries directly when building commercial records. When terms are clear and standardized, a sales user can prepare an Offer using the same commercial language that another user will recognize when reviewing the related Orders, Delivery Note, AR Invoice, or payment status. Commercial terms also support consistent reporting and review. For example, separate Cost Items and Margin Items make it easier to understand the components selected for a deal. Consistent Delivery Terms and Payment Methods make commercial commitments easier to compare across Offers and Orders. Clearly separated Guarantee Types help users identify the required contractual condition without relying on varied descriptions. Use this configuration to maintain approved, reusable choices—not to record one-off commercial notes for an individual transaction. Enter deal-specific information in the relevant Pricing Offers, Offer, or Orders. Maintain this configuration when your organization approves a new standard term, changes the wording of an existing approved term, or finds that users cannot distinguish the available choices. ## Prerequisites Before maintaining sales commercial terms, make sure the following information and access are available: - User access that permits you to work in **Configuration** and maintain the relevant commercial-term lists. - The approved list of **Item Units** used by your sales team for products, packages, service periods, and project quantities. - The approved **Cost Items** and **Margin Items** used in commercial calculations. - The delivery conditions and any approved **Delivery Term Code** values used in customer transactions. - The customer payment arrangements and any approved **Payment Method Code** values. - The approved **Guarantee Types** and the business conditions that distinguish them. - Existing commercial-term records in Pams, reviewed before new records are added. Confirm the business meaning of each term with the people responsible for sales commercial policy and financial review. In particular, ensure that users will be able to tell a Cost Item from a Margin Item, and that similar Delivery Terms, Payment Methods, or Guarantee Types have clearly different names or codes. Keep the terms aligned with the language used in your customer-facing commercial documents. A user selecting a Delivery Term or Payment Method in an Offer should recognize the same approved wording when the transaction moves forward to a Orders and later financial documents. If a required term is not yet approved for regular sales use, do not add it merely to complete the list. Maintain only the terms your organization has agreed users may select. This keeps the available choices focused and prevents inconsistent commercial commitments. After commercial terms are in place, continue with [Configuring Sales Lifecycle Statuses](doc:configuring-sales-lifecycle-statuses) to define the statuses used to track sales records through their lifecycle. ## Map Your Sales Lifecycle to Status Groups Before changing any status values, agree how your sales team moves work from an **Inquiry** to an **Offer** and then to a **Orders**. Statuses should help users understand the current business position of a record at a glance, without having to open comments, activities, or related documents. Use each status group for a different part of the sales lifecycle: | Sales record | Use its status to show | Keep separate from | |---|---|---| | **Inquiry** | The progress of incoming sales interest and qualification | Offer preparation and order processing | | **Offer** | The progress of a Offers or commercial offer | The customer’s committed order and delivery work | | **Orders** | The processing condition of a confirmed customer order | The likelihood of prospective business | | **Order Chance** | The potential or progress of a possible sale | The operational condition of an existing Orders | An **Inquiry Stage** should show what is happening while the team is reviewing customer interest, requirements, and commercial potential. Once the work is ready to become a Offers, users should recognize that they need to continue in the offer-related workflow rather than leave the record in an inquiry-only status. An **Offer Status** should show whether the team is preparing an offer, has issued it, is following it up, or has stopped pursuing it. After the customer commits, the **Order Status** should take over and reflect the customer order lifecycle. Keep **Order Chance** separate from **Order Status**. An order chance helps sales users describe prospective business before, or while assessing whether, a customer commitment is likely. An order status describes work on a Orders after the customer commits. Review your current labels with sales representatives and administrators. Flag labels that have the same meaning, are no longer used, or are unclear without explanation. For commercial rules such as delivery, payment, and commission-related terms, use [Configuring Sales Commercial Terms](doc:configuring-sales-commercial-terms) rather than creating status labels to carry that information. [SCREENSHOT: Sales Configuration showing the separate lists for Inquiry Stage, Offer Status, Order Status, and Order Chance statuses] ## Prepare the Status Values You Need Prepare the complete set of status names before editing the lists in **Sales Configuration**. This gives the sales team a shared vocabulary and avoids creating similar labels later, such as two versions of “In Progress” with different meanings. For **Inquiry Stage**, identify the conditions users need to distinguish while qualifying inbound sales interest. Your list may need labels for an inquiry that has just been received, is being reviewed, needs further information, is actively being qualified, or is closed. Keep each label focused on the condition of the Inquiry, not on an individual action such as “Call customer.” For **Offer Status**, agree on labels that describe Offers progress. Include the stages that matter before an offer becomes a Orders: preparation, active customer review, follow-up, revision, expiry, and offers that are no longer being pursued. If your team uses approvals, ensure the wording clearly distinguishes an offer awaiting review from an offer that has been sent to the customer. For **Order Status**, list the stages used after customer commitment. These should reflect the order-handling lifecycle, such as an order awaiting activation, being processed, ready for shipment, delivered, cancelled, or otherwise closed. Use the terminology already understood by the teams handling Orders, Delivery Notes, and invoicing. For **Order Chance**, define labels that sales users can apply consistently to prospective business. These labels should express the current potential of the Sales Job or the confidence in expected business, rather than describe delivery or invoicing progress. When reviewing candidate labels, test each one with these questions: - Can a sales representative choose this value without asking for clarification? - Does it describe one clear business condition? - Does it belong only to an Inquiry, Offer, Orders, or Order Chance? - Would two users apply it in the same situation? Write down the agreed meaning beside each label. This reference is especially useful when new sales representatives, account managers, or administrators join the team. ## Configure Inquiry and Offer Statuses Use **Sales Configuration** to align the status lists that sales users select while working with **Inquiries** and **Offers**. Make changes carefully, because these labels should remain understandable in existing records as well as newly created ones. 1. Open **Configuration**, then open **Sales Configuration**. Locate the settings for **Inquiry Stage**. 2. Review the existing Inquiry Stage values. Compare each label with the list your team prepared. Keep labels that remain clear and actively used. Update labels that do not match your team’s terminology, and remove redundant or obsolete values from the list where appropriate. 3. Add the Inquiry Stage values needed for qualifying customer interest. Use short, business-focused names that show the Inquiry’s condition. Avoid using a sales representative’s name, a temporary reminder, or a detailed explanation as a status label. 4. Click **Save** after completing the Inquiry Stage list. Reopen the list and read the labels in their displayed order to confirm that users can identify the correct choice quickly. 5. In **Sales Configuration**, open the settings for **Offer Status**. Review the existing values before adding new ones. 6. Create or update Offer Status values to distinguish offers in preparation, offers that are active with the customer, offers being followed up, and offers no longer being pursued. Use a separate value for an expired offer if your team needs to identify offers whose validity period has passed. 7. Click **Save**. Read the Inquiry Stage and Offer Status lists together. A user should be able to see when an Inquiry has reached the point where offer-related work begins, and when an Offer has moved beyond active Offers work. [SCREENSHOT: Inquiry Stage and Offer Status lists in Sales Configuration, with clear separate values for qualification and Offers progress] Do not use an Offer Status to describe a confirmed Orders. Once the customer has committed, continue status tracking through the Orders workflow. ## Configure Order and Order-Chance Statuses Configure **Order Status** values for committed customer business, then configure **Order Chance** values for the sales potential of prospective business. Keeping these lists separate prevents operational teams from confusing a likely Sales Job with an order that is already being processed. 1. In **Configuration > Sales Configuration**, open the settings for **Order Status**. 2. Review every existing Order Status against the way your team handles a **Orders**. Retain labels that clearly show the order’s current condition. Update wording that is unclear, and remove values that duplicate another order condition or no longer match your process. 3. Add the Order Status values required for your customer order lifecycle. Use labels that support the handoff from confirmed order through processing, shipment-related work, delivery, cancellation, or closure. Sales representatives, purchasing users, warehouse users, and finance users should be able to understand the order’s condition from the selected value. 4. Click **Save** and review the displayed list. Ensure that each Order Status describes the Orders itself, not the probability of winning the work. 5. Open the settings for **Order Chance** in **Sales Configuration**. 6. Add or update Order Chance values that sales users can apply when tracking potential business. These values should communicate the Sales Job’s current prospect or sales progress. Agree on what evidence is needed before a user selects each value, such as customer engagement, commercial alignment, or an expected order decision. 7. Click **Save**. Compare the Order Status and Order Chance lists side by side. If the same label appears in both lists but means the same thing, rename or remove the overlapping value so each list has one clear purpose. For example, a status that means “ready for shipment” belongs in **Order Status**, because it relates to a customer order being processed. A status that means a potential sale is progressing belongs in **Order Chance**, because it relates to prospective business rather than order fulfillment. [SCREENSHOT: Order Status and Order Chance settings, illustrating separate operational and sales-potential labels] ## Standardize Status Names Across Sales Records Use a consistent naming approach across **Inquiry Stage**, **Offer Status**, **Order Status**, and **Order Chance**, while keeping the four lists distinct. Consistency helps sales users choose values correctly when moving between **Inquiries**, **Offers**, **Orders**, and sales performance discussions. Choose short labels that describe a clear business condition. A status should answer “Where is this record in its lifecycle?” rather than “What should one person do next?” For example, a label that describes a record as being reviewed is a lifecycle condition. A label that describes an individual follow-up task belongs in **Tasks** or **Activities**, not in a status list. Apply these naming rules when reviewing the four status groups: - Use a label only once when it has one meaning in one lifecycle stage. - Avoid labels that could apply to any record type without context, especially vague terms such as “In Progress.” - Use related wording where the business meaning is genuinely related, but do not treat an Inquiry, Offer, and Orders as interchangeable. - Keep the customer commitment point clear: an Offer is still a Offers; a Orders represents committed customer business. - Keep Order Chance focused on prospective business, not order processing, shipment, delivery, or invoicing. Maintain a short internal reference that records the intended meaning of every configured value. For each label, note the status group where it belongs, when users should select it, and who agreed the definition. When administrators later add, rename, or remove a label, they can check that reference before changing **Sales Configuration**. Also review any lists used in reports, dashboards, and sales meetings. If sales managers refer to “active offers” or “delivered jobs,” make sure the configured status names support the same shared language without forcing users to interpret several nearly identical labels. [SCREENSHOT: A status-definition reference showing the status group, label, and agreed business meaning for each configured value] ## Verify Statuses in the Sales Lifecycle After saving the four status lists, verify them in the sales screens where users make daily updates. This confirms that the labels are clear in context and that the team can distinguish inquiry qualification, offer progress, order processing, and Sales Job potential. 1. Open an existing **Inquiry**, or create an Inquiry for testing. Locate the **Inquiry Stage** field and review the available values. Confirm that each option is understandable and that users can identify the correct stage for a newly received or reviewed inquiry. 2. Open an existing **Offer**, or prepare an Offer linked to an Inquiry. Review the **Offer Status** field. Confirm that the available labels describe Offers progress, including preparation, active customer consideration, follow-up, revision, expiry, or offers no longer being pursued where those values are part of your agreed list. 3. Open a **Orders** and review the **Order Status** field. Confirm that the options describe the order-processing lifecycle after the customer commits. The list should support the work performed before delivery and invoicing without using sales-likelihood language. 4. Review the **Order Chance** field or record used by your sales team. Confirm that its values show the potential or progress of prospective business. Check that none of these choices duplicates an operational order condition such as shipment readiness or delivery. 5. Ask a sales representative and an administrator to select statuses for a small set of real records. Compare their choices. If they interpret a label differently, return to **Sales Configuration**, update the wording, and click **Save**. Use this review to identify records carrying old or unclear values. Where needed, update those records to the approved terminology so list views, reports, and sales discussions use the same lifecycle language. ## Overview Sales lifecycle statuses give Pams users a shared way to describe the condition of work across **Inquiries**, **Offers**, **Orders**, and **Order Chance** tracking. They are not commercial terms, customer notes, or personal reminders. Each status value should communicate one business condition that a sales representative, account manager, sales manager, or administrator can understand from the selected field. The four status groups support different decisions: - **Inquiry Stage** helps the team manage qualification of incoming customer interest. - **Offer Status** shows how a Offers is progressing before the customer commits. - **Order Status** supports processing of a confirmed Orders through the customer order lifecycle. - **Order Chance** helps sales users communicate the potential of prospective business without implying that an order is already being processed. Clear statuses improve the quality of Sales Jobs, Offers, Orders, and sales reporting because users can filter, review, and discuss records using the same agreed terms. They also reduce the need to interpret free-text comments when checking whether an offer remains active, an inquiry needs qualification, or an order has reached a particular processing condition. Configure statuses as a controlled set of shared values in **Sales Configuration**. Avoid adding a new value for an unusual one-off situation. Instead, use the existing status that best represents the lifecycle condition and record additional context in the relevant notes, comments, or Activities. Commercial conditions such as **Payment Method**, **Payment Period**, **Delivery Term**, **Commission (%)**, and **Margin** are managed separately. If you need to review those settings, see [Configuring Sales Commercial Terms](doc:configuring-sales-commercial-terms). ## Prerequisites Before working in **Configuration > Sales Configuration**, make sure the people responsible for sales administration agree on the current sales lifecycle. Status labels affect how users describe records in **Sales Jobs**, **Inquiries**, **Offers**, and **Orders**, so they should not be changed by one person without alignment from the relevant sales and operational teams. Prepare the following before editing **Inquiry Stage**, **Offer Status**, **Order Status**, or **Order Chance**: - Access to **Configuration** and **Sales Configuration** in Pams. - A reviewed list of the status labels currently used by sales representatives and administrators. - Agreement on the handoff point from an **Inquiry** to an **Offer**, and from an Offer to a **Orders**. - Agreement on which labels describe a confirmed order’s processing condition and which labels describe the potential of prospective business. - A decision about obsolete, duplicate, or unclear labels that should be renamed, replaced, or removed. - A short definition for every new or changed label, including when users should select it. Review existing **Sales Jobs**, **Offers**, and **Orders** before making broad changes. If users currently rely on a label with a local or historical meaning, agree on its replacement before removing it from the configuration list. This avoids confusion when managers review existing records or when sales representatives update work already in progress. Coordinate status naming with the teams that use connected workflows. For example, order-processing labels should be recognizable to users handling **Delivery Notes**, **Invoices**, and customer follow-up. However, do not add delivery, payment, or commission detail to an Order Chance label; those details belong to the relevant sales, delivery, invoice, or payment record. After completing lifecycle status configuration, continue with [Configuring Sales Exception Reasons](doc:configuring-sales-exception-reasons) to set up the reasons users select when sales work is lost, regretted, cancelled, or rejected. ## Identify Which Sales Exception Reason to Maintain Pams uses four separate reason lists to record why a sales record did not proceed as expected. Select the list that matches the outcome you want users to record. Keeping these lists separate makes the resulting sales analysis clearer and prevents users from choosing a reason that belongs to a different stage of the sales process. | Reason list | Use it when users record | |---|---| | **Lost Reasons** | A sales Sales Job or Sales Job is marked as **Lost**. | | **Regret Reasons** | An offer outcome is recorded as **Regretted To Offer**. | | **Cancellation Reasons** | Sales activity is cancelled outside the specific Orders cancellation outcome. | | **Order Cancellation Reasons** | A confirmed or active Orders is cancelled. | Use a **Lost Reason** when the Sales Job has been assessed and the team records it as a loss. For example, the reason may identify a commercial, timing, or client-related outcome that caused the Sales Job to be marked **Lost**. Use a **Regret Reason** when the relevant outcome is **Regretted To Offer**. Keep these reasons focused on outcomes that your team wants to distinguish from a standard lost Sales Job. This distinction is important when sales managers review the offer pipeline and identify why offers did not turn into orders. Use a **Cancellation Reason** for cancelled sales activity where Pams asks for a general cancellation outcome. Use an **Order Cancellation Reason** only when cancelling a Orders. Even where the business issue sounds similar, the two lists can support different analysis: one shows earlier sales-process cancellations, while the other shows cancellations after an order has reached the Orders stage. [SCREENSHOT: The four sales exception reason lists—Lost Reasons, Regret Reasons, Cancellation Reasons, and Order Cancellation Reasons—shown in Sales Configuration.] Consistent selection matters. If one user records “Price” while another records “High price,” “Pricing issue,” or “Client budget,” reports split one business issue across several labels. Agree on clear reason names, then ask users to select the closest approved value whenever they mark a Sales Job, offer, or Orders as an exception. ## Open the Sales Exception Reason Configuration You need administrator access in Pams to maintain the reason lists used across Sales Jobs, offers, and Orders. If you cannot open the Configuration area or cannot save a change, ask the person who manages Pams users, roles, and access to review your permissions. 1. Open **Configuration** in Pams. 2. Open the sales configuration area. Look for the reason lists named **Lost Reasons**, **Regret Reasons**, **Cancellation Reasons**, and **Order Cancellation Reasons**. 3. Choose the list that matches the sales outcome you are maintaining. Do not add a Orders cancellation reason under **Cancellation Reasons**, and do not add a loss-analysis reason under **Regret Reasons**. 4. Review the entries already shown in the selected list before starting a new record. Look for alternate spellings, singular and plural versions, or names that describe the same outcome. 5. Open an existing entry when you need to confirm its wording before adding a new one. Use the displayed **Reason Name** as the basis for comparison. 6. Start a new reason record only when the business outcome is not already covered by a clear existing entry. Enter the new wording and select **Save** or **Save and Close**. [SCREENSHOT: A reason list in Configuration showing existing entries and the Reason Name field on a selected entry.] Use the exact list name as your guide. The value becomes available only in the matching workflow. For example, an entry created in **Lost Reasons** is intended for the **Lost** outcome; it is not a replacement for a reason that should appear when a user cancels a Orders. Before saving, read the full list as a sales user would. If “Client withdrew” and “Customer withdrawal” mean the same thing, keep one approved label instead of creating both. A concise list makes it faster for users to make a meaningful selection during time-sensitive sales updates. For related configuration of the normal progression of a Sales Job, offer, and order, see [Configuring Sales Lifecycle Statuses](doc:configuring-sales-lifecycle-statuses). Lifecycle statuses show where work stands; exception reasons explain why a record left the expected path. ## Create and Maintain Lost and Regret Reasons Maintain **Lost Reasons** and **Regret Reasons** as separate lists because Pams uses them for different sales outcomes. Write each **Reason Name** so a sales representative can choose it quickly and a sales manager can understand it later in analysis without opening the original Sales Job or offer. 1. In **Configuration**, open **Lost Reasons**. 2. Review the current entries. Search visually for a reason that already describes the outcome you need to capture. 3. Start a new Lost Reason record when no suitable entry exists. 4. Enter a short, specific value in **Reason Name**. Use wording that identifies the business outcome rather than a vague label such as “Other issue.” 5. Select **Save** or **Save and Close** to make the reason available when a Sales Job is marked **Lost**. 6. Return to the sales configuration area and open **Regret Reasons**. 7. Create a Regret Reason only for outcomes your team records as **Regretted To Offer**. Enter a distinct **Reason Name**, then select **Save** or **Save and Close**. [SCREENSHOT: A Lost Reason record with the Reason Name field completed and the Save and Save and Close actions visible.] When maintaining existing reasons, open the record and update **Reason Name** if the label is unclear or inconsistent. For example, replace an abbreviation that new sales team members may not understand with a plain-language description. Save the revised wording so future selections and reporting use the improved label. Avoid changing a label so completely that its historical meaning becomes misleading. A reason used in older lost-sales analysis should continue to make sense when shown in past reports. If a new business situation needs a different label, add a separate reason instead of repurposing an older one. Remove duplicate entries only after checking whether they represent truly identical outcomes. Where Pams provides a removal action for the selected entry, use it for an unused duplicate. If a duplicate has already been selected on Sales Jobs or offers, retain a meaningful label for historical analysis and direct users to use the preferred reason going forward. ## Create and Maintain Cancellation Reasons Cancellation reasons should show why a sales record stopped, while order-cancellation reasons should show why a Orders stopped after reaching the order stage. Maintaining both lists carefully gives your team useful separation between early sales cancellations and cancelled order commitments. 1. In **Configuration**, open **Cancellation Reasons**. 2. Review the existing **Reason Name** values and identify whether the reason you need is already available. 3. Start a new Cancellation Reason record for a general sales-process cancellation outcome. 4. Enter a concise, recognizable **Reason Name** and select **Save** or **Save and Close**. 5. Return to the sales configuration area and open **Order Cancellation Reasons**. 6. Create an entry in this list only when it should be selected while cancelling a **Orders**. 7. Enter the order-stage wording in **Reason Name**, then select **Save** or **Save and Close**. [SCREENSHOT: The Cancellation Reasons and Order Cancellation Reasons lists shown side by side, with clearly different reason names.] Use distinct wording when the same broad business issue needs different analysis at different stages. For example, your team may need one reason for a sales cancellation before an order is active and another reason for an order that was later cancelled. The names should make the stage clear when viewed in reports. Keep each list focused. A long list of overlapping entries Inquiry users to choose whichever value looks closest, which weakens cancellation analysis. Avoid broad catch-all labels when a specific recurring reason is known. At the same time, do not create a new entry for every individual case. The purpose is to categorize repeatable business outcomes, not to reproduce every detail of a client conversation. Use the record notes, comments, or related sales details where available to explain the unique circumstances of a cancellation. Reserve the selected reason for the consistent, reportable category. Review the two cancellation lists together so names remain clear and do not unintentionally duplicate one another. ## Use Reason Values in Sales Analysis Configured reason values appear when users record the matching sales exception. The selected value becomes part of the outcome recorded on the Sales Job, offer, or Orders, so it should reflect the main business reason rather than a temporary detail. - When a user records a Sales Job as **Lost**, Pams presents the available **Lost Reasons**. - When the sales outcome is **Regretted To Offer**, Pams uses the values from **Regret Reasons**. - When users cancel applicable sales activity, Pams uses **Cancellation Reasons**. - When users cancel a **Orders**, Pams uses **Order Cancellation Reasons**. [SCREENSHOT: A sales outcome screen where a user selects a reason from the appropriate reason list before confirming the exception.] The reason selected at the time of the outcome is what makes later analysis useful. A report can show that records were lost, regretted, or cancelled, but it can only show the underlying pattern if users select accurate, consistent reasons. If users choose a broad value for every exception, sales managers cannot reliably distinguish price pressure, timing, commercial conditions, client decisions, or other recurring outcomes represented in your approved list. Standardize wording across the sales team. Choose one approved label for each common outcome and avoid near-duplicates. For example, if price-related losses are analyzed together, use one agreed **Lost Reason** rather than several variations that all mean the offer was not commercially competitive. Apply the same discipline to cancellation and order-cancellation values. When reviewing Sales Jobs, offers, Orders, or sales performance, compare records using the same reason category. Do not combine a **Lost Reason** with an **Order Cancellation Reason** as though they describe the same stage. The categories answer different questions: losses and regrets help assess sales Sales Job outcomes, while cancellation lists help assess work that was stopped during the sales process or at the Orders stage. ## Verify the Reason Lists Before Releasing Them Before asking the sales team to use new or updated reasons, confirm that each value appears in the correct workflow and that the wording is clear enough for both daily use and later reporting. 1. Open a representative Sales Job, offer, or Orders that can be used to check the relevant outcome. 2. Start the matching action: use the **Lost** outcome for a Lost Reason, **Regretted To Offer** for a Regret Reason, the applicable cancellation action for a Cancellation Reason, or the Orders cancellation action for an Order Cancellation Reason. 3. Open the reason selection and confirm that the new or revised **Reason Name** appears in that list. 4. Check that the value does not appear in an unrelated exception workflow. If it does, review whether similarly named entries were created in more than one list. 5. Read each reason as it would appear in analysis. The label should be understandable without opening the original Sales Job, offer, or Orders. 6. Save only the configuration changes you intend to retain. If you used a live record for checking, do not record an incorrect exception outcome merely to test the list. [SCREENSHOT: A reason-selection list on a Orders cancellation action, showing the approved Order Cancellation Reasons.] Review the four lists regularly with the sales manager or the person responsible for sales analysis. Look for entries that are unused, unclear, duplicated, or no longer relevant to your current sales process. Consolidate future use around the preferred label and retire unused values where appropriate. A reason can appear in more than one list only when it intentionally represents different outcomes. For example, a similarly worded reason may be appropriate both before and after the Orders stage, but the wording should still make the context clear enough for reporting. Use this review to confirm that new names align with the terminology used by your sales team. Clear, stable labels protect the value of historical loss, regret, and cancellation analysis as the number of Sales Jobs and Orders grows. ## Overview Sales exception reasons give Pams a consistent way to capture why a Sales Job, offer, sales activity, or Orders did not follow its expected path. Rather than leaving important outcomes as unstructured comments, users select a value from one of four maintained lists: **Lost Reasons**, **Regret Reasons**, **Cancellation Reasons**, or **Order Cancellation Reasons**. These lists support separate points in the sales workflow: - **Lost Reasons** support analysis when a Sales Job is marked **Lost**. - **Regret Reasons** support the **Regretted To Offer** outcome. - **Cancellation Reasons** support applicable general sales cancellations. - **Order Cancellation Reasons** support cancellations at the **Orders** stage. The distinction matters because a lost Sales Job, a regret outcome, and a cancelled Orders do not represent the same business event. A Sales Job may be lost before it becomes an order, while an Order Cancellation Reason records why a Orders was stopped after the order stage was reached. Separating those outcomes helps sales managers review pipeline quality, offer results, and cancelled order patterns without mixing unrelated data. [SCREENSHOT: Sales Configuration showing the four exception reason lists used in sales outcomes.] The most useful reason lists are short, specific, and shared across the sales team. Each **Reason Name** should describe one recognizable business outcome. Users should be able to select it confidently during a Sales Job, offer, or Orders update, and managers should be able to understand it later in reports. This configuration complements the statuses maintained in [Configuring Sales Lifecycle Statuses](doc:configuring-sales-lifecycle-statuses). Statuses identify the current position or outcome of work; exception reasons add the explanation behind outcomes such as **Lost**, **Regretted To Offer**, and cancellation. ## Prerequisites Before maintaining sales exception reasons, make sure the following conditions are in place: - You have administrator access to **Configuration** in Pams. Reason lists affect values available to sales users, so changes should be made by someone authorized to maintain shared sales configuration. - Your team has agreed which business outcomes belong in each list: **Lost Reasons**, **Regret Reasons**, **Cancellation Reasons**, and **Order Cancellation Reasons**. Do not begin by copying every phrase previously used in comments or spreadsheets. - You have reviewed the sales process used by your team, including the outcomes **Lost**, **Regretted To Offer**, cancelled sales activity, and cancelled **Orders**. This helps you place each reason in the correct list. - You have checked the existing reason entries for duplicate names and near-duplicates. Review spelling, abbreviations, and wording variations before adding a new **Reason Name**. - You know the reporting language your sales managers use. Reason labels should be understandable in Sales Job, offer, and Orders analysis without additional explanation. - You have identified whether a reason is needed for general cancellation activity or specifically for a **Orders** cancellation. Create it in only the intended list unless your reporting process deliberately requires separate entries in both lists. [SCREENSHOT: A configuration review showing existing Reason Name entries before a new reason is added.] Where a new exception type affects an existing sales process, first review the current lifecycle setup in [Configuring Sales Lifecycle Statuses](doc:configuring-sales-lifecycle-statuses). Add a reason only when the corresponding sales outcome already has a clear place in your team’s workflow. ## Confirm Access to Warehouse Inspection Configuration Before creating inspection controls, make sure you can open the warehouse configuration options in Pams. From **Configuration**, look for **Base of inspection** and **Inspection checklist**. These areas are used to define the checks warehouse staff must complete when products are received, handled, stored, packed, or prepared for shipment. If either option is not available to you, do not try to create inspection controls elsewhere in Pams. Ask the person who manages **Users**, **Roles**, or **Security** to confirm that your user account can create and update warehouse configuration records. Inspection controls affect how warehouse teams document product condition and handling, so they should be maintained by users responsible for warehouse or quality rules. Before you start, agree on the warehouse points that need inspection coverage. Use the warehouse and area structure already set up in [Configuring Warehouses and Areas](doc:configuring-warehouses-and-areas) as your reference. For example, your team may need separate controls for: - Incoming goods before they are released to inventory. - Products being put away in a storage area. - Items picked from stock for a Orders or Shipping Order. - Packages checked before dispatch. - Products that require serial number, lot, label, or packaging verification. Collect the exact checks that warehouse staff must perform. Keep the wording practical and observable. Typical checks include verifying the received quantity, checking that packaging is intact, confirming labels are readable, reviewing product condition, and confirming required serial or lot identification. Also agree who will complete the inspection record and who will review the outcome. In Pams, this helps you use fields such as **Issued By** and **Checked on** consistently. Define the responsibility before creating the checklist so staff know who records the inspection and who follows up when a check does not meet the required condition. [SCREENSHOT: Configuration menu showing Base of inspection and Inspection checklist options] ## Create an Inspection Base for a Warehouse Control Point An inspection base identifies the warehouse control point where a defined set of checks applies. Create one inspection base for each distinct activity that needs its own inspection process. Use names that warehouse staff will immediately recognize when they select or review an inspection record. 1. In Pams, open **Configuration** and select **Base of inspection**. 2. Start a new inspection base record. Enter a clear name that identifies the activity being controlled. Use a name such as **Incoming goods**, **Putaway**, **Picking**, **Packing**, or **Dispatch**. Avoid broad names such as “Warehouse check,” because they do not tell staff when the control applies. 3. Identify the intended warehouse context for the inspection base. Where Pams provides choices for the warehouse process, location, or stock activity, select the option that matches the control point. For example, an incoming-goods inspection base should be used for received products, while a dispatch inspection base should be used before products leave the warehouse. 4. Review the name and selected context before saving. The inspection base should describe one clear moment in the warehouse process, not several unrelated activities. 5. Click **Save** or **Save and Close**. After saving, reopen the inspection base and confirm that the record is available for use with an **Inspection checklist**. If you have several warehouses or areas, use the inspection base name to make the intended location or handling stage clear. For example, use **Incoming goods – Main warehouse** only when the inspection is specific to that warehouse rather than common across all warehouse activity. Do not use one inspection base for receiving, storage, and shipping merely because the same product is involved. Each activity has different risks and needs different checks. A receiving inspection may focus on quantity and damage, while a dispatch inspection may focus on package condition, shipping labels, and the selected delivery destination. [SCREENSHOT: Base of inspection form with an inspection base named for an incoming-goods control point] ## Build a Checklist for Each Inspection Base Use an **Inspection checklist** to define the individual checks warehouse staff must complete at the selected inspection base. Each **Inspection Check Item** should cover one observable condition. This keeps inspections consistent between users and makes completed inspection documents easier to review. 1. In **Configuration**, open **Inspection checklist** and select the checklist linked to the inspection base you created. If no checklist exists yet, start a new checklist for that inspection base. 2. Add one **Inspection Check Item** for each required control. Use the item name to identify what the inspector checks. Keep the name short and specific, such as **Received quantity**, **Packaging condition**, **Product label**, **Serial number identification**, or **Storage requirement**. 3. Use **Inspection Check Item Description** to state the acceptance condition in plain language. For example, describe whether packaging must be undamaged, whether the quantity must match the related stock activity, or whether labels and serial identification must be present and readable. Write conditions that can be verified during normal warehouse work. 4. Add all checks required for the control point. Incoming goods may require quantity, packaging, product condition, labeling, and serial or lot identification. A packing checklist may instead require package integrity, item count, shipping labels, and delivery documentation. 5. Arrange the checklist items in the order staff perform the physical inspection. Start with checks made when the products or package first arrive, continue with identification and quantity checks, and finish with storage, packing, or release checks. 6. Click **Save** after adding or changing the checklist. Avoid combining several checks in one item. For example, do not use one item called “Check packaging, labels, and quantity.” Separate items make it clear what was checked and what needs attention when an inspection result is recorded. [SCREENSHOT: Inspection checklist showing separate Inspection Check Item entries and their descriptions] ## Set Up Inspection Documents from Your Checklists An inspection document records one actual warehouse inspection event. It uses the selected inspection base and its checklist so warehouse staff record results against the same agreed controls each time. This prevents inspectors from relying on memory or adding different checks for similar goods movements. 1. Open the warehouse inspection record used for the relevant activity. For received products, Pams may present the inspection record as an **Incoming Inspection Note**. Use the inspection record connected to the related warehouse activity rather than creating an unrelated note. 2. Select the appropriate inspection base. Choose the base that matches the control point, such as **Incoming goods** for received products or **Dispatch** for products being prepared for shipment. 3. Confirm the inspection information on the document. Record or review the related stock activity, the inspection date, and the responsible user. Where available, use **Checked on** for the date of the check and **Issued By** to identify the user responsible for the document. 4. Review the checklist lines brought into the inspection document. The lines should reflect the **Inspection Check Item** entries configured for the selected inspection base. Inspectors should record results against these configured controls rather than writing a new, unstructured list of checks. 5. Complete the document with the results of the physical inspection and save it as part of the warehouse record. Create separate inspection documents whenever different warehouse activities require different evidence, timing, or responsible teams. For example, receiving staff may document quantity, damage, and product identification when goods arrive, while dispatch staff may document package condition and shipping labels before goods are released for shipment. Using separate documents also helps a reviewer understand what happened at each point. An incoming inspection record should show what was checked at receipt; a dispatch inspection record should show what was checked before delivery. Do not use a dispatch checklist to record receipt results, even if the same product is involved. ## Maintain Checklist Changes Without Losing Control Coverage Inspection controls need regular review because warehouse processes, product portfolios, and handling requirements change. Maintain them carefully so future inspections use current instructions while completed inspection documents continue to show what warehouse staff checked at the time. Use specific inspection base names throughout Pams. Names such as **Incoming goods**, **Internal transfer check**, **Picking**, **Packing**, and **Dispatch** make it easier for administrators and warehouse staff to distinguish controls for receiving, internal warehouse handling, and shipping. A clear name reduces the risk of selecting the wrong checklist during a busy warehouse activity. Keep each checklist limited to one control point: - Use an incoming-goods checklist for checks made when products are received. - Use a storage or handling checklist for checks made while products are being placed or managed in warehouse areas. - Use a packing or dispatch checklist for checks completed before products are released for shipment. - Create a separate checklist when a product category has inspection requirements that do not apply to other products. Review **Inspection Check Item** entries when any of the following changes: - A warehouse area or handling process changes. - New products require different packaging, labeling, serial number, or storage checks. - Quality rules introduce new acceptance conditions. - A recurring issue shows that an existing check is unclear or incomplete. - A receiving, packing, or shipping team changes responsibility. When updating a checklist, revise the item name and **Inspection Check Item Description** so the required condition remains clear. Do not remove a control simply because it is not needed for one product; instead, use a separate inspection base or checklist where appropriate. Completed inspection documents should remain as records of the inspection that took place. Do not replace past results with new checklist wording. Review historical documents when investigating a warehouse issue, and update the checklist only for inspections that will be completed in the future. ## Verify Inspection Bases, Checklists, and Documents Verify your setup before warehouse staff begin relying on it. A short test helps you confirm that the correct inspection base, checklist items, and document details appear together in the right warehouse activity. 1. Open each record in **Base of inspection**. Confirm that its name clearly identifies the intended warehouse control point and that it is used for the correct receiving, handling, packing, or shipping context. 2. Open the related **Inspection checklist**. Check that every required **Inspection Check Item** is present and that its **Inspection Check Item Description** explains the acceptance condition clearly. Read the checklist as if you were completing it at the warehouse; each item should tell you exactly what to inspect. 3. Review the sequence of checklist items. Put the checks in the practical order staff follow. For incoming goods, this may begin with package condition, continue with quantity and identification, and end with any required storage condition. 4. Create or open a test inspection document for the relevant warehouse activity. Select the inspection base and confirm that the expected checklist items appear on the document. 5. Record sample results for every checklist line. Use the test to confirm that the inspection document retains the responsible user, the inspection date or **Checked on** value, and the responses recorded against the checklist. 6. Open the saved document again and review it with the warehouse user who will complete inspections. Confirm that the wording, sequence, and recorded information are usable during normal receiving or dispatch work. If a required item is missing, return to **Inspection checklist** and update the relevant control. If the wrong set of items appears, check the selected inspection base and ensure it matches the warehouse activity being tested. [SCREENSHOT: Completed inspection document showing the selected inspection base, Checked on information, Issued By, and recorded checklist results] ## Overview In Pams, warehouse inspection controls are built from three connected parts: - An inspection base identifies the warehouse control point where checks apply. - An **Inspection checklist** defines the required **Inspection Check Item** entries for that control point. - An inspection document records the results for one specific warehouse activity. This structure gives receiving, warehouse, and dispatch teams a consistent way to document product condition and handling. Instead of relying on informal notes, an incoming-goods inspection can use a defined checklist for packaging, quantities, labels, product condition, and identification. A dispatch inspection can use a different checklist for package condition, delivery documentation, and shipping labels. Inspection bases should follow the physical flow of products through your warehouse. Typical control points include receiving, putaway, picking, packing, and dispatch. The exact inspection base names should match the terms your warehouse team uses every day, so staff can recognize the correct control quickly. Inspection documents provide evidence of what was checked, when the check took place, and who completed it. Fields such as **Checked on** and **Issued By** support this record. When the same checklist is used consistently, supervisors can review inspection results without guessing which checks were expected for a particular warehouse activity. Inspection controls support the wider warehouse workflow in Pams. Products can be tracked through statuses such as **Awaiting Inspection**, **Awaiting Storage**, and **In Stock**, while inspection records provide the supporting quality information for the relevant handling stage. The controls you create should reflect the actual work performed by warehouse staff, not a generic list of checks that is difficult to complete. ## Prerequisites Before configuring inspection controls, make sure the following information and access are available: - Access to **Configuration**, including **Base of inspection** and **Inspection checklist**. - An agreed warehouse and area structure. Use the warehouse names and areas already maintained in [Configuring Warehouses and Areas](doc:configuring-warehouses-and-areas) so inspection bases match the real locations and processes your team uses. - A list of warehouse control points that require inspection, such as incoming goods, putaway, picking, packing, or dispatch. - The product categories or handling situations that need extra checks, including products requiring serial number, lot, packaging, label, condition, or storage verification. - Clear acceptance conditions for each check. Warehouse staff need to know what an acceptable result looks like before they complete an inspection document. - Agreement on the users who will complete inspections and the users who will review recorded results. - A suitable warehouse activity or test record for verifying that the right inspection base and checklist appear in an inspection document. Prepare the checklist content with the people who perform the work. Receiving staff can identify checks needed when goods arrive, warehouse staff can identify storage and handling risks, and shipping staff can identify the checks needed before products are released for shipment. Keep their wording in the **Inspection Check Item Description** practical enough to use during daily warehouse work. Also decide how your team will deal with a check that does not meet the required condition. The inspection document should make the result clear enough for the responsible warehouse user to identify the affected products and take the appropriate follow-up action. After your inspection bases and checklists are verified, continue with [Configuring Stock Movements](doc:configuring-stock-movements) to align warehouse controls with the movements used for receiving, storage, transfers, and shipment. ## Open the Stock Movement Configuration 1. Sign in to Pams with an administrator account that can manage warehouse configuration values. These values control the choices warehouse users see when they prepare **Goods Issue Notes**, **Transfer Orders**, and **External Service Orders**. 2. Open **Configuration** and locate the stock movement configuration area. This area contains three separate lists: - **Withdrawal Reasons** - **Transfer Reasons** - **External Service Types** 3. Open each list briefly before adding anything. Check the existing names so you understand which category applies to each movement: - Use **Withdrawal Reasons** when stock is removed from available inventory. - Use **Transfer Reasons** when stock is moved between warehouse locations, areas, or branches. - Use **External Service Types** when products are associated with work performed outside your company. 4. Keep these lists separate. For example, a reason such as “Damaged Stock” belongs in **Withdrawal Reasons**, while “Warehouse Relocation” belongs in **Transfer Reasons**. A label such as “Repair” belongs in **External Service Types** because it identifies work performed by an outside provider. 5. If you are also responsible for inspection-related setup, review [Configuring Inspection Controls](doc:configuring-inspection-controls). Inspection settings define the checks performed on received products; stock movement settings define why products are withdrawn, transferred, or sent for external work. [SCREENSHOT: Configuration area showing the Withdrawal Reasons, Transfer Reasons, and External Service Types lists] Before creating records, agree on the labels your warehouse team will recognize during daily work. Clear values make it easier to identify why inventory moved when reviewing **Goods Issue Notes**, **Transfer Orders**, stock records, and related reports. ## Create Stock Withdrawal Reasons 1. Open the **Withdrawal Reasons** list in the stock movement configuration area. 2. Select the available action to add a withdrawal reason. Enter a short, clear value in the **Reason Name** field. The name should explain why products are being removed from available inventory. 3. Use a separate reason for each recurring withdrawal scenario. Examples of clear labels include: - **Damaged Stock** - **Internal Consumption** - **Sample Issue** - **Write-off** 4. Avoid names that are too broad, such as “Other” or “General.” When a warehouse user selects a broad value on a **Goods Issue Note**, later reviews cannot clearly show whether the stock was used internally, issued as a sample, damaged, or written off. 5. Click **Save**. Return to the **Withdrawal Reasons** list and confirm that the new reason appears with the name you entered. 6. Review the wording from the perspective of the warehouse user. The list should be easy to scan while preparing a stock withdrawal. For example, “Internal Consumption” is clearer than a label that only makes sense to the person who created it. [SCREENSHOT: Withdrawal Reasons list with the action to add a reason and a saved Reason Name] Withdrawal reasons support consistent recording when stock leaves available inventory. Use them for movements that reduce stock available for storage, delivery, or allocation. Do not use a withdrawal reason for a relocation between warehouse areas or branches; that movement should use a **Transfer Reason** instead. If several teams use the same warehouse, use names that work across sales, procurement, project, and warehouse activities. A sample issued for a sales Sales Job and material consumed by an internal team may both remove stock, but they should remain distinguishable through separate withdrawal reasons. ## Define Reasons for Stock Transfers 1. Open the **Transfer Reasons** list in the stock movement configuration area. 2. Select the action to add a transfer reason. Enter a meaningful value in the **Reason Name** field that describes the purpose of the transfer, rather than only the destination. 3. Create a separate transfer reason for each common movement scenario. Your list may include reasons such as: - **Replenishment** - **Warehouse Relocation** - **Branch Transfer** - **Return to Storage** - **Stock Balancing** 4. Click **Save** after entering each reason. Check that the saved name appears in the **Transfer Reasons** list. 5. Compare the new values with the way your team uses **Transfer Orders**. A transfer reason should explain why stock is changing location. For example, select “Replenishment” when products are moved to restore stock in another warehouse area, or “Branch Transfer” when products are moved between branches. 6. Keep transfer reasons focused on relocation. Do not add “Damaged Stock,” “Sample Issue,” or similar stock-removal scenarios to this list. Those values belong in **Withdrawal Reasons** because they describe products leaving available inventory rather than products being relocated. [SCREENSHOT: Transfer Reasons list showing saved examples such as Replenishment and Warehouse Relocation] A useful transfer-reason list makes stock movements easier to understand after the transfer is completed. When a warehouse user reviews a **Transfer Order**, the selected reason should immediately explain the business purpose without requiring them to open related notes or ask the person who prepared the movement. Use consistent wording across all branches and warehouse areas. For example, choose either “Branch Transfer” or “Transfer Between Branches” as your approved label, rather than adding both for the same purpose. This keeps movement records grouped under one recognizable value. ## Set Up External Service Types 1. Open the **External Service Types** list in the stock movement configuration area. 2. Select the action to add an external service type. In the **Name** field, enter a label that identifies the work carried out by an outside service provider. 3. Create one value for each externally performed activity that your business needs to track. Examples include: - **Repair** - **Calibration** - **Cleaning** - **Subcontract Processing** - **Inspection** 4. Click **Save** and confirm that the new value appears in the **External Service Types** list. 5. Check that the name clearly describes the service, not the product or the provider. For example, use “Calibration” for products sent out for calibration. Do not use the name of a particular product, warehouse, or outside company as the service type. 6. Review the list with the people who prepare and follow **External Service Orders**. They should be able to select the correct type when stock is sent to an outside provider, received back after external work, or reviewed as part of an external service movement. [SCREENSHOT: External Service Types list with saved values for Repair, Calibration, and Cleaning] External service types let Pams distinguish stock movements connected with different kinds of outside work. A product sent out for **Repair** may need different follow-up from a product sent for **Calibration** or **Inspection**. Selecting a specific service type keeps the purpose visible on the related movement record. Do not use one general value, such as “External Work,” if your warehouse regularly uses several services. Separate labels preserve meaningful movement data and help your team identify which products are out for repair, processing, cleaning, or another external activity. ## Maintain Usable Reason and Service Lists Review **Withdrawal Reasons**, **Transfer Reasons**, and **External Service Types** regularly, especially when your warehouse process changes or a new branch begins using Pams. These lists are most useful when every option has one clear purpose. Use the following maintenance approach: - Look for duplicate labels. For example, “Warehouse Move” and “Warehouse Relocation” may describe the same transfer scenario. Keep one approved name so warehouse users do not have to choose between similar options. - Keep names concise. Values such as **Sample Issue**, **Stock Balancing**, and **Subcontract Processing** are easier to select quickly than long descriptions. - Use business-recognizable wording. The label should make sense to the person preparing a **Goods Issue Note**, **Transfer Order**, or **External Service Order**. - Keep withdrawal, transfer, and external service values in their own lists. A label that explains a stock withdrawal should not also be used as a transfer reason. - Add a new value only when it represents a genuinely separate movement scenario that needs separate reporting or follow-up. Retain values that have already been used on historical stock movements. Existing **Goods Issue Notes**, **Transfer Orders**, and **External Service Orders** rely on their selected values to explain what happened at the time. If you revise a name, make sure the revised wording still accurately describes the movements already recorded under that value. [SCREENSHOT: Side-by-side view of Withdrawal Reasons, Transfer Reasons, and External Service Types with clearly distinct labels] When a new scenario arises, first check whether an existing value accurately describes it. For example, if stock is moved from one warehouse area to another to restore available quantities, use **Replenishment** if that value already exists. Create a new reason only when the movement purpose differs in a way that the team needs to distinguish later. A controlled list supports consistent reporting. It also reduces uncertainty during busy receiving, storage, transfer, and delivery work because users can select a familiar, approved value instead of entering inconsistent descriptions. ## Verify the Stock Movement Setup 1. Open a **Goods Issue Note** and reach the withdrawal-reason selection field. Check that the new value from **Withdrawal Reasons** is available. Select the value and review the movement details before saving any record used for live warehouse work. 2. Open a **Transfer Order** and check the transfer-reason selection field. Confirm that the new **Transfer Reason** appears in the available list. Select it and verify that the wording describes the purpose of the transfer. 3. Open an **External Service Order**, or review an existing record that involves an outside provider. Check that the **External Service Type** field offers the service type you created, such as **Repair**, **Calibration**, or **Inspection**. 4. Save the movement record only when it is appropriate for your normal warehouse process. After saving, reopen the relevant **Goods Issue Note**, **Transfer Order**, or **External Service Order** and confirm that the selected value remains visible in the saved details. 5. If a newly created value does not appear where expected, return to the matching configuration list and check that it was saved in the correct category: - A stock removal belongs in **Withdrawal Reasons**. - A location-to-location movement belongs in **Transfer Reasons**. - Work performed outside your company belongs in **External Service Types**. [SCREENSHOT: Goods Issue Note, Transfer Order, and External Service Order showing their respective reason or service-type selections] Use realistic movement scenarios during verification. A **Goods Issue Note** should show a withdrawal reason, while a **Transfer Order** should show a transfer reason. This confirms that warehouse users will see the correct choices at the point where they record each type of stock movement. Checking saved records is important because the selected value must remain attached to the movement. The saved reason or service type provides the context needed when warehouse, procurement, project, and sales teams later review why stock was removed, relocated, or handled by an outside provider. ## Overview Stock movement configuration gives warehouse users consistent choices when they record why products are withdrawn, transferred, or associated with external work. In Pams, these choices are maintained through three lists: **Withdrawal Reasons**, **Transfer Reasons**, and **External Service Types**. Use **Withdrawal Reasons** for stock that is removed from available inventory through a **Goods Issue Note**. These values explain why products are no longer available, such as **Damaged Stock**, **Internal Consumption**, **Sample Issue**, or **Write-off**. Use **Transfer Reasons** for stock that remains within your business but moves between locations. These values are selected with **Transfer Orders** and explain the purpose of the relocation, such as **Replenishment**, **Warehouse Relocation**, **Branch Transfer**, **Return to Storage**, or **Stock Balancing**. Use **External Service Types** for products connected with work performed by an outside provider. These values support **External Service Orders** and distinguish activities such as **Repair**, **Calibration**, **Cleaning**, **Subcontract Processing**, and **Inspection**. | Configuration list | Use it when | Related movement record | |---|---|---| | **Withdrawal Reasons** | Products are removed from available inventory | **Goods Issue Note** | | **Transfer Reasons** | Products move between locations or branches | **Transfer Order** | | **External Service Types** | Products are sent for or returned from outside work | **External Service Order** | The key distinction is whether stock is being removed, relocated, or handled through an outside service. Configure a separate, clearly named value whenever your team needs to identify that scenario separately in movement records and reporting. ## Prerequisites Before maintaining stock movement values in Pams, make sure you have the following information and access: - An administrator account with access to **Configuration** and the stock movement lists. - A clear understanding of the warehouse scenarios your team needs to record through **Goods Issue Notes**, **Transfer Orders**, and **External Service Orders**. - Agreed business labels for recurring stock withdrawals, transfers, and externally performed services. - Awareness of values already used in existing stock movement records, so you do not create duplicate labels or rename a value in a way that makes historical records unclear. - Warehouse and area information configured for the locations involved in your stock movements. If these locations still need to be set up, see [Configuring Warehouses and Areas](doc:configuring-warehouses-areas). - Inspection settings reviewed where your warehouse process requires incoming inspection before storage or further movement. See [Configuring Inspection Controls](doc:configuring-inspection-controls). Prepare the names before opening the configuration lists. For example, decide whether your team will use **Branch Transfer** or **Transfer Between Branches** as the approved label. Do not create both names for the same activity. Also agree on the difference between a transfer and a withdrawal. If stock moves from one warehouse area to another, record it through a **Transfer Order** with a **Transfer Reason**. If stock is removed from available inventory because it is damaged, consumed internally, issued as a sample, or written off, use a **Goods Issue Note** with a **Withdrawal Reason**. For external work, identify the actual service activity rather than using one broad label. A product sent for **Repair** should remain distinguishable from one sent for **Calibration** or **Cleaning**. ## Confirm Access and Gather Facility Details Before you add or change an LG Facility, confirm that your Pams user account can open **Configuration** and **LGs facilities**. This area is intended for users who maintain finance configuration and control which facilities are available when colleagues prepare LG records. If you cannot see **LGs facilities**, ask the person who manages users, roles, or finance configuration in Pams to confirm your access. Gather the confirmed bank agreement details before entering anything. Do not create a facility from an unconfirmed request, an informal email, or an estimated limit. The facility record should match the agreement issued by the bank or financial institution. Prepare these details: | Detail | Why it matters in Pams | |---|---| | Facility name or description | Helps users identify the correct LG Facility when more than one is available. | | Issuing bank or financial institution | Identifies the bank connected to the facility. | | Facility reference or agreement number | Distinguishes the bank agreement from other facilities with the same bank. | | Currency | Ensures the facility is available for LGs in the correct currency. | | Approved facility limit | Sets the amount against which requested LG values are assessed. | | Start Date and Expiry Date | Defines when the facility may support new LG requests. | | Company | Identifies which company may use the facility. | Confirm whether the bank agreement is currently available for new LG requests. A facility may exist in Pams for history and reporting even when it must no longer be used for new guarantees. Record it as available only when the agreement is valid and approved for use. Make sure the issuing bank exists in Pams before creating the facility. If you need to add or review bank details first, use [Configuring Banks and Accounts](doc:configuring-banks-and-accounts). Keep the bank name and facility reference consistent with the approved agreement so users can reliably select the right LG Facility later. [SCREENSHOT: The Configuration menu with LGs facilities selected, alongside a completed bank facility agreement showing the key details to collect.] ## Open the Guarantee Facilities Register Use the **LGs facilities** register to review existing facilities before creating a new one. Checking the list first prevents duplicate records for the same bank agreement and helps you see which facilities are already available to your company. 1. In Pams, open **Configuration**. 2. Select **LGs facilities**. 3. Review the facility list before choosing any action. 4. Use the available search or list tools to look for the bank name, facility name, or facility reference number. 5. Select an existing record when you need to review or update it. 6. Select **New** only when no matching facility already exists. As you review the list, compare the visible facility details with the information in your bank agreement. Focus on the issuing **Bank**, **Currency**, current availability, approved limit, and **Expiry Date**. When similar facilities exist, the reference or agreement number is especially important. The same bank may provide separate limits for different companies, currencies, or guarantee arrangements. Open an existing facility rather than creating another one when the bank has renewed, increased, reduced, or extended the same agreement. Keeping one facility record current preserves a clear history and avoids giving users multiple choices for the same facility. If a facility record has expired or is no longer available, leave it in the register for reference. Existing LGs may still be connected to it, and finance users may need the record when reviewing previous guarantees. Do not rely only on the facility name; check the bank, currency, Company, and dates before deciding whether it is the correct record. [SCREENSHOT: The LGs facilities register showing several facilities with Bank, Currency, approved limit, availability, and Expiry Date details.] ## Create a Guarantee Facility Create a separate LG Facility for each approved bank agreement that must be available for Letters of Guarantee. Use the details exactly as confirmed by the issuing bank and the company responsible for the facility. 1. From **Configuration > LGs facilities**, select **New**. 2. Enter a clear **Name** or **Description**. Include enough detail for users to distinguish this facility from other facilities at the same bank. 3. Select the issuing **Bank** or financial institution. 4. Enter the facility reference or agreement number supplied by the bank. 5. Select the correct **Currency**. 6. Enter the approved facility limit from the bank agreement. 7. Set the **Start Date** and **Expiry Date** for the agreement period. 8. Select the applicable **Company**. 9. Set the facility to **Active** only if it is approved and available for new LG requests. 10. Select **Save** or **Save and Close**. The approved facility limit is the total amount the bank has made available under that agreement. When a user enters a requested LG value, Pams uses the facility details to help identify whether sufficient capacity remains. Enter the approved figure carefully and in the same currency as the bank agreement. Use names that make day-to-day selection straightforward. For example, distinguish facilities by bank, company, currency, or agreement reference where those details are needed to tell records apart. Avoid vague names that force users to open several records before finding the correct facility. Do not combine separate bank agreements into one facility record. If the bank has granted different limits for different currencies, companies, or guarantee programs, create a separate record for each agreement. This gives finance users a clear view of the correct limit and Expiry Date for each LG Facility. [SCREENSHOT: A new LG Facility form with Name, Bank, Currency, approved limit, Start Date, Expiry Date, Company, and Active status completed.] ## Set Availability and Usage Controls An LG Facility should be marked **Active** only while it can be selected for new Letters of Guarantee. This control keeps outdated, expired, or unavailable bank agreements from being used accidentally during an LG request. 1. Open the facility in **Configuration > LGs facilities**. 2. Check the issuing **Bank**, **Currency**, **Company**, approved limit, and **Expiry Date**. 3. Confirm with the bank agreement that the facility is available for new LGs. 4. Set the facility to **Active** when it is valid and approved for use. 5. Remove its active availability when the agreement has expired, been withdrawn, or must not be used for new requests. 6. Select **Save** to keep the updated status. Keep inactive or expired facilities in Pams when they are connected to LGs already issued. Removing the record would make it harder to review historical guarantees, identify the original bank agreement, or understand previous facility usage. Instead, prevent new use while retaining the facility for reference. Where the LGs facilities register shows usage details, review the approved limit, the amount already committed to guarantees, and the remaining available amount. A facility can be active but still have insufficient remaining availability for a new LG request. This review is particularly important when several guarantees use the same bank agreement. Create separate facility records when a bank provides distinct limits by **Currency**, **Company**, or guarantee arrangement. Do not place separate limits into one record merely because they come from the same bank. Separate records help users select the correct facility and reduce the risk of treating one agreement’s limit as available under another agreement. [SCREENSHOT: An LG Facility record showing Active availability, approved limit, committed amount, remaining amount, and Expiry Date.] ## Maintain Existing Facility Limits and Expiry Dates Maintain each LG Facility whenever the issuing bank formally changes the agreement. Typical changes include a limit increase, a limit decrease, an extension of the agreement period, or a decision to stop using the facility for new guarantees. 1. Open **Configuration > LGs facilities**. 2. Search for and select the required facility using its bank name, facility name, or reference number. 3. Review the current **Bank**, **Currency**, **Company**, approved limit, active availability, and **Expiry Date**. 4. Compare the record with the latest approved bank agreement. 5. Update the approved limit only after the bank has confirmed the increase or decrease. 6. Update the **Expiry Date** only after the underlying agreement has been renewed or extended. 7. Remove active availability if the facility must no longer be selected for new LGs. 8. Select **Save** or **Save and Close**. Preserve the original issuing **Bank** and facility reference when the change applies to the same agreement. Updating the existing record keeps the facility connected to its historical LG activity. Create a new record only when the bank has issued a genuinely separate facility or agreement. Before reducing a limit, review the facility’s current committed guarantees and remaining amount. A reduced limit may affect whether future LG requests can use the facility. Likewise, do not extend an **Expiry Date** simply because an LG itself needs more time; extend the facility date only when the bank agreement supporting the facility has been extended. When a facility is no longer available, retain the record and disable its active use rather than deleting it. Historical Company LGs or Principal LGs may still need to show the facility that supported them when they were created. [SCREENSHOT: An existing LG Facility being updated after a bank-approved limit change and agreement extension.] ## Verify the Facility Can Be Used for a Letter of Guarantee After saving an LG Facility, verify that users can select it on the relevant draft LG record. This check confirms that the facility’s Company, currency, active availability, dates, and limit are aligned with the guarantee request. 1. Open the appropriate draft LG record from **Company LGs** or **Principal LGs**. 2. Locate the **LG Facility** selection field. 3. Open the list of available facilities. 4. Confirm that the facility you created appears in the list. 5. Select the facility and review its **Bank**, **Currency**, and available amount against the draft LG. 6. Enter or review the requested guarantee amount. 7. Confirm that the facility has enough remaining available amount for the requested LG value. 8. Save the draft only after the facility selection and amount are correct. Use the same **Company** and **Currency** on the LG request as on the LG Facility. An active facility that belongs to a different company or uses a different currency may not be appropriate for the request. Also check the facility’s **Expiry Date** against the date on which the new LG is being prepared. If the facility does not appear, return to **Configuration > LGs facilities** and check these points: - The facility is marked **Active**. - The **Expiry Date** has not passed. - The selected **Company** matches the LG request. - The **Currency** matches the LG request. - The approved limit and remaining available amount can support the requested LG value. - The issuing **Bank** and facility reference identify the intended agreement. Do not choose another facility solely because it appears in the list. Confirm that it is the correct bank agreement for the requested guarantee before continuing. [SCREENSHOT: A draft LG record with the LG Facility field open and a selected facility matched to the requested guarantee amount.] ## Overview An LG Facility in Pams records the approved bank or financial-institution arrangement that supports Letters of Guarantee. It gives finance users a controlled way to identify which bank agreement may be used when creating an LG and to review the limit, currency, Company, and validity period behind that agreement. The facility record is separate from an individual LG. One facility may support multiple guarantees, provided each request is within the facility’s approved limit, uses the correct currency and Company, and falls within the agreement’s valid dates. The LG record then identifies the specific guarantee being requested or issued, while the LG Facility identifies the approved funding arrangement behind it. Use **Configuration > LGs facilities** to maintain the list of available facilities. Use **Company LGs** or **Principal LGs** when preparing the individual guarantee record and selecting the appropriate **LG Facility**. A well-maintained facilities register helps prevent several common operational problems: - Selecting an expired bank agreement for a new LG. - Using a facility assigned to the wrong Company. - Requesting a guarantee in a currency not covered by the facility. - Treating a committed amount as though it were still available. - Creating duplicate records for the same bank agreement. - Losing visibility of facilities that supported existing LGs. Keep the record focused on the bank agreement itself: its identification, approved limit, currency, Company, dates, and active availability. Update it when the bank formally changes the agreement, and retain it when it has historical LG activity. This provides a clear basis for reviewing current capacity and previous guarantees without mixing separate agreements together. [SCREENSHOT: Relationship between an LG Facility in Configuration and the LG Facility selected on a draft Company LG or Principal LG.] ## Prerequisites Before maintaining **LGs facilities**, make sure you have the confirmed business information needed to create an accurate facility record. The facility should be based on an approved agreement from the issuing bank or financial institution, not on a planned request or an unconfirmed value. Prepare the following before opening **Configuration > LGs facilities**: - Access to **Configuration** and **LGs facilities** in Pams. - The correct issuing **Bank** already available for selection. Review [Configuring Banks and Accounts](doc:configuring-banks-and-accounts) if the bank details need to be created or corrected. - The facility name or clear **Description** that users will recognize in the **LG Facility** selection list. - The bank’s facility reference or agreement number. - The approved limit and the correct **Currency**. - The applicable **Company** that is authorized to use the facility. - The agreement’s **Start Date** and **Expiry Date**. - Confirmation that the facility is available for new LG requests before setting it to **Active**. For changes to an existing record, have the latest bank-approved document available before you edit the approved limit or **Expiry Date**. This is especially important when increasing a limit or extending an agreement. Keep the same facility reference and issuing **Bank** when the change is an amendment to the existing agreement. If the bank has separate agreements for different companies, currencies, or guarantee arrangements, prepare the information for each one separately. Each agreement needs its own LG Facility record so Pams can present the correct option when users create Company LGs or Principal LGs. ## Overview Custom fields are used when your team needs to capture business information that is not already available on a Pams form, such as an additional detail needed for a Sales Job, Product, Project, Account, Principal, or another supported area. An administrator opens **Configuration > Custom fields**, creates the field, sets the available details such as **Name**, **Description**, **Display Order**, **Default**, and **Active**, then saves the entry. The final outcome is a clear, usable field on the intended supported Pams form, where users can enter the additional information consistently during their daily workflow. ## Trigger: [What starts this process] Start this process when a team identifies information that must be captured consistently but does not have an existing field on the relevant Pams form. This often happens when sales, purchasing, project, finance, or warehouse teams begin tracking a new commercial requirement, customer requirement, tender detail, product attribute, or internal reporting detail. Before opening **Custom fields**, agree on the exact business purpose of the information. Ask the person requesting the field where users need to see it, when they need to complete it, and who will use the information afterward. For example, a field requested for Sales Jobs should support a real sales activity such as preparing an Offer, following up on an Inquiry, confirming a Orders, or reviewing Booking results. A field requested for Products should support work performed from the **Products** screen rather than duplicate information already held in Product Categories, Product Types, or Product Variants. Use an existing Pams field whenever it already captures the information correctly. Pams includes established fields such as **Client**, **Principal**, **Project**, **Currency**, **Delivery Date**, **Payment Method**, **Commission (%)**, **Market Segment**, and **Delivery Term**. Creating another field for information that already exists can lead to conflicting entries and unreliable reports. A custom-field request is ready to configure when the requester can clearly state: - What information users must enter. - Which supported Pams form needs the information. - Whether a default value is appropriate. - Where the field should appear in relation to other fields. - Whether the information needs additional validation or mandatory-entry rules. [SCREENSHOT: The Configuration area with the Custom fields option highlighted.] ## Step-by-Step Process 1. Open **Configuration** in Pams and select **Custom fields**. Review the existing entries before creating anything new. Check whether another field already has the same purpose, a similar **Name**, or a suitable **Description**. This prevents duplicate fields that users may interpret differently. 2. Start a new custom-field entry. Use a short, business-focused **Name** that users will understand on the form where it appears. Avoid abbreviations that only one department uses. If the same term has a specific meaning in your organization, make the meaning clear in **Description** so future administrators and reviewers understand why the field exists. 3. Choose the supported Pams form where the field is needed. Select only the form that matches the agreed workflow. For example, if the information is collected while a team prepares or follows up a Sales Job, place it on the relevant sales form rather than on an unrelated Product or Project form. Do not assume that a field created for one form will appear on every other Pams screen. 4. Complete the options shown in the custom-field entry. Use **Default** only when most users should begin with the same value. A default should reduce repeated entry, not encourage users to accept an incorrect value without checking it. If **Display Order** is available, place the field near the related information so users can find it naturally while completing the form. 5. Review **Active** before saving. An active field is intended for current use. If you are updating a field that should no longer be used, do not remove information that may already be needed in existing Sales Jobs, Projects, Products, or other Pams forms. Review the impact with the relevant business owner first. 6. Click **Save** to keep working in the configuration entry, or click **Save and Close** when all details are complete. 7. Open the supported Pams form where the field was added and verify that users can see it in the expected location. Enter a suitable test value only where your team’s working practice allows it, then confirm that the value remains visible after saving. If the field is intended to guide data completion, continue with [Configuring Dynamic Validation](doc:configuring-dynamic-validation). [SCREENSHOT: A Custom fields entry showing Name, Description, Display Order, Default, Active, and Save and Close.] ## Roles and Responsibilities Use clear ownership for every custom field. Custom fields affect the information users enter during Sales Jobs, Projects, Products, Accounts, Principal work, purchasing activity, and other supported Pams workflows. The person who creates the field should not have to decide its business meaning alone. | Workflow step | Responsible person or team | Responsibility | |---|---|---| | Identify the information gap | Business owner or team representative | Explain what information is missing, why it is needed, and on which Pams form users should enter it. | | Review existing information | Pams administrator and business owner | Check whether Pams already contains a suitable field, including fields in Configuration and the relevant business form. | | Create or update the custom field | Pams administrator | Open **Configuration > Custom fields**, enter the agreed **Name** and **Description**, set the available options, and select **Save** or **Save and Close**. | | Confirm placement and wording | Team representative who uses the form | Verify that the field appears on the intended form, is understandable, and is positioned appropriately using **Display Order** where available. | | Confirm daily-use rules | Business owner | Decide whether users need further completion rules, such as mandatory-entry or condition-based validation. | | Maintain the field over time | Pams administrator with business owner approval | Update unclear labels, review defaults, manage **Active** status, and avoid changes that disrupt existing Pams information. | For Sales Jobs, the business owner may be a Sales Team representative or Salesperson Responsible. For purchasing-related forms, the reviewer may be a Purchaser. For Projects, a PM Responsible or project team representative should confirm that the field supports the actual project workflow. Finance-related requests should be reviewed by the team responsible for Invoices or Payments. The Pams administrator should keep the configuration consistent, but the business team remains responsible for deciding whether the field is useful, clear, and appropriate for everyday work. ## What Can Go Wrong Custom fields are simple to add, but unclear decisions can create confusion across daily Pams work. Review the following issues before asking users to rely on a new field. | Issue | What users may experience | How to fix it | |---|---|---| | The field duplicates an existing Pams field | Users enter the same information in two places, such as a custom field and an existing **Client**, **Principal**, **Project**, or **Market Segment** field. | Return to **Custom fields** and review whether the new entry is necessary. Use the existing Pams field whenever it already meets the need. | | The **Name** is unclear | Different users enter different kinds of information because they interpret the label differently. | Update the **Name** to use the business term your team already uses. Add a practical explanation in **Description**. | | The field appears on the wrong form | Users cannot find the field while working on the Sales Job, Product, Project, or other form where they actually need it. | Review the selected supported form in the custom-field entry, correct it, save the change, and verify again on the intended Pams screen. | | An unsuitable **Default** is used | Users keep an incorrect starting value instead of checking the field for each job or transaction. | Remove or revise the default. Keep defaults only for values that are appropriate in most cases. | | The field is difficult to find | Users overlook the field because it is separated from related information. | Adjust **Display Order** where available, then reopen the relevant form to confirm the new placement. | | Users need the field under specific conditions | A general custom field exists, but the team needs a rule for when a value must be entered. | Define the field first, then use [Configuring Dynamic Validation](doc:configuring-dynamic-validation) to set the appropriate completion rule. | After every change, open the relevant Pams form and confirm the field’s label, placement, current status, and saved value before telling the wider team to use it. ## Tips & Best Practices - Use a field only for one clearly defined business purpose. A field labelled with several unrelated ideas is difficult to complete consistently and difficult to use later when reviewing Sales Jobs, Projects, Products, or Accounts. - Choose terms that match the language already used by your team and by Pams. For example, use established terms such as **Principal**, **Sub-supplier**, **Client**, **Project**, **Sales Job**, **BOM**, **MRQ**, **RFQ**, or **Delivery Term** where they describe the information accurately. - Keep **Name** short enough to scan quickly on a busy form. Use **Description** to explain details that do not fit in the label, including when the field should be completed and what the value means. - Set **Display Order** so the field sits beside related information. A custom field about delivery belongs near delivery-related details, while a commercial field should sit with commercial details such as **Currency**, **Commission (%)**, **Margin**, or **Payment Method**, where available. - Treat **Default** carefully. A default helps when the same entry is correct for most work, but it can create inaccurate information when users accept it without review. Do not use a default merely to make a form look complete. - Review custom fields before adding similar fields for each team. A single, well-defined field can support consistent work across Sales Teams, Purchasing, Project management, and Finance when it is placed on the correct supported form. - Test the field using the normal workflow. If it is intended for a Sales Job, verify it while reviewing a Sales Job. If it is for a Product or Project, verify it from **Products** or **Projects Management** rather than relying only on the Custom fields entry. - Keep decisions about required information separate from field creation. Create the useful field first, then configure condition-based completion behavior through [Configuring Dynamic Validation](doc:configuring-dynamic-validation). [SCREENSHOT: A supported Pams form showing a custom field positioned beside related business information.] ## Related Workflows Custom fields are most useful when they support a defined business workflow rather than collect information without a clear use. Review the related guides below when deciding where a new field belongs and who should own its content. - [Managing Sales Jobs](doc:managing-sales-jobs) explains the Sales Job workflow, helping sales teams decide whether a new field is genuinely needed during inquiry, offer, order, or follow-up work. - [Creating Sales Inquiries](doc:creating-sales-inquiries) and [Preparing Customer Offers](doc:preparing-customer-offers) help you identify information that sales users need while qualifying an Inquiry and preparing an Offer. - [Managing Principal Relationships](doc:managing-principal-relationships) and [Tracking Principal Sales Results](doc:tracking-principal-sales-results) are relevant when a requested field relates to a Principal, represented product portfolio, commission arrangement, or deal result. - [Managing Product Records](doc:managing-product-records), [Configuring Product Categories](doc:configuring-product-categories), and [Configuring Product Supplier Types](doc:configuring-product-supplier-types) help determine whether product information should be maintained through an existing Product field or needs a carefully defined custom field. - [Managing Project Workflows](doc:managing-project-workflows), [Managing Bills of Material](doc:managing-bills-of-material), and [Managing Material Requisitions](doc:managing-material-requisitions) provide context for fields requested by project and purchasing teams. - [Managing Company Accounts](doc:managing-company-accounts) and [Managing Contact Relationships](doc:managing-contact-relationships) are useful when the requested information concerns Accounts, Clients, Contacts, Principals, or Sub-suppliers. - [Managing Default Layouts](doc:managing-default-layouts) helps when your main concern is how users view established information on Pams forms rather than collecting a new value. After creating the field, use [Configuring Dynamic Validation](doc:configuring-dynamic-validation) to define when users must complete it. ## FAQ ### When should I create a custom field instead of using an existing Pams field? Create a custom field only when the information has a clear business purpose and no existing Pams field captures it correctly. First review the relevant form and familiar Pams fields such as **Client**, **Principal**, **Project**, **Currency**, **Delivery Date**, **Commission (%)**, **Market Segment**, and **Payment Method**. If one of these already answers the business need, use it rather than creating a duplicate. ### Can I update a custom field after it has been saved? Yes. Open **Configuration > Custom fields**, locate the field, and update the available details such as **Name**, **Description**, **Display Order**, **Default**, or **Active**. Click **Save** or **Save and Close**, then open the supported Pams form to verify the result. Review changes with the business owner first, especially if users have already entered values in existing Sales Jobs, Projects, Products, or Accounts. ### Why can users not find the new field? First confirm that the field was created for the intended supported Pams form. Then review **Active** and **Display Order** in the Custom fields entry. Reopen the relevant form after saving to verify where the field appears. If it still does not appear where expected, do not create another duplicate field; review the existing configuration and the selected form. ### Should every custom field have a default value? No. Use **Default** only when the same starting value is correct in most cases and users can still review it before saving. A default that is often wrong can reduce data quality because users may leave it unchanged. ### Can I make a custom field mandatory? Create and verify the field first. If your team needs the field only in certain situations, such as for a particular Sales Job, Offer, Project, or commercial condition, use [Configuring Dynamic Validation](doc:configuring-dynamic-validation) to set the completion rule. ## Overview Dynamic validation starts when your team needs Pams to prevent incomplete records from being saved, such as a Sales Job, Project, Product, Invoice, or Payment that is missing information your business considers essential. In **Configuration > Customize Mandatory Fields**, you choose the fields that must be completed so Pams can prompt users with **Please Enter Value** before they continue with **Save** or **Save and Close**. This keeps important commercial and operational details—such as the Client, Principal, Delivery Date, Payment Method, Product Type, or Responsible person—consistent across the records your team uses every day. The result is cleaner Sales Jobs, more complete purchasing and delivery records, and fewer delays caused by missing information at the next stage of the workflow. [SCREENSHOT: The Configuration area showing the Customize Mandatory Fields option] ## Trigger: [What starts this process] Start this process when a missing field is causing repeated follow-up, delayed approvals, incomplete reporting, or uncertainty about who owns the next action. For example, a Salesperson Responsible may create a Sales Job without selecting a Principal, a Purchaser may continue a purchasing record without completing the required delivery details, or a Project record may be saved without a PM Responsible. Use **Customize Mandatory Fields** when the information already exists as a field in Pams but should no longer be optional for your team. This is different from creating a new field. If the information you need is not available on the relevant form, create it first by following [Configuring Custom Fields](doc:configuring-custom-fields). You can then review whether that field should be required before users save their records. Before changing a requirement, agree on the exact point where the information becomes necessary. A field that is useful at the beginning of an Inquiry may be essential only when the team prepares an Offer, confirms a Orders, creates a Purchase Order, or releases an Invoice. Avoid making a field required simply because it may be useful later. Requiring information too early can slow down Sales Jobs, MRQs, RFQs, and other active work. The person responsible for Configuration should collect examples of incomplete records from the relevant team, identify the missing **Field**, and confirm who will enter that information. This gives the mandatory-field setting a clear business purpose rather than creating an extra data-entry step without ownership. ## Step-by-Step Process 1. Open **Configuration** in Pams and select **Customize Mandatory Fields**. Review the fields currently configured as required before making changes. This helps you avoid adding a requirement that duplicates an existing rule or conflicts with the way your team already completes Sales Jobs, Projects, Products, Invoices, or Payments. 2. Identify the exact **Field** that Pams should check. Use the field name shown on the relevant form, not an informal name used by your team. For example, use labels such as **Client**, **Principal**, **Salesperson Responsible**, **Purchaser**, **PM Responsible**, **Delivery Date**, **Payment Method**, or **Product Type** when those are the labels users see while entering records. 3. Confirm the business point at which the field must contain a value. Ask the person who completes the record whether the information is known when the record is first created or only later in the process. For example, a Delivery Date may be available when an order is being coordinated, while a Principal may need to be selected earlier for a principal-related Sales Job. 4. Set the selected field as mandatory in **Customize Mandatory Fields**, then click **Save**. Use **Save and Close** when you have finished reviewing the setting and want to return to the previous screen. Keep the change limited to the specific missing-data issue you are solving. 5. Test the setting using the same kind of record your team will use. Open the relevant entry screen, leave the required field blank, and select **Save**. Pams should require a value before allowing the record to be saved. Enter a valid value, then save the record again to confirm the normal workflow can continue. 6. Tell the people who create or update those records which field is now required and when they should complete it. If the field is part of a Sales Job, notify the Salesperson Responsible. If it is used in purchasing, notify the Purchaser. If it affects Projects, notify the PM Responsible. [SCREENSHOT: A record form showing a required Field prompt after the user selects Save without entering a value] ## Roles and Responsibilities Dynamic validation works best when one person maintains the settings and the people entering records confirm that the requirement fits the real workflow. The table below shows a practical division of responsibility using the roles and field labels visible in Pams. | Step | Responsible person | What they do in Pams | |---|---|---| | Identify repeated missing information | Salesperson Responsible, Purchaser, PM Responsible, or Account Manager | Review incomplete Sales Jobs, purchasing records, Projects, Accounts, Contacts, Invoices, or Payments and identify the exact missing **Field**. | | Decide when information is required | Team Inquiry and the person who owns the record | Confirm whether the field must be completed when the record is created or before it moves into the next working stage. | | Configure the requirement | Pams administrator | Open **Configuration > Customize Mandatory Fields**, select the relevant **Field**, and use **Save** to keep the requirement. | | Test the requirement | Record owner | Create or update the affected record, attempt to save it with the field empty, then enter a value and save again. | | Use the new requirement daily | Owner, Salesperson Responsible, Purchaser, or PM Responsible | Complete the required field before selecting **Save** or **Save and Close**. | | Review unexpected impacts | Pams administrator and affected team | Revisit **Customize Mandatory Fields** if the requirement appears at the wrong point in the workflow or prevents normal work from being recorded. | The person changing the configuration should not decide the requirement alone. The Salesperson Responsible, Purchaser, or PM Responsible knows when information becomes available in the actual sales, purchasing, and project workflow. Their input prevents Pams from requiring a Delivery Date, Principal, Product Type, or Payment Method before the team can realistically provide it. Use **Users**, **Roles**, and **Security** to make sure the appropriate people can maintain Configuration settings. If **Customize Mandatory Fields** is not available to you, ask the person who manages Pams users and roles to review your access. ## What Can Go Wrong - **The wrong field becomes required.** This usually happens when the team uses a familiar internal name rather than the exact label shown on the Pams form. Return to **Configuration > Customize Mandatory Fields**, review the selected **Field**, and compare it with the field label on the record screen before saving the corrected setting. - **Users cannot save records that are still at an early stage.** A field may be necessary later in the workflow but unavailable when someone first creates an Inquiry, Sales Job, Project, MRQ, or RFQ. Review when the information is genuinely known. If the requirement stops normal early-stage work, revise the setting so it supports the real sequence rather than forcing users to enter uncertain information. - **Users enter inaccurate values just to continue.** If a field is required before the correct value is available, users may select an unsuitable Client, Principal, Delivery Date, or Payment Method simply to clear the prompt. Treat this as a configuration issue. Remove or revise the unnecessary requirement instead of accepting inaccurate records. - **The requirement was saved but not tested.** Always open an affected record after selecting **Save** in **Customize Mandatory Fields**. Leave the field blank and try to save. Then enter the expected value and confirm that the record can be saved normally. This verifies both the prompt and the daily workflow. - **A new custom field is not available for the requirement you need.** If the information is not represented by an existing **Field**, do not try to use an unrelated field as a substitute. Create the needed field through [Configuring Custom Fields](doc:configuring-custom-fields), then review it in **Customize Mandatory Fields**. - **The team was not told about the change.** A user may see **Please Enter Value** and assume a record is broken if they do not know that a field has become required. Tell the affected Salesperson Responsible, Purchaser, PM Responsible, or Account Manager which field is required and why. ## Tips & Best Practices - Start with fields that directly affect a downstream activity. Good candidates are fields needed for an Offer, Orders, Purchase Order, Delivery Note, Invoice, Payment, or Project handoff. Do not make fields mandatory solely because they might be useful in a future report. - Use the field labels exactly as Pams displays them. For example, refer to **Salesperson Responsible**, **PM Responsible**, **Delivery Date**, **Payment Method**, and **Product Type** in team guidance. This helps users identify the correct field immediately when Pams shows **Please Enter Value**. - Make requirements in small groups. Change one field or one closely related set of fields, click **Save**, and test the effect before adding another requirement. A staged approach makes it easier to identify which setting is blocking a Sales Job, Purchase Job, Project, Invoice, or Payment. - Review the requirement with the person who enters the information. A Purchaser can confirm when purchasing details are available; a Salesperson Responsible can confirm when commercial details are known; a PM Responsible can confirm when project details become definite. - Use custom fields only when Pams does not already provide the information you need. Creating a duplicate version of **Client**, **Principal**, **Delivery Date**, or **Payment Method** can lead to inconsistent records. See [Configuring Custom Fields](doc:configuring-custom-fields) before adding a new field. - Retest after changing a required-field setting. Use a realistic record and verify both outcomes: Pams should prevent saving while the required field is empty, and it should allow **Save** after the correct value is entered. - Periodically review mandatory fields after your sales, purchasing, or project process changes. A field that was appropriate for a previous workflow may no longer be needed at the same point in Pams. ## Related Workflows Dynamic validation supports the workflows where complete information is needed before the next team can act: - [Configuring Custom Fields](doc:configuring-custom-fields) explains how to add information that is not already available as a **Field** in Pams. Create the field first, then decide whether it should be required through **Customize Mandatory Fields**. - [Managing Sales Jobs](doc:managing-sales-jobs) helps Salesperson Responsible users maintain complete Sales Jobs from inquiry through offers, orders, and delivery-related work. - [Managing Material Requisitions](doc:managing-material-requisitions) covers MRQs, where accurate project, product, quantity, and purchasing information helps prevent delays. - [Creating Purchase Orders](doc:creating-purchase-orders) explains the purchasing workflow that relies on complete sub-supplier, item, quantity, and delivery information. - [Managing Project Workflows](doc:managing-project-workflows) shows how Projects connect sales, purchasing, BOM, MRQ, and delivery activities. Required fields can help keep responsibility and project details clear across those handoffs. - [Managing AR Invoices](doc:managing-ar-invoices) and [Recording Incoming Payments](doc:recording-incoming-payments) cover financial records where complete client, amount, due-date, and payment details support accurate follow-up. After your required-field settings are working as intended, continue with [Configuring Approval Processes](doc:configuring-approval-processes) to control which records need review or approval before key commercial and financial actions proceed. ## FAQ **What is dynamic validation used for in Pams?** Dynamic validation is used to make selected information mandatory. When a user attempts to save a record without completing a required **Field**, Pams prompts the user to enter a value before the record can be saved. **Where do I configure required fields?** Open **Configuration** and select **Customize Mandatory Fields**. Review the available **Field** choices carefully, make the required-field setting, and select **Save** or **Save and Close**. **Should every field be required?** No. Require only information that must be available at that point in the workflow. Requiring too many fields can slow work on Sales Jobs, Projects, MRQs, RFQs, Purchase Orders, Invoices, and Payments. A field should be mandatory only when the person entering the record can provide a reliable value. **What should I do if the information I need is not listed as a field?** Create the information first by following [Configuring Custom Fields](doc:configuring-custom-fields). Once the field is available in Pams, review whether your team should be required to complete it. **Why does Pams show “Please Enter Value”?** This prompt means a field configured as mandatory is blank. Locate the field on the form, enter the correct information, and select **Save** again. If the team does not yet know the information, ask the Pams administrator to review whether the field is required too early in the workflow. **Can I test a requirement before asking the team to use it?** Yes. After selecting **Save** in **Customize Mandatory Fields**, open an affected record and try to save it without the chosen field. Then enter a value and confirm the record saves normally. This is the clearest way to confirm that the requirement supports the intended workflow. **Who should maintain these settings?** A Pams administrator should maintain **Configuration > Customize Mandatory Fields**, with input from the Salesperson Responsible, Purchaser, PM Responsible, or Account Manager who uses the affected records. ## Overview Approval processes start when a user submits a sales, purchasing, invoicing, or Letter of Guarantee action that requires review before it can proceed. In Pams, approval controls can apply to Sales Jobs, Orders, Purchasing POs, Invoices, and LGs, using the approval limits assigned to the people responsible for each branch. The administrator sets the relevant approval limits for each approving user, including **Approval Sales Limit Value**, **Approval Purchase Limit Value**, **Approval Invoices Limit Value**, and **Approval LGs Limit Value**. Pams then shows approval requests and decisions through statuses such as **Awaiting Approval**, **Approved**, **Rejected Approval**, and **Applied (requested)**. The final outcome is a controlled approval path in which users can request approval for the relevant record, authorized approvers can accept or decline it, and the administrator can review changes and decisions in **Audit History**. This keeps branch operations moving while ensuring that larger or more sensitive commercial commitments receive the required review. [SCREENSHOT: Approval Limits area showing Sales, Purchase, Invoices, and LGs approval limit fields] ## Trigger: [What starts this process] Approval configuration begins when your organization needs certain commercial actions to be reviewed before users can continue. This may happen when a branch starts handling higher-value Orders, when a new purchaser is assigned to approve Purchasing POs, or when responsibility for Invoices or LGs changes. In daily work, an approval request is triggered when a user applies approval to a record. The exact request depends on the work being performed: - A sales user may use **Apply Approval for Booking** while working on a Sales Job. - A sales user may need approval for an offer or Orders before it is confirmed. - A purchaser may use **Apply Approval for Purchasing** for a Purchasing PO. - A finance user may use **Apply Approval For Invoicing** for an Invoice. - A user managing guarantees may use **Apply Approval for LG** for a Letter of Guarantee. After the request is submitted, the record can show **Awaiting Approval** or **Applied (requested)**. The assigned approver reviews the commercial details, such as the client, principal, amount, commission, margin, payment terms, or guarantee value, depending on the record. Approval configuration should be reviewed whenever a user joins or leaves a branch, changes responsibilities, or receives a different approval authority. A user who can approve Orders but not Purchasing POs, for example, needs the correct limits in the relevant approval categories. Before changing approval limits, make sure the fields required for approval decisions are already working as intended. If your team uses additional required fields or validation conditions, review [Configuring Dynamic Validation](doc:configuring-dynamic-validation) first so users do not submit incomplete requests for approval. ## Step-by-Step Process 1. Open **Configuration** in Pams and locate the user information for the person who will review approvals. Confirm that the person is an active **User** and that their access matches the branch and work area where they will approve records. Use the person’s **User Information** and assigned **Roles** to confirm their responsibility before setting any approval limits. 2. Open the user’s **Approval Limits** section. Review the approval categories available for that user. Pams provides separate limits for sales, purchasing, invoicing, and LGs, so assign only the authority the person is expected to use. | Approval category | Field to review | Used for | |---|---|---| | Sales | **Approval Sales Limit Value** | Sales-related approval requests, including booking, offers, and Orders | | Purchasing | **Approval Purchase Limit Value** | Purchasing PO approval requests | | Invoices | **Approval Invoices Limit Value** | Invoice approval requests | | LGs | **Approval LGs Limit Value** | Letter of Guarantee approval requests | 3. Enter the appropriate approval limit for each category. Where your organization gives a person unrestricted authority in a category, select the matching unlimited option: **Approval Sales Unlimited**, **Approval Purchase Unlimited**, **Approval Invoices Unlimited**, or **Approval LGs Unlimited**. Do not select an unlimited option simply because a user is senior; use it only when that person is permitted to approve any amount in that category. 4. Click **Save** to keep the approval limits. If you are finished with the user record, choose **Save and Close**. Repeat the same process for each approver who supports the branch’s sales, purchasing, finance, or LG work. 5. Test the approval route using a suitable record. For example, open a Sales Job, Purchasing PO, Invoice, or LG that requires review and apply the appropriate approval request. Confirm that the record changes to **Awaiting Approval** or **Applied (requested)** rather than proceeding as if no review were required. 6. Ask the assigned approver to open the request and make a decision using **Accept** or **Decline**, where available. Confirm that Pams updates the record to **Approved**, **Declined**, **Rejected Approval**, or the corresponding decision status shown on that record. 7. Open **Audit History** to verify the setup and the test decision. Review entries such as **Created On**, **Created By**, **Last Modification On**, **Last Modification By**, **Changes**, and approval-related notifications. This gives you a record of who changed limits, requested approval, and made the final decision. [SCREENSHOT: A record showing Awaiting Approval and the available approval decision actions] ## Roles and Responsibilities Approval processes work best when each person has a clear responsibility. The administrator maintains the approval setup, while operational users submit requests only for the records they are responsible for. Approvers should review the commercial information before accepting or declining a request. | Step | Responsible person | What they do in Pams | |---|---|---| | Confirm branch and user responsibility | Administrator | Reviews the user’s **User Information**, **Roles**, and branch responsibilities before granting approval authority. | | Set sales approval authority | Administrator | Enters **Approval Sales Limit Value** or selects **Approval Sales Unlimited** for authorized sales approvers. | | Set purchasing approval authority | Administrator | Enters **Approval Purchase Limit Value** or selects **Approval Purchase Unlimited** for authorized purchasing approvers. | | Set invoice approval authority | Administrator or finance Inquiry | Enters **Approval Invoices Limit Value** or selects **Approval Invoices Unlimited** for authorized invoice approvers. | | Set LG approval authority | Administrator or LG responsible person | Enters **Approval LGs Limit Value** or selects **Approval LGs Unlimited** for authorized LG approvers. | | Request approval | Salesperson, purchaser, finance user, or LG user | Applies approval from the relevant Sales Job, Orders, Purchasing PO, Invoice, or LG record. | | Review the request | Assigned approver | Reviews the record details and uses **Accept** or **Decline** where those actions are available. | | Verify the history | Administrator or manager | Opens **Audit History** and checks approval-related changes, decisions, and timestamps. | For Sales Jobs and Orders, the approver should review the client, principal, **Total Order Price**, **Commission (%)**, **Margin**, delivery details, and payment information before approving. For Purchasing POs, review the sub-supplier, items, quantities, unit price, and total price. For Invoices and LGs, review the amount, status, dates, and any related commercial notes. A person should not approve their own work unless that is an explicitly accepted business rule for your organization. Keep sales, purchasing, finance, and LG authority separate where different people are accountable for those decisions. ## What Can Go Wrong | Where the issue appears | What you may see | How to fix it | |---|---|---| | User setup | The intended approver cannot review a request. | Open the person’s **User Information** and confirm that the person is an active **User** with the appropriate **Roles** and approval responsibility. | | Approval Limits | An approver can review one type of record but not another. | Check each separate field: **Approval Sales Limit Value**, **Approval Purchase Limit Value**, **Approval Invoices Limit Value**, and **Approval LGs Limit Value**. A limit in one category does not automatically apply to the others. | | Amount exceeds authority | A request remains **Awaiting Approval** because the available approver is not authorized for the amount. | Review the amount on the Orders, Purchasing PO, Invoice, or LG, then compare it with the assigned approval limit. Update the limit only if the person is authorized to approve that value. | | Incorrect unlimited authority | A user can approve values beyond their intended responsibility. | Reopen **Approval Limits**, remove the relevant unlimited option, enter the correct limit value, and click **Save**. | | Approval request | The record does not show **Awaiting Approval** or **Applied (requested)** after the user tries to request approval. | Confirm that the user is working on the correct record and using the relevant approval option, such as **Apply Approval for Purchasing** or **Apply Approval For Invoicing**. Also check whether the record is already **Approved**, **Rejected Approval**, or cancelled. | | Approver decision | The approver declines a request without enough explanation for the requester. | Ask the approver to use the record’s comments or available decision details to explain what must change. The requester can then correct the Sales Job, Purchasing PO, Invoice, or LG before submitting again. | | Audit review | You cannot tell who changed limits or made a decision. | Open **Audit History** and review **Changes**, **Created By**, **Last Modification By**, **Created On**, and **Last Modification On**. If the required entry is not visible, verify that you are reviewing the correct record. | Do not solve a delayed request by assigning unlimited authority to several people. First identify whether the delay comes from the wrong approval category, an amount above the limit, or an approver who is not available for that branch. ## Tips & Best Practices - Set approval limits separately for sales, purchasing, invoices, and LGs. A sales manager may be the correct person for **Approval Sales Limit Value** but not for **Approval Purchase Limit Value** or **Approval Invoices Limit Value**. - Use the unlimited options carefully. **Approval Sales Unlimited**, **Approval Purchase Unlimited**, **Approval Invoices Unlimited**, and **Approval LGs Unlimited** are best reserved for people with clear authority to approve all values in that category. - Review approval limits when branch responsibilities change. Update the user record when a purchaser takes over a new branch, a sales manager changes team responsibility, or finance responsibility moves to another person. - Test each approval category after setup. Create or open an appropriate Sales Job, Purchasing PO, Invoice, and LG record, then submit an approval request. A test confirms that the record reaches **Awaiting Approval** and that the responsible person can make a decision. - Check the commercial information before asking for approval. For sales records, verify **Client**, **Principal**, **Total Order Price**, **Commission (%)**, **Margin**, and delivery commitments. For purchasing records, verify the **Sub-supplier**, items, quantities, and total price. Complete records reduce rejected requests and repeated review cycles. - Keep approval decisions visible in the relevant record rather than relying on separate messages. The record status, notification history, comments, and **Audit History** provide the operational trail for Sales Jobs, Purchasing POs, Invoices, and LGs. - Use [Configuring Dynamic Validation](doc:configuring-dynamic-validation) when important fields must be completed before a user can request approval. This helps ensure that approvers receive complete commercial information rather than incomplete requests. [SCREENSHOT: Audit History showing an approval request, a decision, and the user who made each change] ## Related Workflows Approval processes support several connected workflows in Pams. Use the following guides when configuring approval controls for the records your team handles: - [Configuring Dynamic Validation](doc:configuring-dynamic-validation) explains how to require important information before a user submits a record for review. Use it alongside approval limits when sales, purchasing, invoice, or LG requests must include specific commercial details. - [Managing Pams Users](doc:managing-pams-users) explains how to maintain user information for the people who request and approve work. Review user access before assigning approval limits. - [Managing Roles and Teams](doc:managing-roles-teams) helps you align approval responsibility with your sales, purchasing, finance, and branch teams. Use it when responsibility changes across teams or branches. - [Preparing Customer Offers](doc:preparing-customer-offers) and [Confirming Orders](doc:confirming-sales-orders) cover the sales records that may require approval before commercial commitments are confirmed. - [Creating Purchase Orders](doc:creating-purchase-orders) explains the Purchasing PO workflow. Apply purchasing approval controls where purchase values or supplier commitments require review. - [Managing AR Invoices](doc:managing-ar-invoices) covers customer invoices that may use **Apply Approval For Invoicing** before release or processing. - [Managing Letters of Guarantee](doc:managing-letters-guarantee) explains the LG workflow, including requests that may require **Apply Approval for LG**. - [Reviewing Audit and Change History](doc:reviewing-audit-change-history) provides more detail on using **Audit History** to review configuration changes, approval requests, and decisions. Approval controls should reflect the same responsibilities your teams use in their daily Sales Jobs, Purchasing POs, Invoices, and LG work. Keeping these workflows aligned prevents approval routes from becoming a separate process that users must work around. ## FAQ **Which records can require approval in Pams?** Pams includes approval controls for sales, purchasing, invoicing, and LG activities. Depending on the record and your organization’s configuration, users may apply approval for booking, sales offers, Orders, Purchasing POs, Invoices, or LGs. Look for approval-related labels such as **Apply Approval for Booking**, **Apply Approval for Purchasing**, **Apply Approval For Invoicing**, and **Apply Approval for LG**. **Can one person approve sales, purchasing, invoices, and LGs?** Yes, if that person is authorized for all of those responsibilities. Set the appropriate values in each category within **Approval Limits**. Approval authority is separate for sales, purchasing, invoices, and LGs, so review every relevant limit instead of assuming one limit covers all activities. **What is the difference between an approval limit and an unlimited approval option?** An approval limit uses a value entered in **Approval Sales Limit Value**, **Approval Purchase Limit Value**, **Approval Invoices Limit Value**, or **Approval LGs Limit Value**. An unlimited option removes the value restriction for that category. Use **Approval Sales Unlimited**, **Approval Purchase Unlimited**, **Approval Invoices Unlimited**, or **Approval LGs Unlimited** only for authorized approvers. **Why is a record still marked Awaiting Approval?** The request has been submitted but no final approval decision has been recorded. Ask the responsible approver to open the relevant record and use **Accept** or **Decline**, where available. Also confirm that the record amount is within the approver’s assigned limit. **What should the requester do after a rejection?** Review the record status, comments, and any rejection details. Correct the commercial information that needs attention, such as pricing, margin, commission, quantities, payment terms, delivery details, or LG value. Then submit the approval request again using the relevant approval option. **How can I verify who changed an approval limit or made a decision?** Open **Audit History** for the relevant user record or business record. Review **Created By**, **Created On**, **Last Modification By**, **Last Modification On**, and **Changes** to identify the people and dates associated with the configuration change, request, or decision. ## Understanding Pams User Accounts A Pams user account is an internal account for a person who needs to work in Pams. Persona-admin users manage these accounts through the **Users** screen. Each user record holds the information Pams uses to identify the person, such as **First Name**, **Last Name**, **Full Name**, and **Login Email**. Do not confuse a Pams user with an **Account**, **Client**, **Contact**, **Principal**, or **Sub-supplier** record. Those records represent companies, people, and business relationships managed in Pams. A Pams user account represents an internal person who works with those records. For example, an Account Manager may be assigned to an Account, but that Account Manager must also have an active Pams user account to sign in and work with Pams. Managing a user account is an ongoing responsibility. The usual lifecycle is: - Create the user record using the person’s correct identifying details. - Activate the account when the person should be able to access Pams. - Assign the user to the required **Branches** and **User Roles** shown on their record. - Review and update the record when the person’s responsibilities, branch assignment, or contact details change. - Deactivate the account when the person should no longer have access. The **Active** status is especially important. A user record can remain in the **Users** list even when it is not active. An inactive record is useful for administration because you can still identify the person and review their existing user details, but the person cannot use that account to access Pams. [SCREENSHOT: The Users list showing internal user records and the Active status] Persona-admin users should keep user details, activation status, **Branches**, and **User Roles** current. This helps ensure that the people handling Sales Jobs, Projects, Invoices, Payments, Warehouse work, or Principal activities have the appropriate internal account setup for their responsibilities. ## Preparing Details Before Creating a User Before you select **Add New User**, confirm that you are signed in with persona-admin access. You need access to the **Security** area and the **Users** screen to create and maintain internal Pams user accounts. If you cannot open **Users** or cannot see **Add New User**, ask a persona-admin user to review your access. Collect the user’s details before opening the new-user form. Entering complete and accurate information at the start makes it easier to find the correct person later in the **Users** list and prevents confusion between users with similar names. Prepare the following details from the information available for the person: | Detail | Where you use it in Pams | Why it matters | |---|---|---| | Name details | **First Name**, **Middle Name**, **Last Name**, and **Full Name** | Identifies the person in the **Users** list and on their user record. | | Sign-in detail | **Login Email** | Identifies the account used for access to Pams. | | Contact details | **Phone** and **Mobile** | Keeps the internal user record up to date where these fields are used. | | Organizational context | **Branches** and **User Roles** | Supports the user’s required responsibilities in Pams. | Decide which **Branches** and **User Roles** the person needs before creating the record. Do not assign a user to every available branch or role simply because those options are available. Start with the assignments required for the person’s actual work, then update them if their responsibilities change. Also check whether the person already has a record. Open **Security > Users** and review the existing list for the person’s **Full Name** or **Login Email**. If you find an existing record, open it and update it rather than creating another user. Duplicate user records make it harder to manage activation, assignments, and account changes consistently. [SCREENSHOT: The Users list with Full Name and Login Email visible for checking existing accounts] ## Creating an Internal Pams User Create a Pams user record when an internal person needs their own account to work in Pams. Start from the **Users** screen so the account is created in the same place where persona-admin users review, activate, and maintain all internal users. 1. Open **Security** and select **Users**. 2. Review the existing **Users** list for the person’s **Full Name** and **Login Email**. If the person is already listed, open that record instead of adding a second one. 3. Select **Add New User**. Pams opens a new user record. 4. In **User Information**, enter the person’s identifying details. Complete the available name fields, including **First Name**, **Middle Name** where needed, and **Last Name**. Review the resulting **Full Name** carefully so the person can be identified correctly in the **Users** list. 5. Enter the person’s **Login Email**. Check the spelling and make sure it belongs to the intended internal user. Add **Phone** or **Mobile** when those details are available and should be kept on the user record. 6. Review all entered values before saving. Pay particular attention to the name and **Login Email**, because these details distinguish one internal user from another. 7. Select **Save**. If you have finished entering the initial details, you can select **Save and Close** to return to the **Users** list. 8. Confirm that the user appears in **Users** with the correct **Full Name** and **Login Email**. Open the saved record if you need to add **Branches** or **User Roles**. [SCREENSHOT: The Add New User form showing User Information, Full Name, and Login Email] Creating the record does not by itself mean the person can access Pams. If activation has not been completed, treat the record as an account awaiting activation. Complete the **Active** status and required assignments before relying on the account for day-to-day work. ## Activating and Deactivating User Access Use the **Active** status on a user record to control whether the internal account can access Pams. Activate a newly created account when the person is ready to use Pams. Deactivate an account when access must stop, while keeping the user record available for administrative review and future maintenance. 1. Open **Security > Users**. 2. Find the internal user in the **Users** list and open their record. Verify the **Full Name** and **Login Email** before changing the account status. This avoids activating or deactivating the wrong person when names are similar. 3. Locate the **Active** status on the user record. Review its current state before making a change. 4. To allow the person to access Pams, set the account to **Active**. Select **Save** or **Save and Close** to record the change. 5. Return to the **Users** list or reopen the user record and confirm that the account now shows as active. This confirmation is important before telling the user that their account is available. 6. To remove access, open the same user record and change the **Active** status so the account is no longer active. Select **Save** to apply the change. 7. Confirm the updated status after saving. The user record should remain in **Users**, but the account should no longer be active for access to Pams. [SCREENSHOT: An individual user record with the Active status highlighted] Deactivate accounts when a person leaves the business, changes to work that no longer requires Pams access, or should temporarily stop using Pams. Do not create a replacement record merely because an existing account is inactive. If the same person returns and should resume access, review their details and assignments, then reactivate the existing record when appropriate. Before activating or reactivating an account, also review the user’s **Branches** and **User Roles**. An active account should reflect the person’s current responsibilities, not outdated responsibilities from an earlier position. ## Assigning Users to Their Required Context After creating the user record, review the assignment information shown on that person’s record. In Pams, **Branches** and **User Roles** help record the organizational context required for the person’s responsibilities. Keep these assignments limited to what the person currently needs for their work. 1. Open **Security > Users** and select the user whose assignments you need to review or change. 2. Review the existing **Branches** and **User Roles** on the user record. Do this before adding anything new so you can see what is already assigned. 3. Add the required **Branches** for the person’s work. For example, use the **Branches** area when the person needs to be associated with a specific company branch shown in Pams. 4. Review **User Roles** and add the role or roles required for the user’s responsibilities. Select only the roles that match the person’s current work. Do not use a role simply because it is available in the list. 5. Remove any branch or role assignment that no longer applies. This is particularly important when a person changes department, branch, or job responsibilities. 6. Select **Save** to apply the updated assignments. 7. Reopen the record or review the saved user details to confirm that the required **Branches** and **User Roles** are displayed correctly. [SCREENSHOT: A Pams user record showing the Branches and User Roles assignment areas] Review assignments whenever a user moves between branches, takes on new responsibilities, or stops handling a workflow. For example, a person who no longer works with a particular branch should not retain an outdated **Branches** assignment. Similarly, update **User Roles** when the person’s responsibilities change rather than leaving old assignments in place. This screen records assignments for the individual user. The setup and maintenance of the available roles and teams is covered separately in [Managing Roles and Teams](doc:managing-roles-teams). Use that guidance when the required role or team itself needs to be reviewed, created, or changed. ## Resolving User Account Issues When someone reports that they cannot access Pams or cannot work in an expected area, begin with their record in **Security > Users**. Check the user’s **Full Name** and **Login Email** first, then review **Active**, **Branches**, and **User Roles**. These checks help you distinguish between a missing account, an inactive account, and an account with outdated assignments. 1. If the person cannot access Pams, open **Users** and check whether a record exists for their **Full Name** or **Login Email**. If no record exists, create one using **Add New User**. 2. If the record exists, open it and review the **Active** status. If the person should have access but the account is not active, update the status to **Active** and select **Save**. 3. If the user can access Pams but does not have the expected organizational context, review **Branches** and **User Roles** on the user record. Add the required current assignment, remove obsolete assignments, and save the record. 4. If you suspect a duplicate account, search the **Users** list using the person’s **Full Name** and **Login Email**. Open the matching records and compare their details before creating another account. Maintain the appropriate record rather than creating a duplicate. 5. If a person no longer needs access, do not leave their account active. Open the record, update the **Active** status, and save the change. Also review **Branches** and **User Roles** so the record reflects the person’s current position. [SCREENSHOT: The Users list used to compare accounts with similar names or Login Email details] When correcting a user record, make one clear change at a time and select **Save** before moving on. This makes it easier to confirm whether the issue was the activation state, a **Branches** assignment, or a **User Roles** assignment. For sign-in-specific steps, refer to [Signing In to Pams](doc:signing-in-to-pams). If the issue relates to the person’s own details rather than their internal user account setup, use [Managing Your Profile](doc:managing-your-profile). ## Overview The **Users** screen is the central place for persona-admin users to manage internal Pams accounts. Use it to create a user record, maintain the person’s identifying information, control whether the account is **Active**, and review the **Branches** and **User Roles** assigned to that person. The most important controls to review on each user record are: - **Full Name** — identifies the internal person in the **Users** list. - **Login Email** — identifies the account used for access to Pams. - **Active** — shows whether the internal user account is active for access. - **Branches** — records the branch context associated with the user. - **User Roles** — records the roles assigned to the user. A user record should always represent one internal person. Before selecting **Add New User**, check the existing **Users** list. Using one maintained record per person prevents confusion about which record should be active, which **Login Email** is current, and which assignments should be retained. The user-management workflow is deliberately separate from day-to-day business records. A **Client**, **Contact**, **Account**, **Principal**, or **Sub-supplier** may be linked to sales, procurement, delivery, invoice, or payment work, but those records do not replace an internal Pams user account. Create and maintain a Pams user account only for people who need to use Pams internally. [SCREENSHOT: The Users screen showing the user list and Add New User action] Keep user records current as working arrangements change. Updating an existing user’s **Active** status, **Branches**, or **User Roles** is preferable to creating an unnecessary new record. This gives persona-admin users a clearer, more reliable view of the internal accounts currently maintained in Pams. ## Prerequisites Before managing Pams users, make sure you have the required persona-admin access and the information needed to identify the internal person correctly. The following items help you complete user setup without creating incomplete or duplicate records: - Access to **Security > Users**. You need to be able to open the **Users** list and select **Add New User**. - The person’s correct **First Name**, **Last Name**, and **Full Name**. Use these details to check for an existing record and to create a clear user entry. - The person’s correct **Login Email**. Review this carefully before saving because it identifies the internal account. - Any available **Phone** or **Mobile** details that should be recorded on the user record. - Confirmation of the user’s required **Branches**. - Confirmation of the user’s required **User Roles**. - A decision about whether the account should be **Active** immediately or remain not active until access is required. Check the **Users** list before adding an account. Review both **Full Name** and **Login Email**, especially when the organization has people with similar names. If an account already exists, update that record rather than creating another one. When you activate an account, make sure its **Branches** and **User Roles** are current. When you deactivate an account, review those same assignments so that the record accurately reflects the person’s current responsibilities. The next user-security task is managing accounts for represented companies. Continue with [Managing Principal Users](doc:managing-principal-users). ## Confirming Who Needs Principal Access Use a **Principal User** account only for a person who needs access as part of a represented **Principal** organization. This is different from access for your own agency or sales team. Before creating an account, confirm that the person needs to view or work with the Principal information made available through Pams, rather than needing a standard Pams user account. For users who work for your own company, follow [Managing Pams Users](doc:managing-pams-users) instead. Keeping Principal Users separate helps you review external access from the **Principal Users** list and avoid assigning the wrong type of access. Before opening the new-user form, collect and confirm the details you will enter. Use the spelling and email address that the user will use for sign-in. | Detail to confirm | Where it is used | What to check | |---|---|---| | User’s name | **First Name**, **Middle Name**, and **Last Name** | Enter the name the user should see in Pams. | | Sign-in email | **Email** or **Login Email** | Confirm the address is current and belongs to the intended user. | | Principal assignment | **Principal** or **Is Principal** | Confirm which Principal organization the person should access. | | Account availability | **Active** | Confirm whether the account should be available immediately. | You must also be able to open **Security** and select **Principal Users**. If **Principal Users** is not available in the Security area, do not create the account through another user list. Your current access may not allow you to manage Principal accounts. Finally, check for an existing account before adding a new one. In the **Principal Users** list, search using the person’s name and their intended **Email** or **Login Email**. An existing record may need an update rather than a second account. Duplicate accounts can cause sign-in confusion and make it unclear which Principal access remains active. [SCREENSHOT: The Security area with the Principal Users option highlighted, followed by the Principal Users list search field.] ## Opening the Principal Users List Open the **Principal Users** list before creating, updating, or removing Principal access. This list is the starting point for reviewing accounts that are intended for Principal users, checking whether a user already exists, and opening an account record for changes. 1. In Pams, open **Security** from the main navigation. 2. Select **Principal Users**. 3. Review the list before selecting any action. Check the displayed user names, email addresses, and any visible account information such as **Active** status or Principal-related details. 4. Use the list search to find a specific person. Start with the user’s name, then search again using their **Email** or **Login Email** if the name does not return a clear result. 5. If filters are available, use them to narrow the list. For example, review active accounts separately from inactive or archived records when you need to confirm whether an account is still in use. 6. Select the user’s row to open the account record. Review the **User Information** area and the Principal-related fields before making any change. When you are checking for duplicates, do not rely only on the displayed name. Similar names can belong to different people, while a changed surname can make an existing account harder to find. The saved **Email** or **Login Email** is the most useful detail for confirming whether the account already belongs to the intended user. If the list does not show the person you expect, clear any active filters and search again. A filter can hide a user record even when it exists. Also check whether the account may have been added as a regular Pams user rather than a Principal User; use the appropriate user-management area to review that record. Use the list as a final review point after every change. A quick search confirms that you updated the intended person rather than another user with a similar name. [SCREENSHOT: The Principal Users list showing the search field, user rows, and a visible account status or filter control.] ## Creating a Principal User Account Create a Principal User from the **Principal Users** list only after confirming that the email address is not already assigned to another account. Enter the user’s details carefully, because the saved email address is used for the user’s sign-in and any verification or activation steps shown by Pams. 1. Open **Security > Principal Users**. 2. Select **Add New User**. 3. In **User Information**, enter the person’s **First Name** and **Last Name**. Complete **Middle Name** only when it is needed to identify the person correctly. 4. Enter the user’s **Email** or **Login Email**. Verify the address before saving; use the address the person will actually use to sign in. 5. Select the required **Principal** assignment. If the form includes **Is Principal**, make sure it is selected for this account. 6. Review **Active** before saving. An active account should be available for the intended Principal user; do not leave an account active if it is being prepared only for later use. 7. Select **Save**. If you have finished entering the account information, use **Save and Close** where available. 8. Return to the **Principal Users** list and search for the saved email address. Confirm that the new user appears and that the displayed name and Principal assignment are correct. After saving, Pams may show that the account is **Not activated yet** or prompt an email verification step. When Pams displays **Check your email**, **Send Verification Code to User**, or a similar email-based action, the user must use the saved **Login Email** to complete the sign-in setup. If the email address was entered incorrectly, update the account record before asking the user to continue. Do not create a second account if the user cannot sign in immediately. First locate the saved record and confirm the email address, **Active** setting, and Principal assignment. This keeps one clear account record for each Principal user. [SCREENSHOT: The Add New User form with User Information, Email or Login Email, Principal assignment, Is Principal, Active, and Save highlighted.] ## Updating a Principal User's Details and Access Update a Principal User record whenever the person’s displayed name, sign-in email, or Principal responsibility changes. Make changes in the existing account record rather than creating a replacement account for routine updates. This keeps the **Principal Users** list accurate and avoids leaving duplicate access records behind. 1. Open **Security > Principal Users**. 2. Search for the user by name, **Email**, or **Login Email**. 3. Select the correct user from the list to open the account record. 4. In **User Information**, update the user’s **First Name**, **Middle Name**, or **Last Name** if the displayed name has changed. 5. Review **Email** and **Login Email**. Update the saved address only when the user will sign in with a different email address. 6. Review the **Principal** assignment and **Is Principal** setting. Update these values if the user’s access should move to a different Principal organization or if the user should no longer be treated as a Principal User. 7. Check **Active** to make sure the account remains available only when the user still needs access. 8. Select **Save**, then return to the **Principal Users** list to confirm the updated information appears in the correct record. Take extra care when changing **Login Email**. A user who continues to enter their previous email address may be unable to complete sign-in after the change. Confirm the new address with the user before saving it, and search the list for that address first to make sure it is not already assigned to another account. If you are changing a user’s Principal responsibility, review the **Principal** field before and after the update. The user’s displayed name may remain the same, but the Principal assignment determines which Principal relationship the account is associated with. [SCREENSHOT: An open Principal User record showing User Information, Login Email, Principal, Is Principal, Active, and Save.] ## Removing Principal Access from Former Users Remove or deactivate Principal access as soon as a person no longer needs to work with a Principal in Pams. Start from the existing account record so you can confirm that you are changing the correct person and can review the current **Principal** assignment before access is removed. 1. Open **Security > Principal Users**. 2. Search for the former user by their **Email** or **Login Email**. Searching by email is especially useful when more than one person has a similar name. 3. Open the user record and review the **User Information**, **Principal**, **Is Principal**, and **Active** fields. 4. Use the access option available on the record: - Clear **Is Principal** when the person should remain a Pams user but should no longer have Principal access. - Change **Active** when the person should no longer be able to use the account. - Use **Ultimate Delete** only when that action is available and the account record should be removed rather than retained. 5. Select **Save** after changing the access details. 6. Return to the **Principal Users** list, clear any filters, and search for the user again. Confirm that the record no longer appears as an active Principal User, or that the Principal setting has been removed. Do not remove the final active Principal User responsible for a Principal organization until another appropriate person has access. First create or confirm the replacement user, then verify the replacement account in the **Principal Users** list. This prevents the Principal organization from being left without an available account. If you are unsure whether the person may need access again later, review the options shown on the user record before using **Ultimate Delete**. Updating **Active** or **Is Principal** may preserve the record while removing the access that is no longer required. [SCREENSHOT: A Principal User record showing Is Principal and Active settings, with the Principal Users list used to verify the result.] ## Resolving Principal User Account Issues Most Principal User issues can be resolved by checking the user’s existing record in **Security > Principal Users** before creating or changing another account. Use the saved **Email** or **Login Email** as the main reference, because it identifies the account used for sign-in. 1. If Pams does not allow an email address to be saved, return to **Principal Users** and search for that exact **Email** or **Login Email**. Open the existing record and update it if it belongs to the intended person. Do not create another account with a variation of the same address. 2. If a user seems to be missing from the list, clear the current search and filters. Search once by the person’s name and again by their **Login Email**. Check whether the account is inactive or no longer marked with **Is Principal**. 3. If the user cannot sign in or cannot complete activation, open the account record and compare the saved **Email** or **Login Email** with the address the user is using. Correct the saved address if needed, then use any visible email action such as **Send Verification Code to User**. 4. If Pams shows **Not activated yet**, review the saved email address first. When Pams displays **Check your email**, the user must use the inbox for the exact address saved on the record. 5. If the user has unexpected Principal access, open their record and review **Principal**, **Is Principal**, and **Active**. Correct the Principal assignment, clear **Is Principal**, or deactivate the account as required, then select **Save**. 6. Search for the user again in the list to confirm the correction is visible. When an account problem affects a user who recently changed email address or Principal responsibility, review both items together. An updated email with an outdated **Principal** assignment can still leave the wrong access in place, while a correct Principal assignment with the wrong **Login Email** can prevent the intended user from signing in. [SCREENSHOT: A Principal User record with Login Email, Principal, Is Principal, Active, and an email verification action highlighted.] ## Overview The **Principal Users** area in **Security** is used to maintain accounts for people who need access as part of a represented Principal organization. It gives you one list where you can search for Principal accounts, open their records, check their saved sign-in details, and review whether they are still active. Use the **Principal Users** list for these account-management tasks: - Check whether a Principal User already exists before selecting **Add New User**. - Create a new record with **User Information**, **Email** or **Login Email**, and the required **Principal** assignment. - Confirm that **Is Principal** is selected for accounts that should have Principal access. - Use **Active** to review whether an account remains available. - Update a person’s name, sign-in email, or **Principal** assignment when responsibilities change. - Remove Principal access by changing **Is Principal**, updating **Active**, or using the available record-removal action. - Check email-related account status, including **Not activated yet**, and use a visible action such as **Send Verification Code to User** when Pams provides it. A Principal User record is not only a name in a list. The combination of **Login Email**, **Principal**, **Is Principal**, and **Active** determines whether the account is set up for the right person and the right Principal relationship. Review all four items whenever you create or update access. Use the **Principal Users** list as the verification point after every change. Search for the person by email, open the record if needed, and confirm that the displayed values match the access you intended to provide or remove. This is particularly important when a Principal has several users with similar names or when a user changes organizations. [SCREENSHOT: Principal Users list with a selected record, showing how the list and account details work together.] ## Prerequisites Before managing accounts in **Security > Principal Users**, make sure you have the information and access needed to complete the change accurately. Preparing these details before selecting **Add New User** reduces duplicate accounts and avoids activation problems caused by an incorrect sign-in email. Confirm the following before you create, update, or remove a Principal User: - You can open **Security** and select **Principal Users**. - You know whether the person needs a **Principal User** account rather than a regular Pams user account. For regular internal users, see [Managing Pams Users](doc:managing-pams-users). - You have the person’s correct **First Name** and **Last Name** for the **User Information** section. - You have confirmed the email address that should be entered as **Email** or **Login Email**. - You know the correct **Principal** assignment for the account. - You have searched the **Principal Users** list by name and email to check for an existing record. - You know whether the account should be available immediately through the **Active** setting. - Before removing access, you have confirmed that another appropriate Principal User remains available for the Principal organization. When changing an existing record, open the user’s account first and note the currently saved **Login Email**, **Principal**, **Is Principal**, and **Active** values. This makes it easier to confirm exactly what changed after you select **Save**. After Principal User accounts are in place, continue with [Managing Roles and Teams](doc:managing-roles-teams) to organize the roles and teams that support the right access across Pams. ## Checking Your Current 2-Factor Authentication Status Open the **Security** screen in Pams before you change any sign-in protection settings. This screen contains the **2-factor Authentication** control and the **Trusted Login Devices** area for the administrator account. 1. Open **Security** and locate **2-factor Authentication**. 2. Check the status shown for the setting. Pams identifies whether 2-Factor Authentication is currently enabled or disabled. 3. If the setting is enabled, review the **Trusted Login Devices** area beneath or alongside the 2-Factor Authentication controls. 4. Compare the listed devices or browser sessions with the computers and browsers you currently use for Pams. 5. Before making any change, confirm that you can still complete the verification challenge shown by Pams when you sign in. When 2-Factor Authentication is enabled, Pams can request an additional verification step after you sign in. A device listed under **Trusted Login Devices** has already completed that verification and may not be asked for it again during later sign-ins from that same browser or device. [Screenshot: The Security screen showing the 2-factor Authentication status and the Trusted Login Devices area.] Pay particular attention to device entries you do not recognize, old browser sessions, or devices you no longer control. A trusted device can bypass the additional verification prompt, so the list should reflect only devices that are appropriate for administrator access. If you are reviewing access for other users, manage their access separately through **Users**, **Principal Users**, and the assigned **Roles** and **Teams**. For guidance on those areas, see [Managing Pams Users](doc:managing-pams-users), [Managing Principal Users](doc:managing-principal-users), and [Managing Roles and Teams](doc:managing-roles-teams). The **Security** screen is specifically where you review the 2-Factor Authentication setting and trusted-device access. ## Enabling 2-Factor Authentication Enable 2-Factor Authentication from the **Security** screen when the administrator account should require an additional verification step during sign-in. Keep the Security screen open until Pams confirms that the setting is active. 1. Open **Security** and find the **2-factor Authentication** control. 2. Select the option to enable 2-Factor Authentication. 3. Read the verification or enrollment prompt displayed by Pams. 4. Complete the requested second-factor confirmation using the method available to the administrator account. 5. Wait for Pams to confirm that verification was accepted. 6. Return to the **2-factor Authentication** control and confirm that its status shows as enabled. [Screenshot: The 2-factor Authentication control with the enabled status displayed after successful verification.] The verification prompt is part of the activation process. Do not close the page or assume the change is complete until Pams displays the enabled status. If the confirmation does not succeed, leave the setting unchanged and repeat the verification prompt from the Security screen when you have access to the required verification method. After activation, Pams may request the additional verification step when the administrator signs in from a browser or device that is not trusted. This allows you to keep normal access from approved work devices while ensuring that unfamiliar devices must be verified before use. Enabling 2-Factor Authentication does not replace your existing user setup. User access remains controlled through the **Users**, **Principal Users**, **Roles**, and **Teams** areas. Use 2-Factor Authentication alongside those access assignments, rather than using it as a substitute for removing access that a former user or external party should no longer have. ## Trusting a Device After Verification Pams can offer a trusted-device choice after you successfully complete a 2-Factor Authentication challenge. Use this option only for a browser or device that is under administrator control and regularly used to access Pams. 1. Sign in to Pams from a device or browser that is not currently trusted. 2. Complete the 2-Factor Authentication verification prompt shown during sign-in. 3. If Pams presents a trusted-device option after verification, review the device you are using. 4. Select the trusted-device option only when the device and browser are appropriate for continued administrator access. 5. Finish signing in, then open **Security** and review **Trusted Login Devices** to confirm that the device appears in the list. [Screenshot: A successful verification prompt offering the option to trust the current device.] Trusting a device changes the sign-in experience for that specific browser or device. On later sign-ins from the trusted browser or device, Pams may not request the additional verification challenge. This helps reduce repeated prompts on an approved work computer without removing 2-Factor Authentication from the administrator account. A trusted-device choice does not automatically apply to every device you use. For example, verifying Pams in one browser does not mean another browser on the same computer is automatically trusted. Each listed entry represents a browser or device that Pams recognizes as previously verified. Do not select the trusted-device option on: - Shared office computers - Public or temporary devices - A browser used by more than one person - A device that you do not control - A device you plan to replace or hand over to another user If you accidentally trust an unsuitable device, remove it promptly from **Trusted Login Devices** on the **Security** screen. ## Reviewing and Removing Trusted Devices Use the **Trusted Login Devices** list on the **Security** screen to keep control over browsers and devices that can sign in without repeating the 2-Factor Authentication challenge. Review this list whenever an administrator changes computers, stops using a browser, or has any concern about a previously trusted session. 1. Open **Security** in Pams. 2. Locate **Trusted Login Devices**. 3. Review each device or browser entry in the list. 4. Compare each entry with the administrator-controlled devices and browsers currently approved for Pams access. 5. Select the remove option for any entry that is no longer appropriate. 6. Confirm the removal if Pams asks you to do so. 7. Refresh or revisit the **Trusted Login Devices** list to make sure the entry no longer appears. [Screenshot: The Trusted Login Devices list with a device entry selected for removal.] Remove a trusted entry when it relates to a device that is no longer used, an older browser session, a replaced computer, or a device that may no longer be secure. You should also remove an entry if you cannot clearly identify it as an approved administrator browser or device. Removing a device does not prevent the administrator from using Pams on that device in the future. Instead, Pams will require 2-Factor Authentication again when that browser or device next signs in. After the verification challenge is completed, Pams may present the trusted-device option again. Keep the list limited to active, known devices. A shorter list makes it easier to identify unexpected entries and keeps the trusted-device setting aligned with the computers and browsers that are actually used for Pams administration. ## Disabling 2-Factor Authentication Disable 2-Factor Authentication only when the administrator account no longer needs the additional verification step. Because this changes the account’s sign-in protection, review the status and trusted devices carefully before confirming the change. 1. Open the **Security** screen in Pams. 2. Locate the **2-factor Authentication** control. 3. Select the option to disable 2-Factor Authentication. 4. Review the confirmation prompt displayed by Pams. 5. Confirm the change when you are certain that 2-Factor Authentication should be disabled. 6. Return to the 2-Factor Authentication control and verify that the status now shows as disabled. 7. Open **Trusted Login Devices** and review any entries that remain listed. [Screenshot: The Security screen showing the disabled 2-factor Authentication status and the Trusted Login Devices list.] When 2-Factor Authentication is disabled, Pams no longer uses the additional verification challenge associated with this setting for the administrator account. Therefore, do not rely on the trusted-device list as an extra sign-in checkpoint while the setting is disabled. After disabling the setting, remove trusted-device entries that should no longer remain recorded. This is especially important when you are changing administrator access arrangements, replacing devices, or reviewing older browser sessions. Removing unneeded entries keeps the **Trusted Login Devices** area current if 2-Factor Authentication is enabled again later. If you only need to stop a particular browser or device from bypassing verification, do not disable 2-Factor Authentication for the entire administrator account. Instead, keep the setting enabled and remove that browser or device from **Trusted Login Devices**. The next sign-in from the removed device will require verification again. ## Verifying the Security Configuration After enabling, disabling, or changing trusted-device entries, confirm that Pams behaves as expected during an actual sign-in. Testing the result immediately helps you identify whether the current browser is still trusted or whether a change was not completed. 1. Check the status displayed beside **2-factor Authentication** on the **Security** screen. 2. If the setting is enabled, sign out of Pams and sign in again from a browser or device that is not listed under **Trusted Login Devices**. 3. Confirm that Pams displays the additional verification challenge. 4. Complete the verification prompt and confirm that you can sign in successfully. 5. Remove a test device from **Trusted Login Devices** if appropriate. 6. Sign out and sign in again from that removed browser or device. 7. Confirm that Pams asks for 2-Factor Authentication again before allowing access. 8. If 2-Factor Authentication is disabled, confirm that the Security screen shows the disabled status after you sign in again. [Screenshot: A sign-in verification prompt shown after a device has been removed from Trusted Login Devices.] If Pams does not display the expected verification prompt, first return to **Security** and confirm that **2-factor Authentication** is enabled. Then check whether the current browser or device still appears under **Trusted Login Devices**. A trusted entry can explain why a second-factor prompt is not shown on that device. Before changing the setting again, make sure you can complete the verification method available to the administrator account. If that method is unavailable, do not make further changes until you can use Pams’ supported access process to restore administrator access. This avoids leaving the account unable to complete the sign-in process. ## Overview 2-Factor Authentication adds a second verification step to administrator sign-in in Pams. The setting is managed from the **Security** screen, where you can see whether **2-factor Authentication** is enabled or disabled and where you can review **Trusted Login Devices**. The main controls work together as follows: | Pams area or control | What you use it for | Result | |---|---|---| | **2-factor Authentication** | Enable or disable the extra sign-in verification step | Pams either requires or does not require additional verification during sign-in | | **Trusted Login Devices** | Review browsers and devices that have already been verified | Approved devices may bypass repeated verification prompts | | Remove trusted device | Withdraw trusted status from a browser or device | The removed device must verify again at its next sign-in | Use 2-Factor Authentication to protect the administrator account while allowing practical day-to-day access from approved work devices. A trusted device is not a general permission for every browser, computer, or person. It applies only to the specific device or browser session that was verified and appears in **Trusted Login Devices**. The **Security** screen does not replace the user-access controls in Pams. Continue to manage who can enter Pams through **Users** and **Principal Users**, and control what each person can access through **Roles** and **Teams**. Those tasks are covered in [Managing Pams Users](doc:managing-pams-users), [Managing Principal Users](doc:managing-principal-users), and [Managing Roles and Teams](doc:managing-roles-teams). When reviewing account protection, use the Security screen to answer three practical questions: - Is **2-factor Authentication** enabled for the administrator account? - Does **Trusted Login Devices** contain only recognized, approved browsers and devices? - Can the administrator complete the verification prompt if Pams requests it during sign-in? ## Prerequisites Before you change 2-Factor Authentication in Pams, make sure you can access the **Security** screen as an administrator and can complete any verification prompt that Pams displays. The change is not complete until Pams accepts the required confirmation and updates the status shown for **2-factor Authentication**. Prepare the following before enabling, disabling, or testing the setting: - Access to the administrator account that manages the **Security** screen - Access to the browser or device you are currently using to sign in to Pams - Access to the second-factor verification method used by the administrator account - Time to sign out and sign back in when you need to test the result - A clear list of the administrator-controlled devices and browsers that should remain under **Trusted Login Devices** If you are enabling 2-Factor Authentication, complete the change from a device you can continue to use while Pams displays the enrollment or verification prompt. Do not begin the process if you cannot access the available verification method, because you need to complete the prompt before Pams can show the enabled status. If you are reviewing trusted devices, identify devices that should be removed before opening the list. Typical examples include a replaced computer, an old browser session, or a device that is no longer used for administrator work. Removing those entries means Pams will request verification again if that browser or device tries to sign in later. For access-assignment changes rather than sign-in protection changes, use the relevant Pams screens described in [Managing Pams Users](doc:managing-pams-users), [Managing Principal Users](doc:managing-principal-users), and [Managing Roles and Teams](doc:managing-roles-teams). ## Opening Dashboard Settings and Reviewing Existing Configuration Dashboard Settings controls the dashboard definitions and booking rules used by performance widgets in Pams. Because these settings can change how Booking and Equivalent Booking values appear to dashboard users, review the current configuration before making an update. 1. Sign in to Pams using an account with administrator access. If you cannot open **Dashboard settings** or cannot save changes, ask an administrator to review your access. 2. Open **Configuration**, then select **Dashboard settings**. This area contains the dashboard configuration used for dashboards and their performance widgets. 3. Review the existing dashboard definition entries before opening one for editing. Focus on the identifying name or label of each definition so you can distinguish similar dashboards, such as dashboards intended for a particular sales team, Principal, or reporting purpose. 4. Open the dashboard definition that is closest to the configuration you need to review. Check the performance widgets associated with it and note which dashboard context they are intended to support. 5. Locate the existing booking rule entries in **Dashboard settings**. Review each rule’s name or label and its booking criteria to understand which Booking records currently contribute to performance-widget results. 6. Do not change a dashboard definition or booking rule solely because its name is unclear. First confirm its purpose by reviewing its widget configuration and booking criteria. A rule that appears similar may be used for a different performance view. [SCREENSHOT: Dashboard settings showing existing dashboard definition entries and booking rule entries] Reviewing both areas together helps you avoid changing a dashboard definition while overlooking the booking rules that affect the numbers shown in its performance widgets. Keep the current configuration in mind before adding a new entry or updating an existing one. ## Creating and Maintaining Dashboard Definitions A dashboard definition establishes the configurable dashboard arrangement used by performance widgets. Use a clear definition when the dashboard needs a distinct set of performance widgets or when an existing configuration must be adjusted. 1. In **Configuration > Dashboard settings**, start a new dashboard definition from the available dashboard-definition controls. 2. In the dashboard definition form, enter the identifying **Name** or label requested by Pams. Choose wording that explains the dashboard’s purpose at a glance. For example, use a name that reflects the sales focus, reporting purpose, or group that will use the dashboard. 3. Review the remaining configuration options shown in the form. Complete only the options that apply to the dashboard definition you are creating. Do not use a general label such as “Dashboard” when multiple dashboard definitions will exist. 4. Before saving, check that the name or label is distinct from existing dashboard definitions. Similar names can make it difficult for administrators to select the right configuration during future updates. 5. Select **Save** to make the dashboard definition available in **Dashboard settings**. 6. Reopen the saved entry and confirm that Pams displays the correct name or label. This is especially important if you are creating definitions for different Principal, sales, or Booking performance views. To update an existing definition, open its entry from the dashboard definition list, revise the displayed configuration, and select **Save** again. Use **Save and Close** when that option is available and you have finished reviewing the entry. [SCREENSHOT: Dashboard definition form with the Name or identifying label and Save action visible] Keep dashboard definitions focused. If two dashboards need different performance-widget arrangements, maintain separate, clearly named definitions rather than using one unclear configuration for both. ## Assigning Performance Widgets to a Dashboard Definition Performance widgets are configured from the dashboard definition that controls where they appear. Configure widgets from the correct definition so the intended dashboard shows the correct performance information. 1. Open **Configuration > Dashboard settings** and select the dashboard definition you want to update. 2. Review the widget configuration shown within that dashboard definition. Identify the widgets already associated with the definition before adding, selecting, or changing any widget configuration. 3. Select or configure the performance widgets that belong in this dashboard context. Use the definition’s available widget controls to associate each widget with the dashboard definition. 4. Check the purpose of each selected widget. A widget that reports Booking, Equivalent Booking, target progress, forecast, profitability, or another performance measure should be included only when it supports the dashboard definition’s stated purpose. 5. Review the complete widget configuration before saving. Confirm that the definition includes the widgets users need and does not include a widget intended for another dashboard definition. 6. Select **Save**. Reopen the dashboard definition after saving and verify that the expected performance widgets remain associated with it. When reviewing widget placement, distinguish between the dashboard definition and the widget result. The dashboard definition determines which performance widgets are configured for that dashboard. The widget result is the performance information users see after Pams evaluates the relevant Booking data. If a widget should be visible in more than one dashboard context, review each dashboard definition separately. Do not assume that assigning a widget to one definition automatically configures it for another definition. [SCREENSHOT: Dashboard definition showing its associated performance-widget configuration] Use consistent dashboard-definition names while making widget changes. This helps you confirm that you are configuring the intended dashboard before selecting **Save**. ## Defining Booking Rules for Performance Calculations Booking rules determine which Booking records contribute to the values shown in performance widgets. Use a booking rule when the performance view must include a defined group of bookings and exclude bookings that do not belong in that calculation. 1. In **Configuration > Dashboard settings**, start a new booking rule from the available booking-rule controls. 2. Enter the identifying **Name** or label requested by the booking-rule form. Make the name specific enough to explain the population of Booking records it is intended to evaluate. 3. Configure the booking criteria shown in the form. Set the criteria so the rule includes the Booking records that belong in the performance calculation and excludes unrelated records. 4. Review the criteria before saving. Consider whether the rule matches the intended sales, Principal, team, or reporting context represented by the dashboard definition and performance widget. 5. Select **Save** to store the booking rule. 6. Reopen the saved booking rule and verify that its name or label and displayed criteria are correct. A saved rule should be easy to identify later when reviewing a performance widget’s Booking results. Update an existing booking rule whenever the booking eligibility requirements change. Open the rule from **Dashboard settings**, revise the displayed criteria, and select **Save**. Because a rule change can affect the values shown in performance widgets, review the related dashboard definition before and after making the update. [SCREENSHOT: Booking rule form showing the identifying name and booking criteria] A booking rule should describe one clear performance population. Avoid using a vague rule name when different dashboards need different Booking results. Clear rule names reduce the risk of applying the wrong criteria to a performance-widget configuration. ## Coordinating Dashboard Definitions and Booking Rules Dashboard definitions and booking rules work together, but they control different parts of the dashboard result. A dashboard definition controls the dashboard context and the performance widgets configured for it. A booking rule controls the Booking data evaluated when those performance widgets calculate their results. Use the following approach when coordinating these settings: - Start with the dashboard definition. Review its identifying name or label and the performance widgets configured within it. This tells you what users are expected to see in that dashboard context. - Then review the related booking rule. Confirm that its criteria identify the correct Booking records for the performance measure shown by the widget. - Keep the purpose aligned. For example, if a dashboard definition is intended for a particular performance view, its associated Booking criteria should not include unrelated Booking records that would change the displayed result. - Review dashboard definitions whenever you revise a booking rule. A change to booking eligibility can alter Booking totals, Equivalent Booking values, forecast figures, target progress, and other results displayed by performance widgets. - Use distinguishable names for both entries. A dashboard definition name should identify the dashboard context, while a booking rule name should identify the Booking population being evaluated. - Save each updated entry separately and reopen it from **Dashboard settings** to confirm that Pams retained the intended configuration. Do not treat a visible widget as proof that its underlying Booking population is correct. A performance widget can be present in the right dashboard definition while still showing unexpected results if the applicable booking rule includes too many or too few Booking records. This separation is useful when performance reporting needs change. You can review the dashboard definition to confirm widget placement, then review the booking rule to confirm the data basis for the values displayed in those widgets. ## Verifying Dashboard and Booking Rule Configuration After saving dashboard definitions and booking rules, verify both the dashboard layout and the Booking results. This check helps identify missing performance widgets or unexpected values before users rely on the dashboard for sales, Principal, target, or forecast reviews. 1. Open the dashboard that uses the configured dashboard definition. Confirm that the expected performance widgets are visible in the intended dashboard context. 2. Compare the displayed widgets with the widget configuration saved in **Configuration > Dashboard settings**. If a required widget is missing, reopen the dashboard definition and confirm that the widget is included in its configuration. 3. Review the results shown by booking-based performance widgets. Check Booking records that should meet the booking-rule criteria and Booking records that should not meet those criteria. 4. If the widget results are higher, lower, or otherwise different from what you expect, return to **Dashboard settings** and open the relevant booking rule. Review the displayed criteria carefully. 5. Confirm that recent changes were saved. Reopen both the dashboard definition and the booking rule to make sure Pams shows the latest name, widget configuration, and booking criteria. 6. Save any corrections, then return to the dashboard and review the performance widgets again. [SCREENSHOT: Configured dashboard showing performance widgets used to verify Booking results] When investigating an issue, check the dashboard definition first if the widget is missing. Check the booking rule first if the widget is present but its Booking-based values are unexpected. This separates a widget-configuration issue from a Booking-criteria issue and keeps the review focused. ## Overview **Dashboard settings** provides the configuration used to control performance widgets in Pams dashboards. It is intended for administrators who need to maintain how dashboard views are defined and which Booking records are evaluated for performance results. The main elements are: - **Dashboard definitions**: These establish a configurable dashboard context. Each definition has an identifying name or label and a performance-widget configuration. Use dashboard definitions to keep distinct dashboard views organized and understandable. - **Performance widgets**: These are the dashboard items that display performance information. Their placement and configuration are maintained through the relevant dashboard definition. - **Booking rules**: These define the Booking records that contribute to performance-widget results. Booking rules are particularly important where results depend on the intended population of bookings. - **Booking and Equivalent Booking results**: Booking is a sales performance measure tracked against targets and forecasts. Equivalent Booking provides a comparable Booking value using reference commission and reference margin, helping teams compare deals with different commercial terms fairly. Dashboard definitions answer the question, “Which performance widgets should appear in this dashboard context?” Booking rules answer the question, “Which Booking records should these widgets evaluate?” Use **Dashboard settings** when you need to create or update a dashboard definition, change the performance widgets associated with a definition, or revise the Booking criteria affecting performance-widget results. Use the dashboard itself to confirm the outcome after saving configuration changes. For guidance on using dashboards and reports as an operational user, see [Using Dashboards and Reports](doc:using-dashboards-reports). ## Prerequisites Before changing **Configuration > Dashboard settings**, make sure you have the information needed to identify the correct dashboard definition and Booking population. These settings affect performance widgets that may be used for sales reviews, Principal reporting, Booking targets, forecasts, and operational decisions. - Sign in to Pams with administrator access. You must be able to open **Dashboard settings** and use **Save** or **Save and Close** after making a change. - Identify the dashboard definition you need to maintain. Review its existing name or label so you do not create a duplicate or edit a similarly named definition by mistake. - Know which performance widgets belong in the dashboard context. Review whether the dashboard should show the required Booking, Equivalent Booking, forecast, target, profitability, or other available performance information. - Identify the Booking records that should contribute to the relevant performance-widget result. Be clear about which bookings belong in the calculation and which must be excluded. - Review any existing booking rule before creating a new one. An existing rule may already represent the correct Booking population, or it may need a focused update rather than replacement. - Coordinate with the people responsible for the relevant sales, Principal, or reporting view when the purpose of a dashboard definition or booking rule is unclear. Use the displayed configuration in **Dashboard settings** as the basis for that discussion. - Plan to verify the dashboard after saving. You should be able to open the relevant dashboard and compare the visible performance widgets and their Booking-based values with the configuration you saved. After dashboard definitions and booking rules are in place, continue with [Managing Document Templates](doc:managing-document-templates) to maintain the templates used for Pams documents. ## Understand Templates and Variables In Pams, a document template is the approved layout used when preparing business documents such as Commercial Offer documents, Order Confirmation documents, Purchasing Order documents, RFQ documents, Technical Offer documents, and invoices. The template provides the parts that should look the same every time: your logo, headings, font choices, page layout, footer wording, and standard company information. A template file also contains variable placeholders. A variable is a marked location in the template where Pams inserts information from the document you are creating. For example, a generated document may need to show the recipient’s name, document number, Offer Date, Order Date, Delivery Date, Currency, Total Price, or other transaction details. Instead of typing these values into the template manually for every document, you place a variable placeholder in the correct position. When you generate a document, Pams combines three parts: - The uploaded template file supplies the branded design and fixed wording. - The variable placeholders identify the locations where changing information belongs. - The generated business document fills those locations with values from the selected record. This approach keeps recurring documents consistent while allowing each Commercial Offer, Orders, Purchase Order, or Invoice to contain its own client, principal, product, price, date, and reference information. For example, your logo and footer text remain fixed in every document. A document number or Client name changes for each document generated from the same template. The template controls where both appear on the page. [SCREENSHOT: An example branded business document showing fixed elements such as a logo and footer, alongside variable locations for a document number, recipient details, and date.] Use the template currently approved by your organization. Dashboard display choices are configured separately; see [Configuring Dashboard Settings](doc:configuring-dashboard-settings) if you need to adjust Dashboard settings rather than document layouts. ## Prepare a Branded Template for Upload Prepare the source document before opening Pams. Start with the organization’s approved branded layout so the uploaded file already includes the logo, headings, footer content, standard wording, and page formatting your team expects to use. Review both the first page and any continuation pages, especially where headers, footers, signatures, totals, and legal wording appear. Separate fixed content from information that changes from one document to another. Keep fixed content as normal text. Add a variable placeholder wherever Pams must insert a document-specific value during generation. Typical changing content includes: - Recipient details, such as the Client, Principal, Contact Name, Address, or Delivery Destination. - Document identifiers, such as Offer Number, Order Number, Invoice Number, Purchase Order Number, or RFQ Number. - Dates, such as Offer Date, Order Date, Delivery Date, Due Date, or Validity Period. - Commercial details, such as Currency, Quantity, Unit Price, Discount (%), Tax (%), Total Price, Delivery Term, or Payment Method. - Transaction-specific notes, descriptions, and item information. Place each placeholder exactly where the generated value should appear. A placeholder for a document identifier belongs near the document title or reference area. Recipient placeholders belong in the recipient address block. Price, Quantity, and Total Price placeholders belong in the commercial or item section. Keep every placeholder visually separate from the fixed text around it. Do not merge a placeholder into a long sentence, a logo, or a heading where it may be difficult to review later. Use clear, distinct names that make the intended value obvious when you configure variables in Pams. Before upload, read through the entire document as if it were a completed Commercial Offer or Order Confirmation. Confirm that fixed branding is correct, placeholders are in the intended locations, and no temporary notes or outdated wording remain. [SCREENSHOT: A source template file with highlighted placeholder locations in the recipient block, document reference area, and totals section.] ## Upload a Document Template Use the **Templates** area in Pams to add the prepared file. Templates are managed as shared document layouts, so use a name that allows other administrators to identify the document type and its intended purpose. 1. Open **Configuration** and go to **Templates**. Select **Word Templates** to view the available document templates. 2. Start a new template record. In the template details, enter a clear **Name**. Include the business document purpose in the name, such as whether it is for a Commercial Offer, Technical Offer, Order Confirmation, Purchasing Order, or RFQ. Avoid vague names that do not show which layout a colleague should select. 3. Choose the option for uploading your own template file. Use the file upload control to select the prepared template from your local storage. Confirm that you selected the final approved version rather than an earlier draft. 4. Check that the uploaded file appears on the template record. If Pams shows the file name or attachment after upload, compare it with the source file you intended to use. 5. Click **Save**. If you are finished working with the template record, select **Save and Close**. 6. Return to the **Word Templates** list and confirm that the new template appears with the name you entered. Open the saved template and verify that the file remains attached to the template record. [SCREENSHOT: The Word Templates list in Pams, with a newly saved template selected and its uploaded file visible on the template record.] Do not rely on the file name alone to identify a template. The **Name** shown in Pams is what administrators use when choosing among available layouts. Make it specific enough to distinguish similar document types and approved variations. ## Add and Maintain Template Variables After uploading a file, open the saved template and review its variable configuration. The variable list connects the placeholders in the document layout with the values Pams inserts when you generate a business document. Every placeholder used in the template needs a matching variable entry so Pams can recognize what belongs in that location. 1. Open the template from **Configuration > Templates > Word Templates**. 2. Go to the area where the template variables are listed or maintained. Review the available entries against the placeholders in your uploaded file. 3. Add a variable for each placeholder required by the template. Use a clear variable name that describes the value to be inserted. Match the name carefully to the placeholder in the template file. 4. Check the location and business meaning of each variable. For example, a variable used in the recipient block should represent recipient information, while a variable used beside the document title should represent a document date, Offer Number, Order Number, or Invoice Number. 5. Save the variable changes with **Save**. Reopen the template if needed and confirm that all required variables appear in its list. Use names that help administrators understand the intended content without opening the source file. The following examples show the type of content a variable may represent: | Template location | Variable content to configure | |---|---| | Recipient block | Client, Principal, Contact Name, Address, Delivery Destination | | Document reference area | Offer Number, Order Number, Invoice Number, Purchase Order Number, RFQ Number | | Date and terms area | Offer Date, Order Date, Due Date, Delivery Date, Validity Period | | Commercial section | Currency, Quantity, Unit Price, Discount (%), Tax (%), Total Price | When you edit the template file, review the variable list immediately afterward. Remove variables that no longer have a placeholder in the revised file, and add entries for every new placeholder. A variable list that does not match the uploaded document can lead to blank values or visible placeholders in generated documents. [SCREENSHOT: A template record showing a list of configured variables beside the uploaded template file.] ## Keep Template Versions Aligned with Branding Changes Update the template whenever approved branding or standard document content changes. Common reasons include a revised logo, a changed footer, new legal wording, updated bank details, a different document title, or a redesigned Commercial Offer or Order Confirmation layout. Uploading the revised template ensures that future generated documents use the current approved presentation. Before replacing or adding a revised template, compare the new file with the existing one. Check the first page, headers, footers, page breaks, signature areas, and commercial sections. Confirm that the new layout still has space for changing values such as Client details, document numbers, dates, item information, and Total Price. Pay particular attention to variable placeholders. A small change to a placeholder name can stop the expected value from appearing in the generated document. If you renamed, removed, or added placeholders in the source file, open the related template in **Word Templates** and update its variables before using the revision. Use meaningful names that distinguish current layouts from older layouts. For example, include the document purpose and an approved version reference in the template’s **Name** when your organization keeps more than one layout. This helps administrators avoid selecting an outdated layout when generating a document. Maintain the following habits when managing multiple templates: - Keep the currently approved template easy to identify in the **Word Templates** list. - Use separate names for Commercial Offer, Technical Offer, Order Confirmation, Purchasing Order, and RFQ layouts. - Review templates after changes to standard wording, commercial terms, or company presentation. - Check the template’s variables whenever the uploaded file changes. - Confirm the selected template before generating a document, especially when more than one layout is available. [SCREENSHOT: A Word Templates list showing distinct template names for Commercial Offer, Technical Offer, Order Confirmation, Purchasing Order, and RFQ documents.] When an older layout is no longer intended for use, ensure administrators can clearly distinguish it from the approved template. This reduces the risk of producing documents with superseded wording or branding. ## Test Generated Documents Before Using a Template Test every new or revised template using a business document before your team uses it for active client, principal, or sub-supplier communication. A test confirms that the branding, page layout, static content, and variable values work together as intended. 1. Open a suitable business record that can generate the document type you are testing. For example, use a Commercial Offer for an offer layout, a Orders for an Order Confirmation layout, a Purchase Order for a Purchasing Order layout, or an RFQ for an RFQ layout. 2. Select the intended template when generating or printing the document. Confirm the document type and template name before creating the output. 3. Open the generated document and review the first page carefully. Check the logo, headings, document title, recipient details, document number, date, and footer content. 4. Review the commercial and item sections. Verify that values such as Currency, Quantity, Unit Price, Discount (%), Tax (%), and Total Price appear where the template expects them. 5. Continue through all pages. Check page breaks, repeated headers or footers, signature sections, and any tables used for items or descriptions. 6. If a placeholder appears as text in the output, return to **Word Templates** and verify that a matching variable exists for that placeholder. Also confirm that the source record contains a value that Pams can insert. 7. If a value is blank or appears in the wrong place, compare the source template’s placeholder with the configured variable name and its position in the document. Correct the template file or variable configuration, upload the revision if required, and test again. [SCREENSHOT: A generated Commercial Offer with callouts showing the logo, recipient details, Offer Number, Offer Date, item section, Total Price, and footer.] Do not treat a template as ready based only on its appearance in the uploaded file. The generated document is the final check because it shows how Pams fills the variable locations with actual business values. ## Overview Document Templates in Pams support consistent, branded business documents across sales, purchasing, principal, and financial workflows. Instead of preparing each Commercial Offer, Order Confirmation, Purchasing Order, RFQ, or Invoice from scratch, administrators maintain approved layouts in **Templates** and use **Word Templates** to keep those layouts available for document generation. A complete template has three connected elements: - An uploaded source file that contains your organization’s branding, standard headings, footer content, and document structure. - Variable placeholders placed in the source file wherever a value must change between documents. - A variable list in Pams that matches those placeholders and allows the correct record values to be inserted. The template file is responsible for appearance. This includes the logo, typography, headings, sections for recipient details, item information, totals, and standard commercial wording. Variables are responsible for changing values. They allow each generated document to show the applicable Client, Principal, Contact Name, document number, date, Currency, Quantity, Unit Price, Total Price, and other record-specific information. Use templates to make documents consistent across the full sales and purchasing cycle. A client receiving a Commercial Offer should see the same approved branding and layout as a client receiving an Order Confirmation. A sub-supplier receiving an RFQ or Purchasing Order should receive a document that uses the appropriate approved layout and business wording. Templates are a shared administrative resource. For that reason, make changes only when you have the approved source file and have reviewed the impact on variables. A template that looks correct but has missing or mismatched variables can produce incomplete output. [SCREENSHOT: A simple flow showing an uploaded branded template file, configured variables, and a completed generated business document.] ## Prerequisites Before you create or revise a template in **Word Templates**, gather the approved content and confirm what the generated document must display. Preparation prevents repeated uploads and reduces the chance of publishing a document with outdated branding, incorrect wording, or unfilled variable placeholders. Have the following ready: - An approved source document containing the correct logo, headings, footer content, and standard wording. - The final document layout for the intended purpose, such as a Commercial Offer, Technical Offer, Order Confirmation, Purchasing Order, or RFQ. - A list of the document-specific values that must be inserted during generation, including recipient details, document identifiers, dates, and commercial values. - Clear placeholder names for all changing values in the source file. - Access to **Configuration**, **Templates**, and **Word Templates** in Pams. - A suitable existing business record for testing the completed template, such as a Commercial Offer, Orders, Purchase Order, RFQ, or Invoice. Before uploading, confirm that the source document contains only approved fixed content. Check the logo, legal wording, footer details, document title, and standard terms. Remove temporary notes, internal comments, sample client names, and unfinished text that should not appear in generated documents. Also review where each variable belongs. Recipient values should be located in the recipient section. Offer Number, Order Number, Invoice Number, Purchase Order Number, or RFQ Number should be in the document reference area. Commercial values such as Quantity, Unit Price, Tax (%), and Total Price should be positioned in the relevant item or totals section. If multiple layouts exist for one document type, agree on a naming approach before creating records in **Word Templates**. A clear **Name** helps administrators select the correct approved layout when generating documents and makes it easier to identify which template requires an update when branding changes. ## Confirming Access and Preparing Branch Details Before changing CRM connections, make sure you are signed in to Pams with access to **Configuration** and **Integration with CRMs**. CRM settings affect the branch currently selected in Pams, so only users responsible for company or branch administration should make these changes. Identify the branch or branches that need a CRM connection. This is especially important when your company uses **Branches** to separate sales teams, locations, principals, clients, or operational data. A branch may use its own CRM environment, while another branch may use a different connected service account. Do not assume that a connection already used by one branch is suitable for every branch. Prepare the information required by the connected service before opening the settings. During the connection process, Pams may ask you to sign in to the connected service or confirm the account or tenant that should authorize the connection. Use the account details assigned to the branch you are configuring. Review the intended branch-to-service arrangement with the people responsible for the connected CRM service. Confirm: - Which branch you are configuring in Pams. - Which connected service account belongs to that branch. - Whether another branch already has a separate CRM connection. - Whether the branch should remain unconnected because it does not use that CRM environment. [SCREENSHOT: Pams Configuration area showing the Integration with CRMs option and the branch currently selected] If you manage multiple branches, record which service account is intended for each one before making changes. This helps prevent a branch from being connected to the wrong CRM environment and keeps branch-specific client, contact, and sales activity aligned with the correct team. ## Opening CRM Integration Settings for a Branch Open the CRM integration area from **Configuration** in Pams. Select **Integration with CRMs** to view the available connected service settings. The settings you see apply to the branch currently selected, not automatically to every branch in your company. 1. Open **Configuration** from the Pams navigation. 2. Select **Integration with CRMs**. 3. Find the branch selector on the screen. 4. Select the branch you want to review or configure. 5. Wait for the page to refresh, then locate the connected service entry shown for that branch. Before selecting any connection or authorization option, pause and check the branch name displayed in the branch selector. This is the most important check on the page. If the wrong branch is selected, any saved change will affect that branch’s CRM connection instead of the one you intended to update. Use the connected service entry to identify whether the selected branch already has a CRM connection. If the entry shows an existing connection, review it before replacing or reconnecting it. A working connection may belong to the current branch and may need to remain unchanged. [SCREENSHOT: Integration with CRMs settings with the branch selector highlighted and a connected service entry visible] When you need to compare branches, use the branch selector to open one branch at a time. Review the service entry for each branch separately rather than relying on a previous screen view. Pams keeps these settings in the selected branch context, allowing branches to use different CRM environments where required. ## Connecting a Platform Service to the Selected Branch Use the CRM integration settings to connect the service intended for the branch currently shown in the branch selector. Confirm the branch first, then choose the connected service that will provide CRM data for that branch. 1. In **Configuration > Integration with CRMs**, select the required branch from the branch selector. 2. Locate the connected service entry you need to configure. 3. Choose the option to start the service connection or authorization process. 4. Enter or confirm the connection details requested on screen by the connected service. 5. Complete the sign-in or authorization prompt presented by that service. 6. Return to **Integration with CRMs** in Pams after the authorization process finishes. 7. Review the connected service entry to confirm that the connection is shown for the selected branch. The information requested during authorization depends on the service being connected. Follow the labels and prompts displayed during the connection process. Use only the account or tenant intended for the selected branch. If your organization has separate CRM environments for separate branches, signing in with the wrong account can link the branch to the wrong source of CRM data. Do not change the branch selector while the connection process is in progress. If you need to configure more than one branch, finish and save the current branch connection first. Then return to the branch selector and begin the connection process for the next branch. [SCREENSHOT: Connected service authorization prompt followed by the Pams Integration with CRMs page showing the selected branch] If the connected service asks you to review access before continuing, confirm that the service account shown belongs to the branch you selected in Pams. When the process is complete, the CRM settings should show the service as connected for that branch. ## Saving CRM Settings for Each Branch After connecting or changing a service, review the branch and service selection before saving. Pams stores CRM integration settings for the branch currently selected, so this final review prevents a connection from being saved against the wrong branch. 1. Check the branch name in the branch selector. 2. Confirm that the displayed connected service is the one intended for that branch. 3. Review any service-specific details shown in the CRM integration settings. 4. Click **Save**. 5. Wait for Pams to confirm that the settings were updated. 6. Stay on the page long enough to confirm that the selected branch and connected service remain displayed after saving. If Pams shows a confirmation message after you click **Save**, treat that message as confirmation that the current branch configuration was updated. If no confirmation appears or the service does not remain displayed as connected, do not continue to another branch until you have reviewed the current branch settings again. To configure another branch, select it from the branch selector and repeat the connection process only when that branch needs its own CRM connection. Each branch can retain a separate service account or CRM environment. For example, one branch may connect to one CRM environment while another branch connects to a different one. [SCREENSHOT: Integration with CRMs page after Save, showing the selected branch and its connected service] Avoid replacing an existing branch connection simply because another branch uses a different service account. Keep each branch configuration separate unless the responsible business team has confirmed that the branches should use the same connected CRM environment. Saving branch settings carefully helps preserve the correct connection for each branch’s users and records. ## Reviewing Branch-Specific CRM Connections CRM integration settings in Pams are branch-specific. The branch selected in the branch selector determines which connection you are viewing and changing. A connection shown on screen belongs to that selected branch; it does not confirm that other branches have the same connection. Use the branch selector to review each branch that uses CRM integration. For every branch, check the connected service entry and determine whether it shows an active connection or whether the branch still needs configuration. A branch without a configured service should be handled separately from a branch that already displays the intended connection. When comparing branch settings, focus on the relationship between the selected branch and its connected service: - A branch can have a connection that is different from another branch. - A branch can require its own authorization through its own service account or tenant. - A branch that has not been configured may not show a connected service. - Changes made while one branch is selected apply to that branch only. - A service displayed for one branch should not be treated as evidence of a connection for all branches. [SCREENSHOT: Branch selector opened in Integration with CRMs, showing multiple branches available for review] If you find that one branch has the wrong connection, select that affected branch before changing anything. Do not attempt to correct the issue while viewing another branch, even if both branches use similar names or work with the same principals and clients. This branch-by-branch review is useful after organizational changes, such as adding a branch, separating teams into different CRM environments, or updating the service account used by a branch. It also helps you verify that the CRM connection matches the way your Pams branches are organized for sales operations. ## Verifying the CRM Integration Setup Verify each CRM connection from the same branch context used to create it. Open **Configuration > Integration with CRMs**, then make sure the branch selector shows the branch you intended to configure before reviewing the connected service entry. 1. Open **Configuration** and select **Integration with CRMs**. 2. Use the branch selector to choose the branch you configured. 3. Confirm that the intended connected service is displayed for that branch. 4. Review the displayed connection status or connected indication. 5. If the connection is missing, start the service connection process again from that branch. 6. Complete the authorization prompts and return to the CRM integration settings. 7. Click **Save** if Pams requires you to save the updated configuration. A missing connection often results from reviewing a different branch than the one originally configured. Always check the branch selector first. If the branch selector shows a different branch, switch back to the correct branch and review its settings before attempting to reconnect anything. If authorization did not finish, reconnect the service while the correct branch is selected. Follow the service prompts again and return to Pams to confirm the connected indication. Do not assume authorization succeeded merely because you completed a sign-in prompt; the connection must also appear in the CRM integration settings for the selected branch. [SCREENSHOT: Verification view showing the branch selector, connected service entry, and connected status] When a branch displays the wrong CRM connection, explicitly select that branch, start the appropriate service connection or authorization process, and click **Save** after confirming the correct service is displayed. Then reopen the settings for that branch to make sure the correction remains in place. ## Overview **Integration with CRMs** in Pams is where administrators manage CRM connections for individual branches. These settings support organizations that operate multiple branches and need each branch to connect to the appropriate external CRM environment or connected service account. The key principle is simple: Pams applies the CRM settings in the context of the branch selected on the **Integration with CRMs** screen. Before you connect, change, save, or verify a service, check the branch selector. This ensures that the connection belongs to the correct branch. Branch-specific configuration is useful when branches work independently or use different CRM environments. For example, sales teams may be organized by location, business unit, principal portfolio, or market. Each branch can retain the service connection that matches its own operating arrangement, without automatically changing another branch’s CRM settings. Use the CRM integration settings when you need to: - Connect a branch to a CRM service for the first time. - Reconnect a service after authorization was not completed. - Replace an incorrect connection for one branch. - Review which connected service is assigned to each branch. - Confirm that different branches are not accidentally sharing the wrong CRM environment. [SCREENSHOT: Pams Integration with CRMs screen showing a selected branch and its service configuration] CRM integration settings are administration settings rather than day-to-day sales records. Configure them carefully and only after confirming the correct branch and service account. Once a branch’s connection is shown as connected and saved, review it again from the branch selector to confirm the result. ## Prerequisites Complete the following checks before using **Configuration > Integration with CRMs**. These preparations help you avoid connecting a branch to the wrong CRM environment or interrupting a connection that is already working. - You are signed in to Pams with permission to access **Configuration** and **Integration with CRMs**. - You know which Pams branch needs to be connected, reviewed, or corrected. - You can identify the branch in the branch selector before making any changes. - You know which connected service should be used for that branch. - You have the account or tenant information required by the connected service during its authorization process. - You have confirmed whether the branch should use a separate CRM environment from other branches. - You have reviewed any existing connected service entry for the selected branch before replacing it. - You can complete the authorization prompts presented by the connected service. If more than one branch needs a CRM connection, prepare the intended connection for each branch separately. Work with one branch at a time: select the branch, connect or review its service, click **Save**, and verify the connected indication before selecting another branch. [SCREENSHOT: Preparation view showing the selected branch before a CRM service is connected] Keep branch configurations separate when branches use different service accounts or CRM environments. A connection that is correct for one branch may be incorrect for another, even when both branches work with the same clients, products, principals, or sales teams. After confirming your CRM connections, continue with [Managing Default Layouts](doc:managing-default-layouts) to set the default layouts used in Pams. ## Understand How Default and User-Specific Layouts Are Applied In Pams, an application view can use one of two layout scopes: - A **default layout**, maintained by an administrator, provides the starting view for users who do not have their own saved preferences. - A **user-specific layout** preserves one person’s preferred way of viewing the same screen. When someone opens a view, Pams first checks whether that person has a saved user-specific layout. If one exists, Pams displays it instead of the default layout. If no personal layout exists, Pams displays the assigned default layout. This order is important when you update a shared view. Updating the default layout improves the starting experience for users without personal preferences, but it does not replace layouts that individual users have already saved. A layout can control how information is presented in a view, including the fields shown, their order, and the active view settings. | Layout setting | What the user sees | |---|---| | Visible fields | Which information appears in the view | | Field order | The left-to-right or displayed sequence of fields | | Sorting | The order in which records are listed | | Grouping | Records arranged into groups based on a selected field | | Filters | Only records matching the selected filter conditions | | Saved view presentation settings | The overall arrangement used when the view opens | For example, a default layout for a list of Sales Jobs may show **Sales Job Number**, **Client**, **Principal**, **Salesperson Responsible**, **Status**, and **Expected Order Date**. A sales manager may save a personal layout that also displays **Equivalent Booking** or **Margin**. Both layouts can exist for the same view without affecting each other. As an administrator, maintain a useful shared default while respecting individual working preferences. Before changing the default, distinguish between settings that should be standard for everyone and settings that are only useful for a specific user or role. [SCREENSHOT: A Pams application view showing the current fields, sorting, grouping, and filters alongside its layout management controls.] ## Review the Current Layout Before Making Changes Before you change a default layout, review the target view exactly as it is currently displayed. This helps you avoid removing useful fields, shared filters, or ordering that users depend on during daily work. 1. Sign in to Pams with the administrator permissions required to manage layouts for application views. If the layout management controls are not available in the view, do not make changes through another user’s layout; first confirm that you have the required access. 2. Open the specific view you want to standardize. For example, open the relevant list in **Sales Jobs**, **Products**, **Invoices**, **Payments**, **Contacts**, or another Pams area where users need a consistent view. 3. Open the layout management controls and check whether the displayed setup is the shared default layout or a user-specific layout. This distinction matters: editing a personal layout will not update what other users see, while editing the default affects users who do not have a personal layout. 4. Record the current presentation before editing. Check: - The visible fields - The field sequence - The current sort order - Any grouping - Any active filters - Any saved presentation settings that affect how the view opens 5. Review how different users work with the same view. A sales manager may need a different selection of fields from a salesperson, while a finance user may need invoice or payment fields that are not useful to the sales team. Do not remove a shared layout simply because it does not match one user’s daily work. If the existing setup already meets the needs of a particular person but not the wider audience, preserve that arrangement as a user-specific layout. Use the default layout for the common view that should be available to everyone else. [SCREENSHOT: A layout review showing visible fields, their sequence, active filters, sorting, and grouping before changes are made.] ## Create or Update the Default Layout for a View Use the default layout to give users a clear and consistent starting view when they open a Pams screen without personal layout preferences. 1. Open the target application view in Pams. Work from the exact screen you want to configure, such as a list of **Sales Jobs**, **Products**, **Invoices**, **Payments**, **Contacts**, or **Projects**. A layout saved from one view does not set the presentation for a different view. 2. Open the layout management controls for that view. Confirm that you are working with the default layout rather than an individual user’s saved layout before changing any fields or view settings. 3. Select the fields that should appear in the shared view. Choose fields that support the common workflow for that audience. For example, a default Sales Jobs view may need identifiers, client information, responsible salesperson, status, and key dates. Avoid adding fields that only a small number of users need, as these can make the shared view harder to scan. 4. Arrange the selected fields in a practical order. Place the most frequently checked information first. Keep identifying information, such as a job number or account name, close to related status, responsibility, and date fields. 5. Set the sorting, grouping, and filters that users should receive by default. Use shared filters only when they are appropriate for the whole intended audience. A restrictive filter can make users think records are missing when they are simply excluded from the default view. 6. Click **Save** to store the configuration as the default layout. Review the saved layout to confirm that it is marked as the layout used for users without user-specific overrides. The default layout should make routine work easier without limiting users who need a different perspective. Personal layouts remain available for users who need extra fields, alternate sorting, or role-specific filtering. ## Assign the Default Layout to the Appropriate Users After you save the default layout, assign it to the people who should receive that shared view. Assignment determines who sees the layout when they do not have a user-specific layout of their own. 1. From the target view’s layout management controls, open the layout assignment options. Select the default layout you reviewed and saved for this view. 2. Choose the intended audience. Depending on the view and its purpose, the layout may apply to all users of that view or to a defined group of users who share the same working needs. Use the audience that matches the fields, filters, sorting, and grouping you configured. 3. Review the selected layout before saving the assignment. Check that the displayed configuration contains the correct: - Visible fields - Field order - Sorting - Grouping - Filters 4. Click **Save** to store the assignment. Reopen the view, or ask a user without a personal layout to reopen it, to confirm that the shared layout is displayed. 5. If the audience includes people with different responsibilities, keep the default layout focused on common information. For example, a shared view can show the key record number, account, owner, status, and date fields, while specialist users retain their own layouts for detailed operational or financial fields. Changing an assigned default layout affects only users who rely on that default. A user who has saved a personal layout continues to see their own fields, ordering, filters, sorting, and grouping. This is expected behavior, not a failed assignment. For that reason, communicate significant shared-view changes to the affected audience. If users report that they do not see the new default, first check whether they have a user-specific layout before changing the shared assignment again. [SCREENSHOT: Layout assignment controls showing a selected default layout and the intended user audience.] ## Manage User-Specific Layouts Without Changing the Shared Default A user-specific layout allows one person to work with a view that suits their role without changing the shared default for everyone else. It is useful when the user needs different fields, a different field order, or a different way of sorting, grouping, or filtering records. 1. Open the same Pams application view that the user needs to personalize. Start from the view where the user performs their work, such as **Sales Jobs**, **Invoices**, **Payments**, **Products**, or **Contacts**. 2. Set up the view for that person’s needs. Add the fields they regularly review, arrange them in a useful order, and apply the sorting, grouping, or filters that help them find the right records. 3. Save the configuration as a user-specific layout. This creates a personal override for that user. It does not edit the administrator-managed default layout, and it does not change what other users see. 4. Use a separate user-specific layout when a role needs extra information but the shared view should remain simple. For example: - A sales manager may need **Equivalent Booking**, **Margin**, and **Salesperson Responsible**. - A user following invoices may need **Invoice Number**, **Invoice Amount**, **Due Date**, and **Paid**. - A user handling delivery coordination may need delivery dates, shipping details, and current status fields. 5. When the personal layout is no longer needed, use the available reset or remove option for that user-specific layout. After it is removed, reopen the view. The user returns to the currently assigned default layout for that view. Do not solve an individual request by repeatedly changing the shared default. A default layout should serve the common audience; a personal layout should support an exception. Keeping those two purposes separate prevents unnecessary changes for other Pams users. ## Verify Layout Changes and Resolve Layout Conflicts Verify every default-layout change from the perspective of both a user who relies on the shared layout and a user who has saved personal preferences. This confirms that the layout assignment works as intended and helps you identify overrides quickly. 1. Open the target Pams view using an account that has no user-specific layout for that view. Check that the assigned default layout displays the expected fields, field order, filters, sorting, and grouping. 2. Compare the displayed view against the layout you saved. Confirm that important fields are visible and that the shared filter does not hide records users should normally see. 3. Check the same view for a user who has a user-specific layout. That user may continue to see an earlier arrangement. This is expected because the personal layout takes priority over the default layout. 4. If a user does not see the updated default layout, open the layout management controls and check whether a user-specific layout is saved for that person. Remove or reset the personal layout only when the user should return to the shared view. 5. If the wrong configuration appears for everyone, confirm that you saved and assigned the layout from the intended application view. A layout configured in one view does not apply to a different Pams view. | What you see | Likely reason | What to do | |---|---|---| | One user sees an older arrangement | The user has a saved personal layout | Review, reset, or remove the user-specific layout | | Users see unexpected fields or filters | The wrong default layout was saved or assigned | Reopen the intended view and review the saved default | | Users cannot find expected records | A shared filter is limiting the view | Review the default filter and update it if necessary | | The new layout does not appear | The view has not been reopened after saving | Reopen the view and check the assigned layout again | Use the reset or remove option carefully. Removing a user-specific layout restores the assigned default and may remove the user’s preferred fields, filters, and ordering. ## Overview Default layouts help administrators keep commonly used Pams views clear and consistent across a sales operation. They are especially useful where several users work from the same records but need an agreed starting point, such as **Sales Jobs**, **Products**, **Contacts**, **Invoices**, **Payments**, or **Projects**. The default layout controls the shared presentation for users who have not saved personal preferences. It can define which fields are visible, where those fields appear, how records are sorted, whether records are grouped, and which filters are active when the view opens. This allows an administrator to present the information that supports the normal workflow without requiring every user to build a view from scratch. User-specific layouts provide the necessary flexibility for role-based work. A salesperson may focus on **Client**, **Principal**, **Offer Status**, and **Expected Order Date**. A manager may need **Equivalent Booking**, **Target**, or responsibility fields. A finance user may focus on invoice amounts, due dates, and payment status. Each person can retain a suitable view without changing the shared default. The key operational rule is simple: a user-specific layout takes priority over the assigned default layout. Therefore, a change to the shared default will not automatically change an individual user’s saved view. Administrators should treat this as a deliberate protection for personal working preferences. Default layouts are separate from the CRM connection settings covered in [Configuring CRM Integrations](doc:configuring-crm-integrations). Use the integration settings to manage connected CRM information, and use layout settings to control how users view records inside Pams. A well-managed default layout reduces unnecessary searching, makes shared lists easier to review, and provides a dependable starting view while still allowing individual users to work with the information most relevant to their responsibilities. ## Prerequisites Prepare the target view and its intended audience before you change a default layout in Pams. The following items help ensure that the shared layout supports the right workflow and does not unintentionally replace a useful personal arrangement. - Sign in with administrator permissions that allow you to open the layout management controls for the relevant Pams view. Confirm access before planning changes. - Identify the exact view you want to configure. For example, decide whether you are updating a view in **Sales Jobs**, **Products**, **Invoices**, **Payments**, **Contacts**, or **Projects**. Layout settings belong to the view where they are saved. - Know which users should receive the default layout. Decide whether it is suitable for all users of the view or only for the intended user audience. - Review the current default layout and note the existing visible fields, field order, filters, sorting, and grouping. This gives you a clear comparison point if users report that a field or record is no longer visible after the update. - Identify any users who rely on a personal layout for the same view. Their layouts are not automatically replaced by a default-layout change, but knowing who has a personal setup helps you explain different results during verification. - Decide which information belongs in the shared view. Include fields needed for the normal workflow and avoid role-specific fields unless they are useful to the entire audience. - Have an account, or access to a user, with no user-specific layout for the target view. You need this to confirm that the assigned default layout appears correctly after saving. - Be ready to test the view after assignment. Check the expected fields, sequence, sort order, grouping, and filters rather than relying only on the configuration you selected. After confirming the shared layout works as intended, continue with [Managing Demo and Subscription Data](doc:managing-demo-subscription-data) to manage the demo and subscription information available in Pams. ## Preparing to Configure ISO Survey Models Before creating records in **Configuration > ISO settings**, confirm that you have administrator access to create and edit **Survey Models**, **Survey Questions**, and **Available Survey Answers**. If the ISO settings screens do not show options to add, edit, or save records, ask the person who manages **Users**, **Roles**, or **Security** in Pams to review your access. Define the purpose of each Survey Model before entering it in Pams. A Survey Model should cover one clear ISO assessment area, such as an internal audit, corrective action review, supplier evaluation, or process compliance check. Keeping each model focused makes it easier for respondents to understand the questions and for your team to review the results. Prepare the content outside the form first so that the entries in **Survey Models** remain consistent. For each planned model, identify: - The Survey Model name. - The ISO process, audit area, or compliance topic being assessed. - The questions respondents need to answer. - The approved response choices for every question. - The order in which questions should appear during the assessment. Write each Survey Question in plain, direct language. Each question should assess one control, process, or condition. For example, avoid combining two separate checks into one question if they may need different answers during a review. Also decide how the response choices will be used. Some questions may need one clear outcome, while others may need several available answers. If several questions measure the same type of outcome, prepare one consistent set of answer labels for them. Use different answer sets only where the assessment requires genuinely different response choices. [SCREENSHOT: The ISO settings area showing Survey Models, Survey Questions, and Available Survey Answers.] ## Creating an ISO Survey Model Use **Survey Models** in **Configuration > ISO settings** to create the parent record for an ISO assessment. Each Survey Model groups the Survey Questions and Available Survey Answers that belong to the same review process. 1. Open **Configuration** and select **ISO settings**. 2. Open the **Survey Models** list. Review existing entries before creating a new one so you do not create a second model for the same audit area or ISO process. 3. Select the option to create a new Survey Model. 4. Enter a clear, recognizable name. Use wording that tells administrators and reviewers what the model is for, such as an internal audit, corrective action review, or supplier evaluation. Choose a name that remains meaningful when it appears alongside other Survey Models in the list. 5. Review the name carefully before saving. A consistent naming style helps your team distinguish similar assessments, especially when different departments maintain their own ISO review materials. 6. Click **Save**. Save the Survey Model before adding Survey Questions. This ensures that every question you create can be connected to the correct assessment record. After saving, treat the Survey Model as the main record for that assessment. The questions and response choices you add afterward should support the purpose shown in the Survey Model name. If a question belongs to a different compliance topic or process, create or select the appropriate Survey Model instead of placing unrelated questions together. [SCREENSHOT: A new Survey Model form with the name entered and the Save button available.] When the Survey Model has been saved, keep the record open or return to it from the **Survey Models** list to begin adding its Survey Questions. ## Adding and Ordering Survey Questions Add Survey Questions after the Survey Model has been saved. The Survey Questions are the items respondents will read and answer during the ISO assessment, so enter them exactly as they should appear on the survey. 1. Open the saved Survey Model from the **Survey Models** list. 2. In the questions area or related question list, select the option to add a Survey Question. 3. Enter the question text. Keep the wording focused on one ISO control, process step, or compliance condition. A respondent should be able to understand what is being checked without needing to interpret several requirements at once. 4. Confirm that the Survey Question is assigned to the intended Survey Model. This link controls which assessment the question belongs to. Do not assign a supplier evaluation question to an internal audit model, or the question may appear in the wrong review. 5. Set the sequence or display order where Pams provides that option. Place questions in the same order used by the team during the ISO assessment. For example, arrange them to follow the normal process being reviewed rather than entering them in the order they were drafted. 6. Click **Save** and repeat the process for each required question. After adding the questions, return to the Survey Model and review the full question list. Check for duplicate questions, overlapping wording, and missing controls. If two questions produce the same answer in every case, consider whether one clearer Survey Question would be sufficient. [SCREENSHOT: A Survey Model showing its related Survey Questions in display order.] A well-ordered Survey Model helps reviewers complete the assessment consistently and helps respondents move through the same audit flow every time. ## Defining Available Survey Answers Use **Available Survey Answers** to define the response choices that respondents can select for each Survey Question. Clear answer labels are essential because they determine how people record the outcome of an ISO assessment. 1. Open **Available Survey Answers** from **Configuration > ISO settings**, or open the answer area available from the relevant Survey Question. 2. Select the option to create a new Available Survey Answer. 3. Enter the answer label exactly as respondents should see it. Use brief, unambiguous wording that reflects an approved assessment outcome. Depending on your organization’s ISO process, response choices may include labels such as **Compliant**, **Partially Compliant**, **Non-Compliant**, **Applicable**, or **Not Applicable**. 4. Attach the Available Survey Answer to the relevant Survey Question. Check the question wording before saving so that the response choice makes sense for that specific question. 5. Add every approved answer choice that respondents need for the Survey Question, then click **Save**. 6. Open the Survey Question again and check that only the intended Available Survey Answers are listed. Use the same answer wording consistently when several Survey Questions measure the same kind of ISO outcome. For example, if one group of questions uses **Compliant**, **Partially Compliant**, and **Non-Compliant**, use those exact labels across the same assessment type. Consistent labels make the completed survey easier to read and compare. Do not reuse an answer merely because the wording is similar. A question that needs a different response set should have Available Survey Answers that match its purpose. For example, an applicability question may need **Applicable** and **Not Applicable**, while a compliance question may need a fuller assessment outcome set. [SCREENSHOT: A Survey Question with its approved Available Survey Answers displayed beneath it.] ## Maintaining Models, Questions, and Answer Sets Review **Survey Models**, **Survey Questions**, and **Available Survey Answers** whenever an ISO process, assessment scope, or approved wording changes. Regular maintenance keeps the ISO settings area aligned with the forms your team expects to use. 1. Open the relevant record in **Survey Models**, **Survey Questions**, or **Available Survey Answers**. 2. Update the Survey Model name if the assessment scope or ISO process name has changed. Before saving, review the linked Survey Questions to confirm that they still belong to the revised model. 3. Edit Survey Question wording when an ISO control requirement changes. Read the revised question together with its Available Survey Answers. A change in wording may mean that an existing answer no longer gives a clear or valid outcome. 4. Add a new Available Survey Answer when a new response has a different meaning. Do not rename an existing answer label to represent a new outcome if that answer may already be used elsewhere in the ISO configuration. 5. Review duplicate, outdated, or obsolete Survey Models and Survey Questions before making them unavailable or inactive. Confirm that administrators are not still using them for current assessments. 6. Click **Save** after each reviewed change and reopen the record to verify that the updated text, model assignment, and answer choices are correct. Maintain consistent naming across the configuration lists. For example, if your team uses a particular wording for a compliance outcome, keep that wording unchanged across related Survey Questions. Small differences in labels can cause uncertainty during audit reviews. [SCREENSHOT: An ISO configuration record showing editable Survey Model, Survey Question, and Available Survey Answer details.] When retiring an older model, review its questions and answers first. This prevents a current ISO assessment from losing required content because a shared question or answer choice was changed without checking where it is used. ## Testing the Survey Configuration Test each completed Survey Model before your team uses it for an ISO assessment. Testing helps you catch missing Survey Questions, incorrect ordering, and unsuitable Available Survey Answers while the configuration is still easy to adjust. 1. Open the completed Survey Model in **Configuration > ISO settings**. 2. Review the Survey Questions listed for the model. Confirm that every planned question is present and that the display order follows the sequence used during the assessment. 3. Open each Survey Question and verify its wording. Check that it is assigned to the correct Survey Model and that no question from another audit area has been included by mistake. 4. Review the Available Survey Answers attached to each Survey Question. Make sure respondents will see only valid choices and that every needed outcome is available. 5. Run a test survey or use a preview option where Pams provides one. Read each question as a respondent would and select the available answers to confirm that the wording and response labels are understandable. 6. If a Survey Question or Available Survey Answer does not appear, return to its record. Confirm that you clicked **Save**, linked it to the correct Survey Model or Survey Question, and did not mark it unavailable or inactive. 7. Repeat the test after making corrections. Continue until the Survey Model shows all required questions and response choices in the expected order. [SCREENSHOT: A completed Survey Model test or preview showing ordered questions and selectable answers.] Use the test to check the assessment from an operational perspective. A reviewer should be able to move from one question to the next without guessing what is being assessed or what each answer means. ## Overview In Pams, **ISO settings** provide a structured way to prepare the questions and response choices used in ISO-related assessments. The configuration is organized around three connected records: | Configuration record | What you use it for | |---|---| | **Survey Models** | Define the overall ISO assessment, audit area, or compliance topic. | | **Survey Questions** | Create the individual checks that respondents must answer. | | **Available Survey Answers** | Define the approved answer choices for each Survey Question. | Start with the Survey Model because it identifies the assessment that your questions belong to. Add Survey Questions next so the model contains each required control or process check. Then create and attach Available Survey Answers so every question presents the correct response choices. This structure is useful when your team carries out repeatable reviews, such as internal audits, corrective action reviews, supplier evaluations, or process compliance checks. Instead of re-entering question wording for each review, administrators maintain the approved questions and answer labels in **ISO settings**. The quality of the completed assessment depends on how clearly the configuration is prepared. A Survey Model with a specific name, focused Survey Questions, and consistent Available Survey Answers gives respondents a clear path through the review. It also helps reviewers interpret the selected outcomes without needing to guess what different labels mean. Use one Survey Model for one defined assessment purpose. Where the assessment process differs significantly, create separate Survey Models rather than mixing unrelated questions in a single list. Keep answer labels consistent across questions that assess the same compliance outcome, and only create a different response set when the question genuinely needs different choices. [SCREENSHOT: The relationship between a Survey Model, its Survey Questions, and the Available Survey Answers attached to each question.] ## Prerequisites Before working in **Configuration > ISO settings**, make sure the ISO assessment content has been agreed by the people responsible for your organization’s compliance process. Pams can store the Survey Model, Survey Questions, and Available Survey Answers, but the wording and response choices should reflect your organization’s approved ISO requirements. You need access that allows you to work with the following ISO settings records: - **Survey Models** - **Survey Questions** - **Available Survey Answers** If you can open **ISO settings** but cannot create, edit, or save one of these records, do not attempt to work around the restriction. Ask the person who manages **Users**, **Roles**, or **Security** in Pams to confirm the access available to you. Prepare the assessment content before opening the creation forms. At a minimum, have the following ready: - A clear name for each Survey Model. - The audit area, ISO process, or compliance topic covered by each model. - The full wording for every Survey Question. - The approved Available Survey Answers for each question. - The intended question order. Review existing entries in **Survey Models**, **Survey Questions**, and **Available Survey Answers** before adding new records. An existing model may already cover the same process, or an existing answer label may already be approved for the type of assessment you are configuring. Reusing consistent wording where appropriate prevents unnecessary duplicate records. For related configuration work, continue with [Managing Attachment Categories](doc:managing-attachment-categories) to organize the categories used for attachments in Pams. ## Deciding Which Document Categories to Maintain Attachment categories give Pams users one shared list for classifying uploaded documents. When users add an Attachment to a sales job, project, account, invoice, MRQ, purchase order, or another Pams record that provides an **Attachment Category** selector, they can choose a label that explains the document’s purpose. A category is not the document itself. The uploaded file remains the Attachment, with its own file name and the Pams record it belongs to. The category adds a clear label to that file. For example, a file can be named with the relevant job number or document reference, while its Attachment Category is **Contract**, **Invoice**, **Inspection report**, or **Correspondence**. Use names that make immediate sense in the **Attachment Category** selector: - Use singular, purpose-based names such as **Contract**, **Invoice**, **Certificate**, or **Correspondence**. - Use a consistent writing style. For example, choose either **Inspection report** or **Inspection Report** and use that style for all categories. - Keep the name broad enough to be useful on more than one Pams record. - Avoid record-specific details in category names. A category such as **Invoice** is useful; a category that includes a particular Invoice Number is not. - Check spelling and existing labels before adding a new category. Minor variations such as **Invoice**, **Invoices**, and **Invoice document** create confusing choices for users. [SCREENSHOT: The Attachment Category selector showing clear categories such as Contract, Invoice, Inspection report, and Correspondence.] Because **Attachment categories** are shared configuration, changes can affect document classification wherever the category is available in Pams. Renaming a category changes the wording users see when selecting a category. Removing or retiring a category can also affect how users classify future attachments and how they recognize existing classifications. Review category changes carefully with the teams that use sales, purchasing, warehouse, financial, and project records. For related quality configuration, see [Configuring ISO Survey Models](doc:configuring-iso-survey-models). ## Opening the Attachment Categories List Use the **Attachment categories** page to review and maintain the shared labels available for document attachments in Pams. Start by checking the current list before creating a category, especially if you need a label for a document type that may already be covered by an existing name. 1. Open **Configuration** in Pams. 2. Select **Attachment categories** from the available configuration options. 3. Review the category list and read the existing **Name** values. Look for labels that already describe the document purpose you need, such as **Contract**, **Invoice**, or **Correspondence**. 4. Use the search or filter controls on the list to find a category by its **Name** when many categories are configured. Search for key words rather than creating a new label immediately. 5. Open a category from the list when you need to review or update its **Name**. 6. Use the available create control on the **Attachment categories** page when no suitable category is already listed. [SCREENSHOT: The Configuration area with Attachment categories selected and a category list displaying Name values.] Treat this page as the source of truth for document labels. Users selecting an **Attachment Category** on Pams records should see names that have already been checked for clarity and duplication. For example, if the list already contains **Inspection report**, do not add **Inspection reports** simply because one document needs classification. When reviewing the list, consider whether each name identifies a document purpose without overlapping another category. **Contract** and **Invoice** are distinct purposes. By contrast, **Invoice**, **Invoice document**, and **Invoices** would normally give users multiple choices for the same purpose. If you are reviewing a category because a user cannot find it while adding an Attachment, first confirm the exact wording in this list. The category may already exist under a different, but still valid, **Name**. ## Creating Categories for New Document Types Create a new attachment category only when the existing **Attachment categories** list does not provide a clear choice for a document purpose. A new category should help users classify documents consistently on the Pams records where the **Attachment Category** selector is available. 1. In **Configuration**, open **Attachment categories**. 2. Review the existing category names and use the search or filter controls to check for a similar entry. 3. Select the available create control on the **Attachment categories** page. 4. Enter the label users should see in the **Name** field. 5. Keep the **Name** short, descriptive, and focused on the document purpose. 6. Select **Save** to store the category. 7. Return to the **Attachment categories** list and confirm that the new **Name** appears in the list. Use names that separate document purposes without describing a specific transaction, job, customer, principal, or file. The following examples are clear categories: | Category Name | Use for | |---|---| | **Contract** | Contract documents connected to an account, principal, sales job, or project | | **Invoice** | Financial invoice documents, including supporting invoice files | | **Inspection report** | Inspection documents connected to received products, Quality Control, or warehouse work | | **Correspondence** | Letters or other document-based communication related to a Pams record | Avoid creating names such as **Contract for Sales Job 2025**, **Client invoice**, or **Inspection report final version**. These details belong in the Attachment file name and the Pams record that holds the Attachment, not in the shared category list. [SCREENSHOT: A new Attachment categories form with the Name field completed as “Inspection report” and the Save button visible.] After saving, test the category on an Attachment before asking other users to rely on it. This confirms that the wording is clear in the **Attachment Category** selector and that it fits the document types your team handles. ## Updating Categories Without Creating Duplicate Choices Update an existing attachment category when your team’s terminology changes or when the current **Name** is unclear. Start from the existing category record rather than creating another entry. This keeps the **Attachment Category** selector focused and avoids users selecting several labels for the same kind of document. 1. Open **Configuration > Attachment categories**. 2. Search or filter the list using the category’s current **Name**. 3. Open the category you want to review. 4. Check the **Name** against similar entries already shown in the **Attachment categories** list. 5. Change the **Name** only when the revised wording is clearer and does not duplicate another label. 6. Select **Save**. 7. Return to the list and confirm that the updated **Name** is displayed as intended. Before saving a change, search for close variations. For example, if you want to rename **Invoices** to **Invoice**, first check whether **Invoice** already exists. If it does, decide which single category should remain available rather than leaving both options in the list. The same check applies to labels such as **Contract** and **Contracts**, or **Correspondence** and **Client correspondence**. [SCREENSHOT: The Attachment categories list filtered for “Invoice,” showing similar category names that need review.] Do not remove or retire a category simply because its wording is older. First check whether users still need that classification on existing or future Attachments across Pams. A category may be used for documents connected to sales jobs, projects, purchase orders, invoices, Quality Control, or other daily work. If the goal is clearer wording, renaming the existing category may be more appropriate than removing it. Use one agreed label for each document purpose. This makes document reviews faster because users do not have to interpret several nearly identical choices. ## Classifying Documents with an Attachment Category When you add or edit an Attachment on a Pams record, use the **Attachment Category** selector to identify what the document is for. The selector shows the category names maintained on the **Configuration > Attachment categories** page. 1. Open the Pams record where you are adding or reviewing an Attachment, such as a sales job, project, invoice, purchase order, MRQ, or warehouse-related record. 2. Open the area used to add or edit the Attachment. 3. Upload or select the document file as required on that record. 4. Open the **Attachment Category** selector. 5. Choose the category that best describes the document’s purpose, such as **Contract**, **Invoice**, **Inspection report**, or **Correspondence**. 6. Save the Attachment or save the Pams record, depending on the screen you are using. 7. Reopen the Attachment if needed and confirm that the selected **Attachment Category** is shown. [SCREENSHOT: An Attachment being added to a Pams record, with the Attachment Category selector open.] Select categories consistently. For example, use **Contract** for an agreement connected to a principal, client, or project. Use **Invoice** for an invoice file, even if that invoice is connected to a sales job or purchase order. Use **Inspection report** for a document that records an inspection result. Use **Correspondence** for written communication that needs to remain with the related Pams record. The Attachment Category does not replace the file name, the uploaded file, or the record to which the document belongs. Keep the file name meaningful and attach it to the correct sales, purchasing, warehouse, financial, or project record. The category simply gives users an additional way to understand the document’s purpose when reviewing Attachments. If no category fits, do not select a misleading label. Ask the person responsible for **Attachment categories** to review whether a new shared category is needed. ## Verifying Category Availability Across Pams After creating or updating a category, verify that users can select it while adding an Attachment. This short check confirms both the saved category name and the way it appears in the **Attachment Category** selector. 1. Open a Pams record where Attachments are available and where a test document can be added or reviewed. 2. Add a new Attachment or open an existing Attachment for editing. 3. Open the **Attachment Category** selector. 4. Search for the new or updated category **Name**. 5. Select the category and save the Attachment or the related Pams record. 6. Reopen the Attachment and confirm that the selected **Attachment Category** remains displayed. 7. Return to **Configuration > Attachment categories** if the category is missing, appears with unexpected wording, or duplicates another choice. [SCREENSHOT: A saved Attachment showing its selected Attachment Category after the record is reopened.] If a newly created category does not appear, first reopen **Attachment categories** and confirm that its **Name** was saved. Check the spelling carefully, especially where similar category names exist. Also confirm that you are working in the expected Pams environment before repeating the creation process. If duplicate or outdated categories appear in the selector, return to the **Attachment categories** list and search for the conflicting **Name** values. Review whether the categories describe the same document purpose. Update the wording or retire the category that your team no longer needs, only after considering existing Attachments and the teams that use them. A successful check has two results: the category is available for selection, and the selected category remains attached to the document after you save and reopen the record. This confirms that users can apply the category consistently during normal work. ## Overview **Attachment categories** are shared labels that help users identify the purpose of uploaded documents in Pams. They are maintained in **Configuration > Attachment categories** and appear in the **Attachment Category** selector where document attachments can be classified. Use the shared list to keep document handling consistent across connected sales, purchasing, warehouse, financial, Quality Control, and project workflows. A clear category makes it easier for a user reviewing an Attachment to recognize whether it is a **Contract**, **Invoice**, **Inspection report**, **Correspondence**, or another agreed document type. Key points to keep in mind: - The **Name** field is the label users see when choosing an **Attachment Category**. - An attachment category classifies the document’s purpose; it does not replace the file name or change the Pams record that holds the Attachment. - The same category should be used for the same document purpose wherever that category is available. - Before creating a category, search the **Attachment categories** list for an existing label with the same meaning. - Avoid small wording differences that create duplicate choices, such as **Invoice**, **Invoices**, and **Invoice document**. - Review the impact of renaming, removing, or retiring a category because the list is shared across Pams. [SCREENSHOT: A comparison of clear category names in the Attachment categories list and the same names in an Attachment Category selector.] The category list works best when it remains short, purposeful, and agreed by the teams that use documents every day. If users can identify the right choice without interpreting several similar labels, Attachments remain easier to review throughout the sales cycle, procurement cycle, warehouse work, invoice handling, and project delivery. When a document needs more specific identification, use the Attachment file name and attach the file to the correct Pams record. Keep **Attachment categories** focused on stable, reusable document purposes. ## Prerequisites Before creating, updating, or reviewing **Attachment categories**, make sure you can access **Configuration** and open the **Attachment categories** page. This page controls a shared list, so category changes should follow the naming approach used by the teams that work with Attachments in Pams. Prepare the following before changing a category: - A clear document purpose that the category should represent, such as **Contract**, **Invoice**, **Inspection report**, or **Correspondence**. - The proposed wording for the **Name** field. - Confirmation that the same or a very similar **Name** does not already appear in **Attachment categories**. - An understanding of where the category will be used, such as Attachments connected to sales jobs, projects, invoices, purchase orders, MRQs, or Quality Control records. - A suitable Pams record where you can test the category in the **Attachment Category** selector after saving it. Do not create a category for information that belongs in a file name, document reference, Invoice Number, Sales Job Number, Project Name, or other record-specific detail. For example, use **Invoice** as the category and keep identifying details in the file name and the related Pams record. If you are updating a category, review its current **Name** and search for similar labels before making the change. This is particularly important when changing plural words, abbreviations, punctuation, or capitalization. A revised **Name** should make the selector clearer, not add another interpretation of the same document type. Once categories are available and in active use, continue with [Reviewing Audit and Change History](doc:reviewing-audit-change-history) to review recorded changes made in Pams. ## Identify the Bank and Account Records Required for Payments Before creating records in Pams, separate the information about the financial institution from the information about each account your company uses. A **Bank** record identifies the financial institution itself. It stores details such as **Bank Full Name**, **Bank Short Name**, and **SWIFT Code**. Create one Bank record for each financial institution your company works with. If your company has several accounts at the same bank, you normally use one Bank record and create a separate **Bank accounts** record for each account. A **Bank accounts** record identifies the specific account used to receive or make payments. Review the finance activities your team performs and identify the company-owned accounts that need to be available in Pams, such as accounts used for: - Customer receipts recorded through **Payments** - Supplier payments recorded through **Outgoing Payments** - Principal-related payment activities, where applicable - Payroll or other company finance activities managed outside the sales cycle - Accounts held in different currencies Keep separate Bank accounts records when the details differ. For example, create separate records when accounts have different **Account Number** or **IBAN** values, use different currencies, belong to different **Company** records, or serve clearly different payment purposes. Use names and supporting details that help finance users recognize the intended account during daily work. This is especially important when the same Bank has several accounts with similar numbers or when Pams is used by more than one Company. [SCREENSHOT: The Banks and Bank accounts configuration lists, showing separate records for a bank and its individual accounts] As you identify the records to create, compare them with your current payment paperwork and bank-issued account details. This reduces the risk of entering an outdated account or creating duplicate Bank accounts records for the same account. ## Prepare Bank Details and Administrative Access Make sure you can access the configuration screens before gathering and entering bank information. In Pams, you need access to **Configuration**, including the **Banks** and **Bank accounts** lists, and you must be able to create and save records. If you can open the lists but do not see **New**, ask the person who manages **Users**, **Roles**, or **Security** to confirm your access. Collect the official bank details for each financial institution and each company-owned account. Use bank-issued documents rather than copying details from an old invoice or payment record. Prepare the following information for each Bank record: | Detail | Where it is used | |---|---| | **Bank Full Name** | Identifies the financial institution in Pams | | **Bank Short Name** | Helps users recognize the bank in lists and selections | | **SWIFT Code** | Identifies the bank for international payment activities | | Bank address details | Used where Pams displays or requires bank location information | For each Bank accounts record, confirm: | Detail | Why you need it | |---|---| | **Account Number** or **IBAN** | Identifies the exact company account | | Account-holding company | Confirms which Company owns and uses the account | | **Currency** | Distinguishes accounts maintained for different currencies | | Bank-specific routing or clearing details | Needed only where Pams requests them for your payment process | If your Pams environment includes more than one **Company**, confirm the owner of each account before you save it. Do not assign one Company’s account to another Company simply because both use the same Bank. A clear Company assignment helps payment users select the right account when working in **Payments** or **Outgoing Payments**. ## Create and Maintain Bank Records Create the Bank record first, then add the individual Bank accounts that belong to it. This keeps your finance records organized and prevents the same financial institution from appearing several times because of minor differences in spelling. 1. Open **Configuration** and select **Banks**. 2. Review the existing Banks list. Search for the financial institution before creating a new record. If the correct bank already appears, open it and verify its details rather than creating a duplicate. 3. Select **New** to add a financial institution that is not already listed. 4. Enter the official **Bank Full Name** exactly as shown on the bank’s documentation. Use **Bank Short Name** to provide the recognizable name your team uses when identifying the bank in Pams. 5. Enter the **SWIFT Code** provided by the bank. This code is particularly important when the account may be used for international payments or where payment documentation requires bank identification. 6. Complete any available address information using the bank’s official branch or registered details. Enter only information you can confirm from the bank’s records. 7. Select **Save**. Use **Save and Close** when you have finished and want to return to the Banks list. [SCREENSHOT: A new Bank record with Bank Full Name, Bank Short Name, and SWIFT Code highlighted] To correct a Bank record later, open it from **Banks**, update the incorrect institution detail, and select **Save**. Update the Bank record when the bank’s name, short name, or **SWIFT Code** changes. Do not replace a Bank record merely to correct an individual account number; account-specific details belong in **Bank accounts**. When reviewing the Banks list, keep each financial institution represented once whenever possible. This makes it easier to choose the correct Bank when you create or maintain account records. ## Add Company Bank Accounts After the financial institution is available in **Banks**, create a Bank accounts record for every company-owned account that users need for payment-related work. 1. Open **Configuration** and select **Bank accounts**. 2. Review the existing list and search for the account first. Check the **Bank**, **Account Number**, and **IBAN** values so you do not create a second record for the same account. 3. Select **New**. 4. In the **Bank** field, select the financial institution created or verified in **Banks**. Choosing the existing Bank record connects the account to the correct bank name and **SWIFT Code**. 5. Enter the **Account Number** exactly as issued by the bank. If the account uses an **IBAN**, enter the IBAN exactly as shown on the official bank documentation. Do not shorten, reformat, or substitute an internal reference for the actual account identifier. 6. Select the appropriate **Company** when Pams displays a Company selection. Confirm that the selected Company is the account holder and the Company that should use the account in finance work. 7. Select the applicable **Currency** when the account is maintained for a specific currency. Create separate Bank accounts records for accounts held in different currencies, even when they belong to the same Bank. 8. Select **Save**. Review the saved record once more before leaving the screen. [SCREENSHOT: A Bank accounts record showing the Bank, Account Number, IBAN, Company, and Currency fields] Use a clear record for each real account rather than combining several accounts into one entry. This allows payment users to recognize the correct account and supports accurate records when your team handles customer receipts, supplier payments, and other finance activities. ## Connect Accounts to Payment and Finance Workflows Bank records and Bank accounts records support the payment choices your finance team makes in Pams. Once an account is saved, review the screens your team uses for payment processing and make sure users can distinguish it from other available accounts. 1. Open **Configuration** and review **Payment Methods**. Confirm which **Payment Method** records your team uses for customer receipts, supplier payments, and any other payment activity managed in Pams. 2. Open the relevant **Payments** or **Outgoing Payments** screen used by your team. When creating or reviewing a payment, check the available **Payment Method** choices and any displayed **Bank** or account information. 3. Confirm that the payment activity is being recorded for the correct **Company**. When an account is currency-specific, also confirm that the payment currency matches the account’s **Currency**. 4. Use the Bank’s **Bank Short Name** and the account’s **Account Number** or **IBAN** to distinguish accounts held at the same financial institution. This is useful when, for example, one Bank provides both a local-currency account and a foreign-currency account. 5. If users cannot identify the correct account from the information shown Awaiting Payment screens, return to **Bank accounts** and review the Bank, Company, Currency, **Account Number**, and **IBAN** values. Correct the record before processing payments. Avoid relying only on a Bank name when selecting an account for a payment. A single Bank may hold several company accounts, and the **Account Number** or **IBAN** is what identifies the intended account. Where your organization uses separate payment activities for incoming and outgoing funds, maintain clear Bank accounts records for both purposes. This helps finance users working in **Payments** and **Outgoing Payments** select records that match the account actually used by the Company. ## Verify the Bank and Account Configuration Verify each record before it is used in day-to-day payment work. A short review at this stage helps prevent a payment being associated with the wrong Bank, Company, currency, or account identifier. 1. Open **Configuration > Bank accounts** and select the account you saved. 2. Compare the **Bank** value with the financial institution shown on the bank’s official documentation. Open the related Bank record if necessary and verify **Bank Full Name**, **Bank Short Name**, and **SWIFT Code**. 3. Check the **Account Number** and **IBAN** character by character against the official account details. Confirm that the record contains the full value, not an abbreviated number, internal nickname, or copied value from another account. 4. Verify the selected **Company**. The Company on the Bank accounts record should be the same Company that owns and uses the account. 5. Verify the **Currency** where the account is currency-specific. If the account is intended for a different currency from the one shown, correct it before the account is used Awaiting Payment work. 6. Open a draft record in **Payments** or **Outgoing Payments** and review the available **Payment Method** and bank-related selections. Confirm that finance users can identify the intended Bank account for the correct Company and payment activity. 7. Return to **Bank accounts** and correct duplicate, outdated, or incorrectly assigned entries. Use the existing record whenever it represents the same real account; do not leave several records with the same **Account Number** or **IBAN** unless they genuinely represent different Company or currency arrangements. [SCREENSHOT: A saved Bank accounts record alongside a draft Payment showing the selected payment details] Repeat this review whenever a Company opens a new account, closes an account, changes banks, or receives revised bank details. Keeping **Banks** and **Bank accounts** current makes payment-related records easier to review and reduces confusion for everyone handling Payments. ## Overview In Pams, **Banks** and **Bank accounts** work together to provide reliable finance details for payment-related activities. Use **Banks** to store the financial institution information that may be shared by several accounts. The key details are **Bank Full Name**, **Bank Short Name**, and **SWIFT Code**. This record identifies the bank itself and gives finance users a consistent name to recognize across configuration and payment work. Use **Bank accounts** to store each individual company-owned account. The important account details are the selected **Bank**, **Account Number** or **IBAN**, **Company**, and **Currency**. These values distinguish one real account from another, including accounts held at the same bank. The most important relationship is simple: - One Bank can have one or more Bank accounts. - Each Bank account should represent one actual account issued by that Bank. - Each Bank account should be assigned to the Company that owns it. - Currency-specific accounts should have their own Bank accounts records. - Payment users should be able to recognize the intended account from the Bank name, account identifier, Company, and Currency. Accurate bank configuration supports the finance activities that follow the sales and purchasing workflows. For example, a customer payment recorded in **Payments** and a supplier payment recorded in **Outgoing Payments** both depend on users being able to identify the correct Company account. [SCREENSHOT: Relationship between a Bank record and several Bank accounts records for different Companies or Currencies] For related payment procedures, see [Managing AR Invoices](doc:managing-ar-invoices), [Recording Incoming Payments](doc:recording-incoming-payments), and [Managing AP Invoices](doc:managing-ap-invoices). These workflows use the finance records you maintain here, so keep Bank and account information current before processing payments. ## Prerequisites Before you begin, make sure you have the information and Pams access needed to create accurate records. - You can open **Configuration**, **Banks**, and **Bank accounts** in Pams. - You can select **New** and **Save** on the Banks and Bank accounts screens. - You know which **Company** owns each bank account, especially when Pams contains records for more than one Company. - You have the bank’s official **Bank Full Name**, **Bank Short Name**, and **SWIFT Code** where available. - You have the exact **Account Number** or **IBAN** for every account you plan to create. - You know the **Currency** used by each account when it is maintained for a specific currency. - You have confirmed which accounts are used for customer receipts in **Payments** and supplier payments in **Outgoing Payments**. - You have reviewed the existing **Banks** and **Bank accounts** lists to avoid creating duplicate records. If the information available to you is incomplete, do not guess. Save records only with details you can confirm from current bank documentation and the relevant Company’s finance records. In particular, verify **SWIFT Code**, **Account Number**, and **IBAN** values carefully because these values identify the bank and the individual account. If you need access to **Configuration**, **Banks**, or **Bank accounts**, ask the person responsible for **Users**, **Roles**, or **Security** to provide the appropriate access. Do not ask another user to create an account under an incorrect Company just to make it available more quickly. After your Banks and Bank accounts are in place, continue with [Configuring Guarantee Facilities](doc:configuring-guarantee-facilities) to set up the finance details used for **LG** activities. ## Prepare the Warehouse Configuration Before creating any warehouse records, make sure you are signed in with access to the **Configuration** area and the warehouse-related lists. You need permission to add, edit, save, archive, or delete records where those controls are available. If you can view **Inventories**, **Areas**, or **Inventory Model** but cannot create or save a record, ask the person responsible for Pams users and roles to confirm your access. In Pams, set up warehouse information in this order: - A **Warehouse** is the main operational site where goods are received, stored, inspected, prepared, or released for shipment. - An **Area** is a defined part of that warehouse. Areas help the team identify where products are located or which operational stage they are in. - An **Inventory Model** is a reusable warehouse definition. Use it when several warehouses follow the same structure or operating pattern. Use these Pams pages during setup: | What you are setting up | Pams page | Use it to | |---|---|---| | Main warehouse sites | **Inventories** | Create and maintain warehouse records | | Warehouse areas | **Areas** | Define areas and connect them to the correct warehouse | | Reusable warehouse structures | **Inventory Model** | Maintain common warehouse definitions for repeated use | Collect the information your team has already agreed before you start: - The warehouse **Name** - The identifier or code used to distinguish the warehouse in operational records - The warehouse’s operational purpose, such as receiving, storage, or shipment preparation - The areas that warehouse needs - Whether the warehouse should use an existing **Inventory Model** or requires a new one [SCREENSHOT: Configuration area showing the Inventories, Areas, and Inventory Model options] Avoid creating duplicate warehouse names or area names. Clear names make it easier for warehouse, purchasing, sales, and delivery teams to select the correct location during receiving, storage, transfer, and shipment work. ## Create a Warehouse Create the warehouse record before creating its areas. The warehouse record is the parent record that groups all related areas under one operational site. 1. In the **Configuration** area of Pams, open **Inventories**. 2. Open the warehouse list and select the control used to create a new warehouse record. 3. Enter the warehouse **Name**. Use the name your team recognizes in daily operations. This name should clearly distinguish the site from other warehouses, branches, or storage locations. 4. Enter the warehouse identifier or code used by your organization. Use the approved identifier consistently, especially if warehouse records are referenced in receiving, storage, shipping, or transfer work. 5. Review the available warehouse details and complete the fields that describe the warehouse’s operational purpose. Keep this information aligned with how the warehouse will be used by the team. 6. If the warehouse follows a reusable setup, select the appropriate **Inventory Model**. A model helps you apply a common warehouse structure instead of setting up each comparable warehouse independently. 7. Click **Save**. If you have finished entering the warehouse information and want to return to the warehouse list, use **Save and Close** where it is available. 8. Return to the **Inventories** list and find the warehouse you created. Open it again to confirm that the **Name**, identifier or code, and **Inventory Model** are correct. [SCREENSHOT: New warehouse form showing the Name, identifier or code, and Inventory Model selection] Do not create areas until the warehouse record has been saved. The saved warehouse must be available before Pams can associate each area with the correct parent warehouse. If the warehouse does not appear in the list after saving, check whether the record is shown as archived or whether a list filter is hiding it. ## Define Areas Within a Warehouse Areas represent the parts of a warehouse that operators need to recognize during their work. Define areas clearly so products are associated with the right warehouse location and operational stage. 1. Open the warehouse you created from the **Inventories** list. Access its area-management option or its **Warehouse Areas** list where available. 2. Select the control to create an area record. 3. Enter the **Area Name** or identifier that warehouse operators will use. Choose a name that makes the area’s purpose immediately clear to the people receiving, storing, inspecting, or preparing products for shipment. 4. Select the parent **Warehouse**. Confirm that the selected warehouse is the site where this area actually exists. An area must be connected to its correct warehouse so it does not appear as an option for the wrong site. 5. Save the area record with **Save**, then return to the warehouse’s area list to verify that the area is displayed. 6. Repeat the process for each area required by the warehouse design. Create separate records rather than combining several activities under one broad area name. Depending on your organization’s physical layout and operating process, your warehouse may use distinct areas for: - Receiving products from a supplier or purchase order - Awaiting Inspection - Storage for products that are **In Stock** - Picking or packing products for a delivery - Staging products that are **Released for Shipment** - Dispatching products through shipping orders or delivery notes [SCREENSHOT: Warehouse Areas list for one warehouse, showing several separately named areas] Use names that match the language your warehouse team uses every day. For example, if products move from receiving to inspection and then to storage, create separate areas for those stages. This makes the warehouse structure easier to follow when reviewing stock, receiving purchased goods, or preparing delivery work. ## Create and Maintain Warehouse Models Use **Inventory Model** to maintain a reusable definition for warehouses that share the same basic structure. This is useful when your organization has multiple comparable warehouses, branches, or operating sites and wants each one to start from the same agreed setup. 1. In the **Configuration** area, open **Inventory Model**. 2. Open the model list and select the control for creating a new model. 3. Enter a model name that explains the warehouse structure or operating pattern it represents. Use a name that helps other administrators choose the correct model when they create a warehouse. 4. Review the warehouse-level details and area definitions available on the **Inventory Model** form. Complete the details that Pams presents for the model, including the area structure that should be reused. 5. Click **Save** to keep the model. Use **Save and Close** if you want to return to the model list after completing the setup. 6. When you create a comparable warehouse in **Inventories**, select this **Inventory Model** so common warehouse and area settings are applied consistently. [SCREENSHOT: Inventory Model form showing the model name and reusable area definitions] Keep model names specific enough to prevent the wrong model being selected. For example, distinguish a model intended for a warehouse with receiving, inspection, storage, and shipment activities from a model intended for a simpler storage-only site. When editing an existing **Inventory Model**, first review the warehouses already associated with it. Pams may use the model as a starting point when a warehouse is created, while existing warehouses may already have their own saved areas and details. Before making a change, confirm with the warehouse team whether the new definition is intended only for future warehouse creation or whether current warehouse records also need separate updates. Do not rely on a model change alone to correct an existing warehouse. Open the related warehouse and its **Warehouse Areas** list to confirm the live setup used by operations. ## Keep Warehouse and Area Records Accurate Warehouse configuration should reflect the real operating layout. Review warehouse and area records whenever your organization opens a new site, changes storage space, adds an inspection point, or changes the route products follow from receiving to shipment. 1. Open **Inventories** and select the warehouse record that needs to be updated. 2. Review the warehouse **Name**, identifier or code, and **Inventory Model** assignment. Update these details only when the warehouse’s approved information or operating arrangement has changed. 3. Click **Save** after making changes. Keep identifiers already used in inventory, receiving, transfer, shipping, or delivery work unless your organization has approved a replacement. Changing a familiar identifier can make historical operational records harder for the team to recognize. 4. Open the warehouse’s **Warehouse Areas** list. Add a new area when the physical layout or working process adds a distinct location or stage. 5. Edit an existing area only after confirming its parent **Warehouse**. If an area is moved, renamed, or reassigned, check that the change matches the actual warehouse layout and does not cause operators to select the wrong location. 6. When a warehouse or area is no longer used, use the available archive, inactive, or deletion control only after checking whether it is referenced by stock or operational records. Archived records may be available separately through **Archived** views. [SCREENSHOT: Warehouse record with its associated Warehouse Areas list and archive status] Avoid changing one area to represent several unrelated purposes. For example, if a former storage area becomes a shipment staging area while storage continues elsewhere, create or maintain separate area records. Distinct areas support clearer stock handling and reduce confusion during receiving, inspection, storage, transfer orders, shipping orders, and delivery note preparation. ## Verify the Warehouse Setup Verify the warehouse setup before it is used in live receiving, storage, inspection, transfer, or shipment activity. A short review helps prevent products being assigned to the wrong warehouse or area later in the workflow. 1. Open **Inventories** and locate the warehouse record you created or updated. 2. Confirm that the warehouse **Name** and identifier or code match the approved warehouse information. If an **Inventory Model** was selected, verify that the model assignment is the intended one. 3. Open the warehouse record and review its **Warehouse Areas** list. Confirm that every area belongs to this warehouse and that no area has been linked to the wrong parent warehouse. 4. Check that each area has a distinct **Area Name** or identifier. Warehouse operators should be able to tell the difference between receiving, inspection, storage, and shipment-related areas without opening each record. 5. If you used an **Inventory Model**, create or review a test warehouse based on that model where your organization’s process allows it. Confirm that the expected warehouse and area defaults are available before relying on the model for additional warehouse records. 6. If a warehouse, area, or model cannot be selected, first confirm that it was saved. Then check its current status, whether it appears under **Archived**, and whether you have the required configuration access. [SCREENSHOT: Completed warehouse record showing its Inventory Model and the linked Warehouse Areas] A warehouse setup is ready for operational use when the warehouse is visible in **Inventories**, every required area is attached to the correct warehouse, and the warehouse structure reflects the route products will follow through receiving, inspection, storage, and shipment. The next configuration step is to set up the controls used when received products are checked. Continue with [Configuring Inspection Controls](doc:configuring-inspection-controls). ## Overview Pams warehouse configuration gives your team a consistent way to identify where products are handled during the purchasing and delivery cycle. The configuration begins with the warehouse record, continues with the areas inside that warehouse, and can be standardized through reusable **Inventory Model** records. Use a warehouse record to represent an operational site. This is the main record your team recognizes when products are received, held in stock, inspected, transferred, or prepared for shipment. The **Inventories** list is where you maintain these warehouse records. Use **Areas** to describe the meaningful locations or operating stages within each warehouse. An area might represent receiving, an inspection location, storage, staging, or dispatch. The area must be associated with its parent warehouse so operators can select the correct location during warehouse work. Use **Inventory Model** when several warehouses need the same starting structure. Rather than defining the same set of warehouse and area details repeatedly, maintain a reusable model and assign it while creating comparable warehouses. This supports consistent setup across branches or locations while still allowing each warehouse record to be reviewed separately. [SCREENSHOT: Relationship between an Inventory Model, a warehouse in Inventories, and its Warehouse Areas] Accurate warehouse and area records support the wider Pams workflow: - Purchased products can be received and tracked in the intended warehouse. - Products can move through inspection and storage in a defined order. - Warehouse teams can identify the correct area when preparing shipping orders and delivery notes. - Sales, purchasing, and operational teams can use consistent location names when discussing product availability and delivery readiness. This configuration does not replace the operational work of receiving goods, inspecting products, storing stock, or issuing goods. It provides the warehouse and area structure those workflows use. Keep the structure aligned with your real warehouse layout so the records remain practical for daily operations. ## Prerequisites Complete the following before you create or change warehouse, area, or **Inventory Model** records in Pams: - Confirm that you have access to the **Configuration** area and can open **Inventories**, **Areas**, and **Inventory Model**. - Confirm that you can use **Save** or **Save and Close** when creating or editing records. If these controls are unavailable, the person responsible for Pams users, roles, or permissions needs to review your access. - Agree the warehouse **Name** and identifier or code with the warehouse and operations teams before entering the record. - Identify whether the warehouse is a new operational site, an existing site being updated, or a warehouse that should follow an existing **Inventory Model**. - Obtain a clear list of the warehouse areas required for the physical layout and daily flow of products. - Confirm which areas are needed for activities such as receiving, **Awaiting Inspection**, storage, shipment staging, and dispatch. - Review existing warehouse records in **Inventories** before creating a new one. This helps prevent duplicate records for the same site. - Review existing **Areas** before adding a new area. Use a new area only when it represents a genuinely separate location or operational purpose. - Check whether the warehouse or area is already referenced by receiving, stock, transfer, shipping, or delivery work before renaming, moving, archiving, or deleting it. - If you intend to use an **Inventory Model**, review the model’s warehouse-level details and area definitions first. Make sure the model matches the warehouse structure you need. [SCREENSHOT: Inventories list and Areas list used to check existing warehouse configuration before creating new records] After these records are in place, configure the checks used for products entering the warehouse in [Configuring Inspection Controls](doc:configuring-inspection-controls). ## Distinguishing Inquiry from Formal Inquiries Use **Inquiry** in Pams to capture sales Sales Jobs at their earliest stage. A Inquiry gives you a place to record a possible customer need before you have enough confirmed information to create an **Inquiry**. For example, you may know the prospect’s organization, have received an initial request, or have identified a possible project, but still need to confirm the required products, quantities, timing, or buying intent. A Inquiry normally moves through four working stages: - **Initial capture:** Record the first contact or Sales Job while details are still limited. - **Qualification:** Gather information about the prospect, their requirement, the possible value of the Sales Job, and the expected decision process. - **Follow-up:** Add notes and activities as you call, meet, visit, or exchange emails with the prospect. - **Conversion:** Create a formal **Inquiry** when the Sales Job is sufficiently defined for your sales team to begin handling it as a sales requirement. Create a Inquiry rather than an Inquiry when important information is still unclear. This may include the prospect’s contact details, the exact requirement, the product or service needed, the requested delivery timing, or whether the prospect is genuinely planning to buy. Recording these Sales Jobs as Inquiry keeps early conversations visible without filling the Inquiry list with incomplete records. A formal Inquiry is more appropriate once you can clearly identify the prospect and describe the Sales Job well enough for sales work to begin. Until then, use the Inquiry record to collect and organize the information needed for that decision. [SCREENSHOT: The Inquiry workspace showing a list of early sales Sales Jobs and their current status or stage.] ## Finding Existing Inquiry Before Creating a New One Before you add a new record, check the **Inquiry** workspace for an Sales Job that may already be tracked. This protects the follow-up history, keeps responsibility clear, and prevents two team members from working on the same prospect separately. 1. Open the **Inquiry** workspace and review the current Inquiry list. Start with records that are active or recently updated, especially if the prospect has contacted your organization more than once. 2. Use the search control to look for identifying information you already have. Search by the prospect’s name, organization name, contact name, or words from the potential requirement. If the prospect is associated with an existing **Account** or **Contact**, use those names when searching. 3. Narrow the list with the available filters. Focus on Inquiry assigned to a particular sales owner, Inquiry in an active status or stage, or Inquiry that have been updated recently. Use sorting controls to bring the most recently changed or most relevant records into view. 4. Open any likely match before creating a new Inquiry. Read the **Title**, **Description**, **Note**, assigned owner, current status or stage, and recorded activities. Check whether the existing record already describes the same prospect, project, or sales need. 5. If you find a matching Inquiry, continue the follow-up on that record. Add the new information to its notes or activities instead of creating another Inquiry for the same Sales Job. Searching first is particularly important when a prospect contacts more than one salesperson, sends a follow-up message after an earlier discussion, or uses a different contact person for the same organization. The existing Inquiry should remain the single place where the team records the Sales Job’s progress. ## Capturing a New Sales Inquiry Create a new Inquiry when you have confirmed that the Sales Job is not already listed in **Inquiry**. At this stage, record what is known without delaying the entry because some details are still missing. 1. In the **Inquiry** workspace, select **New Inquiry** to open a blank Inquiry record. 2. Enter a clear **Title**. Make the title easy to recognize in the Inquiry list by including the prospect and the potential need. A title should help another salesperson understand the Sales Job without opening the record. 3. Add the available prospect information. Where the form provides **Account**, **Contact**, or similar details, select or enter the information you know. Include the organization or contact name even when you do not yet have every contact detail. 4. Record the potential sales need in **Description** or **Note**. Include early information such as the products or services discussed, project context, expected timing, or the questions the prospect has raised. Do not guess quantities, prices, delivery dates, or commercial terms that have not been confirmed. 5. Record the original source or context when it is available. For example, note whether the Inquiry came from an email, call, meeting, visit, referral, market discussion, or another initial interaction. This makes the Sales Job easier to understand during later follow-up. 6. Select **Save**. The Inquiry is then available in the Inquiry list for assignment, activity tracking, qualification, and conversion into an Inquiry when ready. [SCREENSHOT: A new Inquiry form showing the Title, prospect details, Description or Note, and Save action.] A saved Inquiry does not need to be complete. Its purpose is to preserve the Sales Job and give the sales team one shared record for gathering the missing details. ## Organizing Inquiry for Follow-Up A Inquiry becomes useful when responsibility and the next customer interaction are visible. Use the Inquiry record and the **Inquiry** list together to keep each Sales Job moving forward. 1. Open the Inquiry record and assign it to the appropriate sales owner. The assigned owner should be the person responsible for the next interaction with the prospect. Confirm ownership whenever a Inquiry is transferred between salespeople or sales teams. 2. Use the available status or stage controls to show the Inquiry’s current position. Keep newly received Sales Jobs separate from Inquiry that are being qualified or actively followed up. Update the status or stage whenever the Inquiry moves from an initial conversation to a more defined sales discussion. 3. After each interaction, add the outcome to the Inquiry record. Record follow-up notes and activity details after calls, emails, meetings, or visits. State what the prospect said, what information was requested, and what still needs to be confirmed. 4. Add the next follow-up details before leaving the record. Use the available **Activities**, **Tasks**, or reminder options to make the next contact visible. A useful follow-up entry identifies the action needed, such as confirming a requirement, collecting contact details, or checking the expected decision date. 5. Return to the **Inquiry** list regularly and review records by status, stage, owner, or recent activity. Pay particular attention to active Inquiry with no recent update, as these may need a call, email, meeting, or decision on whether to continue pursuing them. Use concise, factual notes so that another team member can understand the latest discussion quickly. Keep customer promises, open questions, and next actions on the same Inquiry record rather than in separate personal records. ## Qualifying Inquiry and Creating Formal Inquiries Convert a Inquiry into an **Inquiry** only after you understand the Sales Job well enough to begin formal sales handling. Qualification is the point where you decide whether the prospect’s requirement is real, sufficiently clear, and worth progressing. 1. Open the Inquiry record and review the information already captured. Confirm that you can identify the prospect or organization, understand the potential requirement, and explain the commercial Sales Job clearly enough for the sales team to work on it. 2. Review the Inquiry’s notes and recorded activities. Check for unresolved questions about products, quantities, delivery expectations, technical requirements, or buying intent. If important points remain unknown, keep the record as a Inquiry and schedule the required follow-up. 3. Update the Inquiry’s status, stage, or qualification details to reflect your decision. Use these controls to distinguish Inquiry that remain under qualification from Inquiry that are ready for formal handling. 4. When the Sales Job is ready, use the action that creates an **Inquiry** from the Inquiry. This begins the formal sales process and gives the Sales Job an Inquiry record for the work that follows. 5. Open the resulting Inquiry and verify that it contains the prospect information and Sales Job context collected on the Inquiry. Review the customer details, requirement description, notes, and any relevant follow-up information. Add any missing information before moving forward with pricing or an offer. 6. Keep unqualified, inactive, or incomplete Sales Jobs in the appropriate Inquiry status instead of converting them prematurely. This keeps the Inquiry list focused on Sales Jobs that are ready for active sales work. A Inquiry should become an Inquiry because the Sales Job is understood, not simply because time has passed. Accurate qualification gives the sales team a cleaner pipeline and prevents incomplete requests from moving into pricing and offer work too early. ## Resolving Common Inquiry Tracking Problems Use the **Inquiry** list and the individual Inquiry record to correct common tracking issues before they affect customer follow-up or sales reporting. 1. **A duplicate Inquiry appears to exist.** Search the Inquiry list using the prospect name, organization name, contact name, and potential requirement. Open both records and compare the **Title**, **Description**, notes, assigned owner, and recorded activities. Keep follow-up information together on the record that best represents the Sales Job. Continue using that record for future interactions instead of maintaining parallel Inquiry. 2. **A Inquiry has no clear owner.** Open the Inquiry and assign it to the salesperson responsible for the next customer interaction. Do this before relying on owner-based list views, since an unassigned Inquiry may not appear in the sales owner’s working list. 3. **An Sales Job has stalled.** Filter or sort the **Inquiry** list to identify active records with no recent activity or recent update. Open each Inquiry, review the last note or activity, and record the next required action. If the prospect is still interested, update the follow-up details. If the Sales Job is no longer active, reflect that using the appropriate status or stage. 4. **The Inquiry cannot yet become an Inquiry.** Return to the Inquiry record and identify what is missing. Complete the prospect details, clarify the requirement in **Description** or **Note**, and record the information gained through follow-up. Keep the Sales Job in the Inquiry process until the required context is available. 5. **The current status does not match the actual situation.** Update the Inquiry’s status or stage immediately after a meaningful change, such as a confirmed requirement, a postponed discussion, or a decision not to proceed. Accurate status information makes the Inquiry list a reliable view of the team’s current pipeline. [SCREENSHOT: A filtered Inquiry list highlighting active records that need follow-up and showing the assigned sales owner.] ## Overview In Pams, **Inquiry** provide a shared working list for early sales Sales Jobs that are not yet ready to be managed as formal **Inquiries**. Each Inquiry record brings together the prospect information, Sales Job description, assigned sales owner, status or stage, notes, and follow-up activity for one potential sale. Use the **Inquiry** list to answer practical daily questions: - Which prospects have recently contacted the team? - Which Inquiry are assigned to you or another salesperson? - Which Sales Jobs are still being qualified? - Which Inquiry have not had recent activity? - Which Sales Jobs have enough information to move into an Inquiry? The Inquiry workflow is designed for sales conversations that begin with partial information. You may only know an organization name, a contact name, a possible project, or a general product need. Entering that information into a Inquiry record ensures the Sales Job is visible to the team from the first interaction, while leaving room to gather the details needed for formal sales work. As the Sales Job develops, use the Inquiry record to document customer calls, meetings, visits, emails, questions, and next follow-up actions. Update the assigned owner and status or stage so the Inquiry list continues to reflect the real position of the Sales Job. When the prospect, requirement, and sales potential are sufficiently clear, create an **Inquiry** from the Inquiry. The Inquiry then becomes the record used for the next stages of the sales cycle, including pricing, offers, Orders, delivery, invoicing, and payment. Keeping early Sales Jobs in Inquiry and confirmed requirements in Inquiries gives sales teams a clearer, more manageable pipeline. ## Prerequisites Before creating or updating a Inquiry in Pams, make sure you have access to the **Inquiry** workspace and have checked whether the Sales Job is already being tracked. A Inquiry can be created with limited information, but the information you enter should be factual and useful to the sales owner who will follow up. Prepare the details you know from the first interaction: - The prospect’s organization name or contact name. - A short description of the possible sales need. - The context in which the Sales Job was identified, such as a call, email, meeting, visit, referral, or market discussion. - Any known product, project, timing, or requirement details. - The salesperson who should own the next interaction, if this is already decided. You do not need confirmed pricing, quantities, delivery dates, or final commercial terms to create a Inquiry. Do not enter assumptions as confirmed facts. Use **Description** or **Note** to distinguish what the prospect has stated from what still needs to be clarified. Before selecting **New Inquiry**, use the search control in the **Inquiry** list to look for the prospect, organization, or existing Sales Job. If a matching Inquiry exists, add the new information to that record instead of starting a duplicate. For consistent team follow-up, agree on clear Inquiry titles and update the Inquiry’s assigned owner, status or stage, and activities after each meaningful customer interaction. When the Sales Job has enough confirmed information to be handled formally, continue with [Creating Sales Inquiries](doc:creating-sales-inquiries). ## Understand How Demo Data, Plans, Subscribers, and Invoices Connect Pams keeps demo data and live subscription administration records separate in purpose, even though you may review them in the same administration areas. Demo data gives you sample **Subscription Plans**, **Subscriber Features**, **Subscribers**, and **Subscription Invoices** that you can use to understand how subscription records appear and relate to one another. Use these records for testing and familiarization, not for operational billing or subscriber administration. The live subscription flow begins with a **Subscription Plan**. A plan defines the subscription offering that can be assigned to a subscriber. **Subscriber Features** describe the individual capabilities that are included in a plan or made available for a particular subscriber. A **Subscriber** receives a plan and may also have subscriber-specific feature access. **Subscription Invoices** record charges associated with the subscriber’s subscription arrangement. Before changing any subscription record, review the related records that may be affected: - The current **Subscription Plan** and the features attached to it. - Subscriber records using that plan. - Subscriber-specific features that differ from the standard plan. - Existing **Subscription Invoices**, especially invoices that still need review. - Demo records that may look similar to live records. Changes to a shared plan or feature can affect more than one subscriber. For example, changing the features available through a plan may change what administrators expect to see for every subscriber assigned to that plan. Similarly, renaming or withdrawing a subscriber feature can make existing plan assignments harder to interpret unless you first check where that feature is used. [SCREENSHOT: Subscription administration records showing the relationship between a Subscription Plan, Subscriber Features, a Subscriber, and Subscription Invoices] Keep subscription access records focused on the subscriber’s current arrangement. Keep subscription invoices focused on billing history. Do not treat sample invoice records as evidence of a real charge, payment, or active subscriber relationship. If your organization also uses custom layouts to control which details are visible on administration records, review [Managing Default Layouts](doc:managing-default-layouts) before making broad changes to subscription screens. ## Load, Review, and Remove Demo Data Use **Manage demo data** in Pams when you need sample subscription records for testing or training. Loading demo data can provide sample **Subscription Plans**, **Subscriber Features**, **Subscribers**, and **Subscription Invoices** so you can review the expected relationship between plan access and billing records without changing live subscriber arrangements. 1. Open **Manage demo data** in **Configuration**. 2. Choose the available option to load demo data. 3. Wait for Pams to create the sample records. 4. Open the relevant subscription administration areas and review the created sample plans, features, subscribers, and invoices. 5. Compare the sample subscriber’s plan with the subscriber features shown for that record. 6. Open the related **Subscription Invoices** to see how invoice details are displayed for a sample subscriber. When reviewing demo records, identify the naming, description, or status information that Pams displays on the records in your environment. Use those visible details to distinguish sample records from operational records before editing, assigning, or removing anything. Do not assume that a sample subscriber is a live customer or that a demo subscription invoice represents a real amount due. Demo data is useful for checking practical scenarios, such as: - Whether a plan shows the expected subscriber features. - How an individual subscriber can have access that differs from a standard plan. - How subscription invoice details appear beside subscriber information. - Whether layouts and labels make plan, feature, and invoice details easy to review. When testing is complete, return to **Manage demo data** and use the available removal or reset option. Before removing demo records, open the related subscriber and subscription invoice records to confirm they are sample records. Remove related demo subscriptions and invoices together where Pams presents them as connected records, so sample billing history does not remain mixed with live records. [SCREENSHOT: Manage demo data screen with sample subscription records available for review or removal] ## Create and Maintain Subscription Plans A **Subscription Plan** gives Pams a consistent definition of the access package you assign to subscribers. Create plans when you need a named subscription offering with a defined collection of **Subscriber Features**. Keep each plan clear enough that another administrator can understand what a subscriber receives by reviewing the plan record. 1. Open **Subscription Plans**. 2. Create a new plan record using the option available on the screen. 3. Enter the plan information shown on the form so the plan can be identified clearly in subscriber administration. 4. Review the available **Subscriber Features** and add the features that belong to this plan. 5. Check that the plan represents one defined offering rather than a mixture of unrelated access arrangements. 6. Select **Save** or **Save and Close** when the plan details and feature list are correct. Before updating an existing plan, review the subscribers currently associated with it. A change to a plan’s available features may affect how administrators interpret access for all subscribers assigned to that plan. If a plan is being revised rather than replaced, document the intended change in the plan’s visible information where the form provides a suitable description or note field. Use separate plans when the subscriber offerings are genuinely different. Avoid creating nearly identical plans simply to handle one subscriber’s exception. Where an individual subscriber needs additional or different access, manage that through the subscriber’s specific feature assignments instead of changing the standard plan for everyone. When a plan is no longer available for new subscribers, stop assigning it. Before removing or archiving a plan, review: - Subscribers still assigned to the plan. - Subscriber features included in the plan. - Subscription invoices that refer to subscribers using that plan. - Whether the plan information is needed to interpret historical subscriber or invoice records. Preserve enough visible plan information to understand previous subscription arrangements. Removing a plan too early can make historical subscription invoices difficult to review accurately. [SCREENSHOT: Subscription Plan record with plan information and assigned Subscriber Features] ## Define Features Available to Subscribers **Subscriber Features** represent the individual capabilities that can be made available through a **Subscription Plan** or assigned directly to a specific subscriber. Use feature records to keep subscription access structured and understandable. Each feature should represent one distinct capability, not a broad or unclear collection of unrelated access. 1. Open **Subscriber Features**. 2. Search the existing feature list before creating a new record. 3. Create a feature only when an equivalent feature does not already exist. 4. Enter the feature information shown on the record so administrators can recognize its purpose. 5. Review where the feature can be assigned, including the relevant **Subscription Plans** or individual **Subscribers**. 6. Select **Save** or **Save and Close** after checking the feature details. Before adding a feature to a plan, confirm that the feature belongs in the standard subscription offering. A feature included in a plan may become available to every subscriber using that plan. If only one subscriber needs the capability, use that subscriber’s feature assignments instead of adding it to the shared plan. When a capability changes, review the existing feature record before creating a replacement. Update the feature definition if the change is only a clearer name or description. If the capability is being replaced or withdrawn, first identify all plans and subscribers that use it. Then update those records deliberately so no subscriber is left with unclear access. Use the visible feature list as a control point for consistency: - Search for similar names before adding a new feature. - Avoid duplicate records with slightly different wording. - Check plan assignments after changing a feature. - Check individual subscribers who have feature access outside their assigned plan. [SCREENSHOT: Subscriber Features list showing feature names and their related plan or subscriber assignments] A clean feature list makes subscription access easier to administer and makes invoice reviews easier when you need to understand why a subscriber has a particular plan or exception. ## Add Subscribers and Manage Their Plan Access Use **Subscribers** to connect an account with the appropriate **Subscription Plan** and any subscriber-specific features. The subscriber record is the place to review the subscription arrangement for one account before you make changes to access or investigate a subscription invoice. 1. Open **Subscribers**. 2. Create a subscriber record using the option available on the screen. 3. Complete the subscriber information shown on the form. 4. Select the appropriate **Subscription Plan** for the subscriber. 5. Review the features made available through the selected plan. 6. Add subscriber-specific features only when the subscriber requires access that differs from the standard plan. 7. Select **Save** or **Save and Close**. After saving, reopen the subscriber record and verify that the selected plan and visible feature assignments match the intended subscription arrangement. This review is important when the subscriber has an exception, such as additional access not included in the plan or access that should not be provided through the standard plan. When a subscriber changes subscription level, update the plan assignment first. Then review subscriber-specific features. Features that were appropriate under the previous plan may no longer be needed after an upgrade or downgrade. Remove or adjust only the individual feature assignments that no longer apply; do not change the shared plan simply to resolve one subscriber’s exception. Use the subscriber record to manage changes such as: - Moving the subscriber to a different plan. - Adding access that is not part of the standard plan. - Removing an individual exception when it is no longer required. - Pausing or ending plan access when the subscription is no longer needed. Before removing access, open the subscriber’s **Subscription Invoices** and review the visible billing history. Subscriber access and historical billing records serve different purposes. Do not remove or alter invoice history just because the subscriber’s current plan changes. [SCREENSHOT: Subscriber record showing the selected Subscription Plan and subscriber-specific feature assignments] ## Review and Administer Subscription Invoices Use **Subscription Invoices** to review charges recorded for a subscriber’s subscription arrangement. Start from the subscriber’s billing records when you need to investigate a specific account, or open **Subscription Invoices** when you need to review invoices across multiple subscribers. 1. Open the subscriber record and locate its billing records, or open **Subscription Invoices** directly. 2. Select the subscription invoice you need to review. 3. Confirm the subscriber shown on the invoice. 4. Check the associated subscription plan against the subscriber’s current or recorded subscription arrangement. 5. Review the invoice details alongside the subscriber’s assigned features. 6. Check the invoice **Status** and the other visible record details to determine whether it still requires attention. 7. Save changes only after confirming that the invoice remains connected to the intended subscriber and plan. When reviewing a charge, compare the subscription invoice with the subscriber record rather than relying on the invoice alone. Check whether the subscriber has the expected plan and whether subscriber-specific features explain an exception to the standard plan. If the charge appears unexpected, do not change the invoice immediately. First verify whether the issue is caused by an incorrect plan assignment, an unnecessary individual feature, or a demo record mistaken for a live record. Use the invoice status and payment-related details shown on the record to separate invoices that require follow-up from those already finalized or settled. Do not treat an old invoice date by itself as proof that an invoice is complete or no longer relevant. After you change a subscriber’s plan or features, review the billing records again. Historical invoices should continue to reflect the recorded billing history, while the subscriber record should show the current access arrangement. Keeping these records distinct helps administrators explain both current subscription access and previous charges. [SCREENSHOT: Subscription Invoice record showing subscriber, plan-related details, invoice amount, and Status] ## Fix Common Plan, Feature, and Invoice Data Issues Most subscription data issues can be resolved by checking the relationship between the **Subscriber**, the selected **Subscription Plan**, the assigned **Subscriber Features**, and the related **Subscription Invoices**. Review these records in that order before making broad changes. 1. If a subscriber is missing an expected capability, open the subscriber record and confirm the selected **Subscription Plan**. 2. Open that plan and check whether the expected **Subscriber Feature** is included. 3. Return to the subscriber record and review any subscriber-specific feature assignments that may add, replace, or remove access from the standard plan. 4. Save only the change needed to correct the subscriber’s access. For an incorrect subscription charge, work from the invoice back to the subscriber record: 1. Open the relevant **Subscription Invoice**. 2. Confirm the subscriber associated with the invoice. 3. Review the subscriber’s selected plan. 4. Check the subscriber’s enabled features, including individual exceptions. 5. Compare these details with the invoice information before changing any subscription record. If you find duplicate, confusing, or test-related records, first check whether they came from **Manage demo data**. Review the connected subscribers and subscription invoices before removing a record. A sample plan may have sample subscribers and invoices attached to it; deleting only one of those records can leave misleading test data behind. Unexpected plan changes require a broader review. Check the subscriber record, then the plan definition, then the feature list. Look for visible **Last Modified**, **Last Modification On**, or **Last Modification By** details where Pams shows them. These details can help you identify whether the issue began with a subscriber change, a plan update, or a feature update. Avoid resolving access issues by creating duplicate plans or duplicate features. Correct the existing record when it represents the same subscription arrangement, and create a new record only when the offering or capability is truly different. [SCREENSHOT: Example review path from a Subscription Invoice to its Subscriber, Subscription Plan, and Subscriber Features] ## Overview Subscription administration in Pams depends on keeping four record types aligned: **Subscription Plans**, **Subscriber Features**, **Subscribers**, and **Subscription Invoices**. Plans define standard subscription offerings. Features identify the capabilities included in those offerings or granted as individual exceptions. Subscriber records show the current access arrangement for each account. Subscription invoices provide the billing history connected to those arrangements. Use **Manage demo data** only for sample records and controlled testing. Demo plans, features, subscribers, and invoices can help administrators understand how the subscription records appear in Pams, but they must not be used as operational billing data. Before removing demo data, review related subscriber and subscription invoice records so sample data is not confused with live information. For routine administration, start with the subscriber’s assigned plan, then review subscriber-specific features. This order prevents unnecessary changes to shared plans when only one subscriber needs different access. Before changing a plan or feature, check the subscribers currently using it. Shared records can affect multiple subscriber arrangements and may also affect how administrators interpret historical invoice records. When reviewing charges, open the **Subscription Invoice** and compare it with the subscriber’s selected plan and enabled features. Use the invoice **Status** and visible record details to identify invoices that need attention. Keep current access changes on the subscriber record, while preserving invoice history as the record of past charges. For subscription screens that need clearer labels, sections, or visible fields, use the layout guidance in [Managing Default Layouts](doc:managing-default-layouts). ## Find Documents Attached to an Operational Record Documents in Pams are attached to the business record they support. For example, an order confirmation belongs on the related **Orders**, a delivery document belongs on the related **Delivery Note** or **Shipping Order**, and a Offers or supporting file belongs on the related **Sales Job**, **Offer**, or **RFQ**. Start from the record rather than searching for the file separately. 1. Open the relevant record in Pams. This may be a **Orders**, **Delivery Note**, **Invoice**, **Payment**, **Task**, **Activity**, **Project**, **MRQ**, or purchasing record. 2. Look for the record’s attachment area. Pams displays attached files together on the current record, commonly under an **Attachment** area or attachment control. Each listed item represents a document connected to that specific record. 3. Review the file names in the attachment list. Use the name and any displayed details to distinguish between files such as commercial offers, order confirmations, invoices, delivery notes, inspection documents, or other supporting evidence. 4. Select the document you need from the list. Before choosing an action, confirm that the file name matches the document you intend to review, export, or remove. [SCREENSHOT: A Orders showing the Attachment area with several files listed and actions available beside each file.] Keep the record context in mind while working with attachments. For example, a file attached to a **Orders** is available from that Orders; it is not automatically the attachment for a related **Invoice**, **Delivery Note**, or **Payment**. If you reached a record while reviewing business results, use the record name, **Order Number**, **Invoice Number**, **Sales Job Number**, or other displayed reference to confirm that you have opened the correct item. For help using reporting views to identify records that need attention, see [Using Dashboards and Reports](doc:using-dashboards-reports). ## Open and Review an Attached Document Opening an attachment lets you review its contents without changing the current record or the attached file. This is useful when you need to check an order confirmation before a delivery, review an invoice before recording a payment, or verify a document attached to a **Task** or **Activity**. 1. Open the business record that contains the document. Confirm the record reference, such as the **Sales Job Number**, **Order Number**, **Invoice Number**, or **Payment Number**, before opening a file. 2. Find the file in the record’s attachment list. Read the file name carefully, especially when several documents have similar names or relate to different revisions of an offer, order, or delivery. 3. Select the file name or choose the available **Open** action beside the file. Pams opens supported documents using the document viewer or your browser’s normal file-opening behavior. 4. Review the document and return to the original Pams record when you are finished. Opening a file does not update the attachment, change its name, or alter the Orders, Invoice, Delivery Note, or other record where it is attached. Some files may open in a separate browser tab or in an application on your device. In that case, keep the original Pams tab open so you can return to the attachment list after reviewing the file. [SCREENSHOT: An attachment list on a Delivery Note with the selected document ready to open.] If the document is part of a commercial workflow, compare what you see in the file with the relevant record details. For instance, review an attached delivery document alongside the **Delivery Date**, **Delivery Destination**, or **Items** shown on the **Delivery Note**. For an invoice attachment, compare the document with the **Invoice Amount**, **Client**, and **Due Date** shown on the **Invoice** record. ## Export a Document to Your Device Exporting, or downloading, creates a copy of an attached document on your device. Use this when you need to provide an order confirmation to a client, share a delivery document with a carrier, review an invoice outside Pams, or keep a permitted working copy for an operational task. 1. Open the record that contains the required attachment. Check the record reference first so you do not export a document from the wrong **Orders**, **Purchase Order**, **Invoice**, **Shipping Order**, or **Project**. 2. Locate the document in the attachment list. Confirm the file name and any displayed attachment details before exporting it. 3. Choose the available **Export** or **Download** action for that file. The action applies to the selected attachment, not to the complete record. 4. Use your browser’s download prompt, if one appears, to save the file. If no prompt appears, check the usual download location on your device. 5. Keep the original file name and its ending when saving the copy. A clear original name helps you recognize whether the file is an offer, order, invoice, delivery note, inspection document, or other business document later. 6. Open the downloaded copy to confirm that it was saved correctly and can be viewed before you share it outside Pams. Do not rely only on the downloaded copy when checking current record information. The attachment remains connected to the Pams record, where related details such as **Status**, **Client**, **Principal**, **Delivery Date**, **Invoice Amount**, or **Payment Milestone** can be reviewed. If your browser opens the document instead of downloading it, use the browser’s available download option to save a copy. Return to the original Pams record afterward to continue working with its attachments. ## Add Documents to the Correct Record Attach each document to the record where colleagues expect to find it. For example, add a customer-facing order document to the relevant **Orders**, a delivery document to the relevant **Delivery Note**, an inspection file to the related receiving or inspection record, and supporting correspondence to the related **Task**, **Activity**, or **Project**. 1. Open the record that should contain the document. Before uploading, verify the record reference and key details such as **Client**, **Principal**, **Project Name**, **Order Number**, or **Invoice Number**. 2. Go to the record’s attachment area and choose the available option to add an attachment or upload a document. Pams may allow you to select a file from your device using options such as **From PC** or to add a file using an available cloud option. 3. Select the document you want to attach. Choose the correct file before confirming the upload, particularly when you keep several versions of offers, invoices, delivery notes, or supporting documents. 4. Wait for the upload to finish, then check the attachment list on the current record. Confirm that the new file appears with the expected file name. 5. Open the uploaded file, if needed, to make sure it is the correct document and that it can be reviewed from the record. [SCREENSHOT: The Attachment area on an Invoice showing the option to add a file from a device and the uploaded file in the list.] Use clear, business-relevant file names before uploading. A name that identifies the document type and its purpose makes it easier for the sales, purchasing, warehouse, and finance teams to find the right document later. Avoid attaching an invoice to an unrelated Orders or a delivery document to an unrelated Project simply because the records have similar names. ## Keep Record Attachments Accurate The attachment list on a Pams record should remain a reliable source of documents for the current business activity. Before using a Orders, Delivery Note, Invoice, Project, or Task as a document source, review its attached files and make sure each one belongs to that record. 1. Open the record and review every file in its attachment list. Look for duplicate uploads, documents attached to the wrong record, outdated versions, or files whose names do not match the current order, invoice, delivery, or project. 2. Open or export a file when you need to confirm its contents. Do not decide that a file is outdated based only on a similar-looking file name. 3. If an attachment is no longer relevant or was added to the wrong record, select the available action to remove that attachment from the current record. 4. Confirm the file name before removing it. Removing an attachment affects access to that document from the current Orders, Invoice, Delivery Note, Task, or other open record. 5. Keep separate documents as separate attachments. For example, retain an order confirmation, a delivery document, an invoice, and supporting evidence as individual files rather than replacing one unrelated attachment with another. Where a newer version is needed, upload the new document with a clear name that distinguishes it from the earlier file. This helps colleagues reviewing the record understand which attachment they need to open. Use the business record to guide your decision. A document connected to receiving belongs with the related **Goods Receipt Note** or inspection work, while a document supporting payment belongs with the related **Invoice** or **Payment**. Accurate attachments help each team member see the documents relevant to their own stage of the workflow. ## Resolve Problems Opening, Exporting, or Updating Documents When an attachment does not behave as expected, begin by checking the current Pams record and the file you selected. Most issues can be narrowed down by confirming the record reference, file name, and available actions in the attachment area. 1. If a document does not open, select the available **Export** or **Download** action first. Then open the downloaded copy using an application on your device that supports that file’s name ending. 2. If the export or download does not begin, check your browser for a download prompt or a blocked-download notification. Then return to the attachment list and try the **Export** or **Download** action again for the selected file. 3. If you cannot add an attachment, confirm that you can edit the current record. A **Orders**, **Invoice**, **Task**, **Project**, or other record may be restricted by its current **Status** or by your access permissions. 4. If you cannot remove an attachment, check that you are working on the correct record and that its current status allows changes. Do not upload a replacement file until you have confirmed whether the original attachment can be accessed. 5. If an expected document is missing, verify the record reference. Check the **Order Number**, **Invoice Number**, **Sales Job Number**, **Project Name**, or other displayed identifier before assuming that the document was not uploaded. 6. If the file is attached to a different record, open that record and review its attachment list. Only attach a new copy to the current record when it is genuinely needed for that record’s workflow. [SCREENSHOT: An attachment list with a file selected and the available Open, Export, and removal actions visible.] When requesting help from a colleague, provide the affected record type and its displayed reference, along with the file name you expected to find. This gives the colleague enough information to check the correct Pams record without guessing. ## Overview Pams keeps operational documents with the business records they support. Instead of separating an order confirmation from its order, or a delivery document from its delivery, you can open the related **Orders**, **Delivery Note**, **Shipping Order**, **Invoice**, **Payment**, **Task**, **Activity**, **Project**, **MRQ**, or purchasing record and review its attachments there. This approach keeps documents close to the information needed to use them. For example: - A file on a **Orders** can be reviewed alongside the **Client**, **Order Date**, **Delivery Date**, **Items**, and **Total Order Price**. - A file on an **Invoice** can be checked with the **Invoice Amount**, **Due Date**, **Client**, and payment-related details. - A document on a **Delivery Note** can be reviewed with the **Delivery Destination**, **Carrier**, **Shipment Date**, and delivered **Items**. - A file on a **Project** or **Task** remains available to users working on the related project activity or assigned work. Use the attachment area on a record to perform four main actions: | Action | What you do | |---|---| | Review | Open a selected attachment and read its contents. | | Export | Download a copy of the selected file to your device. | | Add | Upload a file to the business record where it belongs. | | Remove | Remove a file from the current record when it is incorrect or no longer relevant. | The attachment area does not replace the underlying record details. Always use the record’s displayed **Status**, reference number, dates, and parties to confirm that you are reviewing the correct order, delivery, invoice, or project. For help using dashboard and reporting information to identify records requiring follow-up, see [Using Dashboards and Reports](doc:using-dashboards-reports). ## Prerequisites Before opening, exporting, adding, or removing an attachment in Pams, make sure you have the correct business record and the appropriate access to work with it. - Sign in to Pams and open the relevant operational record. Use the visible reference, such as **Sales Job Number**, **Order Number**, **Invoice Number**, **Payment Number**, **MRQ Number**, or **Project Name**, to confirm that it is the right record. - Know where the document belongs in the workflow. For example, attach an order confirmation to the related **Orders**, a delivery document to the related **Delivery Note** or **Shipping Order**, and an invoice document to the related **Invoice**. - If you are adding a document, have the file available on your device before you open the record. Check its file name so you can identify it correctly in the upload selection window. - Use a clear file name before attaching a document. This is especially important for documents that may have several versions, such as offers, purchase documents, delivery notes, invoices, and inspection documents. - Confirm that the record is editable if you need to add or remove a file. The available attachment actions can depend on the record’s current **Status** and your access permissions. - If you only need to review or export a document, open the record and select the correct file from its attachment list. You do not need to change the record details to open or download an existing attachment. - If you cannot find the expected file, confirm the record reference before uploading another copy. The document may already be attached to the related **Orders**, **Project**, **Invoice**, **Delivery Note**, or another connected operational record. ## Reviewing Letter of Guarantee Records and Available Actions Open the **LG** area in Pams to review your existing Letters of Guarantee. The list gives you a working view of guarantee records so you can identify which guarantees still need action and which ones have reached the end of their lifecycle. Use the record’s **LG Number**, **Beneficiary**, **LG Issuer**, **Current Value**, **Expiry Date**, and **LG Stage** to identify the correct guarantee before making a change. Pay particular attention to **LG Stage**. This shows where the Letter of Guarantee is in its working lifecycle, such as being prepared, submitted, active, returned, expired, or closed. Check this stage before selecting an action because Pams limits amendments according to the current state of the record. For example, a guarantee that has already been closed should not be amended. When reviewing the list, open the individual guarantee record rather than trying to manage it from the list alone. The record shows the commercial and banking details together with values such as **Issue Value**, **Requested LG Value**, **Current Value**, **Cash Cover**, and **Expiry Date**. It also provides the history needed to understand whether the guarantee has already been extended, increased, or reduced. Depending on the guarantee’s current stage, Pams can make the following actions available: - **Submit** to move a completed guarantee into the submitted workflow. - **Extend** to move the validity period to a later date. - **Increase** to raise the guaranteed amount. - **Deduct** to record a reduction in the remaining guaranteed value. - **Return** when the original guarantee document has been received back. - **Close** when no further action is required. [SCREENSHOT: LG list showing LG Number, Beneficiary, Current Value, Expiry Date, and LG Stage] Always begin an amendment from the original Letter of Guarantee record. This keeps the guarantee number, amount changes, deductions, extensions, and return details together in one complete record history. ## Creating and Submitting a Letter of Guarantee Create a Letter of Guarantee when your business needs to record a bank-issued or guarantor-issued commitment connected to a customer, project, order, or contractual obligation. In Pams, open the **LG** area and select the option to create a new guarantee record. Complete the form carefully before submitting it, as the details must match the issued guarantee document. 1. Enter the parties involved in the guarantee. Select or enter the **Beneficiary** and the **LG Issuer**. Where applicable, record the relevant **Bank** and **On Behalf of** details so the record clearly identifies who issued the guarantee and for whom it was issued. 2. Select the appropriate **LG Type** or **Guarantee Type**. Available types may include items such as **Bid Bond**, **Performance Bond**, or **Warranty Bond**, depending on the guarantee requirement. 3. Enter the financial details. Use **Issue Value** or **Requested LG Value** for the guarantee amount, then select the correct **Currency**. If applicable, complete **Cash Cover (Amount)** or **Cash Cover (%)** to record the amount held against the guarantee. 4. Record the guarantee identification and dates. Enter the **LG Number** exactly as shown on the guarantee document. Complete the issue and validity information, including **Activation Date** and **Expiry Date**. Use **File Number** if your team uses a separate internal or bank reference. 5. Review the record before saving. Confirm that **Beneficiary**, **LG Issuer**, **LG Number**, **Current Value**, **Currency**, and **Expiry Date** match the source document. Select **Save** or **Save and Close** to keep the record. 6. Select **Submit** when the guarantee is ready to enter the submitted workflow. Review **LG Stage** afterward to confirm that Pams shows the updated stage. [SCREENSHOT: New LG form highlighting Beneficiary, LG Issuer, LG Number, Issue Value, Current Value, Currency, and Expiry Date] Do not use an amendment action to correct a newly entered value before submission. Open the saved record, correct the relevant fields, verify the revised information, and then submit the guarantee. ## Extending the Validity Period or Increasing the Guaranteed Amount Use an extension or increase when an active Letter of Guarantee must remain valid for longer or must cover a higher contractual value. Start by opening the relevant record from the **LG** list and checking its **LG Stage**, **Current Value**, and **Expiry Date**. Make sure you are working on the correct **LG Number**, especially when the same beneficiary has more than one guarantee. 1. Select **Extend** when the beneficiary requires the guarantee to remain valid beyond its current **Expiry Date**. In the extension details, enter the revised validity date or new **Expiry Date**. Use **Extension Period** where your process records the extension as a period rather than only as a date. 2. Record the reason for the amendment in **LG Extension Reason**. If the amended guarantee document has a related reference, add it to the record information available in Pams. Keep the original **LG Number** unchanged so the full history remains connected to the same guarantee. 3. Save the extension, then reopen or refresh the guarantee record. Confirm that **Extended To** and **Expiry Date** show the revised date. Review **No. Of Previous Extensions** to see whether earlier extensions already exist. 4. Select **Increase** when the beneficiary requires a higher guarantee amount. Enter the new increase value using **LG Increase Amount** or **LG Increase Percentage**, as required by the amendment form. Record the reason in **LG Increase Reason** and complete **LG Increase Date**. 5. After saving, review **Current Value**. This value should reflect the guarantee amount after the increase. Check **LG Increase Stage** and **LG Increase Approved By** if your team uses approval before treating the increased amount as final. [SCREENSHOT: Active LG record showing Expiry Date, Extended To, Current Value, LG Increase Amount, and amendment history] Use **Extend** only to change the validity period. Use **Increase** only to change the financial value. If both are required, record each change through its appropriate action so the guarantee history clearly distinguishes date changes from value changes. ## Deducting Amounts from an Active Guarantee Use **Deduct** when a claim, release, settlement, or contractual reduction decreases the value still covered by an active Letter of Guarantee. A deduction does not replace the original guarantee record. Instead, it records a reduction against the existing **Current Value** while preserving the original **Issue Value**, any increases, and the full amendment history. 1. Open the active Letter of Guarantee and confirm the **LG Number**, **Beneficiary**, **LG Type**, and **Current Value**. Review the record before entering a deduction, particularly if it has previous extensions or increases. 2. Select **Deduct**. Enter the reduction using **LG Deduction Amount** or **LG Deduction Percentage**, according to the information available from the claim, release, or related commercial document. 3. Enter **LG Deduction Date** and complete **LG Deduction Reason**. Use the reason to make the reduction understandable to colleagues reviewing the guarantee later. If a related transaction reference is recorded in the guarantee form, include it with the deduction details. 4. Save the deduction and review the guarantee record. Check **Current Value** to confirm that Pams now shows the remaining guaranteed amount after the reduction. 5. Review **No. Of Previous Deductions** and the **LG Deductions** history. This lets you distinguish the latest deduction from earlier reductions and prevents duplicate entries for the same claim or release. [SCREENSHOT: Deduct action on an active LG showing LG Deduction Amount, LG Deduction Date, LG Deduction Reason, Current Value, and LG Deductions history] Before entering another reduction, compare the requested deduction against **Current Value**. The total deductions must not reduce the guarantee below the value available after all recorded increases. If the amount appears unexpected, review **LG Increase**, **LG Deductions**, **Issue Value**, and **Current Value** on the record rather than entering a balancing adjustment. A deduction is separate from a direct-cost allocation. If you are following the Finance Operations workflow in sequence, the preceding process is covered in [Allocating Direct Cost Transactions](doc:allocating-direct-cost-transactions). ## Returning and Closing a Letter of Guarantee Use **Return** when the original Letter of Guarantee document has been received back from the beneficiary or guarantor. Returning a guarantee records that the original instrument is no longer being held externally. Closing is the final lifecycle action and should only be used when the guarantee has been returned, expired, fully settled, or otherwise released under your business process. 1. Open the applicable Letter of Guarantee and verify the **LG Number**, **Beneficiary**, **Current Value**, **Expiry Date**, and **LG Stage**. Check the guarantee history to ensure there are no pending extensions, increases, or deductions that still need to be recorded. 2. Select **Return** when the original guarantee has been received back. Enter **Returned On** to record the date of return. Add any available return reference or related document details in the fields available on the guarantee record. 3. Save the return information and confirm that the record reflects the returned status or updated **LG Stage**. Keep the record available for review; a returned guarantee remains part of the commercial history even though it no longer requires active follow-up. 4. Select **Close** only when the guarantee is ready for final closure. Before closing, review **Current Value**, **Returned On**, **Expiry Date**, and all entries under **LG Extensions**, **LG Increase**, and **LG Deductions**. 5. Confirm the final status after closing. The closed guarantee should remain visible as a completed record, while its details continue to show the original value, amendments, deductions, return date, and final lifecycle position. [SCREENSHOT: LG record showing Returned On, Current Value, Expiry Date, LG Stage, and Close action] Do not close a Letter of Guarantee simply because its expiry date is approaching. If the beneficiary requires continued coverage, use **Extend** before the current **Expiry Date**. Once you close the record, Pams should no longer treat it as available for further extensions, increases, or deductions. ## Resolving Common Letter of Guarantee Workflow Issues When an expected action is unavailable, begin by opening the Letter of Guarantee and checking **LG Stage**. The available actions depend on where the guarantee is in its lifecycle. A guarantee that is already closed cannot be extended, increased, deducted, returned, or submitted again. Confirm that you have opened the original record rather than a completed or historical guarantee with a similar **LG Number**. If **Submit** is unavailable, review the key information on the record. Check that **Beneficiary**, **LG Issuer**, **LG Type**, **LG Number**, **Currency**, **Issue Value** or **Requested LG Value**, and **Expiry Date** have been completed. Save any corrections, reopen the record, and review **LG Stage** again. If an extension cannot be completed, compare the new date with the existing **Expiry Date**. The revised expiry date must be later than the current date on the guarantee. Also check whether **Returned On** has already been recorded or whether the record has reached a closed stage. Use **LG Extensions** and **No. Of Previous Extensions** to confirm whether an earlier extension already covers the requested period. If **Current Value** does not match your expectation after a deduction, review the complete value history before making another entry: - **Issue Value** shows the original guarantee amount. - **LG Increase Amount** and **LG Increase Percentage** show recorded increases. - **LG Deduction Amount** and **LG Deduction Percentage** show recorded reductions. - **Current Value** shows the amount remaining after those amendments. If Pams does not allow closure, check whether **Returned On**, **Expiry Date**, and the relevant release, settlement, or return information have been recorded. Review the record’s **LG Stage** after each action so you can see whether Pams accepted the update. [SCREENSHOT: LG record history showing extensions, increases, deductions, Returned On, Current Value, and LG Stage] ## Overview Letters of Guarantee in Pams provide one place to maintain the financial, contractual, bank, and lifecycle details of each guarantee. Use an LG record to track a commitment from its initial request through submission, amendments, deductions, return, and closure. This helps your finance and operations teams keep the current guarantee value and validity period visible alongside the guarantee’s history. Each record is identified by **LG Number** and can include the following key details: | Record detail | What you use it for | |---|---| | **Beneficiary** | Identifies the party receiving the guarantee. | | **LG Issuer** and **Bank** | Identifies the issuing party and banking details. | | **LG Type** or **Guarantee Type** | Identifies the nature of the guarantee, such as a Bid Bond, Performance Bond, or Warranty Bond. | | **Issue Value**, **Requested LG Value**, and **Current Value** | Shows the original, requested, and remaining guarantee values. | | **Expiry Date** and **Extended To** | Shows the current validity period and any approved extension. | | **LG Deductions**, **LG Extensions**, and **LG Increase** | Preserves the history of amendments made to the guarantee. | Use **Current Value** as the working amount when reviewing an active guarantee. It may differ from **Issue Value** because of recorded increases or deductions. Use **Expiry Date** and **Extended To** together when checking whether the guarantee remains valid. The **LG Stage** is equally important because it indicates whether the guarantee is still active or has been returned, expired, or closed. Review this stage before starting any action. This avoids attempting to amend a record that has already reached its final status. Pams keeps amendments connected to the original guarantee record. This gives your team a single history for the **LG Number**, including changing values, validity extensions, deductions, and return information. ## Prerequisites Before creating or changing a Letter of Guarantee in Pams, gather the details from the issued guarantee document, bank communication, contract, or beneficiary request. Entering these details accurately is important because later extensions, increases, deductions, returns, and closure decisions are all recorded against the same **LG Number**. Prepare the following information before creating a new LG record: - The **Beneficiary** receiving the guarantee. - The **LG Issuer** and, where applicable, the **Bank** issuing the guarantee. - The correct **LG Type** or **Guarantee Type**, such as **Bid Bond**, **Performance Bond**, or **Warranty Bond**. - The guarantee **LG Number** and any **File Number** used for internal or bank reference. - The guarantee amount, recorded as **Issue Value** or **Requested LG Value**. - The correct **Currency**. - The guarantee’s **Activation Date** and **Expiry Date**. - Any required **Cash Cover (Amount)** or **Cash Cover (%)**. - The relevant **On Behalf of** details. For amendments, have the supporting information ready before selecting the action: - For an extension, confirm the new **Expiry Date**, **Extended To** date, and **LG Extension Reason**. - For an increase, confirm the **LG Increase Amount** or **LG Increase Percentage**, **LG Increase Date**, and **LG Increase Reason**. - For a deduction, confirm the **LG Deduction Amount** or **LG Deduction Percentage**, **LG Deduction Date**, and **LG Deduction Reason**. - For a return, confirm the date to enter in **Returned On** and any available return reference. Check that the required **Guarantee Types** and **LG Facility** information are available in Pams before starting a new record. If the appropriate value is missing from a selection list, do not substitute a different type or facility merely to complete the form. ## Preparing the Return, Service, and Package Records You Need Before recording any return or service activity, make sure your Pams navigation includes **Goods Return Notes**, the external service movement area, and **Package Inventory**. These areas let you trace products after they leave their original location, whether they are being returned, sent for service, or held together in a package. If one of these areas is not available in your navigation, do not create the movement elsewhere because the stock history may no longer match the physical goods. Collect the original document number before creating a Goods Return Note. This may be the related **Goods Receipt Note**, **Delivery Note**, **Goods Issue Note**, **Transfer Order**, or external service movement reference. The original reference is important because it identifies where the products came from and helps you return only quantities that were previously received, delivered, issued, or transferred. For stock held in a package, identify the exact package identifier or package label before opening **Package Inventory**. Use the identifier printed on the physical package rather than a product description. A package can contain several products, so checking the package record first helps you avoid returning or sending the wrong contents to a service provider. When arranging external work, confirm the external service provider, the products being handed over, and the quantity of each product. Review any package details before the goods leave your premises. If only part of a package is being sent out, identify which products and quantities are included rather than treating the whole package as one item. [SCREENSHOT: Pams navigation showing Goods Return Notes, the external service movement area, and Package Inventory] Keep the original reference and package identifier with the physical goods during the handover. This makes it easier to compare the items in Pams with the items actually returned or sent for service. ## Creating and Processing Return Notes Use **Goods Return Notes** when products physically return from a previous receipt, delivery, issue, or other inventory movement. Start the return from the original movement or related transaction whenever that option is available. This keeps the return connected to the correct source record and prevents a returned quantity from being applied to an unrelated product movement. 1. Open **Goods Return Notes** and create a return note using the original movement or related transaction as your starting point. Locate the source record by its reference number, such as the related **Goods Receipt Note**, **Delivery Note**, **Goods Issue Note**, or **Transfer Order**. 2. Select the products being returned. For each item, enter only the quantity physically returning. Do not enter the original full quantity unless every unit from the original movement has been returned. 3. Enter the **Return Reason** and record the source reference. Use a clear reason that explains why the product is coming back, such as an incorrect item, an incomplete delivery, damage, or a product no longer required. 4. Review each line before saving the return note. Check the **Product**, **Quantity**, **Return Reason**, and any package information against the physical goods. Where a package is involved, confirm that the listed package contents match what is being returned. 5. Save the completed Goods Return Note and use its reference when reviewing the related inventory movement. The returned quantity should be traceable to the original document and should not remain treated as stock at its previous destination. [SCREENSHOT: Goods Return Note showing product lines, Quantity, Return Reason, and the related source reference] For movements that were previously issued or transferred, follow the movement process described in [Transferring and Issuing Goods](doc:transferring-issuing-goods) before creating a return. The return note records the reverse physical movement; it does not replace the original issue or transfer record. ## Sending Items to an External Service Record an external service movement when products leave your internal stock for processing, repair, testing, finishing, or another external service. The movement provides a clear record that the items are no longer physically available inside your warehouse while work is being carried out by the service provider. 1. Open the external service movement area and create a new outbound movement. Select the external service provider responsible for the work. Confirm you have selected the provider that will physically receive the goods, especially when more than one provider is involved in the same project or order. 2. Add the products being sent out. Enter the actual **Quantity** handed over for each **Product**. If the goods are packed together, record the relevant package details so the movement can be checked later in **Package Inventory**. 3. Review the product lines against the handover list before saving. Confirm that product descriptions, quantities, and package contents match the goods prepared for collection or delivery to the service provider. 4. Keep the external service movement reference with the handover paperwork. Use this reference whenever you need to identify stock held internally versus stock currently held by the service provider. 5. Save the outbound movement only after the physical handover has been checked. Once saved, use the movement reference to follow up on products still away for service and to record their return. [SCREENSHOT: External service movement showing service provider, product lines, Quantity, and package details] Do not include products that have not yet left your premises. If a provider collects only part of the planned quantity, record the quantity actually handed over. The remaining units should continue to be treated as internal stock until they are included in a separate external service movement. ## Recording Items Returned from an External Service When a service provider returns products, open the related external service movement rather than creating an unrelated inbound record. Using the same movement reference connects the returned goods to the original outbound quantity and shows which items, if any, remain with the provider. 1. Locate the external service movement using its reference number, service provider, product, or package details. Check the original outbound lines before recording anything received back. 2. Compare the physical goods with the original movement. Verify each **Product**, **Quantity**, and package identifier. Check that the returned items are the same items that were sent out and that the package contents have not changed unexpectedly. 3. Record the quantity physically received back from the service provider. If all items have returned, record the full outstanding quantity. If the provider has returned only part of the items, record only that partial quantity. 4. Treat differences separately. For shortages, damaged products, or items still held by the provider, do not include them in the received quantity. Use the movement record and its related notes to distinguish returned stock from outstanding stock. 5. Save the inbound service movement after checking the lines. Review the movement afterward to confirm that the returned quantity is available in inventory and that only the remaining quantity continues to appear as held at the external service. [SCREENSHOT: Related external service movement showing original outbound quantity, returned quantity, and remaining quantity] If the service provider returns goods in different packages, use the package details that match the physical return. This is particularly important where one outbound package is split into several packages during the service work. ## Reviewing Inventory by Package Use **Package Inventory** when you need to find products held in a specific package or investigate a difference between package contents and recorded inventory movements. Package records are especially useful when products are returned together, sent to an external service, or received back in grouped quantities. 1. Open **Package Inventory** and search using the exact package identifier or package label. Enter the identifier as it appears on the physical package. A product name alone may show several packages and can make it difficult to locate the correct one. 2. Open the matching package record and review the products and quantities associated with it. Compare the package contents in Pams with the physical contents before moving, returning, or sending the package to an external service. 3. Check whether the package is currently internal, listed on a **Goods Return Note**, or associated with an external service movement. Use the related document references to understand why the package is in its current location or status. 4. If you are investigating a discrepancy, compare the package record with the related Goods Return Note or external service movement. Look at each product line and quantity rather than comparing only the package total. 5. Use the package record as the starting point for follow-up. If a product appears in the physical package but not in **Package Inventory**, check whether it was recorded under a different package or included in another return or service movement. [SCREENSHOT: Package Inventory record showing the package identifier, products, quantities, and related movement references] Package Inventory helps you trace grouped stock, but the physical package must still be checked before you complete a return or external service movement. Record what is physically present, not what you expect the package to contain. ## Fixing Return and External Service Quantity Mismatches A quantity mismatch usually means that the physical movement and the recorded movement do not describe the same products, quantities, package, or reference. Start with the original document and work forward through every related **Goods Return Note** and external service movement. Do not rely only on the current inventory quantity when investigating a difference. If a return quantity is incorrect, open the related **Goods Return Note** and verify the original movement reference first. Compare the **Product** and **Quantity** on the original document with the product and quantity on the return note. Correct the return note before using the resulting inventory balance for another transfer, issue, or service movement. Also check whether the same product was returned more than once against the same source reference. If an item still appears at an external service after it has physically returned, locate the original outbound external service movement. Confirm that the inbound return was recorded against that same movement reference. An inbound movement recorded against another provider, product, or package will not clear the original outstanding quantity. When a package cannot be found in **Package Inventory**, search again using the exact package identifier. Then check whether the package was emptied, included on a **Goods Return Note**, or associated with an external service movement. A package may no longer show the expected contents after all its products have been returned or moved out. [SCREENSHOT: Comparing a package record with a related Goods Return Note and external service movement] For package-content differences, compare every product line on the package record with the related return and service records. The first movement where the quantities differ identifies the record that needs attention. ## Overview Pams uses **Goods Return Notes**, external service movements, and **Package Inventory** to keep a clear record of stock that moves back, leaves for external work, and returns after service. These records are most useful when you need to answer practical warehouse questions: which products were returned, which items are still with a service provider, and what is currently inside a specific package. A **Goods Return Note** links a physical return to an earlier inventory movement. The key controls are the original movement reference, the **Product** lines, the returned **Quantity**, and the **Return Reason**. Recording these details together makes it possible to trace a returned product back to its source document. External service movements separate items held in your warehouse from items temporarily held by a service provider. The outbound movement records what left, while the inbound movement records what returned. The difference between those quantities represents items still outstanding with the provider. **Package Inventory** adds another way to verify stock by grouping products under a package identifier or label. When a discrepancy occurs, compare the package contents with the associated Goods Return Note or external service movement. This helps identify whether the difference began during a return, an outbound service handover, or an inbound service return. [SCREENSHOT: Relationship between Goods Return Notes, external service movements, and Package Inventory] Use these records alongside the earlier warehouse movement process in [Transferring and Issuing Goods](doc:transferring-issuing-goods). Together, they provide a continuous record from internal movement through return or external service activity. ## Prerequisites Before processing a return or external service movement in Pams, make sure you have the information needed to match the record to the physical goods. The most important requirement is a reliable source reference. Use the relevant **Goods Receipt Note**, **Delivery Note**, **Goods Issue Note**, **Transfer Order**, or external service movement reference rather than relying on a product description alone. Prepare the following before opening **Goods Return Notes** or the external service movement area: - The original movement reference and the related **Product** lines. - The physical quantity being returned, sent for service, or received back from service. - The package identifier or package label for any packaged stock. - The external service provider for items leaving for service or returning from service. - A clear **Return Reason** for each return note. - The physical package contents where the movement involves more than one product. Check that the physical goods are available before entering an outbound service movement. For a return, confirm that the product is actually returning from the destination shown in the original movement. For an inbound service movement, confirm that the service provider has physically returned the items before recording them as available in inventory. You also need access to **Goods Return Notes**, the external service movement area, and **Package Inventory** in Pams. Review package contents before saving a movement whenever the package holds multiple products. This prevents a package label from being associated with an incorrect quantity or product line. ## Reviewing Roles and Their Assigned Permissions Use the **Roles** list to understand the access levels that are already available in Pams before changing any user assignments. A role groups the permissions needed for a particular responsibility. Teams, team members, and team leaders are separate assignments: a user can belong to a team without receiving the permissions required to manage that team. 1. Open **Security** and select **Roles**. 2. Review the **Roles** list. Use the **Role Name** to identify the intended responsibility of each role. 3. Open a role to view its details. In the role record, review the **Permissions** area and the users assigned to that role. 4. Check whether the role includes permissions for the administrative action the user needs, such as managing roles, managing teams, or maintaining team membership. 5. Compare the user assignments shown for the role with the user’s team assignments. A user may be a team leader, a team member, or neither, regardless of the role assigned to them. 6. Return to the **Roles** list when you have finished reviewing the role. [SCREENSHOT: The Roles list in Security, showing Role Name entries and a selected role record with its Permissions area.] When reviewing a role, focus on what every assigned user needs to do in Pams. A change to one role affects all users who hold that role. For example, adding a permission that allows team management gives that ability to every user assigned to the role, not only one person. Use an existing role when its access level already matches the responsibility you need to support. Create a separate role when a group of users needs a clearly different level of access. This keeps roles meaningful and prevents a single broad role from being used for unrelated responsibilities. User accounts and their role assignments are covered in [Managing Pams Users](doc:managing-pams-users). If you are working with access for a principal’s users, use [Managing Principal Users](doc:managing-principal-users) rather than changing internal team assignments. ## Creating and Updating Roles Create a role when users need a distinct set of permissions that is not covered by the roles already listed in **Security > Roles**. Choose a name that makes the responsibility clear to other administrators. A clear **Role Name** helps you identify the correct role later when assigning users or reviewing access. 1. Open **Security** and select **Roles**. 2. Start a new role record. 3. Enter a descriptive value in **Role Name**. Use a name that reflects the work the role is intended to perform, such as a responsibility for team administration or membership maintenance. 4. In the **Permissions** area, select only the permissions this role requires. Add the permissions before assigning the role to users. 5. Click **Save**. If you are finished, use **Save and Close** where available. 6. Return to the **Roles** list and confirm that the new **Role Name** appears. 7. Open the saved role again and review the **Permissions** area to make sure the selected permissions are displayed. To update a role, open its record from the **Roles** list, change the **Role Name** or the entries in **Permissions**, and click **Save**. Renaming a role changes the label used throughout Pams; it does not create a separate access level. Changing the permissions changes what all current role holders can do. [SCREENSHOT: A role form showing the Role Name field, the Permissions area, and the Save button.] After saving the role, assign it to the appropriate users through their user records. Do not assume that creating a role automatically assigns it to anyone. Review [Managing Pams Users](doc:managing-pams-users) for the user-assignment process. Before editing a role that is already in use, check the users assigned to it. If the requested access is needed by only a small group, create a separate role instead of expanding an existing role that may be used more widely. ## Configuring Permission Access for Each Role The **Permissions** area in a role record determines which administrative actions users with that role can carry out. Configure permissions around actual responsibilities: give users the ability to manage the records they are responsible for, without automatically giving them access to manage every security-related area. 1. Open **Security > Roles** and select the role you want to configure. 2. In the **Permissions** area, review the permissions already assigned to the role. 3. Identify the tasks role holders must perform in Pams. For example, decide whether they need to maintain roles, manage teams, or add and remove team members. 4. Add the permissions required for those specific responsibilities. 5. Keep role and permission administration separate from team administration. A user who needs to maintain a team may not need permission to change roles or alter the permissions assigned to a role. 6. Remove permissions that no longer match the role’s responsibility. 7. Click **Save**, then reopen the role and review the **Permissions** area again. [SCREENSHOT: The Permissions area of a role record, with permissions selected for role administration, team management, and team membership management.] Consider the effect on all assigned users before saving. A permission added to a role is available to each user with that role, including users in different teams. Similarly, removing a permission can prevent every role holder from completing an action they previously performed. Use separate roles when responsibilities differ. For example, one role can support people who maintain team membership, while another can support people who also manage roles and permissions. This separation makes it easier to review access when staff responsibilities change. If a user cannot complete an expected action after you update permissions, first confirm that the user has the correct role assigned. The role’s permission configuration and the user’s assigned role must both match the responsibility you are trying to support. ## Creating Teams and Assigning Team Leaders Teams let you group users around shared sales, operational, or administrative responsibilities. A team record identifies the group, while team leader assignments identify the users responsible for leading it. A team leader still needs the appropriate role permissions to manage team records and memberships. 1. Open **Security** and select **Teams**. 2. Start a new team record. 3. Enter the team name in the available **Name** field. Choose a name that clearly identifies the group’s responsibility. 4. Complete any other available team details that are relevant to identifying the team. 5. Click **Save**. 6. Return to the **Teams** list and open the new team to confirm that its record was created. 7. Use the team’s leader assignment control to select one or more team leaders. 8. Save the team again and reopen it to verify that the selected leaders remain listed. [SCREENSHOT: The Teams list and a team record showing the team name, leader assignment area, and member list.] Choose leaders based on the responsibilities they need to carry out. A leadership assignment identifies the user as a leader for that team; it does not replace the user’s role. Before selecting a leader, open the user’s assigned role and confirm that the **Permissions** area includes the permissions required to manage teams or team membership, where that work is expected. You can assign more than one team leader when responsibility is shared. Review the team name and leader list whenever the team’s coverage changes, such as when sales responsibilities move between groups or an operational Inquiry changes. Creating a team does not automatically add users as members. Add the team’s members after the team and its leaders are saved. ## Adding Members and Maintaining Team Membership Use the team record to maintain the people who belong to each team. Team membership identifies who is included in that group. It is separate from a user’s role and separate from a team leader assignment, so changing membership does not automatically change a user’s permissions. 1. Open **Security > Teams**. 2. Select the team you want to maintain. 3. Use the member assignment control in the team record to add the required users. 4. Save the team and review the member list. 5. Check the leader assignment area separately to confirm which members are designated as team leaders. 6. To remove a user, open the same team record, remove that user from the member list, and click **Save**. 7. Reopen the team to verify that the member and leader lists show the intended assignments. [SCREENSHOT: A team record showing separate areas for team leaders and team members.] Keep the distinctions clear when making changes: | Assignment | What it identifies | |---|---| | Role | The permissions available to the user in Pams | | Team member | The user’s membership in a specific team | | Team leader | The user’s leadership responsibility for a specific team | Remove users from a team when they no longer work with that group. This change does not remove their user account and does not change their assigned role. If their responsibilities have changed more broadly, review their role assignment separately through the user record. Review team membership when responsibilities move between sales teams, project groups, or operational teams. Keeping the member list current helps ensure that team leaders are managing the right group and that team assignments reflect current ownership. If you need to revise a user’s role as well as their team membership, follow the user process in [Managing Pams Users](doc:managing-pams-users). ## Verifying Role, Team, and Leadership Assignments When a user cannot manage roles, teams, or team membership as expected, check each assignment separately. The issue may be caused by the user’s assigned role, the permissions within that role, their absence from a team, or a missing team leader assignment. 1. Open the relevant user record and check the user’s assigned role. 2. If the user does not have the intended role, update the user assignment as described in [Managing Pams Users](doc:managing-pams-users). 3. Open **Security > Roles**, select that role, and review the **Permissions** area. 4. Confirm that the role includes the permission needed for the action the user is trying to perform, such as maintaining teams or managing team members. 5. Open **Security > Teams** and select the relevant team. 6. Review the team’s member list to confirm that the user belongs to the team. 7. Review the leader assignment area to confirm that the user is listed as a team leader when leadership responsibility is required. 8. After making a change, click **Save** and reopen the role, user, or team record to verify that the assignment remains displayed. [SCREENSHOT: A verification view showing a user’s assigned role alongside the selected team’s leader and member lists.] Use this order because each item answers a different question. The role identifies the user’s available permissions. The **Permissions** area identifies what that role allows. The team member list identifies whether the user belongs to the group. The leader assignment identifies whether the user is responsible for leading that team. When reviewing a saved role, confirm both the **Role Name** and the selected permissions. When reviewing a saved team, confirm the team name, member list, and leader list. This final check is particularly important after moving responsibilities between teams or changing administrative access for several users. ## Overview Roles and teams work together in Pams to organize responsibilities and control access to administrative work. Use **Roles** to define what users can do. Use **Teams** to group users who work together. Use team leader assignments to identify who Inquiry a particular team. The three assignments are related but independent: - A user’s role controls the permissions available to them. - Team membership places a user in a specific group. - A team leader assignment identifies leadership responsibility within that group. - A user can belong to more than one team when their responsibilities span multiple groups. - A team leader must also have a role that includes the permissions needed to manage the team or its membership. For example, a user can be listed as a team member without being able to change the team’s member list. Another user can be a team leader, but may still be unable to maintain team information if their assigned role does not include the required permissions. Review both the **Permissions** area of the role and the team record whenever access or leadership responsibility is unclear. [SCREENSHOT: A simple Pams security workflow showing Roles, Users, Teams, Team Leaders, and Team Members as separate assignments.] Use roles to avoid assigning broad administrative access to every user who needs to work with a team. Use teams to reflect current working responsibilities without changing permissions unnecessarily. This separation is useful when sales, purchasing, project, or operational responsibilities change while a user’s general access level remains the same. For principal-side access, maintain principal users separately through [Managing Principal Users](doc:managing-principal-users)]. Principal user access should not be managed by adding those users to internal teams unless their user records and responsibilities specifically require it. ## Prerequisites Before creating or changing roles and teams, make sure you can access **Security**, **Roles**, **Teams**, and the relevant user records in Pams. You need sufficient administrative access to save role, permission, team, leader, or member changes. Prepare the following information before you begin: - The responsibility that the role or team should support. - A clear **Role Name** for any new role. - A clear team **Name** for any new team. - The users who need to be assigned to the role. - The users who should be added as team members. - The users who should be assigned as team leaders. - The specific administrative actions each role holder must be able to perform. - Confirmation of whether a requested change applies to every user with an existing role or only to a smaller group. Review existing entries in **Roles** and **Teams** before creating new ones. Reusing a suitable existing role or team can prevent duplicate entries with similar names. However, do not change an existing role simply because its name is similar; first check which users already hold it and what permissions it currently includes. For changes to user access, first review [Managing Pams Users](doc:managing-pams-users). For changes affecting principal users, review [Managing Principal Users](doc:managing-principal-users). These records determine which role is assigned to each user, while the **Roles** and **Teams** screens determine the permissions and group responsibilities behind those assignments. After setting up roles, teams, leaders, and members, continue with [Configuring Two Factor Authentication](doc:configuring-two-factor-authentication) to configure the next security setting in Pams. ## Choosing the Right Activity Type Pams uses activities to keep the next action visible against the sales job, Account, Contact, Project, invoice, payment, or other related work item. Choosing the right type makes it easier for you and your team to understand what needs to happen and why. Use the activity type that best reflects the action you expect the responsible person to take: | Activity type | Use it when you need to… | Example outcome to record | |---|---|---| | **Task** | Complete internal work or update information in Pams. | Pricing information prepared, documents reviewed, or a Sales Job updated. | | **Call** | Plan or record a telephone conversation with a Client, Principal, Sub-supplier, or colleague. | Call completed, contact reached, next discussion agreed. | | **Meeting** | Arrange or document a scheduled discussion with participants. | Commercial points reviewed, responsibilities agreed, decisions recorded. | | **Visit** | Plan or record an in-person visit to a Client, Principal, Sub-supplier, or project location. | Visit findings, site observations, or follow-up requirements. | | **Email** | Plan or record email communication that needs follow-up. | Email sent, response received, documents requested, or reminder required. | Use **Task** when the action is work to be completed rather than communication. For example, use a Task to check an Offer before its validity period ends. Use **Call** when you need to speak with the Client about the Offer. If that conversation needs a formal discussion with several people, create a **Meeting** instead. A **Visit** is useful when the activity depends on being at the Client’s premises, a project location, or another physical location. Use **Email** when the required action is written communication, such as sending technical notes or asking for confirmation. [SCREENSHOT: The activity type choices showing Task, Call, Meeting, Visit, and Email.] Use the activity Title and Description to make the purpose immediately clear. A title such as “Confirm revised delivery date with Client” is more useful than a vague title such as “Follow up.” ## Creating Tasks and Follow-Up Activities Create an activity from the item that needs attention so the follow-up stays connected to the relevant work. For example, create a Call from the Sales Job when you need to discuss an Offer with the Client, or create a Task from a Project when documents need review. 1. Open the related item in Pams, such as a **Sales Job**, **Account**, **Contact**, **Project**, **Invoice**, **Payment**, **MRQ**, or purchasing item. 2. Find the **Activities** area on that item and start a new activity. Creating it from the related item ensures that the follow-up can be reviewed later with the correct business context. 3. Select the appropriate activity type: **Task**, **Call**, **Meeting**, **Visit**, or **Email**. Choose the type based on the action required, not simply on the person who will perform it. 4. Enter a clear **Title** that states the action. Add the key instructions in **Description**. Include the specific point that needs attention, such as an Offer Number, expected delivery date, required document, or decision needed from the Client or Principal. 5. Set the **Due Date**. Use the actual deadline or the date by which the next contact should take place. For work linked to an Offer, RFQ, or bid due date, set a Due Date early enough to allow time for the next action. 6. Select the **Assignee** or **Assign To** user who is responsible for the activity. Assign the activity to the person who can complete the action, rather than leaving responsibility unclear. 7. Save the activity using **Save** or **Save and Close**. [SCREENSHOT: A new activity form with activity type, Title, Description, Due Date, and Assignee highlighted.] Before saving, read the Title and Description as if you were the Assignee. They should explain what to do without requiring the person to search through unrelated messages or notes. ## Reviewing Assigned and Upcoming Activities Review your assigned activities regularly so that Calls, Meetings, Visits, Emails, and Tasks are completed before their Due Dates. Activities are most useful when they are treated as the working list for follow-up, rather than as a history that is updated only after an issue becomes urgent. Begin with the activities assigned to you. Pay particular attention to items marked **Missed**, **Due/overdue**, or **Is Due**. Handle these before activities with later Due Dates unless a later item has a fixed deadline, such as a bid due date, contractual delivery date, or scheduled Meeting. For each activity, open the related item before acting. A Call connected to a Sales Job may require you to check the Client, Offer Status, Delivery Date, Commercial Notes, or previous activities first. A Task linked to a Project may require you to review the Project Name, current progress, or related Bill of Material. Opening the related item helps you avoid repeating a question that a colleague has already answered or acting on outdated information. Read the **Title**, **Description**, **Due Date**, and **Assignee** carefully: - The **Title** identifies the required action. - The **Description** explains what needs to be discussed, prepared, checked, or sent. - The **Due Date** tells you when action is expected. - The **Assignee** shows who owns the follow-up. When coordinating with colleagues, review activities assigned to other users as well. This is especially important when a Sales Job involves sales, purchasing, project management, delivery, or invoicing work. Use the activity history on the related item to see whether a Call, Meeting, or Email has already produced an outcome. [SCREENSHOT: An activities list showing assigned users, activity types, Due Dates, and overdue items.] If the next action belongs to another person, make sure the Assignee is correct rather than assuming that a comment or email will transfer ownership. ## Completing Activities and Recording Outcomes Complete an activity only after the planned work, communication, Meeting, Visit, or Email has actually taken place. Marking activities complete too early removes an important reminder and can make a Sales Job or Project appear more advanced than it is. 1. Open the activity from the related item’s **Activities** area or from your assigned activity list. 2. Review the **Title** and **Description** one last time. Confirm that the expected action was completed and that you have the information needed to record the result. 3. Add a concise outcome in **Note**. Record facts that the next person needs to know, such as: - What the Client, Principal, or Sub-supplier confirmed. - Whether a document, Offers, technical note, or revised date was received. - Decisions made during a Meeting or Visit. - A reason why the activity could not be completed. - The agreed next action and expected date. 4. Mark the activity as **Done (completed)** after entering the outcome. If the activity remains open, it may still appear as an outstanding responsibility. 5. Open the related Sales Job, Account, Contact, Project, or other item to confirm that the completed activity is visible in its activity history. Keep the Note focused on the result rather than repeating the original instructions. For example, “Client requested revised commercial offer before Friday; sales responsible will prepare revision” gives the next reviewer a clear status. A note such as “Called Client” does not explain what happened or what must happen next. [SCREENSHOT: A completed Call activity with a Note showing the call outcome and the Done (completed) status.] A completed activity remains part of the history on the related item. This gives colleagues a shared view of communication and decisions when responsibility changes or when a Sales Job is reviewed later. ## Scheduling the Next Follow-Up Many activities lead to another action. When a Call produces a request for information, a Meeting produces agreed actions, or an Email receives a question, create the next follow-up while the outcome is still clear. This prevents important commitments from being left only in a Note. 1. Complete the current activity and write the outcome in **Note**. Identify who must act next, what they must do, and when it needs to happen. 2. From the same related item, start a new activity in the **Activities** area. Keeping the new activity on the same Sales Job, Account, Contact, Project, or purchasing item preserves the full sequence of follow-ups. 3. Select the next activity type that matches the agreed action. For example: - Create an **Email** after a Call when you must send requested documents. - Create a **Meeting** after a Call when several people need to agree on commercial or technical points. - Create a **Task** after a Visit when internal work is needed. - Create a **Call** after an Email when a response requires discussion. 4. Set a realistic **Due Date**. Use a specific date that reflects the commitment made, the Offer validity period, the RFQ deadline, or another relevant date. 5. Choose the correct **Assignee**. Assign the activity to the person who owns the next action, even when that person did not complete the current activity. 6. Use the **Title** and **Description** to connect the new activity to the earlier outcome. Include the decision, request, or deadline that caused the follow-up. 7. Save the new activity with **Save** or **Save and Close**. [SCREENSHOT: A completed Call followed by a newly created Email activity on the same Sales Job.] Avoid creating a broad follow-up such as “Follow up later.” State the action and expected result, such as “Email revised Offer after Principal confirms delivery time.” ## Resolving Missed, Duplicate, and Incorrect Activities Activities can become outdated when a Client changes a date, a Sales Job moves forward unexpectedly, or responsibility changes between team members. Resolve these issues in the related item’s **Activities** area so that the activity history continues to reflect what actually happened. For an activity marked **Missed** or **Due/overdue**, first open the related Sales Job, Account, Contact, Project, or purchasing item. Review the most recent activities, Notes, and current status before changing anything. The activity may already have been addressed by another person, or the original action may no longer be needed. Use the situation to decide what to do: - **The action was completed:** Add the actual outcome in **Note** and mark the activity **Done (completed)**. - **The action is still needed:** Update the **Due Date** to the realistic next date, revise the **Description** if the required action has changed, and keep the activity assigned to the correct person. - **The action is no longer needed:** Record a short Note explaining why it is not required before treating it as completed. - **The activity belongs to someone else:** Change the **Assignee** or **Assign To** user before the new Due Date. Include enough detail in the Description so the new Assignee can take over. - **The activity type is wrong:** Create the correct Task, Call, Meeting, Visit, or Email activity on the same related item. Record why the original activity was replaced, then complete the incorrect activity so it does not remain as an open reminder. Before creating any new activity, check the existing activity list for the same Title, Due Date, and purpose. This avoids duplicate Calls to a Client, repeated requests to a Principal, or two team members preparing the same information. [SCREENSHOT: An activity list showing a Missed activity, an updated Due Date, and activity history on a related Sales Job.] Use short, factual Notes when an activity cannot be completed. The next Assignee needs the reason, the latest position, and the next expected action. ## Overview Tasks and activities in Pams give your team one place to manage the work that sits between major sales and operational milestones. They are especially useful when a Sales Job requires repeated contact with a Client, Principal, or Sub-supplier; when a Project needs internal coordination; or when an Offer, RFQ, delivery, Invoice, or Payment needs attention by a particular date. Each activity is connected to its related item. This means a colleague reviewing a Sales Job can see the Calls, Meetings, Visits, Emails, and Tasks that supported the Sales Job. A colleague reviewing an Account or Contact can understand recent communication without relying on personal inboxes or private notes. The activity history also provides context when responsibility moves from sales to purchasing, project management, delivery, or finance. Use the activity type, Title, Description, Due Date, Assignee, and Note together: - The activity type shows whether the action is a Task, Call, Meeting, Visit, or Email. - The Title and Description explain what must happen. - The Due Date establishes the expected timing. - The Assignee makes ownership visible. - The Note records the result after the action is completed. Your **My Desk** workspace helps you stay aware of activity that needs attention alongside sales and operational work. For guidance on using that workspace to review your personal workload, see [Using My Desk Workspace](doc:using-my-desk-workspace). Activities work best when they describe one clear next action. If a Call produces several separate commitments, create separate follow-up activities with their own Assignees and Due Dates. This makes it clear which actions are complete and which still need attention. ## Prerequisites Before creating or updating activities, make sure you can open the related item in Pams. Activities are created and reviewed in the context of work such as **Sales Jobs**, **Accounts**, **Contacts**, **Projects**, **Invoices**, **Payments**, **MRQs**, and purchasing items. Open the relevant item first so that the activity is connected to the correct Client, Principal, Sub-supplier, project, or commercial process. Have the following information ready before creating a follow-up: - The correct activity type: **Task**, **Call**, **Meeting**, **Visit**, or **Email**. - A clear action to place in the **Title**. - Details for the **Description**, including the requested information, decision, document, or commercial point. - A realistic **Due Date**, based on the agreed commitment, Offer validity period, RFQ deadline, delivery date, or other required date. - The correct **Assignee** or **Assign To** user. - The related item where the activity belongs. When you are recording an outcome, review the existing activity history first. This helps you write a Note that adds new information rather than repeating details already recorded by another user. For a Client discussion, check the related Sales Job and Contact. For Principal communication, check the Principal relationship and the relevant Offer or Orders. For Sub-supplier follow-up, check the related RFQ, Purchase Order, MRQ, or Project. Use the same naming approach across the team. Start Titles with the action and subject, such as “Call Client about revised delivery date,” “Meeting to review technical offer,” or “Task: prepare documents for RFQ.” Consistent Titles make assigned and overdue activities easier to scan. After you are comfortable managing individual follow-ups, continue with [Using Dashboards and Reports](doc:using-dashboards-reports) to review wider sales, operational, and performance information in Pams. ## Confirming Access to Record History Views Pams provides three different places to review record history. Each one answers a different question, so start by choosing the view that matches what you need to investigate. - **Recently Opened** shows records that **you**, as the currently signed-in user, accessed recently. It helps you return to work you already viewed without searching again. - **Last Modifications** shows recent change activity on records you are allowed to access. Although this guide refers to “latest modifications,” the Pams screen is labeled **Last Modifications**. - The **Audit Log** tab, where available, shows history for one individual record. Use it when you need to investigate changes on a particular item in detail. Before relying on the **Audit Log** tab, open a record of the type you want to inspect and check whether the tab is available. The tab must be included for that record type before you can review its individual history. For example, a record may be visible to you, but it may not include an **Audit Log** tab. [SCREENSHOT: A Pams record with the Audit Log tab highlighted among the record tabs] Your administrator access affects what you can review. Pams only shows records that your user access allows you to open. The same applies to entries in **Last Modifications** and to details on the **Audit Log** tab. If you cannot find a record, change entry, or Audit Log tab, first confirm that you can open the affected record itself. Use these history views alongside the work you perform in Pams. For example, if a change relates to attachment categories, review the relevant category record after following the setup described in [Managing Attachment Categories](doc:managing-attachment-categories). The history views help you understand access and change activity; they do not replace the record’s current details. ## Reviewing Recently Opened Records Use **Recently Opened** when you need to return to a record you already viewed during your own recent Pams activity. This is useful when you have moved between several Accounts, Products, Sales Jobs, configuration records, or other screens while investigating an issue. 1. Open **Recently Opened** in Pams. 2. Review the entries shown for your recent activity. 3. Select the record you want to revisit. 4. Continue reviewing the record from the screen that opens. Each entry in **Recently Opened** is a direct route back to the related record. You do not need to repeat a full search through lists such as **Products**, **Accounts**, **All Jobs**, or **Configuration** when the record is already in your recent activity. [SCREENSHOT: The Recently Opened view showing several records that can be selected] Treat this view as a personal working trail, not as proof that a record was changed. Opening an Account, Sales Job, Product, or configuration item places it in your recent activity, but viewing it does not necessarily create a change-history entry. If you only opened a record to check its details and did not make a change, it may appear in **Recently Opened** without appearing in **Last Modifications**. This distinction is especially important during an investigation. If you want to know which records you looked at while checking a reported issue, use **Recently Opened**. If you want to know which records were changed, use **Last Modifications** or the record’s **Audit Log** tab. Keep **Recently Opened** open as you move through related records. For example, after reviewing an attachment category, an Account, and a Product, you can use this view to return to any of them quickly and continue the investigation from where you left off. ## Finding the Latest Record Modifications Open **Last Modifications** when you need to identify the most recent changes across records you can access in Pams. This view is useful for checking whether a configuration item, business record, or other accessible item has changed and may need follow-up. 1. Open **Last Modifications**. 2. Review the recent entries displayed in the list. 3. Identify the entry connected to the record you need to investigate. 4. Open the related record from the entry. 5. Compare the record’s current details with the recent activity you are reviewing. [SCREENSHOT: The Last Modifications view with a recent change entry selected] Read each item in **Last Modifications** as a change event. It is not a list of records someone merely viewed. A record can appear here because it was created, updated, or otherwise changed. This makes the view useful when an administrator needs to find records that may require attention, such as a changed attachment category, revised configuration setting, or updated business data. After opening the linked record, check its current values and then look for the **Audit Log** tab. The list helps you locate the affected item quickly; the record itself gives you the current position of that item. The current values may not match the values that existed when the entry was first recorded. Additional changes may have occurred after the event shown in **Last Modifications**. When that matters, use the record’s **Audit Log** tab to review the sequence of changes for that one record. Use this view when you are asking, “What has changed recently?” For questions about a record you personally opened, use **Recently Opened** instead. ## Inspecting Changes on the Audit Log Tab Use the **Audit Log** tab when you need the history for one specific record. This is the most focused history view in Pams because it is attached to the record you are currently reviewing. 1. Open the record you need to investigate. 2. Check that the record includes an **Audit Log** tab. 3. Select **Audit Log**. 4. Review the entries in their chronological context. 5. Compare the recorded activity with the record’s current values. [SCREENSHOT: An Audit Log tab showing record history entries with the actor, timestamp, and change details] The **Audit Log** can help you determine whether the record was created, updated, or changed in another recorded way. When reviewing an entry, compare three pieces of information: | What to review | What it tells you | |---|---| | Actor | Who made the recorded change | | Timestamp | When the recorded change occurred | | Change details | What Pams recorded for that event | This comparison is useful when an unexpected update needs to be traced. For example, if **Last Modifications** points to a configuration record, open that record and use **Audit Log** to identify the recorded change details and the time of the event. The Audit Log is record-specific. It does not provide a broad list of all recent changes across Pams; use **Last Modifications** for that broader view. Conversely, **Last Modifications** may help you locate an item, but it does not replace the record-level context available on the **Audit Log** tab. If several entries exist, read them as a sequence. A later update can change the current record values again, so do not assume that one earlier entry represents the record’s final state. ## Tracing a Change from the Recent Lists to Its Record History When a change requires investigation, begin with the view that best matches what you know. Use **Last Modifications** when you know that something changed but need to locate the affected record. Then use the record’s **Audit Log** tab to confirm the details for that individual item. 1. Open **Last Modifications**. 2. Locate the relevant change entry. 3. Open the affected record from that entry. 4. Review the record’s current values. 5. Select the **Audit Log** tab, if it is available. 6. Compare the actor, timestamp, and recorded change details with the issue being investigated. [SCREENSHOT: A change investigation flow from Last Modifications to a record’s Audit Log tab] Start with **Recently Opened** instead when you already inspected the record yourself and need to return to it. For example, if you opened several records while checking an issue, select the relevant one from **Recently Opened**, then open **Audit Log** to validate its history. The three views support different questions: | View | Question it answers | |---|---| | Recently Opened | What records did I access recently? | | Last Modifications | What records changed recently? | | Audit Log | What happened to this specific record? | Always separate the current record values from the history you are reviewing. An Audit Log entry may show an earlier recorded change, while the record screen shows values resulting from later updates. If you find a difference, continue through the later Audit Log entries rather than treating the first matching entry as the final result. This approach gives you a clear investigation path: identify recent change activity, open the affected record, and then confirm the record-level history. ## Resolving Missing or Incomplete History If expected history is missing, first identify which history view you are using. **Recently Opened**, **Last Modifications**, and **Audit Log** show different information, so an item not appearing in one view may still be available in another. - If the **Audit Log** tab is not visible, confirm that the record type includes an **Audit Log** tab. Also confirm that you can access the record. A record may open successfully without displaying Audit Log history if that tab is not included for that record type. - If a record does not appear in **Recently Opened**, confirm that you opened it while signed in with your current Pams user. This view reflects your own recent access, not records opened or modified by another user. - If an expected event does not appear in **Last Modifications**, confirm that you can access the affected record. Then open the record directly and inspect its **Audit Log** tab, where available. - If the current record values do not match the change you are investigating, review later **Audit Log** entries. The record may have been updated again after the earlier event. [SCREENSHOT: An example record where the Audit Log tab is not available, showing the tabs that are visible] When an entry is visible but does not provide enough context, open the record rather than relying on the list alone. The record screen shows the current details, while its **Audit Log** tab provides the individual record’s history. Access also matters when comparing information with another administrator. Two users may not see the same records or history details if their Pams access differs. Confirm the affected record and your access before assuming that an event was not recorded. Use the history views carefully: **Recently Opened** confirms recent access by you, **Last Modifications** identifies recent change activity, and **Audit Log** provides the most direct record-by-record investigation. ## Overview Pams history views help administrators investigate record activity without confusing access activity with change activity. The three available views work together, but each has a different purpose. - **Recently Opened** is your personal recent-access list. Use it to return to records you already viewed, such as an Account, Product, Sales Job, attachment category, or configuration item. - **Last Modifications** is the recent-change list. Use it to identify accessible records that were recently created, updated, or otherwise changed. - **Audit Log** is the detailed history attached to one configured record. Use it to examine the recorded activity for that record in context. [SCREENSHOT: A visual comparison of Recently Opened, Last Modifications, and the Audit Log tab] A practical investigation usually begins with one of two questions. If you need to know what changed recently, open **Last Modifications** and select the affected record. If you need to continue reviewing something you already checked, open **Recently Opened** and return directly to that record. Once you have the relevant record open, use **Audit Log** to investigate the record-specific history. Compare the recorded actor, timestamp, and change details with the current information displayed on the record screen. This helps you distinguish an earlier recorded event from the record’s latest state. Not every record includes an **Audit Log** tab. Its availability depends on whether that record type has been set up to display the tab, as well as your access to the record. When the tab is unavailable, **Last Modifications** can still help you locate recent activity on records you are allowed to view. These views are particularly helpful when reviewing changes to shared operational data, including configuration records and records connected to sales, purchasing, warehouse, financial, or project work. ## Prerequisites Before reviewing record history, make sure you can open the records and views relevant to your investigation in Pams. History visibility is tied to the records you are allowed to access. - Sign in with a Pams user that has administrator access appropriate for the records you need to review. - Confirm that you can open the relevant record type, such as a configuration item, Account, Product, Sales Job, or attachment category. - If you need record-level history, open a representative record first and check whether it includes an **Audit Log** tab. - Know whether you are investigating a record you personally accessed or a change made to a record. This determines whether you should start with **Recently Opened** or **Last Modifications**. - Have enough identifying information to recognize the affected record when reviewing lists, such as its displayed name, number, or related business context. For attachment-related questions, use the category setup information in [Managing Attachment Categories](doc:managing-attachment-categories) to identify the relevant category record before reviewing its history. You do not need to make changes in order to review history. Open the relevant view or record and inspect the displayed information. Avoid changing record values while investigating unless you are specifically responsible for correcting the issue, because a new update may make the current values differ further from the earlier activity you are reviewing. If you cannot access a required record, do not assume that its history is unavailable. Your Pams access may limit visibility of the record, its modification details, or its **Audit Log** tab. Confirm access to the record before continuing the investigation. ## Distinguishing Upcoming, Awaiting, and Allocated Inventory Pams separates warehouse products by where they are in the stock workflow. Reviewing these groupings before you take action helps you avoid treating expected or reserved products as stock that can be used for another requirement. | Inventory grouping | What it means | What you should do | |---|---|---| | **Upcoming** | Products are expected to arrive but have not yet been received. | Monitor the expected products and prepare for receiving. Do not treat these quantities as stock. | | **Awaiting** | Products have been received and still need stock handling, review, or release to inventory. | Check the received quantity and complete the stocking work when the product is ready. | | **Allocated** | A quantity has already been committed to an allocation. | Keep the quantity linked to its existing allocation; do not treat it as freely available. | Use the **Upcoming** grouping to see inbound products that are still on their way. These products may relate to a Purchase Order or a receiving shipment, but they are not yet physically available in the warehouse. They should not be counted as **In Stock**. Use the **Awaiting** grouping for products that have arrived and have entered the warehouse workflow. This is the working area for received products that have not yet been fully stocked. Before releasing a product to inventory, confirm that the quantity shown matches what was received and that any required inspection has been completed. For inspection-related work, see [Inspecting Received Products](doc:inspecting-received-products). Use the **Allocated** grouping to identify stock already committed to a particular need. Allocation reduces the quantity that can be considered available for another request. When reviewing a product, distinguish carefully between its total stock activity and the portion shown as allocated. [SCREENSHOT: Warehouse inventory view showing the Upcoming, Awaiting, In Stock, and Allocated inventory groupings.] ## Stocking Products After They Are Received After a product has been received and is ready to enter warehouse stock, record the stocking result in Pams. This moves the product out of the awaiting stage and makes the received quantity visible in the appropriate inventory grouping. 1. Open **Received Products** and locate the product that has arrived. Use the product name, received shipment number, or related Purchase Order details to identify the correct record. 2. Review the product’s current status. Confirm that it appears in the **Awaiting Storage** or Awaiting inventory grouping. A product that is still shown as **Upcoming** has not yet completed the receiving stage and should not be stocked. 3. Open the received product record and verify the quantity. Compare the received quantity with the physical quantity available for storage. If the product was inspected, make sure its inspection outcome allows it to continue into inventory. 4. Record the stocking result by completing the action that marks the product as **Released to Inventory**. Confirm the quantity being released before you save the change. Pams records the stock movement against the product. 5. Return to the Awaiting inventory grouping and confirm that the product, or the stocked quantity, no longer appears as awaiting handling. If only part of the received quantity was released, the remaining quantity may continue to appear in Awaiting inventory. 6. Open the product’s **Stock Details** to confirm that the stocked quantity is shown under **In Stock** when it is available for use. Check the **Stocked On** and **Stocked By** information to verify the recorded action. [SCREENSHOT: Received Products record showing quantity, Awaiting Storage status, and Released to Inventory action.] Do not stock a product merely because it appears in **Received Products**. The product must have arrived, have the correct received quantity, and be ready for inventory handling. ## Reviewing Each Product's Stock History Use a product’s **Stock Details** to trace how its inventory position changed over time. This view is particularly useful when warehouse staff, purchasing staff, and project teams need to understand why a quantity is awaiting handling, in stock, or already allocated. Open **Products**, select the product you want to review, and open **Stock Details**. Review the entries in date order, starting with the most recent entry when you are investigating a current discrepancy. Each entry helps you connect a stock quantity to a warehouse activity, such as receiving a product, releasing it to inventory, or allocating it. Look for the following kinds of changes: - A receipt-related entry shows that a product entered the receiving workflow. At this point, the quantity may appear in **Awaiting Storage** rather than **In Stock**. - A stocking entry, including **Released to Inventory**, shows when a received quantity was made available in stock. - An allocation-related entry shows that some or all of the product quantity was committed. This explains why the freely usable quantity may be lower than the total quantity recorded in stock activity. - The **Stocked On** and **Stocked By** details show when stocking was recorded and who completed it. Compare the quantities in **Stock Details** with the product’s current inventory grouping. For example, a product may show a received quantity in its history, but still remain in Awaiting inventory if stocking has not been completed. Likewise, a product can show stock activity but have a lower available quantity because part of it is allocated. [SCREENSHOT: Product Stock Details showing receipt, Released to Inventory, and allocation entries in chronological order.] When the history contains several entries for the same product, use the related shipment, Purchase Order, or product details to make sure you are reviewing the correct quantity and warehouse activity. ## Monitoring Products Expected to Arrive The **Upcoming** inventory grouping gives you an early view of products expected in the warehouse. Use it to separate pending inbound products from products that have already arrived and need action from the warehouse team. Review the **Upcoming** list regularly, especially when several Purchase Orders or receiving shipments are expected close together. Each product in this grouping represents an expected quantity, not a quantity you can issue, transfer, or allocate. Treat Upcoming inventory as a planning view for warehouse receiving work. When checking the list, focus on these points: - Compare the product name and expected quantity with the related Purchase Order or receiving shipment information. - Check whether the product is still listed as **Upcoming** or whether it has moved into **Received Products**. - Keep products shown as Upcoming separate from products in **Awaiting Storage**. Upcoming products have not yet reached the stocking stage. - Review products that remain Upcoming longer than expected with the purchasing or receiving team, using the related record details available in Pams. After a product arrives, record it through the receiving workflow. The product should then leave the Upcoming grouping and appear in **Received Products** or in the Awaiting inventory workflow. If it remains Upcoming after it has physically arrived, review the receiving record before attempting to stock it. The difference between Upcoming and Awaiting inventory helps you set daily warehouse priorities. Products in Upcoming inventory require arrival and receiving work first. Products in Awaiting inventory have already arrived and are closer to becoming **In Stock**, so they should be reviewed for stocking or any remaining handling. [SCREENSHOT: Upcoming inventory list beside the Awaiting Storage list, showing products at different warehouse stages.] Do not use Upcoming quantities when confirming whether stock is available for a current requirement. Only quantities that have been released into inventory, and are not already allocated, should be treated as available for a new allocation. ## Checking Stock That Is Awaiting Handling or Already Allocated Reviewing Awaiting and Allocated inventory together gives you a clearer picture of warehouse readiness. Awaiting inventory shows products that have arrived but still need attention. Allocated inventory shows quantities that have already been committed and should not be assigned again. Start with the Awaiting inventory grouping. Products shown here have moved beyond Upcoming inventory and have been received, but they are not yet fully available as **In Stock**. Open each relevant product record and check the received quantity, the current status, and any inspection result that affects whether the product can be released to inventory. If the product is ready, complete the stocking work and confirm that it moves out of Awaiting inventory. Then review the Allocated inventory grouping. A quantity shown as allocated is connected to an existing allocation. Even when the product has a larger stock history total, the allocated portion is not freely available for another allocation. Use the allocated quantity as a commitment that warehouse and project work must respect. For any product where the allocated quantity is unexpected: - Open **Stock Details** for that product. - Review the most recent allocation-related activity. - Compare the allocated quantity with the quantity shown as **In Stock**. - Check whether a more recent receipt or stocking entry changed the quantity after the allocation was recorded. - Keep the existing allocation in place unless the responsible team changes the requirement. [SCREENSHOT: Product Stock Details showing available In Stock quantity and a separate allocated quantity.] This distinction prevents two common warehouse errors: releasing received products before they are ready, and promising allocated stock to another request. Use the product’s current inventory grouping and Stock Details together before confirming any stock availability. ## Resolving Inventory Status Discrepancies When a product appears in an unexpected inventory grouping, use the product record and **Stock Details** to trace the most recent warehouse activity. Start with the current status, then work backward through receipt, stocking, and allocation entries. This approach helps you identify whether the issue is related to receiving, stock handling, or an existing allocation. If a received product remains in Awaiting inventory, open the matching record in **Received Products**. Check that the received quantity was recorded correctly and confirm whether the product was marked **Released to Inventory**. If the release was not completed, the product may correctly remain in **Awaiting Storage**. If the release was completed but the status has not changed, compare the quantity on the received record with the quantity in **Stock Details**. If a product is missing from the expected stock list, check the **Upcoming** grouping first. A product can still be listed as Upcoming when it has not been recorded through the receiving workflow. Review the related receiving shipment or Purchase Order details before treating the product as missing. If the available quantity is lower than expected, review the **Allocated** inventory grouping. The difference may be stock committed to an allocation rather than a missing quantity. Open **Stock Details** and compare the received, stocked, and allocated entries for the product. Use this order when reviewing a discrepancy: - Confirm whether the product is in **Upcoming**, Awaiting, **In Stock**, or Allocated inventory. - Verify the received quantity in **Received Products**. - Check for a **Released to Inventory** entry. - Review the latest allocation activity in **Stock Details**. - Compare the recorded quantities with the current inventory grouping. [SCREENSHOT: Product Stock Details used to compare received, stocked, and allocated quantities.] If the stock history and current grouping still do not align after these checks, keep the product linked to its existing records while the responsible warehouse team reviews the discrepancy. Avoid creating a new allocation based on an unconfirmed quantity. ## Overview Stocking and allocation in Pams connect the receiving workflow to the next warehouse activities. Products progress through clear inventory groupings so you can see whether they are expected, received and awaiting handling, available in stock, or already committed. The normal warehouse sequence is: - Products first appear in **Upcoming** inventory when they are expected to arrive. - After arrival is recorded, they appear in **Received Products** and may be shown as **Awaiting Storage**. - When warehouse handling is complete, the product is marked **Released to Inventory** and becomes visible as **In Stock** where applicable. - When a quantity is committed, it appears in Allocated inventory and is no longer freely available for another allocation. Use **Received Products** for work that starts after physical arrival. Use the **Upcoming** grouping to plan inbound work. Use the Awaiting grouping to identify products that need stock handling or review. Use **Stock Details** to investigate product-level stock activity and explain changes in inventory status. This workflow is important when Pams is being used across purchasing, project, and sales work. A Purchase Order or receiving shipment may show that a product is expected, but the warehouse inventory grouping shows whether it is actually ready for the next step. Likewise, a product shown as **In Stock** may still have an allocated portion that cannot be used elsewhere. [SCREENSHOT: Warehouse workflow from Upcoming to Received Products, Awaiting Storage, In Stock, and Allocated inventory.] Keep the product status and the quantities in **Stock Details** aligned with the actual warehouse position. This gives purchasing teams a reliable view of arrivals, gives project teams visibility into committed materials, and helps warehouse teams avoid handling the same quantity twice. ## Prerequisites Before stocking products or reviewing allocations, make sure the product has completed the steps that place it in the warehouse workflow. Pams uses the product’s received status and stock activity to determine which inventory grouping it appears in. Prepare the following before you begin: - A product record must exist in **Products** so you can review its details and open **Stock Details**. - The product must be expected through the purchasing and receiving workflow before it can appear in **Upcoming** inventory. - The physical arrival must be recorded in **Received Products** before the product can move from Upcoming into Awaiting inventory. - Confirm the actual quantity that arrived. Use the physical quantity available to the warehouse when checking the received quantity. - If the product requires inspection, review its inspection outcome before releasing it to inventory. Follow the process in [Inspecting Received Products](doc:inspecting-received-products) rather than stocking a product that is still under inspection. - Have the related receiving shipment, Purchase Order, or product details available when you need to distinguish similar products or quantities. - Before considering a quantity available, check whether it is shown in Allocated inventory or has allocation activity in **Stock Details**. You do not need to repeat the receiving process when the product already appears in **Received Products**. Instead, use its current grouping to decide what to do next. A product in **Upcoming** still needs to arrive and be received. A product in Awaiting inventory needs warehouse handling or review. A product shown as **In Stock** may be ready for use, subject to any quantity already allocated. After you have confirmed stocked quantities and reviewed allocations, continue with [Transferring and Issuing Goods](doc:transferring-issuing-goods) to manage the next movement of inventory. ## Choosing the Right Stock Operation In Pams, choose the stock operation that matches where the goods are going. The **Operation Type** controls the movement purpose, the locations shown on the form, and the checks you complete before confirming the movement. Use an **Internal Transfer** when products are moving between locations under your organization’s control. For example, you may move products from a receiving area to a storage area, from one warehouse to another, or from available stock to an approved operational-use location. An internal transfer does not issue goods to an external recipient; it records a change in where Pams shows the stock. Use a **Delivery Order** when products are leaving your organization for an external customer or delivery destination. The delivery record identifies the recipient and confirms which products, quantities, and tracked items have been issued. The transfer status helps you understand whether the movement can proceed: | Status | What it means | What you should do | |---|---|---| | **Waiting** | The requested products are not yet available to reserve from the selected Source Location. | Check the available stock and confirm the correct Source Location. | | **Ready** | Pams has reserved the required quantity, or the movement is ready for confirmation. | Physically move or issue the goods, then review the completed quantities. | | **Done** | The movement has been confirmed and stock has been updated. | Review the completed record and any backorder created for remaining quantities. | For goods used internally, do not create a customer delivery. Instead, use an **Internal Transfer** and select the approved destination for the purpose, such as an operational, production, maintenance, or consumption location. This keeps customer deliveries separate from items used by your own teams. [SCREENSHOT: Transfer form showing the Operation Type field, Source Location, Destination Location, and movement status] Before creating a movement, make sure products have already been placed in the appropriate location through the [Stocking and Allocating Products](doc:stocking-allocating-products) workflow. ## Preparing Products and Locations for Movement Before you create a transfer or delivery, confirm that the product, quantity, and locations match the physical goods you intend to move. A movement can only be completed accurately when Pams can identify both the stock source and the destination. Start by checking that each product is set up as a stock item and has an on-hand quantity in the intended **Source Location**. If the product is stored in a different warehouse area than expected, selecting the wrong source may leave the transfer in **Waiting** or prevent Pams from reserving the stock. Use the **Locations** selector to confirm the available choices. Select: - The warehouse or storage area where the goods are currently held as the **Source Location**. - The warehouse, storage area, customer delivery destination, or approved internal-use location as the **Destination Location**. - The correct operational-use location when stock is being consumed by production, maintenance, or another internal department. Review the product’s **Unit** before entering a quantity. The quantity on the movement must use the same stock unit shown for that product. For example, do not enter a quantity intended as individual items if the product is managed in a different unit. Tracked products require additional attention. If a product uses a **Serial Number**, **lot**, or **Package**, you must be able to identify the exact stock being moved. Open **Detailed Operations** during the movement process to select the required serial number, lot, package, or split quantity. [SCREENSHOT: Product movement line showing Product, Quantity, Unit, and the Detailed Operations option] If the available quantity does not match the quantity requested, decide whether to move only the available amount and create a backorder for the rest. Do not increase the completed quantity to match the request unless the goods are physically present in the selected Source Location. ## Moving Products Between Internal Locations Use an **Internal Transfer** to record stock movement between warehouse locations, storage areas, or approved internal-use locations. Complete the record as the goods are being prepared so the locations and quantities can be checked before the physical movement occurs. 1. In Pams, go to **Warehouse > Operations > Transfers** and select **New**. 2. In **Operation Type**, select **Internal Transfer**. Pams displays the movement fields for transferring goods between internal locations. 3. Select the **Source Location** where the products are currently held. Select the **Destination Location** that will receive the products. Check both selections carefully before adding any product lines. 4. Add the products on the **Operations** lines. For each line, select the product and enter the requested **Quantity**. Review the displayed **Unit** to make sure it matches the unit used for the product in stock. 5. Set the **Scheduled Date** if the goods will move later. Use the date to distinguish planned movements from goods that are ready to move immediately. 6. Select **Check Availability**. Pams checks the selected Source Location and reserves the available quantity for the transfer. Review the reserved quantity on each Operations line. 7. Open **Detailed Operations** when you need to select specific lots, serial numbers, packages, or split a quantity across multiple stock entries. Match the selected tracked items to the products physically being moved. [SCREENSHOT: Internal Transfer record with Source Location, Destination Location, Operations lines, and Check Availability] When the status changes to **Ready**, take the goods to the Destination Location. Do not validate the movement before the products have physically moved. If stock is not available, leave the record in **Waiting** until stock is replenished, reassigned, or the source location is corrected. ## Issuing Goods for Delivery or Operational Use A **Delivery Order** records goods leaving your organization for an external recipient. An **Internal Transfer** records goods issued for approved internal use. Select the correct option so Pams keeps customer deliveries separate from stock consumed by your own operations. 1. Create a **Delivery Order** when goods are being sent to a customer or other external destination. In the delivery record, select the recipient in the **Contact** field and confirm the **Source Location** from which the goods will be issued. 2. Add each product on the **Operations** lines. Enter the quantity to deliver and review the product **Unit** before continuing. The entered quantity should match the goods prepared for shipment. 3. Select **Check Availability** to reserve stock from the Source Location. If the delivery includes tracked products, open **Detailed Operations** and select the exact **Serial Number**, lot, or **Package** being issued. 4. Review the delivery information before validation. Ensure the selected Contact, Source Location, product lines, and completed quantities all match the physical shipment. 5. For goods used by your organization, create an **Internal Transfer** instead of a Delivery Order. Set the **Destination Location** to the approved operational, production, maintenance, or consumption location. 6. Use the **Notes** or reference field, where it is available, to record information that explains the issue. Record the delivery reference, work order, department, or operational purpose that applies to the movement. [SCREENSHOT: Delivery Order showing Contact, Source Location, product lines, and Detailed Operations for a serial-numbered product] Use a Delivery Order only when products have actually been issued externally. If goods are merely moved from a storage location to an internal work area, keep the movement as an Internal Transfer. This distinction makes it easier to review stock by location and trace why products were taken from available inventory. ## Validating the Movement and Handling Partial Quantities Validate a transfer or Delivery Order only after you have confirmed the physical movement and reviewed the quantities completed. Validation updates the stock position, so the quantities shown on the record must reflect what actually moved or was issued. 1. Open the transfer or Delivery Order and compare the requested quantity on each **Operations** line with the quantity physically completed. Check that the selected **Source Location** and **Destination Location** are still correct. 2. If the full requested quantity moved, make sure the completed quantity matches the requested quantity. For tracked products, confirm the lots, serial numbers, or packages shown in **Detailed Operations** match the items handled by the warehouse team. 3. Select **Validate** only after these details are correct. If Pams shows an **Immediate Transfer** confirmation, use it only when the entered completed quantities accurately represent goods that have physically moved. 4. If only part of the requested stock is available or physically moved, enter only the completed quantity. Do not validate the full request when the remainder is still at the Source Location. 5. When prompted, choose whether to create a **backorder**. Create a backorder when the remaining quantity still needs to be moved or delivered later. Do not create one when the uncompleted quantity is no longer required. 6. After validation, confirm that the record status is **Done**. For an Internal Transfer, verify that stock decreased in the **Source Location** and increased in the **Destination Location**. [SCREENSHOT: Validation confirmation showing the option to create a backorder for remaining quantities] A completed Delivery Order records the goods as issued from the selected Source Location. A completed Internal Transfer records the same goods in the receiving internal location. Review the completed record immediately if the movement affects a delivery commitment, a project, or an operational-use request. ## Resolving Transfer and Issuance Problems When a transfer cannot be completed as expected, review the movement record before creating a new one. Most issues relate to the selected location, available quantity, or the specific tracked items assigned to the movement. A transfer in **Waiting** usually means Pams cannot reserve the requested quantity from the selected **Source Location**. Check the product’s available quantity in that location. If stock has been replenished or reassigned to the correct location, return to the transfer and select **Check Availability** again. If the goods are physically held elsewhere, correct the Source Location before validating. For products managed by **Serial Number**, lot, or **Package**, open **Detailed Operations** when Pams does not accept the selected item. Choose a lot or serial number that has available quantity in the selected Source Location. Check that the serial number on the screen matches the product physically prepared for the movement. Before validation, you can correct an incorrect location by editing the **Source Location** or **Destination Location** on the transfer. Review the Operations lines again after changing either location, especially if you previously selected **Check Availability**. After a transfer shows **Done**, do not treat the original record as if the goods are still in the old location. Create a reversing movement to return the goods from the destination back to the original location, then create the correct movement if needed. When quantities do not match, compare these values on the **Operations** lines: - Requested quantity - Reserved quantity after **Check Availability** - Completed quantity entered before **Validate** - Remaining quantity shown on any backorder [SCREENSHOT: Operations lines showing requested, reserved, and completed quantities, with a related backorder] Use the completed transfer and any backorder together when investigating a short delivery or incomplete internal movement. They show what has already moved and what remains outstanding. ## Overview Pams uses transfers and Delivery Orders to keep the physical location of products aligned with the stock information your team sees. The record you create depends on whether the product stays inside your organization or leaves for an external recipient. Use **Internal Transfer** when products move between internal locations. Typical examples include moving products between warehouses, from a receiving area to storage, from storage to a production or maintenance area, or to an approved consumption location. The transfer records the selected **Source Location**, **Destination Location**, products, quantities, and any serial number, lot, or package details. Use a **Delivery Order** when products are issued outside your organization. The delivery record includes the recipient in the **Contact** field, the issuing Source Location, the products being delivered, and the completed quantities. This provides a clear record of which stock was issued and to whom. The standard movement sequence is: - Create the transfer or Delivery Order. - Select the correct locations and add products on the **Operations** lines. - Use **Check Availability** to reserve stock. - Complete **Detailed Operations** for tracked products or split quantities. - Physically move or issue the goods. - Review completed quantities and select **Validate**. - Create a backorder if quantities remain to be moved later. The status shown on the record indicates where the movement stands. **Waiting** requires stock or location checks, **Ready** indicates the movement can proceed, and **Done** confirms the stock movement has been recorded. [SCREENSHOT: Transfer list showing movements in Waiting, Ready, and Done statuses] Accurate transfers support warehouse control, delivery coordination, and project work because Pams shows stock in the location where it is actually held. For customer delivery activities connected to a Orders, see [Coordinating Sales Deliveries](doc:coordinating-sales-deliveries) and [Creating Delivery Notes](doc:creating-delivery-notes). ## Prerequisites Before creating an Internal Transfer or Delivery Order, make sure the warehouse information in Pams is ready for the movement. Completing these checks prevents transfers from remaining in **Waiting**, assigning stock from the wrong location, or validating quantities that do not match the physical goods. - Confirm that the products have been received, inspected where required, and placed into stock. Products that are still awaiting receiving, inspection, or storage may not be available in the location you need. - Verify that each product has an on-hand quantity in the intended **Source Location**. Check the physical location as well as the quantity shown in Pams before reserving stock. - Confirm the destination is available in the **Locations** selector. For internal use, ensure you know the approved operational, production, maintenance, or consumption location to use as the **Destination Location**. - Check the product **Unit** before entering quantities. The requested and completed quantities must use the unit shown for the product. - For a Delivery Order, identify the correct recipient before creating the record. Select the appropriate person or company in the **Contact** field and confirm that the delivery is leaving from the correct Source Location. - For products tracked by **Serial Number**, lot, or **Package**, have the relevant product identifiers available. You will select them in **Detailed Operations** before validation. - Know whether a partial movement is acceptable. If only part of the stock is available, decide whether the outstanding quantity should remain open as a **backorder**. - Prepare the reference information needed for the issue, such as a delivery reference, department, work order, or operational purpose, for the **Notes** or reference field where it is available. [SCREENSHOT: Completed preparation check showing stock availability in the selected Source Location and a tracked product ready for Detailed Operations] After goods have been transferred or issued, continue with [Managing Returns and Services](doc:managing-returns-services) when products need to be returned or require external service handling. ## Opening the Right Dashboard for Your Role 1. Open **Dashboard** in Pams. Use the dashboard selector to choose the view that matches the work you need to review: - **Sales** for Booking, Sales Jobs, Offers, Orders, and sales performance. - **Finance** for Invoices, Payments, receivables, payables, and cash-related figures. - **Projects** for project progress, workload, deadlines, and linked work. - **Management** for a combined operational view across sales, finance, and projects. 2. Set the global date range before reviewing any values. Choose the period that matches your question, such as the current month, a quarter, or a specific review period. The date range affects KPI tiles, charts, and lists shown on the selected dashboard. 3. Review the dashboard layout. Depending on the selected view, Pams can show: - **KPI tiles** with headline totals or counts. - **Trend charts** that show movement over the chosen period. - **Tabular breakdowns** that list results by owner, customer, project, or status. - **Drill-down links** that open the records behind a total or chart value. 4. Apply the available filters before drawing conclusions from the figures. Use filters such as company, Sales Team, Salesperson Responsible, Project, Owner, Stage, or Status when they are displayed. For example, select a single Sales Team when reviewing that team’s Booking, rather than interpreting a company-wide total as a team result. 5. Check the visible filter selections whenever you switch dashboards. A filter suitable for a sales review may not be suitable for a finance or project review. [SCREENSHOT: Dashboard selector, global date range, filter area, KPI tiles, trend chart, and a tabular breakdown in Pams] For day-to-day items that need action rather than performance review, use [Managing Tasks and Activities](doc:managing-tasks-activities). Dashboards help you see the wider operational picture and identify where those actions are needed. ## Reviewing Sales Performance 1. Select the **Sales** dashboard and confirm the date range at the top of the view. Start with a period that fits the review, such as the current month when checking progress against a monthly Sales Target. 2. Review the available sales KPI tiles. These can help you assess sales totals, order volume, average order value, and changes in sales activity over the selected period. Treat each tile as a starting point: the total is only meaningful when you know which company, Sales Team, Salesperson Responsible, or Status filters are active. 3. Use the available filters to narrow the review. Depending on the dashboard layout, you can focus on: - A **Salesperson Responsible** or **Sales Team** - A **Client** or **Account** - A **Product** - A sales **Status**, **Stage**, or workflow state - A particular date range 4. Review the sales trend chart to see whether activity is rising, falling, or remaining steady. Compare the chart with any prior-period or target indicators displayed in the dashboard. A high total for the selected period may still need attention if it is below the target indicator or lower than the previous period. 5. Select a KPI tile, chart segment, or linked figure to open the records behind it. Depending on the measure selected, Pams may take you to related **Orders**, **Pricing Offers**, **Invoices**, or customer records. Review the individual records before reporting a result or assigning follow-up work. 6. When reviewing Booking, keep the measure consistent. If the dashboard displays **Equivalent Booking**, use that value when comparing deals that have different commission or margin terms. For more detail on this measure, see [Measuring Equivalent Booking](doc:measuring-equivalent-booking). [SCREENSHOT: Sales dashboard showing selected period, Sales Team filter, Booking KPI, sales trend chart, and drill-down result list] ## Checking Finance and Cash Position 1. Select the **Finance** dashboard and set the reporting period before comparing any financial values. A period filter helps separate current activity from older open balances that remain unpaid. 2. Review the finance widgets available in your dashboard. These may show income, expenses, receivables, payables, cash balances, overdue amounts, and payment-related totals. Use the widget title and the selected date range together when interpreting the figure. 3. Apply the available finance filters. For example, narrow the view by company, Account, project, owner, Status, or date range when you need to investigate a specific part of the business. A company-wide receivable amount answers a different question from the receivable amount for one Account or one project. 4. Distinguish between current-period activity and open balances: - Current-period figures show activity within the selected dates. - Open receivables show amounts that remain to be collected. - Open payables show amounts that remain to be paid. - Overdue figures highlight items requiring follow-up based on their **Due Date**. 5. Select an outstanding receivable, payable, overdue amount, or aging figure to open its underlying details. Review the related **Invoices**, **Purchase Invoices**, **Payments**, or payment allocation details before contacting a customer, principal, or sub-supplier. 6. Use management-level financial indicators to prioritize follow-up. An increase in income does not necessarily mean cash has been collected; compare invoice-related figures with payment and overdue indicators. For customer collections, see [Recording Incoming Payments](doc:recording-incoming-payments). For supplier obligations, see [Managing AP Invoices](doc:managing-ap-invoices). [SCREENSHOT: Finance dashboard showing receivables, payables, cash balance, overdue amounts, date range, and an invoice drill-down] ## Tracking Projects and Management KPIs 1. Select the **Projects** dashboard when you need to review active work across **Projects Management**, Sales Jobs, and linked operational activities. Set the date range first so deadlines, workload, and progress indicators match the period you are reviewing. 2. Use the available filters to focus on the work that requires attention. Depending on what is displayed, filter by: - **Project** - **PM Responsible** - Team member or **Assignee** - **Stage** or **Status** - Date range - Project progress or deadline-related measures 3. Review project status and task progress widgets together. A project may show activity while still containing incomplete tasks, missed deadlines, or work that has not started. Use the dashboard’s delayed, incomplete, or workload indicators to identify where a project review is needed. 4. Select a project-related KPI, chart section, or linked total to open the records behind it. Follow the available drill-down link to the relevant **Project**, **Task**, Sales Job, or related transaction. Review the record’s **Status**, **Progress**, **Expected Completion On**, and assigned responsibility before deciding on follow-up. 5. Switch to the **Management** dashboard for a wider operational review. This view brings together high-level sales, finance, and project indicators, helping managers compare performance without moving between separate dashboard views. 6. Use Management indicators to investigate exceptions rather than relying on a single headline figure. For example, select a delayed, over-budget, incomplete, or low-performance measure and review the records behind it. The drill-down shows which project, task, invoice, Sales Job, or related item contributes to the result. [SCREENSHOT: Projects dashboard with project filters, progress and deadline widgets, followed by a Management dashboard with sales, finance, and project indicators] For detailed project workflow work, including connected BOM and purchasing activity, see [Managing Project Workflows](doc:managing-project-workflows). ## Generating and Exporting Operational Reports 1. Open **Reports Library** in Pams. Select the sales, finance, project, or management report that matches the question you need to answer. Choose a report based on the business result you are investigating, rather than selecting a broad report and trying to interpret unrelated rows. 2. Set the report date range before generating or reviewing results. Then apply the filters shown for that report. Common filters can include company, Client, Salesperson Responsible, Project, Account, Sales Team, Status, or workflow stage. 3. Choose the available grouping and detail options to organize the report for its intended reader. Grouping can help you compare results by: - Period - Owner or Salesperson Responsible - Client or Account - Project - Workflow Status or Stage 4. Review the report totals and the detailed rows together. A total may identify a change in Booking, invoicing, payments, workload, or project activity; the detailed rows identify the records that make up that amount or count. 5. Compare the report with the matching dashboard view. Use the same date range and filters in both places whenever possible. If the dashboard is filtered to one Sales Team or Project, apply the same selection in the report before comparing totals. 6. Use the available export action when you need to share the filtered results outside Pams. Use **Print** when the report is ready for a printed review. Check the report title, date range, filters, grouping, and totals immediately before exporting or printing. [SCREENSHOT: Reports Library showing report selection, date range, filters, grouping options, report totals, detailed rows, and Print action] For a principal-facing reporting workflow, including branded Principal Reports, see [Generating Principal Reports](doc:generating-principal-reports). ## Fixing Missing, Incorrect, or Unavailable Dashboard Data 1. Start by reviewing the active filters. If a dashboard total appears incorrect, check the selected date range, company, Sales Team, Salesperson Responsible, Project, Owner, Stage, and Status. Clear a filter or change one selection at a time to identify which filter is affecting the result. 2. Check the date basis used by the dashboard or report. A result based on an **Order Date** can differ from one based on a **Due Date**, **Delivery Date**, or **Paid on** date. Use the displayed date selection consistently when comparing dashboard figures with report totals. 3. If a chart, KPI tile, or report is empty, verify that relevant records exist for the selected period. Then check whether the records have a Status or workflow stage included by the view. For example, a view limited to active or approved records may not include Draft, Cancelled, Lost, Archived, or other excluded records. 4. Open the drill-down results when available. The underlying list is the quickest way to see whether a specific Invoice, Orders, Project, Task, or payment record is included. Review the record’s date, Status, owner, and related Account or Project against the active filters. 5. If a dashboard, widget, drill-down record, report, export action, or **Print** action is unavailable, the related sales, finance, or project data may not be available to your user account. Ask the person who manages **Users**, **Roles**, and **Teams** to confirm your access for the relevant area. 6. When dashboard and report figures differ, compare these items in both views: - Date range and date basis - Company, team, owner, and project filters - Grouping level - Included Status and workflow stages - Whether the view shows current-period activity, open balances, or overdue amounts [SCREENSHOT: Dashboard filter area beside a report filter area, highlighting date range, status, team, and owner selections] ## Overview Dashboards and reports in Pams support two related but different activities: monitoring operations and investigating results. Use **Dashboard** when you need a live view of performance through KPI tiles, charts, tables, and drill-down links. Use **Reports Library** when you need a filtered, organized result that can be reviewed in detail, exported, or printed. The dashboard you choose depends on the question you need to answer: | Dashboard view | Use it to review | Typical records behind the figures | |---|---|---| | **Sales** | Booking, sales trends, Orders, Pricing Offers, and sales performance | Sales Jobs, Pricing Offers, Orders, Invoices | | **Finance** | Receivables, payables, cash balances, payments, and overdue amounts | Invoices, Purchase Invoices, Payments | | **Projects** | Project progress, workload, deadlines, and incomplete work | Projects, Tasks, Sales Jobs | | **Management** | Combined sales, finance, and project indicators | Related sales, financial, and project records | Use drill-down links whenever a total needs explanation. For example, a receivable total becomes actionable only when you open the related Invoices and see which amounts are overdue. Similarly, a Sales KPI needs a review of its related Orders or Pricing Offers before it can support a decision about a Sales Team or customer. Dashboards are most useful when they are filtered to a clear operational scope. Set the date range and filters before reviewing the values, then keep those selections consistent if you open a report for the same topic. This approach helps avoid comparing a company-wide dashboard total with a report limited to one project, Account, or Salesperson Responsible. [SCREENSHOT: Four dashboard views in Pams—Sales, Finance, Projects, and Management—with Reports Library shown as the detailed reporting area] ## Prerequisites Before using dashboards and reports, make sure the following conditions are met: - You can sign in to Pams and open **Dashboard** or **Reports Library** from the navigation available to you. - You have access to the relevant business area. For example, sales reporting requires access to the related Sales Jobs, Pricing Offers, Orders, or Invoices; finance reporting requires access to finance records such as Invoices, Purchase Invoices, or Payments. - The records you expect to review have been entered in Pams and have the appropriate dates, owners, Accounts, Projects, and Status values. Dashboard and report results depend on those visible record details. - You know the operational scope of your review. Decide whether you are reviewing a company, Sales Team, Salesperson Responsible, Client, Account, Project, or a particular workflow Status before setting filters. - You know the date period you need to assess. Use a consistent date range when comparing a dashboard with a report. - If you need to review Booking fairly across deals with different commission or margin terms, confirm whether the dashboard shows **Booking** or **Equivalent Booking**. If you cannot see a dashboard, report, related record, export option, or **Print** action, ask the person who manages **Users**, **Roles**, and **Teams** to confirm your access. Access can vary between sales, finance, and project information. After reviewing dashboard figures and generating reports, continue with [Managing Files and Documents](doc:managing-files-documents) to work with the attachments and documents connected to your operational records. ## Opening the Pricing Tool and Reviewing Recent Purchases Use the Pricing Tool when you need current purchase-price information before preparing a commercial price. The **Latest Purchased Products** list brings recently purchased products into one place, so you can begin with products that have new or updated purchase pricing rather than relying on an older commercial assumption. 1. In Pams, open **Pricing** and select **Latest Purchased Products**. 2. Review the product entries shown in the list. Each entry represents a product with a latest purchase record available for commercial price preparation. 3. Select the product entry you want to review. Start with products connected to an active sales inquiry, a requested offer, or another immediate pricing task. 4. Read the latest purchase information shown for that product. Treat this as the most current purchase-cost reference available in the Pricing Tool. 5. Open the product’s purchase-price history when you need to understand whether the latest purchase price follows the product’s usual pricing pattern. 6. Continue through the list and identify the products that need commercial review. Focus your attention on products with a newly available purchase record or a latest purchase price that differs from what you expected. The **Latest Purchased Products** list is a starting point for review, not a final commercial-price decision. A latest purchase can provide a useful current reference, while the price history helps you decide whether that reference appears stable, unusually high, or unusually low. [SCREENSHOT: The Pricing area showing the Latest Purchased Products list with a selected product entry.] When several products are needed for the same client requirement, review all of them from the list before preparing commercial prices. This gives you a consistent view of the purchase information available for the complete set of requested items. ## Finding the Products You Need to Price The **Latest Purchased Products** list helps you locate products that have recently received purchase-price information. Use the list to move directly from the products Pams identifies as recently purchased to the products that matter for your current commercial work. 1. Open **Pricing > Latest Purchased Products**. 2. Scan the product list for the item you need to price. Use the product entry itself to confirm that you are reviewing the requested product before opening its purchase information. 3. Select the relevant product entry and review its latest purchase entry. Check this before using any price as a commercial reference. 4. If your client requirement includes several related products, return to **Latest Purchased Products** and select each product in turn. Review the latest purchase entry for every item rather than applying one product’s purchase information to another product. 5. Give priority to products with newly purchased or changed purchase-price information. These entries are especially important when you are updating prices that may have been based on earlier purchase conditions. 6. If several entries appear relevant, compare their latest purchase information before deciding which product requires immediate attention. Keep each product review separate so the purchase price and history remain connected to the correct item. The list is particularly useful when an offer includes multiple products and not every item has the same purchase-cost pattern. One product may have a stable history, while another may show a new latest purchase price that requires closer review. [SCREENSHOT: The Latest Purchased Products list with several product entries available for comparison.] Do not assume that products with similar names, categories, or uses share the same purchase-price history. Select the exact product entry in Pams, review its own latest purchase information, and then open its own history before using that information during commercial pricing. ## Reviewing a Product's Price History Price history gives context to the latest purchase entry. A single latest purchase price may be a dependable current cost reference, or it may be different from earlier purchases for a reason that needs commercial judgment. Reviewing the history in Pams helps you distinguish between those situations. 1. From **Latest Purchased Products**, select the product you want to review. 2. Open the selected product’s purchase-price history from the Pricing Tool. 3. Compare the latest purchase price with the historical purchase-price entries shown for the same product. Keep the latest purchase entry in view as the current reference while reviewing the earlier values. 4. Look for a consistent direction in the historical prices. Repeated increases may indicate an ongoing rise in purchase cost, while repeated decreases may indicate a lower purchase-cost pattern. 5. Identify whether the latest purchase price is close to the earlier entries or noticeably different from them. A value that stands apart from the history deserves additional attention before you use it commercially. 6. Return to the product list and repeat the review for other products required for the same pricing work. [SCREENSHOT: A selected product showing its latest purchase price together with previous purchase-price entries.] Use the history to support a practical pricing decision rather than treating the latest entry in isolation. For example, when the latest purchase price is higher than earlier entries and the previous entries also show rising values, the latest price may reflect a continuing change. When the latest price is much higher than an otherwise consistent history, it may represent a one-time variation that should be considered carefully. Review the full history whenever the latest purchase price would cause a significant change in your commercial price. This makes the commercial-price preparation more consistent and gives you a clearer basis for the price you later use in an offer. ## Using Purchase History to Prepare Commercial Prices After reviewing the latest purchase entry and the product’s price history, use the information in the Pricing Tool as the purchase-cost basis for commercial price preparation. The latest purchase price provides the current reference, while the historical entries help you judge how confidently to rely on that reference. 1. Select the product in **Latest Purchased Products** after reviewing its latest purchase entry. 2. Open the product’s price history and compare the latest purchase price with the earlier purchase-price entries. 3. Decide whether the latest purchase price appears to match the historical pattern, continues an increase or decrease, or differs substantially from previous purchases. 4. Use the latest purchase price as the current cost reference when preparing the commercial price for that product. 5. Take the historical direction into account before adjusting the commercial price. A stable history supports using the latest value as a straightforward reference, while a changing or inconsistent history calls for more careful review. 6. Prepare a commercial price for the reviewed product using the purchase information shown in Pams. Repeat the same review for each product that will be included in the commercial work. The Pricing Tool supports informed commercial preparation by keeping the latest purchase information connected to the product’s earlier purchase prices. This is especially helpful when you price products that are purchased repeatedly and where a recent cost change could affect the commercial price. [SCREENSHOT: The Pricing Tool showing a product’s latest purchase information and price history during commercial price preparation.] Keep the decision tied to the exact product you reviewed. If you move to another product, select its entry and review its own history before preparing its commercial price. This avoids carrying a purchase-cost conclusion from one product into another product’s pricing. ## Checking Prices Before Using Them Commercially Before relying on purchase information for a commercial price, take a final look at the selected product and its purchase-price history. This review reduces the risk of using a price from the wrong product or treating an unusual latest purchase as the normal purchase cost. 1. Return to the selected product in **Latest Purchased Products** and confirm that it is the product you intend to price. 2. Review the latest purchase entry for that product. Use it only after confirming that it belongs to the selected product. 3. Open the full purchase-price history when the latest purchase price seems unusually high or unusually low compared with your expected commercial pricing. 4. Compare the latest value with the earlier purchase-price entries. Check whether the history supports the latest value as part of a continuing pattern or shows that it differs materially from previous purchases. 5. Avoid using a single purchase entry by itself when the historical entries show a clearly different pattern. Review the complete information available in the Pricing Tool before preparing the commercial price. 6. Return to **Latest Purchased Products** regularly while pricing active requirements. New purchase records can provide updated information that affects the commercial price you prepare. [SCREENSHOT: A product’s latest purchase entry highlighted beside a purchase-price history with differing values.] This check is most important for products where a commercial-price change could affect an active offer. The latest purchase record is useful because it is current, but the price history gives the wider context needed to interpret it. When the latest and historical values agree, you have a clearer cost reference. When they differ, use the difference as a reason to review the product more closely before moving forward. ## Resolving Missing or Unexpected Purchase Prices A product may be missing from **Latest Purchased Products**, show little or no price history, or display a latest purchase price that does not match earlier values. Use the product list and history view to confirm what information Pams has available before you prepare a commercial price. 1. If you cannot find a product in **Latest Purchased Products**, confirm that you are looking for the correct product entry. The list contains products with recent purchase information available to the Pricing Tool. 2. If the product is not listed, do not assume that a latest purchase price is available for it. Return to the product list and check the other product entries carefully before continuing. 3. If the selected product has an empty or incomplete price history, review the information that is shown and check whether earlier purchase records are available for that same product. 4. If the latest purchase price conflicts with the historical entries, compare the latest entry with the previous values before using it as the current cost reference. 5. If the displayed history appears to belong to the wrong product, return to **Latest Purchased Products** immediately. Reselect the correct product entry and open its history again. 6. Prepare a commercial price only after you have confirmed that the latest purchase entry and historical information belong to the product you are pricing. [SCREENSHOT: The Latest Purchased Products list used to reselect a product after an unexpected history is displayed.] Missing history does not provide evidence that a purchase price is stable or unchanged. Likewise, a latest price that differs from earlier entries is not automatically incorrect; it is a signal to compare the available purchase information carefully. Keep the review focused on what Pams shows for the selected product, and avoid transferring prices or historical conclusions between different product entries. ## Overview The Pricing Tool in Pams supports commercial price preparation by bringing together two related sources of information for each product: - **Latest Purchased Products** identifies products with recently available purchase information. Use this list as the starting point when you need current purchase-cost references for commercial work. - The **latest purchase entry** provides the most recent purchase-price information shown for the selected product. This is the current reference you review before preparing a commercial price. - The product’s **purchase-price history** shows earlier purchase-price entries alongside the latest information. Use it to understand whether the latest price is consistent with previous purchases or appears to be a significant variation. The Pricing Tool is most useful when you need to price products based on current purchase information rather than on an earlier commercial assumption. It also helps when a product’s cost has changed and you need to determine whether that change appears ongoing or isolated. For each product, keep the review in the same order: - Select the product from **Latest Purchased Products**. - Review the latest purchase entry. - Open and compare the purchase-price history. - Use the reviewed information when preparing the commercial price. [SCREENSHOT: The Pricing Tool workflow from Latest Purchased Products to a selected product’s price history.] The outcome of this work is a commercial price supported by the purchase information available in Pams. The Pricing Tool does not replace the later customer-offer process; it provides the pricing basis you need before you prepare an **Offer**. When you work with several products, repeat the review for every product so each commercial price is based on its own latest purchase information and price history. ## Prerequisites Before using the Pricing Tool, make sure you have a clear product-pricing requirement to review. The following preparation keeps the purchase-price review focused and helps you use the correct product information in Pams: - Know which product or products require commercial pricing. This may come from a client requirement, an active sales inquiry, or an upcoming offer. If you are still defining the client requirement, see [Creating Sales Inquiries](doc:creating-sales-inquiries). - Use the exact product entry when working in **Latest Purchased Products**. The latest purchase entry and purchase-price history apply to the selected product, so avoid basing a price on a similarly named or related product. - Expect purchase information to be available only when Pams has a recent purchase record for the product. A product that does not appear in **Latest Purchased Products** may not have a current purchase record available in the Pricing Tool. - Be prepared to review the product’s price history, not only its latest purchase entry. This is especially important when the latest value seems different from previous purchase prices. - Review all products needed for the same commercial requirement. When a client request includes several items, each item may have its own latest purchase price and historical pattern. - Keep the pricing review separate from the customer-facing offer. First use **Latest Purchased Products** and the product’s price history to prepare the commercial price. Then continue with [Preparing Customer Offers](doc:preparing-customer-offers) to use that reviewed pricing in an **Offer**.