Run the shift.

Recorded Doctor build 229. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Start with the shift

Your shift starts with a decision: where does inventory need attention? In this fictional two-location example, Doctor brings replenishment needs, transfer opportunities, low stock, and menu health into one overview.

Use the stock you already have

Choose Needs transfer to focus the list. We’ll follow North Star Flower thirteen at Store Alder, in the adult-use market. Doctor flags it for transfer before purchasing.

On hand is not always available

Open the item details. Twenty-two units are on hand, but only twenty are usable. The planning target is ninety-three units over twenty-one days. Seeing usable stock separately helps you avoid planning around inventory that isn’t available.

Review the proposed move

The transfer panel connects Central Distribution to Store Alder. Thirty-four units are available at the source, and Doctor proposes thirty-four for review. That addresses part of the need. It does not fill the entire planning target.

Keep the decision under review

Create transfer opens the approval review. Check the quantity and add a management note before deciding. This is a proposal. Opening this review does not move inventory or change provider balances.

A clearer next move

The benefit is a focused decision: understand the gap, inspect existing stock, and review the next move before buying more. Here, the transfer remains pending.

Next in the shift

But the plan is only as reliable as the inventory behind it. Next in the shift: count, compare, and investigate the difference with Doctor’s cycle-count workflow.

Recorded Doctor build 229. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Count. Compare. Investigate.

A replenishment plan depends on inventory you can trust. In Doctor’s cycle-count workspace, start with the package and its market. These fictional records show different workflow states; they are separate examples, not one count progressing on screen.

Find the difference.

Open Store Alder’s submitted medical count. For package DEMO package medical one one, eighteen units were frozen and fifteen were observed. That is a three-unit shortage against the baseline. The record is still submitted, with its variance unresolved.

Keep the package in view.

This is the manager’s review view. Keep the package tag, item identifier and license context together. A difference belongs to a specific package; combining unrelated packages or medical and adult-use balances would hide the question you need to resolve.

Write the review reason.

Review evidence opens a reason field. Describe what you found and what needs investigation. If the observation is uncertain, the submitted-count view also offers Request recount. This demo does not save the review or dispatch a recount, so neither action is claimed here.

Reviewed is not verified.

Notice the distinction between Reviewed and Verified. A separate reviewed example still requires later metric verification. Our medical example remains unresolved. Reviewing an observation is not proof that a provider balance was corrected, and no provider correction is demonstrated.

Next: test the promotion.

The benefit is a focused investigation: one package, a visible difference and a reason to review. Next in the shift: will a promotion actually help? We will connect the sales idea to stock coverage and contribution before treating more volume as a win.

Recorded Doctor build 229. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Will this promotion help?

A promotion can sell more units and still contribute less. Doctor’s native Promo Logic workspace brings planning and follow-up together. We will use its sample Northern Lights Flower item, then clearly separate our illustrative economics from any recorded business result.

Make assumptions visible.

In an unsaved campaign brief, set a regular price of thirty dollars, a promotional price of twenty-five, unit cost of fifteen, expected funding of two dollars per unit and twenty dollars of campaign expense. The assumed demand lift is twenty percent. Expected funding is not verified reimbursement.

Volume can mislead.

For this illustration only, assume one hundred baseline units. Baseline contribution is fifteen hundred dollars. At one hundred twenty promotional units, with the stated funding and expense, expected contribution is fourteen hundred twenty dollars. Volume rises twenty percent while contribution falls eighty dollars. These are assumptions, not Doctor sales results.

Find the decision threshold.

Under those same assumptions, each promoted unit contributes twelve dollars before the fixed campaign expense. You need at least one hundred twenty-seven units to match the baseline contribution. The twenty-percent lift assumption does not clear that threshold. Test the economics before asking purchasing to support the offer.

Check stock and evidence.

The sample item shows twenty-four usable units, zero on order and no recorded demand. Our one hundred twenty-unit promotion remains a hypothetical requirement. Validate demand, stock freshness and supply before launch. This walkthrough does not create a purchase order or claim the offer is covered.

Measure the supported result.

After a real campaign, review retained sales and cost evidence. This workspace currently has no sales source loaded, so no realized margin is demonstrated. Doctor’s recovery view also separates estimated opportunity from recorded outcomes. Keep expected contribution, verified funding and actual recovery distinct.

Next: buy with confidence.

A promotion needs evidence, adequate stock and economics that justify the effort. Next in the shift: Buy with Confidence. Review the supplier, order quantities and approval state before turning the plan into a buying commitment.

Recorded Doctor build 231. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Buy with confidence.

Start purchasing with the work that needs attention. Doctor separates approval, receipt verification and invoice exceptions. In this fictional workspace, two orders await approval and six receipt checks remain. The queue helps you choose the next review; it does not prove the supplier has accepted an order.

Read the whole commitment.

Open demo purchase order one for North Star Supply. Its product subtotal is eighteen hundred forty-eight dollars. Estimated freight adds sixty-five, bringing the estimated total to nineteen hundred thirteen. Review the captured supplier terms, destination and instructions before approval. This order remains a draft.

Check the buying units.

The Lines tab keeps each product, market and destination visible. Here, seventy-two, ninety-six and one hundred twenty stock units total two hundred eighty-eight. Supplier pack sizes are six, six and twelve. Check those units and costs together; medical and adult-use rows remain distinct.

Resolve uncertainty first.

A separate approved demo order shows Transmission outcome unknown. Approval alone is not proof of supplier acceptance. Investigate uncertain transmission before another attempt. No order is approved or transmitted in this walkthrough. Next in the shift: Receive It Right, where physical delivery and recorded evidence must agree.

Recorded Doctor build 231. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Receive it right.

Follow demo purchase order four at Store Alder. Its three lines total two hundred eighty-eight ordered units. Twenty-four units were recorded against each line, seventy-two in total, leaving two hundred sixteen open. Part received describes progress; it does not prove every received unit is verified.

Read the receipt status.

The Receiving tab ties those entries to demo delivery three, with product, market and location retained on each row. All three entries say Awaiting source. Match physical quantities and delivery evidence to the right line, then investigate discrepancies before treating the evidence as a verified balance.

Tie evidence to the tag.

The package-link review asks for exact received package tags, one per line, against a later metric snapshot. That connects the receipt review to specific packages instead of a loose item total. We only inspect this form. No tags are entered, and no source verification is claimed.

Keep invoice evidence separate.

The same order’s Invoices tab has no invoice amounts recorded. Receiving progress is not proof of an invoice match, a posted accounting bill or payment. Our record remains part received and awaiting source evidence. Next in the shift: Keep the Menu Ready, where availability and catalog readiness need their own review.

Recorded Doctor build 231. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Keep the menu ready.

Receiving stock and presenting a ready menu are different checks. Doctor’s Menu Health workspace brings catalog problems and visibility states into view. This fictional catalog has twenty-four mapped products and fifteen health exceptions. The demo is synthetic and has not contacted a live point-of-sale system.

Follow the exact item.

Filter the catalog to the exact adult-use item, demo zero zero one. North Star Flower one is missing retail price and image evidence, its potency is unverified, and its inventory balance is unresolved. With zero eligible stock, Draft show is disabled. A product name alone is not enough.

Check each downstream channel.

A separate synthetic example is labeled point-of-sale verified, but its website, kiosk and television-menu checks still say Not observed. Another example has an unknown outcome. These labels represent different evidence states. They are not proof that every selling surface is correct or continuously synchronized.

Next: close the loop.

Check the exact location and market product on each channel, and retain the observation. Visibility evidence alone does not verify price, stock or continued synchronization. No change is published in this walkthrough. Next in the shift: Close the Loop, connecting reconciliation, point-of-sale evidence and supported recovery outcomes.

Recorded Doctor build 231. Fictional demo records and illustrative economics; no live provider transaction is demonstrated. The poster and linked screen tour show the newer build 233 interface. English captions (VTT) · Open video

Close the loop.

Start with System reconciliation. For Store Alder’s adult-use Prairie Grove Vapes two, Dutchie shows forty and the comparable metric balance shows thirty-six, a four-unit difference. Compare those source balances; never add them together. Keep the market, held stock and snapshot times in view.

Review the reason first.

Review variance opens the exact item and location, both balances and a reason field. The Accept metric balance button is a decision, not an explanation of what caused the difference. We inspect the review only. No balance is accepted, no adjustment is made and the discrepancy remains unresolved.

Look for source evidence.

To investigate the cause, examine retained source transactions and their package context. The saved workspace’s point-of-sale evidence view currently has no source loaded. It offers import and source-history tools, but importing evidence does not run checkout, issue refunds or post inventory or accounting changes.

Record supported outcomes.

Profit and Recovery separates an estimated opportunity from a recorded outcome. This workspace has no cases, so we claim no recovered cash or margin improvement. Carry supported findings back into the operating plan. Next shift, return to Keep the Shelf Stocked: review demand, inspect available inventory and start the cycle with better evidence.