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The conversation discusses changes in the shipping process from manual to automatic, focusing on the difference between SAP and APICS systems. They mention the inefficiency of splitting orders into partial shipments and suggest reverting to full shipments for better efficiency and cost-saving. The discussion also touches on the importance of tracking shipments and revenue recognition. Lastly, they address the need for timely reporting and communication to ensure smooth operations. We don't have time for that, because in the back, as soon as you have parts available with the total quantity, it's good. So you just want to be able, like, if you know there's inventory, you ship on Tuesday, you know you would like to have another way of saying, okay, on Monday, you realize there's inventory, so I will put it on the shipment for Tuesday, but you're not able to create delivery. Because the difference is between the APICS, in the back, will create delivery only when you have the full quantity of the order. And now, with SAP, it checks, the order can be shipped, what I have available, only 10% of the order, but the day after, you have all the quantity, you're going to wait for the next shipment. So, it's not the same way that the system works between SAP and MATICS, and it sounds so much fun. But you're ensuring now that you have to do it one minute at a time, or you wait, and you are just using today, that's one. The choice that we made in June is just using today. Okay? That's one. And that's when you have your, what's the difference between before and now? Today, this is the day in the week, so when we have, for example, a U.S. consolidation, for example, I don't know, but it's magic that on Monday, the system will have a look at what is available, and then decide to pick, to allocate. Even if I'm still in production for some of the goods, and I will have it just there, for example. It will not be considered. That's it. Yeah, that's it. So, you will see that there is only 20% of the order, and I will pick 20% of the order, and then I will have the 101% there, for example. Okay? But then, this one will be considered in the next, I mean, Exactly. So, let's say you do it on Wednesday, and Friday, it will be in the next day. Exactly. Exactly. Because when they create, they allocate the inventory there, so he has two days to perform the pallet, the box, and so on, and then the deliverables will be created on the pallet, then he can ask for the truck, and so on, and then the truck will arrive and pick up. And then the truck will go to the hub, and so on. So, in fact, you will, so it's taking a lot of time to go to pick up, to allocate, to the truck, pick up, and go to the hub. Okay? Almost, I would say, seven days, or something like that. No. You have one, two, three, four, five, six. No, no, no, no. Six days. Six days. You do the picking there, six days, arrival at the hub. I'm sorry, but this is the case. I'm sorry. So, imagine, so after that, we have the remaining quantity, you will ship again a partial quantity, which, for me, is totally crazy. Yeah, that doesn't make sense. I'm trying to put them on an 80%, 51% option. Yeah, and for me, this is your role. This is literature's role. Okay? But for me, it's totally crazy. You are dealing, for most of the time, with distribution. You don't need that. We are losing money in freight costs. You want to have some savings? Stop that. I'm sure. You can stop that. Yeah. And then, you do it again, again, and again, and again. And it's the same. So, we are asked to have two days just to accelerate the way of shipping the goods. Yeah. Because, again... The day before, it was one per week. It was one per week. But in the middle, we are losing also money for the freight. Not too much. So, you didn't have time of manually shipping after one was available? No. In the past? Or you just accept that you ship partial? Today, we accept partial. We do what the system asks. This is partial. This is partial. I don't check if it's a partial quantity or not. I don't care. The system don't care. So, you don't care. Yeah. Sometimes, we ship only... I have already seen, because it depends on how the inventory is coming. Sometimes, only one box of 250 pieces. For an order for more than 10,000... And also, like, for the receiving... Yes. Yes. Sometimes, it's one. Yes. And then, they want you to put the... You know, this is a little philosophy. Do we really need that for customers? Do we really need that for customers? If somebody is thinking about that, I don't think so. Honestly. I don't think so. With distribution, totally crazy. I don't think so. Okay. In the past, we start the US consolidation, for example, was on Wednesday. Imagine, obviously. In the past, we have a list of past numbers, reprice of this time. When the inventory comes, up-kicking was done automatically. In the night, during the day, every... At each time. Each time. It's crazy. So, it will jump to the first consolidation as soon as the full order was ready. The full order. The full order. Yes. So, whenever there was 20% missing, you would have not shipped anything. At this day, 20%. At this day, 100%. But you still have enough time. I know that the rule was, after midday, we say, okay. We don't push in. Or sometimes, we push in to avoid the... But that's all. That's why... I don't know. For us, it's... Okay. For me, the crazy thing is to split the line and to divide in many, many, many lines. So, I think we don't need that for the customer. And the other thing was just that we were able to catch more quickly. Okay. But today, I say, okay. We are just losing two or three days. Okay. We are just losing two or three days. That's all. I mean, handling-wise, I'm totally with you. I mean, that makes sense. I would like to go for a percent shipment instead of the partial one. I mean, you're not shipping it to the customer at 20%. You wait until you have to... Always. 100%. We will... And also... Perhaps, overnight, they are asking for pulling, emergency, something. But compared to what we are doing today, it was... A few number of cases like that. A few number of cases. So, I don't know. I don't know. But we need to wait again and again to see how that turns out. At the end of the year, or if you look at all the shipments we do, I think we don't see differences. But... Of course, at the end, you will see what we will produce. For sure. For sure. Yes. So, no. The only thing is just to recognize the revenue. You know, when we will be short. What I was doing. Yeah. Yeah. You know. Put some priority. Look at what will happen next week. And put priority to push you or to help you to do it in advance. Okay. That's all. Okay. But for the question, it's just a matter of two days for me. Or three days. Yes. It was one week at the beginning, but now it's only delayed. But the difference is, if you want to adjust, we need to do it manually. To check manually. To create manually. Instead of everything was 80% was completely automatic. Now, it's more than that. It's too rigorous. Okay. And so, just to recognize everything. I don't know what is your question, in fact. Because you have everything in the flash report. So, what is the issue for you, Laura, about that? For the flash report? No, I don't see an issue. It has the process, but we need to find one process. But Paul did a good job on that one. Let's see if it's feasible. It's only to check what is in front of it. And to see how is the tracking. And just to recognize, it's a short... And it's an after job. I would say. After the report, you have to check it. But the problem is, they only have three days to check it. Because we need it within the three days. So, I don't know. Paul did everything. But if it's missing some revenue, it could be too late? Too late? To adjust it? It's not that we can play with that. It's just that we have a good cover in place. Yeah. We cannot... You mean in the future? No. There is no issue. It's just about formalizing that new process. And let's see if Paul keeps doing it. He might say, do it on your own. If you want to keep it, keep it. Not an issue for me. Yeah, yeah. But just keep it in mind that he might reach out and say, can you pull that report for yourself? And look at the portal to get the tracking details, right? Shouldn't be that many shipments. But just that we have that in mind. That he's probably not... It depends on where we start to look at it. If you only use the three last days of the quarter, you take the last week or two weeks? Yeah. Yeah. But then, let's also have a look at how many customers, are there with the solution. So much. Yeah. But that's kind of important. Don't we have a lot of them exports? Yeah. Yeah, yeah. Most of our customers. With exports, right? Yeah. Yeah. So for exports, we don't have to do anything. Unless that's the one, that's the other email I sent to you where you said, what are you talking about? That's the one we need you and that's... That's the... You need to check end of the quarter, like Monday when you enter the... Like, what was put there, ready for the customer to be picked up, but the customer didn't take it. That's the information we need from you. That's what the email we sent to you last time with the policy. That you implement that in your routine. Have a quick look. That's what we do in the past with... Yeah. What we have on the docks. Yeah. Very easy. Yeah. Very easy. Yeah. That's the other part that we need to... We need you to send the information on Monday. Oh, that's okay. We can do that. Yeah. That's good. That's good. That's good. That's good. That's good. That's good. 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