Every handover carries
the whole story.

1. Choose the company path.

   Request access as a Physical supplier, Bunker trader or Bunker buyer. Independent brokers can register interest by email.

2. Create company and owner together.

   When access opens, registration will create the company and its first owner together, giving the workspace a clear company and accountable owner.

3. Invite the people who share the work.

   The owner will invite each colleague into that same company. Team labels cover Sales & trading, Operations, Finance, Management, Compliance, Read-only and workspace administration.

4. Activate only the access each person needs.

   Invitations will begin with Participant access. Roles, Professional seats, subscription and supplier scope approval remain separate decisions enforced by the workspace.

When opened: access will begin with one company record and one team, without duplicate organizations created during invitation acceptance.

1. Plan the relationship.

   Assign an owner and choose a cadence, an exact next-contact time, a waiting state or a paused period. Temporary cover keeps a colleague’s customers visible while they are away.

2. Work the right queue.

   Start with Mine. Authorized owners and administrators can open Team and Unassigned views. A due promise stays actionable even when the wider relationship plan is paused or scheduled later.

3. Make contact, then record what happened.

   Edit the Call, WhatsApp or Email starter before opening it. Opening an external app records nothing. Afterward, save the actual outcome and the next contact, then move to the next account.

4. Keep replies and reminders honest.

   A confirmed customer reply remains visible until a person reviews it. Action Inbox and a private daily in-app reminder bring due work back to the owner without sending an automatic customer message.

The result: the desk knows who to call today, why the account is due and which promises or replies still need a decision.

When a workspace administrator configures it, an optional Gmail or Microsoft 365 connection can add Inbox and Sent subjects and contact times for known customers. Message bodies stay in the mailbox, and BDN360 does not send the email.

1. Build the supplier book.

   Add each supplier reply and preserve its quote history with products, quantities, validity, charges and currency. A zero price remains different from no reply.

2. Compare what was actually quoted.

   Review line costs and total buying cost beside completeness, partial quantities, missing costs and expiry. Where currencies differ, keep the FX assumption with the comparison.

3. Protect the trading position.

   Save estimated margin against exact supplier and customer quote revisions. Supplier conversations, internal notes and buying economics stay private while customer-shared negotiation rounds retain their own history.

4. Accept each side, then link the trade.

   Supplier acceptance and customer acceptance stay separate. Once both decisions are recorded, link purchase and sale to the same stem for delivery and accounts.

The result: a clear supplier choice, private estimated margin and an accepted trade whose buying and selling decisions remain independently visible.

1. Start with the customer.

   Open Client 360 to review the legal entity, contacts, payment terms, account activity and recorded credit decisions. Keep follow-ups and responsibilities with the account.

2. Capture the agreement.

   Record the enquiry, prepare the offer and preserve the externally accepted revision with its evidence. The order belongs to the actual customer, who can remain outside the marketplace.

3. Connect purchase and sale.

   Use one stem workspace to link supplier purchase commitments to the customer order. Allocate quantities across purchases and sales, with agreed prices, currencies, fees and delivery scope visible to the authorized team.

4. Carry the stem through closure.

   Record progressive deliveries, review the BDN, issue the invoice and pass the financial records to the accountant. Corrections and accepted payment evidence stay linked to the original sale.

The result: one traceable stem from an external agreement to delivery, accounting and an explained margin.

1. Define the requirement.

   Create a request for quotation with the vessel, port, fuel specification, quantity and delivery window. Supplier participation follows the supported supply scope.

2. Compare the actual offers.

   Review quote revisions, price basis, extra charges, validity and payment terms. Voyage-aware total-cost studies are available only to authorized teams in supervised internal preview.

3. Award the agreed quantity.

   Complete each party’s screening and approval steps, then make full or partial awards with the accepted offer retained behind each bilateral order. Keep remaining requirements and allocated quantities visible.

4. Follow the order together.

   Carry the agreed terms into delivery records, supporting documents, invoices and any dispute. Each party sees the records it is authorized to access; supplier purchase economics remain private.

The result: a sourcing decision that remains understandable after the quote becomes a delivery and an invoice.

1. Record what was delivered.

   Capture progressive or short deliveries against the order. Attach BDNs, quality evidence and sample references, preserving the history when a delivery is corrected.

2. Review the document facts.

   AI-assisted extraction prepares quote and BDN fields for review. Check quantities, units, dates and other key values against their source pages before confirming them.

3. Work the exceptions.

   Compare the confirmed order, delivery and invoice facts. Route mismatches to a responsible person with the evidence, reason and next action visible in one queue.

4. Preserve the case history.

   Build the chronology, evidence checklist and contract-specific notice schedule, with the current settlement offer visible. Financial-effect closure and extended claims-metrics screens remain planned.

The result: operations and finance can see what happened, who owns the case, which deadline is next and which notices are preserved.

1. Keep supplier facts ready for finance.

   Keep supplier identity, purchase commitments and reviewed delivery evidence linked to the stem. A self-serve four-way AP matching workspace is planned and is not part of the current finance interface.

2. Issue and correct with a clear history.

   Prepare and issue the customer invoice from the commercial and delivery records. Link credits, reissues and payment allocations to the documents they affect.

3. Hand over the customer-invoice package.

   Share issued customer invoice and credit PDFs, structured CSV tables and an item manifest through scoped accountant access. Preserve totals by currency, stable references and clear markers for new, corrected or re-exported items.

4. Resolve the accountant's return.

   Record customer-invoice item acceptance or rejection, posting references and reconciliation evidence. Keep outstanding items, corrections and incomplete cost coverage visible to management.

The result: every handed-over item has an explained status, and quoted, accrued and reconciled margin each show their supporting facts.

PDF/CSV handoff supports manual review of customer invoice and credit items. AP item return is not supported. Receiving-system templates, SIE, Peppol and direct accounting connections remain planned until the receiving system and provider are validated.

1. Set the decision context.

   Save the vessel, route, consumption assumptions, tank constraints, remaining fuel on board, reserve requirements and delivery windows. Choose the comparison objective.

2. Check what can work.

   Assess fuel compatibility, capacity, reserves, timing and route confidence before ranking offers. See which missing inputs or constraints make an option unsuitable for comparison.

3. Compare the full cost picture.

   Separate procurement cash, consumed-fuel cost, remaining inventory, diversion and waiting time. Add qualified ETS and FuelEU scenario estimates where the required model and vessel context are supported.

4. Save the reasoning.

   Inspect quote dates, currencies, conversion assumptions, sensitivities and exclusions. Preserve the accepted scenario so a later price or route update creates a new comparison.

The result: a repeatable procurement decision with a visible explanation for why each option ranks where it does.

This voyage-aware feasibility and scenario workflow is a supervised internal preview for launch. It is not part of standard workspace access.

1. Start with an enabled record.

   Define the physical fuel, pathway, blend basis and commercial unit for the scope configured in the workspace.

2. Keep qualification and evidence clear.

   Record local qualification, certificates and consignment evidence without implying external verification that has not happened.

3. Trace the quantities.

   Follow receipts, splits, blends, transfers, allocations and corrections. Keep delivered, onboard, consumed and unallocated fuel separate, with controls against duplicate allocation within BDN360.

4. Connect the supported transaction.

   Bind the enabled fuel record to manual desk or marketplace work where configured, and retain supported consumption context and assumptions.

The result: the enabled fuel records and quantities remain traceable within the confirmed workspace scope.

A full alternative-fuel lifecycle, external acceptance, native eBDN exchange and external sustainability connections remain planned by product, pathway, port, delivery mode and partner.

1. Set up the team.

   The first owner invites colleagues into the same company, then assigns the existing roles behind clear team labels: Sales & trading, Operations, Finance, Management, Compliance or Read-only. Roles, seats and approval remain separate controls.

2. Assign the next action.

   Give enquiries and account follow-ups a clear owner. Review quote deadlines, recorded outcomes and open exceptions across the commercial book.

3. Agree the targets.

   Publish sales and margin targets for the reporting period. Keep the attribution basis clear and preserve the sales credit recorded at award when team membership or current ownership changes.

4. Review performance and act.

   Follow enquiry, quote and win activity alongside booked sales, margin coverage, receivables and overdue balances. Open the supporting customer or stem record to agree the next action.

The result: clear responsibility for today's work and a traceable view of progress against the team's commitments.