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LA GUÍA DE PRODUCTOS RAILBASE

Solicitudes y preparación

Reúna los hechos, los documentos y las verificaciones antes de que la decisión llegue a un aprobador.

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A request is the business object that needs a decision: a purchase, invoice, payment, contract, budget, people action or exception.

Start in the right company

Sign in to your company workspace and choose an available process. Review the company and object context supplied by the system. The available choices must come from your authenticated access and the selected process.

Prepare the decision

  1. State the requested action, amount and business reason where required.
  2. Add the documents and exact versions needed by the policy.
  3. Complete the required facts and checks.
  4. Review dependent choices after changing the company, category or another parent value.
  5. Submit once and follow the resulting process.

Missing evidence or unavailable participants should be resolved before a decision is requested. Repeated submissions are not a recovery method for a slow response.

AI preparation

Where supported and configured, AI can check completeness, summarize allowed documents and prepare a recommendation. Its output is supporting work, not human decision authority. Read AI in workflows.

Return, correction and cancellation

An approver can use the actions allowed by the process. A returned request follows the correction and resubmission path with its earlier history retained. Cancellation depends on the process state and policy; an already executed action can require a separate compensating process.

Follow the whole workflow · Understand decision evidence

Prepare Acme's request

Tom selects Acme and the published training route, states one machine for $6,000 and attaches Aster's quotation. The $9,000 Beacon project order supports the business reason. Company and requester come from trusted context; Tom supplies business facts, not his preferred approver's identity or authority. Practise missing evidence and correction in the first-process lesson.

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