**What you asked:**
1. "I manage the warehouse. Are we OK for winter?"
2. "Given the coordinator's conclusion, what should the warehouse do first?"

**What I found:**
Warehouse stock on hand is 41 tonnes, checked against the September 15 physical inventory count sheet.

**What the coordinator concluded:**
Riverbend is **NOT OK for winter**, and the situation is more urgent than the Nov–Feb window implies. Based on your 41 tonnes ÷ 68.7 tonnes/month draw, we hit zero stock in roughly **18 days** — that's now the operative deadline, not "sometime this winter." The coordinator confirmed all four workstreams (Warehouse, Logistics, Donor Relations, Client Services) are engaged with concrete next steps, and will reconvene mid-October once Northline's transport response, the donor diagnosis, and the seasonal demand projection are in.

**Answer to your latest question — what should Warehouse do first:**

Per the coordinator's directive, start **stopgap rationing/prioritization planning now**, in parallel — not waiting on Sourcing or Donor Relations to close the gap first. Concretely:

1. **Begin rationing/prioritization planning immediately**, using the 18-day runway as the trigger point for when cuts or allocation changes would need to take effect.
2. **Complete the cold-storage capacity inventory this week** (as already planned) — this matters because incoming donations from the appeal and any Sourcing wins need somewhere to go, and you need current capacity numbers to plan for the winter demand projection Client Services is preparing.

Both of these run in parallel with the other teams' work — you're not blocked waiting on Northline, the donor appeal, or the seasonal data to start.
