An urgent order can offer an interesting revenue and require a reorganization. The economic comparison must include shifted activities and additional work. A surcharge may not compensate for delays that compromise commitments already made or generate subsequent corrections.
It is advisable to reconstruct the process required by the order before confirming it. What resources do you need to use? What steps can be anticipated? What information is missing? The answer helps distinguish a truly manageable urgency from a promise that depends on unchecked conditions.
Let's think of a hypothetical request that uses a free station but requires a final verification already occupied. The apparent availability of production can be deceptive. The decision changes when considering the entire route and the possibility of agreeing on a partial delivery.
I propose that we periodically review the accepted urgency and its effects. If they become frequent, it is necessary to understand why they are born and how they are booked. Urgency should have recognizable management, with an explicit comparison between the expected benefit and the consequences on the other works.