In a perfect world this would be easy but most companies rely on expediting to accomplish this, which is the least efficient and normally very costly.
Some companies use a minimum stock level and reorder point to order and schedule materials.
With reorder point planning a reorder level is established for each item, usually based on usage, the lead time it takes to get the material in, and some safety stock to cover unexpected swings in usage. It all seems very logical and theoretically protects against shortages. The biggest problem with reorder point planning is that it typically doesn't get maintained at regular enough intervals and can lead to higher stocking levels when it is not really necessary. If a job is pushed out a month or two because one component does not turn up on time, all of the other components needed for the same job are not needed until the rescheduled date, nor are the other sub assemblies needed and can be rescheduled. Imagine this on a 10 level bill of materials.