Merchandising, inventory and sales reporting

We pull sales, margin and stock position together each week by product, category, channel and market, on definitions that finance has agreed. We build and run the reporting, so the commerce team and the board read the same figures.

Each report prompts a decision to reorder, mark down, promote or drop.

• A metric dictionary: sales, margin, stock cover, sell-through and ageing, each defined once.
• A weekly merchandising and stock report by category, channel and market.
• A stock ageing and cover view with reorder and markdown triggers.
• A promotion review that measures margin and stock effect after each campaign.
• A board sales and margin page that sets each entity, brand and channel on the same basis.
• A product ranking by contribution, with a list of items to drop, reprice or protect.

• Your buyers read weeks of stock cover by category against target.
• The board sees the share of stock older than 90 days and watches it move week to week.
• Gross margin shows by product family after markdowns, so reorders follow what earned.
• Buyers get the report sooner after week end, and you see how many days it took.
• Reported sales match the ledger, and the board reads the difference between the two.

Sales reports are usually the first to arrive and the last to be trusted. Revenue is shown by channel, stock by warehouse, and margin only at month end by entity. Buyers reorder what sold, not what earned, and slow stock quietly absorbs working capital.

• Reorders are placed on units sold, with no reference to margin or days of stock.
• Ageing stock is discovered at the annual count.
• Three people quote three different sales figures for the same week.
• Promotions are judged on volume, and their effect on margin is learned a month later.
• The board pack shows revenue by market but not what each market keeps.

Retail, distribution and consumer groups with large ranges and several channels, where buyers, category managers and finance each keep their own version of the sales and stock figures.

Qasim Abbas has answered for treasury above USD 50M at group level, so he treats stock as working capital that has taken the form of goods. Your reporting shows the board how much cash sits on the shelf.

We build on the reporting tool the group runs, or set one up for it, drawing from your point-of-sale, storefront and warehouse systems and reconciling to your ledger, including Xero, NetSuite and Oracle. See how fees work.

Can we use the reporting tool we already have?

Yes. The harder work is the definitions and the data feeds, and we build them in whatever tool the group already trusts.

How soon can the first weekly report run?

Within weeks for the first category. The remaining categories follow on a set schedule.

Put the reports your buyers use now on the table at a private briefing. We compare their figures for one week and show you where they disagree.