Food and beverage
Short shelf life, volatile input costs and a long tail of accounts. The measures that matter change weekly, and monthly reporting cannot keep up.
Multi-site and multi-division
Handles perishable stock aging
Reads distributor and retail feeds
Live, not monthly
Where the money leaks
Each one is a measure that exists somewhere in your systems and cannot be trusted today.
Input costs and demand move weekly in this category. A monthly reporting cycle cannot keep up, so margin erodes for weeks before anyone can see it happening.
Stock close to its date at one site is revenue another site could still have captured, if anyone could see it in time. The same is true of a line selling faster than the plan assumed.
Concentration risk is easy to feel and hard to quantify, especially when revenue is recorded at document level and cannot be split the way the business is actually managed.
What you will be able to see
Three or four of these are where the money actually moves. All of them are in your systems already.
Where input cost movement has eaten the spread.
What is close to its date, by location.
How much of the result rests on how few accounts.
Aging and days sales outstanding, on an agreed definition.
Short and late deliveries against commitment.
Which parts of the business are carrying the number.
By the time the month closes, the decision has already been made.
Categories where cost and demand move weekly cannot be managed on a monthly cycle. The fix is usually not more analysis but a current picture that does not need assembling first.
Where a distributor gives you a feed, we can read it. Where they do not, we will tell you, instead of modeling around the gap.
If the source system records it, the data comes through and can be surfaced. Full traceability workflows would normally be scoped as their own work.
Other sectors
Half an hour works out which measures are worth baselining and whether your systems can be read.
