Inside Refillo / Reports
Refillo’s reports connect a plain-language answer, the money involved and the supporting products or orders. Use the overview to find what matters, then open the underlying evidence before acting.
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A stockout can follow an unplaced order, a smaller quantity, a late or short delivery, unusual demand or missing setup. Why we ran out connects a possible cause to recorded evidence and leaves unexplained cases as not clear. That distinction helps you choose the right intervention instead of automatically buying more.
Stock value and cover groups money at cost by how long products are expected to last. Too much stock and Not selling answer different questions: one is above the plan, the other has gone a long time without a sale. This makes working-capital reviews more useful than treating all inventory as one number.
Promotions and events compares planned and observed lift, availability during the event and stock left afterwards. The margin comparison also considers the discount, a measured dip afterwards and carrying what remains. More units sold is useful evidence; it is not, on its own, proof of a profitable promotion.
Forecast check compares forecasts with what sold and a simple average. What your edits did compares changed quantities with subsequent shortages and holding costs. These are checks on decisions, with data requirements and estimates made explicit, rather than a claim that every suggestion is right.
Reports
Choose the question you need to answer. Some reports need enough forecast, order or receipt history before they show a verdict; availability also depends on the subscription plan, shop and enabled modules.
Supplier orders, deadlines, arrival dates and the estimated cost of skipping them. Decide what needs to go first.
Products likely to run short before a new delivery can arrive. Investigate the most valuable gaps and incoming stock that will arrive too late.
Empty products, time without stock and estimated missed margin per day. Prioritise getting the right products back on sale.
What is due, what is late and what is still outstanding. Plan receiving work and supplier follow-up.
Value above what the plan needs, time to clear it and estimated carrying cost. Decide where to slow or stop buying.
Stock without a sale for 45 or more open days in stock. Review markdowns, returns or an end to reordering.
Estimated demand and margin lost while products were unavailable. Identify the categories worth investigating; customer substitution means this is not the same as the store’s actual loss.
Recorded causes and evidence behind shortages. Separate buying decisions, supply problems and cases that remain unexplained.
Stock at cost, coverage and status by category. Balance availability against capital tied up on the shelf.
Turnover, days to sell and gross margin return on inventory. Compare how product categories use working capital.
How much of the stock available during a period sold. Compare categories and product introductions on a like-for-like basis.
Early performance against products of a similar age. Give a launch time to prove itself without ignoring a slow start.
The movements that stood out against earlier periods. Focus the weekly review on a change that deserves investigation.
On-time and in-full performance, actual delivery time and the stock and sales involved. Discuss service with evidence.
Suggestions accepted, raised, cut, dismissed or left to expire. Understand how the team uses the plan.
Outcomes after quantity changes, including estimated missed sales and carrying costs. Learn where judgement improved the plan and where it did not.
Accuracy, bias and comparison with a simple average after enough forecasts can be scored. Check the evidence before trusting a headline accuracy figure.
Target availability versus measured coverage for essential, standard and relaxed products. See where the intended service level was not achieved.
Costs, suppliers, lead times and price issues that affect the plan. Fix gaps in the order that unlocks useful recommendations.
Products showing stock but unusually long without a sale. Target a physical count; suspicion is not a confirmed stock discrepancy.
Changes not accounted for by recorded sales or deliveries. Investigate receipts and adjustments before treating them as shrinkage.
Extra stock associated with pack sizes and minimums, once sufficient receipts exist. Support a discussion of supplier terms.
A conditional eight-week view of purchasing and stock, by supplier and week. Anticipate stock commitments and peaks.
Changes in delivery-time estimates, measured promotion lift and product handling. Understand what changed in the plan and why.
Planned versus observed lift, availability and remaining stock. Judge the economics of the promotion, not only its sales uplift.
Fresh stock by time left to sell and estimated expiry exposure. Prioritise stock that needs attention before it expires.
Compare availability, excess stock and possible moves between locations. Review transfer opportunities; the report does not execute a stock transfer.
A buyer sees what to order. An owner sees the balance between service and stock money. A manager can trace a problem back to the decision, delivery or missing detail behind it. Estimates stay labelled, and insufficient evidence stays visible.
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A stock number cannot tell you whether the next delivery will come in time. Refillo connects sales, stock, supplier timing and the money at stake, then lets you follow a recommendation back to the product behind it.