Analytics — company-wide business intelligence across 7 tabs
Analytics provides business intelligence across 7 tabs — Overview, Sales, Inventory, Forecast, Purchasing, Production and Financial — all powered by a shared date filter.
Section 01
What is Analytics?
1 minute
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Analytics lives under Insights › Analytics. It provides company-wide business intelligence across 7 tabs — all sharing the same date filter. Every chart and KPI updates when you change the date range and click Refresh.
| Tab | What it covers |
|---|---|
| Overview | Top-level KPIs (Revenue, Cost, Gross Margin, Open NCRs) plus Revenue & Margin trend, Inventory Value, On-Time Delivery and Top Products by Revenue. |
| Sales | Monthly revenue area chart, Top Products by Revenue bar chart, Order Lead & Cycle Time, and a Margin by Product table with Revenue / COGS / Margin / Margin % per product. |
| Inventory | Stock Value (actual vs standard), warehouse breakdown donut, Inventory Value chart, Inventory Turnover & Cover, Stock by Grade, Inventory Health (below minimum / out of stock / above maximum), ABC Analysis and Dead & Slow-Moving / Negative Stock tables. |
| Forecast | Demand forecast & reorder table — velocity per day, on-hand, days to stockout, forecast per month, accuracy and suggested reorder point. |
| Purchasing | PO Spend by Supplier, Supplier Concentration donut, Supplier Lead Time, Supplier Performance (on-time delivery rate), PO Health (open/overdue counts) and Cost Trend. |
| Production | Works Order Throughput (completion %, cycle time), WO On-Time Completion, Production Throughput, Scrap Rate and MRP Planning Health (open/overdue/conversion). |
| Financial | Revenue vs Actual COGS chart (using ledger cost at despatch, not standard), Inventory Turnover & Cover and Inventory Value. |
Section 02
Date controls
1 minute
Every Analytics tab uses the same date filter. All charts and KPIs reflect the selected period after clicking Refresh.
| Element | What it shows |
|---|---|
| FROM / TO date pickers | Set any custom date range — e.g. 06/08/2025 → 06/08/2026. Click the calendar icon to pick from a calendar, or type the date directly. |
| 3 mo / 6 mo / 12 mo quick buttons | One-click presets that set the FROM date relative to today. 12 mo is the default period shown on all screenshots. |
| ↻ Refresh | Applies the date range and reloads all charts on the current tab. Data does not update automatically — always click Refresh after changing the period. |
| Date range label (top-right) | Confirms the active period — e.g. 2025-08-06 — 2026-08-06. Updates after each Refresh. |
Section 03
Overview tab
2 minutes
The Overview tab is the landing tab. It shows four headline KPIs, a Revenue & Margin Trend chart, Inventory Value, On-Time Delivery, Sales Revenue by Month and Top Products by Revenue.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
REVENUE (THIS MONTH)
12
COST (THIS MONTH)
0
GROSS MARGIN
100.0%
OPEN NCRS
0
Revenue & Margin Trend
Monthly revenue, cost of goods and gross margin %
Revenue (blue bars) · COGS (red bars) · Margin % (green dashed line) — Jun 26 → Aug 26
Inventory Value
Current stock value at standard cost; monthly value received vs despatched
CURRENT VALUE
60
Received (green bar) vs Despatched (red bar) — Aug 26
On-Time Delivery
No data
No shipped delivery orders in this period.
Sales Revenue by Month
Summed across all products
Area chart: revenue ~500 in Jun 26 declining to ~0 by Aug 26
TOP PRODUCTS BY REVENUE
| Element | What it shows |
|---|---|
| Revenue (this month) | 12 — total sales revenue invoiced in the current calendar month. Pulls from confirmed sales order lines. |
| Cost (this month) | 0 — COGS for the current month. Zero when no stock has been despatched this month. |
| Gross Margin | 100.0% — (Revenue − COGS) ÷ Revenue. 100% when COGS is zero. The green colour confirms a healthy margin. |
| Open NCRs | 0 — count of non-conformance reports currently open across all quality modules. Green = none outstanding. |
| Revenue & Margin Trend | Monthly bar chart showing Revenue (blue), COGS (red) and Gross Margin % (green dashed line on the right axis). Shows ~£500 revenue in Jun 26 with a negative COGS bar, driving the margin dip. |
| Inventory Value — Current Value 60 | Total stock value at standard cost — £60. The bar chart shows Received vs Despatched volumes by month. A Received-only bar in Aug 26 means goods came in but none were despatched. |
| On-Time Delivery | Percentage of delivery orders shipped on or before the promised date. Shows "No data" when no delivery orders were completed in the period. |
| Top Products by Revenue | Horizontal bar chart. Aston Martin Exhaust is the top revenue product (£500), followed by Biodegradable Cleaning Brush (£12). |
Section 04
Sales tab
2 minutes
The Sales tab focuses on revenue and margin. The Margin by Product table is the key tool — it shows which products are profitable and which are running at a loss.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Sales Revenue by Month
Summed across all products
Area chart: ~500 Jun 26 → ~0 Aug 26
TOP PRODUCTS BY REVENUE
Order Lead & Cycle Time
No data
No completed sales orders in this period.
Margin by Product
Revenue vs cost of goods, by product (sorted by revenue)
| Product | Revenue | COGS | Margin | Margin % |
|---|---|---|---|---|
| Aston Martin Exhaust | 500 | 400 | 100 | 20% |
| Biodegradable Cleaning Brush | 12 | 60 | -48 | -400% |
Showing 1–2 of 2 · 10/page
| Element | What it shows |
|---|---|
| Sales Revenue by Month | Area chart peaking at ~£500 in Jun 26 and declining to near £0 by Aug 26. Reflects sales orders despatched/invoiced per month. |
| Top Products by Revenue | Aston Martin Exhaust (£500) and Biodegradable Cleaning Brush (£12). Sorted by revenue descending. |
| Order Lead & Cycle Time | Average time from order creation to despatch and from despatch to delivery. Shows "No data" when no orders were completed. |
| Aston Martin Exhaust — 20% margin | Revenue £500 / COGS £400 / Margin £100 / 20% margin (green). A positive but thin margin — worth reviewing pricing or supplier costs. |
| Biodegradable Cleaning Brush — −400% margin | Revenue £12 / COGS £60 / Margin −£48 / −400% (red). Selling at a severe loss — COGS is 5× the sale price. Review pricing or production cost immediately. |
A margin of −400% on Biodegradable Cleaning Brush means for every £1 of revenue, £5 of cost is incurred. Check the standard cost on the product record, verify COGS entries on recent works orders, and review the sale price on open quotations.
Section 05
Inventory tab
3 minutes
The Inventory tab is the most data-rich — covering stock valuation, warehouse breakdown, turnover, health alerts, ABC classification and dead/negative stock. Key data: Actual stock value 80, Standard 60, Turnover 7.67×, Days of Cover 47.6.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Stock Value
On-hand inventory at actual cost (weighted avg / FIFO)
ACTUAL VALUE
80
Standard 60 +20 var
BY WAREHOUSE (STANDARD BASIS)
Donut: Example / warehouse new / Main warehouse — 133%
TOP PRODUCTS BY VALUE (STANDARD BASIS)
Inventory Value
Current stock value at standard cost; monthly value received vs despatched
CURRENT VALUE
60
Received (green ~2,500 bar) vs Despatched (red, none) — Aug 26
Inventory Turnover & Cover
Over the last 365 days
Stock by Grade
Inventory value at standard cost, by quality grade
Donut: A-stock (50%) · Ungraded (50%)
Inventory Health
23 active SKUs
| Product | On Hand | Available | Minimum | Shortfall |
|---|---|---|---|---|
| Outer Steel Shell | -1 | -1 | 3,910 | 3,011 |
| Aston Martin Exhaust | 0 | 0 | 10 | 10 |
| Biodegradable Cleaning Brush | 0 | 0 | 10 | 10 |
| Bamboo Handle | 2 | 2 | 10 | 8 |
Showing 1–4 of 4
ABC Analysis
Products ranked by revenue (Pareto). A = top 80% of value · B = next 15% · C = last 5%
Pareto bar: Aston Martin Exhaust (A, ~£500) · Biodegradable Cleaning Brush (A) · cumulative % line
Dead & Slow-Moving Stock
Stock tying up capital — little or no outbound movement
| Product | On Hand | Sold (window) | Status |
|---|---|---|---|
| Coconut Fiber Bristles | 1 | 0 | Dead |
| M6r12 hex nut, black zinc plated | 19 | 0 | Dead |
| Bamboo Handle | 2 | 0 | Dead |
Showing 1–3 of 7
Negative Stock (Data Quality)
On-hand below zero — physically impossible; usually an over-issue or an un-booked receipt
| Product | On Hand |
|---|---|
| Stainless Steel Pipes | -100 |
| Titanium Gears | -4.99 |
| box 1+2 | -1 |
| Steel Wire | -1 |
| box 2 | -1 |
Showing 1–5 of 9
| Element | What it shows |
|---|---|
| Stock Value — Actual 80 / Standard 60 / +20 var | Actual value uses weighted average / FIFO cost from real receipts. Standard uses the item master cost. The +20 variance means actual inventory is worth £20 more than standard cost predicts — goods cost more than planned. |
| Inventory Turnover — 7.67× | COGS ÷ Average Inventory Value = 460 ÷ 60 = 7.67. Higher is better — stock cycles more than 7 times per year. |
| Days of Cover — 47.6 | 365 ÷ Turnover = ~47.6 days of stock on hand at current consumption rate. |
| Inventory : Sales ratio — 0.12× | Inventory Value (60) ÷ Sales Revenue (512) = 0.12. A low ratio suggests lean stock relative to revenue. |
| Inventory Health — Below Minimum: 4 | 4 SKUs are below their minimum stock level: Outer Steel Shell (shortfall 3,011), Aston Martin Exhaust (shortfall 10), Biodegradable Cleaning Brush (shortfall 10), Bamboo Handle (shortfall 8). |
| Out of Stock — 16 | 16 of the 23 active SKUs have zero or negative on-hand stock. This is the most urgent inventory signal. |
| ABC Analysis | A items (2 products) account for 98% of revenue — Aston Martin Exhaust and Biodegradable Cleaning Brush. B items: 0%. C items (1): 2%. Focus procurement and safety stock on A items. |
| Dead Stock — 7 products | 7 products with no outbound movement in the period: Coconut Fiber Bristles (1 ea), M6r12 hex nut black zinc plated (19), Bamboo Handle (2), Silicone Seal (12,000), Inner Steel Shell (3,983), Carbon Fiber (10), door (10.5). |
| Negative Stock — 9 products | Products with negative on-hand (physically impossible): Stainless Steel Pipes (−100), Titanium Gears (−4.99), box 1+2 (−1), Steel Wire (−1), box 2 (−1), label 1 (−1), box 1 (−1), Outer Steel Shell (−1), Eco-friendly Adhesive (−1). Each represents a missing receipt or over-issue that needs correcting. |
Section 06
Forecast tab
2 minutes
The Forecast tab uses historical despatch velocity to project when each product will run out and suggest a reorder point. Products already overdue are highlighted in red. The Only at-risk toggle filters to items needing immediate attention.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Demand forecast & reorder
Forecast from real despatch demand · days-to-stockout · suggested reorder point. Click a row for the trend + math.
| Product | Velocity /Day | On Hand | Days to Stockout | Forecast /Mo | Accuracy | Reorder Point | |
|---|---|---|---|---|---|---|---|
| › | Titanium Gears | 0.1 | -5 kg | ⚠ Overdue | 1.7 | Low · 100% | 0 → 2 |
| › | Stainless Steel Pipes | 1.1 | -100 m | ⚠ Overdue | 33.3 | Low · 100% | 0 → 48 |
| Element | What it shows |
|---|---|
| Velocity /Day | Average units despatched per day over the selected period. Titanium Gears: 0.1 kg/day. Stainless Steel Pipes: 1.1 m/day. |
| On Hand | Current ledger quantity. Both shown products are already negative: −5 kg (Titanium Gears) and −100 m (Stainless Steel Pipes) — stockouts have already occurred. |
| Days to Stockout — Overdue | ⚠ Overdue (amber) means stock is already negative — the stockout has happened. For positive on-hand items, this column shows the number of days until stock hits zero at current velocity. |
| Forecast /Mo | Projected demand per month: 1.7 kg/mo (Titanium Gears) and 33.3 m/mo (Stainless Steel Pipes). Used to size the reorder quantity. |
| Accuracy — Low · 100% | "Low" confidence because data volume is limited (only 100% of available data was used — not enough history for a high-confidence model). A longer date range improves forecast accuracy. |
| Reorder Point — 0 → 2 / 0 → 48 | Current Min Stock Level → Suggested Min Stock Level based on velocity and lead time. Titanium Gears: set Min to 2 kg. Stainless Steel Pipes: set Min to 48 m. Click the row to see the calculation. |
| Only at-risk (2) toggle | Tick to filter the table to only products that are already overdue or will stockout within a critical window. 2 products are at-risk in this period. |
Section 07
Purchasing tab
2 minutes
The Purchasing tab gives a full picture of supplier spend, performance and purchase order health. Key data: Total PO spend £11,000 across 2 suppliers (CWW Engineers £8,500 / PRM Bottles £2,500); 19 POs total; 4 open and 4 overdue.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
PO Spend by Supplier
Total purchase-order spend by supplier
Supplier Concentration
Share of total PO spend
TOP 5 SHARE: 100%
Donut: CWW Engineers Supply Company 77% · PRM Bottles 23%
Supplier Lead Time
Actual vs quoted lead time (days)
Bar: PRM Bottles actual ~40d vs quoted (Actual darker)
Supplier Performance
On-time delivery rate by supplier
Horizontal bar: PRM Bottles (rate shown)
Purchase Order Health
19 purchase orders
OPEN VALUE: 8,500
Bar: delivered 15 · not started 4
Cost Trend
Average unit cost by month
Flat line ~£26 Jul 26 → Aug 26 (red line = trend)
| Element | What it shows |
|---|---|
| PO Spend by Supplier | CWW Engineers Supply Company: £8,500 (77% of total). PRM Bottles: £2,500 (23%). Total spend £11,000. |
| Supplier Concentration — 100% | The top 5 suppliers account for 100% of PO spend — because there are only 2 suppliers. High concentration = supply risk if either supplier fails. |
| Supplier Lead Time | Actual vs quoted lead time for each supplier. PRM Bottles shows an actual lead time of ~40 days. Use this to calibrate the Lead Time field on supplier records. |
| PO Health — 4 Open / 4 Overdue | 19 total POs: 15 delivered, 4 not started. Open value: £8,500. All 4 open POs are also overdue — they have passed their arrival date without being confirmed. |
| Cost Trend | Average unit cost across all received items by month. A flat line ~£26 in this period suggests stable supplier pricing. |
Section 08
Production tab
2 minutes
The Production tab tracks works order throughput, scrap and MRP planning health. Key data: 4 open WOs, 0 completed (0% completion rate), 0% scrap rate, 3 overdue MRP recommendations.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Works Order Throughput
0 of 4 completed
0%
Completed
Bar: Total ~4 · Completed 0 — Jun 26
WO On-Time Completion
No data
No completed works orders in this period.
Production Throughput
No data
No completed works orders in this period.
Scrap Rate
QC/production scrap vs total output
MRP Planning Health
3 recommendations
Donut: 3 suggested · Bar: Buy (PO) = 3
| Element | What it shows |
|---|---|
| WO Throughput — 0% Completed | 4 works orders exist in the period but 0 have been completed. All 4 were created in Jun 26. None have been confirmed/finished — check open WOs in Production to understand the reason. |
| WO On-Time Completion / Production Throughput | Both show "No data" because no WOs have been completed. These charts populate only when WOs reach a Completed status. |
| Scrap Rate — 0% | 0 produced and 0 scrapped. Scrap rate is 0% trivially because no production has been completed. Will populate after WOs are finished. |
| MRP Planning Health — 3 Open / 3 Overdue / 0% Conversion | MRP has generated 3 purchase order suggestions (all Buy type). All 3 are overdue — the suggested order dates have passed. Conversion 0% means none have been turned into actual POs yet. Go to Planning › MRP Runs to act on these. |
Section 09
Financial tab
2 minutes
The Financial tab uses actual COGS (from the stock ledger at despatch cost) rather than standard cost — giving a true P&L view. It also shows Inventory Turnover & Cover and Inventory Value alongside the revenue chart.
INSIGHTS › ANALYTICS
Analytics
Company-wide business intelligence — revenue, stock, delivery and production performance.
Revenue vs Actual COGS
Cost of sales taken from the stock ledger (actual cost at despatch), not the standard cost
Revenue bar ~500 (Jun 26) · COGS (blue) · Margin % dashed line at ~100% across period · tiny revenue line in Aug 26
Inventory Turnover & Cover
Over the last 365 days
Inventory Value
Current stock value at standard cost; monthly value received vs despatched
CURRENT VALUE
60
Received (green bar ~2,500) vs Despatched (red, minimal) — Aug 26
| Element | What it shows |
|---|---|
| Revenue vs Actual COGS chart | Uses ledger cost at despatch (not standard cost) — the most accurate COGS for financial reporting. The Jun 26 bar shows ~£500 revenue against a significant COGS portion. The dashed Margin % line at ~100% in Jul–Aug 26 reflects a period with revenue but near-zero despatches. |
| Difference vs Sales tab margin | The Sales tab uses standard cost for COGS. The Financial tab uses actual (ledger) cost. If these differ significantly, it signals that your standard costs are out of date — update them on the product edit page. |
| Inventory Turnover 7.67× / Days of Cover 47.6 / Ratio 0.12× | Same figures as the Inventory tab — COGS 460, Inventory value 60, Sales revenue 512. The Financial tab surfaces these alongside the revenue chart for a complete P&L + balance-sheet view in one place. |
The Financial tab's Revenue vs Actual COGS chart is the correct view for P&L reporting. The Sales tab margin figures use standard cost and can diverge significantly when actual purchase prices differ from standard — as shown by Bottel Cap's £20 standard vs £99.66 actual cost.