Finance had one set of numbers, supply chain another. Budgets were agreed in the spring and overspend was discovered in the autumn. Every monthly review began with an argument about whose figures were right.
📖 Retail group
When finance and supply chain finally agreed on a number
One shared view of stock, buying and budget.
Illustrative scenario — a composite of situations teams commonly face, not a description of a specific customer.
The situation
The turning point
Both teams began working from the same plan. Buying limits were set against budgets, and everyone could see the stock position and the commitments against it.
What changed
Three shifts
- 01
Budgets connected to buying
Buying plans were checked against budget as they were made.
- 02
Buffers sized on purpose
Stock buffer targets were reviewed instead of left unchanged year after year.
- 03
One dashboard
Both teams used the same view, with a record of how each number came about.
The resultReviews turned from arguing about the numbers into deciding what to do about them.
Told from the view of
Behind the story
Modules involved
🛡️ InventoryBuying Budget
Spend your budget where it counts.
Explore module →🛡️ InventoryBudget & FinancialConnect planning to the bottom line.
Explore module →🛡️ InventoryStock BuffersJust enough buffer — never too much.
Explore module →📊 AnalyticsDashboardYour whole business, at a glance.
Explore module →More stories
Keep reading
📖 Grocery retailerThe promotion that was a success — and an empty shelf
A great offer, a bare shelf by Tuesday. How a team planned the next one differently.
Read the story →📖 Multi-store retailerFrom hours of ordering to one morning reviewHow a planning team moved from building orders to reviewing exceptions.
Read the story →📖 Fashion retailerClearing the season without giving margin awayA fashion team learned to time markdowns instead of reacting to them.
Read the story →Recognise your own situation?
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