by Jon Schreibfeder | Jan 1, 2004 | Analysis
Most distributors spend a lot of time developing sales projections and budgets for expenses. Each month these forecasts are compared to actual sales and expenses. If sales are lower, or expenses higher than what was projected, management will usually take corrective...
by Jon Schreibfeder | Nov 10, 2000 | Analysis
What do you expect from a vendor? Most distributors, manufacturers, and retailers expect to receive the products they order: At the lowest possible price. On time. In salable or usable condition. Packaged to minimize the cost of preparing the item for sale or use. How...
by Jon Schreibfeder | Nov 1, 2000 | Analysis
We all have 24 hours in our day. Most of us spend somewhere between 8 and 12 of these hours at work. It is vital that we are as productive as possible with this time – that is, that we get the most benefit (i.e. corporate profit) out of each hour. In recent months,...
by Jon Schreibfeder | Aug 10, 1999 | Analysis
First, let’s define “inventory turnover.” Turnover is the number of times you sell your average investment in inventory each year. Turnover is calculated with the following formula: Cost of Goods Sold from Stock Sales during the Past 12 Months...
by Jon Schreibfeder | Feb 10, 1999 | Analysis
I’m going to begin this article with two assumptions which should be true for all manufacturers (who maintain stock inventory), distributors, and retailers: You stock material to meet your customers’ expectations of product availability. You are in...
by Jon Schreibfeder | Feb 9, 1999 | Analysis
A common measurement of the performance of your stocked inventory is the customer service level. It measures how often you have the items you’ve committed to stock when your customers want them. The customer service level is calculated with this formula: # of...
