A full warehouse and an empty bank account.
More stock isn’t always more business. Here’s what it looks like when cash sits on the shelf, and how to free it.
Let’s talk
“I supply more than four hundred stores with a thousand products, and I can’t tell which ones make me money and which just keep me busy. I overbuy so I never run short, and the money sits on the shelf.”
Before buying more stock, three questions.
- How much of your inventory hasn’t moved in 90 days? How much of your money is sitting there?
- How many of your customers buy so little that serving them costs more than they bring in?
- If you had to choose, would you know which products carry the business and which just get in the way?
16% of the products made 84% of the profit. The rest filled half the warehouse and tied up $350,000 of capital, bought out of fear of running short rather than real demand.
84%of profit came from 16% of the catalog
$350Kof capital tied up in slow inventory
1 in 4customers cost more than they brought in
Four decisions that free up cash.
Each one is measured by a single number.
Prune the catalog
We separated the products that carry the business from the ones that just take up space. The active catalog went from 1,180 to 640 SKUs, without touching the sales that matter.
1,180 → 640active SKUs
Free the cash on the shelf
We cleared slow inventory in an orderly way instead of buying more of it. $240,000 of cash was freed in five months, with no panic sale.
$240Kof cash freed
Sort customers by profitability
We ranked customers by what they actually bring in and redesigned delivery routes around the ones that matter. Delivery cost fell without losing useful coverage.
−18%in delivery cost
A report someone reads
Instead of the report no one reads, the owner gets the five figures that matter every Monday, and a call when something needs fixing in time.
5 numbersevery Monday
You stay in charge.
First we learn what sells, what stalls, and which customers pay for the space they take up. Then we turn that into a few decisions that free up cash.
You decide. We give you the numbers to do it, in complete confidence and for a fraction of what a salaried finance director costs.
Full warehouse, empty account?
The first conversation is to understand, not to sell.