One Number for the Whole Business
Our stock turnover report is better than it looks. It counts consumption from the till as well as from issues, rolls the balances back through the period's own movements, and works over any dates you choose. Then it hands you one figure for the entire business, and stops.
Inventory turnover is the most useful single number in stock control and the easiest one to compute wrongly. Ours is computed carefully. It is then presented in a way that makes it almost impossible to act on.
The part that is done well
Three details, each of which a lot of systems get wrong, and all three of which are worth knowing because they tell you whether to trust the number at all.
Consumption is summed from stock issues and from till sales. That sounds obvious and it is not: a shop that sells only across the counter never writes a stock issue, so a consumption figure built from issues alone reports zero turnover for a business that is turning over perfectly well. Somebody found that and fixed it.
Opening and closing balances are rolled back from the period's own movements rather than read from today's stock figure. So asking about March next November gives you March's answer, not today's stock divided by March's consumption.
And items that did not move at all are flagged rather than reported as an infinite or undefined turn, which is the arithmetic edge case that makes most turnover reports unreadable at the bottom.
The number is honest. It is just the only one there is.
What you get, and what you needed
You get turns and days-inventory-outstanding, per item and for the business as a whole, over any date range, annualised, exportable as a spreadsheet or a document.
You needed to know which product family is dragging, which site is holding stock the others could sell, whether the figure has been getting worse for three quarters, and whether nine turns is good.
| The question a manager actually asks | Answerable from this report? |
|---|---|
| What is my overall turnover this year? | Yes, directly |
| Which items are the slowest? | Yes — per-item figures, and non-movers are flagged |
| Which product category is dragging? | No roll-up by category exists |
| Which warehouse holds the slowest stock? | No roll-up by location exists |
| Is it getting better or worse? | Only by running the report repeatedly and keeping the answers yourself |
| Is this figure good? | Nothing in the product has an opinion |
| Where do I see it without asking for it? | Nowhere — there is no dashboard tile |
The last row is quietly the most important. A report you have to remember to run is a report that gets run in January and in the week before a board meeting. The number that changes behaviour is the one somebody sees without asking.
Why a seasonal, export-facing operation needs the breakdown most
Tunisian manufacturing and distribution — textiles, components, agri-processing, and the businesses that supply them — tends to run several quite different stock behaviours inside one company. A raw material bought on a long lead time from abroad. A consumable bought locally next week. Finished goods that leave in bulk against orders. Spares that sit for years and must.
One turnover figure across all four is not a measurement, it is an average of four different businesses. It will be dominated by whichever has the most value, and it will move for reasons that have nothing to do with the part of the operation you were worried about.
Add seasonality — a summer peak, a European order book, a harvest — and a single annual number smooths away the only thing you wanted to see.
How to get the breakdown anyway
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Run it monthly and keep the exports
Twelve spreadsheets in one folder is a trend. It is not elegant and it takes ten minutes a month, and it is the only trend you are going to get. Name the files by period so that next year's comparison is a sort rather than an archaeology.
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Build the category roll-up in the spreadsheet
The per-item export carries the item's category. One pivot gives you the family view the report will not. The category values are free text, so this works exactly as well as your category discipline does.
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Split by site with the per-warehouse stock reports
Stock is held per warehouse and reportable that way. Combining that with per-item consumption is manual, and it is the only route to a site-level answer.
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Set your own benchmark and write it down
Nothing in the product will tell you whether your figure is good, and honestly nothing should — a benchmark that does not know your industry, your lead times or your seasonality is a number that flatters or alarms at random. Decide your own target per family, once, and measure against it.
What AWRA OpsHub does today
- Turns and days-inventory-outstanding per item and overall, over any date range, annualised.
- Consumption summed from stock issues and from point-of-sale lines, so a counter-only business does not report zero.
- Opening and closing balances rolled back from the period's own movements rather than taken from today.
- Non-moving items flagged rather than reported with an undefined turn.
- CSV and PDF export of the whole report.
- A separate ABC analysis banded on cumulative consumption value, and daily dead-stock scanning against an idle threshold.
What it does not do
- Any roll-up by category or by location. The report is per item and for the whole organisation, with nothing in between.
- A trend. Each run is a single period, and nothing stores or charts a history of the figure.
- A benchmark or a target of any kind.
- A dashboard tile, so the number is never seen unless somebody deliberately asks for it.
- Scheduled delivery of this particular report as a standing monthly email.
Not ours, by choice
- The three details in the "done well" section above are genuinely harder than the roll-ups that are missing, and we would rather have them in that order than the other way round.
- The spreadsheet workaround is real and it works. It costs ten minutes a month and it depends on somebody actually doing it.
- Nothing here is Tunisian. It is what happens to one average across four different stock behaviours; this is simply where our reader is most likely to be running all four.
What is not built for Tunisia today can still be built for you
Anything described above as not built is a statement about what ships in the standard product today — not a limit on what AWRA OpsHub can do in Tunisia. Kenya's eTIMS integration and its maintained payroll engine exist because Kenyan clients needed them and commissioned them; neither appeared by itself. The same door is open here. If a compounding tax base, El Fatoora clearance, TEJ declarations, a French or Arabic interface, a bank or mobile money feed, a statutory return format, a rule your own operation needs that the standard one does not have, or a link to a system you already run is what stands between you and a decision, tell us and we will scope it as a build — written spec, timeline and price — before you commit to anything.
The base before the pipeline, in that order
Two builds, and the smaller one has to come first. The arithmetic: a tax base that can contain another levy, so FODEC at 1% of the net and VAT at 19% of the net plus the FODEC produce 201.900 on a thousand rather than the 200.000 our totals return today by adding the two rates — with the two amounts separated on the document and on the return rather than blended into one figure. Then the pipelines, and there are two of them: El Fatoora clearance through Tunisie TradeNet in TEIF XML with signature and QR code, and TEJ withholding declarations in XML. We would build them in that order, because a cleared invoice carrying a total that is short by 19% of the FODEC is worse than no clearance at all.
French and Arabic interface, banks and payments
Interface text and document templates in French, or in Arabic with right-to-left layout, plus bank feeds and local payment gateways wired into the Payments Register — with withholding decided at settlement rather than at invoicing, because the threshold is measured per payment.
The operational work, which is what most commissions actually are
An extra approval stage in a chain that does not match the standard one, a custom field set on employees or assets that only your sector needs, an expiry that has to block an order rather than send an email, a report your board asks for in a shape nothing produces, or a scanner or weighbridge feeding the goods-in door. These are the commissions we are asked for most often and the smallest ones we quote — and unlike a revenue-authority pipeline, none of them waits on a regulator.
Payroll and statutory returns
A Tunisian payroll engine with income tax bands, CNSS contributions and the TFP and FOPROLOS levies calculated on live employee records, producing declarations in the layout the administration expects rather than rebuilt each month.
Systems you already run
The accounting package, CRM, online store or custom database you intend to keep — connected through our API so a fact is entered once and appears everywhere it is needed.
How it works: you describe the requirement, we return a written scope, timeline and cost, and once agreed it is built into your environment and maintained as part of the product. No roadmap slide, and no pretending in a demo that something exists when it does not.
Tell us what you need integratedFour questions about any turnover figure you are shown
Where does consumption come from?
A good answer sounds like
A named list of movement types, including till sales.
What it actually means
This single question finds the most common defect in turnover reporting. A figure built from issues alone is wrong for any business with a counter.
Is the opening balance historical or current?
A good answer sounds like
Rolled back from movements.
What it actually means
If it is current, every historical period is computed against today's stock and the whole series is meaningless.
Show me the figure by category and by site.
A good answer sounds like
Two roll-ups.
What it actually means
Ours has neither. Ask before you assume, because the per-item detail makes it look as though a roll-up must exist somewhere.
What is a good number?
A good answer sounds like
An honest "that depends on your industry".
What it actually means
Any vendor who answers with a figure is selling you a benchmark they cannot support. We do not have one and would not trust one.
Our position
Trust the number — it is computed properly, which is more than can be said for many. Then accept that acting on it is a spreadsheet job: run it monthly, keep the exports in one folder, pivot by category, and set your own targets per product family. If a single annual figure is all anybody ever looks at, the report is not the problem.
Set targets per family, not per company
The useful hour is the one where you decide what good looks like for raw materials, for consumables, for finished goods and for spares — four different answers. Bring last year's export and we will do it with you.
Set the targetsFrequently asked questions
Can I schedule the turnover report to arrive monthly?
Report scheduling exists in the product for the reports that support it, and this one is run on demand with an export. Treat the monthly run as a diary entry with a named owner rather than something that will arrive on its own.
Why is there no benchmark?
Because a benchmark that does not know your industry, your lead times and your seasonality is worse than nothing — it either flatters you or alarms you for reasons unconnected to your operation. We would rather you set a target per product family and measure against your own history.
Does the report handle a period where an item was introduced part-way through?
Balances are rolled back from the period's own movements, so an item with no history before its introduction has no opening balance rather than a wrong one. Check the first month of any new line against your own expectation regardless — the arithmetic is right and short periods make any turnover figure volatile.
