What did we have in stock on the 31st of March?
Not what we have now — what we had then, before the count adjusted it. Inventory Levels and Inventory Valuation both take an "as of" date and roll the movements back to it.
Report builders are wonderful and almost nobody uses them. What people actually use is a report that already exists, already knows which tables to join, and already answers the question they had. This is that list — printed in full, with the real names, grouped the way the product is grouped, because a catalogue that hides behind a “and much more” is not a catalogue.
Read it as questions
The fastest way to judge a report catalogue is not to count it. It is to check whether the questions you actually get asked are in there — the awkward ones, the ones that arrive by phone at four in the afternoon with someone waiting. These are the ones this catalogue was built around.
What did we have in stock on the 31st of March?
Not what we have now — what we had then, before the count adjusted it. Inventory Levels and Inventory Valuation both take an "as of" date and roll the movements back to it.
Which items are we counting weekly that do not deserve it?
Effort should follow money, not habit. ABC Analysis ranks items by consumption value and bands them on cumulative share, so the counting schedule can be argued from a figure.
How much capital is sitting still?
Dead Stock & Aging lists items that have stock and no movement for 30, 60 or 90-plus days. It is usually the most uncomfortable report in the catalogue and the most useful.
Are we still doing work for a client who stopped paying?
Credit Hold Exposure shows clients with an invoice on credit hold or released by override, and the hours logged to them since. Two systems that normally never speak.
What went into that job and never came out?
Work in Progress by Job shows material issued into a job and not yet received back as output, per job, and what was left over once output arrived.
Where could we have taken a signature and did not?
Unsigned Handovers lists the handovers across stock, assets, POS and helpdesk where a mark could have been captured and was not. The gaps in your own evidence.
How fast is stock actually turning?
Inventory Turnover & DIO gives annualised turns and days of inventory on hand, per item and overall, with non-movers flagged rather than averaged away.
What is about to expire, and what is it worth?
Batch Expiry lists expired and soon-to-expire batches with on-hand quantity and value at risk, ordered first-expiry-first-out.
Who did what, last month?
User Activity reads the audit log: creates, updates, deletes, logins and exports per user. The report auditors ask for and most systems cannot produce.
Is this vendor actually delivering on time?
PO Delivery Performance gives delivery status, overdue orders and acknowledgement rates per vendor — a negotiating position rather than an impression.
What did the branch actually take yesterday?
POS Shift Summary reconciles the cash session per counter and cashier: float, drops, counted cash, variance.
Which of our jobs made money?
Project Profitability puts budget against actual spend and the payout position per project, rather than per invoice.
The catalogue in full
One structural detail worth knowing before you read it, because it changes what the list means: the catalogue filters itself against the live route table. A report whose module is not deployed in your workspace is not shown greyed out and is not shown as a dead link — it is absent, and a group with nothing left in it disappears entirely. So the list you see is the list that works.
Stock health, balances, and item movement history. The largest group, because this is where the money is tied up and where the questions are hardest to answer from a list screen.
Current stock per item with reorder thresholds, plus stock as of any past date.
Check-ins and check-outs with opening and closing balances per item for a date range.
Chronological log of all item movements with user and timestamp details.
Items at or below their reorder point, signalling restock needs.
What stock is worth at cost and at retail, per item and in total, optionally as of a past date.
Expired and soon-to-expire batches with on-hand quantity and value at risk, first-expiry-first-out.
Items with stock but no movement for 30, 60 or 90-plus days — capital tied up in non-movers.
Inter-warehouse transfers with received quantities, in-transit stock and shrinkage losses.
Annualised stock turns and days of inventory on hand, per item and overall, with non-movers flagged.
Items ranked by consumption value and banded A, B or C on cumulative share, so counting effort follows the money.
Stock distribution and velocity across storage locations, for the decisions that are about where things are rather than how many there are.
Stock on hand per warehouse and per location, for fast slotting decisions.
Bins or zones falling below reorder thresholds, rather than items in aggregate.
Movement volume per location, surfacing the high-velocity storage areas.
Revenue performance across invoicing and the point of sale, kept in one group because the useful view is almost always both together.
A unified view of POS and invoicing performance with a combined revenue snapshot.
Point-of-sale takings, transaction counts and product performance.
Cash session and shift reconciliation across counters and cashiers.
Top sellers across POS and invoicing with estimated cost and gross margin per item.
Purchasing activity and vendor spend — the two reports a buyer needs before a renegotiation and cannot assemble by hand.
Purchase order totals, amounts paid and balances due grouped by vendor for a date range.
Delivery status, overdue orders and acknowledgement rates per vendor.
Money movement, receivables and operating costs. Two of these cross module boundaries in a way that is unusual, and they are marked.
Consolidated all-module payments — money recorded across invoices, POS and procurement flows in one place.
Outstanding receivables and payables grouped by age bucket.
Operating expenses grouped by category with paid and unpaid totals for a date range.
Budgeted amounts against actual expense spend per budget line, with variance and percentage used.
Clients with an invoice on credit hold or released by override, and the hours logged to them since — work still going out to someone who stopped paying.
Material issued into a job and not yet received back as output, per job, with what is left over once output was received.
The fixed asset register, custody and movement, gathered into one reporting surface rather than split across screens.
Asset register with status, custody, condition and movement analytics.
Delivery progress and project economics — throughput on one side, money on the other, and hours joining them.
Task throughput, workload and delivery trends across projects.
Budget against actual spend and the payout position per project.
Logged hours, billable share and value per project for a date range.
Support ticket volume and resolution performance, including the two figures a service-level conversation actually turns on.
Tickets opened, resolved and still open per category, with resolution-time statistics.
First-response and resolution SLA breaches, plus customer satisfaction per category.
Workforce composition and movement. The payroll report additionally requires payroll access, so a manager can read headcount without reading salaries.
Headcount by department and status, with hires and exits for a date range.
Leave requests and days taken per leave type, with pending approvals.
Days recorded, presence, absences and hours worked per employee.
Gross pay, deductions and net pay per payroll run — requires payroll access.
System usage and governance. Both of these are reports about the organisation rather than about its stock, and both are the kind an auditor asks for by name.
Who did what across the system — creates, updates, deletes, logins and exports per user, read from the audit log.
Handovers where a signature could have been taken and was not, across stock, assets, POS and helpdesk — the gaps in your proof of handover.
The four worth arguing about
Thirty-three of the reports above are competently done versions of things a good operations system should have. These four are not, and they are the honest reason to read this page rather than a competitor's. Each one joins two parts of the business that normally never speak to each other.
A client stops paying. Finance puts an invoice on credit hold. Meanwhile the delivery team, who do not read the receivables ledger, keep logging hours against that client's project — because nobody told them, and because the work was already scheduled.
By the time anybody joins those two facts, the exposure has doubled. This report joins them continuously: clients with an invoice on hold or released by override, and the hours logged to them since the hold went on. It also catches the override case, which is the more interesting one — somebody with the permission released the hold, and this is the report where that decision has consequences you can see.
Material goes out of the store into a job. Some of it comes back as finished output. The difference is work in progress, and in most systems it is invisible — the stock record says it left, and the job record says it was consumed, and nobody reconciles the two until a stocktake finds a gap.
This report shows what was issued into each job and not yet received back as output, per job, and what was left over once the output did arrive. It is the report that turns "we think there is about a lorryload of steel somewhere on site" into a figure.
This one is unusual because it reports on the absence of something. Across stock issues, asset handovers, POS transactions and helpdesk resolutions, there are moments where a signature could have been captured from the person taking delivery. Sometimes it was. Sometimes the pad was skipped because the queue was long.
The report lists the second kind. Not to punish anybody — to tell you, before the dispute rather than during it, exactly where your evidence has holes. Most organisations discover this by losing an argument. This is the version where you find out first.
The two reports that answer "are we spending our attention in the right place". ABC ranks every item by consumption value and bands it on cumulative share, so the top band — usually a small minority of lines carrying most of the value — can be identified rather than guessed at.
Turnover and days-of-inventory-on-hand then say how fast each band is actually moving, with non-movers flagged rather than averaged into a healthy-looking mean. Together they are the argument for changing a counting schedule, and the argument is a figure rather than an opinion.
What every report can do
A collection of reports written independently ends up with thirty-seven different date pickers. Because these are declared in one place and share their filter and export machinery, learning one report teaches you all of them — which is a bigger practical benefit than any individual report on the list.
The same quick-period and custom-range control on every report that takes a period: this month, last month, this quarter, this year, or two dates you pick. Not a slightly different picker per report written by whoever built it.
Inventory Levels and Inventory Valuation both accept an "as of" date and roll movements back to it, which is how you answer an auditor asking what you held at year end rather than what you hold today.
Every report exports. The spreadsheet formats carry the data rather than a picture of it, so finance can work in it instead of retyping from a PDF.
The filtered state of a report can be named and kept, appearing as a chip above the report from then on. One click restores the whole configuration.
Eighteen of the datasets can be posted on a daily, weekly or monthly cadence to roles, named users or external addresses, in your own timezone, with every attempt recorded.
A report is guarded by the permission that guards the data it reads. Payroll Summary needs payroll access; a manager can read Headcount without reading salaries.
Where a figure spans currencies, the report either scopes to one currency or presents the largest slice with the composition disclosed. It never silently adds two currencies into one number.
Every report is in the command palette and in global search, so you can get to Batch Expiry by typing four letters rather than remembering which module it lives under.
The straight answer
A fixed catalogue and a report builder solve different problems, and a vendor who tells you one replaces the other is selling. Here is the line.
What AWRA OpsHub does today
More we can add to your workspace
Where we point you to a specialist
Threshold-conditional delivery and period-over-period columns are the two items in that middle column that most change how a management meeting runs, and neither is large next to what already exists. Tell us which report your team actually argues over and we will come back with a written spec, a timeline and a price.
Where to go next
Your own columns, joins and grouping, when the question is specific to how you work.
Open featureThe heavier analytical surface, for questions a filtered table cannot hold.
Open featureTurning a report you keep rebuilding into a view, and then into an email.
Open featureThe forward-looking layer — what the numbers suggest is about to happen, rather than what happened.
Open featureThe receivables and payables view in depth, and how the aging buckets are built.
Open featureThe control the Unsigned Handovers report is measuring — what a captured mark is and is not.
Open featureWhat changes
Which is the whole argument. Report builders are for the unusual question. The ordinary ones — what is expiring, what is not moving, who is late, what did we hold at year end — should already have an answer with a name on it, and a route you can reach by typing four letters.
Somebody rings asking what you held at year end. It is a date field, not a project.
ABC banding and turnover turn the counting schedule into an argument with a figure in it.
Items with stock and no movement for ninety days, listed, valued and impossible to keep ignoring.
Credit-hold exposure joins the receivables ledger to the hours still being logged.
Unsigned handovers reports on the absence, which is the thing you cannot see by looking.
One date filter, one export set, one saved-filter control, one place they are all declared.
Help Center
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