Products with too little remaining shelf life were entering the operation unnoticed. By the time the loss report caught them, the only options left were markdown or write-off.
Here is the part that made it expensive. Every late-discovered shelf-life problem had already been decided days or weeks earlier, at the receiving dock. The goods arrived with four days of life instead of the seven that were agreed. Nobody checked. Nobody could have checked, because the check did not exist at the point where refusing the delivery was still an option.
Shrink reports are obituaries. They tell you precisely what died and exactly how much it cost, and there is nothing you can do about any of it.
We moved the signal to where the business could still act on it.
The agent compares received shelf life against the agreed requirement at the moment of receiving, flags violations while the delivery is still on the dock, supports FEFO rotation downstream, and builds a per-supplier history of who delivers short-dated goods and how often.
That last piece changed the commercial conversation. A supplier who consistently delivers with half the agreed life left is not a quality problem to be absorbed. They are a cost, and now that cost has a number and a name attached.
For any loss you are currently reporting, ask one question: where in the process was this still preventable? Then move the signal to that point. The report is almost never the right place, because reporting happens after the decision window has closed.
For every loss you report today, find the point in the process where it was still preventable and move the signal there.
The Cash Scan turns your own data into four documents in seven days: where your working capital is sitting, which SKUs are costing you sales, and your planned media budget translated into required units by week. $1,500, credited in full against the Sprint, and findings in seven days or you do not pay.
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