Contents
Using these reportsAnalysis records and evidenceTrade, cash and debt are differentMonthly Trade versus Last YearMost Purchased or Sold ProductsMonthly Quotation AmountsProducts Quoted by MonthQuotation-to-Order ConversionMonthly Collections and PaymentsCollection DelayOrder-to-Invoice TimeActivity by UserMonthly Customer ContactsReturn RateExcessive DiscountsInactivity and RFMAverage Basket and Simple CLVCredit Limit UtilizationCollection RemindersOpen-Order CalendarCustomer ProfitabilityCross-Selling OpportunitiesOn-Time In-Full Delivery (OTIF)Supplier Delivery PerformanceEarly Warning of Customer LossProducts the Customer Stopped BuyingReasons for Revenue and Profit ChangesCustomer Price AnalysisExpected Collection CalendarExpected Repeat-Order TimingLost Quotation OpportunitiesReturns and Issue CostDependence on a CustomerCustomer Return after ExpensesPayment-Promise SuccessInvoice Disputes and Resolution TimeCollection Team PerformanceActual and Best-Possible DSOPayment Behaviour ScoreIf a result is missing or unexpectedCustomer and Supplier Report Guide
English user guide · Updated 24 September 2026
Where to open: Customer/Supplier card → Reports (Cari kartı → Raporlar). Select the appropriate sales or purchase direction where offered.
Using these reports
- Open the page described below in the active company and select the report. Card and expense report selection runs the report automatically.
- Choose the date range and any direction, warehouse, currency or VAT controls actually shown. A control is available only where the report supports it.
- Read the summary, chart, detail table and calculation notes together. Narrow the period if the report warns about a row limit; do not treat incomplete evidence as a complete total.
- Use linked source documents where provided to investigate a value. Opening or reading a report does not change the source records. Saved analytical inputs, snapshots, allocations and journals are separate explicit actions.
Amounts, quantities, percentages and days are different measures. Use the currency and unit printed beside the value; do not assume that every number is TRY. Missing or unknown is not zero. On a phone, use the report selector and scroll a wide table within its own area. Browser Find can locate a report title on this page.
Analysis records and evidence
The advanced card reports use administrator-maintained records under Analysis Records and Evidence (Analiz kayıtları ve dayanaklar): verified opening value, period unit-cost plan, confirmation-linked additional cost, purchase-charge allocation and count reasons for stock; payment promises, collection links, disputes and contacts for accounts. Select real supporting documents where required and save the record before expecting it in an analysis.
Changes are versioned and kept in history; removal generally deactivates the analysis record. Some linked or finalized records cannot be edited or removed. Recording evidence does not erase debt or change the original invoice. Your account still needs the applicable module and write permissions.
Trade, cash and debt are different
The newer customer analyses use net trade excluding VAT in TRY. Receivables and payment analyses use their ledger amount basis and can include VAT. Do not compare these totals without reconciling their scope. Explicit open-item settlements are used where supported; FIFO assumptions remain for residual unmatched movements. A returned invoice or offset can settle debt without a cash payment.
Monthly Trade versus Last Year
Purpose and method. Compare the selected account's monthly purchases or sales with the previous-year series. Set the dates and trade direction and read the amount basis shown on the report.
Interpretation and next step. Seasonality and incomplete months can explain differences. Use the same VAT/currency basis when comparing with another screen; ledger balances and revenue are different measures.
Most Purchased or Sold Products
Purpose and method. Rank the products traded with this account during the selected period. Review amounts together with each product's own quantity and unit.
Interpretation and next step. Do not add metres, kilograms and pieces into one total quantity. Use the ranking to prioritize product discussions, then inspect profitability and returns for the leading items.
Monthly Quotation Amounts
Purpose and method. Review quoted amounts by month for this account. Select a date range long enough to see recent activity and compare with actual orders.
Interpretation and next step. Quoted value is pipeline activity, not revenue. An open quotation has not necessarily been rejected; use the conversion and lost-opportunity reports to investigate its status.
Products Quoted by Month
Purpose and method. See which products were quoted to or by this account in each month. Review the product mix and proposed quantities or values.
Interpretation and next step. Use this to identify interest that has not yet become an order. Product quantities retain their own units; quotations may be revised or partially converted.
Quotation-to-Order Conversion
Purpose and method. Review the account's quotations and their stored links to orders. Compare converted quotations with the eligible total in the selected period.
Interpretation and next step. The stored relationship can mark a quotation converted even when only part became an order. Do not label its remaining lines as confirmed losses without further evidence.
Monthly Collections and Payments
Purpose and method. Compare recorded collections and payments by month for the account. Inspect the source ledger or cash/bank documents when a month differs from expectations.
Interpretation and next step. A trade amount is not a cash receipt. Reversals, advances and non-cash settlement can affect account balances; use the displayed source classification rather than treating every credit as collection.
Collection Delay
Purpose and method. Review how settled receivables compare with their due dates, using the report's matching and payment basis. Compare delay distributions rather than relying only on the average.
Interpretation and next step. Missing due dates or unlinked payments reduce the evidence. Where the report uses FIFO matching, the inferred settlement may differ from an explicit invoice/payment relationship; consult the calculation note.
Order-to-Invoice Time
Purpose and method. Measure elapsed time between linked orders and invoices for this account. Review the dates and the contributing document count.
Interpretation and next step. Only known relationships support a measured duration. Direct invoices and missing links are not evidence of instant processing. Investigate exceptional documents before changing the promised lead time.
Activity by User
Purpose and method. Review the distribution of this account's recorded document activity across users in the selected period.
Interpretation and next step. The recorded user may be the document operator rather than the account owner. Use the result to locate activity and follow-up responsibility; it is not automatically a salesperson commission basis.
Monthly Customer Contacts
Purpose and method. Review recorded CRM contacts by month to see whether follow-up activity is increasing or falling.
Interpretation and next step. Only saved contacts are counted. A contact count does not measure quality, unique customers or collected money; compare it with promises, opportunities and actual collections.
Return Rate
Purpose and method. Compare the account's returns with the relevant sales or purchase activity. Review the displayed quantity and amount basis and selected direction.
Interpretation and next step. A return in this period may relate to an earlier transaction. Use source documents and the Returns and Issue Cost report before attributing a cause or treating returned value as a financial loss.
Excessive Discounts
Purpose and method. Set the discount threshold and review document lines whose line discount exceeds it. Use the detail list to locate the account's exceptional discounts.
Interpretation and next step. The threshold is strictly exceeded, not merely reached. Check commercial agreements and the distinction between line and document-level discounts before concluding a discount was unauthorized.
Inactivity and RFM
Purpose and method. Review recency, frequency and monetary scores relative to the company's customer distribution. R/F/M scores use company-wide quintile bands.
Interpretation and next step. A score is relative to the company and observation period, not an external credit rating. Use inactivity with buying rhythm; seasonal customers should not be treated as lost solely because of a low recent score.
Average Basket and Simple CLV
Purpose and method. Average basket is document total including VAT divided by document count. Simple CLV multiplies average basket, annualized frequency and relationship years.
Interpretation and next step. This rough scale indicator excludes profit margin, discounting and collection risk. Relationship history has a minimum one-year basis. Do not use CLV as a guaranteed future profit or credit limit.
Credit Limit Utilization
Purpose and method. Compare the account's configured credit limit with the exposure shown by the report. Review the balance and included risk components.
Interpretation and next step. If no positive limit is defined, a utilization percentage is not meaningful. Reporting a limit does not itself enable an approval or blocking policy; review the account settings and applicable controls.
Collection Reminders
Purpose and method. Review reminders, messages and recorded contacts linked to the account. Use the timeline to see what follow-up evidence already exists.
Interpretation and next step. The timeline does not send a new reminder. Missing optional message/CRM sources are reported. A generated reconciliation letter may not have a permanent delivery record and should not be treated as confirmed contact.
Open-Order Calendar
Purpose and method. Review outstanding order lines by their relevant dates to plan the next delivery or purchase discussion.
Interpretation and next step. Invoiced lines leave the open-order table, so this is current outstanding demand rather than the original total ordered. Check overdue and undated rows separately.
Customer Profitability
Purpose and method. Review revenue and the available cost basis for products sold to the account. Compare the contribution of individual products and the total margin.
Interpretation and next step. Read the stated costing method; it may be an estimate rather than historical booked cost. Missing cost must not be interpreted as zero. Profitability before customer-specific expenses differs from net return.
Cross-Selling Opportunities
Purpose and method. Compare products already traded with this account with the report's suggested complementary products and company trade evidence.
Interpretation and next step. Suggestions identify possible conversations, not confirmed demand. Check the customer's actual use, item availability and recent purchases before proposing a bundle.
On-Time In-Full Delivery (OTIF)
Purpose and method. Review linked orders that were fully invoiced by their promised delivery date. The final invoice date is used for timeliness; no remaining uninvoiced lines indicates completion.
Interpretation and next step. The promise is the order header date, or the latest archived promise. Orders without a promise are excluded unless a fallback number of days is explicitly entered. This measures document evidence, not a signed physical receipt.
Supplier Delivery Performance
Purpose and method. For supplier accounts, compare linked purchase orders with their incoming purchase documents, due dates and outstanding quantities.
Interpretation and next step. Measured lead time runs from the order to its first linked receipt; complete delivery is a separate consideration. Review the sample size and missing dates before ranking a supplier.
Early Warning of Customer Loss
Purpose and method. Look for declining activity and purchases overdue relative to the account's observed rhythm. At least three purchase days are needed for an individual rhythm; the decline threshold is 30%.
Interpretation and next step. This is a follow-up indicator, not a probability of churn. Review the preceding comparable period and seasonal behaviour, then contact the customer rather than declaring them lost automatically.
Products the Customer Stopped Buying
Purpose and method. Compare this and the previous equal period to find products with reduced or stopped sales. Product-group comparisons use net amounts.
Interpretation and next step. Overlapping groups must not be added as independent totals. Review product substitutions, supply shortages and seasonal demand before attributing a decline to a competitor.
Reasons for Revenue and Profit Changes
Purpose and method. The bridge separates quantity, price, exchange rate, discount, mix, returns and cost by product/currency. Effects reconcile to the overall period difference.
Interpretation and next step. Cost uses period purchase averages or the current card where necessary, not verified historical actual cost. When cost is incomplete, total profit remains unknown; inspect the revenue effects instead.
Customer Price Analysis
Purpose and method. Compare net TRY prices per base unit with comparable sales of the same product and currency. Peers use nearby dates, comparable quantities and known similar payment terms.
Interpretation and next step. The comparison window is plus/minus 30 days, quantities 0.5–2 times the line quantity and known due-term differences up to 7 days. This is observational evidence, not proof of unfair pricing; unknown terms are excluded.
Expected Collection Calendar
Purpose and method. Review open receivables and projected collection dates over the displayed horizon. Current explicit settlement links take precedence; remaining movements use the stated FIFO assumption.
Interpretation and next step. At least three closed dated invoices are needed for a behavioural payment date. Undated and outside-horizon items remain in detail. Offsets and returns can close debt without proving cash collection; projected dates are not guarantees.
Expected Repeat-Order Timing
Purpose and method. Estimate the next purchase from median intervals between distinct purchase days. A repeated annual month needs evidence across three years.
Interpretation and next step. The prediction is based on observed history, not a customer commitment. Historical error is evaluated using only earlier observations. Use the suggested timing for follow-up and confirm demand before ordering stock.
Lost Quotation Opportunities
Purpose and method. Review quotation opportunities explicitly marked lost with recorded reasons. Distinguish them from open, cancelled and converted quotations.
Interpretation and next step. An open quotation is not a confirmed loss. Partial conversion can mark the quotation converted as a whole, so remaining-line losses cannot always be determined from the stored link.
Returns and Issue Cost
Purpose and method. Review return value, approximate margin impact and separately recorded RMA incidents and fees.
Interpretation and next step. Returned sales value is not the same as loss because stock cost may be recovered. Unverified company-cost/currency meaning of RMA fees prevents a reliable combined issue-cost total; do not add them blindly.
Dependence on a Customer
Purpose and method. Compare the customer's share of company net sales, approximate profit and positive net receivables for the same period.
Interpretation and next step. Profit share is unavailable if company profit is missing, zero or negative. Use the separate revenue and receivable shares to discuss concentration; a large sales share alone does not establish payment risk.
Customer Return after Expenses
Purpose and method. Enter the period's transport/service expense assumptions and annual financing rate to calculate a scenario. Financing uses daily positive account balance times the annual rate divided by 365.
Interpretation and next step. Blank is unknown, not zero; explicitly enter zero if an expense is absent. Inputs are scenarios and are not posted as customer expenses. Missing product cost prevents a reliable net return.
Payment-Promise Success
Purpose and method. Enter a payment promise with its owner, due date and amount under Analysis Records and Evidence. Link actual collections explicitly to the promise, then compare kept and broken promises.
Interpretation and next step. Only valid linked bank/cash credit movements count as collections; offsets and returns do not. Amounts cannot be allocated twice. Changed/deleted source payments invalidate the affected mapping with a warning; linked promises cannot simply be edited away.
Invoice Disputes and Resolution Time
Purpose and method. Record invoice disputes and their resolution dates, then review open amounts and elapsed resolution time at the report end date.
Interpretation and next step. A dispute closed after the chosen end date is still open at that date. Recording or closing a dispute does not cancel the invoice or remove the debt.
Collection Team Performance
Purpose and method. Review contacts, promises and linked collections for the selected account. Collections are attributed to the owner of the promise.
Interpretation and next step. This is an account-level view, not company-wide staff target management. Contact count is not customer count; a receipt without a valid promise link is not automatically assigned to a staff member.
Actual and Best-Possible DSO
Purpose and method. Compare month-end receivables with the preceding 90 days of eligible net F-type invoice debt. Best-possible DSO uses open receivables that are not yet overdue.
Interpretation and next step. Receivables and the invoice basis include VAT. Explicit settlements are used first, with FIFO for residual movements. No positive sales means no meaningful DSO; cash retail P/R invoices are not included in this sales denominator.
Payment Behaviour Score
Purpose and method. Review the explainable score combining overdue open debt (50%), settlement delay (30%) and unkept promises (20%). Check the displayed data coverage.
Interpretation and next step. When a component is missing, available weights are rescaled. The score is an internal management indicator, not a credit-bureau score or automatic authority to extend credit.
If a result is missing or unexpected
Check the active company, card/group, date range and supported filters. Read any missing-source, unit, cost or row-limit notice. Confirm that source documents and required analytical definitions exist and that you have access. Do not replace an unknown value with zero or enlarge a partial result into a company total.