Expense Analysis Guide

English user guide · Updated 24 September 2026

Where to open: Expenses → Expense Reports (Giderler → Gider raporları). Select the expense cards/group, report and period.

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.

Scope and preparation

These reports analyse expense/service/labour cards and their recorded purchases and purchase returns. Review the selected-card scope and the VAT basis. Most analytical amounts use net values excluding VAT; the report note is authoritative for each total. Expense purchases are not stock quantities. No records means no evidence, not necessarily no expense.

For budgets and departmental production allocation, enter the relevant budget, expense pool and measurement records first. These are different sources from a purchase-invoice overview. Company-wide advanced finance reports have their own scope; see the Advanced Finance Guide.

Expense Period Comparison

Purpose and method. Compare selected expense cards with the preceding comparable period. Review totals and individual category changes using the same date and amount basis.

Interpretation and next step. A percentage increase from a zero base is undefined. Review the actual difference, new expense types and source invoices before assuming prices rose.

Reasons for Expense Growth

Purpose and method. Separate changes caused by volume, price and the mix of expense items or suppliers using the available line evidence.

Interpretation and next step. A price/volume comparison requires compatible item units and comparable records. Unexplained or unmatched changes remain visible; inspect documents instead of inventing a quantity conversion.

Unusual Expenses

Purpose and method. Identify expense lines that differ markedly from comparable observations. Review the flagged amount and its comparison context.

Interpretation and next step. An anomaly is a review candidate, not proof of a duplicate or unauthorized purchase. Verify invoice number, supplier, currency and the service period before changing a record.

Expense Supplier Comparison

Purpose and method. Compare suppliers for the selected expenses using transaction value, frequency and comparable prices where available.

Interpretation and next step. Only comparable items and units support a price comparison. A lower total spend can mean lower volume rather than a cheaper supplier; review the line detail and service scope.

Recurring Expenses and Subscriptions

Purpose and method. Identify repeated expense activity and the observed spacing between records. A recurring pattern needs at least three transaction days.

Interpretation and next step. The pattern is inferred from invoices, not a subscription contract. Missing activity can reflect cancellation or late entry; it is not automatically a missing invoice or an unpaid bill.

Expense Concentration

Example of a customer share. The same pie-chart principle applies to users, suppliers and expense categories.

Purpose and method. See which expense cards or suppliers account for the largest share of selected spending. Use the distribution to prioritize procurement reviews.

Interpretation and next step. Shares describe the chosen scope and period. Concentration does not by itself establish excessive pricing or supplier risk; compare alternatives and contractual constraints.

Expenses versus Revenue and Gross Profit

Purpose and method. Compare selected expenses with company-wide revenue and gross profit for the same period.

Interpretation and next step. The denominator is the whole company, not the selected expense-card group. If product costs are incomplete, the gross-profit ratio is left unknown. Confirm VAT and cost bases before comparing percentages.

Future Expense Forecast

Schematic only: observed history is distinct from the uncertain future; no numerical forecast is implied.

Purpose and method. Use at least six complete months of expense history. The model uses the last three complete months or the same month in two preceding years when sufficient history exists.

Interpretation and next step. The forecast uses its stated historical window rather than only the start-date filter. Past error uses only data available before each prediction. It does not anticipate a new contract or a one-off project unless the history reflects it.

Expense Budget versus Actual

Purpose and method. Compare the recorded annual cost-centre budget with recorded expense actuals. Define the budget and expense records before expecting a result.

Interpretation and next step. Annual budgets are not silently divided into fabricated monthly budgets, and purchase invoices are not added on top of the same expense records. Check the source basis before reconciling to other spending reports.

Expense per Department and Production

Purpose and method. Review recorded expense pools and their distribution to departments or production for completely selected months. Inspect the allocation basis and production evidence.

Interpretation and next step. Missing time is not replaced with a sum of incompatible product quantities. Mixed units cannot be allocated by quantity without a compatible basis. A partial-month selection may exclude a monthly pool.

Paid and Payable Expense Calendar

Example: only 400 TRY of a 1,000 TRY invoice has been settled, leaving 600 TRY open.

Purpose and method. Follow selected expense invoices into their verified account-statement links and the supplier's settlement history. Review partial payments, overdue items and undated debt.

Interpretation and next step. Remaining unmatched history may use FIFO. Returns and offsets are not cash payments. Unlinked amounts remain unknown; this is not a complete company payables report covering all purchases outside the selected expense scope.

Expense Savings Scenarios

Example: successive 10% quantity and price reductions produce a 19% total saving.

Purpose and method. Enter a quantity reduction and a price-discount assumption to estimate savings. The model first reduces quantity, then applies the price reduction to the remaining amount.

Interpretation and next step. This is a scenario only and posts no accounting entry. Avoid adding the two percentages as if independent; for example, 10% less quantity followed by 10% lower price yields 19% savings on the original amount.

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.