Contents
Using these reportsStock-group reportsAnalysis records and evidenceMonthly Sales and PurchasesDistribution by UserPrice ChangesLatest PricesDistribution by Customer or SupplierReturn RateProduct ProfitabilityFrequently Sold TogetherReasons for Profit ChangesReturns and Quality ReasonsRepeat Purchases and Customer Follow-upStock Level over TimeStock TurnoverABC / XYZ ClassificationInventory AgeingReplenishment RecommendationActually Available StockStockouts and Unmet DemandMonthly QuotationsQuotation-to-Order ConversionOrder FulfilmentProjected AvailabilityDemand ForecastForecast AccuracyMonthly ProductionWork-Order DurationsPlanned versus Actual Production ConsumptionPurchase Price VarianceSupplier Comparison for a ProductHistorical Inventory ValuePeriod Actual Production CostPurchase Additional-Cost AllocationCount Differences and ReasonsPrice Anomalies within Price ChangesIf a result is missing or unexpectedStock and Group Report Guide
English user guide · Updated 24 September 2026
Where to open: Stock card → Reports (Stok kartı → Raporlar). For a group, use Stock → main group/subgroup → group reports.
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.
Stock-group reports
Open Stock, select the main group or subgroup, then open its group reports. These reports treat the included products as one combined stock scope; they do not run and stack a separate report for every card.
The base unit used by the largest number of stock cards determines the compatible reporting scope. Products using other units are excluded and the report shows the included/excluded scope. Check this notice before comparing a group result with the entire group's inventory. Where no usable common scope exists, only supported amount reports remain available.
The excluded cards are omitted from monetary totals too. A tie in card counts is resolved by unit-code alphabetical order. Group prices use total net amount divided by total compatible base quantity; a change in product mix can therefore change a group price without any individual product becoming more expensive.
Never add pieces, kilograms and metres as one quantity or take a simple average of separate product prices. Read the group calculation notes and weighted values. Recorded movement quantities are already in the base unit; an entry-unit label does not require another conversion.
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.
Monthly Sales and Purchases
Purpose and method. Compare the product's monthly sales and purchases over the selected dates. Choose the direction and VAT option where offered; use the quantity and amount series to distinguish volume from value.
Interpretation and next step. Compare like periods and check the displayed currency and base unit. A high purchase month does not by itself prove high consumption. Inspect returns and source movements before explaining a difference.
Distribution by User
Purpose and method. See how the selected product's document activity is distributed among recorded users. The pie chart shows each user's share within the chosen direction and period.
Interpretation and next step. A document user is not necessarily the salesperson responsible for the customer. Compare the amounts with the underlying document list before drawing performance conclusions.
Price Changes
Purpose and method. Compare monthly purchase and sales prices in the selected currency. Review the monthly breakdown alongside the line chart; prices are expressed per base unit.
Interpretation and next step. A missing month means no usable price observation, not a zero price. Check unusual points against the source documents and the Price Anomalies guidance below; currency, returns and small quantities can affect interpretation.
Latest Prices
Purpose and method. Review recent purchase or sales document lines and their prices. Use the customer/supplier filter and row limit where available to locate the transaction relevant to a new price decision.
Interpretation and next step. Distinguish the net price in document currency, its TRY equivalent and the TRY price per base unit. Transfers, counts, production movements and return documents are excluded from this document-price list.
Distribution by Customer or Supplier
Purpose and method. Use the pie chart to see which accounts contribute the most to this product's activity. Select sales or purchases and the report dates.
Interpretation and next step. Large shares identify commercial concentration; they do not measure credit quality or profit. Review the period and account detail before changing prices or credit terms.
Return Rate
Purpose and method. Compare returns with the corresponding sales or purchase activity for the selected product and direction. Read the numerator, denominator and quantity/amount columns shown by the report.
Interpretation and next step. Returns booked this month may relate to earlier sales. Treat the period ratio as an indicator, not a matched-batch defect rate; inspect return documents for the reason.
Product Profitability
Purpose and method. Compare revenue excluding VAT with the cost assigned to the sold quantity. The report states whether cost comes from the stock card or an available purchase-price basis.
Interpretation and next step. This is a management estimate, not a historical ledger margin. Check the stated cost source and missing-cost warnings before using the result to change a selling price.
Frequently Sold Together
Purpose and method. Find products appearing on the same sales document as this item. Support shows the share of this item's documents containing another item; lift compares co-occurrence with the company baseline.
Interpretation and next step. Lift above 1 suggests an association, not a causal relationship. Check document counts; the company baseline may include returns even when the selected baskets exclude them. Use this to suggest bundles, not automatic substitutions.
Reasons for Profit Changes
Purpose and method. Compare the selected period with an equally long preceding period. The bridge separates quantity, price, exchange-rate, discount, cost, return and product-mix effects.
Interpretation and next step. The effects reconcile to the overall change. Purchase-average or current-card costs are approximate historical costs; if cost is missing, read the revenue bridge instead of treating unknown profit as zero.
Returns and Quality Reasons
Purpose and method. Review return documents, RMA cases and reasons, incoming quality checks and blocked lots for the product.
Interpretation and next step. These sources are displayed separately because an explicit relationship may not exist. Do not add case counts, quantities and lot counts together or assume every return is a confirmed manufacturing defect.
Repeat Purchases and Customer Follow-up
Purpose and method. Compare buying customers in this and the previous equal period. Typical intervals use distinct purchase days; follow-up thresholds consider the median interval and a minimum delay.
Interpretation and next step. The usual threshold is the greater of 30 days and twice the interval; a single-purchase customer uses the adjustable fallback. A follow-up flag is not confirmed churn, and customers before the observation window are outside the scope.
Stock Level over Time
Purpose and method. View historical stock reconstructed from current stock by reversing subsequent movements. Use the warehouse filter where available and read the quantity in the product's base unit.
Interpretation and next step. A negative balance can reflect actual negative stock, missing opening information or inconsistent movements. Inspect the movement history. Already normalized quantities must not be converted again merely because an entry unit was called a length or package.
Stock Turnover
Purpose and method. Review how quickly the selected product moves relative to the stock basis used by the report. Read the turnover and coverage indicators with the stock-level curve.
Interpretation and next step. Check the report's calculation note, date span and movement coverage. Zero, negative or incomplete stock bases can make ratios uninformative; a fast-moving item may still have a replenishment shortage.
ABC / XYZ Classification
Purpose and method. ABC places the product within the company's value distribution. XYZ classifies the variability of its monthly demand using the coefficient of variation.
Interpretation and next step. Use ABC to prioritize attention and XYZ to assess predictability. The classification depends on the selected direction and observation period; a seasonal product can look variable in a short window. It is not a permanent property of the card.
Inventory Ageing
Purpose and method. Identify slow or old stock from the age bands and remaining quantities. The report uses lot information where available and a FIFO assumption when a reliable lot history is unavailable.
Interpretation and next step. Read the method note before treating an age as a physical batch age. Review old quantities with warehouse staff and lot records; ageing alone does not establish obsolescence or a write-down amount.
Replenishment Recommendation
Purpose and method. Estimate the reorder point from average daily consumption, measured lead time and the minimum stock level. The recommendation considers the configured order lot and maximum order size.
Interpretation and next step. Check lead-time evidence; no linked receipts can leave the lead-time assumption at zero. Round or split the suggestion as indicated by lot limits. This report proposes quantities and does not place a purchase order.
Actually Available Stock
Purpose and method. Start with current physical stock, then account for quarantine, subcontract/in-transit stock, blocked or expired lots and sales/production reservations. Overlapping restrictions are counted once.
Interpretation and next step. This is a current snapshot, even when other reports use a historical date range. Unknown units or missing sources can leave availability unknown. Inspect the deduction breakdown before promising a delivery.
Stockouts and Unmet Demand
Purpose and method. Reconstruct daily closing balances for up to 366 days and identify days without stock. Estimated unmet demand is based on sales on days when stock was available.
Interpretation and next step. Daily closing values cannot detect every intraday stockout. The unmet quantity is an estimate, not recorded lost sales. Missing or ambiguous movements prevent a trustworthy historical balance; open orders show the current backlog.
Monthly Quotations
Purpose and method. Compare the product's quotation activity by month and selected direction. Review quantity and amount separately to see whether quotation volume or proposed price changed.
Interpretation and next step. A quotation is not a sale or confirmed order. Check the conversion report and quotation status before treating quoted demand as a replenishment requirement.
Quotation-to-Order Conversion
Purpose and method. Follow quotations linked to orders for the selected product and period. Compare the converted portion with the quotation population shown by the report.
Interpretation and next step. Conversion relies on stored document relationships and available archives. Unlinked orders do not prove a quotation was lost. Inspect partial conversions and document detail before interpreting a percentage as fulfilled demand.
Order Fulfilment
Purpose and method. Compare orders grouped by their order month with the quantities shipped against those orders. A separate shipment series is grouped by the shipment month.
Interpretation and next step. Do not compare an order-cohort percentage directly with a calendar-month shipment total. Direct shipments without an order link are excluded from the cohort ratio. The open-order block is today's backlog, not a historical snapshot.
Projected Availability
Purpose and method. Project weekly stock using current quantity plus outstanding purchases and production, less outstanding sales and production consumption. Inspect the first week expected to become negative.
Interpretation and next step. Read assumptions for missing receipt or completion dates. This is a planning projection, not a stock reservation or delivery promise. Confirm dates with purchasing and production before committing to a customer.
Demand Forecast
Purpose and method. Forecast future monthly demand from historical monthly sales using the available trend or seasonal model. Review the projected range and estimated depletion date.
Interpretation and next step. Seasonality needs at least two full annual cycles; shorter histories use trend and may be approximate. The displayed band is model uncertainty, not a guarantee. Depletion assumes demand is spread through the month and uses the stated open-order basis.
Forecast Accuracy
Purpose and method. Evaluate rolling one-month-ahead forecasts: each target month is excluded from its training data. Read WAPE, MAE and bias together; the report uses completed months and needs a training history.
Interpretation and next step. Use Last 3 Years if the window is too short. Zero total actual demand makes percentage error undefined. This reconstructs historical forecasts; it is not a comparison with a previously saved forecast archive.
Monthly Production
Purpose and method. Compare the selected product's recorded production activity by month. Use the displayed quantity, amount and supporting production information to identify changes in output.
Interpretation and next step. Check the report's confirmation and cancellation scope. Output quantity is not capacity utilization; compare with work-order duration and consumption variance when investigating production efficiency.
Work-Order Durations
Purpose and method. Review the timing of the product's production orders to identify long-running or delayed work. Compare dates, order states and durations before investigating a particular order.
Interpretation and next step. Calendar elapsed time and reported working time are different measures. Missing dates and unfinished orders need separate interpretation; a long interval alone does not prove poor machine productivity.
Planned versus Actual Production Consumption
Purpose and method. Compare uncancelled production confirmations with the order's frozen recipe, scaled to actual output. Unplanned components have a planned quantity of zero.
Interpretation and next step. Review material variance, time, labour, rework and scrap separately by unit. Variance values use available component costs and are estimates; missing cost is unknown, not zero. Open the production order to inspect the cause.
Purchase Price Variance
Purpose and method. Compare purchase prices using the report's reference basis and normalized base-unit prices. Review the period, currency and quantity associated with each deviation.
Interpretation and next step. A deviation is not automatically an incorrect invoice. Check the reference method, supplier terms, exchange rate and purchase quantity before renegotiating or correcting a document.
Supplier Comparison for a Product
Purpose and method. Compare base-unit purchase prices, lead time and due-date performance on linked orders, returns and today's outstanding quantities for the same product.
Interpretation and next step. Read sample sizes: one receipt is weak evidence. Outstanding quantity does not establish the reason for a delay or a quality failure. Use the linked document details when comparing supplier offers.
Historical Inventory Value
Purpose and method. Select an end date to reconstruct quantity and moving weighted-average value. Enter verified opening quantity/value where needed in Analysis Records and Evidence; review costs before saving a closing snapshot.
Interpretation and next step. Unknown opening cost and negative-stock chains can make value unknown. Today's card cost is not substituted for an unknown historical cost. A saved closing is immutable management evidence; later charges do not rewrite it, and it is not an accounting close.
Period Actual Production Cost
Purpose and method. Compare uncancelled confirmation cost times quantity with the period's unit-cost plan times actual output. Review additional confirmation-linked costs and the parent/child work-order evidence.
Interpretation and next step. Related parent and child costs are not simply added twice. Child quantities and dates remain visible as evidence; no invented lot-consumption allocation is made. Missing plans or costs need attention before comparing variance.
Purchase Additional-Cost Allocation
Purpose and method. Use Analysis Records and Evidence to record freight or similar charges and link the purchase document. Allocate the amount excluding VAT by value or compatible base-unit quantity, then review line shares.
Interpretation and next step. The allocation preserves the total including rounding. Incompatible units cannot share a quantity key. An allocated record is replaced through the supported deactivate/new-record flow; this analysis does not silently rewrite historical accounting costs.
Count Differences and Reasons
Purpose and method. Compare recorded stock-count differences with saved explanations. Review the positive and negative quantities, affected products and recorded reasons in the selected period.
Interpretation and next step. Count staging quantities must not be added to general stock again, and the count price field is not necessarily a monetary unit price. An explanation records the reason; it does not by itself post a stock correction.
Price Anomalies within Price Changes
Purpose and method. When a price point looks unusual, open its anomaly evidence and compare the contributing purchase or sales lines with the normal comparison values shown. Check quantity, currency, unit and source document.
Interpretation and next step. An alert is a request to investigate, not proof of an error. A small-quantity expensive line can distort a monthly price. Correct a confirmed mistake through its source document; the report does not rewrite prices or quantities.
The monthly alert compares the weighted monthly price with the median of up to six preceding non-empty months in the selected range. At least three prior months are required; an absolute deviation of 50% or more is flagged. Purchases and sales are evaluated separately, with no future months in the reference. A separate unit-pattern warning appears when comparable unit-label median prices differ by a factor of at least 1.5; invalid data is flagged separately.
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.