What Narada checks in your inventory and business

Narada checks your business on two clocks. Every night, it looks at what can go wrong this week: stock, orders and bad data. Every week, it looks for slower patterns: customers, prices, suppliers and cash.

When a check finds something that costs you money, it becomes a finding in Issues. The most urgent reach Today. A check that finds nothing stays quiet.

Clock	Looks at	Why this clock
Every night	Your data, stock, open orders, prices, your ERP’s settings	These change daily and cost money fast
Every week	Customers, suppliers, margins, cash, buying habits	Patterns need weeks of history to show

Every night: your data

Bad data makes bad orders, so Narada checks your files first.

Stock below zero, or more promised to customers than you hold.
Sales of parts with no stock record.
Prices of zero or below, and prices or quantities far outside a part’s usual range.
Purchase orders with no delivery date, received above what was ordered, or closed with no cost.
Active parts with no supplier, no minimum order or no category.
A part’s cost that disagrees with what you paid, or sits above its selling price.
Parts that look like duplicates, and one branch spelled two ways.
Customers over their credit limit, if you send receivables.

The ERP page lists these problems, biggest money first.

Every night: your stock

Running out: parts likely to run out before the next delivery. See Due ≤7d on What to Order.
Dead stock: parts that have gone far longer than usual without a sale. See Clear Stock.
Too much: parts holding more cover than you want, now or once open orders land.
Slowing down: parts selling slower than they used to.
Ageing: stock that has sat since it arrived.
In the wrong branch: stock idle at one branch while another runs short.
Can still go back: dead stock still inside a supplier’s return window.
Expiring: batches near the end of their shelf life, if you switch on expiry checks.

Every night: orders, prices and your ERP

Late purchase orders: orders past their delivery date. See Orders.
Customers repeatedly shipped short: the same customer missing the same part again and again.
Selling below your usual price: sales well under what the same part sells for at that branch.
Your ERP’s reorder settings: whether the reorder points and lead times in your ERP still match what your data shows. See ERP.

Every week: customers and demand

Customers going quiet: customers ordering less than they used to, before they stop.
Leaning on one customer: parts where one customer makes up most of the demand.
Customers who earn you nothing: customers whose margin stays below zero after their returns and the cost of their payment terms.
Demand on the move: parts whose sales have clearly risen or fallen, and demand patterns that have shifted.
Busy season coming: a seasonal peak approaching, with the extra cash it will need.
Lost sales: demand you could not meet because the shelf was empty.

Every week: prices, margins and parts

Margin squeeze: a part’s margin shrinking over time.
Parts that earn little on the money they tie up.
Parts that come back: parts with a high return rate.
Hard to forecast and costly: valuable parts whose demand swings too much to plan well.
Forecasts that miss: parts whose forecast keeps missing by a wide margin.
Parts at the end of their life: parts in steady decline, or close to stopping.
Unusual combinations: several warning signs on one part at once.

Every week: suppliers, buying and cash

Unreliable suppliers: delivery times getting longer or less predictable, and suppliers whose record makes them a risk.
Leaning on one supplier: one supplier carrying most of a category.
Minimums that trap cash: supplier minimums that force you to hold far more than you sell, and minimums worth renegotiating.
Panic buying: orders far above normal, placed in a rush.
Cash cycle: cash tied up too long between paying suppliers and getting paid.
Early-payment discounts: supplier discounts worth more than what your money costs you.
Branch against branch: where one branch trails your best one, in money.

Joining the dots

After the checks, Narada puts the findings together:

Related findings are grouped, so one cause shows as one problem, not ten.
Each finding gets a clock: how long until it starts costing you.
It checks whether past actions worked. That feeds Banked so far on Today.
It investigates the biggest problems in more depth and writes a short memo for the morning. See Overnight Review.

Checks that need an extra file or switch

Check	Needs
Customers over their credit limit, cash coming in	Your receivables file, and Track what customers owe you on Your Numbers
Expiring batches	Shelf-life or batch dates, and Check stock for expiry dates on Your Numbers
Purchase order checks, late orders, supplier reliability	Your purchase order file
Can still go back to the supplier	Returns within (days) on the supplier’s card
Customers repeatedly shipped short	Ordered quantities on your sales lines
Weekly checks	Most need three months of history. Some need six months or a year. Seasonal peaks need two years

A check without what it needs is skipped, not guessed. The Data page shows what each file unlocks.

What Narada does
A finding: what each finding tells you, and how to act on it.
Issues: every finding in one table.