Track cost and selling price separately
Every item needs two prices. Cost price is what you paid your supplier, landed — including shipping and duty, because a $4 widget with $1.20 of freight is a $5.20 widget. Selling price is what the customer pays.
The gap between them, expressed as a percentage of the selling price, is your gross margin. Track it per item and you'll usually find the distribution is nothing like you assumed: a handful of products carry the business while a long tail of 'popular' items barely clear their handling cost.
Value stock at cost, not at retail
Your inventory's value on the books is quantity times cost price — never times selling price. Valuing at retail records profit you haven't earned on goods you haven't sold, which inflates your balance sheet and eventually produces an unpleasant correction.
Total stock value is worth watching as a single figure over time. If it climbs steadily while revenue is flat, you're converting working capital into shelf space, and that's a cash-flow problem dressed up as growth.
Set a reorder point per item
A reorder point is the stock level at which you place the next order. The arithmetic is simple: average units sold per day, multiplied by the number of days your supplier takes to deliver, plus a safety buffer.
If you sell six units a day, your supplier takes ten days, and you want five days of cover for a bad week, your reorder point is 6 × 10 + 6 × 5 = 90 units. Set that as a low-stock threshold and the system tells you when to act, instead of you remembering to check.
- Fast-moving, reliable supplier — a slim buffer is fine.
- Slow-moving or seasonal — hold less and accept the occasional stockout.
- Long or unreliable lead times — the buffer matters more than the average.
- Perishable — the reorder point competes with shelf life; err low.
Count the stock. Regularly.
Recorded quantities drift from reality — breakage, theft, miscounts at goods-in, samples given away, returns that never made it back onto the shelf. A system nobody counts against is fiction within a quarter.
Full annual counts are painful and easy to postpone. Cycle counting is the fix: count a small subset each week so every item is checked a few times a year and no single day is a shutdown. Count your highest-value and fastest-moving items most often — that's where an error costs the most.
Watch what isn't moving
Dead stock is the quiet killer. It occupies capital, space and attention, and its value only falls. Once an item hasn't sold in a season, it is not going to start; the honest options are to discount it aggressively, bundle it with something that does sell, or write it off.
Founders resist this because discounting feels like admitting a bad buy. It is admitting a bad buy — but the money is already gone, and the only remaining decision is whether to recover some of it now or none of it later.
Connect inventory to your books
Stock purchases are an expense, and they should appear in your P&L under a consistent category so you can see how much of your spend goes into goods versus everything else. Keeping the item list and the expense ledger in the same system removes the reconciliation step entirely.
IncomeWise's Business workspace tracks quantity, cost, selling price, margin and a per-item low-stock threshold alongside the same ledger that holds your revenue, expenses, invoices and payroll — so the stock value figure and the P&L are always drawn from the same source.