77 days of stock, financed after it could have been sold.
The constraint here was never demand. It was cash, and specifically the gap between paying a factory and being paid by Amazon.
The stock sold from day 9. The card was paid on day 86.
The gap between those two dates is stock the business is financing after it could already have sold it.
Purchasing, treated as a cash instrument.
Every card is mapped before anything is ordered, so a purchase order is never placed against a limit that cannot carry it.
Purchase-order spend across seven suppliers in five months, with the two largest carrying 58 and 31 percent of it.
A forward plan across seven cards and six suppliers, $253,600 planned against $520,600 of available limit, with every ordering window aligned to the card statement cycle it would land on.
Purchasing capacity across fourteen cards, eleven internal and three external, mapped so a purchase order is never placed against a limit that cannot carry it.
Seven named suppliers with their own ordering windows, prep times and lead times, from a five-day supplier to a thirty-day one, and every purchase order run through eleven timed stages rather than a single date.
When demand is clear but the buying calendar is not, plan the cash and the stock together.
A 30-minute working session on the shape of your purchasing calendar. Bring one planned PO.