From dollars at stake to a cash plan

Today shows the money at stake — stock that is at risk, orders waiting on you. This guide takes that figure the rest of the way: to a plan for when cash goes out on reorders, when it comes back in from sales, and whether you need to line up financing first.

1. Start from what is at stake

Open Today. The inventory at risk and the orders waiting on you are the amounts you are deciding about. Pick the supplier, family or items behind them.

2. Try a scenario

Open What-If Planner and scope it to those items — by supplier, family, channel or a single item. Move the assumptions you want to test: growth, seasonality, lead time, service level and target cover.

Gross margin and cash shows the result week by week over the horizon you choose (4, 8, 13, 26 or 52 weeks):

• Sales in is the cash from units the forecast says you sell, after channel fees and the payout delay Skuvelo measures from your own orders. A week you are out of stock sells nothing, so it brings nothing in.
• Purchase orders out is each reorder's cost in the week the plan releases it — when stock falls to its reorder point — at the supplier's price, the same price the draft order will carry. It is not the whole horizon's spend at once.
• Balance runs from the starting cash you type in. Starting cash is optional: leave it empty and the balances are relative to today.

A week whose balance goes below zero says Needs $X financing. Skuvelo never shrinks an order to fit your cash — it shows you the gap and the week it opens, so you can decide how to fund it.

This is a gross margin and cash view, not a profit and loss statement: it leaves out rent, payroll, tax and other operating costs.

3. Save it and compare it with your live plan

Save the scenario with a name. Compare with live plan puts it side by side with what Planning recommends today: each item's order quantity and order-by date, the total cost, and the two cash curves with their shortfalls.

4. Make it the live plan

Make this the live plan writes each assumption to where Planning reads it, for the items in the scenario's scope only:

• service level and target cover on each item;
• lead time on each item's supplier link;
• growth and seasonality as a demand adjustment that applies from today forward. Your sales history and any forecast adjustments you already made are not rewritten.

Nothing outside the scope changes, and no workspace-wide default changes. Plan → Replenishment then recommends the scenario's quantities, and a draft order you release carries them.

Changed your mind? Undo puts back every value the scenario changed. You can undo a scenario once. If a newer scenario changed the same settings, undo that one first.

5. Read the same curve in Finance

Finance shows the same week-by-week cash curve for the whole business, with money still owed on orders you've shipped and supplier orders you've already raised. Choose the same horizon and starting cash as your What-If and the balances match.

Who can do what: anyone on the team can view scenarios. Saving, making a scenario the live plan and undoing it need a role that can manage the catalog — owner, admin or planner.