Collection plan and analysis

After the collection is born (Collections screen), here you decide with numbers: how much to plan per reference, what pre-orders already ask, what sells well and deserves replenishment, what got stuck and goes to markdown, how much the collection made by channel and how much to produce for the coming weeks.

In the collection plan, the Open to buy tab splits the collection budget by category, month and store, with a target margin per line. Fill in the category, month, store (or leave All), amount and margin and click Add budget. The table above shows, by category and month, budgeted, committed, actual and what is left to buy.

The screen became the standard list: search, filters, saved views, columns, export and trash with Undo. Click the record (or New) to open the form, with the detail tabs when there are any.

1. On the "How much can I buy" tab, choose the scenario (base, optimistic or pessimistic), write the reason and, if you want, a % adjustment on the current OTB. 2. Click Save revision: the snapshot gets a number and date and never changes. 3. In Compare (A) and With (B), choose two revisions, or one and the current OTB: the table shows, category by month, the budget of each and the difference.

Sell-through = sold ÷ (sold + stock balance). Above 70% the reference is to REPLENISH; below 30% with stock, to MARK DOWN; in between, watch. Trigger the markdown promotion in Price lists and promotions.

Sums OPEN orders (quote, confirmed, reserved) of the collection's references by size and color, shows the variant's balance and the need (ordered − balance). It is the MRP queue.

Revenue by channel: POS = retail; order with a rep = rep; portal or WhatsApp order = B2B; others = wholesale. Cost of goods sold = quantity sold × real unit cost of completed orders. Taxes by the PRECO.IMPOSTOS_PCT parameter; commissions by the rep's percentage.

Weekly average of the last 12 weeks × month factor (same month last year ÷ monthly average), spread by the sold size curve. Without history, factor 1 and an even curve across the grid sizes. MRP reads this forecast.

Creates a collection DRAFT: references to REPLENISH become "Re-edition" pieces with the justifying number; each trend marked on the Radar becomes a piece with source, date and link. The designer decides — the proposal only organizes what numbers and sources said.

Choose the cost group and the percentage (jersey up 12%, subcontracting up 8%). Tenka redoes each garment’s cost breakdown from the tech sheet, recalculates the margin (price − cost − taxes − commission) and lists the garments that drop below the minimum margin, with the price that restores it. It is a simulation: nothing is saved — use it to renegotiate the input or adjust the price list before the shock reaches the invoice.

People per month = minutes to produce in the month ÷ (minutes per day × efficiency × working days). Minutes come from planned pieces × in-house time on the tech sheet, spread from today to the collection launch; headcount is the people in the cells. When people are short, the card shows the cost of three options: hiring (cost of replacing one person), overtime (hourly cost × 1.5) and subcontracting (external operations price).

If the planned mix (quantity × price of each style) goes above 1.5 times the plan’s sales target, the plan card warns, with the mix value, the ratio and the target. Either the target is too low or the mix is too large for the collection — review one of them before scheduling production.

Sending the plan to the trash does not delete its lines: it goes to the list’s trash with Undo and comes back whole. While it is in the trash, the collection accepts no other plan — restore it from the list’s trash.

They are three different numbers in separate columns: budgeted is the money you planned; committed is what is already in purchase orders and production orders for the collection’s products; actual is what has already left the cash (paid supplier invoices for those products). What is left to buy is budgeted minus committed. If a category bought without a budget, it appears with zero budget and marked as over.

The demand forecast of the collection’s products appears in its own table, at average cost, by category. It says what should sell; actuals say what already left the cash. The two never add up, and the amount left to buy is still budget minus committed.

Sell-through alto com margem baixa ou com estoque zerado cedo demais (venda perdida) é ruim: vendeu tudo porque produziu pouco ou barato. O veredito cruza sell-through, margem e ruptura. A pré-venda em grade e a DRE por canal mostram onde ajustar a próxima coleção.