Selling a product that has already run out, buying merchandise that is still in storage, or discovering discrepancies when closing the month are signs of a common problem: the inventory record does not reflect what is happening in the business.
Inventory control for small businesses means knowing what you have, where it is, and which movements changed its quantities. It can start with a simple catalog, as long as everyone records operations in the same way and someone is responsible for reviewing discrepancies.
This guide proposes a routine for retailers and SMBs in Mexico that need to organize their merchandise before expanding their catalog, opening another location, or selling through more channels.
1. Define what you are going to count
Create a separate record for each item that needs independent tracking. If you sell T-shirts, a black medium should not share inventory with a blue large. Use a stable internal code to identify each variant, even if its commercial name changes.
Do not mix purchasing and selling units. If you receive a box with twelve pieces and sell by the piece, record the equivalence. Otherwise, someone might enter a box as a single unit or deduct twelve when they only sold one.
Your initial catalog may include these details:
- Clave interna, nombre y variante del artículo.
- Unidad de medida y equivalencias cuando corresponda.
- Ubicación física y proveedor habitual.
- Existencia inicial verificada mediante conteo.
- Tiempo habitual de reposición y observaciones relevantes.
2. Perform a starting count
Before relying on a previous figure, count the available merchandise. Choose a time with little activity or define the areas to be reviewed. If sales continue, record what comes in and goes out during the count separately.
Separate damaged merchandise, returns pending review, and products set aside. The fact that something is physically in the store does not mean it can be sold. Define the conditions it must meet to be included in the availability shown to the sales team.
Keep the date of the count and who performed it. If a discrepancy appears, you will have a starting point for investigating it instead of changing the number without an explanation.
3. Record every movement when it occurs
Purchases and sales are only one part of inventory control. Returns, shrinkage, samples, internal consumption, and transfers between locations also change inventory levels. Create easy-to-understand reasons so no one uses a generic category for everything.
Each movement must indicate the item, quantity, date, reason, and person responsible. When applicable, add the purchase, sale, or return reference. The goal is to be able to reconstruct a discrepancy without relying on the memory of whoever was on duty.
A transfer deserves special attention: the pieces leave one location and arrive at another. Define how to record the period in transit and who confirms receipt. Prevent both locations from considering them available at the same time.
4. Distinguish physical inventory from available inventory
Suppose a store has thirty tumblers. Four are set aside for an order and two are damaged. In this example, availability for new sales would be twenty-four pieces, even though the physical count still shows thirty.
Document when a reservation blocks merchandise, how long it lasts, and what happens if it is canceled. Apply the same rule to the counter and digital channels. If each person interprets reservations differently, the record loses its usefulness.
Also check how your tool handles returns. A product received back should not always go directly back on sale; it may first require inspection.
5. Plan replenishment using data from your operations
To decide when to buy, observe how much you sell and how long the supplier actually takes. An initial reference is to calculate the expected demand during that period and add a reasonable buffer for variations.
For example, if you sell five pieces a day and the supplier usually takes four days, you would need twenty to cover that period under those conditions. If you decide to keep ten additional pieces as a buffer, you would review replenishment at around thirty available pieces.
These figures are an example, not a universal recommendation. Adjust the criterion for seasons, promotions, extraordinary orders, perishable products, or delays. Also consider pending purchases and delivery commitments to avoid replenishing the same thing twice.
6. Count in batches and correct the cause
You do not need to wait for the annual closing to discover errors. Schedule reviews of small groups: high-volume items, costly products, or references that often show discrepancies. Define the frequency according to risk and team capacity.
When the count does not match, review movements before adjusting. Look for unrecorded sales, incorrectly entered units, or incomplete transfers. The adjustment corrects the balance; changing the practice that caused the error helps prevent it from happening again.
What to review each week
- Productos agotados que todavía se ofrecen a clientes.
- Diferencias entre conteos físicos y cantidades registradas.
- Mercancía con poca salida o apartados vencidos.
- Pedidos de compra pendientes y retrasos del proveedor.
- Movimientos sin motivo claro o sin responsable.
How to evaluate an inventory tool
Bring a product with variants, a return, and a real transfer to the demonstration. Ask them to walk through the complete process and review who can modify quantities. Confirm the features and limitations your operations need before signing up.
Onix Board offers catalog and inventory management, with visibility into inventory by location within its digital commerce ecosystem. Request a demo at onixboard.com to evaluate how it fits with your products and the way you sell.