Skip to main content
Clearly presents sales, margin, purchase limit, expense, and payment results, supporting effective decision-making to achieve the planned results. Click here to watch the Complete Metrics Video.

​
Metrics

For more details about Metrics, follow the steps shown in the images below.
  1. Controllership > Metrics 01 (2)

​
Metrics Toolbar

  1. Metrics home screen. See how each field works in the image below. Metrics 02 (1)
  2. See an example of the Metrics Main Screen. Metrics 03

​
Details of the 4 Pillars

  1. Sales Table Information Metrics 05A
  2. Contribution Table Information Metrics 06
  3. Purchase Limit Table Information Metrics 07
  4. Expense Limit Table Information Metrics 08
N.C.G. = Average difference between (ReceberCaixa.DataVencimento – ReceberCaixa.DataEmissão)
The data comes directly from the ERP: [receberCaixa], [receberCheque], [receberCreditoRotativo], [receberVendaPrazo]
NCG at Zero (Average Payment and Receipt Terms Are Equal).

​
Verifying the EXPENSES Card in Metrics

  1. In the Metrics report, expenses include all Expense (D) entries due within the analyzed period, including those already paid and those still payable.
Access the ERP: Financial / Accounts Payable / Supplier (Date Type: Due Date / Status: All / Type: Expense)VR 05

​
Select/Deselect the Expense Displayed in Controller360

  1. Access the ERP and click the field indicated in the image below. Then search for “Entry Type.” VR 01 VR 02
  2. Follow the steps shown in the image below. VR 03 VR 04

​
Card Details [% Contribution Margin] and [% COGS]

  1. See the details of each Metrics card below. Metrics 09 01

​
Card Details [Projected Result] and [Reserve Amount]

Metrics 09 02Projected Result ==>> ValorReserva + SaldoDespesas + TotalExcessoCompras – (ValorPerda + ValorQuebra);
Variation Calculation
Example: Days 01 to 12/03
-Inventory Variation = Ending Inventory Balance (12) – Beginning Inventory Balance (28/02)
-Variation Percentage = Inventory Variation / Beginning Inventory Balance

1. Note: Information available in the ERP under: Inventory > Inventory Monitoring
2. Note: Regardless of the starting date selected in Metrics, the beginning inventory balance will be the balance at the end of the previous month, which is 28/02 in this example.

​
Card Details [Inventory Variation] and [DDV]

Metrics 09 03

​
Card Details [Sales Trend] + [Average Ticket] + [Receipt Quantity]

  1. See the details of each card below. Metrics 10

​
Card Details [Loss] + [Breakage] and [Consumption]

Metrics 11

​
Card Details [Financial Summary]

Metrics 11 01

​
Details of the [Margin] Types

  1. See the Margin details below. Metrics 12

​
Charts

  1. See the details of the [% Offer Participation] + [% Average Participation by Payment Method] + [Average Due Date Term] charts. Metrics 13

​
[Target vs. Actual] Analysis Charts

  1. Commercial Monitoring / Commercial Category in a CHART
    You can filter the chart view by clicking the icon indicated in the image below. You can analyze sales targets by commercial category, as well as Contributions and Purchases.     Metrics 14 Metrics 14 01 Metrics 14 02

​
Participation Chart [Sales] + [Contribution] and [Purchases]

Metrics 15

​
Commercial Analysis Chart

Metrics 16

​
Financial Analysis Chart

Metrics 17

​
Technical Description

The main cards displayed are:
  • Sales: Displays the sales target, actual sales, the positive difference (within the healthy limit) or negative difference (above the healthy limit), and sales progress according to the selected filter.
  • Contribution: Displays the contribution target and the actual contribution margin, also known as Gross Profit, which represents the amount available to pay expenses.
  • Purchases: Compares budgeted and actual purchases, generating a positive difference (within the healthy limit) or negative difference (above the healthy limit).
    • Purchase Limit: Previous month’s balance (optional) + Floating Purchase Limit + Adjustment Amount.
    • The Accumulated Purchase Limit Balance does not include the previous month’s balance or adjustment amounts.
  • Expenses: Daily expense limit based on the daily contribution target minus the reserve margin percentage defined in the parameters.
  • Accumulated Sales: Displays accumulated sales from the most recent consistency check. A green and happy face indicates that accumulated sales are above the budget, while a red and sad face indicates that they are below the budget.
  • % Contribution Margin: Compares the budgeted and actual contribution margins. When the arrow is green, it points upward and indicates that the actual amount is greater than the budgeted amount, demonstrating an improvement in the margin. When the arrow is red, it points downward and indicates that the actual amount is lower than the budgeted amount.
  • % COGS: Compares the budgeted and actual cost of goods sold. When the arrow is green, it points downward and indicates that the actual amount is lower than the budgeted amount, demonstrating a reduction in the COGS percentage. When the arrow is red, it points upward and indicates that the actual amount is greater than the budgeted amount, demonstrating an increase in costs.
  • Inventory Variation: Displays the percentage difference between the inventory balance on the first day of the selected month and the balance on the last day of the selected period or the day before the current date.
  • DDV: Displays, based on average sales and the inventory balance, how many days the current inventory will last.
  • Accumulated Purchases: Displays accumulated purchases from the most recent consistency check. A yellow face indicates that accumulated purchases are below the budgeted limit, while a red and sad face indicates that they are above the budgeted limit.
  • % Suppliers: Compares suppliers payable against projected receivables. The result is displayed as a percentage. If it is higher than the COGS percentage, it will be highlighted in red, indicating that more supplier payments are becoming due than can be paid according to the receivables projection.
  • % Expenses: Compares expenses payable against projected receivables. The result is displayed as a percentage. If it is higher than the Contribution Margin percentage, it will be highlighted in red, indicating that more expenses are becoming due than can be paid according to the receivables projection.
  • Average Ticket: A sales performance indicator calculated by dividing the total sales amount by the number of sales.
  • Receipt Quantity: The sum of all daily sales completed at the POS terminals.
  • % Loss: Displays the average loss recorded in inventory and compares it with the average from recent months.
  • % Breakage: Displays the average breakage recorded in inventory and compares it with the average from recent months.
  • % Consumption: Displays the average consumption recorded in inventory and compares it with the average from recent months.
  • Average Payment Term: The average time between the issue date and the due date of completed purchases.
  • Average Receipt Term: The average time between the issue date and the due date of receivables (Cash, Credit Card, Debit Card, Check, Revolving Credit, and Credit Sales).
  • Projected Result: The sum of the reserve amount (VC * MR), expense balance, and total excess purchases, minus loss and breakage amounts.
Important:Actual Commercial Monitoring data will be sent and updated after the POS consistency check.Financial Monitoring data will be sent and updated twice a day.