CRM, ERP, purchasing, warehouse, freight forwarders, accounting, banking, and customer communications.
Wholesale, Distribution & Import
See every order, shipment, margin, and cash commitment in one place.
Connect sales orders, purchasing, inventory, freight, landed cost, customer billing, receivables, and cash so the owner can see what is moving, what is stuck, what is profitable, and where intervention is needed.
Illustrative demonstration. The company and figures below are fictional and show how the CairnVoyant framework can be applied.
Illustrative owner viewSummit Stone & Supply
Updated 11 min agoOpen order value$2.48m86 active orders
Blended gross margin31.6%1.8 pts below plan
Inventory at risk$214kAged or slow-moving
13-week cash low$216kWeek 7 · above threshold
Highest-priority actionTwo delayed containers are holding $384k of customer orders and could defer approximately $121k of gross profit.
From order intake to cash collection
An operating system for the entire order-to-cash chain.
The owner view stays current because each sales order is connected to inventory, purchase orders, shipment milestones, landed cost, billing, receivables, and the next required action.
Landed-cost logic, target margins, reorder points, customer terms, approval thresholds, and exception rules.
Open orders, available-to-promise inventory, shipment risk, gross margin, receivables, cash, and commitments.
Quantify the impact, assign owners, escalate deadlines, and track whether the order, margin, or cash issue was recovered.
Interactive sample dashboard
One source of truth for a specialty importer and distributor.
Use the region selector, move through the operating modules, test landed-cost assumptions, and compare the base and delayed-shipment cash outlook.
Summit Stone & Supply · IllustrativeOrder, Inventory, Margin & Cash Operating System
Month to date · Aug 2026
Sources connectedCRM & QuotesERP & OrdersPurchasingWarehouseFreight ForwardersAccountingBank & Cash
Open order value$2.48m+6.4% vs plan
Gross margin31.6%33.4% target
Inventory$1.34m2.8x annualized turns
At-risk inventory$214kAged / slow-moving
AR > 60 days$182k14.7% of receivables
At-risk shipments4$612k order value
13-week cash low$216kWeek 7
Open actions74 due this week
Regional contributionWhat each region is selling, costing, and contributing
Actual vs target| Region | Open orders | Recognized sales | Gross margin | Inventory | AR >60 | Status |
|---|---|---|---|---|---|---|
| West | $1.12m | $744k | 34.1% | $588k | $42k | Healthy |
| Central | $708k | $492k | 31.0% | $401k | $61k | Watch |
| East | $652k | $438k | 28.4% | $351k | $79k | Urgent |
Prioritized exceptionsWhat needs attention now
Estimated impactContainer delaysTwo late vessels are holding $384k of orders and approximately $121k of gross profit.
East region marginFreight and discounting explain 78% of the 5.0-point shortfall versus target.
Aged inventoryFour SKUs account for $137k of inventory older than 180 days.
CollectionsSix customers represent $146k of balances more than 60 days past due.
Highest-value actionRe-route Container SSV-2418 and split the priority customer allocation; expected gross-profit recovery: $74k.
Owner insightRevenue is ahead of plan, but working capital and freight variance are absorbing the benefit. The next decisions are operational, not sales-only.
Quote pipeline$3.76m42% weighted conversion · $1.58m expected
Orders awaiting deposit$418k9 orders · $126k cash not yet collected
Orders blocked$291kCredit, inventory, or customer approval required
Order-to-cash pipelineWhere revenue is sitting today
86 active orders| Stage | Orders | Value | Expected margin | Average age | Next action |
|---|---|---|---|---|---|
| Quoted | 34 | $3.76m | 35.8% | 12 days | Sales follow-up |
| Deposit pending | 9 | $418k | 34.9% | 8 days | Collect deposit |
| Purchase committed | 21 | $1.06m | 32.4% | 27 days | Track supply |
| In transit | 14 | $812k | 31.1% | 39 days | Resolve 4 exceptions |
| Ready to invoice | 8 | $226k | 33.7% | 3 days | Invoice now |
Decision queueActions that move orders or cash
Owner assignedTodayApprove alternate vessel for SSV-2418Urgent
TodayRelease credit hold for North Bay DesignReview
Aug 6Collect $48k deposit from Mason WorksSales
Aug 7Reprice three low-margin quotesMargin
Aug 9Invoice eight delivered ordersCash
Inventory healthAvailability, aging, and working capital
$1.34m totalAvailable / current demand$724k
Allocated to orders$338k
In transit$278k
Aged >180 days$137k
Obsolete / damaged$41k
Working-capital opportunityReducing the four slowest SKUs to target levels would release approximately $96k of cash.
The view links each aged SKU to historical demand, committed orders, supplier minimums, and a recommended action.
SKU exceptionsItems requiring a decision
Top 5 by value| SKU | On hand | Months supply | Aged value | Suggested action |
|---|---|---|---|---|
| Calacatta 2cm | 47 slabs | 9.4 | $48k | Bundle / promote |
| Verde Honed | 61 slabs | 13.1 | $39k | Stop reorder |
| Travertine Ivory | 96 tiles | 7.8 | $27k | Reprice |
| Basalt Flamed | 54 pieces | 8.2 | $23k | Transfer East |
| Quartzite Blue | 18 slabs | 2.1 | $0 | Reorder |
Landed-cost scenarioTest price, freight, FX, and duty before committing
Illustrative container · 1,120 unitsSupplier invoice$184,000
Ocean freight$24,000
Duty & port cost8.0%
Expected selling price / unit$325
Total landed cost$224.7k
Landed cost / unit$200.63
Gross margin38.3%
Gross profit$139.3k
Cash committed$208.0k
Price for 33% margin$299
Decision guidanceThe container clears the 33% target margin with room for normal handling variance.
Changing freight or supplier cost immediately shows whether pricing, order size, or supplier terms need to change before approval.
Shipment milestonesWhat is moving and what is slipping
18 active inbound shipmentsAug 5SSV-2412 · Los Angeles dischargeOn time
Aug 8SSV-2418 · Port departure missed6 days late
Aug 10SSV-2420 · Customs documents dueOwner needed
Aug 14SSV-2423 · Transshipment connectionAt risk
Aug 18SSV-2425 · Warehouse appointmentBooked
Exception economicsOperational issue translated into business impact
Current exposureDelayed order value$612k17 customer orders across four inbound shipments
Gross profit at risk$184kBefore expedite, demurrage, or customer concessions
Expected recovery$126kFrom rerouting, split allocation, and revised delivery sequencing
Exception queueEach issue has an owner, deadline, and quantified impact
4 active| Shipment | Issue | Orders affected | Impact | Owner | Next action | Due |
|---|---|---|---|---|---|---|
| SSV-2418 | Missed sailing | 8 | $74k GP | Logistics | Approve alternate vessel | Today |
| SSV-2423 | Tight connection | 4 | $31k GP | Forwarder | Confirm priority transfer | Aug 6 |
| SSV-2420 | Document mismatch | 3 | $12k fees | Purchasing | Correct packing list | Aug 7 |
| SSV-2415 | Warehouse congestion | 2 | $7k GP | Operations | Move appointment | Aug 8 |
Forward visibility13-week ending cash forecast
Cash interpretationBase case remains above the $175k management threshold, with a $216k low point in week 7.
The forecast includes supplier deposits, freight, duty, payroll, rent, customer collections, and planned inventory purchases.
ReceivablesCustomer balances and collection priority
$1.24m totalCurrent$669k
1–30 days$260k
31–60 days$124k
61–90 days$99k
90+ days$83k
| Customer | Balance | Oldest | Next commitment |
|---|---|---|---|
| North Bay Design | $54k | 83 days | Payment plan due today |
| Arcadia Builders | $41k | 76 days | Owner call Aug 6 |
| Mason Works | $29k | 62 days | ACH expected Aug 7 |
| Studio Eleven | $22k | 59 days | Invoice dispute review |
Supplier spend YTD$4.84mTop 5 suppliers represent 71%
Purchase-price variance+$96k2.1% unfavorable versus standard
On-time-in-full88.4%92% target
Supplier scorecardCost, reliability, quality, and working capital
Rolling 12 months| Supplier | Spend | Price variance | On-time | Defects | Terms | Status |
|---|---|---|---|---|---|---|
| Alba Quarries | $1.26m | +3.2% | 84% | 1.8% | 30/70 | Renegotiate |
| Verona Stoneworks | $944k | -0.8% | 95% | 0.7% | 20/80 | Preferred |
| Anatolia Select | $716k | +1.1% | 89% | 1.2% | 50/50 | Watch |
| Lusso Surfaces | $528k | +4.4% | 78% | 2.5% | 40/60 | Alternative source |
Category marginRevenue is not the same as contribution
MTDPremium slabs39.6%
Standard slabs33.0%
Tile & cut-to-size28.4%
Clearance inventory14.7%
Margin actionFreight surcharges and minimum-order fees should be incorporated into five customer price books.
At current run rate, the pricing update would recover approximately $118k of annual gross profit.
Illustrative data only. A real implementation would use the client’s actual products, suppliers, customers, warehouses, accounts, landed-cost rules, targets, approval thresholds, and operating cadence.
Start with one recurring operating question
Build the owner view around how orders become margin and cash.
In a free 30-minute review, we can examine one order, inventory, shipment, margin, or cash problem, identify the sources and decisions underneath it, and outline a practical first version.