What usually goes wrong
Four problems, and what changes. None of these are failures of effort. They are failures of visibility, which is a different problem with a different fix.
The write-off you only see at the end of the week Stock goes out the back in ones and twos. By Sunday the number is real money, but nobody can say which batch it came from or what could have moved it.
Every loss is tied to a batch, a received date and the action taken, so the weekly figure comes with an explanation.
Nobody whose only job is inventory The person counting stock is also the person building arrangements, answering the phone and managing the rider. Counting loses.
The record builds itself from intake and order activity, so the stock position is current without a dedicated count.
Three notebooks and a chat thread Orders in one place, stock in another, customer preferences remembered by one person who is on leave this week.
One view across stock, orders, delivery windows and customer history, readable by whoever is on shift.
Peak weeks that cost more than they earn Buying for a festival in the same week as the festival means paying peak wholesale rates and still running short.
A fourteen-day demand view with the buying consequence attached, so the pre-book happens at a standing rate.