Which departments are off plan
Percent above or below the current plan, season to date. The company total looks flat because these offset each other, which is what a single top-line number hides.
Chronic, or one bad month
Every closed month of FY2026, by department. A row that is red all the way across is a different problem from a row with one red cell.
What to look for: a single dark cell is a month to explain. A whole red row is a plan to reset.
What the sales cost in margin
Sales against plan on the horizontal, markdown against plan on the vertical. Size is planned volume. The dashed line is the typical department.
Above the dashed line and to the right means the department made its number and paid more than its peers to do it. The sales number is met; the margin is not.
Whether the sales were bought with markdown
Sales and markdown, each against its own plan. A department can land its sales number and still be a problem if it discounted to get there.
What to look for: a green variance next to a high markdown number. The sales came, but they cost more margin than planned.
Where the year stands
Actual against plan by month. The solid line stops at the last closed month; the dashed line is what the rest of the year is planned to do.
Three years
Closed years, then the current plan.
What the reforecast changed
Forecast against the budget finance set before the year started. Positive means the department was raised in season, negative means it was cut.
What to look for: a department that was cut here and is still behind on the Variance tab. It has missed twice: once against the original budget when it was cut, and again against the lower plan.
How much of the rest of the year is bought
Planned receipts by month, split into what is on order and what is still open. Near months should be nearly covered and far months should not, so the number to question is a low percentage on a close month.
How the plan ties together
The full year plan as one identity. Opening inventory, plus what you receive, less what you sell, mark down and lose, equals what you close with.
Receipts are the only line you control here. Everything else is already committed or a forecast. Receipts are the one decision still open.
Where the open buy is concentrated
Remaining dollars to commit, by department, largest first. This is the list to work down.
Which orders are already late
Each receipt has a date by which the order had to be placed, counted back from the delivery month by the vendor's lead time. At sixteen to eighteen weeks out of India, a November receipt needed its order in July.
Past due means the date has passed and the buy is still uncovered. Those are the lines to chase today; the rest can wait.
What is actually selling
Top styles by sales dollars. Switch channel above and the order changes: each channel sells a different mix.
Which prints are working
Prints cut across departments, so a print that is selling everywhere has no line of its own in a departmental plan.
How prints cut across the plan
Prints on the left of the circle, departments on the right. Each ribbon is one print selling inside one department, sized by sales.
Why this is not in the plan: the buy is built by department, so a print that sells everywhere has no line of its own. It shows up only as small gains in several departments at once.
Style detail
Units, sales and inventory position by style. Use it to find the style behind a department that missed.