> For the complete documentation index, see [llms.txt](https://kb.logicerp.com/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://kb.logicerp.com/logic-erp-learning-hub-tutorials-and-best-practices/reports-queries/financial-analysis/periodic-performance-report.md). # Periodic Performance Report Navigate to **Reports/Queries\Financial Analysis** and click on "Periodic Performance Report". ## What this report tells you It is your **business health check for a period** — a month, a quarter, a year, whatever you choose within one financial year. One report, read top to bottom, tells you what you sold and bought, what stock and cash you are sitting on, who owes you money and how long they have owed it, what you earned after costs, and which customers and products the business actually depends on. It is the report to open when someone asks *how did we do last month?* and you want a proper answer rather than a sales figure. You choose which sections appear, so it can be a one-page summary for a weekly review or a full analysis for a board meeting. You can also put **each branch in its own column**, and, by ticking the **LAST YEAR** and **VAR %** columns, **compare against an earlier period**, so you are looking at movement rather than a single snapshot. All the settings are described one by one in [**Periodic Performance Report - Configuration**](/logic-erp-learning-hub-tutorials-and-best-practices/reports-queries/financial-analysis/periodic-performance-report/periodic-performance-report-configuration.md). ## If you used the earlier version of this report This report has been rebuilt. It is in the same place under the same name. Setups saved in the earlier version are not carried over, so create your setup once and save it. None of your data is affected. ### A good starting set **A new setup starts with every section ticked.** Untick everything except these six, then save it: * Sales * Purchases * Stock Position * Total Outstanding Receivable * Top 10 Selling Parties * Profitability That gives you a readable one-page summary. Save it under a name you will recognise — *Monthly Review*, say — and add sections as you find you want them. You can keep several saved setups side by side: a short weekly one, a fuller monthly one, and a detailed year-end one. **A tip while you are in the settings:** each setting shows a short explanation at the bottom of the settings window. If you are unsure what something does, the answer is there. ## What you can put in it There are 34 sections, each switched on or off on its own, plus two options that add detail to other sections. The sections print in a fixed order, which is not the order of the settings list — for example, **Concentration / Dependency** always prints last. Here they are grouped by the question they answer. ### How did we trade? | Section | Tells you | | --------------------- | -------------------------------------------------------------------------------------------------------- | | Sales | Gross sales, less returns, net sales — with the inter-branch transfer part shown on its own line | | Purchases | Gross purchases, less returns, net purchases — with the inter-branch transfer part shown on its own line | | Stock Position | What your closing stock is worth | | Valuation Of Stock | Closing stock valued as quantity × rate | | Profit and Loss | The trading statement, from sales down to net profit | | Profitability | Gross profit and net profit, each as a percentage of sales, with the expenses between them | | Gross Profit (Actual) | Your real margin — what you sold, less what those goods actually cost | | Expense Analysis | Where the money went, largest expense first | ### Where is the cash? | Section | Tells you | | --------------------------------------- | --------------------------------------------------------------------------------- | | Bank Account | Opening balance through to closing, adjusted for cheques not yet cleared | | Fund Flow Planning During Next 10 Days | What is due to come in over the next few days, split into overdue and falling due | | Fund Flow - Payable Side & Net Position | What is due to go out, and your net cash position | | Collection Efficiency % | How much of what you could have collected, you did collect | ### Who owes us, and for how long? | Section | Tells you | | ----------------------------------------------------------------------------------------- | ---------------------------------------------------------------------------------------------------------------------------------------------- | | Total Outstanding Receivable, Total Outstanding Payable Age Wise | Ageing on both sides, in your chosen day ranges | | Total Outstanding Receivable - Top 10 Parties, Total Outstanding Payable - Top 10 Parties | Balance by customer, and by supplier. These use account balances, so their totals can differ from the age-wise totals, which use pending bills | | Top 10 Parties With Highest Debit Balance | Who owes you the most at the end of the period | | Top 10 Parties Collection Wise | Who actually paid you in the period | | Receivable / Payable Quality | How much of the debt is stale rather than current | ### Who is the business built on? | Section | Tells you | | ------------------------------------------------------- | ------------------------------------------------------------------- | | Sales Analysis | Sales totals, averages and customer counts | | Area wise Sales Analysis | Sales split by customer group or region | | Top 10 Selling Parties | Your best customers, ranked | | No. of Parties Being Sold Above 50000 During The Period | How many customers bought more than an amount you set | | New / Repeat / Lapsed Parties | Who is new, who keeps coming back, who has stopped | | Top 10 Parties By Growth / Decline | Who is growing and who is falling away | | Top 10 Item Groups, Top 10 Agents | Best-selling ranges, best-performing agents — two separate sections | | Concentration / Dependency | How much of the business rests on a few names | ### Are we running efficiently? | Section | Tells you | | ----------------------------------------------------------------- | ----------------------------------------------------------------------------------------- | | Stock Days, Outstanding Collection Days, Outstanding Payable Days | How many days of sales are tied up in stock, in debtors, in creditors | | Cash Conversion Cycle | The three together — how long your cash is locked up | | Turnover and Trading Efficiency | Stock turnover, returns, purchases and expenses as a share of sales, and per-unit figures | | Working Capital and Liquidity | Your working capital and the ratios that follow from it | The two options that add detail rather than printing a section of their own: * **Party & Growth Ratios** adds retention, churn and new-party percentages to New / Repeat / Lapsed Parties, and an operating-leverage line to Profitability. * **Expense Analysis by Trading / BS Group** lists Expense Analysis by your Trading Account groups instead of account by account. The numbers in the section names — 10 parties, 10 days, 50000 — follow your own settings. You will not want all of these at once. A report with everything switched on is long enough that the important parts get lost in it. ## Comparing your branches If you run more than one branch, this is the feature worth knowing about. Normally the report gives you one consolidated set of figures for the whole business. Set **Show Amount Columns** to **Branch** and you get a column for each branch beside the consolidated total — all the way down the report. Sales by branch, stock by branch, outstanding by branch, profit by branch, on one page. The ranked lists are ranked on the whole-business figure, with each branch's share shown beside it. It turns the report from *how did the business do* into *how did each branch do*, which is usually the more useful question. ### Branches or branch groups? You can column by individual branch, or by branch group. **If you have more than a handful of branches, set Show Amount Columns to Branch Groups.** Twenty branches will not fit across a page legibly; the regions or zones above them usually will. Choose the grouping level with **Branch Group Level**. **Maximum Branch / Group Columns** limits how many columns will be built — 12 to start with, and up to 60. If a run would need more, the report stops with a message rather than cutting columns, so select fewer branches, switch to branch groups, or raise the limit. ### Filtering is not the same as columning These are two different things and it is worth keeping them apart: * **Filtering to a branch** — selecting branches when you run the report. This narrows which figures are included. * **Branch columns** — breaking the figures out into a column each. You can do either, both, or neither. If you leave **Show Amount Columns** at **None (Consolidated)**, you get one set of figures for the whole business. There is also **Show Data For Current Branch Only**, which restricts everything to the branch you are logged into. ## Comparing with an earlier period A figure on its own tells you less than a figure next to what it was. Choose the earlier period in **Compare With** — **Same Period Last Year** or **Previous Period** — then tick the **LAST YEAR** and **VAR %** columns in the report's column settings. They are hidden until you do. **LAST YEAR** shows the same figure for that earlier period, and **VAR %** the change as a percentage. The column is headed **LAST YEAR** whichever period you choose. Most amounts and ratios get an earlier-period figure, so you see not just whether sales rose, but whether your margin held, whether debtors grew faster than sales, and whether expenses kept pace. **Stock Days**, **Outstanding Collection Days**, **Outstanding Payable Days** and **Cash Conversion Cycle** do not get one. The comparison columns stay blank if the earlier period runs across two financial years. **One thing to expect:** with **LAST YEAR** or **VAR %** ticked, the report works out most figures twice, so it takes noticeably longer. That is normal. If you want a quick look, leave those columns off; turn them on when you are doing a proper review. There is also a **% OF SALES** column, which shows the period's amounts — sales, purchases, expenses, collections — as a share of your turnover. It is useful on expenses: an expense that rose 10% while sales rose 30% has actually fallen as a share of the business, and this column shows that at a glance. It does not need a comparison. ## Settings that change your figures Most settings just switch sections on and off. These four actually change the numbers, so they are worth understanding once. ### How your closing stock is worked out **Stock Position Basis** offers two choices: * **GP Ratio (Estimated)** — the default. Closing stock is estimated from sales, using the **GP Ratio %** you enter. Quick, but it is an estimate resting on an assumption. * **Actual Stock Valuation** — the real figure, valued from the stock you actually hold. Use the valuation basis if you can. Three lines of **Turnover and Trading Efficiency** — cost of goods sold, average stock and stock turnover — need it, and show NIL on the estimated basis. ### Making it agree with your Trading Account **Sale / Purchase / Expense Basis** decides which accounts count as sales, purchases and expenses: **Account Type** (the default) or **Trading Account Groups**. Set it to **Trading Account Groups** and this report and your Trading Account will agree with each other — net sales, gross profit, expenses and net profit all tie. If the two reports have ever disagreed and you have had to explain why, this is the setting that fixes it. It does need your account groups to be properly set up; if they are not, the report stops with a message. ### Stock moved between your own branches **Inter Branch Transfers** decides whether stock you move between your own branches counts in the ranking and counting sections: **Include Inter Branch Transfers** (the default), **Exclude Inter Branch Transfers**, or **Only Inter Branch Transfers**. It does **not** affect sales, purchases, stock, bank or profit — Sales and Purchases always show the transfer part on its own line. It only affects sections like top customers and area analysis, where counting an internal transfer as a sale would distort the picture. Any section that is leaving transfers out, or showing them alone, says so in its heading. ### How outstanding is measured Two choices under **Outstanding Basis**: * **Bill Wise (Bill Less Adjustments)** — the default. Each bill, less the receipts matched against it. Accurate only if your receipts are actually matched to specific bills. * **Ledger Balance** — the customer's account balance, the same figure your balance sheet shows, spread back across their bills. **Ledger Balance is the safer choice** unless you know your receipts are consistently matched to bills. Also here: **Ageing Buckets**, where you type your day ranges as a simple comma-separated list — `30,60,90,120`. Anything older than the last figure falls into a final range. You can type up to eight figures, in ascending order, giving up to nine ranges. **Overdue Analysis On** decides whether a bill's age counts from its due date or its bill date, and **Outstanding Analysis On** whether the ageing covers all bills or only those already due. ## Reading it, and acting on it The report prints top to bottom in a fixed order. A practical way to read it: **1. Start with the trading figures.** Sales, purchases, stock, profit. Are you ahead or behind? With the comparison columns on, the VAR % answers that immediately. **2. Then look at cash and collection.** Healthy sales with poor collection is a problem waiting to arrive. Check outstanding receivable, collection days, and collection efficiency together — they tell one story. **3. Then the ageing.** Not just how much is owed, but how long it has been owed. The Receivable / Payable Quality section shows how much of the book is stale rather than current, which is what actually matters. **4. Then dependency.** Concentration shows how much of your turnover rests on a handful of customers. New / Repeat / Lapsed shows whether you are gaining or quietly losing customers — a business can post record sales while losing customers, and only this section shows it. **5. Finally the efficiency ratios.** Stock days, collection days, payable days and the cash conversion cycle. These move slowly, so they are worth reviewing quarterly rather than monthly. ### Numbers worth watching month to month | Figure | Where it prints | What a rise means | | ----------------------------------- | ----------------------------- | --------------------------------------------- | | Outstanding Collection Days | its own section | Money is taking longer to come in | | Stock Days | its own section | More cash is tied up in stock | | Cash Conversion Cycle | its own section | Cash is locked up longer overall | | Share of debt in the oldest range | Receivable / Payable Quality | Debt is going bad rather than being collected | | Lapsed Parties | New / Repeat / Lapsed Parties | You are losing customers, whatever sales say | | Share of sales from the top parties | Concentration / Dependency | You are increasingly dependent on a few names | Single readings are of limited use. The value is in the direction of travel. The comparison columns show it for most figures; for the day counts, run the report each month and compare the runs. ## Common questions **Some figures are worked out differently from the earlier version.** * The ranked sales and collection lists cover the period you choose. The debit-balance list is the balance at the end of the period. * Opening figures are taken as at the day before your period starts. * The blank (NIL) account is left out of the rankings. * On **Trading Account Groups**, expenses follow your profit-and-loss groups, which is what makes the report tie to the Trading Account. **A section or a line is blank.** Usually it needs something else switched on: * Cost of goods sold, average stock and stock turnover need **Actual Stock Valuation**. * The payable quality rows need **Total Outstanding Payable Age Wise**. * The per-unit lines of Turnover and Trading Efficiency need **Gross Profit (Actual)**. * The party ratios need the sections that supply their counts, and operating leverage needs a comparison. * The receivable and payable concentration lines need **Order Party Wise Outstanding By** set to **Outstanding Amount (highest first)**. * A few sections need particular master data, such as account groups or item groups, to be set up. **It is slow.** Check whether the **LAST YEAR** or **VAR %** columns are ticked. With them, most figures are worked out twice. Untick them for a quick look. **This report and my Trading Account do not agree.** Set **Sale / Purchase / Expense Basis** to **Trading Account Groups**. With that set, and your account groups in place, the two tie exactly. **There are too many branch columns to read, or the report stops with "Too Many Branch Columns".** Switch from individual branches to branch groups, or select fewer branches when running the report. Raising **Maximum Branch / Group Columns** lets the report build more columns; lowering it does not trim them. **The report is very long.** You have more sections switched on than you need. Save a short setup for routine reviews and a fuller one for month or year end. ## Getting good results from it **Keep two or three saved setups.** A short one for the weekly look, a fuller one for the monthly review, a complete one for year end. Switching between them is quicker than rearranging sections each time. **Run it on the same day each month.** Comparisons only mean something when the periods are comparable. **Tick the comparison columns for reviews, untick them for quick checks.** They roughly double the time. Worth it when you are studying the figures, not when you just want today's sales. **Use the valuation stock basis if you can.** It gives a real stock figure rather than an estimate, and fills in the stock-turnover lines. **Set the account basis once, properly.** Getting this report to agree with your Trading Account is worth the few minutes it takes, because you will never again have to explain why two reports disagree. **Watch the direction, not the number.** One month's collection days figure means little. Three months of it rising means something. **Show your branches separately.** If you run several branches, a consolidated total hides the branch that is drifting. 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