Manage inventory control and back orders

I need the weekly inventory report sent to warehouse ops and purchasing with a clear backorder list and reconciliation. Pull this month’s stock ledger and sales picks, reconcile physical counts against system on the fourth of July batch, list items with negative on-hand and supplier lead time, then email the procurement lead, Maria Santos, and the warehouse manager, Tom Keller, asking for confirmation and expected ship dates; hold sending until you verify counts for SKUs 1124, 1130 and 1187.

Before I send the inventory snapshot to Maria in purchasing and Tom in warehouse, make it easy to act on. Put the total backorder value and top ten SKUs by dollar impact on the first sheet, highlight any item with supplier lead time over 21 days, and flag SKUs failing reconciliation. Add a one-line recommended action for each flagged SKU: expedite, consolidate, cancel. Keep the audit trail so I can show how counts changed since last week.

We just finished the cycle count and SKU 1130 shows 300-unit shortage against the ledger. Maria in procurement is blaming supplier short-ships; Tom in warehouse says the last two pick runs had no exceptions. I don’t know whether this is a recording error, theft, or supplier issue, and I can’t yet rerun last week’s receiving detail. What is the most likely diagnosis and the best next move so I can stop the stock from being double-ordered or delayed to customers?

Month after month we lose time reconciling physical counts to the system, and I keep sending the same exception report to Maria and Tom with no durable fix. Where are we leaking time and credibility — counting process, receiving records, or supplier confirmations — and which habit should I change first to reduce these recurring backorders and clean reconciliations?