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It is calculated to see if a business has an excessive inventory in comparison to its sales level. The equation for inventory turnover equals the cost of goods sold divided by the average inventory. Inventory turnover is also known as inventory turns, merchandise turnover, stockturn, stock turns, turns, and stock turnover.
The average inventory is the average of inventory levels at the beginning and end of an accounting period, and COGS/day is calculated by dividing the total cost of goods sold per year by the number of days in the accounting period, generally 365 days. [3] This is equivalent to the 'average days to sell the inventory' which is calculated as: [4]
Accounts Payable / Annual Credit Purchases × 365 Days Asset turnover [21] Net Sales / Total Assets Stock turnover ratio [22] [23] Cost of Goods Sold / Average Inventory Receivables Turnover Ratio [24] Net Credit Sales / Average Net Receivables Inventory conversion ratio [5] 365 Days / Inventory Turnover ...
Average Days to Sell Inventory = Number of Days a Year / Inventory Turnover Ratio = 365 days a year / Inventory Turnover Ratio This ratio estimates how many times the inventory turns over a year. This number tells how much cash/goods are tied up waiting for the process and is a critical measure of process reliability and effectiveness.
Good observation. The formula shown here for days inventory mathematically is correct. However, a more intuitive way of thinking about it is to take days/turnover. Using days rather than 365 makes the formula more general. If you are looking at a year's data of Cost of Goods Sold, you use 365 days, but if it's a quarter, use 90, 91 days.
If she uses FIFO, her costs are 20 (10+10). If she uses average cost, her costs are 22 ( (10+10+12+12)/4 x 2). If she uses LIFO, her costs are 24 (12+12). Thus, her profit for accounting and tax purposes may be 20, 18, or 16, depending on her inventory method. After the sales, her inventory values are either 20, 22 or 24.
the Operating cycle emerges as interval A→D (i.e. owing cash→collecting cash) the Inventory conversion period or "Days inventory outstanding" emerges as interval A→B (i.e. owing cash→being owed cash) the Receivables conversion period (or "Days sales outstanding") emerges as interval B→D (i.e.being owed cash→collecting cash)
Without inventory optimization, companies commonly set inventory targets using rules of thumb or single stage calculations. Rules of thumb normally involve setting a number of days of supply as a coverage target. Single stage calculations look at a single item in a single location and calculate the amount of inventory required to meet demand. [11]