The moment to know whether a sale is worth making is while you are making it — not in an audit eleven months later.
Discounts at a counter are given on instinct: a regular asks, a competitor is cheaper, the month is slow. Without the cost in view, the instinct is the only guide, and a line can be sold below cost for months before anybody notices.
Showing the profit on the bill as it is being raised puts the number where the decision is. It changes nothing about how you sell — it just means the person agreeing the rate knows what is left after it.
From the purchases that brought the stock in.
Items, quantities, and the rate being offered.
Profit on the bill, before it is saved.
Bill-wise and item-wise, across the period.
The bill itself — how it is raised, what it looks like when it reaches the customer, and what it tells you afterwards. A bill here is the same document whether it is typed on a phone at a counter or on a desktop in an office, and it carries your numbering, your logo and your terms.
This is the first thing most businesses use and the last thing they stop using: a bill starts the stock movement, the ledger entry and the tax record all at once.
The wider views of the same question.
Bill-wise profit · Item-wise profit and loss · Party-wise profit and loss
Every feature, by plan →From the item, kept current by the purchases that brought the stock in.
That is a permissions question — roles decide which screens each person can open, profit included.
Yes, which is the point: the figure reflects the rate actually being offered.
A line sold below cost is usually discovered months after the habit formed.
