{"id":3875,"date":"2026-09-28T18:55:22","date_gmt":"2026-09-28T18:55:22","guid":{"rendered":"https:\/\/vega.co.ke\/blog\/?p=3875"},"modified":"2026-09-28T18:55:22","modified_gmt":"2026-09-28T18:55:22","slug":"supplier-lead-time-tracking-kenya","status":"publish","type":"post","link":"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/","title":{"rendered":"Supplier Lead Time Tracking: 12 Smart Steps for Better Reordering"},"content":{"rendered":"<p>Supplier lead time tracking helps a retailer understand how long stock really takes to arrive after an order is placed. A promise of delivery tomorrow is useful, but a record of actual delivery dates gives the shop a firmer basis for deciding when to reorder and which delays need attention.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/vega.co.ke\/blog\/wp-content\/uploads\/2026\/09\/vega-supplier-lead-time.png\" alt=\"supplier lead time tracking guide by Vega POS \u2014 0725345345\" width=\"1672\" height=\"941\" \/><\/p>\n<p>For Kenyan shops, the practical goal is to connect purchasing decisions with reliable receiving evidence. This supplier lead time tracking guide covers twelve checks you can adapt to your operation. Explore <a href=\"https:\/\/vega.co.ke\/#features\">Vega POS features<\/a>, then call <a href=\"tel:+254725345345\">0725345345<\/a> to discuss a demonstration using your purchasing and stock workflow.<\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_85 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#1_Define_the_start_and_finish_clearly\" >1. Define the start and finish clearly<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#2_Use_one_order_reference_throughout\" >2. Use one order reference throughout<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#3_Record_promised_and_actual_dates_separately\" >3. Record promised and actual dates separately<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#4_Agree_calendar_days_or_working_days\" >4. Agree calendar days or working days<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#5_Track_partial_deliveries_honestly\" >5. Track partial deliveries honestly<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#6_Separate_supplier_delay_from_internal_delay\" >6. Separate supplier delay from internal delay<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#7_Compare_similar_products_and_order_types\" >7. Compare similar products and order types<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#8_Look_beyond_a_simple_average\" >8. Look beyond a simple average<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#9_Connect_lead_time_with_reorder_planning\" >9. Connect lead time with reorder planning<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#10_Investigate_late_orders_before_duplicating_them\" >10. Investigate late orders before duplicating them<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#11_Include_quality_and_completeness_in_reviews\" >11. Include quality and completeness in reviews<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#12_Review_supplier_lead_time_tracking_regularly\" >12. Review supplier lead time tracking regularly<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#An_illustrative_reorder_conversation\" >An illustrative reorder conversation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#A_practical_weekly_supplier_review\" >A practical weekly supplier review<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#Related_platforms_and_useful_destinations\" >Related platforms and useful destinations<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#Keep_the_record_simple_enough_to_maintain\" >Keep the record simple enough to maintain<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#Frequently_asked_questions\" >Frequently asked questions<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#What_if_suppliers_do_not_confirm_dates\" >What if suppliers do not confirm dates?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#How_much_history_is_enough\" >How much history is enough?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/vega.co.ke\/blog\/supplier-lead-time-tracking-kenya\/#Where_should_our_shop_begin\" >Where should our shop begin?<\/a><\/li><\/ul><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"1_Define_the_start_and_finish_clearly\"><\/span>1. Define the start and finish clearly<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Choose the event that starts the clock. It could be when an authorised order is sent or when a supplier confirms acceptance. These events may happen on different days. If one staff member measures from a draft order and another from confirmation, the resulting figures will not support a fair comparison.<\/p>\n<p>Define the finish with equal care. Arrival at the gate, completion of inspection and availability for sale are different moments. A useful operational measure often ends when accepted stock is available to the business. Keep other timestamps where they explain delays, and label the selected measure so everyone interprets it consistently.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"2_Use_one_order_reference_throughout\"><\/span>2. Use one order reference throughout<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Assign a reference that appears on the order, supplier confirmation, delivery paperwork and receiving entry. A consistent reference makes it easier to connect the original request with the final outcome. Without it, staff may accidentally compare a delivery with a later order for the same product and supplier.<\/p>\n<p>Supplier lead time tracking should follow the purchase rather than depend on memory or scattered messages. Record who placed the order and where supporting documents are stored. If the supplier uses a different reference, keep the relationship visible so receiving staff can match the delivery without reconstructing the conversation.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"3_Record_promised_and_actual_dates_separately\"><\/span>3. Record promised and actual dates separately<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The promised date tells you what the supplier committed to at the time. The actual date tells you what happened. Replacing the original promise whenever a delay occurs removes useful evidence. Keep the initial promise and record revisions with their dates and reasons so the complete sequence remains understandable.<\/p>\n<p>This distinction helps separate a long but reliable delivery cycle from a short promise that is frequently missed. Both situations influence purchasing, but they require different responses. A shop may plan around a predictable interval more easily than an uncertain one, even where the average number of days looks similar.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"4_Agree_calendar_days_or_working_days\"><\/span>4. Agree calendar days or working days<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Choose one counting convention for your main measure. Calendar days include weekends and holidays; working days depend on the relevant operating schedule. Neither label is meaningful unless the team knows how it is applied. Document the rule and use it consistently across the orders included in a comparison.<\/p>\n<p>For an illustrative order accepted on Monday and received on Thursday, an elapsed calendar measure is three days. A different counting convention might produce another number. The point is consistency, not a universally correct label. Supplier lead time tracking needs definitions that your purchasing team can explain and reproduce.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"5_Track_partial_deliveries_honestly\"><\/span>5. Track partial deliveries honestly<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>An order can arrive in several batches. Record the quantity and date of each accepted receipt rather than marking the whole order complete after the first delivery. A small early shipment may help trading, but it does not establish when the full requirement became available to the business.<\/p>\n<p>Consider keeping both first receipt and final receipt dates when partial deliveries are common. Review the <a href=\"https:\/\/vega.co.ke\/blog\/goods-in-transit-retail-branches-kenya\/\">goods in transit guide<\/a> for the importance of clear movement states. Ask how your system represents outstanding quantities and demonstrate a partial receipt before relying on its purchasing reports.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"6_Separate_supplier_delay_from_internal_delay\"><\/span>6. Separate supplier delay from internal delay<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Stock may reach the premises promptly but remain unavailable because receiving staff have not inspected or recorded it. That is operationally important, but it should not automatically be attributed to the supplier. Keep enough evidence to identify whether the delay occurred before dispatch, during transport or after arrival.<\/p>\n<p>Supplier lead time tracking becomes more useful when it leads to the right action. A supplier conversation will not fix an internal approval queue. Likewise, adding receiving staff will not resolve a repeated dispatch delay. Name the stage causing the problem and assign the improvement to someone who can influence it.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"7_Compare_similar_products_and_order_types\"><\/span>7. Compare similar products and order types<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A regular replenishment of stocked products should not be compared casually with a special order requiring additional preparation. Group orders in a way that reflects their delivery conditions. Supplier, product group, route, order size and whether an item was available at ordering can all affect the observed interval.<\/p>\n<p>Start with a few meaningful groups instead of creating so many categories that each contains only one example. A small shop might separate routine local replenishment from occasional special purchases. Review the grouping as evidence grows. The purpose is to support better decisions, not to produce a complicated report.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"8_Look_beyond_a_simple_average\"><\/span>8. Look beyond a simple average<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>An average can hide variation. Five deliveries arriving quickly and one arriving very late may produce a figure that describes none of the individual experiences well. Review the range and the most recent orders alongside any average so staff can see whether the supplier&#8217;s performance is stable or unpredictable.<\/p>\n<p>Use supplier lead time tracking to ask practical questions: how often did the promise hold, which items were delayed, and what changed? Avoid treating a small sample as a permanent supplier rating. Keep notes on unusual events and review new evidence before changing the purchasing approach for every product.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"9_Connect_lead_time_with_reorder_planning\"><\/span>9. Connect lead time with reorder planning<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A product that takes longer to replenish may need an earlier reorder decision than an otherwise similar item delivered quickly. Use current demand, available stock and outstanding orders together. Lead time is one input; it does not replace judgement about cash availability, shelf life, storage limits or changing customer demand.<\/p>\n<p>The <a href=\"https:\/\/vega.co.ke\/blog\/retail-reorder-planning-kenya\/\">retail reorder planning guide<\/a> explains how stock records support purchasing decisions. Demonstrate the reports you need in <a href=\"https:\/\/vega.co.ke\/\">Vega POS<\/a>. Confirm whether calculations are automatic, manually reviewed or handled through a separate process before assuming a particular planning feature is included.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"10_Investigate_late_orders_before_duplicating_them\"><\/span>10. Investigate late orders before duplicating them<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>When an order is overdue, first confirm its status and remaining quantity. Placing a replacement without checking can create excess stock when both deliveries eventually arrive. Record the supplier response, next expected date and any agreed cancellation through the authorised purchasing process so staff share the same information.<\/p>\n<p>Supplier lead time tracking should make this follow up visible. A short outstanding order list with named owners is more useful than several private messages. Where another supplier is needed, document the decision and check whether the original commitment remains open. Avoid leaving receiving staff to discover the duplication later.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"11_Include_quality_and_completeness_in_reviews\"><\/span>11. Include quality and completeness in reviews<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A delivery arriving on time may still contain incorrect, damaged or incomplete goods. Record these exceptions separately from the timing measure so a fast delivery does not appear fully successful when much of it cannot be sold. Clear receiving evidence helps explain the operational effect without confusing different measures.<\/p>\n<p>Use the <a href=\"https:\/\/vega.co.ke\/blog\/supplier-returns-checklist-kenya\/\">supplier returns checklist<\/a> when goods need to go back. Track replacement promises as well as the original delivery. A repeated quality issue may lengthen the effective replenishment cycle even when the transport itself is quick, and purchasing decisions should reflect that reality.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"12_Review_supplier_lead_time_tracking_regularly\"><\/span>12. Review supplier lead time tracking regularly<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Set a review interval that matches order frequency. A busy retailer may review outstanding purchases daily and compare patterns weekly. A business ordering infrequently may need a longer observation period. Keep the review focused on exceptions, repeated causes and decisions that can improve the next purchasing cycle.<\/p>\n<p>Assign actions such as confirming a delivery schedule, changing an internal cutoff or testing another ordering day. Record the expected benefit and review whether it occurred. The <a href=\"https:\/\/vega.co.ke\/#pricing\">Vega pricing page<\/a> can support a discussion about the system setup, but operational ownership remains essential whatever software you choose.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"An_illustrative_reorder_conversation\"><\/span>An illustrative reorder conversation<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Imagine a shop selling ten units of a product on a typical trading day. Recent comparable orders took three, four and six days to become available. This suggests that assuming every delivery will arrive in three days could expose the shop to a gap, particularly if demand rises or stock records are inaccurate.<\/p>\n<p>The team should review the reasons for the six day order, outstanding purchases and available stock before choosing a reorder rule. This example does not prescribe a universal buffer or purchasing quantity. It shows why actual records create a better conversation than a supplier promise remembered from one unusually quick delivery.<\/p>\n<p>Supplier lead time tracking is strongest when combined with accurate quantities. Use <a href=\"https:\/\/vega.co.ke\/blog\/cycle-counting-retail-shops-kenya\/\">cycle counting<\/a> and clear receiving checks to maintain that foundation. A sophisticated delivery estimate cannot compensate for a stock balance that includes missing, damaged or incorrectly recorded goods.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"A_practical_weekly_supplier_review\"><\/span>A practical weekly supplier review<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Choose a small set of recent completed orders and the currently overdue purchases. Compare the original promise, actual receipt and accepted quantity for each. Ask whether any delay affected trading and whether the team followed its agreed escalation process. Keep the discussion factual and connected to specific references.<\/p>\n<p>Then agree one or two actions. For example, a supplier might confirm availability before accepting the order, while the shop might approve routine purchases earlier in the day. Record both responsibilities. A review that assigns every delay to the other party is unlikely to reveal the full operational picture.<\/p>\n<p>Share the outcome with receiving staff and anyone who handles customer enquiries about availability. They need the latest credible expectation, not several conflicting delivery dates. Update the outstanding order record after each confirmed change and retain the earlier promise so future reviews still have an accurate history.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Related_platforms_and_useful_destinations\"><\/span>Related platforms and useful destinations<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Visit <a href=\"https:\/\/zama.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">Zama Web Experts<\/a> when discussing broader software or website requirements. Businesses exploring different operational platforms can also review <a href=\"https:\/\/prim.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">PRIM<\/a>, <a href=\"https:\/\/tas.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">TAS<\/a> and <a href=\"https:\/\/pms.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">PMS<\/a>. Read each site&#8217;s current offering and ask specific questions about your workflow before making a purchasing decision.<\/p>\n<p>Other destinations include <a href=\"https:\/\/dereva.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">Dereva<\/a>, <a href=\"https:\/\/jaat.co.ke\/\" rel=\"nofollow noopener\" target=\"_blank\">JAAT<\/a> and <a href=\"https:\/\/saseni.com\/\" rel=\"nofollow noopener\" target=\"_blank\">Saseni<\/a>. These links provide direct access to the requested websites; they do not establish an automatic data connection with Vega. Any integration should have a separately agreed scope, ownership and testing process.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Keep_the_record_simple_enough_to_maintain\"><\/span>Keep the record simple enough to maintain<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A useful record can begin with an order reference, supplier, product group, accepted quantity and clearly defined dates. Add a reason field for exceptions and a named owner for follow up. Avoid collecting information that nobody uses, because unnecessary entry work often leads to incomplete records during busy periods.<\/p>\n<p>At the same time, preserve the evidence behind the figures. A date without a supporting receipt or confirmation is difficult to check later. Agree where documents belong and make that location accessible to the authorised team. Review one completed order together each week until the routine becomes familiar. Consistent, understandable records create a stronger foundation for daily retail purchasing decisions than a larger spreadsheet filled with assumptions.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Frequently_asked_questions\"><\/span>Frequently asked questions<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h3><span class=\"ez-toc-section\" id=\"What_if_suppliers_do_not_confirm_dates\"><\/span>What if suppliers do not confirm dates?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Record that the promise is unconfirmed and follow up through your normal purchasing process. Do not invent a date to complete the report. Actual receipt history can still be useful, but distinguish an internal planning estimate from a commitment the supplier has explicitly made and accepted.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"How_much_history_is_enough\"><\/span>How much history is enough?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>There is no single number suitable for every shop. Look for enough comparable orders to reveal a pattern, and keep reviewing newer evidence. Seasonal changes, different products and altered delivery routes can make older records less representative. Explain the sample behind a decision rather than presenting an estimate as certainty.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"Where_should_our_shop_begin\"><\/span>Where should our shop begin?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Start with frequently reordered products and a clear record of order, promise and receipt dates. Review a few complete examples with staff before expanding. For a practical discussion of purchasing and stock records, call <a href=\"tel:+254725345345\">0725345345<\/a> and ask Vega to demonstrate your supplier lead time tracking requirements.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Supplier lead time tracking helps a retailer understand how long stock really takes to arrive after an order is placed. 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