The visiting head of the technical function only needed to look at the most recently plotted point on the chart (relative to preceding ones) for a Key Performance Indicator like. Cost per Hectolitres brewed(One Hectolitre = 100 Litres), to know if the brewery had stayed within the approved upper limit of spend(plotted as a straight line target across the same period) or not. Discussions would then take place based on identified "Exceptions"(which could be "good" e.g. savings made or "bad" e.g. monetary loss due to materials over_used), and "Actions To Be Taken" to correct or maintain observed performances agreed upon.
This last point in my opinion is ONE major benefit you must seek to extract, if you choose to engage the services of a developer. S/he should be able to help you develop (in_house) expertise needed to maintain the application AFTER s/he is gone. If you fail to ensure this, all your cost_savings from using the application might end up being spent paying the developer to maintain the application over time in the future!
Variable Costs Control/Reduction was a strategy that worked extremely well for the company. Most memorable for me as a brewer, was the manner in which huge monetary savings/profit gains were made by successfully implementing variable cost reduction initiatives. For instance, a brewing ingredient switch was made to a more readily available local alternative which was many times cheaper, resulting in phenomenal savings and progressively increasing profit earnings even though the price of beer produced was not raised. This practice was routinely applied across the brewing and packaging processes in line with a well thought out plan.
"Over_used/Over_spent"(Losses) and "Under_used/Under_spent"(Savings) _ on a monthly basis based on data entered, the program also automatically plotted charts showing trends over a 12 month period.
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