Poor Lens and Inventory Mix Decisions Due to Lack of Sales Data

$1,500–$5,000 per year in lost profit due to write‑offs of expired or discontinued SKUs and the opportunity cost of not concentrating volume into the most profitable covered brands that could qualify for better pricing tiers. • $1,500–$5,000 per year in profit erosion from fitting into low‑margin SKUs, increased no‑shows and cancellations when lenses are delayed, and inefficient inventory spread across too many covered options. • $2-5% of annual contact lens profit lost from overstocking slow movers and missing pricing tiers

Choosing lenses based on training, rep guidance, and what is seen on the shelf, while occasionally asking the front desk or inventory manager about availability; profitability and turnover history are rarely checked in real time. • Contact Lens Specialist recommends alternative lenses based on what's in stock rather than what's optimal for patient; maintains informal 'mental inventory' of stock levels; uses trial lenses to delay purchase while waiting for restock; calls distributor directly for emergency drop-ships (circumventing formal ordering) • Estimating needed SKUs based on past memory of cases, occasional manual counts, and informal feedback from doctors, with sporadic checks of vendor order history instead of systematic sales and profitability analysis.