Organising Suppliers Stock and Payments

Create reliable routines for purchasing, fulfilment and confirming customer payments.

Part 8 of 10 | Starting a Small Business in The Gambia

Learning goals Compare suppliers, maintain a stock record and handle payment exceptions safely. Your output is a purchasing checklist, stock card and payment procedure that another helper could follow.

Before you begin Allow 90 minutes. Bring your workflow and record categories. Use paper simulations and invented transaction references. Do not perform a real transfer to complete this lesson. Provider fees, limits, identity requirements and dispute processes vary and need direct confirmation.

Choose suppliers on more than the price Ask what quantity and quality the quote covers, whether transport is included, when delivery is expected and how damaged or unsuitable goods are handled. Compare reliability and communication as well as the unit price. A cheap supplier who repeatedly delivers late can cost more through missed orders and extra journeys.

Start with a small sample or inspection when practical and record what you accepted. Confirm the supplier's identity through an independent contact route before sending money. A sudden message changing payment details should be verified using previously trusted contact information. Keep a backup supplier for essential items and record the conditions under which you would use that alternative.

Record stock movements A stock card shows an item description, unit, opening quantity, receipts, issues, losses and closing quantity. Use one unit consistently. Mixing metres, rolls and pieces without a conversion makes the balance meaningless. Inspect incoming goods, record the quantity actually received and separate damaged items from usable stock.

Awa starts with 12 metres of fabric, receives eight and uses 15. The expected balance is five metres. A physical count finds four, leaving a one-metre difference to investigate. Check cutting waste, unrecorded use and measurement before deciding the cause. Do not quietly alter the opening figure. Regular small counts help detect problems before an important order depends on unavailable stock.

Plan replenishment around delivery time A simple planning reorder point is expected use during supplier lead time plus a buffer. If average use is three units per day, delivery takes four days and the chosen buffer is six units, the example reorder point is 18 units. Lead time means the time from placing an order to having usable goods. The buffer is a planning assumption, not a guarantee.

Use this rule only with a clear view of demand, storage, expiry and cash. Buying more than you can sell ties up money and may create waste. A service business needs the same thinking for essential materials. Food and other regulated goods require additional safe storage and handling controls; obtain applicable requirements from the responsible authority rather than treating a general stock formula as safety guidance.

Confirm payment through your own records For an electronic payment, check the transaction status and amount through your own trusted provider channel before marking the order paid. A customer's screenshot, message or claimed reference is not independent confirmation. Keep a minimal record linking the confirmed payment to the order. If a transaction is pending or unclear, explain that you are verifying it and contact official support.

Never share a PIN, password or one-time code with a customer, caller or helper. Confirm recipient details and amount before authorising a payment. Use only the provider's current official process for disputes or reversals. The Central Bank's regulatory role does not mean this course has approved a particular wallet, agent or service. Check the provider's terms and current authorisation through official channels before adopting it.

Prepare for exceptions and interruptions Write a procedure for late supply, a stock discrepancy, payment uncertainty, power loss and a customer complaint. State who decides, how the customer is informed and what evidence is kept. A short pause with an honest update is better than promising an unverified result. Do not let pressure to complete an order remove your inspection or payment checks.

If someone claims an overpayment, compare the claim with your own transaction history and use official support before any refund. Do not send money to an unrelated account because a caller insists. Keep separate records of the original payment, investigation and any authorised refund so it is not processed twice. Avoid arguing publicly or exposing the customer's details.

Guided exercise 1. Compare two hypothetical suppliers for the same item using price, transport, quality, lead time and damaged-goods terms. State which unknown must be resolved before buying.

2. Complete the fabric stock card and record the one-metre discrepancy. List two possible explanations and a way to check each without blaming anyone prematurely.

3. Calculate the example reorder point. Then increase lead time to six days while keeping usage and buffer unchanged. Explain the effect on purchasing and cash needs.

4. Role-play a customer showing a payment screenshot while your own record shows nothing. Write a polite reply and the verification steps before releasing the order.

5. Create a one-page opening and closing checklist covering stock, orders, confirmed payments, unresolved issues and a secure backup of records.

Knowledge check 1. What is expected fabric stock before the physical count?

2. What is the reorder point with three units daily, six days of lead time and six buffer units?

3. Is a screenshot enough to prove payment was received?

Answer guide 1. Five metres: 12 plus eight minus 15.

2. Twenty-four units: three times six plus six. Review whether the assumed demand and buffer remain suitable.

3. No. Confirm status and amount in your own trusted provider records and resolve uncertainty through official support.

Completion standard Complete the supplier comparison, stock calculations and payment procedure correctly. Include a specific response for a delayed supplier and an unconfirmed payment. Answer every knowledge check accurately and demonstrate the procedure without sending money or exposing credentials.

Sources and verification notes

Central Bank of The Gambia About CBG. Checked 14 September 2026. Confirms the financial-system regulatory role. Does not verify any named lender, wallet, agent, product, fee or licence.

Food Safety and Quality Authority. Checked 14 September 2026. Official search-index content checked: food and feed safety remit and 2026 registration notice. Direct page retrieval failed; confirm the applicable process with FSQA. No fee or technical food-safety specification is inferred.