Tracking expiry dates only solves half the problem. Knowing what's about to expire doesn't help unless someone acts on it, and that action sits with different teams than the warehouse.

I structured the master inventory sheet so expiry data turns directly into decisions. Every item gets a status and priority based on how much time is left, and a collection tag by expiry month with a discount tier attached, the closer to expiry, the deeper the discount.

Purchasing uses it to catch stock early enough to still have options with suppliers, either exchanging it or claiming compensation, and to avoid reordering lines that already have depth sitting close to expiry. Marketing uses the monthly tags to build promotional collections and push the shortest-dated stock first.

One rule holds it together: nothing gets promoted until the warehouse confirms the count, so a product is never advertised at a discount that can't be fulfilled.

The result is that near-expiry stock becomes recoverable value instead of a write-off, and both teams work from the same source instead of asking the warehouse each time.