In 2026, Wildberries reporting became for seller what tracking is for logistics: without it, a business sees "movement", but does not understand exactly where it is losing money. The main trap is to open reports only when a nuisance has already happened: "the payout has dropped, deductions have increased, and incomprehensible write—offs have appeared." At this point, as explicitly stated in the analysis, some of the money has already been lost — simply because the changes were not noticed in time.
To stop arguing about numbers within the team, it is useful to agree on a dictionary. The article identifies four groups: operational (daily), periodic (weekly/monthly), financial (deductions, commissions, settlements) and summary (a quick look "from above"). If there is no such separation, a "false analysis" is born: "everything is fine" on the cards, but in finance it turns out that profits have "evaporated" due to refunds and deductions.
Daily reports are needed not for the sake of beautiful graphs, but for the sake of quick management decisions: where refunds are growing today, where repurchases are sagging, where deductions have suddenly increased, whether warehouse errors have begun. The authors suggest looking not at "everything in a row," but at a short set of 5-7 indicators: sales, buybacks/refunds, problematic SKUs, sharp conversion dips, key position balances, and spikes in cancellations/rejections.
Weekly analysis is no longer a "fire", but trend management: to separate a one—time surge from a stable problem and link marketing, price and balances with the outcome of the week. In the practical regulations, the roles are assigned in advance: one prepares the figures (sales/ refunds/deductions), the second is responsible for the reasons (content/ prices / advertising/balances), the third one records decisions and deadlines. Then the meeting ceases to be a "feel-good" conversation.
Next is the layer that holds the "fact" of sales: sales reports. It is there that you can see what is really sold and what is really returned using the same SKUs, as well as why "a lot of orders" does not equal "a lot of money". The official WB materials confirm that weekly implementation reports are generated regularly, and the details allow you to see the operations line by line — this is the basis for reconciliation.
Finally, the main source of conflicts is the financial report. It answers the question "how much money is actually earned and what deductions are applied," and requires simple managerial discipline: revenue, profit, and even revenue, payout. The payout is reduced due to commission, logistics, return logistics, storage, fines, and adjustments. Therefore, when analyzing it, it is important to divide the deductions into planned and unplanned, monitor the share of unplanned in turnover and quickly find 3-5 SKUs that create maximum "financial noise".
Summary and summary reports close the cycle: the first is needed to quickly understand "what to do next", the second is to record "how the period was closed" and then not argue which numbers are considered correct.
WB reports in 2026 are no longer "documents", but an early warning system. Whoever reads the reports on a schedule keeps the margin. Those who focus only on the payout get surprises.
