In 2026, Wildberries reports are not a "bookkeeping for show", but a profit management panel. The seller can see an increase in orders and at the same time lose money on fees, logistics, storage, deductions and adjustments — and will notice this only when the amount to be paid has suddenly "sunk". The key thesis from the analysis is straightforward: "Reporting on the marketplace is ... the main source of truth."
In order not to drown in dozens of files, it is convenient to think in layers. The first layer is financial statements: they answer the main question "how much money is due and why." The second is reports on the implementation and details of operations.: it shows exactly what was sold/ returned and which lines the amounts were credited or withheld. The third is summary and analytical reports for quick comparisons of periods and dynamics across the store. This approach helps to separate "what happened" and "why it happened" without mixing numbers of different levels into one mess.
The most practical discipline for a seller is three—circuit control:
- daily — catch anomalies (spike in refunds, sudden withholdings, strange adjustments);
- weekly — sort the money by structure: sales → commission → logistics → storage → deductions/fines → total to be paid;
- On a monthly basis, we need to reassemble the margin and turnover matrix, separating the "locomotives" from positions that are held on stocks and eaten up by returns.
Why is the weekly package the main money control tool? Because it is on a weekly basis that you can see how the bottom line is changing: the actual price has fallen due to discounts, the share of refunds and reverse logistics has increased, promotion costs have "surfaced", or the quality/content has dropped and the buyer has begun to return the product more often. Daily data is useful as an early signal, but it's important to take it right: "daily reporting is not a substitute for weekly reporting."
A separate area of attention is logistics. You can "sell a lot" on the marketplace, but you don't earn enough money due to shipping, refunds, and errors in dimensions/packaging. In practice, there are few controllable levers, but they are strong: correct parameters, secure packaging, accurate descriptions, and a choice of categories with lower returns. This directly affects the margin and how predictable the cash flow will be.
If the indicators "do not converge", most often the reason is a confusion of entities: order ≠ sale, sale ≠ purchase, and deductions may appear not at the time of the order, but upon the fact of a logistical operation or adjustment. Therefore, the working habit for 2026 is simple: to explain the numbers not "by feeling", but by a chain of events — from sales and refunds to deductions and the final payment.
