{"product_id":"junkyard-kpi-metrics","title":"7 Critical KPIs to Track for Junkyard Profitability","description":"\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003ch2\u003eKPI Metrics for Junkyard\u003c\/h2\u003e\n\u003cp\u003eRunning a Junkyard requires intense focus on inventory acquisition and processing efficiency, not just sales volume We map 7 core Key Performance Indicators (KPIs) to help you manage the high fixed costs and variable commodity prices inherent in this business model Your financial health depends on maintaining a high Gross Margin (GM) percentage, which starts near \u003cstrong\u003e820%\u003c\/strong\u003e in 2026, dropping slightly as acquisition costs fluctuate You must hit the breakeven point by January 2027 (13 months) to stabilize cash flow Focus on maximizing the Average Selling Price (ASP) for Used Auto Parts (starting at $150) and controlling Vehicle Acquisition Costs, which must trend down from \u003cstrong\u003e120%\u003c\/strong\u003e of revenue toward 100% by 2030 Review these metrics weekly to manage inventory turns and optimize dismantling labor\n\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\n\u003cspan style=\"color: #6067F2;\"\u003e7 KPIs to Track for \u003c\/span\u003eJunkyard\u003c\/h2\u003e\u003cbr\u003e\n\u003ctable id=\"dwnld_tbl_id\"\u003e\n\u003ctr\u003e\n\u003cth\u003e#\u003c\/th\u003e\n\u003cth\u003eKPI Name\u003c\/th\u003e\n\u003cth\u003eMetric Type\u003c\/th\u003e\n\u003cth\u003eTarget \/ Benchmark\u003c\/th\u003e\n\u003cth\u003eReview Frequency\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e1\u003c\/td\u003e\n\u003ctd\u003eASP Per Used Part\u003c\/td\u003e\n\u003ctd\u003eMeasures sales effectiveness; calculated as Total Used Auto Parts Revenue \/ Units Sold\u003c\/td\u003e\n\u003ctd\u003etarget starts at $150 in 2026, reviewed weekly\u003c\/td\u003e\n\u003ctd\u003eweekly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2\u003c\/td\u003e\n\u003ctd\u003eAcquisition Cost Ratio\u003c\/td\u003e\n\u003ctd\u003eMeasures inventory cost control; calculated as Vehicle Acquisition Costs \/ Total Revenue\u003c\/td\u003e\n\u003ctd\u003etarget must trend down from 120% in 2026, reviewed monthly\u003c\/td\u003e\n\u003ctd\u003emonthly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e3\u003c\/td\u003e\n\u003ctd\u003eGross Margin %\u003c\/td\u003e\n\u003ctd\u003eMeasures core profitability before overhead; calculated as (Revenue - Variable Costs) \/ Revenue\u003c\/td\u003e\n\u003ctd\u003etarget should exceed 80%, reviewed weekly\u003c\/td\u003e\n\u003ctd\u003eweekly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e4\u003c\/td\u003e\n\u003ctd\u003eInventory Days\u003c\/td\u003e\n\u003ctd\u003eMeasures speed of asset turnover; calculated as (Average Inventory \/ COGS) 365 days\u003c\/td\u003e\n\u003ctd\u003etarget is under 90 days, reviewed monthly\u003c\/td\u003e\n\u003ctd\u003emonthly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e5\u003c\/td\u003e\n\u003ctd\u003eOpEx Ratio\u003c\/td\u003e\n\u003ctd\u003eMeasures efficiency of fixed overhead; calculated as (Total Fixed Expenses + Wages) \/ Total Revenue\u003c\/td\u003e\n\u003ctd\u003etarget must decrease significantly as revenue grows, reviewed monthly\u003c\/td\u003e\n\u003ctd\u003emonthly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e6\u003c\/td\u003e\n\u003ctd\u003eRevenue Per Employee\u003c\/td\u003e\n\u003ctd\u003eMeasures labor productivity and scalability; calculated as Total Revenue \/ Total FTEs\u003c\/td\u003e\n\u003ctd\u003etarget RPE should increase year over year (eg, $123k+ in 2026), reviewed quarterly\u003c\/td\u003e\n\u003ctd\u003equarterly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e7\u003c\/td\u003e\n\u003ctd\u003eMonths to Breakeven\u003c\/td\u003e\n\u003ctd\u003eMeasures time until fixed costs are covered; calculated by tracking cumulative EBITDA\u003c\/td\u003e\n\u003ctd\u003ebreakeven is targeted for January 2027 (13 months), reviewed monthly\u003c\/td\u003e\n\u003ctd\u003emonthly\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\u003cdiv class=\"dwnld_btn_div\"\u003e\u003cbutton id=\"dwnld_btn_id\" class=\"dwnld_btn_clss\"\u003eDownload Table in XLSX\u003c\/button\u003e\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e \u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat is the most accurate leading indicator of future revenue growth?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eThe most accurate leading indicator for future revenue growth at your Junkyard operation is the \u003cstrong\u003erate of vehicle acquisition\u003c\/strong\u003e, as this directly feeds your salable parts volume pipeline; understanding this flow is crucial, so you should review \u003ca href=\"\/blogs\/operating-costs\/junkyard\"\u003eAre You Tracking The Operational Costs For Junkyard To Maximize Profitability?\u003c\/a\u003e now.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eVehicle Intake Velocity\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack daily\/weekly units of whole vehicles acquired into inventory.\u003c\/li\u003e\n\u003cli\u003eEstimate the percentage of acquired units that yield high-value parts, defintely aim for \u003cstrong\u003e60%\u003c\/strong\u003e+.\u003c\/li\u003e\n\u003cli\u003eIf you acquire \u003cstrong\u003e40\u003c\/strong\u003e vehicles this month, you can project \u003cstrong\u003e240\u003c\/strong\u003e potential high-value parts pulls.\u003c\/li\u003e\n\u003cli\u003eThis intake rate dictates future sales capacity, not current sales figures.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMargin by Product Line\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eSegment revenue into used parts sales versus scrap metal sales.\u003c\/li\u003e\n\u003cli\u003eParts sales typically carry a \u003cstrong\u003e55%\u003c\/strong\u003e gross margin, while scrap is closer to \u003cstrong\u003e15%\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eFocus growth efforts on the parts line, which generates \u003cstrong\u003e4x\u003c\/strong\u003e the margin of scrap volume.\u003c\/li\u003e\n\u003cli\u003eMonitor the average selling price per pound for scrap to ensure market alignment.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do we define and protect our core gross margin percentage?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eYou defintely define the core gross margin for the Junkyard by rigorously calculating COGS to include acquisition, dismantling labor, and environmental compliance, and you protect it by ensuring the resulting margin covers your fixed overhead, like the \u003cstrong\u003e$8,000\u003c\/strong\u003e monthly Yard Lease.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eTrue Cost Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCalculate acquisition cost of the vehicle being processed.\u003c\/li\u003e\n\u003cli\u003eTrack dismantling labor hours logged per unit pulled.\u003c\/li\u003e\n\u003cli\u003eFactor in environmental compliance fees per vehicle processed.\u003c\/li\u003e\n\u003cli\u003eAccount for variable costs tied to part testing and warranty fulfillment.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eMargin Floor Needed\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eTo be fair, that \u003cstrong\u003e$8,000\u003c\/strong\u003e monthly lease means your gross margin percentage must be high enough to generate sufficient contribution margin to cover that fixed cost, plus profit. You need to know if your current pricing strategy supports this, which is why analyzing the scrap metal stream is crucial; review \u003ca href=\"\/blogs\/profitability\/junkyard\"\u003eIs Junkyard Profitably Selling Scrap Metal And Usable Vehicle Parts?\u003c\/a\u003e to see how different revenue streams impact your overall margin floor.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRequired contribution margin must exceed \u003cstrong\u003e$8,000\u003c\/strong\u003e monthly to cover the lease.\u003c\/li\u003e\n\u003cli\u003eSet minimum acceptable gross margin based on fully loaded variable costs.\u003c\/li\u003e\n\u003cli\u003ePrioritize sales of high-value mechanical components over bulk scrap.\u003c\/li\u003e\n\u003cli\u003eEnsure warranty costs don't erode margin unexpectedly after the sale.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eAre we utilizing our key assets and labor efficiently enough to scale?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eScaling the Junkyard depends defintely on tightening the time vehicles spend sitting idle and ensuring labor costs do not outpace sales growth. We need to know if the \u003cstrong\u003e$270k\u003c\/strong\u003e projected 2026 wages are generating sufficient revenue per employee (RPE) to justify headcount expansion.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eAsset Velocity Check\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eMeasure days from vehicle acquisition to final part sale (Inventory Days).\u003c\/li\u003e\n\u003cli\u003eFaster movement lowers holding costs and frees up yard space immediately.\u003c\/li\u003e\n\u003cli\u003eIf processing takes too long, the \u003cstrong\u003e90-day warranty\u003c\/strong\u003e becomes a major liability risk.\u003c\/li\u003e\n\u003cli\u003eHave You Considered The Best Strategies To Launch Junkyard Successfully? shows how critical this timing is for asset utilization.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eLabor Cost vs. Output\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eCalculate Revenue Per Employee (RPE) on a trailing 12-month basis.\u003c\/li\u003e\n\u003cli\u003eCompare RPE against the fully loaded cost of labor for each employee.\u003c\/li\u003e\n\u003cli\u003eIf 2026 wages hit \u003cstrong\u003e$270k\u003c\/strong\u003e, RPE must significantly exceed that baseline to cover overhead.\u003c\/li\u003e\n\u003cli\u003eLow RPE signals that you're paying too much for the parts pulled or metal processed.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat financial metrics signal we have sustainable cash flow and capital structure?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003cp\u003eSustainable cash flow for the Junkyard hinges on minimizing the cash trapped in parts inventory while ensuring the runway extends well past the \u003cstrong\u003e29-month payback period\u003c\/strong\u003e until the \u003cstrong\u003e$652,000 Minimum Cash\u003c\/strong\u003e threshold is secured by \u003cstrong\u003eJanuary 2027\u003c\/strong\u003e; understanding these initial capital needs is crucial, as detailed in \u003ca href=\"\/blogs\/startup-costs\/junkyard\"\u003eHow Much Does It Cost To Open And Launch Junkyard, Your Scrap Metal And Vehicle Parts Business?\u003c\/a\u003e\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eInventory Capital Lockup\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eMeasure working capital tied up in inventory as a percentage of total assets.\u003c\/li\u003e\n\u003cli\u003eHigh inventory levels mean more capital sits idle waiting for a buyer.\u003c\/li\u003e\n\u003cli\u003eTrack inventory turnover ratio monthly to spot slow-moving, obsolete stock.\u003c\/li\u003e\n\u003cli\u003eFocus on processing scrap metal quickly to convert weight sales into immediate cash.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eCash Runway Targets\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eThe \u003cstrong\u003e$652,000 Minimum Cash\u003c\/strong\u003e target must be met by \u003cstrong\u003eJan-27\u003c\/strong\u003e.\u003c\/li\u003e\n\u003cli\u003eIf the payback period is \u003cstrong\u003e29 months\u003c\/strong\u003e, cash burn must be aggressively managed until then.\u003c\/li\u003e\n\u003cli\u003eWe defintely need to model the impact of warranty claims on immediate cash outflows.\u003c\/li\u003e\n\u003cli\u003eEnsure bulk scrap sales contracts provide predictable, short-cycle payments to stabilize cash.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e \u003cdiv class=\"card_smpl\"\u003e\n\n\u003cdiv class=\"double_border\"\u003e\n\n\u003cdiv class=\"card_smpl_header\"\u003e\n\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\n\u003ch3\u003eKey Takeaways\u003c\/h3\u003e\n\n\u003c\/div\u003e\n\n\u003cul class=\"lst_crct_blog\"\u003e\n\n\u003cli\u003eAchieving a core Gross Margin percentage above 80% requires aggressive management of Vehicle Acquisition Costs, which must trend down from 120% of revenue.\u003c\/li\u003e\n\n\u003cli\u003eOperational efficiency is non-negotiable, demanding that Inventory Days remain under 90 days to maximize asset utilization and cover high fixed overhead costs.\u003c\/li\u003e\n\n\u003cli\u003eThe critical short-term financial goal is hitting the breakeven point by January 2027 to stabilize cash flow and achieve positive EBITDA in Year 2.\u003c\/li\u003e\n\n\u003cli\u003eSales effectiveness must be continuously monitored via the Average Selling Price (ASP) per used part, ensuring it supports the projected annual revenue growth targets.\u003c\/li\u003e\n\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 1\n: \u003cspan style=\"color: #126CFF;\"\u003eASP Per Used Part\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eASP Per Used Part measures your sales effectiveness by showing the average price you receive for each used auto part sold. This metric is critical because it tracks pricing power, separate from the bulk revenue generated by scrap metal sales. You are targeting an ASP starting at \u003cstrong\u003e$150\u003c\/strong\u003e in \u003cstrong\u003e2026\u003c\/strong\u003e, which requires weekly performance monitoring.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eDirectly measures pricing success against your \u003cstrong\u003e$150\u003c\/strong\u003e goal.\u003c\/li\u003e\n\u003cli\u003eReveals if sales are shifting toward higher-value, tested components.\u003c\/li\u003e\n\u003cli\u003eHelps isolate pricing issues from pure volume problems.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt completely ignores revenue from processed scrap metal sales.\u003c\/li\u003e\n\u003cli\u003eIt doesn't reflect the cost of the \u003cstrong\u003e90-day warranty\u003c\/strong\u003e attached to parts.\u003c\/li\u003e\n\u003cli\u003eA weekly review might cause unnecessary price fluctuations.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eStandard benchmarks for ASP in auto recycling are highly variable, depending on whether you focus on whole engines or simple trim pieces. Since your model includes a \u003cstrong\u003e90-day warranty\u003c\/strong\u003e, your ASP should naturally sit higher than traditional yards that offer no guarantees. Use the \u003cstrong\u003e$150\u003c\/strong\u003e target as your primary benchmark for \u003cstrong\u003e2026\u003c\/strong\u003e performance evaluation.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eBundle parts sales with the \u003cstrong\u003e90-day warranty\u003c\/strong\u003e to justify higher prices.\u003c\/li\u003e\n\u003cli\u003eUse the digital inventory to flag and price rare parts aggressively.\u003c\/li\u003e\n\u003cli\u003eReduce the sale of low-value parts that drag the average down.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eTo find the ASP Per Used Part, you divide all revenue generated from individual component sales by the total number of those components sold in the period. This calculation isolates the pricing performance of your core product offering. You must exclude revenue from scrap metal sold by weight.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nASP Per Used Part = Total Used Auto Parts Revenue \/ Units Sold\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSay in one week, your total revenue from selling individual parts reached \u003cstrong\u003e$180,000\u003c\/strong\u003e, and during that same period, you sold exactly \u003cstrong\u003e1,200\u003c\/strong\u003e tested parts to mechanics and DIYers. Here’s the quick math to see if you hit your weekly tracking goal:\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nASP Per Used Part = $180,000 \/ 1,200 Units = $150.00\n\u003c\/div\u003e\n\u003cp\u003eIf you hit exactly \u003cstrong\u003e$150.00\u003c\/strong\u003e, you are meeting the baseline target for \u003cstrong\u003e2026\u003c\/strong\u003e performance, but you need to maintain that consistency.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack ASP segmented by the part category (e.g., powertrain vs. interior).\u003c\/li\u003e\n\u003cli\u003eEnsure your \u003cstrong\u003eAcquisition Cost Ratio\u003c\/strong\u003e supports the ASP you are charging.\u003c\/li\u003e\n\u003cli\u003eIf ASP dips, check if the \u003cstrong\u003e90-day warranty\u003c\/strong\u003e terms are being abused.\u003c\/li\u003e\n\u003cli\u003eDefintely review the ASP trend against the \u003cstrong\u003eOpEx Ratio\u003c\/strong\u003e to ensure efficiency scales.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 2\n: \u003cspan style=\"color: #126CFF;\"\u003eAcquisition Cost Ratio\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThe Acquisition Cost Ratio (ACR) shows how much you spend to buy the inventory—in your case, whole vehicles—compared to the total money you bring in from selling the resulting parts and scrap. If this number is over \u003cstrong\u003e100%\u003c\/strong\u003e, you are spending more to acquire the asset than you are generating in immediate revenue from it. For Steel \u0026amp; Spares Salvage, controlling this ratio is defintely key to ensuring your inventory sourcing strategy supports profitability.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt directly measures inventory cost control efficiency.\u003c\/li\u003e\n\u003cli\u003eIt forces a hard look at the pricing paid for sourced vehicles.\u003c\/li\u003e\n\u003cli\u003eIt links sourcing decisions directly to the top line (Total Revenue).\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt ignores the time value of money tied up in inventory.\u003c\/li\u003e\n\u003cli\u003eIt can mask poor performance if high-margin parts are sold slowly.\u003c\/li\u003e\n\u003cli\u003eIt doesn't account for the cost of processing or testing parts.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eIn asset-heavy recycling industries, an ACR above \u003cstrong\u003e100%\u003c\/strong\u003e is common initially, especially when buying whole units that require significant processing before sale. However, this ratio must fall below 100% quickly, otherwise, you are relying entirely on scrap metal revenue or extreme operational efficiency to cover the initial vehicle cost. Your target of trending down from \u003cstrong\u003e120% in 2026\u003c\/strong\u003e suggests you anticipate high initial acquisition costs relative to early revenue capture.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIncrease the Average Selling Price Per Used Part (KPI 1) to raise the denominator.\u003c\/li\u003e\n\u003cli\u003eNegotiate better bulk pricing for vehicles from insurance auctions or tow yards.\u003c\/li\u003e\n\u003cli\u003eAggressively reduce Inventory Days to realize revenue from acquired assets faster.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eYou calculate the ACR by dividing the total money spent acquiring vehicles for inventory by the total revenue generated from selling those vehicles' components and scrap metal. This metric is reviewed monthly to ensure sourcing costs stay in line with sales velocity.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nACR = Vehicle Acquisition Costs \/ Total Revenue\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSay in a given month, your total spending to purchase 50 vehicles was \u003cstrong\u003e$120,000\u003c\/strong\u003e. During that same month, you generated \u003cstrong\u003e$100,000\u003c\/strong\u003e in total revenue from selling parts and scrap derived from those and prior acquisitions. Here’s the quick math:\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nACR = $120,000 \/ $100,000 = 1.20 or \u003cstrong\u003e120%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis \u003cstrong\u003e120%\u003c\/strong\u003e result means your acquisition costs exceeded revenue by 20% that month, which is why you must drive that number down toward 100% or below.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack this ratio monthly; missing a month means losing sight of inventory cost control.\u003c\/li\u003e\n\u003cli\u003eSegment the ratio by the type of sale: parts vs. scrap metal revenue.\u003c\/li\u003e\n\u003cli\u003eIf the ratio spikes, immediately review your procurement contracts for better terms.\u003c\/li\u003e\n\u003cli\u003eEnsure your digital inventory system accurately tracks which vehicle generated which revenue stream.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 3\n: \u003cspan style=\"color: #126CFF;\"\u003eGross Margin %\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eGross Margin Percentage shows your core profitability before you pay for overhead like rent or salaries. It tells you how much money you keep from every dollar of sales after accounting for the direct costs of the goods you sold. For Steel \u0026amp; Spares Salvage, this measures the health of your parts sales and scrap metal processing, separate from your fixed operating expenses.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eShows efficiency in sourcing and pricing reclaimed inventory.\u003c\/li\u003e\n\u003cli\u003eDirectly measures the profit potential before fixed costs hit.\u003c\/li\u003e\n\u003cli\u003eA high margin, targeting \u003cstrong\u003eover 80%\u003c\/strong\u003e, gives you a big cushion against inventory write-downs or unexpected warranty costs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt can mask poor inventory management if vehicle acquisition costs are too high.\u003c\/li\u003e\n\u003cli\u003eIt blends high-margin parts sales with lower-margin bulk scrap metal sales.\u003c\/li\u003e\n\u003cli\u003eIt doesn't account for the labor needed to test and warranty parts, which might be misclassified.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eFor businesses focused heavily on parts resale, Gross Margin can easily exceed \u003cstrong\u003e70%\u003c\/strong\u003e because the value is in the labor and testing applied to the salvaged item. However, if a large portion of revenue comes from bulk scrap metal sales, the blended margin will drop significantly, as scrap is a commodity market. Your target of \u003cstrong\u003e\u0026gt;80%\u003c\/strong\u003e suggests you must prioritize high-value component sales over raw material weight.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eAggressively lower your vehicle acquisition cost relative to the potential part value, driving down KPI 2.\u003c\/li\u003e\n\u003cli\u003eIncrease the Average Selling Price (ASP) per used part through better digital cataloging and faster fulfillment.\u003c\/li\u003e\n\u003cli\u003eSeparate the margin calculation for parts versus scrap metal to identify which stream needs immediate pricing adjustment.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eGross Margin Percentage measures the revenue left after subtracting all variable costs associated with generating that revenue. For your operation, variable costs include the cost of acquiring the vehicle and the direct labor\/materials used to process and test the specific part sold. You need to review this defintely on a weekly basis.\u003c\/p\u003e\n\u003cbr\u003e\n\u003cbr\u003e\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSay you sell a tested transmission for $1,500. The vehicle it came from cost you $400, and you spent $100 in direct labor\/testing to pull and certify that part. Your total variable cost for that unit sale is $500. We check the margin against the $1,500 revenue.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\n(Revenue - Variable Costs) \/ Revenue\n\u003c\/div\u003e\n\u003cp\u003eUsing the example numbers: ($1,500 Revenue - $500 Variable Costs) \/ $1,500 Revenue = \u003cstrong\u003e66.7% Gross Margin\u003c\/strong\u003e. If your target is 80%, you need to either raise the price or cut the $500 variable cost.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack variable costs granularly; vehicle acquisition cost is your biggest variable input.\u003c\/li\u003e\n\u003cli\u003eSet a minimum acceptable margin for every part category before listing it for sale.\u003c\/li\u003e\n\u003cli\u003eIf your blended margin falls below \u003cstrong\u003e80%\u003c\/strong\u003e for two consecutive weeks, pause new vehicle acquisitions immediately.\u003c\/li\u003e\n\u003cli\u003eEnsure the 90-day warranty cost is fully baked into the variable cost calculation for that part type.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 4\n: \u003cspan style=\"color: #126CFF;\"\u003eInventory Days\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eInventory Days measures how fast you turn your assets—salvaged vehicles and parts—into revenue. It tracks the speed of asset turnover, showing the average number of days inventory sits before it is sold. For Steel \u0026amp; Spares Salvage, keeping this number low is key to efficient capital use.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eQuickly flags parts that are becoming obsolete or hard to move.\u003c\/li\u003e\n\u003cli\u003eDirectly impacts working capital by reducing the time cash is tied up in physical stock.\u003c\/li\u003e\n\u003cli\u003eHighlights inefficiencies in the digital inventory location process.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt doesn't distinguish between high-margin specialty parts and low-margin scrap metal.\u003c\/li\u003e\n\u003cli\u003eA very low number might mean you are stocking out too often, losing sales.\u003c\/li\u003e\n\u003cli\u003eIt ignores the cost of holding inventory, only focusing on the time element.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eYour target is to stay under \u003cstrong\u003e90 days\u003c\/strong\u003e, which is a solid benchmark for managing physical, specialized assets. In high-volume retail, you might see 30 days, but for complex auto parts, anything over \u003cstrong\u003e120 days\u003c\/strong\u003e signals serious holding costs. You defintely need to monitor this monthly to ensure the warranty period doesn't expire before the sale.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eImplement tiered pricing that automatically discounts parts held over 60 days.\u003c\/li\u003e\n\u003cli\u003eUse the digital system to flag vehicles containing parts with high historical demand first.\u003c\/li\u003e\n\u003cli\u003eStreamline the scrap metal processing pipeline to reduce bulk inventory holding time.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eInventory Days calculates the average time inventory sits in your yard before being sold. You divide your Average Inventory value by your Cost of Goods Sold (COGS) for the period, then multiply by 365 days to annualize the result. COGS here includes the cost to acquire the vehicle plus the labor\/materials used to test and process the parts.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nInventory Days = (Average Inventory \/ COGS)  365\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSay your average inventory value across the yard and warehouse sits at \u003cstrong\u003e$500,000\u003c\/strong\u003e for the year. If your total Cost of Goods Sold (COGS) for that year was \u003cstrong\u003e$2,000,000\u003c\/strong\u003e, here is how long those assets sat before sale.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nInventory Days = ($500,000 \/ $2,000,000)  365 = \u003cstrong\u003e91.25 days\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cp\u003eThis result is slightly over your \u003cstrong\u003e90-day\u003c\/strong\u003e target, meaning you need to speed up sales velocity by about one day.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eReview this metric \u003cstrong\u003emonthly\u003c\/strong\u003e, as specified in your plan.\u003c\/li\u003e\n\u003cli\u003eTrack Inventory Days separately for high-value parts versus bulk scrap metal sales.\u003c\/li\u003e\n\u003cli\u003eUse the digital inventory system data to forecast demand spikes for specific models.\u003c\/li\u003e\n\u003cli\u003eIf a vehicle sits for 180 days without parts being pulled, re-evaluate its salvage value.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 5\n: \u003cspan style=\"color: #126CFF;\"\u003eOpEx Ratio\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eThe OpEx Ratio measures how efficiently you manage your fixed overhead costs relative to the money you bring in from selling used parts and scrap metal. It tells you if your operational expenses, like yard rent and administrative salaries, are shrinking as your sales volume increases. If this number stays high, you aren’t achieving the necessary operating leverage to scale profitably.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eShows if growth is actually profitable growth, not just revenue growth.\u003c\/li\u003e\n\u003cli\u003eIdentifies exactly when fixed costs need to be re-evaluated or automated.\u003c\/li\u003e\n\u003cli\u003eHelps set realistic targets for inventory turnover speed.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt ignores the cost of the inventory itself (COGS), which is critical here.\u003c\/li\u003e\n\u003cli\u003eCan look artificially low if you have a huge, one-time bulk scrap sale skewing revenue.\u003c\/li\u003e\n\u003cli\u003eDoesn't show labor productivity alone; that’s what Revenue Per Employee tracks.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eFor asset-heavy operations like modern auto recycling, early-stage OpEx Ratios might run high, perhaps \u003cstrong\u003e40% to 60%\u003c\/strong\u003e, because yard setup, specialized equipmen\nt depreciation, and initial staffing are significant fixed costs. As revenue from parts sales and scrap processing scales, the target is to push this below \u003cstrong\u003e25%\u003c\/strong\u003e quickly. This shows you’ve successfully absorbed your fixed costs.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eDrive sales volume through the digital inventory system to increase revenue without adding headcount.\u003c\/li\u003e\n\u003cli\u003eNegotiate lower long-term leases for yard space once initial volume projections are met.\u003c\/li\u003e\n\u003cli\u003eAutomate inventory intake and testing processes to keep Wages flat while Revenue increases.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eCalculate this by adding up all your non-variable costs—rent, utilities, administrative salaries, and depreciation—and dividing that sum by your total sales for the period. This must be reviewed monthly to catch efficiency leaks.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nOpEx Ratio = (Total Fixed Expenses + Wages) \/ Total Revenue\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eSay your monthly fixed costs and required wages total $60,000. If your Total Revenue for the month is $120,000, your initial OpEx Ratio is 50%. If you successfully grow revenue to $240,000 the next month while keeping fixed costs the same, the ratio drops to 25%, showing strong operating leverage.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nMonth 1: ($60,000 Fixed + Wages) \/ $120,000 Revenue = \u003cstrong\u003e50% OpEx Ratio\u003c\/strong\u003e\u003cbr\u003e\nMonth 2: ($60,000 Fixed + Wages) \/ $240,000 Revenue = \u003cstrong\u003e25% OpEx Ratio\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eReview this metric strictly on a \u003cstrong\u003emonthly\u003c\/strong\u003e basis, as required by the target structure.\u003c\/li\u003e\n\u003cli\u003eBenchmark against the prior month to ensure the ratio is defintely trending down.\u003c\/li\u003e\n\u003cli\u003eSeparate Wages from pure Fixed Expenses to see which cost center is ballooning fastest.\u003c\/li\u003e\n\u003cli\u003eIf the ratio spikes, immediately review staffing levels versus current sales velocity and warranty claims processing time.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 6\n: \u003cspan style=\"color: #126CFF;\"\u003eRevenue Per Employee\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eRevenue Per Employee (RPE) shows how much money your business pulls in for every full-time worker you employ. This metric is crucial for understanding labor productivity and how scalable your operations truly are. If RPE rises, it means your team is getting more efficient or your revenue streams are growing faster than your hiring needs.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eShows true labor productivity, not just total output volume.\u003c\/li\u003e\n\u003cli\u003eIdentifies when hiring might dilute efficiency gains from new systems.\u003c\/li\u003e\n\u003cli\u003eHelps set realistic staffing budgets against projected revenue growth.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIgnores the quality or gross margin of the revenue generated.\u003c\/li\u003e\n\u003cli\u003eCan be skewed by high-value, one-off scrap metal sales transactions.\u003c\/li\u003e\n\u003cli\u003eDoesn't account for significant capital investments that reduce FTE needs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eFor physical distribution and recycling businesses like this one, RPE often sits lower than pure service or software firms. While tech firms might aim for $300k+, a well-run physical operation targeting \u003cstrong\u003e$123k+ by 2026\u003c\/strong\u003e shows strong efficiency for asset management. Benchmarks help you see if your digital inventory investment is paying off in labor savings.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eAutomate inventory lookups to reduce counter staff time per part sale.\u003c\/li\u003e\n\u003cli\u003eIncrease the Average Selling Price (ASP) per used part through better testing.\u003c\/li\u003e\n\u003cli\u003eFocus sales efforts on high-value components rather than slow-moving bulk scrap.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eCalculate RPE by dividing your total revenue over a period by the average number of full-time employees (FTEs) working during that same period. This gives you the revenue generated per person.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nRPE = Total Revenue \/ Total FTEs\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cbr\u003e\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eExample of Calculation\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eIf Steel \u0026amp; Spares Salvage projects \u003cstrong\u003e$2.46 million\u003c\/strong\u003e in total revenue for 2026 and maintains a staff of \u003cstrong\u003e20 FTEs\u003c\/strong\u003e, you can determine the expected labor productivity. This calculation confirms if you are on track to meet your target RPE.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nRPE = $2,460,000 \/ 20 FTEs = $123,000 per FTE\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e  \n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-tips-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eTips and Trics\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack RPE monthly, but use the quarterly review for strategic hiring decisions.\u003c\/li\u003e\n\u003cli\u003eSegment RPE by function: parts sales staff versus scrap processing labor.\u003c\/li\u003e\n\u003cli\u003eIf RPE dips, defintely review your inventory acquisition costs immediately.\u003c\/li\u003e\n\u003cli\u003eEnsure FTE counts accurately reflect part-time equivalents for consistent comparison.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003ch2\u003eKPI 7\n: \u003cspan style=\"color: #126CFF;\"\u003eMonths to Breakeven\n\u003c\/span\u003e\n\u003c\/h2\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDefinition\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eMonths to Breakeven tracks the time required for your cumulative earnings before interest, taxes, depreciation, and amortization (EBITDA) to equal your total fixed operating expenses. This tells you exactly when the business stops needing outside cash just to cover its overhead. For Steel \u0026amp; Spares Salvage, the target date for covering all fixed costs is \u003cstrong\u003eJanuary 2027\u003c\/strong\u003e, meaning the runway is set for \u003cstrong\u003e13 months\u003c\/strong\u003e of operation before reaching this milestone.\u003c\/p\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-plus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eAdvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eProvides a hard deadline for achieving operational self-sufficiency.\u003c\/li\u003e\n\u003cli\u003eForces management to prioritize high-margin sales over volume alone.\u003c\/li\u003e\n\u003cli\u003eServes as a clear, objective metric for investor reporting on cash burn rate.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-minus-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eDisadvantages\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eIt ignores the cash needed for inventory replenishment or capital purchases.\u003c\/li\u003e\n\u003cli\u003eA long initial period can mask underlying profitability issues in unit economics.\u003c\/li\u003e\n\u003cli\u003eIt’s sensitive to large, lumpy fixed costs that might occur sporadically.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eIndustry Benchmarks\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eFor businesses dealing with physical inventory and significant fixed assets, like auto recycling, a breakeven target under 15 months is considered fast. If your Inventory Days are high, say over \u003cstrong\u003e120 days\u003c\/strong\u003e, you are tying up too much cash, which pushes the breakeven point further out. You need strong Gross Margin % above \u003cstrong\u003e80%\u003c\/strong\u003e to absorb the fixed costs quickly.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-rocket-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Improve\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eDrive down the Acquisition Cost Ratio below \u003cstrong\u003e100%\u003c\/strong\u003e by negotiating better vehicle sourcing prices.\u003c\/li\u003e\n\u003cli\u003eFocus sales efforts on high-value mechanical parts to boost ASP Per Used Part above $150.\u003c\/li\u003e\n\u003cli\u003eControl the OpEx Ratio by delaying hiring until Revenue Per Employee hits \u003cstrong\u003e$100k\u003c\/strong\u003e.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-calc-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\n\u003ch3\u003eHow To Calculate\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cp\u003eYou calculate this by summing up the monthly EBITDA until that running total equals your cumulative fixed expenses incurred up to that point. This is a running tally, not a single calculation. You must track EBITDA month-by-month.\u003c\/p\u003e\n\u003cdiv class=\"card_smpl_formula\"\u003e\nMonths to Breakeven = Cumulative Months where (Cumulative EBITDA \u0026gt;= Cumulative Fixed Expenses)\n\u003c\/div\u003e\n\u003cbr\u003e\n\u003cbr\u003e\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-20-blog-how-calc-icon.svg\" a\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49304174756083,"sku":"junkyard-kpi-metrics","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/junkyard-kpi-metrics.webp?v=1782685438","url":"https:\/\/financialmodelslab.com\/products\/junkyard-kpi-metrics","provider":"Financial Models Lab","version":"1.0","type":"link"}