Shipped Sales
The Amazon money attached to what actually went out, not to what was ordered.
What it means
Shipped Sales is the revenue attached to the units dispatched to Amazon customers in the period. It's the same catalogue and the same orders as Ordered Product SalesOrdered Product SalesShows gross product demand from Amazon orders., measured against units that shipped rather than units that were ordered. Fees and refunds haven't come off it, so it's a revenue line, not a payout.
Show the math
Formula and a worked example
A shipped unit is one item dispatched to a customer. This column adds up what those units were worth, on the day they went out.
Worked example. On the Dates table, Monday shows €9,200 ordered and €6,100 shipped. Tuesday shows €7,400 ordered and €10,300 shipped. Across the two days: €16,600 ordered against €16,400 shipped. Same demand, dispatched a day behind, with €200 still in the queue.
Read either column over a full period, never a single day. Over a day the gap is a dispatch schedule. Over a month it's a stock or fulfilment problem.
It answers the question
How much of what people ordered actually left the building? Over a short window the two revenue lines separate, and the distance between them is your backlog in euros.
Why it matters
Cost follows the shipment, not the order. Fulfilment fees, picking, packing and postage all land when a unit goes out, so this is the line with real money attached to it — an order that hasn't shipped has cost you nothing and earned you nothing.
It's also the honest check on whether you can serve the demand you're buying. Advertising can lift orders in a day; a warehouse can't always match that, and this column is where the mismatch shows up first.
What good looks like
There's no target — this is a euro total that scales with your catalogue and your marketplaces. Judge it against your own trend and the same weeks last year.
The real test is the relationship, not the level. Over a full month Shipped Sales and Ordered Product Sales should land close together, because everything ordered eventually ships. A gap that persists across several months isn't timing. The other useful ratio is Shipped Sales divided by the units that shipped: what one dispatched item was worth.
How to improve it
| Lever | What you do | Expect | How long | Watch out for |
|---|---|---|---|---|
| Fast Clear whatever can't ship | Chase stuck, unfulfillable and out-of-stock orders on your top movers | The backlog lands in the current period | Same week | It moves revenue forward rather than adding any, so the next period starts from a lower base than the recovery makes it look. |
| Fast Dispatch the highest-value orders first | Reorder the pick queue by order value when you can't clear it all in a day | More value shipped inside the same window | 1–2 weeks | The cheaper orders wait longer, and late dispatch on them reaches your customer metrics before the revenue shift reaches this column. |
| Slow Hold cover on the products that carry the revenue | Set reorder points from unit velocity on the SKUs at the top of the table | Fewer days where demand exists and stock doesn't | 1 quarter | Cash sits in inventory, and slow lines start picking up long-term storage charges you'll pay whether they sell or not. |
| Slow Grow the demand upstream | Work on rank, reviews and ad efficiency, since nothing can ship that wasn't ordered | Shipped revenue follows the ordered line within a cycle | 1 quarter | Every extra unit carries a pick, a box and a fee, so this line grows faster than what you actually keep from it. |
Every lever costs something somewhere. The last column is the one to read twice.
Read it with
Two revenue columns sit side by side on the Dates table for a reason. One is what people wanted, the other is what you managed to send.
Demand and dispatch in step
The business grew and fulfilment kept pace with it. This is the only corner where growth is fully banked rather than parked in a queue.
Clearing the backlog
Today's dispatch is last week's demand catching up. Real money and real fees, but no new demand behind it.
Orders you can't serve
Demand grew and shipments didn't. Every day this holds is revenue standing still, and on Amazon a slow dispatch costs more than the delay itself.
A real slowdown
Both ends fell together, so this isn't a timing gap. Something upstream stopped the orders arriving.
Divide one by the other and you get what a dispatched item was worth. Units growing faster than shipped revenue means the mix moved towards cheaper products — you're paying for more picks, boxes and fees to earn the same money, and neither column shows that alone.
Shipped revenue isn't kept revenue. A strong dispatch month with a climbing refund rate is stock going out and coming back, at your cost both ways. The pair catches it weeks before the settlement figures do.
Common misreads
They're counted at different moments. A day's dispatch is often the previous day's orders, so the two lines cross over each other constantly and only converge across a full period.
That's the same demand counted twice, at two stages of its life. Pick one column for the question you're asking and stay on it.
No fee has come off and no refund has been taken out. Net ProceedsNet ProceedsFinal proceeds total for the date after Amazon economics aggregation. is the settled figure — this one is revenue on its way there.
Also called
Shipped Product Sales · shipped revenue · dispatched sales
See yoursShipped Sales day by day on the Dates table, next to the units and orders that went out with it.
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