Choose daily or weekly ordering from cost and stock records over the same period, not habit. Short shelf life alone does not set delivery frequency; demand variation, lead time, and receiving capacity also matter.
Compare both options on the same basis
For each product group, model daily and weekly schedules over the same number of weeks, demand, and product conditions. Estimate order quantity from sales rate and lead time, then compare it with actual inventory movements.
Total the period cost
For each schedule, add delivery runs, receiving labour, waste or markdowns, remaining stock at period end, and any excess caused by minimum order quantities.
Find the break-even condition
A more frequent schedule has a cost advantage when its reduction in waste and stock costs exceeds the added delivery and receiving cost. If the records do not show this, review the product group and assumptions.
Update with store data
Compare estimates with order, sales, waste, and delivery records. Mark promotions or seasonal effects separately; do not combine different demand periods into one average.