Inventory management is the discipline of maintaining the right quantity of the
right products in the right locations at the right time. Too much inventory ties
up capital and risks obsolescence; too little creates stockouts that lose sales
and damage customer relationships. The optimal inventory strategy balances service

## Key Points

- **ABC Analysis**: Classify inventory by value contribution. A items (top 20%
- **Economic Order Quantity (EOQ)**: Calculate the order size that minimizes the
- **Safety Stock Calculation**: Buffer inventory sized to cover demand variability
- **Reorder Point Systems**: Trigger replenishment when inventory drops below a
- **Just-in-Time (JIT)**: Minimize inventory by synchronizing production and
- **Cycle Counting**: Continuously count subsets of inventory rather than
- Track inventory accuracy as a metric. Decision quality depends on data quality.
- Review and adjust safety stock levels seasonally or when demand patterns change.
- Use demand forecasting to drive inventory planning rather than relying solely
- Implement first-in-first-out (FIFO) for perishable or time-sensitive goods.
- Automate reorder triggers to prevent human lag in replenishment decisions.
- Segment inventory strategy by product characteristics. High-value, slow-moving

Inventory Management

Core Philosophy

Inventory management is the discipline of maintaining the right quantity of the right products in the right locations at the right time. Too much inventory ties up capital and risks obsolescence; too little creates stockouts that lose sales and damage customer relationships. The optimal inventory strategy balances service levels against carrying costs, informed by demand patterns, lead times, and supply variability.

Key Techniques

• ABC Analysis: Classify inventory by value contribution. A items (top 20% by value) get tight control and frequent review; C items (bottom 50%) get simplified management with larger safety stocks.
• Economic Order Quantity (EOQ): Calculate the order size that minimizes the total of ordering costs and holding costs, assuming stable demand.
• Safety Stock Calculation: Buffer inventory sized to cover demand variability and lead time variability at a target service level.
• Reorder Point Systems: Trigger replenishment when inventory drops below a calculated threshold based on lead time demand plus safety stock.
• Just-in-Time (JIT): Minimize inventory by synchronizing production and delivery closely with demand, reducing waste and carrying costs.
• Cycle Counting: Continuously count subsets of inventory rather than conducting disruptive full physical counts, maintaining accuracy year-round.

Best Practices

• Track inventory accuracy as a metric. Decision quality depends on data quality.
• Review and adjust safety stock levels seasonally or when demand patterns change.
• Use demand forecasting to drive inventory planning rather than relying solely on historical averages.
• Implement first-in-first-out (FIFO) for perishable or time-sensitive goods.
• Automate reorder triggers to prevent human lag in replenishment decisions.
• Segment inventory strategy by product characteristics. High-value, slow-moving items need different policies than low-value, fast-moving ones.
• Monitor inventory turnover ratio and days of supply as key health metrics.

Common Patterns

• Vendor-Managed Inventory (VMI): Supplier monitors stock levels and makes replenishment decisions, reducing buyer's planning burden and improving supplier visibility.
• Consignment Inventory: Supplier retains ownership until the buyer uses or sells the inventory, reducing the buyer's capital commitment.
• Multi-Echelon Optimization: Optimize inventory across multiple warehouse tiers simultaneously rather than independently at each location.
• Postponement Strategy: Hold inventory in generic form and customize or configure at the last possible moment to reduce variety-driven overstock.

Anti-Patterns

• Ordering in large batches to get volume discounts without accounting for the carrying cost of excess inventory.
• Using a single inventory policy for all SKUs regardless of demand patterns, value, and criticality.
• Measuring only stockout rates without tracking overstock and obsolescence costs.
• Relying on manual counts and spreadsheets for inventory tracking in operations of any significant scale.
• Ignoring lead time variability in safety stock calculations, leading to chronic shortages when suppliers deliver late.
• Hoarding inventory as insurance rather than addressing the root causes of supply unreliability.