From inventory velocity to replenishment
Measure how quickly inventory moves, then connect that pace with lead time and the stock level that triggers a new order.
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Connect inventory velocity with replenishment timing without hiding the assumptions behind demand, lead time or stock value.
Inventory turnover measures how many times inventory was sold or used during a period. It connects cost of goods sold with average inventory value, so both figures need the same cost basis and accounting period. Use it to review stock velocity and capital tied up in inventory, not to decide an order date by itself.
Reorder point answers a different question: how many units should remain when a replenishment order is triggered? It combines expected demand during supplier lead time with a safety-stock input. Lead time and demand must use compatible units, such as units per day and days.
Seasonality, supplier variability, promotions and stockouts can make a historical average unreliable. Test a realistic range instead of relying on one value, and document how safety stock was chosen. Then connect the stock decision to contribution margin and e-commerce profit: faster turnover does not automatically improve profit if discounts, freight or lost sales change the economics.
Decision paths
Measure how quickly inventory moves, then connect that pace with lead time and the stock level that triggers a new order.
Keep inventory decisions connected to product cost, contribution and the order economics that ultimately fund replenishment.
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Calculate inventory turnover and the implied inventory conversion period from cost of goods sold and average inventory.
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Estimate the inventory level that triggers replenishment from daily demand, lead time and safety stock.
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