Stock in the wrong place, cash in the wrong stock
Reorder points set by service level, stock priced in money terms, and every recommendation approved and logged.
What goes wrong today
One depot is out of a fast mover while another holds months of it.
Reorder levels were set years ago as min and max figures and have not moved since. Slow stock ages quietly until it is written off.
Finance sees inventory as one number on the balance sheet. The warehouse sees bins and counts. Nobody sees what each SKU at each location costs to hold, so the cash tied up in the wrong stock is never priced, and count variances that repeat on the same shift are adjusted away as noise.
Why existing approaches fall short
- Static min and max levels ignore how much demand and supplier lead times actually vary.
- ERP valuation reports show what stock is worth, not what it costs each month in capital, storage, handling and obsolescence for each SKU and location.
- Count variances are posted one at a time, so a pattern by shift, SKU or person is never seen.
How FLX4 addresses it
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FLX4 sets safety stock and reorder points from a service level per SKU class, using the variability of both demand and supplier lead time, and rounds orders to MOQ. It prices carrying cost per SKU and location in money terms, split into capital, storage, insurance, handling and obsolescence by aging band.
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In the warehouse, a variance posts only after a completed count. Rule-based checks look for variances that repeat by shift or concentrate in high-value SKUs, and lot trace finds every location holding an affected batch. Every recommendation and every override goes into an append-only decision ledger.
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Stocki, the FLX4 inventory product, runs the replenishment, carrying-cost and recall-trace logic, and storekeepers work from mobile barcode scans. TransNest adds dock and yard scheduling.
The loop, step by step
- 1 · Predict
Price the stock
Carrying cost per SKU and location per month, in money, with aging bands that show which stock is drifting toward obsolescence.
- 2 · Predict
Set service levels by class
Safety stock and reorder points from demand and lead-time variability, with seasonal factors and orders rounded to MOQ.
- 3 · Decide
Find the moves
Reorder, transfer between locations, defer a PO or clear aging stock. Repeating count variances are flagged with the shift and SKUs involved.
- 4 · Approve
A planner accepts or rejects
Each recommendation stays pending until a named planner accepts it. Variance adjustments are posted by the warehouse supervisor after a completed count.
- 5 · Execute
Post through your systems
Accepted reorders and transfers go to your ERP or WMS as drafts, through connectors configured per deployment.
- 6 · Learn
Keep the ledger
The decision ledger records each recommendation, override and outcome, so service levels are tuned on evidence.
What it helps you work toward
Outcomes are measured against a baseline we agree with you in writing.
Days of cover by SKU class
Days of cover by SKU class, against a baseline agreed in writing
Holding cost in money terms
Carrying cost per SKU and location per month, by aging band
Fill rate held while stock comes down
Fill rate on SKUs whose reorder points changed, compared with the prior period
Count accuracy
Book-versus-physical variance per cycle count, and repeat variances by shift
What powers this solution
Stocki
Know what your stock costs you each month, and keep the right stock in the right place.
Explore Stocki →
PlanningNest
Order the right quantity before the festival, and know why the number is what it is.
Explore PlanningNest →
TransNest
See the late truck before your customer does, and pay only the freight your contract allows.
Explore TransNest →Integrations
Reads stock, movements and lots from your ERP or WMS (e.g. SAP S/4HANA, SAP Business One) read-only, or from CSV and Excel extracts; connectors are configured per deployment. Mobile barcode scanning covers receiving, picking, dispatch and cycle counts.
Bring us the decision behind this problem
In two weeks: the decision mapped, where money leaks, a baseline agreed in writing and a ninety-day plan with one target.
Read-only on day one. Your people approve every action. If the number does not move, you do not scale.