For Garment wholesalers & distributors · Retail & private-label teams · Brands & brand owners
Use one stock record for each sellable variant
Track style, size and colour separately. Record opening stock, receipts, sales, customer returns, damage, transfers and allocations for a defined period. A high total for one style can hide a shortage in a popular size and excess in another. Reconcile physical stock before using it to make a buying decision.
Keep ratios tied to a clear period
Illustration: opening stock 100 pieces, receipts 20 and sales 30, with no other movements, leave 90 pieces. Sell-through for that period is 30 ÷ (100 + 20) = 25%. State the period and denominator when comparing results. Old stock, a new launch and a stock-out period need context; their sales rates are not directly interchangeable.
Calculate coverage and inventory position
These are planning examples, not recommended stock levels. Use a consistent available-stock definition so allocations are not subtracted twice. Minimum order quantities, size packs, seasonal demand and uncertain lead times can change the decision.
| Measure | Illustrative calculation |
|---|---|
| Weeks of cover | 90 available pieces ÷ 15 expected weekly sales = 6 weeks |
| Target position | 15 weekly sales × (4-week lead time + 1-week review period) + 15 buffer = 90 |
| Current inventory position | 90 on hand + 20 confirmed inbound − 30 allocated = 80 |
| Illustrative suggested order | Maximum of 0 and (90 − 80) = 10 pieces |
Separate replenishment from an assortment decision
- Compare sale rates and availability at size-colour level.
- Identify aged stock and the reason it has not moved.
- Do not interpret zero sales during a stock-out as zero demand.
- Check whether an inbound order is confirmed and still relevant.
- Review new and seasonal styles separately from stable repeat items.
Close the learning loop
Keep the reason for each order and revisit it when the goods arrive. Compare actual sales and lead time with the assumption, then adjust the next review. Use your own data and commercial constraints instead of applying one universal reorder rule across the assortment. Coordinate supplier quantities, size ratios and delivery scope before committing.
Examples illustrate a method; they are not market quotations, supplier certifications or guarantees of commercial results. Confirm your own assumptions and the requirements of the specific order.
Have a correction or a practical question? Contact Trustex Industries.