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In the early days of retail, a small business could survive and thrive while operating a single storefront with in-store only sales. Though some businesses still operate this way today, anyone in the retail game knows that multi-channel inventory is becoming less of an option and more of a necessity, especially if you want to scale.

In 2020 as the COVID-19 pandemic gained momentum, direct-to-consumer (DTC) brands experienced incredible growth. In fact, sales across DTC brands in the US saw a 45.5% growth increase. At face value, that may sound like a beautiful thing. But ongoing challenges with the supply chain meant that many brands struggled to deliver on that demand.

Measure twice, cut once. The direct meaning of this common saying is relevant for carpenters, but its symbolic meaning is important for businesses in all industries. 

Every ounce of preparation is worth its weight in gold, especially when it comes to processes and practices that have significant repercussions when done improperly. Demand planning for your supply chain is one such process. 

Have you ever sold a product you didn’t actually have in stock? If so, you’re not alone: 34% of businesses have been forced to delay shipping a product because they sold something they didn’t have in hand. 

Though not uncommon, these types of mistakes aren’t great for your customers’ experience. So, how do you manage inventory replenishment processes efficiently enough to prevent it?

Inventory is the lifeblood of any product-based business. Without the right products, in the right place, at the right time, you can lose sales and customer trust.  

Would you hop in your car to drive somewhere if you knew you had less than 65% chance of arriving where you intended to go? When you operate your business without end-to-end supply chain visibility, that’s what you’re doing with your inventory. 

How many units of your top-selling product are you going to sell tomorrow? Next week? What about four months from now? If you’re not 100% sure (and confident) in answering any of these questions, stick around: You’ve come to the right place. 

Sometimes, demand planning and forecasting can feel a bit like you’re supposed to be predicting the future like Nostradamus. You need to account not only for the number of customers who will want to purchase each product in your catalog but also for your suppliers’ timelines, your warehousing space, your...

Seasonality, price fluctuation, and changing economic conditions, oh my!

RIP Brick-and-mortar.

How would you like to see nearly a three percent increase in annual sales without running a single promotion or introducing a new product?

You want to implement inventory optimization processes but don’t know where to start.