Someone raised the buffer on 38 SKUs. Nobody could tell me who.
A buffer raised for the holidays and never lowered flipped 38 healthy SKUs to out of stock and locked up $2,660. The audit log found who did it in four minutes.
Read the post →Stories and how-tos for Cin7 Core and Shopify operators who want their stock data to actually tell them something.
A buffer raised for the holidays and never lowered flipped 38 healthy SKUs to out of stock and locked up $2,660. The audit log found who did it in four minutes.
Read the post →A supplier minimum looks like a rule. The months-of-cover math says when to take it, and one two-line email shows how often it is negotiable.
Read the post →Every reorder system runs on a forecast, and almost nobody grades it. One export and one column of math tell you which SKUs to trust and which need a bigger cushion, plus the place where the average error lies to you.
Read the post →A purchase order kept getting rejected against a supplier record I could open and read. The name in Cin7 Core had a leading space, which no browser will ever show you. The ten-minute audit that turned up six more across 747 supplier records, and why matching on names breaks everything downstream.
Read the post →A second supplier only earns its place if you know the number that makes you switch to them. The one-line comparison between what a price premium costs and what the missing days cost, worked through on a real order I got wrong.
Read the post →If you can't see how a suggested order quantity was built, you'll quietly replace it with the number in your head. The full arithmetic behind one reorder decision, and what overriding it cost.
Read the post →A 15,000-variant Cin7 Core catalog does not mean 15,000 purchasing decisions. The test that decides which SKUs earn a reorder point, what to do with the rest, and the two ways this goes wrong.
Read the post →Finish the count and you get hundreds of lines that disagree with the system, and nothing to tell you which ones matter. The two-condition threshold that cuts the list down, the dollar sort that orders what's left, and what count corrections quietly do to your wastage rate.
Read the post →Four correct reorder decisions, one supplier, 31 days, and $437 of freight and missed price breaks I had no reason to pay. The pull-forward window that tells you what belongs on today's PO, and the carrying-cost math for where consolidating stops paying.
Read the post →A purchase order line removed in Cin7 Core still reads as stock on the way to everything downstream — so it keeps suppressing the reorder alert behind it and carries inventory you'll never receive. Seven orphaned lines, $14,074 of phantom stock, and the forty-minute check that finds yours.
Read the post →A new SKU has no sales history, but the reorder point field still wants a number. Borrow the seasonal shape from a comparable product, own the level from your own early sales, and widen the buffer while the history is thin.
Read the post →Ten weeks of low-stock alerts lined up against the stockouts that followed them: a median 2 days of warning, on suppliers who take 12 business days to deliver. Why alert thresholds drift away from your real reorder math — and the one-hour check that tells you if yours have.
Read the post →You planned the promotion. You knew the date. Your reorder math found out when the stockout hit. The two-sided failure every scheduled demand spike causes — and the three-field fix that prevents both halves.
Read the post →Every reorder formula assumes the cash is there. Some weeks it isn't. How to defer purchase orders deliberately — with a date and a price on every skip — instead of finding out in September which flags you shouldn't have ignored.
Read the post →Cin7 Core records every damaged, spoiled, or miscounted unit as a stock adjustment, then leaves them in a list nobody reads. Read them as a rate instead — wastage as a share of everything that moved — and keep stocktake corrections from polluting the number.
Read the post →A reorder point assumes you can top up fast. For the SKUs that ship by sea, by the time the number trips you're already weeks behind. Here's the cover-target math for ordering goods that take two months to arrive — lead time, container minimums, and currency included.
Read the post →If your inventory system emails you every time a SKU dips below its minimum, you stopped reading those emails months ago. Here's why low-stock alerts turn into noise — and how to wire them so the one that matters still gets through.
Read the post →If you build, kit, or personalize what you sell, count day double-counts the components sitting inside finished-but-unshipped goods — and your real variances drown in the noise. Here's the mechanic, the math, and how to count a build-to-order catalog without chasing ghosts.
Read the post →You set each supplier's lead time once, at onboarding, and never touched it again. Every reorder decision since has run on that one guess. Here's how the number drifts, what a wrong lead time costs in units, and how to replace it with your own PO history.
Read the post →A SKU that's out of stock sells zero. Your forecast reads that zero as falling demand, drops the reorder point, and the SKU runs out faster next time. Here's the feedback loop most reorder math can't see — and how to break it.
Read the post →When a SKU runs out, most operators count the missed sale and move on. That's about 15% of the true cost. Here's where the other 85% hides — with numbers — and the math that prevents it.
Read the post →Cin7 Core records what your stock is doing. It doesn't tell you what to do about it. After 18 months of running on Cin7 Core full-time at an 800-SKU Australian operator, here are the four costs we kept paying — and why we eventually built our own layer on top.
Read the post →Cin7 Core lets you set a reorder point on every SKU. It doesn't tell you what the number should be. Here's the math, the four things most operators get wrong, and a practical framework you can apply this week.
Read the post →Most reorder points are off by 30–60% in any given month. Not because the formula is bad — the formula is fine — but because everyone runs it on a flat 12-month average in a business that isn't flat. Here's the fix.
Read the post →Most operators set buffer stock once, never think about it, and likely set it to zero. It's the cheapest insurance policy in your business — and almost nobody is paying the premium.
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