Buying out of habit
You order the same as last month because reviewing product by product would take two days. That's how what doesn't turn over piles up and what does runs out.
Supply Chain Agent
Money sitting idle in the warehouse. And stockouts of exactly what does sell.
Both happen at the same time and for the same reason: nobody has time to review eight thousand products one by one. The agent reviews all of them, every week, and tells you which ones matter today.
✓Tells you how much money you have sitting idle and in which products
✓Warns you about a stockout before it happens, not after
✓Suggests who to offer what isn't moving
Monday, 7:00 a.m.
The weekly summary
“You have $68,400 in 214 products that haven't moved in over four months. Eighty of them are from a single brand.”
“Twelve class A products will stock out in less than three weeks if they aren't ordered today. Two are from a vendor that takes 45 days.”
“Of the slow movers, Ferretería R bought 38 last year and stopped ordering them. Worth a call before clearing them out.”
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What it does
It reviews the eight thousand products nobody has time to look at.
Your buyer knows the top hundred sellers by heart. The problem is the other seven thousand nine hundred: that's where idle capital piles up and where stockouts slip through.
Idle capital, by name and amountWhich products aren't moving, since when, how much they're worth and which vendor they're from. Not a percentage: the list.
Stockouts before they happenIt projects when each product will run out based on its real sales and the vendor's lead time. It warns you with enough margin to order.
What to promote and to whomIt cross-checks what isn't moving against who bought it before. Instead of clearing stock blindly, you know which customer to offer it to.
How much to order of each itemReorder point and quantity calculated per product, based on its sales pattern and not on one flat rule for everything.
Raw materials ahead of timeIf you manufacture, it projects what you'll need based on the production plan and flags what has to be bought now.
It alerts whoever decidesThe buyer gets the purchasing items, the manager gets the idle capital, the salesperson gets the list of what needs to move.
The real problem
It's not a lack of information. It's that nobody has time to read it.
Your system already calculates almost all of this. The report exists, it's right there, and nobody opens it — because it's eight thousand rows and nobody has a free morning to go through them.
Slow movers are discovered too late
Nobody looks at those products until there's a physical count or the close has to be reconciled. By then they've been there a year and have already lost value.
Everything depends on one person
The buyer who knows how much to order of each item keeps it in their head. If they get sick, go on vacation or quit, that information leaves with them.
And it's not just a Panama problem: 81% of companies worldwide still plan their supply in Excel, even though they have systems that already do the math. The obstacle was never the math.
How it works
The math is well known. What's missing is someone to read it.
We didn't invent a forecasting method. We use the ones the industry has already validated, and add on top what no tool includes: the reading in plain language and the concrete action.
1
It organizes the catalog
It classifies each product by what it represents in money and how predictable its sales are. An item that sells every day isn't the same as one that sells three times a year, and they aren't managed the same way.
2
It projects demand
Different models depending on the pattern: steady sellers are projected one way and sporadic sellers another. That distinction is what makes the suggestions useful in a catalog of thousands of items.
3
It calculates how much and when
Reorder point and quantity per product, adjusted to each vendor's real lead time and to the service level you decide for each item class.
4
And it turns that into actions
This is the part that isn't in any book: turning those numbers into a short, prioritized list, with the reason for each recommendation, sent to the person who can act on it.
It works on top of whatever system you already have. No need to switch ERPs or migrate anything — it connects and reads.
How it compares
What you're up against today: an Excel file and a person with a good memory.
The big platforms that do this exist, and they're excellent. They also cost hundreds of thousands of dollars a year and take six to eighteen months to implement.
It does all this and more. Designed for chains with dozens of warehouses and a dedicated planning team. Six to eighteen months before it starts paying off.
Free, flexible and understood by whoever built it. It doesn't warn, doesn't prioritize, doesn't cross-check against sales, and it leaves the day that person leaves.
The same math, on the system you already have, in weeks and not a year. And it alerts you on its own, which is the difference between a calculation and a decision.
If your operation justifies an international platform, we'll tell you in the assessment and we won't sell you this. This is for whoever is on Excel today and knows money is slipping away there.
Estimate
Calculate how much money you have sitting idle.
Three figures you already know. We give you the order of magnitude of what can be freed up and what it would cost.
5.000
Active SKUs, not units
$300.000
At cost, what you have in the warehouse today
How often you review slow movers
Capital you could free up
$24,000 – 45,000
Tied-up inventory that turns into cash when you stop restocking what doesn't turn over and move what's already sitting idle. Estimate based on industry assumptions, not a promise.
Monthly, estimated
from $450/month
Setup
from $2,490
Where that number comes from
The math assumes that in a catalog without periodic review, between 15% and 30% of inventory is sitting idle. If you already review slow movers every month, your gain here is smaller and we'll tell you so. The real number comes from looking at your inventory, not this slider.
The price depends on the size of the catalog, not the value of the inventory. If you handle manufacturing, the raw materials module is quoted separately because it requires connecting the production plan.
Frequently asked questions
What people ask before deciding.
Does it work with my system, or do I have to switch?
It works on top of the one you already have. It connects and reads your sales history, inventory, purchases and each vendor's lead times. No need to migrate anything or switch ERPs. If your information lives in two or three different systems, even better: that's exactly the case where no tool on the market works for you, because they all assume you have everything on a single platform.
How much history do you need to forecast?
Ideally twenty-four months of transactions. Twelve is workable, but the forecast won't capture full seasonality and first-year suggestions will be more conservative. With less than twelve months we tell you and we don't start: it would be guessing dressed up as calculation.
What if my item master is a mess?
That's the most common case and we review it in the assessment. Duplicate codes, wrong units, items nobody ever deactivated. Cleaning it up is part of the setup, and if the mess is bigger than usual it's quoted separately before we start.
Will it make purchases on its own?
Not without someone authorizing it. It suggests what to order, how much and from whom, with the reason for each suggestion. Your buyer reviews and approves. Autonomy can be expanded later, with an amount limit you define in writing.
How is it different from the big platforms?
Not at all, as far as the math goes: they use the same methods the industry validated decades ago. The difference is the price, the time to go live and the fact that those platforms assume you have a dedicated planning team to interpret their dashboards. Here the interpretation comes done and reaches whoever has to act.
What happens if the forecast is wrong?
It will be wrong, and that's normal: no forecast is always right. That's why the system doesn't give a bare number but a range, with the margin of error measured against your own history, and that's why the buyer approves before anything is executed. During implementation we measure that error against past months and show it to you before going live.
Inventory assessment
One review and you'll know how much money you have sitting idle.
We look at your catalog, your sales history and how clean your item master is. We tell you how much is tied up and whether it's worth doing something — even if the answer is that the data needs to be cleaned up first.
✓No commitment, no contract involved
✓We give you the priorities in writing
✓We reply the same business day
Start with the assessment
We review your inventory, measure the forecast error against your own history and adjust the number to your case. Setup in 20 business days.
Request assessment
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