Inventory Twin
How much inventory do we really need — and where?
How much inventory is needed to protect service without tying up unnecessary capital?
Too much inventory is expensive. Too little inventory is risky.
Higher stock levels may protect availability, but increase working capital, storage costs and obsolescence risk.
Lower stock levels release capital, but may increase shortages, lost sales or operational disruption.
The relationship is rarely linear — and simple rules such as fixed weeks of supply or a single safety-stock formula can hide substantial differences between products.
An Inventory Twin combines historical demand, replenishment behaviour, lead times, current inventory rules and service requirements.
Instead of evaluating only the current policy, alternative inventory strategies can be simulated under different future demand and supply conditions.
Inventory policy benchmarking
Compare alternative reorder points, order quantities and safety-stock policies against the current approach.
Demand and lead-time uncertainty
Quantify how variability in demand and replenishment affects inventory requirements and stockout risk.
Inventory–service trade-off
Estimate how much inventory is required to achieve alternative service levels and identify inefficient policies.
Scenario simulation
Test how changes in demand, lead time or service targets affect inventory, shortages and working-capital requirements.
How much inventory do we actually need?
What service level can we achieve with the current inventory?
Where is excess inventory concentrated?
Which products contribute most to stockout risk?
How much inventory can be released without materially reducing service?
