Resources

Inventory optimization and supply resilience, without the sales pitch.

Written for the people who place purchase orders at distributors and importers. Every article cites its sources and says what it does not know.

What is inventory optimization for distributors?

Inventory optimization for distributors explained: what it decides, how it differs from forecasting and reorder points, and what evidence a distributor should demand before changing how it orders.

7 min read · updated 2026-09-06

Safety stock versus inventory optimization

The classic safety stock formula, where it breaks for distributors with variable suppliers, and how scenario-based inventory optimization sizes protection per SKU, customer and supply lane.

8 min read · updated 2026-09-06

How distributors should plan inventory during supply disruptions

A practical sequence for distributors when a port, supplier or lane fails: reposition, reallocate by customer priority, use approved alternatives, and let protection fall again when the risk passes.

8 min read · updated 2026-09-06

Multi-echelon inventory optimization, explained

What multi-echelon inventory optimization (MEIO) means for a distributor with a central warehouse and branches, the guaranteed-service model behind most tools, and where network optimization differs.

7 min read · updated 2026-09-06

How supplier fill rate and lead-time variability affect inventory

Why a supplier that ships 85% of what you ordered, three weeks late on occasion, needs more protection than its average suggests, and how to measure it from your own receipts without fabricating data.

7 min read · updated 2026-09-06

How to reduce inventory without hurting service levels

Where distributors can cut working capital safely: SKUs with short, reliable replenishment and alternatives, and where they cannot: long lanes, correlated suppliers and strategic customers.

7 min read · updated 2026-09-06

LEAN, PROTECT, ALLOCATE, RECOVER: a resilience planning framework

A four-state framework for supply planning under uncertainty: stay lean while it is safe, buy protection when uncertainty becomes expensive, allocate by customer priority in scarcity, and recover back to lean.

8 min read · updated 2026-09-06

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