How do you know if you have the right amount of capital invested in your inventory? Underinvestment risks lost sales & angry customers, a lack of parts for maintenance, or missed production. Overinvestment ties up cash that should be directed elsewhere.

At most companies, strategic inventory decisions are completely removed from the executive and CFO levels. Companies often lack vision—and sometimes appreciation—for what their inventory strategy means financially.

Our customers are transforming their demand planning into a means of wielding their inventory as a strategic asset to beat the competition, capture more sales, and drive costs down.

How much would a 10 to 35% reduction of capital tied up in inventory and a reduction in stockouts mean to you and your firm?