Estimate inventory days, reorder point, turnover, carrying cost, and stockout risk for physical products. Use this calculator to balance availability with overstock control.
Inventory days show how long current stock can support demand. Too little inventory creates stockouts; too much inventory ties up cash and storage space.
Benchmarks vary by product category, channel, fulfillment model, and customer segment. Use the result as a decision estimate, not accounting advice.
With 1,500 units and 40 daily sales growing 8%, adjusted daily sales are 43.2 units and inventory coverage is about 35 days.
Many stores aim for 30–60 days of inventory, but the right level depends on supplier lead time, seasonality, cash flow, and demand volatility.
A good turnover ratio varies by category, but faster turnover generally means inventory is converting to cash more efficiently.
Multiply average daily sales by supplier lead time, then add safety stock to cover uncertainty.
Track daily sales velocity, update lead times, maintain safety stock, and reorder before inventory reaches the reorder point.
Safety stock should reflect demand variability, supplier reliability, seasonality, and the cost of running out of stock.
| Metric | Meaning |
|---|---|
| Main Result | Primary number used for decision-making. |
| Health Score | 0–100 score based on profitability, operating efficiency, or risk. |
| Status | Excellent, Good, Average, or Needs Improvement. |
| Recommendation | Automatic next action based on the result. |