Wie können Sie Fehlbestände und Überbestände im E-Commerce vermeiden?

Two factors go into correct inventory projection: a) Traffic Projection and b) Pricing Impact Projection. For the former, a typical sale event will see the same kind of traffic spike that it received the previous year on the same platform. Be careful not to over-estimate the impact of traffic you might send through FB/IG/YT - that is top of funnel traffic and converts very very poorly On the latter, look at spike received in previous events or in BAU period when similar discounts were run. If you are planning a new-disruptive price in an event, ensure you run that price for a few BAU days to see the differential spike you get. Don't go by price-elasticity ratios - it does not cover implications of search ranking, competition pricing etc

Today, companies like Belle AI, One Beat and Quantia are using artificial intelligence to help you: - see out of stock in real time - automatically process data from various sources and make stock predictions - forecast your demand and automate your planning

Forecasting demand accurately is paramount for successful inventory management. In my role as a marketing director, I've found that combining multiple forecasting methods yields the best results. For instance, in addition to analyzing historical data and market trends, we actively engage with our customers through surveys and focus groups to gather qualitative feedback. This approach provides valuable insights into emerging customer preferences and helps us make more informed decisions. By embracing a holistic approach to demand forecasting, we can proactively respond to market changes, maintain optimal inventory levels, and ensure our customers receive the products they want when they want them, enhancing overall satisfaction and loyalty.

When I was a planning manager, we were constantly underforecasting sales projections of products that were OOS during the previous season. Make sure you take into account how many weeks of sales were lost due to OOS situation and reforecast based on potential histroriuc lost sales.

In my experience this a balancing act. You almost never get it perfect except on rare occasions. If you had to lean more to one direction over the other, I would add that overstocking by a small margin is better than out of stock. Sales momentum is crucial especially for smaller businesses.

we implemented a cloud-based inventory tracking system that provided real-time updates on stock levels. This enabled us to proactively manage inventory, avoid stockouts during peak demand, and optimize storage space. Additionally, by identifying slow-moving items, we could strategize targeted marketing campaigns to boost sales and reduce excess inventory. The use of advanced technologies like RFID tags and barcode scanners further enhanced accuracy and efficiency, streamlining our inventory management process. Embracing such tools and practices can significantly improve your overall business performance and customer experience.

In general, I ask myself. What is better? it is better to have a lower inventory cost than a higher stockout cost, because inventory cost is a direct expense that reduces the profit margin, while stockout cost is an opportunity cost that affects the future profitability. However, this does not mean that inventory cost should be minimized at all costs, because having too little inventory can also hurt your performance. Therefore, the optimal inventory level for a product depends on the balance between inventory cost and stockout cost, which can be calculated using different models depending on the demand and supply conditions.

Incorporate geolocation tracking into your inventory system, allowing you to monitor the movement of products across different storage locations or even during transit. Implement a Just-in-Time (JIT) inventory strategy, which involves receiving goods from suppliers only as they are needed, minimizing excess stock and associated costs. Leverage Internet of Things (IoT) technology to create a connected inventory ecosystem, providing real-time data on temperature, humidity, and other environmental factors that could impact product quality and shelf life. Conduct regular ABC analysis to classify products based on their contribution to revenue, enabling focused monitoring and management of high-value items.

"Efficiently optimizing your reorder point is paramount in the realm of inventory management, akin to finding the ideal balance, just as Goldilocks would have in her pursuit. Drawing from my professional experience, we meticulously fine-tuned our reorder point employing the prescribed formula, orchestrating a harmonious inventory dance that ensured shelves remained well-stocked, gracefully evading the perils of stockouts and excesses. Embrace the potential of your tailored reorder point as a steadfast inventory guardian, poised to safeguard against any potential shortages or surpluses."

Leverage advanced analytics to incorporate external factors like market trends or competitor activities into your reorder point calculations. Implement an automated reorder notification system that sends alerts to your suppliers when inventory levels reach a predetermined threshold. Consider using Economic Order Quantity models that balance order and holding costs, further refining your reorder point strategy. Embrace a dynamic reorder point approach that adjusts based on real-time data, enabling proactive inventory management and minimizing the impact of demand fluctuations. Collaborate with your suppliers to establish flexible lead times and order quantities, enhancing your agility to respond to changing market conditions.

Inventory Management Software, Supplier Relationships, Dynamic Pricing, Demand Forecasting & Just-In-Time (JIT) Inventory, would be my top 5 ways to optimize inventory.

Embracing techniques like EOQ and ROP enabled us to strike the perfect balance between stock availability and costs, resulting in improved cash flow and overall profitability. These proven strategies can be a game-changer, ensuring your inventory stays lean, agile, and primed for success in today's dynamic business landscape.

Utilize AI-driven demand forecasting software for accurate predictions. Analyze customer behavior patterns with data analytics. Experiment with hybrid inventory methods and real-time market data. Collaborate with suppliers for Vendor Managed Inventory (VMI) systems.

When contracting with a 3PL, make sure they are providing regular cycle counts to maintain accurate inventories. Recommendation is to count 25% of inventory every three months.

I've witnessed the transformative power of outsourcing fulfillment in the e-commerce landscape. For instance, partnering with a reliable 3PL provider allowed us to extend our reach to new markets by leveraging their strategic warehousing locations, reducing shipping costs, and speeding up delivery times. However, I also recognize the importance of carefully evaluating the potential downsides, such as relinquishing some control over inventory and potential compatibility issues. It's crucial to strike the right balance between the benefits and risks of outsourcing, ensuring you select a 3PL partner that aligns seamlessly with your business goals and values.

Implement performance-based contracts with 3PL providers to ensure accountability. Leverage data analytics to assess 3PL performance and optimize inventory flow. Establish clear communication channels and KPIs for real-time visibility. Consider hybrid fulfillment models for greater control and risk mitigation.

Use pricing to manage inventory. As stock levels run low, you can start increasing prices. This will minimize the risk of stock outs, and at the same time, increase your profit margins, and that’s always good! Conversely, if some items are moving more slowly than your forecast, you can run a sale on that portion of your inventory. Promote the sale in price-conscious channels like eBay and Amazon, and only put a portion of your overstocked inventory into the channel. This help you understand how price affects throughput. Then use the phrase “price elasticity” if you want to sound like a smarty-pants. :-)

Share the responsibility to your supplier. I've had good success in the past where the responsibility is made collaborative - your supplier also wants you to sell more so giving them insights or your order volume and stock levels enables them to forecast your own needs, so when you do need to reorder, you can be confident stock is quickly available. An SLA with your supplier can then be agreed and if they fail to deliver/restock you on time there can be penalties (or incentives) for this to be avoided. By moving responsibility to your supplier it's one less thing to worry about too.

Implement quality measures for putaway associates, eliminate stow in adjacent bin, to reduce pikers errors picking item from wrong location.

It’d be much better to proactively push Sale on Long Tail stock by impulsive buying without customers’ shopping intention via specific campaigns like Flash Sales, Limited Offers, Exclusive Deals, etc. Regarding Short Tail stock, it is able to generate demand via seasonal needs and scheduled campaigns, until it becomes Long Tail stock.

In addition to the strategies discussed, effective inventory management in the e-commerce realm requires continuous collaboration among sales, marketing, and operations teams to maintain alignment. Regularly refining inventory processes based on practical experiences and shifting market dynamics is crucial for ongoing improvement. Remaining agile and adaptable is essential as trends and consumer behaviors evolve rapidly. By implementing these strategies and embracing these considerations, you can establish a resilient inventory management approach that positions your business for success and helps prevent potential stock challenges in the future.