The short answer
Start with recent demand, supplier lead time and a sensible buffer, then check the quantity in the store that needs it. A low-stock threshold is a reminder to review the next action, not a forecast or an automatic order.
Start with the product, not the whole catalogue
Pick one frequently sold product. Check stock in the relevant store, recent sales and any supplier delivery already on the way. Do not add stock from another location unless you intend to transfer it.
Work through a simple example
Suppose your store sells about 10 units a day, the supplier normally takes 7 days and you choose a buffer of 20 units. A starting review point is 10 x 7 + 20 = 90 units.
This is an illustrative planning calculation, not an Inventix demand forecast or a guaranteed stockout threshold. Your supplier reliability and sales variation determine whether it is appropriate.
| Input | Illustrative value | Why it matters |
|---|---|---|
| Typical daily sales | 10 units | Recent demand for this item |
| Supplier lead time | 7 days | How long replacement stock normally takes |
| Chosen buffer | 20 units | An allowance for variation, not guaranteed cover |
| Starting review point | 90 units | 10 x 7 + 20 |
If the relevant store has 70 units, that is a reason to review replenishment. It does not tell you how many to buy. Check any delivery already on the way, the stock you want to hold after arrival, available cash and whether another location has spare units.
Set a reminder you can act on
In a stock-tracked standard product, review Alert (Low Stock) Quantity and any store-specific alert setting. The web reorder query includes quantities at or below the configured level. A setting of 90 is an operational review point, not a promise that stock will always last seven days.
Do not confuse a combined business quantity with stock at the location that needs replenishment. Check variants and units too: a case and a single item are not the same purchasing quantity. Set low-stock levels.
Check what the reports actually say
Use a matching date range and store when reviewing sales. Returns, unavailable-stock days and unusual promotions can distort the average. Open the underlying records when a total surprises you.
Choose the right next action
If another store can spare stock, create a transfer. If you need new supplier stock, record the purchase when appropriate. If the quantity is wrong, investigate movements or perform a count; do not order merely to hide the discrepancy.
Move stock between stores or check a physical count.
Review the result
After the delivery, compare the received quantity and product stock. Keep the reference so your next purchasing decision can be traced to what actually happened.
The current purchase form records goods as received when saved. Do not enter an unreceived order simply to remind yourself that it was placed. Use your delivery reference and a separate note for the expected shipment, then record the purchase when the goods arrive.
Improve the decision after a few deliveries
Compare your assumed lead time with the actual delivery time. Look at whether demand changed because of promotions, an unavailable item or seasonal trading. A quiet week does not guarantee the next week will be quiet too.
Adjust the reminder when the evidence changes. You do not need a complex forecast to make the next decision better, but you do need consistent records. Review store reports, supplier balances and pricing when deciding whether the workflow fits your business.