inventory management software

7 Easy Steps to Set Up Your Supply Chain Correctly

Learn how to set up your supply chain and manage your inventory correctly from the start

Supply chain is incredibly daunting, especially if you’re new to it. While it might seem confusing and complicated at first, you can tackle this complex field by breaking it down into a series of simple steps. 

1.       Choose Your Inventory Assortment

This is where your genius as a founder comes in. You know your customers best and you can use your judgement and qualitative insights to hone in on that next best thing. Of course, if there’s any data you can use to supplement your intuition (like what’s sold well in the past), we encourage you to do so!

We always recommend that young companies start with a simple assortment of SKUs. You can always add more as you grow, but it’s incredibly hard to manage a wide product assortment right out of the gate.

2.       Forecast Demand

This step is critical because you need to have an understanding of what sales of each product (down to the size and color level) will be. Without this analysis, you could wind up vastly over or under buying inventory. When you’re just starting out, it’s completely OK to use an Excel model. Hopefully, you’ve taken our advice and kept your product assortment simple, which will make it easier for you to forecast demand.

However, as you scale, there aren’t really any sophisticated tools out there to help you that don’t cost a small fortune. That’s why we created Fuse - to help algorithmically forecast demand at a price point that doesn’t break the bank.

3.       Size Your Inventory Buys

Once you’ve completed your demand forecast, you need to translate this data into an inventory buy and replenishment plan to make sure that you have enough inventory to fulfill expected demand. As a young company, you can’t afford to stock out - it disappoints customers and damages your brand.

To avoid stockouts, you want to link your demand forecast to the inventory you have on hand and the inventory you expect to receive from suppliers in the coming months. You need to order enough to make up for the gap between what you have on hand, what you expect to receive and how much you plan to sell. You’ll also need a bit of buffer just in case.

Many companies do this work in Excel, but Fuse can automate the whole process of translating your forecast to an order recommendation that’s consistent with your buying cycle.

4.       Track Your Purchase Orders

Now that you’ve placed your orders with your suppliers, you’ll need some sort of tracking system to track these POs. If there are delays or something arrives to the factory damaged, you’ll want to make sure to stay on top of it or else you may stock out.

Many companies use Google Sheets, but with Fuse’s PO module, Fuse has a simple way for you to seamlessly track your purchase orders. Unlike a google sheet, once the PO change is logged, we can seamlessly link it back to your current inventory position and demand forecast in order to give you a clear picture of what this means for your business.

5.       Track Your Inventory

Now you know that your inventory is somewhere between your supplier and your warehouse, but the question is, where? Is it on the boat, is it at the dock, is it in the warehouse? Flexport can help you track where your goods are. This type of tracking is critical because there may be delays at customs or in other parts of that shipping process that neither you nor your vendor can anticipate. Having visibility can help you make adjustments and communicate with your customers.

6.       Understand Your Inventory Position

Your inventory has arrived. Now, it’s critical to understand exactly how much of it you have and where it is. There are two possibilities - you can do it yourself at your own warehouse or you can work with a third party logistics provider (3PL). Most young companies choose to work with a 3PL rather than managing their own warehouse. With a 3PL provider like Quiet Logistics, you can completely outsource both the tracking and fulfillment piece of inventory management. While this might seem expensive, unless your core competency as a business or a founder is warehouse management, you may be better off outsourcing.

If you do choose to run and manage your own warehouse, you’ll need a warehouse management system like Fishbowl to help your employees in the warehouse know what’s where and also track goods as they come in. 

7.       Fulfill Your Orders

Finally, your products are in your warehouse and you’re ready to get products into the hands of customers. This is one of the most critical questions in the supply chain. There are two parts to this process - order management part and shipping and logistics.

On the order management side, there are many great systems out there like Stitch Labs that can help you make sure you’ve allocated the right amount of inventory to your e-commerce site, your retail store and your wholesale business. When you process an order from a customer on your website, you want to make sure that you have enough inventory to fulfill that order. You might have a lot of inventory on hand, but perhaps all of it is already allocated to your wholesale channel. These systems can also notify you when you’re running low. As your company grows, you may want to expand into more robust ERP systems like NetSuite. These types of systems are typically what people think of when they refer to an “inventory management system.”

Finally, the shipping and logistics piece is a whole separate beast. Smaller companies aren’t well resourced to do this, which is why a 3PL system can be extremely useful. Not only can they take care of your inbound goods, but they can also pack and ship goods to your customers. There are also new software providers like Shiphawk that can help you and your customers track where the shipment is. This piece is critically important because it’s how your customers will interact with you and your brand, so you want the experience - from packaging, to shipping, to tracking, to delivery - to be flawless. 

Staying sane

As a growing company, to stay sane, you need to take it one step at a time. There are some basic things you can do when you’re starting out to make life easier and help you succeed. First, find a 3PL provider you trust and rely on them to do the blocking and tackling. Second, while going into wholesale can seem attractive, you need to be careful about doing this early on. Working with retailers that are 1000x your size can be extremely challenging and time consuming, so you want to make sure to pick the right partner. Lastly, be thoughtful about how much inventory you buy and how you finance it. Making big mistakes early on can literally take down your company. 

We created Fuse to help companies transition from managing their demand forecasting and inventory planning process in Excel and Google Sheets to using sophisticated software. Start with Excel, but don’t stay there too long. As your business becomes more complex, mistakes become even more risky and costly. Make sure to invest in inventory planning software like Fuse to avoid drastically over or understocking. We’re here to help you focus on your business, not your inventory.

Are You Financing Your Inventory the Wrong Way? Here are 3 Ways to do it Right.

Make sure to finance your inventory the right way!

Over the past year, we’ve learned that many young companies are financing their inventory completely the wrong way. What’s the wrong way to finance inventory? With venture capital funding. 

Why you don’t need VC funding for your brand

First and foremost, unless you have a completely new business model (like Dollar Shave Club or Birchbox when they were first starting out) or something else that’s extremely innovative about the brand you’re building, venture capital funding is probably not right for you. If you do take VC funding, it should be used exclusively to drive your business’ hiring and marketing needs. These are important investments in growth and worth selling a piece of your company for. But, given that there are many other ways to finance your inventory, selling a big chunk of your company to do so doesn’t make any sense. 

At this point, you might be asking yourself, well if I can’t use venture funding, what should I do? Here are three options:

(1) Your Suppliers and Manufacturers

Our advisor, Lisa Hom, who’s starting a new brand called Kaleido Concepts and has been an executive at multiple $100 mm+ brands, plans to finance her inventory by, “...getting creative when working with manufactures and suppliers. It all comes down to cash flow. The strategy should be to pay your manufacturers for the goods after you sell them. I asked a manufacturer for terms of net 120 days, meaning that I didn't have to pay him for the goods until 120 days after he shipped the product.  So it gave me 90 days to sell it and not have to pay for the goods out of my cash.”

While it may take a bit of leverage to get that type of accommodation from a supplier, most founders don’t even know that they can ask. Many manufacturers feel that they are falling behind and are eager to partner with founders who can educate them on the world of e-commerce. When starting a new brand, you need to talk to suppliers from a place of strength, so getting creative about what your strengths are is super valuable. Moreover, we’ve seen several start-ups partner with their supplier by letting them take an equity stake in the company. Not only does it give you capital, but it also completely aligns your incentives.

(2) A Letter of Credit

Now that you’re in business and actually have sales, you can go get a letter of credit from a bank. The letter of credit will demonstrate to your suppliers that you will be able to pay them. This letter of credit not only allows you to purchase more inventory than you otherwise could, but it also allows you to negotiate better payment terms with your suppliers. Now that you have more inventory, you can drive higher sales, increase the amount guaranteed by the bank, buy even more inventory and do it all over again. So long as the inventory is selling, you’ll continue to be able to use this approach to finance your business.

(3) Inventory Factoring

Finally, although inventory factoring sometimes gets a bad name, there are great companies like Dwight Funding, who are revolutionizing the world of inventory factoring and taking a modern approach to working with young companies. Inventory factoring is when a company takes on debt to finance inventory against its future sales or accounts receivable. This can be especially effective when you work with large retailers like Sephora, Nordstrom and others that commit to purchasing large amounts of product for the upcoming season well in advance. These receivables can be leveraged to get a loan in order to be able to buy the inventory that will support these large contracts. 

What do you need to be successful?

If you pursue these strategies, you need to maintain trust with the third parties you work with by forecasting your demand and inventory needs accurately. If you’re unable to pay your supplier because you’ve vastly overestimated the sellthru rate of your inventory or your factoring partner can’t get a straight answer on what you expect this year, these partnerships won’t be successful. That’s where a tool like Fuse comes in to help you forecast demand and inventory more accurately. Planning inventory and getting it right is our bread and butter. As a scrappy start-up, our tool can help you gain leverage and continue to forecast easily and accurately as you grow your SKU count and monthly order volume without throwing more bodies at the problem. No matter how you choose to finance your inventory, Fuse is here to help you focus on your business, not your inventory.
 

Who are we and why are we doing this?

We're here to help you focus on your business, not your inventory.

Whenever we speak to a new customer, the question of who we are and how we got into the business of building inventory software always comes up. Given how frequently you ask, we thought we’d share our founding story with all of you.

Listening to you

When Anna was getting her MBA at Stanford, she pursued her passion for e-commerce and retail between her 1st and 2nd year. She set out asking companies, “What’s your biggest problem?” and was shocked to find that universally, almost every company said “inventory”. 

Upon returning to school, Anna decided to investigate the need more deeply. She started with a small user study that has since expanded to 150 user interviews. She interviewed planners, merchants, buyers, warehouse managers, logistics, managers, operations managers, COOs, CEOs, and anyone else who could possible touch or care about inventory. 

Her key takeaways were:

  1. Supply chain is needlessly fragmented with many handoffs between systems and an inordinate amount of time spent compiling data
  2. There was a big gap in planning - while people complained about their order management systems, their warehouse management systems or their 3PL, at least there was a system. However, when trying to answer the critical question of “how much inventory should I order?” all they had were Excel and Google Sheets

Anna knew that there must be a way to help the businesses she loved be more successful. This is where the idea for Fuse was born.

Personal experience

At that point, Anna sought out a partner who had deep expertise in supply chain and computer science expertise. Through the Stanford alumni network, she met Rachel. Rachel has a CS degree from Stanford, and after working as a software developer, transitioned to overseeing supply chain given her love for process oriented work and physical products. 

At Kiwi Crate and Parasol Co, Rachel dealt with the trials and tribulations of managing supply chain in Excel, even building out custom python scripts to streamline the process. At Parasol, Rachel was so dissatisfied with existing systems in the market that she ended up commissioning a custom system which cost her over $200k just to build, let alone to maintain.

When Anna approached her to seek her input on the gap she’d observed in the market, Rachel was immediately on board. It made so much sense, and she felt passionate about building the product she would have wanted to use. 

Solving a hard problem

When Anna and Rachel decided to add a CTO for the team, Rachel knew that there was only one person she wanted to work with. Having worked with Bridget in CS classes at Stanford, Rachel knew that Bridget would be the perfect partner. Not only was she an amazing technical talent with a CS Masters from Stanford, but she also had worked on new products within Google like Waze. This gave her the perfect balance of big company and small company experience.

When Rachel and Anna approached Bridget, she was excited by the sheer challenge of the problem. What could be harder than predicting the future? Not only that, but it was a real, visceral pain point for so many companies. And finally, given the advancements in technology, like machine learning, Bridget was excited to be able to take full advantage of her technical background to create the best algorithms for Fuse’s customers. 

Why we’re here

Coming together to build Fuse has been one of the most fulfilling experiences of our lives. As customers rely on Fuse and leverage the technology to streamline and increases the accuracy of their planning processes, we’re privileged to continue helping you focus on your business, not your inventory. 

What's our ROI?

When we first started Fuse, we had several key hypotheses as to how we could improve the way inventory planning is done by retailers today. First, we were convinced that it’s impossible to plan a growing business in Excel. As the volume of data and the number of SKUs grow, it’s easy to make errors in Excel and, in fact, impossible not to when you’ve linked several spreadsheets and Excel is crashing mid-save. Excel’s capabilities are limited, and thus planners must rely on backward-looking metrics like sell-thru and historical growth rates, which don’t accurately paint a picture of their growing business. Second, an algorithm can better detect anomalies and accurately estimate seasonality than a human whose attention is divided amongst the many other urgent priorities of the day.

After working with our early customers for some time, we’re proud to say that both our hypotheses were correct -- we’ve found that the ROI of using Fuse makes a meaningful, material difference on both the revenue and the cost side.

10% More Revenue

On the revenue side, we’ve found that Fuse helps our customers achieve 10% more revenue. We did a deep dive into our customers’ biggest quarter - Q4. First, we took a look at stockouts in Q4. We defined a stockout as zero sales with 95% confidence. This means that we excluded instances in which zero sales could have legitimately meant no demand for the product. Second, we assumed that our customer’s revenue target for Q4 was equal to actual Q4 sales. In reality, given the number of stock-outs our customers experienced (more on that below), the revenue target was likely most definitely higher than the sales figures actually achieved. Finally, at Fuse, we always encourage our customers to modify the forecast by including relevant details like product launch dates, products that are phasing out, as well as other information they might know about their business that an algorithm doesn’t. For purposes of our analysis, however, we excluded that information. 

Even assuming the above simplifications, we found that our customers could have made 10% more revenue and avoided 450 stock-outs (on average) during Q4 if they’d followed Fuse’s algorithm. In fact, one of our earliest customers who joined the platform in Q4 had zero stock-outs in Q1

What does this mean? Well, for one thing, it means that Excel is definitely not the right tool for growing businesses to plan inventory. In addition, it also means that even without additional input from our customers, Fuse’s initial predictions (based on seasonality) can achieve dramatically better results for our customers.

Reduce Overspend on Inventory by 3x

What we often find with the growing companies we work with is that a significant stock-out in the past, or paranoia about stocking out, leads to panic overbuying. This ties up precious capital and resources in inventory that could be deployed elsewhere. 

In Fuse, we use a forward-looking weeks of supply target to help customers maintain a lean inventory buffer. We often find that many of our customers are managing their buffer using sell-thru (which is backwards looking) or a historical weeks of supply target. For a growing business, these backward looking metrics don’t reflect current trends, and can lead to dangerous overbuying. However, with Fuse, it’s now possible to look forwards instead of backwards, thanks to our accurate forecast and real-time actualization of sales.

We took our customer’s forward-looking weeks of supply target (based on Fuse’s forecast) and applied it to create a recommended inventory buy and replenishment recommendation. What we found was that on average, our customers were overstocked in almost 200 products and spending 3x what they needed to on inventory. By following Fuse’s recommendations, our customers can dramatically reduce their inventory spend and more efficiently manage their working capital, freeing up cash for initiatives that will grow their business, like customer acquisition.

Conclusion

Our data shows that prior to Fuse, our customers were buying not enough of the right SKUs and too much of the wrong SKUs. With Fuse, our customers can switch this around and invest more capital on the right SKUs and less on the wrong SKUs. At Fuse, we’re here to help you focus on your business, not your inventory. 

Stop fumbling around in the dark with these 7 inventory management concepts

Stop fumbling around in the dark - use 7 inventory management definitions to guide your planning.

In our last post, we defined inventory planning and described why it’s important for your business. Since we’ve covered the “what” and “why”, we thought we’d create a mini-guide that starts to cover the “how”. Here are some of the basic concepts and definitions that you can apply to your business to get you started:

1. Sell-Through Rate

Total sales divided by inventory stock at the beginning of the period. Sell-through is typically calculated on a monthly basis. So, if you sold 500 silk blouses in January but started with 1,000 silk blouses in inventory, your sell-through rate would be 50%. If you have a high sell-through rate (75%), you may have underbought and might need to re-stock. A low sell-through rate (5%), would indicate that you overbought and might want to markdown the product. Although it’s a very basic calculation, this metric can help you easily see how well certain styles are doing.

2. Weeks-of-Supply

In many ways, weeks of supply and sell-through rate are two sides of the same coin. Calculated as total inventory / weekly sales, weeks of supply can be calculated based on historical results or as a forward looking metric based on your forecast. Many planners consider the forward looking approach to be best practice because historical metrics can be misleading. For example, if you’re going into a particularly busy selling season, looking at the prior month’s data won’t necessarily help you make a better buying decision. In Fuse, the calculation is done for you seamlessly - we connect your forecast to your existing inventory levels and provide you with a timely and accurate reorder recommendation based on your weeks-of-supply.

3. Buffer Stock (Safety Stock) and Service Level

No matter how accurately you predict demand, there is always some risk that you may have underestimated the inventory you need. For this purpose, companies keep some extra stock on hand. Some companies set a service level target which is the probability that all customer orders will be fulfilled. Younger companies might want to set this level quite high (99%) so as not to damage their brand. However, the flaw with service level is that it relies on relatively predictable demand. That’s why at Fuse, we set a weeks of supply target. So, if your target is to have five weeks of supply on hand at all times, we’ll prompt you to order more when you begin to dip below that threshold. 

4. Lead Time

Perhaps the most basic concept on the list, lead time is simply the number of weeks or months between when an order is placed with a vendor and when the finished good can be delivered. Lead time is often not only based on how long it takes to produce the good, but also how long it takes to transport the good from the factory to your warehouse. 

5. Reorder Point and Reorder Level

Closely tied to safety stock and lead time, the reorder point is the level of inventory at which a reorder is triggered. Typically, this minimum point is calculated as the forecast sales during the lead time plus safety stock. Although the reorder point can suggest when to reorder, it is difficult to know how much to reorder (the reorder level) without a robust demand forecast. Fuse seamlessly links the pieces together by providing a reorder recommendation based on the buffer you set, your lead time and the demand forecast you’ve created using our advanced algorithms.

6. Minimum Order Quantities

Depending on the size of your business, you might at times find yourself constrained by minimum quantity in units per SKU, units per category or dollars that your supplier will allow you to order. Although you might do a lot of sophisticated analysis to figure out the exact optimal quantity you need to reorder, your vendors might completely throw that analysis out the window by insisting that you meet a minimum order quantity.

7. Open to Buy

An open to buy puts all of these elements together to help you re-order more easily. It is a budget that highlights how much capital is available to spend in a given period, and how much already has open POs against it. For example, a retailer might need $100,000 of product next month to reach its sales targets. $75,000 may already be allocated to open POs, so the planner’s job is to optimize the allocation of the remaining budget ($25,000 in this case). In some instances, the planner may not have the budget that he or she needs to be able to meet the sales target. At this point, it often becomes an exercise in maximizing margin. The planner will evaluate not only which of the SKUs are the best sellers, but also which can generate the most profit given the limited budget available.  

At Fuse, we’re implementing these concepts and best practices in our software to vastly simplify the analyses that planners have to do. We’re here to help you focus on your business, not your inventory.

7 supply chain questions you NEED to answer and the tools that can help

Seven supply chain questions critical to managing and planning inventory

Supply chain is a complex field, but we’ve taken a stab at simplifying it for you by breaking it down into a series of simple questions:

1. What assortment of inventory do I want?

There’s a vast array of products that you can offer your customers – a single product can come in one color or ten. Often times, this is a question of judgement based on what has sold well in the past, trends in the market, or consumer preferences.

Thankfully, tools are emerging to help companies gather data and make better decisions. Trendalytics is a company that helps centralize social media data, like what’s trending on Instagram, into actionable insights. Makersights helps businesses gain insights into what their customers are looking for. Companies can use this knowledge to make better decisions about their product mix.

Although you might be tempted to offer many products in every color of the rainbow, as a young company, it’s better to start with a few core products and colors and expand slowly.

2. How much inventory will I sell?

Once you’ve decided on your product mix, you need to make a demand forecast to determine what sales of each product will be. These analyses are quite granular, down to the color and size level.

Most companies start out using Excel, but they quickly outgrow it as their product assortment increases. Beyond Excel, there aren’t many sophisticated tools in a price range that young companies can afford.

We created Fuse to help answer this exact question as seamlessly as possible. We automate the majority of your forecast, and our sophisticated algorithms catch and smooth out outliers. You can always tweak our recommendations as needed.

3. How much inventory do I need to order?

Once your forecast is done, you need to translate the forecast into an order recommendation. For each SKU, you’ll want to examine three key inputs:

  • Your projected demand (based off of your forecast)
  • How much inventory you have on hand
  • How much inventory you expect to receive in the coming months

You want to make sure to order enough to make up for the gap between what you have on hand, what you expect to receive and how much you plan to sell. You’ll also need a bit of buffer in case your forecast isn’t 100% accurate.

Many companies do this work in Excel, but Fuse can automate the whole process of translating your forecast to an order recommendation that’s consistent with your buying cycle.

4. Where will I order my inventory?

Finally, you need to decide on the suppliers you’re going to use. Our post from a few weeks ago highlights key factors in making this decision.

Once you’ve placed your POs, you’ll need some sort of tracking system. Most companies use Google Sheets, but with the launch of our procurement module, Fuse now has a simple way for you to seamlessly track your purchase orders in our system.

5. Where is my inventory?

Now you know that your inventory is somewhere between your supplier and your warehouse, but the question is, where? Is it on the boat, is it at the dock, is it in the warehouse?This type of tracking is useful because there may be delays that neither you nor your vendor can anticipate, so having visibility can help you make adjustments and communicate with your customers.

6. How much inventory do I have?

Some companies choose to run and manage their own warehouse, in which case, you’ll need a warehouse management system like Fish Bowl to help your employees in the warehouse know what’s where and also mark goods as they come in. Once inventory is received, your warehouse manager can send you a weekly CSV so that you can close out open POs.

Other companies choose to outsource their warehouse completely to a 3PL provider like Quiet Logistics. Although this can seem like a more expensive option at first, having your own warehouse and hiring people to manage it is usually not cost efficient unless you reach massive scale.

7. How do I get my inventory to my customer?

This question can be broken down into two key parts. The order management piece and the shipping and logistics piece.

The order management side helps you manage multichannel selling (your e-commerce site, your retail store and your wholesale business). When you process an order from a customer on your website, you want to make sure that you have enough inventory to fulfill that order. You might have a lot of inventory on hand, but perhaps all of it is already allocated to your wholesale channel. Order management systems like Stitch Labs (for smaller companies) and Tradegecko (for larger companies) can help you stay organized. They can also notify you when you’re running low. As your company grows, you may want to expand into more robust ERP systems like NetSuite. These types of systems are typically what people think of when they refer to an “inventory management system.”

Finally, the shipping and logistics piece is a whole separate beast. Companies like Amazon have mastered what’s known as last mile fulfillment which allows them to deliver goods to the customer as quickly as possible. Smaller companies aren’t well resourced to do this, which is why a 3PL system can be extremely useful. Not only can they take care of your inbound goods, but they can also pack and ship goods to your customers.

Staying sane

Especially right after the hectic holiday season, supply chain can seem daunting. For growing companies, we’d recommend taking it one step at a time:

1. Find a 3PL provider you trust and rely on them to do the blocking and tackling.
2. Be thoughtful about multichannel selling. While wholesale orders provide a steady stream of revenue, they are much lower margin. Make sure you’re working with retailers who will enhance your brand and help your direct to consumer business gain traction.
3. Be thoughtful about your forecast and how much inventory you buy – making big mistakes early on in your supply chain will be the costly.

We created Fuse to help companies transition from managing their forecasting and ordering process in Excel and Google Sheets to using sophisticated software. We’re here to help you focus on your business, not your inventory.

How to revisit seasonality this holiday season

Young companies face many forecasting and supply chain challenges, including forecasting seasonality. The best way to forecast might be to instead focus on shortening your lead time.

Forecasting seasonality is tough for young companies

One of the key inputs into any demand forecast is seasonality. For mature businesses, seasonality trends are well established, but growing business have a notoriously hard time assessing seasonality. Although it’s widely known that many businesses experience a spike in sales during the holiday season, sizing that spike is extremely difficult when you’re just starting out. If your business is growing, the trend might be obscured entirely. What’s more, gaps in the data, like stock-outs, can make it even harder to understand last year’s trend.

So, how does one solve this extremely difficult problem? The bad news is that as a general rule, if your company has less than two years of sales data, it’s going to be extremely difficult. For this reason, Fuse’s inventory management system supplements young companies’ data with trends that we’re seeing in our portfolio. We also note anomalies in the data (like stock-outs) and smooth out the seasonality curve by excluding these outliers. This helps us create a normalized seasonality curve, even for very young companies.

Forecasting and lead times are two sides of the same coin

Another way to solve this problem is to start your business with a focus on crafting a supply chain advantage. Accurate forecasting and shorter lead times are two sides of the same coin. The shorter your lead time, the faster you can react to observed changes in consumer demand. You can order a small amount of product and then watch and learn. If you have a short lead time, you’ll be able to quickly restock SKUs that are running out based on your observations. On the other hand, the longer your lead time, the more accurate your forecast needs to be because you can’t react quickly.

These days, investors are often tempted to look at e-commerce companies as the “Warby Parker” of shoes, hats, scarves, you name it. But what’s often forgotten is that a big factor that led to Warby Parker’s success was streamlining the supply chain, building deep relationships with vendors and vertical integration. If your company depends on a supplier that has given you a three month lead time and might bump you back in the production cycle if an order from a bigger competitor comes in, it’s going to be much harder to be successful competing against the big guys.

Reducing inventory cost by outsourcing has hidden costs

Most growing e-commerce companies outsource to suppliers abroad to lower their costs, but there are many hidden costs to outsourcing, longer lead times being one of them. It is almost impossible to be responsive with an extended supply chain. You might think that shipping from 12 time zones away takes a couple of weeks, but you need to decide on your order quantities and assortment many weeks before the goods are produced and shipped.  

Suzanne deTreville, a professor in Operations Management, has spent her career researching procurement optimization and shared some of her key insights on the hidden costs of outsourcing your supply chain:

“Managers often have no idea how much it costs them to have to decide order quantities before they have any insight into what demand is going to be. A distant supplier that requires a decision about what to produce several months in advance might seem to represent an irresistible bargain in offering the product at 20% less than a local supplier. But, all of those apparent cost savings will be wiped out when it becomes clear that you’ve ordered the wrong products. Going with a local supplier allows the production decision to be postponed until the company has more visibility into demand. 

The value of having a nimble supply chain depends on several factors. Companies get into trouble when they make simplistic assumptions. We use models to determine the value of responsiveness and to create portfolios that maximize profit and keep more space for innovation. It is typical to lose 25% or more of sales due to mismanaging supply-chain costs, so these models can add a lot to the bottom line.”

Build a supply chain advantage by hiring the right team

In addition to using sophisticated inventory management software like Fuse, companies can also solve the supply chain problem by hiring the right experts early. While not every founder with a great idea will have pre-existing supplier relationships, bringing on folks who have these relationships and the corresponding expertise can make the critical difference between success or failure.

Regardless of where your company is in the supply chain optimization process, Fuse is here to help you focus on your business, not your inventory.