Capability template for supply chain and inventory

Inventory reorder plan

The store owner or buyer gets one plan from the latest sales and stock exports: each item's sales rate, the day it could run out, its reorder point and safety stock, what to order, what is not moving, and a draft purchase order per supplier. Nothing is ordered until a person approves.

The outcome

Reordering becomes a short weekly decision instead of a scramble. Every item lands in one place on the plan: order now, order at the next review, no order needed, not moving, overstocked, or too new to judge. Items that will sell out before a fresh delivery could arrive are marked first, with the number of days they will be empty.

The arithmetic is written out beside each item: the sales rate over four weeks and over the last week, the earliest day the stock could run out, the safety stock, the reorder point, and the quantity in whole supplier packs with its cost. Anyone can check a line with a calculator in a minute and change one number with a reason.

The plan also counts the cash held in stock that is not selling. Items with no sales in four weeks and items holding far more than they sell are listed with the cash in them, and none of them is ever put on an order.

The plan ends with one draft purchase order per supplier and the questions only the owner can answer. The assistant prepares; a person approves each purchase order before it goes anywhere.

Who starts the work, and when

The buyer, the operations lead or the owner of the store runs it once a week, or as often as the store reviews stock, straight after exporting sales and stock from the store system. It also runs after a stock count, or when a supplier changes its delivery time or minimum order.

The owner, or whoever signs off spending, reads the plan, answers its questions and approves each purchase order separately. Approving one supplier's order and holding another's is normal.

What they supply

  • A weekly sales export: units sold by item for the last four weeks, in weeks that end on the day of the stock count.
  • A stock export: for each item, the supplier, units on hand, unit cost, pack size, units already on order and when they arrive, and the date it first went on sale.
  • Supplier terms: each supplier's delivery time in days and its minimum order value.
  • The settings: the date of the stock count, today's date, who approves purchase orders, and the store's numbers for safety days, days of cover per order, how often stock is reviewed and when stock counts as too much.
  • Notes: days an item was sold out, one-off bulk orders to leave out, and anything else the buyer knows.

The export's column headers are checked first. If one does not match, the work stops and asks which column is which.

What comes out

One plan in a fixed order: a summary with the total of the draft orders, the data checks, then each group of items with its figures, the draft purchase orders with an approval line on each, and a numbered list of questions for the owner. A group with nothing in it says "None."

Where a supplier's minimum order is not reached, the plan does not pad the order. It shows the smallest additions that would reach it, with their cost and the extra days of stock they buy, and the owner chooses.

A good plan can be checked line by line against the exports, and the owner can approve it in one sitting.

An invented example

Illustrative example with invented data. The store, the suppliers, the products, the sales, the costs and every date below are invented. The store is an invented online tea shop, called the Store here, with nine stocked items from three suppliers, named Supplier A, B and C. Its buyer runs the plan each Monday and its owner approves every purchase order. People are referred to by role.

The inputs come first, in full, so the template can be run on them. The plan follows.

The inputs

1. Settings (typed by the buyer)

Store: the Store
Stock counted: end of Sunday 8 November 2026
Today: Monday 9 November 2026
Approves purchase orders: the owner
Currency: US dollars
Safety days: 7
Days of cover per order: 30
Review: every 7 days; next review Monday 16 November 2026
Overstock: more than 180 days of cover

2. Supplier terms

supplier,lead_time_days,minimum_order
Supplier A,14,300
Supplier B,21,400
Supplier C,7,400

3. Stock export (as of the end of Sunday 8 November 2026)

sku,product,supplier,on_hand,unit_cost,pack_size,on_order,on_order_arrives,first_on_sale
TEA-01,Breakfast blend tin,Supplier A,60,6.50,12,0,,2025-03-02
TEA-02,Green sencha tin,Supplier A,58,7.20,12,0,,2025-03-02
TEA-03,Earl grey tin,Supplier A,24,6.80,12,36,2026-11-12,2025-03-02
GEAR-01,Glass teapot 600 ml,Supplier B,40,14.00,6,0,,2025-06-15
GEAR-02,Bamboo tea scoop,Supplier B,85,3.00,6,0,,2025-06-15
GEAR-03,Cast-iron kettle,Supplier B,30,38.00,2,0,,2025-09-07
GEAR-04,Tea tray,Supplier B,25,11.50,4,0,,2026-10-27
FIL-01,"Paper tea filters, pack of 100",Supplier C,140,2.40,24,0,,2025-03-02
FIL-02,Steel tea infuser,Supplier C,12,4.10,12,0,,2025-03-02

4. Weekly sales export (weeks end on Sunday)

week_ending,sku,units_sold
2026-10-18,TEA-01,35
2026-10-18,TEA-02,14
2026-10-18,TEA-03,20
2026-10-18,GEAR-01,9
2026-10-18,GEAR-03,1
2026-10-18,FIL-01,30
2026-10-18,FIL-02,12
2026-10-25,TEA-01,42
2026-10-25,TEA-02,16
2026-10-25,TEA-03,22
2026-10-25,GEAR-01,7
2026-10-25,FIL-01,28
2026-10-25,FIL-02,13
2026-10-25,TEA-09,5
2026-11-01,TEA-01,38
2026-11-01,TEA-02,40
2026-11-01,TEA-03,21
2026-11-01,GEAR-01,10
2026-11-01,GEAR-03,1
2026-11-01,GEAR-04,6
2026-11-01,FIL-01,33
2026-11-01,FIL-02,4
2026-11-08,TEA-01,39
2026-11-08,TEA-02,15
2026-11-08,TEA-03,21
2026-11-08,GEAR-01,18
2026-11-08,GEAR-03,1
2026-11-08,GEAR-04,9
2026-11-08,FIL-01,35
2026-11-08,FIL-02,14

5. Notes (typed by the buyer)

- TEA-02: 24 of the 40 units in the week ending 1 November were one
  wholesale order from a café. One-off; leave it out.
- FIL-02 was sold out from Monday 26 October to Saturday 31 October.
  Back in stock on Sunday 1 November.
- No seasonal changes expected over the next six weeks.

The output

INVENTORY REORDER PLAN: the Store, stock counted Sunday 8 November 2026

  • For: the owner. Prepared Monday 9 November 2026 from: sales export (weeks ending Sunday 18 October to Sunday 8 November, 30 rows), stock export (9 items), supplier terms (3 suppliers), settings, notes.
  • Column check: all headers matched.
  • Settings: safety days 7; days of cover per order 30; review every 7 days, next review Monday 16 November; overstock above 180 days of cover; stock count no older than 7 days; recent-rate question at 1.5 times the four-week rate. Defaults used: the stock count age limit and the recent-rate threshold.
  • Summary: 3 draft purchase orders, $3,571.20. Order now: 4 items, 3 SHORT. Order at the next review: 1. No order needed: 1. Not moving: 1, $255.00. Overstocked: 1, $1,140.00, of which $380.00 above the limit. Too little history: 1. Left out by the data checks: 1.

Data checks

  • TEA-09 is in the sales export (5 units, week ending 25 October) and not in the stock export. Left out of the plan; see question 4.
  • GEAR-02 has no rows in the sales export. Read as no sales; see question 5.
  • GEAR-03 has no row for the week ending 25 October. Read as no sales that week.

Order now

  • TEA-01 Breakfast blend tin (Supplier A). Sales: 154 in 28 days in stock = 5.50/day; last 7 days 39 = 5.57/day. On hand 60; nothing on order. Runs out by Wednesday 18 November at 5.57/day (10 days). Lead time 14 days: an order placed today arrives Monday 23 November. SHORT: 5 days with no stock. Safety stock 40 ((5.57 − 5.50) × 14 + 5.50 × 7 = 39.48, rounded up). Reorder point 117 (5.50 × 14 + 40). Stock position 60. Target 282 (117 + 5.50 × 30). Order 228 (222 needed, 19 packs of 12) = $1,482.00.
  • TEA-03 Earl grey tin (Supplier A). Sales: 84 in 28 days in stock = 3.00/day; last 7 days 21 = 3.00/day. On hand 24; 36 on order, arriving Thursday 12 November, counted (it arrives before the 24 on hand run out on Monday 16 November). Runs out by Saturday 28 November at 3.00/day (20 days). Lead time 14 days: an order placed today arrives Monday 23 November. Safety stock 21 ((3.00 − 3.00) × 14 + 3.00 × 7). Reorder point 63 (3.00 × 14 + 21). Stock position 60. Target 153 (63 + 3.00 × 30). Order 96 (93 needed, 8 packs of 12) = $652.80.
  • GEAR-01 Glass teapot 600 ml (Supplier B). Sales: 44 in 28 days in stock = 1.57/day; last 7 days 18 = 2.57/day, at least one and a half times the four-week rate (question 2). On hand 40; nothing on order. Runs out by Monday 23 November at 2.57/day (15 days). Lead time 21 days: an order placed today arrives Monday 30 November. SHORT: 7 days with no stock. Safety stock 32 ((2.57 − 1.57) × 21 + 1.57 × 7 = 31.99, rounded up). Reorder point 65 (1.57 × 21 + 32 = 64.97, rounded up). Stock position 40. Target 113 (65 + 1.57 × 30 = 112.10, rounded up). Order 78 (73 needed, 13 packs of 6) = $1,092.00.
  • FIL-02 Steel tea infuser (Supplier C). Sales: 43 in 22 days in stock = 1.95/day; left out: 6 sold-out days, 26 to 31 October, per the notes; last 7 days 14 = 2.00/day. On hand 12; nothing on order. Runs out by Saturday 14 November at 2.00/day (6 days). Lead time 7 days: an order placed today arrives Monday 16 November. SHORT: 2 days with no stock. Safety stock 14 ((2.00 − 1.95) × 7 + 1.95 × 7 = 14.00). Reorder point 28 (1.95 × 7 + 14 = 27.65, rounded up). Stock position 12. Target 87 (28 + 1.95 × 30 = 86.50, rounded up). Order 84 (75 needed, 7 packs of 12) = $344.40.

Order at the next review

  • TEA-02 Green sencha tin (Supplier A). Sales: 61 in 28 days in stock = 2.18/day; left out: 24 units in the week ending 1 November, a one-off café order, per the notes; last 7 days 15 = 2.14/day. On hand 58; nothing on order. Runs out by Friday 4 December at 2.18/day (26 days). Safety stock 16 ((2.18 − 2.18) × 14 + 2.18 × 7 = 15.26, rounded up). Reorder point 47 (2.18 × 14 + 16 = 46.52, rounded up). Stock position 58, above the reorder point and at or below the next-review line of 63 (47 + 2.18 × 7 = 62.26, rounded up): order at the review on Monday 16 November.

No order needed

  • FIL-01 Paper tea filters, pack of 100 (Supplier C). Four-week rate 4.50/day (126 in 28 days), recent 5.00/day (35 in 7 days). Stock position 140; reorder point 67; next-review line 99. Runs out by Sunday 6 December.

Not moving

  • GEAR-02 Bamboo tea scoop (Supplier B). No sales in the last 28 days; no rows in the sales export. On hand 85 × $3.00 = $255.00. Not reordered.

Overstocked

  • GEAR-03 Cast-iron kettle (Supplier B). Sales: 3 in 28 days in stock = 0.11/day. Stock position 30 = 272 days of cover, above 180. Units above the limit: 10 (30 − 20, where 0.11 × 180 = 19.80, rounded up to 20) = $380.00. Cash in the item: 30 × $38.00 = $1,140.00. Not reordered.

Too little history

  • GEAR-04 Tea tray (Supplier B). On sale since Tuesday 27 October (13 days). Sales so far: 6 in the week ending 1 November, 9 in the week ending 8 November. On hand 25. No rate, date or order given. Can be rated from Monday 23 November.

Draft purchase orders

DRAFT, NOT SENT. Supplier A. PO number: to be assigned. Order date: Monday 9 November 2026, if approved today. Requested delivery: Monday 23 November 2026 (14-day lead time).

  • TEA-01 Breakfast blend tin: 228 (19 packs of 12) at $6.50 = $1,482.00.
  • TEA-03 Earl grey tin: 96 (8 packs of 12) at $6.80 = $652.80.
  • Total: $2,134.80. Prices: last cost in the stock export as of Sunday 8 November 2026; supplier to confirm. Minimum order $300.00: reached.
  • Approved to send: ______________ Date: ________

DRAFT, NOT SENT. Supplier B. PO number: to be assigned. Order date: Monday 9 November 2026, if approved today. Requested delivery: Monday 30 November 2026 (21-day lead time).

  • GEAR-01 Glass teapot 600 ml: 78 (13 packs of 6) at $14.00 = $1,092.00.
  • Total: $1,092.00. Prices: last cost in the stock export as of Sunday 8 November 2026; supplier to confirm. Minimum order $400.00: reached.
  • Approved to send: ______________ Date: ________

DRAFT, NOT SENT. Supplier C. PO number: to be assigned. Order date: Monday 9 November 2026, if approved today. Requested delivery: Monday 16 November 2026 (7-day lead time).

  • FIL-02 Steel tea infuser: 84 (7 packs of 12) at $4.10 = $344.40.
  • Total: $344.40. Prices: last cost in the stock export as of Sunday 8 November 2026; supplier to confirm. Minimum order $400.00: below minimum by $55.60, see question 3.
  • Approved to send: ______________ Date: ________

Questions for the owner

  1. Three items run out before an order placed today can arrive: TEA-01 by Wednesday 18 November, with Supplier A's delivery on Monday 23 November (5 days with no stock); GEAR-01 by Monday 23 November, with Supplier B's delivery on Monday 30 November (7 days); FIL-02 by Saturday 14 November, with Supplier C's delivery on Monday 16 November (2 days). Do you want to ask any of these suppliers for an earlier delivery?
  2. GEAR-01 sold 18 last week, 2.57 a day, against 1.57 a day over four weeks. The runs-out date uses 2.57; the order is sized on 1.57. Is last week a new trend or a one-off?
  3. Supplier C's order is $344.40 against a $400.00 minimum, $55.60 short. The smallest additions that reach it: FIL-02, 2 more packs: 24 units, $98.40, new total $442.80, 12 more days of cover at 1.95 a day. FIL-01 (no order needed yet), 1 pack: 24 units, $57.60, new total $402.00, 5 more days of cover at 4.50 a day. Which, if either, do you want, or do you want to ask Supplier C to accept the smaller order?
  4. TEA-09 sold 5 in the week ending 25 October but has no row in the stock export. Which product is it, and should it be in the stock export?
  5. GEAR-02 has no sales in four weeks and 85 on hand, $255.00. Is it on sale? If so, what do you want done with it?
  6. GEAR-03 holds 10 units, $380.00, above the 180-day limit, and $1,140.00 in all. What do you want done with the extra stock?
  7. GEAR-04 has been on sale 13 days: 6 sold in its first week, 9 in its second, 25 on hand, with a 21-day lead time from Supplier B. It can be rated from Monday 23 November. Do you want to give an expected weekly figure so it can be planned sooner?

Draft for the owner's decision. Nothing has been ordered, sent or changed in any system. Each purchase order goes to its supplier only after a person approves it.

Where it fits

  • Supply chain and inventory: sales rates, safety stock, reorder points and order quantities, worked from the store's own figures.
  • Operations and process improvement: a weekly stock decision on a fixed method, the same every time, whoever runs it.
  • E-commerce and retail: online and physical stores where an empty shelf on a favourite costs orders and a slow line holds cash for months.
  • Consumer brands: brands selling their own products, buying from a handful of suppliers with packs, minimums and delivery times.
  • Growth and scaling: when the range has grown past what the owner can reorder from memory.
  • Established businesses: when reorder habits set years ago no longer match what sells.

It follows naturally from a store facts file, which records who approves spending. Choosing a new supplier is vendor quote comparison, and paying the bills that follow a delivery is supplier bill review and payment run preparation.

What has to change for your company

  • Your export's column headers, set once so the check passes without a question.
  • Your numbers: safety days, days of cover per order, how often stock is reviewed, and the point at which stock counts as too much.
  • Who approves purchase orders, and whether orders above a set amount need a second person.
  • Your purchase order details: numbering, delivery address, payment terms, and how an approved order reaches the supplier.
  • How you record sold-out days and one-off bulk orders, so the notes are ready when the plan runs.
  • Your AI product. It runs in ChatGPT, Claude, Copilot or Gemini from the exports and notes you supply. It needs no connection to your store system, places no orders and never asks for a password.

What has been checked

Fully Powered AI wrote this capability template in its own words, drawing on two published inventory methods credited with it. It was editorially reviewed on 10 November 2026. It was tried once on its invented example in Claude on 10 November 2026, and the record of that run is published with the template; it lists the edits made afterward, including the rounding rule for stock above the overstock limit, which have not been run again. It has not yet been tested in a client environment. It has not yet been tested as a packaged version in ChatGPT, Claude, Copilot or Gemini.

Testing in your environment means running it on two or three past weeks your buyer remembers well, plus hard cases written in advance, each with its expected behavior: an export with a renamed column, an item that was sold out for part of the month, a one-off wholesale order, stock already on order, a supplier minimum that is not reached. The buyer checks every quantity against the exports before anyone approves an order. Pilot acceptance-test preparation builds that test set, and What we test before we call an AI workflow ready shows the record.

The full capability template

Everything above is the outline. The complete capability template is the working version: the roles, the inputs, the procedure, the exceptions and stop conditions, the output format, the reviewer checklist, the acceptance tests, the instructions for an AI assistant and what to customize for your company. It comes with a download and the link to its folder in Fully Powered’s public repository.

View the full template

Free with an account. Sign in by email: no password and no card.

Next step

Bring a real piece of this work to a call. We’ll walk through what it takes to fit this capability to your rules, prove it on your work and put it in the hands of the roles that own it.

Talk with us Discuss adapting this

  • Store facts file

    The person who runs an online store builds the one file every other store capability reads first: what the store sells, the facts each product page should state, the statements it stands behind, buyers' questions, policies, roles and access. Nothing on the store is changed.

  • Vendor quote comparison

    Before anyone signs, the person choosing a vendor gets one sheet: the criteria agreed first, every quote costed the same way, and each vendor eliminated with its reason, on hold with the question that settles it, or shortlisted with its trade-offs. A person chooses; contract terms go to your reviewer.

  • Supplier bill review and payment-run preparation

    Before each payment run, the person who approves it gets one sheet: every supplier bill checked against its purchase order and what was received, duplicates and changed bank details stopped, credits shown, and a proposed run with its total. Nothing is paid until a person approves.