Client 

Physical product businesses with manufacturing and warehousing operations. 

The challenge 

Obsolete and slow-moving inventory quietly consumes cash and warehouse capacity. In many businesses, items remain “kept alive” because the finished product is still in the range, even if sales have dropped and consumption is minimal. 

What we did 

We identified slow-moving and obsolete stock and helped the business reduce it in a controlled way. 

How we identified inventory to act on 

We used practical signals that owners and teams can understand and maintain: 

• Reduced sales numbers 

• Low consumption over time 

Actions taken 

• Sale and sell-down strategies for finished products 

• Discontinuation of low-performing product ranges 

• Reduction of associated raw materials that were only being held because the finished product remained active 

Results 

• Approximately 5% of rack space was freed up 

• The business was able to introduce new products without increasing warehouse footprint 

• Overall inventory reduced, not only in finished goods but also in raw materials that were no longer justified 

Why it matters 

Inventory reduction is not just a finance exercise. When done properly, it creates physical capacity, reduces complexity, and improves future purchasing discipline. 

The challenge 

Annual stocktakes are disruptive and expensive. At the same time, many businesses still experience stockouts caused by incorrect stock levels, not true shortages. When inventory accuracy is unreliable, planning and purchasing become guesswork. 

What we did 

We implemented a practical cycle counting cadence that improved inventory accuracy while keeping operations running. 

The program design: 

• Weekly cycle counts • 20–30 SKUs per cycle 

• Counts performed by the people closest to the inventory location (warehouse staff for warehouse locations, shopfloor staff for shopfloor locations) How we handled discrepancies 

To keep the process credible and prevent “paper fixes,” we used simple, enforceable controls: 

• Four-eyed counts (a second person verifies) 

• Recounts triggered when discrepancies exceeded 10% 

• Official reporting and follow-up for discrepancies larger than 10% by cost or quantity 

Results 

• Stockouts caused by incorrect stock levels reduced significantly 

• Inventory became trusted enough to support better purchasing and planning decisions 

• The business reduced reliance on disruptive full stocktakes by building accuracy continuously 

Why it matters 

Cycle counting works when it is operationally owned, consistent, and tied to clear discrepancy rules. The outcome is not just better numbers in the system. It is fewer surprises and more predictable fulfilment.