Client Multiple owner-operated businesses across chemical manufacturing, furniture, building supplies, and small retail. The challenge These businesses had an ERP in place, but replenishment still behaved like a manual process. Stock decisions were often driven by gut feel, firefighting, or whoever noticed a problem first. 

That created predictable symptoms: 

• Stockouts and backorders that disrupted customer service 

• Expediting and urgent purchasing that increased cost and stress 

• Low confidence in lead times and availability, 

which made planning unreliable What we did We rebuilt replenishment so the ERP functioned as a true inventory control system, not just a record-keeping database. 

Depending on the environment, the work typically included: 

• Correcting and standardising lead times so planning reflected reality 

• Implementing reorder logic and replenishment rules that matched actual consumption 

• Establishing clearer stocking targets so ordering decisions were consistent and repeatable 

How we approached it We focused on operational behaviours as much as system configuration. The goal was to change ordering habits so decisions were driven by data and agreed rules, rather than intuition. 

That meant: 

• Making replenishment signals visible and trustworthy 

• Ensuring the rules were practical enough that teams would actually follow them 

• Reducing reliance on a single person “keeping an eye on things” 

Results Across these engagements, the most meaningful outcome was improved serviceability. 

• Fill rates improved because stock was available and ready to ship when customer orders were placed 

• Teams spent less time reacting to shortages and more time executing planned work 

• Replenishment became more consistent, which reduced avoidable urgency in purchasing and production 

Why it matters Many small and mid-sized manufacturers and distributors already have an ERP. The difference between constant stockouts and stable fulfilment is usually not the software. It is whether replenishment rules, lead times, and day-to-day behaviours are aligned