Calculate when and how much to reorder
See this course’s project requirements
Collect and revise all six lesson outputs into one fictional stock-control file. Include delivery records, checks of counted stock against recorded stock, order preparation and release, reorder calculations, and an accuracy review. Label the file as fictional practice.
Keep your working files in your own notebook or software. Save a private description, checklist, and work link in My Proof.
What to include
- Create a stock master with distinct SKUs and consistent units.
- Match the receipt and show accepted versus held quantities.
- Document a count variance, investigation and authorized adjustment.
- Record allocation, pick correction and verified release without double subtraction.
- Include replenishment calculations and a final stock-trail accuracy review.
Review and revise
Use these criteria to check your work and choose what to improve.
- Accuracy: amounts, classifications and decisions agree with the supplied evidence and stated assumptions.
- Reasoning: each important choice names the rule, observation or comparison that supports it.
- Responsible scope: the packet protects information, respects authority limits and routes unresolved concerns appropriately.
- Usability: a new reader can follow the ordered lesson outputs, identify ownership and see what is complete or still uncertain.
Want more background?
The idea in everyday life
Replenishment connects today’s stock with future demand during the wait for another delivery. A basic model can make the decision visible, but it depends on assumptions about usage and delivery reliability. The classroom rule is deliberately simple. It prepares a recommendation for approval; it does not require purchasing goods, operating a business or forecasting a real supplier.
Reorder before expected lead-time demand consumes the usable stock.
One step at a time.
Use the sample or information you have permission to use. Keep your work as you go. You can pause between steps.
- 1
Write down daily demand, lead time, safety stock, on-hand usable, reservations and confirmed incoming quantities. Keep units aligned so daily demand multiplies days into an item quantity.
- 2
Calculate the reorder point as demand during lead time plus safety stock. For this practice, calculate position as usable stock minus reservations plus confirmed incoming stock.
- 3
Compare the position with the stated trigger rule: reorder when position is at or below the point. If triggered, calculate the amount needed to reach the target position.
- 4
Change only lead time from two to three days and calculate again. Record what changed, what stayed assumed and which supplier information the coordinator should verify before authorizing an order.
See how it works.
Fictional practice: after F1, NB-B has seven usable units, no reservations and no open purchase orders. Planning demand is three notebooks per day, lead time is two days and safety stock is two. The reorder point is three times two plus two, or eight. The inventory position is seven, so Brook’s rule triggers a reorder recommendation. Its target position is 20, making the proposed order 20 minus seven, or 13. If lead time rises to three days, the same rule gives an 11-unit reorder point. The calculation is a planning signal, not proof that delivery will occur on schedule.
Did you cover these?
- The base reorder point is eight and proposed order is 13.
- The longer lead time produces an 11-unit point.
- Incoming stock is counted only when confirmed in the practice data.
What to finish
A replenishment recommendation with the base calculation and delayed-supplier scenario.
Watch for this
Treating safety stock or a supplier estimate as a delivery guarantee.
How can I tell I understand it?
You can demonstrate all three checks and explain the evidence behind your choices without consulting the worked example.
Quick knowledge check
Answer all 3 questions. Get at least 2 right and the lesson completes automatically.
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Answer all 3 questions above and get at least 2 right. You can review the explanations and try again.
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Source & access notes · checked 2026-09-10
Opened and read routing, workflow mapping, bottlenecks and scheduling in service and production settings. No textbook case studies or exercises are reproduced.
Access: Free page readable without an account; optional further study only.
Reuse: Reference for original Life Starter instruction. Free access does not grant unrestricted reuse; no source exercises, logos or syllabi are copied. Check the source license before redistributing its material.
Source & access notes · checked 2026-09-10
Opened and read inventory management, perpetual records, bills of material and supply disruptions. Original small-stock exercises simplify demand and exclude industrial equipment.
Access: Free page readable without an account; optional further study only.
Reuse: Reference for original Life Starter instruction. Free access does not grant unrestricted reuse; no source exercises, logos or syllabi are copied. Check the source license before redistributing its material.
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