Inventory accuracy drifts. Service levels quietly follow.
Cycle counts start disagreeing with the ERP. Replenishment triggers no one fully trusts. Warehouse workflow that depends on a paper printout or a spreadsheet override. Exception handling that lives in the head of one supervisor.
These are the patterns that predict service-level erosion before the KPI moves. By the time on-time-in-full drops or safety stock has to be raised, the underlying inventory posture has already been unreliable for months. Advisory in this domain is about closing that gap — restoring stock accuracy, replenishment integrity, and warehouse workflow before the service level takes the hit.
Four places inventory-heavy operations lose value
Inventory accuracy and cycle counting
The count-vs-system reconciliation loop, put-away logic, and location discipline that keep the stock record credible enough to plan against.
Replenishment logic executives can trust
Order-point calculations, safety stock, lead time — configured against the operational reality rather than an implementation-era default that no one has revisited.
Warehouse workflow inside IFS
Receiving, put-away, pick, pack, ship — moving through the ERP with the workflow rigor that reduces manual handoffs and eliminates the printout-driven shortcuts.
Reporting on stock, aging, and exceptions
Working-capital reporting the CFO can defend — turns, aging, slow-moving stock, exception spend — pulled from IFS rather than assembled monthly by hand.
A two-week Inventory Assessment locates where accuracy, replenishment, or workflow is quietly costing the business — and defines the fix.
Fixed scope, written brief, working-capital lens. Delivered to the operations or finance executive responsible for the inventory line.