As demand patterns shift and supplier conditions change, ERP replenishment parameters quietly fall out of sync. Your reports show the stock position. They cannot show which buying decisions put it there. Intuilize connects each replenishment decision to the demand signal behind it, names where capital is misaligned, and gives your team the clarity to act without second-guessing.
A focused conversation about your inventory gaps.
Your ERP's replenishment parameters were set once and reflect conditions from months or years ago. Demand shifts, lead times stretch, and the parameters don't move with them.
So your buyers compensate. They verify everything manually, override the recommendation, and do the work twice.
Tell you when to reorder, using whatever parameters are currently set.
Tell you whether those parameters still match actual demand.
Recalculate them across tens of thousands of items, every month.
Does exactly that, on a regular cycle.
A stock report tells you the position. It can't tell you which decision to make next.
Intuilize connects demand signals, supplier variability, and ERP replenishment logic so buyers can trust the recommendation instead of re-checking it.
What changes: your buyers review a prioritized exception list instead of manually validating every recommendation the ERP produces.
What changes: your purchasing lead sees slow movers by category with the recommended action already attached, instead of discovering them in a year-end write-off.
Turns go up when the slow-moving items stop absorbing capital, not when the fast movers get squeezed. The models separate the two, so inventory comes down without the stock-outs that usually follow a reduction target. Every SKU is classified by revenue and margin, and safety stock is adjusted by classification, which protects your top accounts while cutting excess from what's genuinely idle.
What changes: when finance asks for an inventory reduction, your purchasing leader answers with the specific items to cut and the ones to protect, rather than an across-the-board percentage.
Not a score, and not a dashboard to interpret on your own.
Excess capital broken out by inventory category, sized so you know which category to work first rather than which one is largest.
GMROII, quantity-on-hand value, service level, and turns in a single table, the four numbers your finance team will ask for, together.
The specific action per item: buy less, buy sooner, stop stocking, or leave it alone. Ranked, with the reasoning attached.
The recommended parameter change, in the form your buyers can enter directly into the ERP. No export-and-interpret step in between.
What changes: your purchasing leader spends less time processing routine reorders and more time managing suppliers and the exceptions that need a human decision.
No form, no gate. If you want to see how these read against your own data, that's the conversation.
Most mid-market distributors have. Between 65% and 74% report a previous initiative didn't deliver (NAW/MDM).
The failure usually isn't the math. It's that the math never met the business.
Recalculate reorder points and safety stock across the full catalog, on a cycle no team can staff manually.
Set the service-level targets and read the exceptions the data can't explain on its own.
Software doesn't know which slow mover is protecting your largest account. A person can't check that against eighty thousand items.
Tools alone don't know your business. A lone expert can't compute at your scale. Both together is the point.
Industrial parts distributor · 85,000+ SKUs
The procurement team was building purchase orders by hand, roughly 1,500 hours a year. More than $5 million in capital sat in excess inventory. After implementation, manual procurement dropped 80%, and the purchasing lead moved from processing POs to managing supplier relationships.
I've never worked with a company that sold you something and stuck with it… stuck with you for the time they've stuck with us.
CEO, Industrial Parts Distributor
Actual results from real Intuilize customers. Individual outcomes vary.
Want to see how these read against your own numbers?
Book a 60-Minute CallIn nearly every distributor, the pricing decision lives with sales and the inventory decision lives with purchasing. Two departments. Two meetings. Two spreadsheets. One margin.
Economically these are a single decision. What to stock, what it costs to hold, and what to charge can't be separated. The standard org chart severs them anyway, and nobody is accountable for the seam. Replenishment optimized without visibility into pricing decisions is replenishment optimized around the wrong margin targets.
The distributor profiled above is the clearest version of this. Excess inventory had $5 million of capital tied up. Separately, inconsistent pricing was costing an estimated $800,000 a year in margin. Two problems, two owners, one root cause, and neither one visible from inside the other department.
No other mid-market solution analyzes pricing, costs, and inventory on the same data. Pricing-only tools don't see what the inventory decision costs. Inventory-only tools don't see what the price recovers.
Who owns the decision when a vendor cost increase doesn't get passed through before the reorder goes out?
This isn't a sales pitch. It's a straightforward conversation about your pricing, costs, and inventory challenges and whether our approach makes sense for your business.
Most companies find out their inventory has a problem after it already cost them money. Fill rate looks fine. DC productivity is on target. Gross margin looks acceptable. Every function's scorecard is green, and the business is still losing millions, because nobody is looking at whether each dollar sitting in inventory is actually earning its place.
Intuilize looks at your inventory the way a CFO, an operations lead, and a demand planner each would: profitability, position, and actual sell-through. It flags the specific SKUs where those views disagree, because that disagreement is where the money is hiding. The item that looks disciplined but is a bad investment, or the item that looks overstocked but is protecting revenue you'd lose if you cut it. The result isn't a blanket "reduce inventory" directive. It's the correct SKU, at the correct quantity, based on what your business needs.
ERP replenishment tells you when to reorder, based on whatever parameters are currently set. Intuilize works within that same process. It reviews your current replenishment parameters against actual demand and supplier patterns, and suggests better ordering practices: adjusted reorder points, safety stock levels, and order quantities, so your existing process reflects what's actually happening rather than settings from months or years ago.
Intuilize recalculates those parameters on a regular schedule, adjusted for current demand patterns, seasonal shifts, supplier lead time variability, and sparse or intermittent demand on slow-moving items. It also strips statistical outliers so a one-time spike doesn't distort your stocking levels.
Every week between a vendor cost increase and your price update is margin you're giving away on every unit sold in that window. Most companies don't notice until the quarter closes and the numbers don't add up. Intuilize closes that window through Vendor Price Automation (VPA), a real-time cost feed that takes vendor price files, spreadsheets, and API feeds and automatically converts them into updated standard cost, landed cost, or projected cost in your system. Your replenishment costs and your pricing recommendations both reflect the new reality as soon as the vendor publishes it, not weeks later when someone manually updates a spreadsheet.
Without a shared source of truth, purchasing and pricing end up making contradictory calls on the same inventory. Purchasing restocks something pricing decided to discount, or pricing raises a price on an item procurement bought more of, because neither team saw what the other was looking at. Intuilize runs pricing, costs, and inventory off the same transaction data, the same cost baseline, and the same demand picture. When a vendor cost change comes in through VPA, it updates both the pricing recommendations and the replenishment parameters in the same cycle. They can't drift apart because they were never looking at different numbers to begin with.
The expensive version of this problem is finding out you're short when a customer calls, or finding out you're overstocked when the write-off lands on a report. Intuilize's demand forecasting is built to catch the gap earlier than that. It projects demand by SKU, accounts for seasonal swings and slow-moving items, and flags where your current stock position doesn't match what the data says is coming.
To be clear about what this is and isn't: it's a regular analysis cycle that surfaces the gaps as prescribed actions your team works through, not a live, real-time alert system that pushes a notification the moment a threshold is crossed.
The fear behind this question is usually: if I cut inventory, will I stock out on the customers who matter? That's why we don't apply one blanket rule. Every SKU gets classified by revenue and margin, and we adjust safety stock levels by classification, protecting your top accounts while cutting excess from what's genuinely idle. The lost opportunity figure is a directional read from past data, not a fixed number. Whether that shows up as freed-up capital or fewer stockouts depends on where your business feels the pressure.
The concern underneath this question is usually: is this new software my team has to learn, or a disruptive implementation that gets in the way of how we already work. It's neither. Your ERP stays exactly where it is. Intuilize connects to it, pulls the data it needs, and writes optimized numbers back into the system your team already uses every day. Nobody has to log into a separate tool to do their job. Multi-warehouse setups are supported the same way.
The real question here is usually: how long before I can trust this enough to act on it, and will it stay accurate or go stale the way our current ERP settings did. During the pilot, we run one month of simulation to validate the recommendations against what your team knows, and re-run it if you need adjustments before moving forward. Once deployed, parameters update on a monthly schedule instead of sitting untouched for months, which is the problem this is meant to solve in the first place.
Pilot deployment typically takes around 14 weeks, followed by a 3–5 month pilot period. After that, SKUs are added incrementally in a controlled rollout based on your feedback.
Your rules come first. SKU classification thresholds, service-level targets by item category, stocking decisions, and inclusion/exclusion criteria are all configurable to your business. Vendor performance segmentation is built in so purchasing decisions factor in which suppliers deliver reliably. During onboarding, your team's institutional knowledge gets captured in the playbook, not overwritten by a generic model.
Without your team building custom reports over time, the inventory health scorecard shows healthy versus unhealthy inventory in one view, and GMROI and inventory turns are tracked by segment. The lost opportunity analysis puts a directional dollar figure on capital trapped in excess stock. These are the metrics a CFO or owner would use to evaluate whether purchasing decisions are earning their keep. Getting there involves real setup work on our side, which is part of what the onboarding timeline covers.
A 60-minute call to walk through where your capital is sitting and whether our approach fits how your team actually buys.
Book a CallNot ready to talk? Read how one distributor freed $5M in working capital.