Part of the answer to the “buying problem” is inventory control. In fact, the biggest reason retail businesses fail is that they lack inventory control. However, when employed aggressively against competitors, effective management of your inventory can be a lethal weapon.

Imagine doubling your inventory turnover rate (certainly not far-fetched with proper control): you could sell product at half the normal margin and still gross the same amount of dollars in a given time period. Inventory control has been used to take down many competing retailers.

Like much of the new technology available to business owners, Management Information Systems (MIS) is still evolving, and along the way it becomes both more sophisticated and less expensive.

MIS tools can be implemented to gain a significant advantage over competitors. However, it is critical that you understand the uses and goals of an inventory management system before implementing.

The best examples of inventory management come from big retailers. To put it simply: Kmart neglected inventory control and failed, and Wal-Mart concentrated on becoming the leading edge of inventory control and is now one of the world’s largest companies.

It is a common misconception among small retailers that only industry giants like Wal-Mart can use MIS effectively. Sam Walton himself began as a small retailer, but one of his most advantageous assets was his deep understanding of inventory control’s importance.

MIS is commonly regarded as a daunting system to implement by those with limited experience in this highly-technical area; however it is critical to understand exactly what MIS can accomplish.

Although internal hires are available, MIS is made greatly accessible to the small retailer by consulting companies. The basic goal of a point-of-purchase inventory control system is to provide information on profitability, status, and rate of sale for every item a retailer stocks, instantly. These metrics can then be used to improve inventory turnover and return on investment.

Once an MIS infrastructure is established, it makes sense for the retailer to integrate vendors into the system. Vendors are subject to an incentive to keep their inventory on store shelves, and systems are available which provide vendors with sales and stock information directly from the point of sale system.

Flowcasting the Retail Supply Chain

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Anything that results in making the chain between Vendors, Retailers and Customers more efficient also results in additional profit. RFID, an example of an electronic recognition system, enables tracking of items via a computer chip embedded in the product or packaging, which is detected at various stages along the distribution process.

Product information obtained in this way is uploaded instantly to the inventory control system, which reduces the time spent in receiving and stocking and allows for a more efficient shipping process. It is imperative for retailers to be aware of inventory performance and its effects on profitability.

Inventory control is not, however, the answer to all questions. It doesn’t tell you what new products you should carry. Buying is a great area of opportunity, especially for the small retailer who is close to customers and much more responsive to their demands than is the national chain.

Of course, inventory control is not the ultimate solution to retailers’ problems. For example, inventory control tells you what products are performing well, but it can’t tell you what new products to stock. Inventory control is a great way for small retailers to act like one of the big guys, and gain an advantage over other small competitors.

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When I’m meeting for the first time with a potential client I occasionally tell the story of the best year I ever had as a buyer. It was a year I ran a 2% decrease. Don’t get me wrong, I ran plenty of increases over the years, but that was the year I did my best work. I was buying men’s woven shirts, and boy, was it a knit shirt year! It was one of those “duck for cover” times, and my 2% decrease could have easily been a 10% or 15% drop instead. If only I’d been the knit shirt buyer!

It’s easy to measure retail success on sales performance alone. It is the top line after all, the number that every merchant looks at first on Monday mornings. And it’s just as easy to get into the trap of thinking that as long as sales are running ahead that everything else will follow along. Most of the time, profitability and cash flow will follow directly from sales increase, but certainly not always. And what happens when sales are off?

For almost every small retailer, inventory is the prime generator of revenue, profits and cash flow. Inventory typically makes up 70% to 80% of a small retailer’s financial assets. So it only follows that sales, profitability and cash flow are directly linked to a small retailer’s ability to manage their inventory productively.

The key to any merchant’s success is to turn their inventory into cash, at the best possible markup, as quickly as they can, then buy more inventories and turn that into cash as quickly as they can, and so on and so forth. Now, that may be stating the obvious, but sometimes stating the obvious helps strips things back to their essentials.

Carrying unneeded inventory can decimate profitability and cash flow in a hurry. Not only does excess inventory tie up a lot of cash, but there are day-in and day-out costs associated with that inventory as well. From the expense of financing that inventory, to the costs of markdowns due to age and obsolescence, to the incremental payroll costs of moving it around, packing it up and putting it away to unpacking it and putting it back out, moving it from one spot to another, to the hidden costs of not being able to merchandise more productive inventory in its place, it all adds up, and hits the bottom line each month, each quarter, each year.

Retail Inventory productivity at its simplest can be defined as the amount of sales and gross profit dollars an inventory investment generates over a given period of time, usually a year. And the most basic measures of inventory productivity are inventory turnover and gross margin return on investment (GMROI).

Retail Inventory Turnover

Inventory turnover answers the most basic of questions; how many times was I able to turn my inventory into cash, buy more, and turn that into cash? It’s not enough to know sales volume or inventory levels, it’s critical to relate sales to inventory investment. A sales volume of $1,000,000 a year on an average inventory of $500,000 is one thing, but on an average inventory of $200,000 it’s quite another! It’s the difference between turning your inventory over twice and turning it over five times.

The formula for calculating inventory turnover is pretty straight forward:

Sales (at retail value) / Average Inventory Value (at retail value)

Alternatively, if your system only carries inventory value at cost, you can calculate inventory turnover this way:

Cost of Goods Sold / Average Inventory Value (at cost)

Retail Gross Margin Return on Investment (GMROI)

Gross margin return on investment answers the question: How many gross margin dollars did my inventory investment generate to pay for all of my other business expenses, such as payroll, rent, utilities, insurance, and so on?

Gross Margin Dollars / Average Inventory Value (at cost)

Or, stated as a percentage:

Gross Margin % / Average Inventory Value (at cost)

Or, better still and average weekly GMROI

Average Weekly GMROI = (Profits for the total time period) / (Sum of each week ending inventory cost value)

Math for Merchandising: A Step-by-Step Approach (3rd Edition)

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Both inventory turnover and GMROI are measures of the productivity of on-hand inventory, so the sales made from non on-hand inventory, such as special orders, needs to be excluded from the calculation.

Both inventory turnover and GMROI is stated as an annual turnover. However, the period being measured does not necessarily have to be a 12 month period. In certain situations, particularly for seasonal items, inventory turnover and GMROI may be measured for a period of a few months, with the result being “annualized” for comparison purposes.

Average inventory at cost is usually calculated by averaging the ending inventories for the prior 13 months. This represents the beginning and ending inventory values for the prior 12 months. Inventory turn and GMROI are dynamic metrics, as sales and inventory levels fluctuate.

While they are frequently calculated annually, to fully utilize them as dynamic merchandising tools it is necessary to measure them quarterly or even monthly, on a rolling basis.

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