Story AParameter view
What the system was told to expect.
- Master-data settings
- Averaged lead times
- Static reorder points
- Planning assumptions
Enterprise inventory intelligence
Every unit.In the right place.
nVentic turns the transactions inside your ERP into decisions across every SKU, site and market—releasing working capital without trading away availability.
Selected enterprise work
Chosen where inventory is a board-level lever.
The cost of standing still
For every €100M held in inventory, hidden carrying costs can consume €25M each year.
Storage, insurance, handling, obsolescence and the cost of capital compound quietly. The balance sheet shows the stock. It rarely shows the full drag.
Your ERP holds two stories. Only one actually happened.
Story BTransaction view
What demand, supply and stock actually did.
- Individual movements
- Real demand distributions
- Observed lead-time behavior
- SKU and site-level outcomes
We begin with Story B.
Because enterprise decisions should be built on evidence—not inherited settings.From raw movement to an explainable decision.
Four layers turn operational complexity into an action your planners, CFO and board can interrogate.
01 / ObserveWhat actually moved
Transaction-level truth
Start with the evidence inside historical ERP transactions: actual demand events, stock movements, purchase orders and lead-time behavior. Not an average of an average.
- Works independently of the ERP vendor
- Preserves SKU, site and time-level context
- Separates data quality issues from inventory issues
02 / EvaluateWhere capital is trapped
Inventory Evaluation
Quantify excess, shortage exposure and the operational causes behind both. The result is a prioritized view of where to act, down to individual SKUs and locations.
- Excess and shortage risk in one diagnostic
- Root causes made visible, not buried in pivots
- Opportunity prioritized by impact and feasibility
03 / ProjectWhat the target should be
Inventory Projector
Model inventory targets against actual variability and business constraints. Explore how service ambition, lead times and operating decisions change the capital requirement.
- Statistical safety-stock and reorder targets
- Scenario planning around real constraints
- A decision layer for planners and leadership
04 / ExplainWhy the decision is right
nVchat
Move from analysis to understanding. nVchat translates complex inventory findings into direct answers for planners, finance teams and executives—without losing the logic behind them.
- Plain-language interrogation of inventory findings
- Executive view to SKU-level explanation
- Reasoning remains visible and reviewable
1 / 4
Typical opportunity identified
20–50%
The goal is not less inventory. It is the right inventory.
The improvement nVentic identifies is usually in the range of a 20–50% reduction in inventories while maintaining or improving service levels.
10%Most clients can achieve this level of improvement within a few months.
Automotive OEM
Six million annual transactions. One week to clarity.
15%
Inventory opportunity identified at a flagship site the client believed was already best in class.
5% in finished goods · 20% in raw materials
Pumps and pump systems · client result“The results are exceptional and have made a major difference to our cash flow.”
- Less inventory in one year
- 20%
- Further net reduction through the pandemic
- 12%
- Manufacturing sites, 7 countries
- 12
A strategic conversation, not a generic demo
Your inventory already contains the answer.
Let’s quantify what better could mean for inventory, working capital and service.
Discuss your inventory opportunity info@nventic.com