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amz-inventory-management

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Chinese

Inventory Manager

库存管理器

Inventory is where Amazon sellers lose money in both directions. Stock out and you lose rank and sales that do not come back. Overstock and you pay storage fees and freeze cash. Restocking by feel produces stockouts and overstock at the same time. This skill finds the reorder point and the order quantity that keep a product in stock without burying cash in a warehouse, and projects the schedule 12 weeks forward with capacity limits and seasonality baked in.
库存是亚马逊卖家容易双向亏损的环节。缺货会导致排名下滑，且流失的销量难以挽回；库存积压则会产生仓储费用，占用现金流。凭感觉补货往往会同时导致缺货和积压问题。本Skill能够找到既能避免缺货、又不会让现金流困在仓库的补货点与补货量，并结合产能限制与季节性因素，制定未来12周的补货计划。

When to use this

适用场景

  • A seller does not have a reorder rule and restocks by feel.
  • A product stocked out, lost rank, and the seller wants it never to happen again.
  • Storage fees or long-term storage fees are eating margin.
  • The IPI score is low or restock limits are biting.
  • ASIN-level restock limits reactivated and the seller needs to fit within them.
  • Stranded or aged inventory is sitting unsold.
  • Q4 ramp planning where seasonal demand multiplies and lead times often slip.
  • A new SKU stabilizing and needing its first forecast.
  • 卖家没有明确的补货规则，仅凭感觉补货。
  • 产品曾缺货导致排名下滑，卖家希望杜绝此类情况再次发生。
  • 仓储费或长期仓储费侵蚀利润。
  • IPI分数偏低或补货限制带来困扰。
  • ASIN级补货限额重新生效，卖家需要在限额内补货。
  • 存在滞销或积压的未售出库存。
  • Q4旺季规划，此时需求激增且交付周期通常会延长。
  • 新SKU销量趋于稳定，需要首次制定补货预测。

The framework. The Reorder Equation

核心框架：补货公式

Two numbers govern inventory: when to order and how much. Both come from sales rate and lead time.
Reorder point. Order when stock on hand falls to:
Reorder point = (daily sales rate x total lead time in days) + safety stock
Total lead time is everything from placing the purchase order to the units being live and sellable: production, freight, customs, Amazon receiving and check-in. Sellers forget the receiving leg and stock out anyway.
Safety stock. A buffer for demand spikes and lead-time slippage:
Safety stock = daily sales rate x buffer days
Buffer days scale with volatility. a steady product with reliable supply needs ~14 days, a volatile or unreliable supply chain needs 21 to 30.
Order quantity. Enough to cover the cycle until the next reorder lands, balanced against storage cost and cash. A common target is 60 to 90 days of cover. more than that risks long-term storage fees and frozen cash, less risks stockouts on any lead- time slip.
Running too lean is no longer only a stockout risk. Since April 2024 Amazon charges a low-inventory-level fee on FBA standard-size units whose historical days of cover stay low (the fee looks at both the short-term and long-term days-of-supply figures, so chronically thin stock, not a brief dip, is what triggers it). It is a per-unit surcharge that stacks on the normal fulfillment fee, which makes a too-tight reorder quietly expensive. Treat the exact threshold and per-unit amounts as moving. Amazon has adjusted both, so confirm the current numbers and your SKUs' status on the Inventory Performance and fee pages in Seller Central. The practical takeaway. keep enough days of cover that the fee does not trigger, which usually aligns with the same 60-to-90-day target the reorder equation already aims for.
库存管理由两个关键数值决定：何时补货、补货多少。两者均基于销售速率与交付周期计算得出。
补货点：当现有库存降至以下数值时启动补货：
Reorder point = (daily sales rate x total lead time in days) + safety stock
总交付周期涵盖从下达采购订单到商品上架可售的全流程：生产、运输、清关、亚马逊接收与入库。卖家往往会忽略入库环节，最终仍会出现缺货情况。
安全库存：用于应对需求激增与交付周期延误的缓冲库存：
Safety stock = daily sales rate x buffer days
缓冲天数随波动程度调整：销量稳定、供应可靠的产品约需14天缓冲；销量波动大或供应链不稳定的产品则需21至30天缓冲。
补货量：需覆盖到下一次补货到货的周期，同时平衡仓储成本与现金流。常见目标为60至90天的库存覆盖天数。超过这个范围会面临长期仓储费与现金流占用风险；低于这个范围则可能因交付周期延误导致缺货。
库存过于紧张不再只是缺货风险。自2024年4月起，亚马逊针对FBA标准尺寸商品收取低库存水平费，当商品历史库存覆盖天数持续偏低时触发（该费用同时参考短期与长期库存供应天数数据，因此只有长期库存不足才会触发，短暂的库存下降不会）。这是一项叠加在常规配送费之上的单位附加费，会让过于紧凑的补货策略悄然增加成本。具体阈值与单位费用可能会变动，亚马逊已多次调整，因此请在卖家后台的库存绩效与费用页面确认当前数据及您的SKU状态。实际操作建议：保持足够的库存覆盖天数以避免触发该费用，这通常与补货公式设定的60至90天目标一致。

The 12-week schedule. Days-of-Cover model

12周补货计划：库存覆盖天数模型

The reorder equation tells you when one PO fires. The schedule tells you when the next three or four will. Two metrics drive it.
  • DoC on hand = units on hand / daily sales rate. Watch daily.
  • Reorder point as defined above.
Project DoC forward week by week for 12 weeks. apply any seasonal multiplier in the weeks where a peak lands (see amz-seasonal-planning). When projected DoC dips below the reorder point's days-equivalent, that is an order week. Compute order quantity as target days of cover x daily rate, then apply the ASIN restock limit and the account capacity limit as hard caps.
For peak windows, pull the order forward and increase the size to land stock before the peak begins, not during it.
补货公式仅能告知单次补货的时间，而补货计划则能明确后续三到四次补货的时间。该计划由两个指标驱动：
  • 现有库存覆盖天数（DoC on hand）= 当前库存数量 / 每日销售速率：需每日监控。
  • 补货点：如前文定义。
按周预测未来12周的库存覆盖天数，在旺季所在的周应用季节性乘数（参考amz-seasonal-planning）。当预测的库存覆盖天数降至补货点对应的天数以下时，即为补货周。补货量按目标覆盖天数乘以每日销售速率计算，再以ASIN补货限额与账户产能限额作为硬性上限。
对于旺季窗口期，需提前下达补货订单并增加补货量，确保库存在旺季开始前到位，而非旺季期间。

The IPI and FBA capacity limits

IPI分数与FBA产能限制

In March 2023 Amazon removed the hard IPI minimum that used to gate FBA storage and replaced the old storage-volume and restock limits with a single monthly FBA capacity limit measured in cubic feet. Capacity is now managed through Manage Your Inventory Capacity in Seller Central, driven by recent sales, IPI, forecast demand, and fulfillment-center availability together, not by a hard IPI floor that blocks inbound shipments. IPI still matters as one input into how much capacity Amazon grants, and a weak score still tightens the limit. it is driven by four levers: low excess inventory, healthy sell-through, fixing stranded inventory, and keeping in-stock rate high. Manage all four, and watch the capacity dashboard for the actual limit on the account. Treat any specific IPI target you see quoted online as a moving heuristic. confirm the current threshold and your account's status in Seller Central rather than assuming a fixed number.
2023年3月，亚马逊取消了曾限制FBA仓储的硬性IPI最低要求，将原有的仓储容量与补货限制替换为单一的月度FBA产能限额，以立方英尺为单位。如今，产能通过卖家后台的“管理您的库存容量”工具进行管理，由近期销量、IPI分数、预测需求与履约中心可用容量共同决定，不再依赖阻碍入库发货的硬性IPI门槛。IPI分数仍是亚马逊授予产能额度的因素之一，分数偏低仍会收紧限额。IPI分数由四个因素驱动：低超额库存、健康的库存周转率、处理滞销库存、保持高现货率。需同时管理这四个因素，并关注产能仪表盘了解账户的实际限额。网上引用的任何具体IPI目标均为动态参考值，请在卖家后台确认当前阈值与账户状态，切勿假设为固定数值。

30-60-90 day IPI recovery plan

30-60-90天IPI分数恢复计划

When a low IPI is tightening the capacity limit, recovery is sustained weekly action, not a one-time push. Diagnose the single binding lever first (where the most points are being lost), then work it on a phased schedule:
  • Days 1 to 7. Diagnose and plan. Pull the four-lever breakdown from the inventory dashboard. Open Manage Excess Inventory and the Stranded Inventory tool. Identify the binding lever and build the weekly action list around it.
  • Days 8 to 30. Hit the binding lever. Remove or liquidate excess, or fix stranded listings, whichever is binding. Weigh removal versus liquidation per SKU, not flat: removal costs a fee but frees capacity, liquidation loses some margin but recovers cash. The score typically responds within 2 to 3 weeks.
  • Days 31 to 60. Work the secondary levers. Push sell-through on the slow movers with promotions and ad spend, and repair in-stock rate by fixing the reorder schedule on the SKUs that keep dipping.
  • Days 61 to 90. Stabilize and use the room. Weekly review to confirm the score holds and the capacity limit loosened, then plan the restock that uses the recovered capacity. Do not add inventory before the score recovers. more stock while IPI is low worsens the excess metric and tightens the limit further.
IPI updates weekly, so review weekly across the whole 90 days and flag if either the score or the capacity limit moves the wrong way.
当IPI分数偏低导致产能限额收紧时，恢复需要持续的周度行动，而非一次性突击。首先诊断最关键的影响因素（失分最多的因素），然后分阶段执行计划：
  • 第1至7天：诊断与规划：从库存仪表盘获取四个影响因素的详细数据，打开“管理超额库存”与“滞销库存”工具，确定最关键的影响因素，并围绕其制定每周行动清单。
  • 第8至30天：解决关键因素：移除或清算超额库存，或修复滞销Listing，优先处理最关键的因素。针对每个SKU权衡移除与清算的利弊：移除需要支付费用但能释放产能，清算会损失部分利润但能回笼资金。分数通常会在2至3周内有所反应。
  • 第31至60天：处理次要因素：通过促销与广告投入提升滞销商品的库存周转率，通过优化补货计划修复经常缺货的SKU的现货率。
  • 第61至90天：稳定并利用新增产能：每周复查确认分数保持稳定且产能限额已放宽，然后制定补货计划利用恢复的产能。在分数恢复前请勿增加库存，IPI分数偏低时新增库存会加剧超额库存指标，进一步收紧限额。
IPI分数每周更新，因此在整个90天内需每周复查，若分数或产能限额出现反向变动需及时标记。

Step by step

操作步骤

  1. Collect inputs. Per SKU: daily or weekly sales rate (use last 90 days of real sales, not historical average), current stock on hand, each leg of the lead time (production, freight, customs, Amazon receiving), demand volatility, any seasonality multipliers per week, current IPI, the account capacity limit, and any ASIN-level restock limit.
  2. Compute total lead time including the Amazon receiving leg.
  3. Set safety stock from the volatility. larger buffer for spiky or seasonal SKUs.
  4. Compute the reorder point. Flag any SKU already at or below it as order now.
  5. ASIN restock limit binding check. Compare the desired order quantity (target DoC x daily rate) against the ASIN-level restock limit. If the limit is below the desired quantity, the limit is binding. the SKU will run lean unless the limit is raised. plan to request a capacity increase or to space POs more tightly. Note this as a constraint in the output, not as a fix to ignore.
  6. Project the 12-week DoC schedule. Apply seasonal multipliers per week. Mark each order week and order quantity.
  7. Set the order quantity for 60 to 90 days of cover, capped by the binding restock limit and adjusted for upcoming seasonality. Pull peak-window POs earlier and larger.
  8. Scan for waste. Identify aged inventory approaching long-term storage fees and any stranded inventory (in stock but not sellable), and recommend the fix: markdown, removal, or relisting.
  9. Check the IPI levers and name the weakest one.
  10. Run the quality check, then deliver.
  1. 收集输入数据：每个SKU的以下数据：每日或每周销售速率（使用过去90天的实际销量，而非历史平均值）、当前库存数量、交付周期各环节时长（生产、运输、清关、亚马逊接收）、需求波动情况、每周季节性乘数、当前IPI分数、账户产能限额、ASIN级补货限额。
  2. 计算总交付周期：需包含亚马逊接收环节。
  3. 设置安全库存：根据需求波动调整，销量波动大或季节性SKU需设置更大的缓冲。
  4. 计算补货点：将已达到或低于补货点的SKU标记为“立即补货”。
  5. ASIN补货限额约束检查：将期望补货量（目标覆盖天数×每日销售速率）与ASIN级补货限额对比。若限额低于期望补货量，则该限额为约束条件。除非限额提升，否则该SKU库存会偏紧。需计划申请产能提升或更频繁地下达补货订单。将此作为输出中的约束条件，而非忽略该问题。
  6. 预测12周库存覆盖天数：每周应用季节性乘数，标记每个补货周与补货量。
  7. 设置补货量：目标为60至90天的库存覆盖天数，以约束性补货限额为上限，并根据即将到来的季节性因素调整。旺季窗口期的补货订单需提前下达并增加补货量。
  8. 排查浪费情况：识别即将产生长期仓储费的积压库存与任何滞销库存（已入库但不可售），并推荐解决方案：降价、移除或重新上架。
  9. 检查IPI影响因素：指出最薄弱的因素。
  10. 执行质量检查，然后交付结果。

Output format

输出格式

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Inventory Plan. [SKU or catalog]

库存计划. [SKU或目录]

Per SKU

各SKU详情

[SKU] . daily rate . on hand . reorder point . status [ok / order now] . order qty . restock limit binding? [y/n] ...
[SKU] . 每日销售速率 . 当前库存 . 补货点 . 状态 [正常 / 立即补货] . 补货量 . 是否受补货限额约束? [是/否] ...

12-week DoC projection (per priority SKU)

12周库存覆盖天数预测（重点SKU）

Week 1: [DoC] Week 2: [DoC] ... Week 12: [DoC] Seasonal multipliers applied: [Nx in week X, ...]
第1周: [覆盖天数] 第2周: [覆盖天数] ... 第12周: [覆盖天数] 已应用季节性乘数: [第X周N倍, ...]

Order schedule

补货计划

PO 1. Place by [date]. Quantity: [units]. Arrives in stock: [date] PO 2. ...
PO1. 下单截止日期: [日期]. 数量: [单位]. 入库可售日期: [日期] PO2. ...

Waste scan

浪费排查

Aged inventory: [SKUs approaching long-term storage fees] Stranded inventory: [SKUs in stock but not sellable]
积压库存: [即将产生长期仓储费的SKU] 滞销库存: [已入库但不可售的SKU]

Constraints

约束条件

Restock limit binding on: [SKUs] Capacity increase request needed: [y/n]
受补货限额约束的SKU: [SKU列表] 是否需要申请产能提升: [是/否]

IPI

IPI情况

Current: [score] Weakest lever: [which] Fix: ...
当前分数: [分数] 最薄弱因素: [因素名称] 解决方案: ...

This week

本周行动

[ordered by urgency]
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[按优先级排序]
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Worked example

示例

A SKU sells 25 units a day. Lead time: 30 days production, 25 days freight and customs, 7 days Amazon receiving, total 62 days. Volatility is moderate, buffer 21 days. ASIN restock limit 3,000 units.
Safety stock: 25 x 21 = 525. Reorder point: (25 x 62) + 525 = 2,075 units. The SKU is at 2,200 on hand. DoC = 88 days. Reorder point hits at roughly week 1-2. Order quantity for 75 days of cover: about 1,875 units. ASIN restock limit binding check. 3,000 limit, 1,875 desired, not binding at this order, fine. A week-10 peak with a 3x multiplier needs an earlier larger PO at week 7. landed-before-peak schedule shows PO1 at week 1 (1,875 units), PO2 at week 7 (3,000 units, restock limit now binding for the peak, request an increase before week 5).
The seller had been reordering at 600 units on hand and stocking out during every freight delay. The new schedule shows exactly when to place each PO and how much, with no stockout risk and no excess.
某SKU每日销量25件。交付周期：生产30天，运输与清关25天，亚马逊接收7天，总计62天。需求波动中等，缓冲天数21天。ASIN补货限额3000件。
安全库存：25×21=525件。补货点：(25×62)+525=2075件。该SKU当前库存2200件，库存覆盖天数为88天。补货点大约在第1-2周达到。按75天覆盖天数计算补货量：约1875件。ASIN补货限额约束检查：限额3000件，期望补货量1875件，本次补货不受约束。第10周为旺季，乘数3倍，需在第7周提前下达更大的补货订单。旺季前到货计划显示PO1在第1周下单（1875件），PO2在第7周下单（3000件，此时旺季补货受限额约束，需在第5周前申请提升限额）。
此前卖家在库存剩余600件时补货，每次运输延误都会导致缺货。新计划明确了每次补货的时间与数量，既无缺货风险也无库存积压。

Quality check

质量检查

  • Total lead time includes the Amazon receiving leg, not just production and freight.
  • Daily rate is computed from real recent sales, not historical average.
  • Safety stock scales with the SKU's demand volatility.
  • Every SKU at or below its reorder point is flagged order now.
  • DoC is projected weekly for 12 weeks, not as a snapshot.
  • ASIN-level restock limit is checked as a binding constraint, not ignored.
  • Account capacity limit is respected.
  • Order quantity targets 60 to 90 days of cover.
  • Seasonal pre-orders are placed early enough to land before the peak.
  • Aged and stranded inventory are surfaced with a specific fix.
  • The weakest IPI lever is named.
  • 总交付周期包含亚马逊接收环节，而非仅生产与运输环节。
  • 每日销售速率基于近期实际销量计算，而非历史平均值。
  • 安全库存根据SKU的需求波动调整。
  • 所有达到或低于补货点的SKU均标记为“立即补货”。
  • 按周预测未来12周的库存覆盖天数，而非仅提供快照。
  • 检查ASIN级补货限额作为约束条件，未忽略该因素。
  • 遵守账户产能限额。
  • 补货量目标为60至90天的库存覆盖天数。
  • 季节性补货订单提前下达，确保在旺季前到货。
  • 识别积压与滞销库存并提供具体解决方案。
  • 指出最薄弱的IPI影响因素。

Common mistakes

常见错误

  • Forgetting the receiving leg. Units are not sellable the day they arrive at the warehouse. that gap causes stockouts.
  • Reordering by feel or on a fixed cadence. A monthly PO regardless of cover is wrong both ways: stockouts in fast weeks, overstock in slow.
  • Overordering. Burying cash and triggering long-term storage fees to feel safe.
  • Ignoring the ASIN restock limit. Ordering 5,000 when the ASIN limit is 3,000 means 2,000 units stuck or expensive to send via STA capacity.
  • Ignoring stranded inventory. Units in the warehouse that are not even listed as sellable, earning nothing and costing storage.
  • No seasonal multiplier. A baseline forecast through a peak guarantees a stockout.
  • Letting IPI drift. A low IPI caps restock limits right when a product is taking off.
  • 忽略入库环节：商品到达仓库当天无法立即上架销售，这个时间差会导致缺货。
  • 凭感觉或固定周期补货：无论库存覆盖情况如何每月补货一次的做法存在双向错误：旺季缺货，淡季积压。
  • 过度补货：为求安心而积压库存、占用现金流并触发长期仓储费。
  • 忽略ASIN补货限额：当ASIN限额为3000件时下单5000件，会导致2000件库存无法入库或需通过STA容量高价发货。
  • 忽略滞销库存：仓库中未上架可售的商品无法产生收益，还会产生仓储费。
  • 未使用季节性乘数：旺季期间使用基线预测必然导致缺货。
  • IPI分数放任不管：当产品销量上升时，偏低的IPI分数会限制补货额度。

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Part of Amazon Pro Skills. Production-grade skills for serious Amazon sellers. Free and open. Built by Jay Margaliot.
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属于Amazon Pro Skills系列。为专业亚马逊卖家打造的生产级Skill。免费开源。由Jay Margaliot开发。
我每周会在WhatsApp群组中免费分享一个面向亚马逊卖家的AI应用技巧。 加入链接：https://chat.whatsapp.com/ILX65p1yWcaIG3c9WGHpTY