A reorder point is the stock level that triggers your next purchase order. To find it, multiply your average daily usage by your supplier's lead time, then add safety stock. Reorder point planning is the ongoing work of setting and reviewing that number for each SKU.
Below, we'll walk you through the ROP formula, a worked example, the most common mistakes, and how to automate the whole thing.
Think of a reorder point like the fuel gauge in your car. When the needle drops to a certain level, you know it's time to fill up before you're stranded on the side of the road. Your reorder point works the same way for inventory.
Once stock hits that level, you place a new order with your supplier. The goal is simple: new stock arrives before you run out, so you can keep fulfilling orders without a hiccup.
Here's the catch. Every SKU has its own reorder point. Each product sells at its own pace, and each supplier takes its own time to deliver, so one number can't cover your whole catalog.
Reorder point planning is the process of setting a reorder point for each SKU, monitoring stock against it, and adjusting it as things change. Demand shifts, suppliers speed up or slow down, and new products join the lineup. Your reorder points should keep up.
It's one piece of a bigger inventory planning strategy, and there's more than one way to run it. Most businesses use one of these three methods:
Continuous review suits fast movers and high-value items. Periodic review works well when you order lots of products from the same supplier on a regular cycle.
Whichever method you pick, the planning part is what keeps it working. Compare each reorder point against recent sales and real delivery times, then tweak it. A reorder point is a living number, so treat it like one.
Here's the ROP formula most businesses use:
Reorder point = (Average daily usage x Lead time in days) + Safety stock
Where:
You'll sometimes see a simpler version without safety stock: average daily usage x lead time. That only works when demand is steady and your suppliers are reliable. For most businesses, that's wishful thinking, so we recommend including safety stock.
Let's work through an example. Say you run an online phone shop that sells 25 smartphones a day. Your supplier takes 4 days to deliver.
Look at past sales data and work out how many units you sell per day on average. In our example, that's 25 units.
Check how many days your supplier actually takes to deliver once you place an order. Here, it's 4 days.
Decide how much buffer stock you need to cover surprises. For this example, we'll keep 25 units of safety stock. (We'll show you how to calculate it properly in the next section.)
Now plug your numbers into the formula:
Reorder point = (25 x 4) + 25 = 125 units
When stock drops to 125 units, place your next order. That's the trigger point. The reorder point tells you when to order, not how much to order.
Here's how it plays out. You place the order at 125 units, then sell 25 phones a day while you wait. Four days later, you've sold 100 phones and the new shipment arrives.
You still have 25 phones on the shelf, which is exactly your safety stock. If demand spikes or the delivery runs a day late, that buffer covers you. Nice and tidy!
| Input | Value |
|---|---|
| Average daily usage | 25 units |
| Lead time | 4 days |
| Lead time demand (25 x 4) | 100 units |
| Safety stock | 25 units |
| Reorder point | 125 units |
Yes, in most cases it should. The reorder point formula tells you when to restock, but real-world demand is rarely predictable. Sales swing with seasons, promotions, and market shifts, and supplier delays can leave gaps on your shelves.
Safety stock is your buffer against all of that. It protects you from stockouts caused by demand variability and lead time uncertainty.
A simple way to calculate safety stock is the max/average method:
Safety stock = (Maximum daily usage x Maximum lead time) - (Average daily usage x Average lead time)
For example, say you sell between 20 and 30 units of a product a day, and your supplier takes 3 to 5 days to deliver.
Safety stock = (30 x 5) - (25 x 4) = 150 - 100 = 50 units
By keeping 50 extra units, you can handle unexpected demand spikes or supplier delays without running dry. Keep in mind that higher service levels need more safety stock. The max/average method is a simple starting point, and you can refine it as your data improves.
Getting your reorder points right pays off across your whole operation. With timely replenishment, you can:
The stakes are high. According to IHL Group's September 2025 research, global retail loses $1.73 trillion a year to inventory distortion. That's the combined cost of out-of-stocks and overstocks.
A well-planned reorder point helps you claw back your share. For example, a store that restocks best sellers on time avoids missed sales and keeps customers coming back.
Even with an accurate formula, a few outside factors can throw your numbers off. Here's what to watch.
Sales rise and fall with seasons, promotions, and customer trends. Take a sunscreen brand: demand climbs in summer, then drops off in winter. A flash sale can do the same thing in a single weekend.
When demand shifts like this, adjust your reorder points ahead of time. Otherwise, you'll run out at your busiest moment (or sit on a pile of unsold stock afterward).
Supplier delivery times aren't always consistent. Weather, supply chain disruptions, and logistics issues can all cause delays. The more your lead times vary, the bigger your safety stock buffer needs to be.
Your service level target is the probability of not running out of stock during the lead time.
Even experienced teams slip up here. These are the mistakes we see most often:
The fix for most of these? Accurate, real-time data and a regular review habit.
Reorder point and economic order quantity (EOQ) work as a team. Your reorder point tells you when to order. Economic order quantity tells you how much to order.
EOQ finds the order size that keeps your total ordering and holding costs as low as possible. Here's the formula:
EOQ = √(2DS / H)
Where:
Use both together: when stock hits your reorder point, order your EOQ. EOQ isn't the only option for sizing orders, either. Some businesses use just-in-time inventory to order smaller amounts more often.
| Reorder point (ROP) | Economic order quantity (EOQ) | |
|---|---|---|
| Question it answers | When should I order? | How much should I order? |
| Formula | (Average daily usage x Lead time) + Safety stock | √(2DS / H) |
| Key inputs | Daily usage, lead time, safety stock | Annual demand, order cost, holding cost |
| Output | A stock level that triggers a purchase order | An order quantity |
Spreadsheets are fine when you have a handful of SKUs. Once you're selling hundreds of products across multiple channels, manual tracking gets messy fast. Formulas break, data goes stale, and someone forgets to check the sheet on a Friday.
If that sounds familiar, our guide to spreadsheets vs. smart reordering is worth a read. The short version? An IMS does the heavy lifting for you.
Cin7 is an IMS that gives you one view of your stock across your sales channels and warehouses, which helps a lot when you manage multiple warehouses. Cin7 can also auto-generate draft purchase orders for you to review and send.
Want to go a step further? Cin7 ForesightAI uses demand forecasting to guide your reorder points, so they reflect what's coming instead of only what already happened.
Take Cultiver's experience with Cin7. The team uses ForesightAI's potential stockouts report to spot items that are already on order but would still leave them out of stock for 10 days if they wait. That gives them time to pull orders forward and see the revenue at risk.
"ForesightAI has massively improved the way that we forecast," says Julie Houle, Process Improvement Manager at Cultiver.
Monthly works well for most SKUs. For seasonal products and fast movers, check weekly or let your IMS update them automatically. You should also recalculate any time you switch suppliers, lead times shift, or demand heads in a new direction.
Nothing, really! Reorder point and reorder level are interchangeable terms for the stock level that triggers a new order. You might also see it called an "order point." Same idea, different name tag.
Divide the total units you sold in a period by the number of days in that period. For example, if you sold 500 units over 30 days, your average daily usage is about 16.7 units. Pick a period that reflects current demand, so a sleepy month from two years ago doesn't skew your math.
Look at your past purchase orders and count the days from order date to receipt date. Average those numbers across several orders to get your lead time. Use actual delivery times instead of what your supplier quoted, since the two don't always match.
That's your reorder quantity, and you've got a few ways to set it. EOQ is one option, giving you the order size that keeps ordering and holding costs low. With the min/max method, you order enough to bring stock back up to your maximum level. Whichever you choose, make sure it fits your cash flow, storage space, and supplier minimums.
Yes! A simple formula per SKU does the job when you only have a few products. It gets hard to maintain across lots of SKUs, sales channels, and locations, which is where smart reordering beats spreadsheets. An IMS like Cin7 keeps your reorder points updated automatically, so your spreadsheet can finally take a well-earned break.
Reorder point planning doesn't have to be complicated. Know your daily usage, use real lead times, add safety stock, and review your numbers as your business changes. You'll spend less time worrying about empty shelves (or overflowing ones).
Start with your best sellers, then work your way through the rest of your catalog.
Ready to put your reorder points on autopilot? Request a demo or start a free trial to see how Cin7 can help.