Introduction

Six ways AGR customers improve inventory performance

Inventory management software can promise better forecasts, greater efficiency and lower stock levels. The more useful question is what businesses actually achieve after putting those capabilities into practice. AGR helps retailers, wholesalers and manufacturers forecast demand, plan inventory and automate replenishment. Across AGR customer case studies, there is measurable evidence of improvement in six important areas:

• More accurate demand forecasts
• Less time spent on manual supply chain work
• Higher service levels and product availability
• Fewer stock-outs
• Less overstock
• Less money tied up in excess stock

Chapter 1 of 12

Overview

Business objective	Customer	Result
Improve forecast accuracy	Muuto	Forecasts reported as nearly 100% accurate
Improve forecasting	Wessex Packaging	Better forward planning and fewer stock-outs
Save time	Muuto	Weekly ordering reduced from around two hours to 15 minutes
Save time	Hugh Jordan	10 hours saved generating purchase orders
Save time	Space NK	Around 30% less time spent on manual tasks
Automate replenishment	BYKO	Approximately 80% of store replenishment automated
Increase availability	Vital Pet Group	Availability increased from around 75% to approximately 95%
Increase availability	Space NK	Availability increased from 86% to 98%
Increase service levels	Regal Wholesale	Service levels increased from 82% to 92% in under seven months
Increase availability	Søstrene Grene	97% average warehouse availability for stock items in 2025
Reduce stock-outs	BYKO	Stock-outs reduced by more than 50%
Reduce stock-outs	Wessex Packaging	Stock-outs reduced by 50%
Reduce overstock	Thermex	Stock reduced by 38.5% while service remained at 98%
Reduce overstock	Newitts	Inventory reduced by 15%
Reduce overstock	Johan Rönning	Inventory levels reduced by 35%
Reduce cash tied up in stock	Space NK	Availability increased while inventory fell by 2% to 3%
Reduce inventory costs	Thermex	Stock depreciation reduced by more than 40%
Reduce inventory costs	Thermex	External warehouse use fell to 15% of its previous level
Improve return	Newitts	ROI achieved within six months

Chapter 2 of 12

Outcome 1

Demand forecasting sits at the beginning of many inventory decisions.

If expected demand is consistently inaccurate, purchasing becomes more difficult. Businesses risk ordering too much of products that do not sell while failing to have enough of the products customers actually want.

The challenge increases as product ranges grow. A planner may be able to review a relatively small number of stable products manually. Forecasting thousands of SKUs, each with its own sales history, seasonality, demand patterns and lead times, is a much larger task.

AGR provides item-level forecasting that gives planners a systematic basis for future inventory and purchasing decisions. The customer evidence shows how that translates into practice.

Muuto: forecasts that are nearly 100% accurate

Scandinavian design company Muuto operates a complex international supply chain involving OEM manufacturers, long supplier lead times, make-to-stock and make-to-order products, and a wide range of product variants.

Before using AGR, forecasting and replenishment depended heavily on Excel spreadsheets and manual ERP exports. The process was time consuming and increased the potential for human error.

AGR gave Muuto a more structured way to generate forecasts, plan purchases and communicate expected demand to suppliers.

Senior Category Manager Michael Wong Min reports that the forecasts used for developmental forecasting and purchase planning are nearly 100% accurate. AGR also uses this customer quote elsewhere on its site as an example of the forecasting results achieved with the platform.

Muuto does not use forecasting in isolation. The company uses its purchase plan as a supplier forecast, which means the forecast becomes part of a wider procurement and supplier planning process.

That is important because forecast accuracy has value only when it leads to better decisions.

For a company with long lead times, a poor purchasing decision may take months to correct. A stronger view of future demand allows the business to decide what it needs to order, when it needs to order it and how much inventory is appropriate.

Wessex Packaging: planning ahead before shortages become problems

Wessex Packaging faced a different forecasting challenge.

Its team had been relying on multiple spreadsheets and manual forecasting. This made it difficult to maintain a consistent forward-looking view of stock requirements, particularly for products with variable demand.

AGR helped the company create a more structured planning process.

The business reports that it can now plan ahead more accurately and identify potential stock issues before they become problems for customers. AGR's own partner materials highlight Wessex Packaging as a forecasting and stock-out proof point.

The downstream result has been significant: Wessex Packaging reports a 50% reduction in stock-outs.

Better forecasting is about better decisions

Forecasting should not be understood as perfect prediction. A useful forecast gives a business a sufficiently reliable view of future demand to make a better decision today.

That could mean placing an order earlier, reducing an unnecessary purchase, recognising a seasonal change or adjusting inventory policies for a particular item.

The evidence from AGR customers shows the relationship between forecasting and those decisions.

• Muuto reports forecasts that are nearly 100% accurate.
• Wessex Packaging reports better forward planning and a substantial reduction in stock-outs.
• Vital Pet Group also describes AGR's forecasting engine as a reliable basis for replenishment decisions once the underlying data is clean.

The evidenceAGR customers use demand forecasting to create a stronger basis for purchasing, replenishment and supplier planning. Reported outcomes include near-100% forecast accuracy at Muuto and better forward planning at Wessex Packaging.Chapter 3 of 12

Outcome 2

Inventory management can consume a large amount of time without necessarily adding equivalent value.

Data is exported. Spreadsheets are updated. Calculations are checked. Individual products are reviewed. Purchase orders are created. Then the process starts again.

As product ranges and supplier networks grow, this manual workload can become a constraint on the entire supply chain team.

AGR customers show what happens when more of that routine work is automated.

Muuto: around two hours becomes 15 minutes

At Muuto, weekly stock ordering previously took around two hours.

With AGR, that process takes approximately 15 minutes.

That represents an 87.5% reduction in the time required for the task.

The bigger benefit is what happens to the time that is recovered.

Category managers can spend more time on supplier negotiations, product quality, assortment decisions and other responsibilities where human expertise adds greater value.

Automation therefore does not simply make the same process faster. It changes what skilled supply chain professionals spend their time doing.

Hugh Jordan: 10 hours saved generating purchase orders

Irish catering supplies and furniture company Hugh Jordan previously spent substantial amounts of time forecasting manually and producing reports.

That manual work also introduced mistakes through human error.

With AGR, the company moved towards automated reporting with real-time inventory information.

One particularly tangible result is a saving of 10 hours through purchase order generation.

Hugh Jordan says the system has given the team more time to concentrate on higher-value work while reducing manual input.

The company also uses AGR alerts and reporting to identify items at risk of running out and react quickly to unexpected spikes in demand.

Space NK: around 30% less time spent on manual tasks

British beauty retailer Space NK previously carried out manual ordering in Excel and then entered information back into Microsoft Dynamics NAV.

After implementing AGR, Space NK estimated that automation reduced the time spent on manual tasks by around 30%.

The manual ordering process effectively disappeared.

That improvement occurred alongside significant gains elsewhere in the supply chain: availability increased from 86% to 98% while inventory decreased by 2% to 3%.

This is a useful reminder that automation and control are not opposites. In this case, less manual work accompanied better inventory performance.

Newitts: a 50% reduction in resource requirements

Sports equipment retailer Newitts also wanted to move away from a reactive, spreadsheet-heavy approach to inventory management.

Its ERP relied on min/max stocking rules, and data needed to be downloaded into spreadsheets to support purchasing decisions.

After implementing AGR, Newitts reported a 50% reduction in resource requirements.

At the same time, it reduced inventory by 15%, added new product lines and increased service levels.

The efficiency gain therefore did not happen at the expense of inventory performance.

Vital Pet Group: minutes instead of a lengthy ordering process

Vital Pet Group has a team of three managing approximately 10,000 SKUs.

Before AGR, one buyer carried responsibility for the full range.

AGR significantly reduced the time required to raise purchase orders. Tasks that previously required substantial manual effort can now be completed in minutes.

The business has achieved that improvement without increasing headcount.

BYKO: approximately 80% of replenishment automated

Automation becomes even more significant at BYKO.

The Icelandic retailer manages approximately 50,000 active SKUs across multiple stores and warehouses.

Manually managing every replenishment decision would be extremely difficult at that scale.

BYKO therefore moved towards a more automated, demand-driven replenishment model.

Today, AGR handles approximately 80% of store replenishment activity. AGR's partner materials also highlight this result alongside the company's reduction in stock-outs.

The result is not simply faster ordering.

Buyers and category managers can spend more time on suppliers, promotions, customers, category development and longer-term planning.

Automation changes where people add value

Across these case studies, the same pattern appears repeatedly.

Customer	Time or automation result
Muuto	Weekly ordering reduced from around two hours to 15 minutes
Hugh Jordan	10 hours saved generating purchase orders
Space NK	Around 30% reduction in time spent on manual tasks
Newitts	50% reduction in resource requirement
Vital Pet Group	Purchase orders completed in minutes
BYKO	Approximately 80% of store replenishment automated

The goal is not to remove people from supply chain management.

It is to remove repetitive calculations, spreadsheet work and routine decisions so that people can spend more time on the decisions where judgement and expertise matter.

The evidenceAGR customers report meaningful reductions in manual work, from individual processes completed in a fraction of their previous time to extensive automation of replenishment across large product ranges.Chapter 4 of 12

Outcome 3

Low inventory is not an achievement if customers cannot get the products they need.

That is why inventory optimisation cannot simply mean reducing stock.

The real objective is to hold enough of the right inventory to provide the desired service level without tying unnecessary capital up in products that are unlikely to be needed.

Several AGR customer cases demonstrate that higher availability and lower inventory can happen at the same time.

Space NK: availability increased from 86% to 98%

Space NK had a clear objective when it implemented AGR.

The company wanted to improve availability without increasing the amount of money invested in inventory.

Before implementation, availability stood at 86%.

After one year using AGR, availability had risen to 98%.

Inventory had not increased to achieve that result. It actually decreased by 2% to 3%.

That distinction matters.

Simply buying more stock can sometimes improve availability, but it can also leave a business with unnecessary inventory elsewhere.

Space NK achieved higher availability while reducing its overall inventory position.

Vital Pet Group: from around 75% to approximately 95% availability

Vital Pet Group provides another strong example.

A lean team of three manages approximately 10,000 SKUs.

Before AGR, availability sat at around 75%.

The scale of the range made it difficult for one buyer to consistently manage every item and supplier.

AGR allowed the business to automate more of the long tail, introduce structured supplier ordering schedules and create a more consistent replenishment process.

Availability subsequently increased to approximately 95%.

The improvement has been achieved without increasing headcount.

The team can now focus more attention on high-performing items and strategic supplier relationships while the system handles more routine replenishment work.

Regal Wholesale: service levels increased from 82% to 92%

Regal Wholesale implemented AGR partly because it wanted to improve service levels and strengthen forecasting.

Before implementation, the company was also dealing with overstock created by purchase overestimation and quantity-based buying decisions.

Within less than seven months, Regal's service level increased from 82% to 92%.

At the same time, the company gained greater visibility into overstock and deadstock, allowing buyers to adjust purchasing strategies and free warehouse space.

Søstrene Grene: 97% average warehouse availability across a growing retail network

Søstrene Grene operates more than 400 stores across 19 European markets and welcomes more than 100 million customers to its stores each year.

As the company has grown, its planning team has had to ensure hundreds of stores receive the right products at the right time, while also navigating a new ERP system and an additional distribution centre in the Netherlands.

With AGR, each store receives weekly order suggestions based on its actual performance, giving the central planning team, retail organisation and stores a common view of performance and a more stable flow of goods through the supply chain.

In 2025, Søstrene Grene achieved average warehouse availability of 97% for its stock items.

“We now have a lot more stable flow of goods, which also means that we have a better chance to navigate the whole supply chain flow. In 2025, we had an average availability of 97% on stock items.” — Christopher Koch, Demand Planning Manager, Søstrene Grene

Better service does not necessarily require more stock

The Space NK result is particularly revealing.

Availability improved by 12 percentage points while inventory decreased.

That demonstrates a fundamental principle of inventory optimisation: the amount of stock is less important than whether the right stock is in the right place.

A company can hold large amounts of slow-moving inventory and still have poor service because the products customers actually want are unavailable.

Better planning changes that balance.

Customer	Service or availability result
Space NK	Availability increased from 86% to 98%
Vital Pet Group	Availability increased from around 75% to approximately 95%
Regal Wholesale	Service level increased from 82% to 92% in under seven months
Søstrene Grene	97% average warehouse availability for stock items in 2025
Thermex	Maintained 98% service while substantially reducing inventory
Johan Rönning	Improved service levels while lowering inventory by 35%

Johan Rönning's case is another example of service and inventory moving in the right direction together: the business reports improved service levels alongside inventory levels that are 35% lower.

The evidenceAGR customers have achieved significant improvements in service levels and availability, including increases of 10 percentage points at Regal Wholesale, 12 percentage points at Space NK and approximately 20 percentage points at Vital Pet Group.Chapter 5 of 12

Outcome 4

Stock-outs are one of the clearest signs that available inventory and customer demand are out of balance.

They can result in lost sales, dissatisfied customers, backorders and expensive emergency purchasing.

They also create additional work for supply chain teams as planners move from proactive planning to firefighting.

The simplest way to reduce stock-outs would be to hold more of everything.

But that is expensive and inefficient.

A better approach is to forecast demand more effectively, understand where shortages are likely to occur and replenish inventory before those shortages reach the customer.

BYKO: stock-outs reduced by more than 50%

BYKO provides one of the strongest quantified examples.

With approximately 50,000 active SKUs moving across several stores and warehouses, the company needed a more effective way to determine where inventory should be held.

BYKO moved towards demand-driven replenishment and greater automation.

The company achieved around 80% automated store replenishment while reducing inventory levels and cutting stock-out situations by approximately 50%. AGR's partner materials describe the reduction as more than 50%.

That combination is important.

The reduction in stock-outs was not achieved by simply increasing inventory across the network.

BYKO reduced shortages while also reducing overall stock levels.

Wessex Packaging: stock-outs reduced by 50%

Wessex Packaging also reports a 50% reduction in stock-outs.

Before AGR, multiple spreadsheets and manual forecasting made it difficult to anticipate inventory needs consistently, particularly when demand fluctuated.

The system gave the company greater forward visibility and the ability to react to potential stock problems earlier.

That early warning matters because by the time a product is already out of stock, many of the decisions that caused the shortage have happened.

• The forecast may have underestimated demand.
• An order may have been placed too late.
• A supplier lead time may have changed.
• Inventory may be sitting in the wrong location.

Reducing stock-outs means identifying those risks earlier.

Fewer stock-outs without more stock everywhere

BYKO is particularly useful evidence because it shows that the answer to shortages is not necessarily higher inventory.

The company reduced stock levels and stock-outs at the same time.

That means the improvement came from better allocation and replenishment rather than simply carrying a larger buffer.

The evidenceBYKO and Wessex Packaging both report stock-out reductions of approximately 50% or more after improving forecasting, visibility and replenishment.Chapter 6 of 12

Outcome 5

Too much inventory creates its own set of problems.

Overstock fills warehouse space, increases the risk of obsolescence and can leave businesses holding large quantities of slow-moving products while other items remain unavailable.

It can also make inventory performance harder to understand. A business may appear well stocked overall while the inventory itself is poorly aligned with demand.

Reducing overstock is therefore not about indiscriminately cutting stock.

It is about identifying where stock exceeds what the business is likely to need and adjusting purchasing and replenishment accordingly.

AGR customer results show that businesses can significantly reduce inventory without compromising service.

Thermex: stock reduced by 38.5%

Danish manufacturer Thermex needed to support a broad product range and maintain spare parts for servicing requirements.

The company wanted to reduce stock while preserving the high service level that differentiated it in the market.

After implementing AGR, Thermex reduced stock levels by 38.5% compared with the levels held before implementation.

At the same time, its service level remained at 98%.

The company also increased inventory turnover from 2.5 to 4.5.

Thermex subsequently halved its stock holdings of C and D classified goods, using ABC categorisation to distinguish important fast-moving products from slower-moving inventory.

That is a clear example of reducing overstock selectively rather than simply reducing inventory across every product.

Johan Rönning: inventory reduced by 35%

Johan Rönning entered its AGR project with stock levels that were too high and forecasting that was made difficult by fluctuating demand.

After implementation, the company reports inventory levels that are 35% lower.

At the same time, service levels improved and the purchasing workload decreased.

Again, lower inventory was accompanied by better operational performance.

Newitts: inventory reduced by 15%

Newitts also wanted to reduce stock holdings while maintaining service.

After implementing AGR, inventory levels fell by 15%.

The company simultaneously introduced new product lines and increased service levels.

This is important because the reduction was not achieved by simply narrowing the range or accepting poorer availability.

The business expanded its offering while carrying less inventory.

Space NK: lower inventory with much higher availability

Space NK reduced inventory by 2% to 3% after one year with AGR.

At the same time, availability increased from 86% to 98%.

This demonstrates the difference between reducing inventory and reducing the wrong inventory.

The aim is not necessarily to make every number smaller.

It is to remove unnecessary stock while protecting the products required to serve demand.

BYKO: lower stock and fewer shortages

BYKO has also reduced inventory levels while cutting stock-outs by approximately 50% and automating around 80% of replenishment. That combination shows that a business can reduce excess inventory without creating more shortages.

Overstock is about having the wrong inventory, not simply too much inventory

A business can carry large amounts of stock and still experience poor availability. That happens when inventory investment is concentrated in products or locations where it is not needed. Better forecasting, inventory policies and replenishment help change that balance.

Customer	Overstock or inventory result	Service context
Thermex	Stock reduced by 38.5%	Maintained 98% service
Johan Rönning	Inventory reduced by 35%	Service levels improved
Newitts	Inventory reduced by 15%	Service increased while range expanded
Space NK	Inventory reduced by 2% to 3%	Availability rose from 86% to 98%
BYKO	Overall inventory reduced	Stock-outs fell by around 50%

The evidenceAGR customers have reduced inventory without sacrificing service. The results include a 38.5% reduction at Thermex, 35% at Johan Rönning and 15% at Newitts.Chapter 7 of 12

Outcome 6

Overstock is an operational problem. It is also a financial one.

Every item a business purchases requires cash. When more inventory is held than is needed to support demand, some of that working capital becomes tied up unnecessarily in stock. That cash cannot be used elsewhere in the business. Excess inventory can also generate further costs through warehousing, insurance, handling, depreciation, markdowns and obsolescence.

Reducing the money tied up in stock therefore involves more than lowering a unit count. It means operating the supply chain with a more efficient level of inventory investment.

Space NK: better availability without increasing inventory investment

Space NK explicitly set out to improve availability without investing more money in inventory. Before AGR, the retailer already had significant capital tied up in stock, yet availability was only 86%. A year after implementation, availability had increased to 98%. Inventory had fallen by 2% to 3%. This is a particularly clear example of working-capital efficiency. Space NK did not solve its availability problem by putting more money into stock. It improved the way inventory was planned and replenished, allowing the business to serve customers better with a smaller inventory position.

Thermex: lower stock depreciation

Thermex shows how the financial impact of excess inventory extends beyond the cash originally used to purchase it. Before AGR, stock depreciation represented a substantial six-figure cost for the company. After improving its inventory position, Thermex reduced stock depreciation by more than 40%. Reducing slower-moving and excess stock therefore lowered not only the amount of capital sitting in inventory but also the financial losses associated with holding that stock over time.

Thermex: dramatically less external warehouse space

The same inventory reduction also affected physical storage costs. After reducing its stock levels, Thermex required only 15% of the external warehouse space it had previously occupied. The company expects that it will ultimately be able to eliminate that extra warehouse requirement altogether. Its Logistics Director stated that the savings from removing the additional warehouse expense would more than cover the investment in AGR.

This illustrates why the financial impact of excess stock is often broader than the value of the inventory itself.

Less excess stock can mean:

• less cash tied up in goods,
• less warehouse space,
• less depreciation,
• lower obsolescence exposure,
• and potentially lower handling and operational costs.

Newitts: return on investment within six months

Newitts reduced inventory by 15% while reducing resource requirements by 50% and improving service.

The company reported achieving return on its investment in AGR within six months.

Although that return reflects more than inventory reduction alone, the case demonstrates how lower stock requirements and greater operational efficiency can combine to create a measurable financial benefit.

Why working capital matters

A 10% inventory reduction has very different financial implications depending on the size of the inventory position.

For a business carrying £500,000 of inventory, 10% represents £50,000.

For a business carrying £20 million, it represents £2 million.

The financial opportunity therefore depends heavily on the scale and structure of the business.

The principle remains the same.

If a company can maintain the required service level while carrying less inventory, it needs less working capital to support its supply chain.

That cash can potentially be used elsewhere in the business.

And where lower inventory also reduces depreciation, storage and other carrying costs, the benefit extends beyond working capital alone.

The evidenceAGR customers demonstrate that better inventory management can reduce both inventory investment and the wider financial costs of carrying excess stock. Thermex reduced inventory by 38.5%, stock depreciation by more than 40% and its external warehouse requirement dramatically while maintaining a 98% service level.Chapter 8 of 12

Analysis

It is tempting to look at forecast accuracy, planner productivity, service levels, stock-outs, overstock and working capital as separate supply chain measures. In practice, they affect one another.

Better forecasts support better purchasing decisions

A stronger forecast gives planners a better indication of what customers are likely to need. That improves the basis for purchasing and replenishment.

Better replenishment improves availability

When inventory is replenished according to expected demand rather than static rules or manual judgement alone, businesses are better positioned to have the right stock available.

Better availability reduces stock-outs

Potential shortages can be identified earlier and acted on before customers are affected.

Greater confidence allows businesses to reduce excess stock

If planners understand likely demand and inventory requirements more clearly, there is less need to protect service by simply carrying large buffers of inventory.

Lower stock means less working capital is required

Reducing unnecessary inventory lowers the amount of money invested in products sitting in warehouses.

Automation makes all of this manageable at scale

A planner cannot manually optimise every decision across tens of thousands of SKUs every day. Automation allows software to handle more routine calculations and replenishment decisions while people focus on exceptions and strategic decisions. The strongest AGR customer stories demonstrate several of these outcomes at the same time.

• Space NK increased availability from 86% to 98%, reduced inventory by 2% to 3% and cut time spent on manual tasks by around 30%.
• BYKO automated around 80% of store replenishment, reduced stock-outs by approximately 50% and lowered inventory levels.
• Newitts reduced inventory by 15%, cut resource requirements by 50%, introduced new product lines and increased service levels.
• Thermex reduced stock by 38.5%, maintained a 98% service level, increased inventory turnover and reduced stock depreciation by more than 40%.

The real evidence for inventory optimisation is therefore not simply one isolated percentage.

It is the ability to improve several parts of inventory performance at the same time.

Chapter 9 of 12

Summary

Across AGR customer case studies, six conclusions stand out.

1. AGR can help businesses improve forecast accuracy

• Muuto reports forecasts that are nearly 100% accurate.
• Wessex Packaging reports more accurate forward planning and the ability to identify stock problems sooner.
• Vital Pet Group describes AGR's forecasting as a reliable foundation for replenishment once underlying data is clean.

2. AGR can save supply chain teams time

• Muuto reduced weekly ordering from around two hours to approximately 15 minutes.
• Hugh Jordan saved 10 hours generating purchase orders.
• Space NK reduced time spent on manual tasks by around 30%.
• Newitts reduced its resource requirement by 50%.
• BYKO automates around 80% of store replenishment.

3. AGR can help increase service levels and availability

• Space NK increased availability from 86% to 98%.
• Vital Pet Group increased availability from around 75% to approximately 95%.
• Regal Wholesale increased its service level from 82% to 92% in less than seven months.

4. AGR can help reduce stock-outs

• BYKO reduced stock-outs by approximately 50% or more.
• Wessex Packaging reports a 50% reduction in stock-outs.

5. AGR can help reduce overstock

• Thermex reduced stock by 38.5%.
• Johan Rönning reduced inventory by 35%.
• Newitts reduced inventory by 15%.
• Space NK reduced inventory by 2% to 3%.

In each case, service levels were maintained or improved.

6. AGR can help reduce money tied up in excess stock

• Space NK increased availability while reducing inventory rather than investing more capital in stock.
• Thermex reduced inventory by 38.5%, cut stock depreciation by more than 40% and dramatically reduced the amount of external warehouse space it required.
• Newitts reported achieving ROI within six months.

These customer results are not guarantees.

Every supply chain has a different starting point, product mix, supplier network, service target and inventory investment.

What they provide is evidence that businesses using AGR have achieved measurable improvements across all six areas.

Chapter 10 of 12

FAQ

Can AGR improve demand forecast accuracy?

Yes. AGR customer evidence shows measurable improvements in demand forecasting and forward planning.

• Muuto reports that forecasts used for developmental forecasting and purchase planning are nearly 100% accurate.
• Wessex Packaging reports that AGR allows the company to plan ahead more accurately and identify potential stock issues earlier.

Actual forecast accuracy will vary depending on factors including sales history, demand patterns and data quality.

Can AGR save inventory and supply chain teams time?

Yes. Multiple AGR customers report substantial reductions in manual work.

• Muuto reduced weekly ordering from around two hours to approximately 15 minutes.
• Hugh Jordan saved 10 hours through purchase order generation.
• Space NK reduced time spent on manual tasks by around 30%.
• Newitts reduced its resource requirement by 50%.
• BYKO automates approximately 80% of store replenishment.

Can AGR improve service levels?

Yes.

• Space NK increased availability from 86% to 98%.
• Vital Pet Group increased availability from around 75% to approximately 95%.
• Regal Wholesale increased its service level from 82% to 92% in less than seven months.

Can AGR reduce stock-outs?

Yes.

• BYKO reduced stock-out situations by approximately 50% while lowering inventory levels.
• Wessex Packaging reports a 50% reduction in stock-outs.

Can AGR reduce overstock?

Yes. AGR customer case studies show businesses reducing overall inventory while maintaining or improving service.

• Thermex reduced stock by 38.5% while maintaining a 98% service level.
• Johan Rönning reduced inventory levels by 35% while improving service levels.
• Newitts reduced inventory by 15% while increasing service and introducing new product lines.
• Space NK reduced inventory by 2% to 3% while increasing availability from 86% to 98%.

Can AGR help reduce the amount of money tied up in inventory?

Yes.

The financial impact of lower inventory depends on the value of the stock a business carries, but reducing unnecessary inventory reduces the working capital required to support it.

• Space NK specifically set out to improve availability without investing more money in inventory. It increased availability from 86% to 98% while reducing inventory by 2% to 3%.
• Thermex reduced inventory by 38.5%, reduced stock depreciation by more than 40% and cut its external warehouse requirement significantly.
• Newitts reduced stock by 15% and reported achieving ROI within six months.

Can a business reduce stock while improving availability?

Yes.

AGR customer results show that lower inventory and better availability are not necessarily conflicting objectives.

• Space NK reduced inventory while increasing availability from 86% to 98%.
• Thermex reduced stock by 38.5% while maintaining a 98% service level.
• BYKO reduced inventory while cutting stock-outs by approximately 50%.
• Johan Rönning reduced inventory by 35% while improving service levels.

The key is not simply holding less stock. It is holding the right inventory to support expected demand.

Does inventory automation mean giving up human control?

No.

Automation allows routine calculations, ordering and replenishment decisions to be handled systematically while planners continue to manage exceptions and make strategic decisions.

BYKO provides a good example.

With approximately 80% of store replenishment automated, buyers and planners can concentrate more of their time on suppliers, customers and longer-term priorities rather than manually reviewing every routine replenishment decision.

Vital Pet Group similarly uses AGR to manage more of its long tail of products, allowing its small team to focus on the SKUs and supplier relationships that require the most attention.

Chapter 11 of 12

Conclusion

No two supply chains are identical.

A retailer operating dozens of stores will not achieve exactly the same results as a wholesaler with one distribution centre. A manufacturer with long international lead times faces different challenges from a business sourcing locally.

That is why customer results should not be interpreted as guaranteed outcomes.

They should be interpreted as evidence.

AGR customers have reported:

• forecast accuracy approaching 100%,
• ordering processes reduced from hours to minutes,
• availability of up to 98%,
• stock-out reductions of approximately 50%,
• inventory reductions of up to 38.5%,
• and substantial reductions in the financial cost of excess inventory.

More importantly, many customers have achieved several of these improvements at the same time.

Better forecasting supports better purchasing.

Better purchasing supports better availability.

Better replenishment helps prevent stock-outs.

Greater confidence in inventory decisions makes it possible to remove unnecessary stock.

Lower excess stock means less money tied up in inventory.

And automation allows supply chain teams to achieve those outcomes without manually managing every calculation and every SKU.

That is the broader result AGR is designed to deliver.

Not simply lower stock.

Not simply a more accurate forecast.

Not simply another automated process.

Better inventory decisions across the business.

See what AGR customers have achieved

Explore more AGR customer case studies to see how retailers, wholesalers and manufacturers are using AGR to improve forecasting, save time, increase availability, reduce stock-outs and operate with a more efficient inventory investment.

Or see AGR in action and identify where the biggest opportunities may be in your own supply chain.

Chapter 12 of 12