Decide what to order.
On purpose. Every week.
Your forecast, your lead times, your stock and your open orders go in. A proposed order per SKU comes out — quantity and date, per supplier, with the reasoning attached. You change what you disagree with, approve it, and export it to your ERP. It is not an ERP and it is not S&OP; it is the reorder decision, written down.
Currently onboarding partner customers. Invite-only access.
The problem
The reorder decision is where forecasts meet reality — and where most of it still happens in a spreadsheet.
You have a forecast. You have stock. You have a supplier with a lead time and a minimum order quantity. Somewhere between those facts and a purchase order, there is a judgement. We have watched that judgement land in three places.
Stockouts on the SKUs that matter
A reorder slipped by a week because someone was on holiday, or the lead time quietly drifted, or the forecast changed and nobody recut the plan.
Cash parked on slow movers
Safety stock that was set once and never revisited. Reorder quantities anchored to a round number from 2019.
Planning that lives in one head
Decisions defensible in conversation, not in writing. Hard to hand over, hard to audit, hard to question.
Where the difference is
Most tools forecast a number. We also work out how wrong it is likely to be.
Demand for a wholesale SKU is lumpy — some weeks nothing, some weeks a pallet. Most systems assume it behaves like a neat bell curve, and cover the difference with a safety-stock rule somebody set once. We model the messiness directly, so the buffer matches the risk that is actually there instead of a round number from a textbook.
That is the part we have been doing longest: RAW Analytics forecasts demand for a living, and Stocktimal exists because those customers kept asking what to order next.
How it works
A run, not a dashboard.
Everything hangs off a run: you point Stocktimal at where you are today, it comes back with what to order per SKU and when. Want to see what a 10% demand bump does, or a supplier slipping two weeks? That is another run, sitting next to the first, so you can compare them rather than overwrite last week's thinking.
- 01
Bring your numbers in
Upload current stock, outstanding purchase orders, and a demand forecast as CSV. Stocktimal stays out of the bookkeeping business — the ERP remains the source of truth.
- 02
Configure once, override anywhere
Group SKUs by how you actually plan them. Set fill-rate targets, lead times, holding and order costs at the group level; override per SKU where reality demands it.
- 03
Run the engine
A run takes the current state and proposes order quantities and timings per SKU. Try a what-if with a 10% demand bump or a tighter lead time — runs are first-class and sit alongside the baseline.
- 04
Review, edit, export
Inspect the trajectory behind every proposal. Tweak quantities inline. Approve, download the CSV, hand it to the ERP. Every run is reproducible from the exact inputs that produced it.
Fit
Who Stocktimal is built for.
A fit if
- You run a catalogue with hundreds to low thousands of SKUs.
- Your ERP holds stock and orders, but the reorder decision lives in a spreadsheet.
- Lead times vary enough that a fixed reorder point overshoots or undershoots routinely.
- You want the planning logic written down, versioned, and reproducible — not folklore.
Not the right tool if
- Looking for an ERP, WMS, or full S&OP suite.
- Want fully automated ordering with no human review step.
- Need a multi-echelon model across warehouses today (single-pool in v1).
Why we built it
Forecasts are useful. Orders are decisions.
Stocktimal is built by RAW Analytics, a forecasting and operations-research consultancy. Our customers kept asking the same question: the forecast is good, now what do I order?
The answer is rarely “multiply expected demand by lead time and call it a day”. It depends on fill-rate targets, order costs, holding costs, minimum quantities, and the shape of the lead-time distribution. We wrote the methodology down, then turned it into software.
Stocktimal is the result: it takes the inputs you already have and gives you an order plan you can stand behind. That is the whole job, and we would rather do it properly than do five jobs badly.
Stocktimal is onboarding partner customers.
If you are making weekly reorder decisions and the logic lives in a spreadsheet, we want to talk. You do not need a sophisticated forecast to start — most people we speak to are working from last year's sales and a feel for what is moving. Tell us about your catalogue and your supplier mix, and we will tell you straight whether this fits. If it does not, we will say so and tell you what we would do in your position.