Unfiltered with Ashley Tankard: The Hidden Cost of Poor Stock Control in Parts Distribution

For motor factors and parts distributors, stock is both the biggest asset and the biggest risk.

Hold too little, and customers walk away. Hold too much, and capital sits idle on the shelf.

Yet despite how critical inventory is, I still see many businesses relying on manual processes, historic assumptions or “gut feel” to manage tens of thousands of SKUs across one or multiple locations. In an industry where demand patterns shift constantly, that approach is becoming harder to justify.

Why “right stock, right place, right time” is harder than it sounds

A typical motor factor can carry between 20,000 and 50,000 individual parts per site. Each one has its own demand profile, lead time, seasonality, supplier behaviour and substitution options.

Trying to balance all of that manually isn’t just time-consuming, it’s risky. The consequences usually show up in two ways: lost sales from understocking, and excess inventory tying up cash and space.

In today’s competitive aftermarket, neither is sustainable.

The role of minimum and maximum stock levels

Minimum and maximum stock levels are meant to bring structure to ordering decisions:

• Minimum: When a part should be reviewed for replenishment.
• Maximum: The highest level you want to hold.

Most modern parts management systems, including Autopart from Klipboard, support this approach through suggested ordering and stock control tools. But in many businesses, the way these tools are used hasn’t really evolved.

When static stock settings become a liability

Sales patterns change for all sorts of reasons. Seasonal demand, supplier availability, pricing pressure, and customer behaviour, to name a few.

If minimum and maximum levels aren’t regularly recalculated, they quickly become outdated. What once felt “safe” can suddenly lead to overstocking, shortages or both.

Many Autopart users, for example, already have access to Min & Max Recalculation routines that adjust stock settings based on real sales history. Yet these tools are still underused in a lot of organisations.

Moving from guesswork to data-led decisions

More distributors are starting to rely on usage data rather than instinct to set stock levels.

By analysing historical demand and average monthly usage, systems like Autopart can suggest more accurate minimum and maximum quantities for each part.

The benefits are practical and measurable:

• Improved availability on fast-moving parts.
• Reduced slow-moving stock.
• Better use of working capital.
• Less manual intervention for buying teams.

It’s not about getting things perfect. It’s about being more consistent.

Confidence through visibility and control

One of the biggest barriers to change is fear: “What if the new settings make things worse?”

And this is why visibility matters.

Being able to review the impact of proposed stock changes, by product group, supplier or location, gives teams the confidence to make informed decisions before anything goes live.

Tools within platforms like Autopart allow buyers to see the commercial impact of stock changes in advance, helping them move forward with clarity rather than caution.

Automation: the next step in operational maturity

As operations grow, manual stock management becomes a bottleneck.

Automation allows recalculation and updates to become part of routine processes, reducing human error and keeping stock policies aligned with real demand.

For many distributors, this marks a shift from: Reactive ordering to Proactive stock strategy.

Beyond recalculation: a connected stock ecosystem

Effective stock optimisation doesn’t happen in isolation. It works best alongside:

• Suggested ordering.
• Stock levelling across branches.
• Buyer task management.
• Product reclassification.
• Demand planning tools.

Together, these create a joined-up approach to inventory that supports both operational efficiency and long-term growth.

For businesses looking to take stock optimisation even further, Klipboard also partners with Netstock, providing advanced supply and demand planning solutions for organisations with more complex requirements.

The bigger picture

In an industry where margins are tight and customer expectations are high, stock control is no longer just an operational issue.

It’s a commercial one.

The businesses that treat inventory as a dynamic, data-driven function are better placed to:

• Respond to market changes.
• Protect profitability.
• Deliver consistent service.

Those that don’t risk being left behind by more agile, insight-led competitors.