Protect Revenue
See the Stockout Before Your Customer Does.
Combine available stock, incoming supply, expected demand, lead time, and supplier timing to see which SKUs need a decision now.
See planningHow It Actually Works
See the Math Before You Trust It.
Skuvelo shows you what to reorder and then shows its work — what's selling, what's left, what's on the way, and how long your supplier takes. Change any assumption and watch the answer change.
Release Cash
Know Where Inventory Is Quietly Tying Up Your Money.
Find slow-moving and excess stock, understand how long it will last, and avoid buying more before the business needs it.
Explore inventoryOne Set of Numbers
Stop Reconciling Three Channels by Hand.
Keep orders, inventory, purchasing, suppliers, and cash in one place so the next decision doesn't start with another spreadsheet.
Open todayStress-test the forecast
A Useful Forecast Tells You How Wrong It May Be.
Change the demand pattern, supplier uncertainty, or history quality. Skuvelo responds with a planning range, model quality, and an explainable action—not a confident number built from lead time alone.
Confidence-aware guidance
Review 340 Units
Planning range 170–380 units · human approval required
Observed demand Expected demand Uncertainty range Average-only rule
Model confidence73%Rolling WAPE17%Forecast bias-2.8%
Lead-time-only rule
170 unitsOne fixed answer. No error range or supplier drift.Skuvelo guidance
170–380 units340 units surfaced for human review.- 20% recent demand acceleration widened the upper range.
- 7 days of possible supplier drift are included before cash is committed.
- 26 usable weeks support a rolling backtest instead of a blind average.
- Observed volatility is inside the sample model's normal band.
WAPE is the sample rolling forecast error; lower is better. Bias shows whether the model is systematically high or low.
Illustrative planning model using sample data—not a customer forecast, service guarantee, or promise of inventory outcomes.
Two Models. One Decision Path.
First: How Much Might We Sell? Then: What Should We Order?
The models use different criteria because they answer different questions. The forecast describes a credible range; the replenishment model combines that risk with what you own, what is inbound, and what the business can buy.
01 · Forecast Stress Test
What Demand Range Should We Plan For?
Reads recent demand, volatility, supplier timing, and usable history.
Output: a planning range and a confidence level
02 · Replenishment Decision Model
Given That Risk, What Should We Order Now?
Adds stock, inbound supply, service target, case packs, unit cost, and cash impact.
Output: a specific quantity and cash commitment for review
For the Technically Curious
The forecast model reports rolling WAPE (weighted absolute percentage error) and bias against a backtest over your own sales history, and the model itself is selected per SKU based on which one backtests best. None of this is a guarantee of future accuracy — it's the same evidence we use internally to judge whether a forecast is trustworthy enough to plan against.
Try the decision model
Change the Assumptions. Watch the Recommendation Move.
This sample SKU uses real replenishment arithmetic. Adjust supplier lead time, service target, or demand—and Skuvelo recalculates the proposed buy before you approve anything.
Updated recommendation
Order 210 Units
21 cases · expected receipt 21 days after approval
Cash required$12,180Sales covered by receipt$31,290Current stock runs out in21.0 days
No action Proposed plan Receipt
Skuvelo prepares the decision and waits. A person chooses whether to act.
Illustrative sample only. Results are not financial advice and do not use your business data.
You can see the math
Inspect the Recommendation Before You Approve It.
01
See the inputs
Demand, supply, incoming stock, lead time, service level, minimums, and case packs.
02
Understand the consequence
Stockout date, cash required, protected sales, and coverage after receipt.
03
Keep control
Edit quantities and review draft purchase orders before anything is sent externally.