Retail Supply Chain Replenishment Management Training Course

Duration 10 days 20 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Replenishment Planners, Demand Planners and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-SCM-027

Before you join: Participants should understand basic retail operations, including stores, suppliers, purchase orders, stock records and distribution centres.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Retail replenishment determines whether customers find the right product, in the right location, at the required time, without creating excess stock, waste or avoidable markdowns. It requires coordinated decisions across merchandising, demand planning, buying, suppliers, distribution centres and stores. Weak replenishment rules can produce stockouts alongside overstocks, unstable supplier orders, poor promotion execution and rising working capital.

This course develops the methods used to design, operate and improve retail replenishment processes. Participants work with demand signals, item-location data, lead times, service targets, ABC/XYZ segmentation, safety stock, reorder points, order quantities, allocation rules and exception management. They learn to distinguish forecast-driven, demand-driven and allocation-led replenishment; set policies by product category; manage promotional demand; and connect store, distribution centre and supplier plans through S&OP and collaborative planning.

The programme is delivered through instructor briefings, worked retail cases, team analysis, replenishment simulations and structured application planning. Participants use realistic data for grocery, fashion, pharmacy, consumer electronics and omnichannel retail settings. They leave with a practical replenishment management pack containing a segmentation model, inventory policy, replenishment parameter sheet, KPI scorecard, exception workflow and implementation plan suited to their own retail operation.

The course suits professionals responsible for store availability, inventory productivity, demand planning, buying, allocation, distribution centre operations or supplier coordination. It is also valuable for managers leading replenishment improvement projects, new retail system deployments or omnichannel fulfilment changes.

What you will be able to do

  • Map an end-to-end retail replenishment flow from supplier order through store availability
  • Segment item-location combinations using ABC/XYZ analysis and replenishment characteristics
  • Calculate safety stock, reorder points and order quantities using demand and lead-time data
  • Set differentiated replenishment policies for core, seasonal, promotional and slow-moving products
  • Design allocation and replenishment rules for stores, distribution centres and omnichannel fulfilment
  • Measure availability, inventory, forecast and supplier performance using a replenishment KPI scorecard
  • Manage replenishment exceptions through defined alert thresholds, ownership and escalation routes
  • Produce a retail replenishment management plan with policies, parameters, controls and implementation actions

Benefits of attending

For you

  • Confidence setting replenishment parameters rather than relying on inherited system values
  • Ability to explain stockouts and overstocks using clear operational evidence
  • Practical inventory calculations for planning and replenishment roles
  • Stronger cross-functional discussions with buyers, stores, suppliers and finance teams
  • A reusable replenishment management pack for immediate workplace application

For your organisation

  • Lower avoidable stockouts through clearer service targets and replenishment rules
  • Reduced excess inventory through differentiated item-location policies
  • More stable supplier and distribution centre order patterns
  • Better promotion availability with planned demand and allocation controls
  • Improved accountability through common replenishment KPIs and exception ownership

Course modules

20 modules over 10 days

Participants can map the retail replenishment operating model and assign decision responsibilities.

  • Retail value chain mapped from supplier production through shelf availability
  • Roles of merchant, planner, buyer, allocator, and store operations defined
  • Push, pull, and hybrid replenishment models compared by demand pattern
  • SCOR source, make, deliver, return, and enable processes linked
  • End-to-end lead-time map identifies information and physical flow delays
  • Retail profit drivers connected to availability, waste, markdowns, and working capital

Participants can interpret the stock flows and demand signals that drive replenishment decisions.

  • Point-of-sale demand distinguished from shipments, orders, and stock transfers
  • Perpetual inventory records reconciled against physical stock and sales movements
  • Sell-through, stock cover, and weeks-of-supply measures interpreted correctly
  • Store-to-distribution-centre replenishment flow mapped using order cycle timings
  • Supplier lead-time components separated into production, transport, receipt, and put-away
  • Lost sales, substitutions, and phantom inventory identified from operating evidence

Participants can identify the data required for reliable item-location replenishment planning.

  • Item-location master data fields defined for replenishment parameter maintenance
  • GS1 GTIN, GLN, and pack hierarchy records applied to retail data
  • Case packs, inner packs, pallets, and minimum order quantities checked
  • Range status controls separate active, seasonal, discontinued, and substitute items
  • Lead-time calendars incorporate order cut-offs, delivery days, and receiving capacity
  • Data-quality checks flag missing costs, dimensions, forecasts, and supplier identifiers

Participants can set service measures and construct a balanced replenishment KPI scorecard.

  • On-shelf availability measured at item, store, category, and channel levels
  • Fill rate, case fill, and line fill distinguished precisely
  • Inventory turns and days-of-supply linked to assortment economics
  • Forecast bias and forecast accuracy measured using MAPE and WAPE
  • Supplier OTIF performance tracked against confirmed delivery commitments
  • Balanced KPI scorecard combines service, stock, waste, cost, and productivity

Participants can classify products and locations to apply differentiated replenishment policies.

  • ABC analysis ranks items by annual consumption value or gross margin
  • XYZ analysis classifies demand variability using coefficient of variation
  • Item-location segmentation combines value, variability, volume, and strategic importance
  • Core, seasonal, promotional, and long-tail ranges assigned distinct planning approaches
  • Service targets differentiated by segment, customer promise, and substitution options
  • Segmentation review cadence accounts for assortment changes and demand shifts

Participants can select and interpret demand signals for retail replenishment forecasts.

  • Point-of-sale history cleansed for stockouts, returns, and data errors
  • Moving averages applied to stable demand with short planning horizons
  • Exponential smoothing used for recurring demand with recent trend changes
  • Seasonal indices built from comparable trading periods and calendar events
  • Causal demand drivers identified from price, display, weather, and local events
  • Baseline forecasts separated from promotional uplifts and one-off demand

Participants can control forecast quality and document justified demand adjustments.

  • Forecast value-added process distinguishes statistical output from planner overrides
  • Bias analysis identifies persistent over-forecasting and under-forecasting patterns
  • WAPE, MAPE, and tracking signal selected for relevant demand profiles
  • Exception thresholds focus review effort on material forecast deviations
  • Sales, merchandising, and supplier inputs documented with assumptions and evidence
  • Forecast version control preserves baseline, approved changes, and actual results

Participants can choose inventory policies suited to product demand and supply characteristics.

  • Continuous review policy uses reorder points and fixed order quantities
  • Periodic review policy aligns ordering with planned review intervals
  • Min-max settings translated into practical store and distribution centre controls
  • Order-up-to levels calculated from demand, review period, and protection period
  • Make-to-stock, flow-through, and cross-dock policies matched to item characteristics
  • Inventory policy decisions documented by item segment and fulfilment node

Participants can calculate safety stock and reorder points using demand and lead-time variability.

  • Safety stock purpose distinguished from cycle stock and presentation stock
  • Demand variability measured using standard deviation across relevant periods
  • Lead-time variability incorporated into protection stock calculations
  • Service factor selected from target cycle service level assumptions
  • Reorder point calculated from expected lead-time demand plus safety stock
  • Parameter sensitivity tested against demand shocks and supplier delays

Participants can determine practical order quantities and delivery frequencies for retail flows.

  • Economic order quantity assumptions tested against retail handling constraints
  • Case-pack rounding applied without creating excessive store inventory
  • Minimum order quantities evaluated against service and working capital effects
  • Delivery frequency matched to demand velocity, shelf capacity, and transport cost
  • Truckload, pallet, and case utilisation considered during order consolidation
  • Order smoothing reduces avoidable spikes across suppliers and distribution centres

Participants can design store replenishment rules that protect shelf availability.

  • Shelf capacity calculated from facings, pack dimensions, and replenishment frequency
  • Presentation stock separated from reserve stock and backroom inventory
  • Store order parameters account for delivery calendars and receiving restrictions
  • Planogram changes assessed for effects on capacity and replenishment needs
  • Store execution checks identify shelf gaps, misplaced stock, and backroom congestion
  • High-velocity products prioritised through delivery windows and shelf replenishment routines

Participants can manage distribution centre stock allocation and replenishment priorities.

  • Distribution centre safety stock set for pooled store demand
  • Fair-share allocation rules applied when available stock cannot meet demand
  • Priority allocation reflects service commitments, sales value, and strategic stores
  • Available-to-promise stock distinguished from physical inventory and inbound supply
  • Flow-through allocation reduces handling for pre-allocated store demand
  • Allocation decisions communicated using clear cut-off times and ownership

Participants can establish supplier collaboration routines that improve supply reliability.

  • CPFR principles align joint forecasting, replenishment, and exception resolution
  • Supplier capacity constraints incorporated into replenishment and allocation plans
  • Confirmed purchase orders compared against requested dates and quantities
  • Vendor-managed inventory responsibilities defined through inventory ownership and service rules
  • Supplier scorecards combine OTIF, lead-time adherence, shortages, and responsiveness
  • Collaborative review meetings address root causes rather than isolated expedites

Participants can plan inventory and supply for promotions, launches and demand events.

  • Promotional uplift estimated from comparable events, mechanics, and display plans
  • Forward-buying risks assessed against margin, storage, and post-event demand
  • Pre-build inventory plans account for supplier capacity and distribution constraints
  • Allocation rules protect priority stores during limited promotional supply
  • Promotion forecasts separated into baseline sales, uplift, cannibalisation, and halo
  • Post-event review measures sell-through, residual stock, waste, and forecast error

Participants can apply replenishment controls for products with non-standard demand or shelf life.

  • Seasonal profile planning uses phase-in, peak, phase-out, and clearance stages
  • Perishable stock policies incorporate shelf life, waste targets, and delivery frequency
  • First-expiry-first-out rotation linked to store and distribution centre controls
  • Slow-moving items assessed for minimum display stock and replenishment viability
  • New product introductions planned using analogues, launch curves, and controlled releases
  • End-of-life stock managed through stop orders, transfers, markdowns, and returns

Participants can account for omnichannel demand when setting replenishment priorities and inventory rules.

  • Single inventory view reconciles store, warehouse, transit, and reserved stock
  • Click-and-collect demand incorporated into store availability and labour planning
  • Ship-from-store rules protect shelf availability and customer promise dates
  • Order promising uses available-to-promise logic across fulfilment nodes
  • Channel allocation policies balance margin, service commitment, and fulfilment cost
  • Returns flows update sellable inventory, disposition decisions, and demand signals

Participants can build an exception process that directs action to the highest-value issues.

  • Alert thresholds prioritise stockout risk, excess stock, and supplier delay
  • Exception queues ranked by sales risk, service target, and customer impact
  • Five Whys analysis traces recurring replenishment failures to root causes
  • Fishbone diagrams organise causes across data, process, people, and supply
  • Action ownership assigned with due dates, escalation paths, and closure evidence
  • Control charts distinguish normal variation from material replenishment disruption

Participants can connect replenishment decisions with cross-functional planning and governance routines.

  • S&OP cycle aligns demand, supply, inventory, financial, and executive reviews
  • Demand review decisions translated into replenishment parameters and supply actions
  • Supply review identifies capacity gaps, supplier risks, and inventory exposure
  • RACI matrix clarifies approval rights for forecasts, parameters, and allocations
  • Monthly governance calendar sets review cadence, inputs, outputs, and decisions
  • Escalation criteria trigger management action for material service or stock risks

Participants can specify system controls and governance for replenishment parameter maintenance.

  • ERP replenishment settings mapped to policy, data, and operational decisions
  • Parameter change controls require evidence, approval, effective dates, and audit trails
  • Automated ordering rules tested against pack sizes, calendars, and constraints
  • Demand sensing inputs assessed for timeliness, quality, and operational usefulness
  • User acceptance scenarios cover stockouts, promotions, substitutions, and delayed deliveries
  • System dashboards present actionable exceptions rather than undifferentiated alerts

Participants can build, review and present a complete retail replenishment management plan for a selected category or business unit.

  • Category replenishment brief defines scope, customer promise, constraints, and objectives
  • ABC/XYZ segmentation informs differentiated service targets and inventory policies
  • Safety stock, reorder point, and order quantity parameters calculated
  • Store and distribution centre allocation rules address constrained supply scenarios
  • KPI scorecard, exception workflow, and governance calendar assembled
  • Implementation roadmap presents data actions, owners, milestones, and risk controls

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Retail replenishment process map
  2. ABC/XYZ segmentation template
  3. Inventory policy and parameter sheet
  4. Safety stock and reorder point calculator
  5. Replenishment KPI scorecard
  6. Retail replenishment management plan

Who should attend

  • Replenishment Planners — need stronger rules for balancing availability and inventory
  • Demand Planners — need to convert forecasts into practical replenishment decisions
  • Merchandise Planners — need inventory policies aligned with category and range plans
  • Buyers and Category Managers — need supplier orders matched to consumer demand
  • Distribution Centre Managers — need clearer allocation and store-order priorities
  • Supply Chain Improvement Managers — need a structured method for replenishment change

Skills and tools covered

Demand signal analysisInventory policy designSafety stock calculationStore replenishment planningSupplier collaborationReplenishment performance control

Tools and standards

SCOR, CPFR, GS1 Standards, ABC/XYZ Analysis

How the course runs

Training methodology

The course combines short instructor briefings with worked retail cases, spreadsheet-based analysis, group exercises and replenishment simulations. Participants examine sales, stock, lead-time, promotion and supplier data to make planning decisions under realistic constraints. Cases cover store replenishment, distribution centre allocation, seasonal ranges, promotions and omnichannel fulfilment. Facilitated reviews compare alternative policies and their effects on service, stock and cost. Each participant develops application actions and adapts course templates to a current business issue.

Requirements and prerequisites

Participants should understand basic retail operations, including stores, suppliers, purchase orders, stock records and distribution centres. Experience in planning, buying, merchandising, logistics, inventory control or store operations is helpful. Participants should be comfortable interpreting simple spreadsheets containing sales, stock, lead-time and order data. Prior knowledge of statistical forecasting, ERP configuration, optimisation software or advanced mathematics is not required. The course explains calculations step by step and focuses on making sound operational decisions from available retail data.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand basic retail operations and be able to read simple sales, stock and order data. Previous experience in replenishment is useful but not essential; advanced forecasting or ERP knowledge is not required.

Bring a laptop if possible, plus examples of current replenishment challenges, reports or anonymised data. Participants can work with course data where workplace data cannot be shared.

The course is designed for replenishment planners, demand planners, buyers, merchandise planners, allocation teams and distribution centre managers. It also suits managers responsible for inventory improvement or retail planning systems.

This course focuses on the retail item-location problem, including store availability, shelf capacity, distribution centre allocation, promotions and omnichannel demand. General inventory principles are used, but applied through retail planning rules and operating decisions.

Participants leave with templates and calculations that can be adapted to a category, supplier, store group or distribution centre. The final capstone plan provides a starting point for a defined replenishment improvement initiative.

Training runs from 08:30 to 16:30 each day, providing about 6.5 contact hours daily. The first part builds core data, demand and inventory methods; the later part covers allocation, suppliers, exceptions, governance and the capstone plan.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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