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lang: en
template: service-story
page_path: case-studies/autonome-disposition
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# Stockout rate reduced by 85%: Autonomous replenishment with 100+ suppliers
> Case Study

![Illustrative scene: a pallet truck brings stock to a nearly empty lane between full rows of pallets.](/_assets/img/case-studies/dispo-lagerbahnen.webp)

**Publication date: 8 November 2026**

A mid-sized company with more than 100 suppliers has transferred its replenishment operations entirely to Jadey's Service Agents. In a comparison spanning three months, the stockout rate fell from **10% to 1.5%**, while the excess inventory rate fell from **16% to 9%**. Consolidating orders also generated cost savings. The existing replenishment department no longer has to carry out the operational work of this process.

### KPI comparison over three months {#kpi-comparison}

| KPI | Baseline | Value after three months | Relative reduction |
|---|---:|---:|---:|
| Stockout rate | 10% | **1.5%** | **85%** |
| Excess inventory rate | 16% | **9%** | **43.75%** |

Shared scale: 0–20%

## Manual coordination undermined inventory quality {#starting-point}

A large number of individual items and more than 100 suppliers made replenishment a substantial coordination task. Inventory, demand and orders had to be continually aligned. The manually managed process was difficult to oversee; even the stockout rate was hard to assess. Errors repeatedly led to excess inventory and, in some cases, shortages.

The financial implications extended beyond the department's workload. Excess inventory ties up capital and takes up warehouse capacity. The money tied up is unavailable for investment and other business needs. Shortages can simultaneously impair the ability to fulfil orders and lead to lost revenue. Replenishment therefore needed to improve product availability while reducing the burden of inventory.

## Jadey takes on full operational management of the process {#operating-process}

Today, Jadey's Service Agents run the replenishment process fully autonomously: from assessing inventory and demand data through planning to verified order creation or a justified deferral. Coordinating the services involved, verification and any necessary rework are also part of the service undertaken.

The process connects four tasks:

<!-- story-visual: sequence -->

| Autonomous replenishment | Four connected tasks |
| --- | --- |
| Assess requirements: | Available inventory, demand, outstanding orders and expected receipts are brought together. |
| Plan and consolidate orders: | The Service Agents determine order timing and quantities. They account for lead times, minimum quantities and pack sizes, and consolidate suitable requirements. |
| Verify independently: | Another Service Agent checks the decision against the same data. Any necessary corrections are incorporated before execution. |
| Execute within defined controls: | The approved order is created within the defined authority. The saved order is then checked against the approved scope. A deferral is documented with its rationale and next action. |

Jadey thus takes on the work that the replenishment department previously had to hold together through manual coordination. Planning, verification and execution remain connected through to the documented outcome.

## Fewer stockouts and less excess inventory, more economical ordering {#results-and-measurement}

Over the three-month KPI comparison period, the stockout rate decreased by **8.5 percentage points** and the excess inventory rate by **7 percentage points**. The lower stockout rate was therefore accompanied by a lower excess inventory rate. Order consolidation generated additional cost savings.

For company leadership, the deployment combines two changes: an entire area of operational responsibility is managed autonomously, and inventory quality improves. Less avoidable excess inventory limits unnecessary capital tied up in stock; fewer stockouts support the ability to fulfil orders. The specific financial impact depends on the value of the inventory concerned. This case does not report a monetary amount for capital released or ordering costs saved.

**About the measurement:** The results and fully autonomous execution are based on confirmed information about the deployment. The KPI comparison spans three months. The stockout rate measures the share of items that are in demand and can be ordered but have no available stock. The excess inventory rate describes the surplus quantity above the planned level of demand coverage as a proportion of available inventory. Both metrics are calculated per manufacturer and aggregated as averages.

## Discuss a comparable replenishment operation {#discuss-your-replenishment}

Which replenishment decisions tie up people and capital in your company? Together, we can assess which area of responsibility Jadey's Service Agents can take on and which outcomes should be used to measure the deployment.

[Let's discuss your replenishment operations.](action:demo-booking)