CPG Inventory Decision Framework

An application of the Storefront Success System®

The CPG Inventory Decision Framework

Inventory is one of the largest investments most CPG brands will make. Until it's sold, that investment is sitting on a shelf, tying up cash that could be used elsewhere in your business.

That's why inventory should never be planned in isolation.

The Storefront Success System® helps CPG brands and retailers make interconnected, sales-driven decisions across every area of their business. This framework applies the system specifically to inventory, helping CPG founders make more strategic production decisions before every production run.

Use the framework below to strategize your next production run.

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step 01 structure

Everything starts with the customer.

Inventory decisions are strongest when they're rooted in a clear understanding of who you're serving and what they truly value. Before producing, ask:

Who is this product designed to serve?

Does it solve a meaningful customer need?

Does it strengthen our brand positioning?

Is there a clear reason this product belongs in our assortment?

step 02 strategy

Align inventory plans with your sales goals.

Production should support concrete business goals, not gut feelings or reactive demand. Before producing, ask:

Which sales goal does this production run support?

What demand or sales performance data supports this decision?

How does this fit into our broader business growth roadmap?

how will we measure succesS?

Do we have a plan to generate demand?

step 03 sourcing

Produce intentionally and profitably.

Balance demand, inventory on hand, supplier readiness, and available cash before committing to your next production run. Before producing, ask:

Do we have the right ingredients, packaging, and suppliers in place?

Does this production quantity align with projected demand?

Can we price competitively while staying profitable?

How quickly can we reorder if demand spikes, and what's our plan if sell-through is weak?

What inventory, cash flow, or supply chain risks should we anticipate?

step 04 selling

Learn before you produce again.

Every production run should make the next one smarter. Use sales performance and customer insights to continuously improve future inventory decisions. Before producing again, ask:

What sold, what didn't, and why?

What are customers telling us through their buying behavior?

What should we change before the next production run?

then, plan for your next production run and start the decision framework again

The Inventory Intelligence Loop

The Storefront Success System® isn't a linear checklist.

Structure creates the foundation for your business.

From there, every collection, product launch, or production cycle moves through a continuous loop:

Strategy → Sourcing → Selling → Strategy

Selling isn't the final step. The insights you gain become the intelligence that shapes your next production decision.

behind the framework

A Note From DeAnna

Retail is a tough business, and I understand what you're up against.

I experienced that firsthand, from more than 17 years leading merchandising, sourcing, and growth initiatives inside Fortune 500 retailers, while also coaching entrepreneurs and building businesses of my own.

The framework above is designed to help you lead your business with a merchant mindset.

A merchant doesn't just ask, "Can I produce this?" They ask, "Should I?"

Lead with your vision that launched your brand, but validate it with data. Yes, let your creativity explore possibilities, but then let strategy guide the decisions. And always tie your production decisions back to the sales goals you're trying to achieve.

I hope this framework helps you approach your next production run with greater clarity and confidence.

If you'd like a strategic partner to help you think through what's next for your business, I'd love to start a conversation.

Choose a time that works best for you below and we'll start there.

DeAnna McIntosh, Fractional Chief of Staff for CPG Founders inside a retail store

DeAnna McIntosh, Fractional Chief of Staff for Founder-led Companies