Job Description – Inventory Manager
Department - Inventory / Supply Chain
Location - Bangalore

Role Purpose
The Inventory Manager will be responsible for managing and optimizing inventory across PAN India, ensuring the right stock is available at the right location, at the right time, and in the right quantity.
The key objective is to maintain high stock availability while minimizing excess inventory, dead
stock, and working capital blockage.
The role requires continuous analysis of consumption, demand patterns, lead times, inventory levels, and SKU performance to proactively increase, decrease, replenish, transfer, liquidate, or discontinue inventory as required.

Ideal Candidate
* 5–10 years of experience in Inventory Management / Supply Chain / Demand / Planning Procurement.
* Experience managing inventory across multiple locations is preferred.
* Strong analytical and numerical skills.
* Strong understanding of inventory planning and replenishment.
* Excellent knowledge of Excel / Google Sheets; experience with BI or inventory management tools is an advantage.
* Ability to analyse large SKU-level datasets and convert data into actionable decisions.
* Strong understanding of inventory KPIs and working capital.
* Strong cross-functional coordination and vendor management skills.
* Ability to challenge existing inventory levels and make data-driven decisions.
* Should be proactive, detail-oriented, and comfortable taking ownership of inventory outcomes.

Key Competencies
* Analytical thinking
* Data-driven decision making
* Inventory planning
* Demand analysis
* Problem solving
* Commercial understanding
* Negotiation and stakeholder management
* Attention to detail
* Proactive ownership
* Strong execution and follow-through

Key Responsibilities
1. Inventory Availability & Replenishment
* Own inventory availability across all PAN-India locations, hubs, warehouses, and stores.
* Ensure critical and fast-moving SKUs are always available and prevent stock-outs.
* Establish and continuously optimize Min / Max, Safety Stock, Reorder Point, and Buffer Stock levels.
* Monitor inventory daily and proactively identify SKUs that are likely to go out of stock.
* Plan replenishment based on consumption, lead time, supplier MOQ, ordering frequency, and demand trends.
* Coordinate with Procurement and Vendors to ensure timely replenishment.




* Monitor inter-location stock availability and recommend stock transfers wherever required.

2. Inventory Optimization
* Analyse SKU-level consumption and inventory trends on a regular basis.
* Proactively increase or decrease stock levels based on changes in consumption and demand.
* Ensure inventory levels are aligned with actual business requirements rather than historical stocking patterns.
* Identify opportunities to reduce excess inventory without impacting service levels.
* Continuously review inventory parameters whenever there are changes in:
* Consumption
* Lead time
* MOQ
* Supplier performance
* Product demand
* Business volume
* Seasonality
* Product lifecycle

3. Slow-Moving & Non-Moving Inventory Management
* Identify non-moving, slow-moving, excess, obsolete, and ageing inventory at SKU level.
* Develop and execute liquidation plans for slow and non-moving inventory.
* Work with Sales, Retail, Marketing, Procurement, and Operations teams to accelerate liquidation.
* Recommend stock transfers between locations to improve inventory utilization.
* Identify inventory at risk of becoming slow-moving and take preventive action before it becomes dead stock.
* Establish ageing thresholds and continuously monitor inventory ageing.
* Ensure liquidation actions have clear timelines, owners, and expected recovery values.

4. SKU Lifecycle Management
* Monitor the inventory health of every SKU throughout its lifecycle.
* Identify early warning signals for SKUs moving from Rapid → Medium → Slow → Non-moving.
* Proactively recommend:
* Reduction in procurement
* Reduction in Min/Max levels
* Stock transfers
* Promotional liquidation
* Product substitution
* Procurement stoppage
* SKU rationalization
* Prevent unnecessary accumulation of inventory for declining or discontinued SKUs.
* Work with relevant teams before launching new SKUs to establish appropriate initial inventory levels.

5. Demand & Consumption Analysis
* Analyse historical consumption and identify consumption trends at SKU and location level.
* Monitor changes in daily, weekly, and monthly consumption.




* Identify abnormal increases or decreases in consumption and investigate the reasons.
* Use consumption trends to proactively revise replenishment requirements.
* Identify seasonal and business-driven demand changes and adjust inventory accordingly.
* Challenge procurement quantities when they are not supported by actual consumption or forecast.

6. Inventory Health & Working Capital
* Maintain a healthy balance between stock availability and inventory investment.
* Reduce excess inventory and unnecessary working-capital blockage.
* Track inventory health through metrics such as:
* Stock availability
* Stock-out rate
* Excess inventory
* Slow-moving inventory
* Non-moving inventory
* Inventory ageing
* Inventory turns
* Days of Inventory
* Forecast / consumption accuracy
* Replenishment efficiency
* Establish targets for inventory health and continuously improve performance.

7. PAN-India Inventory Control
* Monitor inventory across all locations and ensure standardized inventory practices.
* Identify location-wise imbalances and optimize stock distribution.
* Ensure inventory is positioned according to actual demand rather than simply maintaining equalstock across locations.
* Coordinate with warehouse, retail, procurement, and operations teams to resolve inventory related issues.
* Ensure accurate inventory data and investigate discrepancies between system stock and physical stock.

9. Cross-Functional Coordination
Work closely with:
* Procurement
* Vendors
* Warehouse / Hub teams
* Retail Operations
* Sales
* Finance
* Product / Category teams
* Production / Operations

Key Performance Indicators (KPIs)
Availability
* Stock-out %
* Critical SKU availability
* Service level / fill rate

Inventory Optimization
* Inventory value vs target
* Excess inventory %
* Inventory turns
* Days of inventory
* Min/Max accuracy

Inventory Health
* Slow-moving inventory %
* Non-moving / dead inventory %
* Inventory ageing
* Reduction in obsolete inventory

Proactive Management
* % of SKUs identified before becoming slow/non-moving
* Timeliness of corrective actions
* Replenishment accuracy
* Reduction in emergency procurement

Financial Impact
* Working capital reduction
* Value of excess inventory reduced
* Value of slow/non-moving inventory liquidated
* Recovery value from liquidation

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