A golf glove brand should consider replenishment before a key variant sells out. Compare its expected sales during the full replenishment window with usable stock and confirmed incoming supply, then allow a deliberate reserve. Keep the trigger separate from the manufacturing order quantity.
A restock trigger answers a different question from an order quantity
A reorder point tells you when to begin replenishment. It does not tell you how many gloves to manufacture, which sizes to launch or whether an untested colour will sell. Once your brand has real sales, the useful question is whether the stock that remains can cover demand until replacement units are ready to sell.
Work at variant level. A collection may contain hundreds of gloves while the white, medium, left-hand version customers want is almost gone. Use your SKU structure to keep each size, colour, fit range and wearing hand identifiable.
If you have not launched, do not invent a sales rate to make a spreadsheet look complete. Start with the first-order assortment guide, then replace assumptions with observations as orders arrive.
Count usable stock before calculating the trigger
Keep physical quantity separate from availability. A glove set aside for a wholesale order, awaiting inspection after a return, or being used as a sales sample is not necessarily available for a new customer. For stock held by your warehouse or fulfilment partner, the bulk-storage handoff checklist helps keep product instructions, condition checks and stock status connected.
A practical record has separate columns for sellable stock on hand, units already committed, confirmed incoming units and expected receipt dates. Define how your system handles reservations so an order is deducted once. Do not subtract it again if the displayed available quantity already excludes it.
For replenishment planning, an inventory position can combine eligible stock on hand and confirmed incoming supply, less commitments not already deducted. Inspect the dates as well as the total: a shipment arriving next month cannot fill an order promised this week. An unaccepted factory quotation is not confirmed incoming stock.
Measure the whole replenishment window
The relevant window ends when replacement gloves are received, checked and available to sell. It can include specification confirmation, any renewed sampling, the agreed payment step, manufacturing, transport and your own receiving work.
Texpak's usual production period is four to six weeks from receipt of the agreed advance payment. That is a manufacturing estimate, not an all-inclusive warehouse restock promise. A changed material or design may need another physical approval sample. Our sampling and production timeline separates those stages.
Record actual dates from your completed orders. For a new route or changed specification, ask for a fresh schedule instead of copying the fastest previous delivery. Check local selling seasons and planned promotions against the expected arrival date.
A simple worked example
Shopify's reorder-point guide presents the basic approach as expected demand during replenishment plus a reserve. Use the same calendar-day basis for the sales average and replenishment window. In daily units, that becomes:
Reorder point = average daily unit sales × replenishment days + chosen safety stock.
Consider this fictional illustration for one glove variant. These numbers are teaching assumptions, not Texpak sales data, a recommended reserve or a quoted delivery schedule.
| Input | Illustrative value |
|---|---|
| Average daily sales | 2 individual gloves |
| Complete replenishment window | 48 calendar days |
| Chosen reserve | 24 individual gloves |
| Calculated trigger | 2 × 48 + 24 = 120 gloves |
Suppose there are 90 sellable units physically present, 50 confirmed incoming units and 20 committed units not yet deducted. The planning position is 120. That reaches the illustrative trigger, but the brand must still check when the incoming 50 arrive and which commitments need them. A total alone cannot expose a gap between those dates.
Keep an open purchase-order reference beside the alert. Otherwise several colleagues may react to the same low-stock warning and unintentionally request duplicate replenishment.
Translate the signal into a sensible production discussion
A 120-unit trigger is not a 120-unit factory order. Texpak's usual manufacturing MOQ is 250 individual gloves per design and colour, with smaller projects considered individually. Discuss the complete size and wearing-hand breakdown rather than treating a reorder-point calculation as a separate manufacturing minimum for every SKU.
Several variants may need replenishment at different speeds. Bring that breakdown to the manufacturer and confirm what can be produced together. Avoid adding a slow-selling colour simply because a different colour is running out. The MOQ guide explains the production structure; the repeat-order checklist covers the specification and approvals.
Review the inputs when the business changes
Separate normal sales from a launch promotion or one unusually large trade order. Days when a size was unavailable can understate demand: zero sales during a stockout does not prove nobody wanted it. Record requests and unavailable variants where practical, without collecting unnecessary customer information.
Check your triggers when sales patterns, transport arrangements or product specifications change. A reserve is a business choice based on uncertainty, not a universal percentage. A simple, consistently maintained record is more useful than a precise-looking calculation built on guesses.
Discuss your next manufacturing run with Texpak using the approved sample reference, quantities by variant and required arrival milestone. That turns a low-stock alert into a specific production conversation.