Formula & Calculator
Inventory Turnover Ratio
Measures how many times a company sells and replaces its inventory over a given period.
Variables
| Symbol | Quantity | Unit |
|---|---|---|
| Inventory Turnover | Inventory turnover ratio | |
| Cost of Goods Sold | Total cost of goods sold | currency |
| Average Inventory | Average inventory value over the period | currency |
What it means
Inventory turnover is a measure of how frequently a company sells and replenishes its inventory over a period. It is calculated by dividing the cost of goods sold (COGS) by the average inventory. A higher turnover indicates efficient inventory management and strong sales, while a low turnover may signal overstocking or weak demand. It is used to evaluate operational performance, to manage cash flow, and to compare with industry benchmarks. Understanding inventory turnover is essential for supply chain and operations managers.
Worked example
Inventory Turnover – Two Detailed Examples
Real‑World| Parameter | Value |
|---|---|
| COGS | 600000 |
| Average Inventory | 100000 |
| Parameter | Value |
|---|---|
| COGS | 300000 |
| Average Inventory | 75000 |
Common mistakes
- Inventory turnover: Cost of goods sold divided by average inventory – measures how quickly inventory is sold.
- Cost of Goods Sold: The total cost of merchandise sold during the period.
- Average inventory: (Beginning inventory + Ending inventory) / 2.
- Higher turnover: Indicates efficient inventory management – but too high may mean stockouts.
- Industry variation: Perishable goods have higher turnover.
Applications
Inventory turnover ratio measures how many times a company's inventory is sold and replaced over a period, indicating the efficiency of inventory management. A high turnover suggests strong sales and effective inventory control, while low turnover may indicate overstocking or obsolescence. Retailers, wholesalers, and manufacturers use this ratio to optimise stocking levels, to reduce carrying costs, and to improve cash flow. By monitoring inventory turnover, managers can identify slow‑moving items and adjust purchasing decisions. Investors use it to assess operational efficiency. This metric is essential for working capital management and supply chain optimisation.
- Inventory management and optimisation
- Cash flow and working capital improvement
- Product demand assessment and assortment planning
- Supplier performance and replenishment strategies
- Financial analysis and operational benchmarking