MIZWALA ADVISORS
PRINTABLE WORKSHEET · 4 NOVEMBER 2026
Too much stock, too little cash: what should you reorder?
Complete this sheet with your own verified information. Calculations are manual. Use your browser’s Print command to save a PDF or print; entries are not submitted or automatically saved.
Item, unit, location and record date
Usable stock, reservations and incoming orders
Demand basis, seasonality and stock-out adjustments
Lead time, minimum order and shortage consequence
Coverage calculation and reason for an exception
Proposed order, cash required and payment date
Defer, buy or investigate: evidence and approval
Valuation or return assessment kept separate
Owner, review date and service/cash outcome
Reference example — fictional
| Position or commitment | Amount |
|---|---|
| A: existing stock value, 3,000 × 2 | 6,000 |
| B: existing stock value, 600 × 5 | 3,000 |
| C: existing stock value, 50 × 20 | 1,000 |
| Total existing stock at assumed cost | 10,000 |
| Both proposed purchases | 4,500 |
| Available purchasing cash | 2,500 |
| Gap before deferring A | 2,000 |
| Cash needed after deferring A | 2,500 |
Existing stock: 6,000 + 3,000 + 1,000 = 10,000. Purchase gap: 4,500 − 2,500 = 2,000. C’s possible replenishment gap remains unpriced and must be resolved before final approval. Hypothetical assumptions; not a client result, valuation opinion or universal reorder target.