Model overhead, insurance, obsolescence, shrinkage, and financing impact. Test inventory policies with immediate scenario feedback. Make replenishment decisions using clearer cost visibility and trends.
This page uses a single-column section flow. The input controls switch to three columns on large screens, two on medium screens, and one on mobile.
The sample rows below illustrate how inventory value, carrying rate, and allocated fixed burden can combine into a full annual carrying cost estimate.
| Scenario | Avg Units | Unit Cost | Inventory Value | Rate Total | Allocated Fixed Cost | Total Annual Cost |
|---|---|---|---|---|---|---|
| Consumer Goods | 1,800 | $25.00 | $45,000.00 | 21.50% | $2,160.00 | $11,835.00 |
| Fast-Moving Parts | 3,200 | $18.00 | $57,600.00 | 19.50% | $3,960.00 | $15,192.00 |
| Specialty Inventory | 900 | $72.00 | $64,800.00 | 24.00% | $3,360.00 | $18,912.00 |
1. Average Inventory Value
Average Inventory Value = Average Inventory Units × Unit Cost
2. Variable Carrying Rate
Carrying Rate = Capital Rate + Storage Rate + Service Rate + Risk Rate + Insurance Rate + Obsolescence Rate + Shrinkage Rate + Tax Rate
3. Variable Annual Carrying Cost
Variable Annual Cost = Average Inventory Value × Carrying Rate
4. Allocated Fixed Logistics Cost
Allocated Fixed Cost = (Annual Warehouse Fixed Cost + Annual Handling/Admin Cost) × Allocated Facility Share
5. Total Annual Carrying Cost
Total Annual Cost = Variable Annual Cost + Allocated Fixed Cost
6. Analysis Period Cost
Period Cost = Total Annual Cost × (Analysis Months ÷ 12)
7. Cost per Unit Held
Cost per Unit Held = Total Annual Cost ÷ Average Inventory Units
8. Cost per Unit Sold
Cost per Unit Sold = Total Annual Cost ÷ Annual Demand Units
It includes the cost of holding stock over time. Common elements are financing, warehouse space, handling support, insurance, shrinkage, obsolescence, service effort, and inventory-related taxes.
It shows how much cash and operating burden inventory creates. Teams use it to set reorder policies, reduce overstocking, improve turnover, and compare service goals against cost pressure.
It depends on industry, demand volatility, product life, and service expectations. Lower percentages are generally better, but extremely low stock can increase stockout risk and emergency freight expense.
Yes, when you want a fuller operational picture. Allocating a realistic share of facility and handling overhead helps compare inventory categories on a more complete economic basis.
The input rate total reflects only percentage-based assumptions. The total cost ratio also includes fixed warehouse and admin allocations, so it can be higher than the selected rate total.
Higher average inventory raises inventory value, which lifts most percentage-based cost components. It can also increase days on hand and reveal slow-moving stock that ties up working capital.
Yes. Change average units, rates, and analysis months to model pre-season build, peak storage pressure, or post-season excess stock. The period cost output helps compare scenarios quickly.
That estimate highlights the value of reducing average inventory. Since variable carrying cost scales with inventory value, even a modest reduction can create meaningful annual savings.
Important Note: All the Calculators listed in this site are for educational purpose only and we do not guarentee the accuracy of results. Please do consult with other sources as well.