Franz, this lesson is about the Restock Dashboard, which is one of the most important tiles in Amazon Ops.

The Restock Dashboard exists because restock decisions used to require several separate pieces of knowledge at the same time. You need Amazon inventory, warehouse inventory, inbound inventory, sales velocity, lead time, target stock, supplier constraints, and human judgment. If those live in separate places, it is easy to make a confident but wrong order. This tile brings the decision ingredients into one working surface.

Start with the identity fields: SKU, ASIN, and product name. These look basic, but they are safety fields. They prove you are looking at the correct product. If the identity is wrong, every calculation after that can be mathematically correct and operationally useless.

Next look at on-hand inventory. Do not automatically treat this as total usable stock. Ask what inventory lens the number represents. Is it Amazon sellable inventory? Warehouse stock? Combined planning stock? Does it include units that are reserved, unfulfillable, old, or unavailable? Restock decisions depend on usable inventory, not imaginary inventory.

Then look at inbound inventory. Inbound stock matters because it may reduce what we need to buy now. But inbound stock is only helpful if the shipment is real, timing is credible, and the product will become sellable soon enough to cover demand. Inbound units that arrive too late do not protect us from a near-term stockout.

Next look at daily velocity. Velocity is the demand engine. It tells us how quickly inventory is disappearing. The important question is not just what the velocity number says. The important question is why the velocity number says that. Was it based on the last seven days, the last thirty days, or a longer window? Was there a stockout, a promotion, a buy box loss, MAP pressure, or a listing problem that distorted demand?

Then convert inventory and velocity into days of cover. Days of cover is available inventory divided by daily velocity. This is the urgency field. Two hundred units can be safe for a slow seller and dangerous for a fast seller. Days of cover translates quantity into time.

Now consider lead time. Lead time is the time before new inventory can actually help. It may include supplier time, shipping time, warehouse handling, prep, shipment creation, Amazon check-in, and delays. If lead time is twenty days and we only have twenty-five days of cover, we are not comfortable. We are close.

Target cover is the cushion Brent and Fergus want to maintain. It exists because ordering exactly what we need is usually too fragile. Demand can change, suppliers can delay, Amazon can take longer to receive inventory, and mistakes happen. Target cover gives the business breathing room.

The suggested reorder quantity is the math output. The simple version is target days plus lead time days, multiplied by daily velocity, minus available inventory. Then round to MOQ or case pack. But this is only a recommendation. It is not a command.

Finally, read the notes and flags. This is where the human layer lives. Notes may tell you about supplier problems, product pauses, bad mappings, margin concerns, seasonal behavior, or reasons Brent and Fergus do not want more of the product. If the notes conflict with the math, stop and escalate.

The rule for this tile is simple: never trust one field by itself. A good restock recommendation explains the relationship between product identity, usable inventory, inbound timing, velocity, days of cover, lead time, target stock, supplier constraints, and exception notes.

Your pass condition is to explain one row in plain English. Say what the product is, how fast it sells, how much usable stock exists, how long that stock will last, what lead time requires, what quantity the math suggests, what exceptions you checked, and whether the final recommendation is order, do not order, or escalate.