{"id":7578,"date":"2026-11-07T00:14:38","date_gmt":"2026-11-07T00:14:38","guid":{"rendered":"https:\/\/koitorhardware.com\/?p=7578"},"modified":"2026-11-07T00:27:14","modified_gmt":"2026-11-07T00:27:14","slug":"slow-moving-hardware-sku-reorder-reduce-exit","status":"publish","type":"post","link":"https:\/\/koitorhardware.com\/fr\/slow-moving-hardware-sku-reorder-reduce-exit\/","title":{"rendered":"When to Discontinue a Slow Moving SKU: Reorder, Reduce or Exit"},"content":{"rendered":"<p>When to discontinue a slow moving SKU is a portfolio decision, not a calendar rule. A distributor should not retire a bathroom or home-storage hardware item solely because it sold slowly for an arbitrary number of weeks. The decision depends on the buyer&#8217;s own demand history, availability, customer commitments, contribution after relevant costs, remaining inventory, replenishment conditions, replacement options and the role the SKU plays in the assortment.<\/p>\n<p>The useful outcome is not one universal \u201cdead stock\u201d threshold. It is a documented disposition: keep and monitor, reorder a smaller quantity, reduce assortment exposure, run down stock, replace with a revised item, or exit with a controlled transition. Different SKUs can require different choices even when their sales rates look similar. This guide gives importers and distributors a practical review framework without inventing Koitor sales data or claiming one inventory policy fits every business.<\/p>\n<nav class=\"article-toc\" aria-label=\"Table of contents\"><strong>Contents<\/strong><\/p>\n<ul>\n<li>Define what \u201cslow-moving\u201d means internally<\/li>\n<li>Seven inputs before a disposition<\/li>\n<li>Choose among keep, reduce, replace or exit<\/li>\n<li>Plan remaining stock and customer commitments<\/li>\n<li>Use a repeatable SKU review<\/li>\n<li>FAQs for distributors<\/li>\n<\/ul>\n<\/nav>\n<h2>Define what \u201cslow-moving\u201d means internally<\/h2>\n<p>The phrase \u201cslow-moving\u201d has no single universal duration. One distributor may define it using weeks of no sales, another may compare turns across a season, and another may flag stock that exceeds its own target. These are internal operating rules, not universal product facts. An importer should state the data period, selling channel, availability and report definition before using a label to discontinue an item.<\/p>\n<p>This is why when to discontinue a slow moving sku should start with a measurement check. How many units sold? Over which weeks or months? Was the item in stock and visible to customers for the full period? Were there stockouts, late replenishments, a price change, a listing migration, returns or a promotion? Is the report counting each item, sets, cartons or case packs? If two reports use different definitions, their velocity or sell-through results may not be comparable.<\/p>\n<p>A quiet SKU can be slow because the product has low underlying demand, but it can also be hard to find, unavailable, miscategorized, priced differently from its intended segment or associated with a product page that does not explain its fit. The buyer should separate those explanations. If the cause is a listing problem or temporary supply gap, discontinuing the hardware may not be the right remedy. If the core product is no longer relevant and no committed customers remain, a planned exit may make sense.<\/p>\n<p>A useful internal definition should be specific enough for a team member to reproduce. For example, the buyer can define a review flag based on a chosen period of available-to-sell stock and a business-specific minimum activity. The threshold belongs to the distributor&#8217;s policy. It should not be published as a universal rule or transferred automatically across categories with different purchase cycles.<\/p>\n<h3>Separate a warning flag from a decision<\/h3>\n<p>A report flag can identify what needs review; it should not make the disposition decision on its own. Inventory tools may classify or highlight items according to settings. Their output is a prompt for a buyer to check data and business context. A flagged SKU might have a long customer lead time or a project commitment that makes it strategically important. Another SKU may appear active but produce little contribution after freight, handling, marketplace fees, returns or packaging costs.<\/p>\n<p>The buyer should therefore keep two fields in the assortment record: <strong>review status<\/strong> et <strong>commercial disposition<\/strong>. Review status might be \u201cinvestigate,\u201d \u201cconfirmed slow\u201d or \u201cdata incomplete.\u201d Disposition might be \u201ckeep,\u201d \u201creduce reorder,\u201d \u201crun down,\u201d \u201creplace\u201d or \u201cexit.\u201d This small distinction prevents an initial analytic label from becoming an unreviewed stop-order.<\/p>\n<h2>Seven inputs before choosing when to discontinue a slow moving SKU<\/h2>\n<p>Review these inputs together. The exact measures and time windows should come from the distributor&#8217;s accounting, inventory and category practices.<\/p>\n<p><strong>Comparable demand history.<\/strong> Use a period that makes sense for the product&#8217;s buying cycle. Capture units sold, returns, cancellations and any substitutions. Check the report&#8217;s definition. If a product sells by pair, set, kit or carton, use a consistent unit. Make clear whether a value describes shipped quantity, invoiced quantity or customer orders.<\/p>\n<p><strong>Availability during the measurement period.<\/strong> A product cannot show normal demand when it was unavailable for part of the period. Record stockouts, delayed replenishment and any marketplace suppression. If the SKU went out of stock, the observed sales may understate interest. Conversely, a promotion or one large project may create a temporary spike. The buyer should annotate these conditions rather than treating the number as a steady trend.<\/p>\n<p><strong>Customer and channel commitments.<\/strong> Check open quotations, repeat customer arrangements, approved project schedules, replacement obligations and channel-specific assortments. A low-volume SKU may still matter to a distributor&#8217;s customer or a multi-item bundle. Confirm actual commitments with the account owner; do not infer them from a historical sales report alone.<\/p>\n<p><strong>Contribution after relevant costs.<\/strong> Review the business&#8217;s own cost structure: purchase cost, inbound freight allocation, storage, packaging, pick\/pack, returns, discounts and customer support where those costs are tracked. A low-volume SKU may have low handling burden or strong portfolio value; another may consume disproportionate time. Do not use an invented margin threshold. The distributor should apply its approved financial method.<\/p>\n<p><strong>Remaining and committed inventory.<\/strong> Separate sellable on-hand units from damaged, reserved, quality-hold, inbound, open purchase order, work-in-process or supplier-confirmed stock. These categories should not be casually summed. A unit in transit is not physically available for a current customer shipment; a damaged unit may not be saleable. Confirm quantities and locations before planning a run-down or cancellation.<\/p>\n<p><strong>Replenishment and supplier constraints.<\/strong> Check whether a future order has a minimum quantity, pack multiple, component commitment or lead-time implication. These terms are specific to the supplier agreement and item. If the buyer is considering a smaller reorder, obtain current conditions and compare them with expected demand and existing stock. A small quantity is not automatically economical or available.<\/p>\n<p><strong>Replacement and assortment role.<\/strong> Identify whether a newer size, finish, mounting option or package is replacing the item. Compare actual specifications and customer needs before declaring them interchangeable. A replacement may require new samples, drawings, photography, packaging, item data or customer approval. If a SKU is the only fit for a cabinet or project condition, its low volume may still justify retaining a controlled quantity.<\/p>\n<p>The point of this seven-input screen is not to produce a mathematical answer. It is to catch missing information before a buyer chooses a course that is costly to reverse. If one key input is unknown, record it and set an owner or a next review date. \u201cUnknown\u201d is a useful status; it is not the same as zero.<\/p>\n<h2>Choose among keep, reduce, replace or exit paths<\/h2>\n<p><strong>Keep and monitor.<\/strong> This path can suit a SKU with a clear customer role, low holding burden and uncertain recent demand. The buyer may improve product data or ensure the item is visible, then review again using a stated period. Monitoring should have an owner, a date and a measurable question. \u201cKeep for now\u201d without a review point often turns into permanent inactive stock.<\/p>\n<p><strong>Reorder at a smaller or different interval.<\/strong> This may suit an item with confirmed demand and manageable supply conditions, especially when a large replenishment would increase exposure. Check the supplier&#8217;s current minimums, case pack, part availability and lead time. Compare the next order with all stock categories and customer commitments. Do not assume that a reduced order is possible without confirming it.<\/p>\n<p><strong>Reduce the number of variants.<\/strong> A family may include sizes or finishes whose differences matter to some buyers but not to all. Review which variants serve distinct applications and which overlap. A reduced assortment can simplify stock, but it may remove a meaningful customer choice. The buyer can define a \u201ccore\u201d SKU and a limited-order variant, provided the product data and customer communication remain accurate.<\/p>\n<p><strong>Run down existing stock.<\/strong> A run-down plan can use existing sellable units while stopping or limiting future purchases. It should consider customer reservations, open orders, stock condition, packaging and a realistic sale period based on the distributor&#8217;s data. Avoid discounting or changing product descriptions in a way that misrepresents the SKU. If the product is discontinued by its manufacturer, document any remaining warranty, replacement or part obligations based on actual agreements.<\/p>\n<p><strong>Replace or revise.<\/strong> If fit, packaging, finish or documentation is the issue, the right path may be product improvement rather than exit. A revised SKU should have a new or controlled identifier where appropriate, approved drawings and samples, and a clear relation to prior stock. If it is not truly equivalent, customers should not be told that it is a direct replacement without the relevant review.<\/p>\n<p><strong>Exit with a controlled closeout.<\/strong> An exit needs more than deleting the item from an order plan. Identify remaining stock, open POs, customer commitments, replacement parts, online listings, catalog references and service obligations. Decide who authorizes final purchase, where any remaining units go and when the customer-facing data change. Record the effective date and any substitute offered. The agreement terms with the supplier and customers govern obligations; this article does not establish default liability.<\/p>\n<figure class=\"wp-block-image size-large koitor-blog-image\"><img decoding=\"async\" src=\"https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1.webp\" alt=\"When to discontinue a slow moving SKU: review reorder, run-down and exit paths in a hardware assortment\" style=\"width:100%;max-width:960px;height:auto;display:block;margin:0 auto;\"  srcset=\"https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1-18x10.webp 18w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1-150x150.webp 150w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1-300x169.webp 300w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1-768x432.webp 768w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1-1024x576.webp 1024w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-1.webp 1200w\" sizes=\"(max-width: 1200px) 100vw, 1200px\" loading=\"lazy\"\/><\/figure>\n<p>A lifecycle review should distinguish a performance signal from the buyer&#8217;s final choice and its customer consequences.<\/p>\n<p>A distributor can use a disposition grid to compare the options without pretending that every factor has equal weight. For instance, a SKU with low sales but a high replacement risk may deserve a limited reserve. A SKU with stable low sales and no open customer needs may be a candidate for exit. Those are conditional decisions based on the buyer&#8217;s own records, not industry benchmarks.<\/p>\n<h2>Plan remaining stock and customer commitments<\/h2>\n<p>Once the buyer selects a path, the practical work begins. Freeze the decision in an item record with effective date, owner, reason, evidence, and next action. Notify sales, purchasing, warehouse, customer service and e-commerce teams as relevant. If the SKU will be run down, ensure the order system no longer creates automatic purchases unless an exception is approved. If it will be replaced, connect the old and new item records without erasing their specification differences.<\/p>\n<p>Separate physical inventory into sellable on hand, reserved for named orders, damaged or quality hold, inbound, open PO, work in process and any supplier-held materials confirmed by written records. These may have different ownership and cancellation conditions. Do not treat an open PO as if it were freely cancellable. Review the buyer&#8217;s actual terms and obtain the relevant supplier confirmation.<\/p>\n<p>If the SKU uses custom packaging, labels, inserts or private-label marks, count those separately. A product can be discontinued while packaging or components remain. Decide whether they can be used with the remaining product, revised, transferred or written off under the company&#8217;s rules. Do not assume that old labels can be placed on a replacement specification.<\/p>\n<p>A customer transition notice should give accurate timing and alternatives. If the replacement has a different dimension, finish, mounting, component or included hardware, say so. Ask affected customers whether they approve the alternative when their agreement or project process requires it. Do not promise compatibility based on similar product photos.<\/p>\n<h3>Avoid the false economy of a rushed final buy<\/h3>\n<p>A final buy can protect against future shortage, but it can also lock cash and space into a product whose demand is uncertain. Before placing one, review actual customer commitments, likely replacement horizon, storage and packaging condition, shelf life if relevant, and the supplier&#8217;s confirmed terms. A final quantity should follow the buyer&#8217;s evidence and financial rules rather than a broad industry formula.<\/p>\n<p>A controlled last-order record should name the SKU, revision, amount, date, purpose and approving buyer. It should also state whether the quantity is for open customer orders, spare parts, warranty support or estimated run-down. These purposes should not be blended because they have different service and inventory consequences.<\/p>\n<p>If an item cannot be reordered after a supplier change, confirm the change status and replacement options in writing. Do not imply that a manufacturer will hold materials, accept returns or buy back inventory unless the agreement says so. Good supplier communication clarifies what is available; it does not replace the buyer&#8217;s own disposition decision.<\/p>\n<h2>Use a repeatable SKU review rather than a one-off reaction<\/h2>\n<p>A portfolio meeting can review slow-moving items on a regular cadence that fits the company&#8217;s planning cycle. The cadence itself is a company decision. The review record should show which period was used, what conditions affected demand and which action was approved. Teams can focus attention on a manageable group while retaining the option to review an individual SKU sooner after a material event.<\/p>\n<p>A decision worksheet can include:<\/p>\n<div class=\"wp-block-table koitor-responsive-table\" style=\"max-width:100%;overflow-x:auto;\">\n<table style=\"width:100%;border-collapse:collapse;overflow-wrap:anywhere;\">\n<thead>\n<tr>\n<th>Field<\/th>\n<th>Buyer record<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>SKU and product revision<\/td>\n<td>Item ID, size\/finish\/configuration and current spec<\/td>\n<\/tr>\n<tr>\n<td>Review period<\/td>\n<td>Start\/end date and report definition<\/td>\n<\/tr>\n<tr>\n<td>Data quality<\/td>\n<td>Availability, stockouts, returns, promotions and unit basis<\/td>\n<\/tr>\n<tr>\n<td>Customer commitments<\/td>\n<td>Open orders, quoted projects and service need<\/td>\n<\/tr>\n<tr>\n<td>Stock status<\/td>\n<td>On hand, reserved, damaged, inbound and open supply<\/td>\n<\/tr>\n<tr>\n<td>Financial review<\/td>\n<td>Company&#8217;s own contribution and holding-cost method<\/td>\n<\/tr>\n<tr>\n<td>Replacement<\/td>\n<td>New item, differences, sample or customer approval<\/td>\n<\/tr>\n<tr>\n<td>Disposition<\/td>\n<td>Keep, reduce, run down, replace or exit<\/td>\n<\/tr>\n<tr>\n<td>Approver<\/td>\n<td>Named person under company policy<\/td>\n<\/tr>\n<tr>\n<td>Follow-up<\/td>\n<td>Date, action owner and evidence to collect<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p>Keep this review distinct from ABC\/XYZ or other segmentation. A classification can help sort items by one or more measures, but it does not automatically tell a buyer which products to discontinue. An assortment planning guide such as the <a href=\"https:\/\/koitorhardware.com\/fr\/pantry-pull-out-basket-assortment-importer-sku-planning\/\" style=\"color:#0B5CAD;font-weight:600;text-decoration:underline;text-underline-offset:3px;\">pantry basket SKU planning article<\/a> addresses assortment by cabinet-width coverage; this decision concerns the lifecycle of an existing SKU after its demand and obligations are reviewed.<\/p>\n<p>Mixed-SKU container and pack-out decisions may also change when a SKU is exited. Buyers can refer to the <a href=\"https:\/\/koitorhardware.com\/fr\/mixed-sku-metal-hardware-container-loading-carton-tally\/\" style=\"color:#0B5CAD;font-weight:600;text-decoration:underline;text-underline-offset:3px;\">mixed-SKU hardware carton tally guide<\/a> for shipment coordination, while keeping stock disposition and order fulfillment as separate decisions.<\/p>\n<h3>Connect the review to supplier communication<\/h3>\n<p>If the chosen disposition affects an order, tell the supplier the specific SKU, revision, quantity and requested action. Ask for a written readback of any cancellation, change or final order arrangement. If the product is changing, identify the old and new drawings, sample approval, packaging and effective boundary. If no order is planned, make that clear without assuming that supplier-held components or forecast reservations disappear automatically.<\/p>\n<p>A supplier conversation can help clarify current production scope and available options. It cannot decide the distributor&#8217;s sales strategy or customer obligations. Keep the buyer&#8217;s own approval record and distinguish confirmed supplier statements from internal forecasts. That makes the next review easier and limits confusion when staff change.<\/p>\n<h2>Keep the disposition decision reversible where possibleA slow-moving SKU does not always require an immediate permanent exit. Buyers can separate the decision to stop replenishment from the decision to remove the item from the assortment. A temporary no-reorder status, a smaller planned buy, a made-to-order offer or a controlled replacement can preserve options while evidence accumulates. Each option has a different cost and service implication, so record the condition that would cause the team to review it again.<\/h2>\n<p>For example, if a retailer has seasonal demand or a project pipeline that is not yet converted, the buyer may set a review date tied to confirmed orders rather than rely on a vague promise of future demand. If a product is being replaced by a revised finish or mounting system, define whether old stock can be sold with clear compatibility information, bundled, transferred to another region or reserved for warranty and replacement needs. Do not assume that a new version is interchangeable just because the product name is similar.<\/p>\n<figure class=\"wp-block-image size-large koitor-blog-image\"><img decoding=\"async\" src=\"https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2.webp\" alt=\"Hardware assortment matrix for evaluating stock disposition without a universal time threshold\" style=\"width:100%;max-width:960px;height:auto;display:block;margin:0 auto;\"  srcset=\"https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2-18x10.webp 18w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2-150x150.webp 150w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2-300x169.webp 300w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2-768x432.webp 768w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2-1024x576.webp 1024w, https:\/\/koitorhardware.com\/wp-content\/uploads\/2026\/11\/K1475-final-support-2.webp 1200w\" sizes=\"(max-width: 1200px) 100vw, 1200px\" loading=\"lazy\"\/><\/figure>\n<p>A practical decision record identifies the data date, on-hand quantity by location, committed demand, open purchase orders, in-transit quantities, returns, known customer commitments, supplier minimums and any remaining packaging or label obligations. It then states the action, owner, financial assumption and next review trigger. If the data is incomplete, say so and avoid treating an unconfirmed order as available stock. This keeps the decision auditable without pretending that a single stock-cover number captures every commercial constraint.<\/p>\n<p>When buyers discuss exit terms with suppliers, distinguish contractual obligations from preferences. A buyer may request cancellation, quantity reduction, split delivery or a change to packaging, but the supplier&#8217;s acceptance depends on the purchase order, work already completed, material commitments and agreed terms. Document the accepted change and its cost before revising forecasts. The same principle applies to downstream customers: announce substitutions or end-of-life timing only after the product owner confirms fit and continuity.<\/p>\n<p>Finally, retain a short post-decision review. Compare actual sell-through, clearance recovery, cancellation cost and service demand with the original assumptions. The goal is not to prove that every past reorder was right or wrong; it is to improve the next SKU review with better lead-time, commitment and substitution information. Avoid universal age thresholds: a product&#8217;s appropriate action depends on its category role, buyer obligations and verified demand evidence.<\/p>\n<h2>FAQs for hardware importers and distributors<\/h2>\n<h3>How many months without sales means a SKU should be discontinued?<\/h3>\n<p>There is no universal period that works for every business or product. Define a review period using your company&#8217;s purchasing cycle, customer commitments, availability and reporting method. Use the period as a signal for investigation, not an automatic stop rule.<\/p>\n<h3>Is a low sales rate enough to stop reordering?<\/h3>\n<p>Not by itself. Check stockouts, data definitions, customer commitments, returns, margin under your own method, remaining inventory and replacement availability. A low sales rate can be misleading if the product was unavailable or serves a specific project need.<\/p>\n<h3>Should I always run down stock before exiting a SKU?<\/h3>\n<p>No. The appropriate path depends on customer obligations, stock condition, agreements, replacement plans and business policy. Record why the company will sell through, reserve, transfer or otherwise handle the remaining quantity.<\/p>\n<h3>When is a slow-moving SKU worth keeping?<\/h3>\n<p>It may be worth retaining when it has a distinct application, supports an important customer or assortment need, carries manageable inventory burden, or protects a replacement\/service requirement. The buyer should verify the role and set a review date rather than relying on an assumption.<\/p>\n<h3>What is the difference between reducing and discontinuing?<\/h3>\n<p>Reducing can mean limiting future orders, narrowing variants or keeping a smaller controlled reserve. Discontinuing removes the SKU from future assortment or replenishment according to a planned closeout. Define those terms in your company workflow so departments act consistently.<\/p>\n<h3>Can I replace a discontinued item with the closest-looking product?<\/h3>\n<p>Only after checking the specifications and customer requirements. Similar appearance does not prove identical dimensions, mounting, materials, finish, included parts or intended fit. Document the differences and obtain approval where required.<\/p>\n<h3>Should supplier-held materials count as inventory?<\/h3>\n<p>Record them separately and confirm the facts and terms with the supplier. Their ownership, payment, cancellation and disposition depend on actual agreements and status; do not assume they are identical to stock physically owned and received by the distributor.<\/p>\n<p>If your SKU decision leads to a new metal-hardware configuration, share the drawing, sample and buyer-defined requirements with Koitor for a scoped manufacturing discussion. Use the <a href=\"https:\/\/koitorhardware.com\/fr\/contact\/\" style=\"color:#0B5CAD;font-weight:600;text-decoration:underline;text-underline-offset:3px;\">contact page to discuss a custom hardware program<\/a>; the final assortment and financial decision remain with the distributor.<\/p>\n<section class=\"koitor-blog-cta\" style=\"margin-top:36px;padding:28px;border:1px solid #D0D5DD;border-radius:16px;background:#F8FAFC;\">\n<h3 style=\"margin-top:0;margin-bottom:12px;font-size:28px;line-height:1.25;color:#101828;\">Discuss a Hardware SKU Change<\/h3>\n<p style=\"font-size:16px;line-height:1.7;margin-bottom:20px;color:#344054;\">If a keep, revise or replacement decision requires a metal product change, share the approved specifications and sample requirements. Koitor can discuss manufacturing feasibility within its confirmed scope.<\/p>\n<div style=\"display:flex;gap:12px;flex-wrap:wrap;align-items:center;margin-bottom:24px;\">\n<a href=\"https:\/\/koitorhardware.com\/fr\/contact\/\" style=\"display:inline-flex;align-items:center;justify-content:center;min-height:48px;padding:0 22px;border-radius:8px;background:#FF5A1F;color:#ffffff;font-weight:700;text-decoration:none;line-height:1;\">Discuss a Product Change<\/a><br \/>\n<a href=\"https:\/\/koitorhardware.com\/fr\/pantry-pull-out-basket-assortment-importer-sku-planning\/\" style=\"display:inline-flex;align-items:center;justify-content:center;min-height:48px;padding:0 22px;border-radius:8px;border:1px solid #FF5A1F;color:#FF5A1F;background:#ffffff;font-weight:700;text-decoration:none;line-height:1;\">Review Assortment Planning<\/a>\n<\/div>\n<div class=\"koitor-article-tags\" style=\"margin-top:24px;padding-top:18px;border-top:1px solid #E5E7EB;display:flex;align-items:center;gap:8px;flex-wrap:wrap;\">\n<span style=\"font-size:14px;font-weight:700;color:#344054;margin-right:4px;\">Mots-cl\u00e9s :<\/span><br \/>\n<span style=\"display:inline-flex;align-items:center;justify-content:center;padding:6px 12px;border-radius:999px;background:#FFF3ED;color:#FF5A1F;font-size:13px;font-weight:600;line-height:1.2;\">Guide d'achat pour les importateurs<\/span><br \/>\n<span style=\"display:inline-flex;align-items:center;justify-content:center;padding:6px 12px;border-radius:999px;background:#FFF3ED;color:#FF5A1F;font-size:13px;font-weight:600;line-height:1.2;\">SKU Assortment<\/span><br \/>\n<span style=\"display:inline-flex;align-items:center;justify-content:center;padding:6px 12px;border-radius:999px;background:#FFF3ED;color:#FF5A1F;font-size:13px;font-weight:600;line-height:1.2;\">Distributor Planning<\/span>\n<\/div>\n<\/section>","protected":false},"excerpt":{"rendered":"<p>When to discontinue a slow moving SKU is a portfolio decision, not a calendar rule. A distributor should not retire a bathroom or home-storage hardware item solely because it sold slowly for an arbitrary number of weeks. The decision depends on the buyer&#8217;s own demand history,\u2026<\/p>","protected":false},"author":1,"featured_media":7575,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[32],"tags":[40,322,372],"class_list":["post-7578","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-importer-buying-guide","tag-importer-buying-guide","tag-procurement","tag-sku-management"],"_links":{"self":[{"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/posts\/7578","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/comments?post=7578"}],"version-history":[{"count":1,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/posts\/7578\/revisions"}],"predecessor-version":[{"id":7579,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/posts\/7578\/revisions\/7579"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/media\/7575"}],"wp:attachment":[{"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/media?parent=7578"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/categories?post=7578"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/koitorhardware.com\/fr\/wp-json\/wp\/v2\/tags?post=7578"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}