Lead-time demand
120 units
Reorder Point and Safety Stock Calculator
See when you should reorder, how many units your buffer should cover, and whether your current stock puts you at risk.
Result
Reorder point
165 units
Coverage days
17.5 days
Stockout risk
Low
Planning guide
Compare your stock coverage versus reorder point to the planning range we use for restaurant or cafe.
Benchmark range: 1x to 1.4xYour result: 1.27x
A ratio around or above 1 means you still have enough stock to cover lead-time demand plus buffer.
Source: Shopify, Reorder point guide (April 2026)
What this means
Current stock cover looks workable
Your current stock cover is not below the planning range we use for restaurant or cafe
At your current velocity and lead time, you should reorder at about 165 units. That includes 45 units of buffer.
With 210 units on hand, your current cover is 1.27 times your reorder point.
Planning guide
Planning ranges used in this reorder point calculator
This calculator uses a planning guide because reorder points come from your own demand and supplier timing, not from public industry averages.
The guide compares your current stock cover with the reorder point that comes from daily velocity, lead time, and safety stock.
Restaurant or cafe
Useful for food and drink businesses with tickets, bookings, or covers.
Benchmark range: 1x to 1.4x
A ratio around or above 1 means you still have enough stock to cover lead-time demand plus buffer.
Source: Shopify, Reorder point guide (April 2026)
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Calculator guide
How to use this reorder point calculator
This calculator shows when stock should be reordered and whether the current stock level still covers lead-time demand plus buffer.
What reorder point means
A reorder point is the stock level where you should place the next order, not the point where you actually stock out.
That is why safety stock matters. It gives the business room for delays or demand spikes.
How to use the result
If current stock is already near or below the reorder point, the item needs attention now.
If the reorder point feels too high, the real driver is usually lead time, unstable demand, or too little trust in supplier timing.