Fides · Connected Textile Management
From available stock to replenishment
Fides connects available stock with consumption, stock health and forward purchasing needs. Replenishment planning asks whether the usable stock can support the operation until more textiles are available, and what is driving any future shortfall.
Start with usable stock and PAR
PAR is the ratio of Available Stock to Setup. Setup is the quantity of an article needed to equip the hotel's rooms and operational areas once according to its operating model. Available Stock excludes Dormant, Lost and Damaged articles.
PAR Requirement accounts for laundry turnaround, safety stock and operational variability. PAR Usage describes average PAR consumption during a period. These are related measures with different meanings. A traditional fixed PAR target is not a universal recommendation for every property or article.
Read coverage and time together
Days of Stock estimates operating days by dividing Available Stock by Average Daily Consumption. Stock Coverage describes how long inventory can sustain operations before a shortage. Time to Stock Out estimates when inventory is exhausted, while Weeks to Stock Out refers to stock reaching zero if current consumption trends continue.
An operational shortage can occur before zero stock. Read coverage and stock-out estimates with the required buffer and supplier Lead Time, the period between placing an order and receiving the goods. The useful action point depends on the operation's needs and the time needed to respond.
Plan the next twelve months
Annualised Stock Needs projects the quantity of textiles to be purchased over the next twelve months using consumption, losses, damage and stock-health trends. It is a forward purchasing estimate, not the entire textile pool and not simply the previous year's purchases multiplied into an annual figure.
The glossary also defines Recommended Reorder Date and Recommended Reorder Quantity. Use these concepts to plan replenishment deliberately, then investigate whether demand, loss, turnaround or a changed stock target is creating the requirement. Forecasts support a decision; they do not remove operational uncertainty.
Apply the ownership model
For hotel-owned linen the response may be a purchase. For rented linen it may be a discussion about the assigned pool, service or circulation. Hybrid operations need to keep those responses and their financial effects separate.