Growth moment · Inventory reorder

Stockouts cost more than the inventory would have

Every day out of stock burns rank, ad efficiency, and customers who won't wait for a restock. The reorder math isn't about whether you can afford the inventory — it's whether you can afford the gap.

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The problem

The algorithm doesn't forgive an empty shelf

A stockout on Amazon isn't a pause; it's a demotion. Rank decays within days, the ad campaigns you tuned for months lose their flywheel, and when you're back in stock you're re-earning placement you already paid for once. Sellers consistently underestimate this because the loss doesn't appear on any invoice — it shows up as a slow bleed in sessions and share.

The brutal part is that reorder timing is a cash-flow problem disguised as a supply-chain problem. You know the velocity. You know the lead time. The spreadsheet says order now — but 'now' is always three weeks before the cash from the current stock has landed.

Reorder capital is the most straightforward funding case in ecommerce: proven SKU, known velocity, the inventory itself as collateral. This is the deal lenders most want to fund. The mistake is waiting until the stockout is already on the calendar.

Funding paths

The structures that fit this moment

Honest pros and cons — none of these is right for everyone.

Inventory financing

Advanced against the stock you're ordering, repaid on sell-through. For a proven SKU with steady velocity, this is the cleanest structure there is.

$100K – $5M1–3 weeks
Working for you
  • Sized to the order, not to your credit limit
  • Keeps working capital free for ads and payroll
  • Lenders in this space understand lead times and sell-through curves
Eyes open
  • The lender will scrutinize your velocity data — slow movers won't qualify
  • Usually product-category dependent; perishables and fads are harder
  • Adds process: inspections, warehouse agreements, sometimes lien filings

Revenue-based financing

When you'd rather not put a lien on inventory or you're funding several SKUs at once, capital repaid from sales keeps it simple.

$50K – $2MDays, not weeks
Working for you
  • Payments scale down when sales dip — no fixed monthly cliff
  • No dilution, no board seat, no personal real-estate collateral
  • Underwritten on store performance, not just your credit file
Eyes open
  • Flat fees can work out more expensive than a bank line if you repay fast
  • Remittance comes off the top of revenue — model it against your margins
  • Renewals are easy to fall into; treat each one as a new decision

Line of credit

The permanent fix: a standing facility that turns every future reorder from a scramble into a draw.

$50K – $1MDays for fintech lines; weeks for bank lines
Working for you
  • Cheapest way to hold dry powder — pay only for what you draw
  • Reusable: repay and the capital is available again
  • Bank lines build a lending relationship that compounds over years
Eyes open
  • Bank lines want 2+ years of history and clean financials
  • Limits are often lower than what a big inventory buy needs
  • Variable rates move with the market — budget for the top of the range
What gets reviewed

What lenders will actually look at

No mystery underwriting. This is the review, in the open — so you know where you stand before anyone else does.

SKU-level velocity and history
Consistent sell-through on the SKU being reordered is the core of the case.
Lead times and reorder cadence
90-day lead times need different capital timing than 3-week domestic runs.
Seasonality curve
A Q4-heavy business ordering in July is normal — lenders who know commerce expect it.
Supplier payment terms
Any terms your supplier extends shrink what you need to borrow. Worth negotiating in parallel.
Straight answers

The questions sellers actually ask

How fast can reorder capital actually move?+

For a clean deal — established SKU, connected or well-documented sales data — days. Inventory-secured facilities take a bit longer on the first round, then renewals are fast. The real answer: start before the spreadsheet says panic.

Should I finance the reorder or just order less?+

Run both numbers. A smaller order avoids financing cost but risks the stockout — and one week out of stock often costs more margin than a quarter of interest. If the math genuinely favors ordering less, we'll tell you.

My cash is fine — should I still set something up?+

A line you don't need is cheap; a scramble you didn't plan for is not. Most seasoned sellers keep a facility open precisely so reorders never compete with payroll and ads again.

Does the lender take ownership of my inventory?+

No — typically they file a lien (a UCC filing) against it as collateral, released as you repay. You own it, sell it, and operate normally. What you can't do is pledge the same inventory to two lenders, which is one more reason stacking is poison.

See which lenders fit this exact situation.

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