Value of inventory with no movement in over 90 days, the early-warning cohort before dead stock. Intacct Inventory module.
At a glance
The dollar value of inventory that has not moved in more than 90 days but has not yet crossed the dead-stock line. This is the amber cohort: stock that is slowing down and heading toward write-down territory while there is still time to act with merchandising rather than accounting. Where Dead Stock Value is the hard-cut bad-stock view that needs a finance decision, this card is the early-warning view that needs a sell-through plan. The card requires the Sage Intacct Inventory module and hides for Sage Accounting merchants who carry no perpetual inventory.
Calculation
Calculated automatically from your Sage data. See the At a glance summary above for what the metric tracks and the worked example below for a typical reading.Worked example
A US specialty retailer on Sage Intacct (single entity, USD) with an Inventory Control module of roughly 6,500 SKUs, selling through Shopify Plus and a small Adobe Commerce wholesale side. Annual revenue ~4.1M. Snapshot 14 Apr 26. Dead-stock threshold set to 180 days; this card’s window is 90 to 180 days dormant. The card reads $520,000, which is 12.7% of total inventory value, above the 10% alert line. The merchandiser opens the Class pivot.
Five things to notice:
- This is the cohort you can still save, which is the whole point of the card existing separately from dead stock. $520K of inventory is decelerating but has not yet hit the 180-day dead line. Everything on this list still has merchandising options that the dead-stock cohort has largely lost: a promotion, a bundle, a homepage feature, a price test, a reallocation to a better-performing channel. The merchandiser’s job is to work this list down before any of it ages into the dead cohort, where the only remaining moves are liquidation and write-down. A business that works this card weekly rarely accumulates a dead-stock problem.
- Brand Charlie’s new launch on this list is a launch problem, not an aging problem, and it needs the opposite response. 54 SKUs at 101 days since last sale that are a recent launch means the launch under-performed, not that the stock is old. The fix is marketing and merchandising attention (better imagery, paid traffic, influencer seeding, a relaunch), not discounting. Discounting a fresh launch trains customers to wait for markdowns and damages the brand. Reading the days-since-last-sale alongside the launch date is what separates “needs a push” from “needs a markdown”.
- Brand Bravo seasonal carryover at 134 days is the closest to tipping into dead and deserves first priority. With a 180-day dead line, this cohort has roughly 46 days before it ages over. The merchandiser should plan an end-of-season clearance now while there are still channels willing to take it at a reasonable recovery. Waiting until it crosses into dead stock cuts recovery sharply because off-price buyers pay more for current-season carryover than for last-season dead stock. The countdown is the action signal.
- The 12.7% reading against total inventory is the number to watch over time, not the absolute dollar. $520K means little without context; 12.7% of inventory value sitting in the amber band is a yellow flag for a specialty retailer, where healthy is usually under 8%. Trend matters more than level: if this percentage has climbed from 8% to 12.7% over two quarters, the buying team is over-ordering relative to sell-through and the root cause is upstream in purchasing, not downstream in merchandising. Pair with Inventory Turnover Ratio to confirm.
- Pair with Dead Stock with Active Ad Spend and check whether any of this amber cohort is being advertised into the ground. Slow-moving stock that is receiving paid traffic but still not selling is a worse signal than slow-moving stock with no marketing behind it, because it means the product is being shown to customers and they are declining to buy. On this account three Brand Delta accessory SKUs had active Google Ads spend through the wholesale portal and zero sell-through despite the impressions, which told the merchandiser the problem was the product or the price, not the visibility. That is a cross-platform finding neither Intacct nor Google Ads can produce alone.
Sibling cards merchants should reference together
Reconciling against Sage
Where to look in Sage Intacct: The native Sage Intacct views to run side by side with this card:Reports → Inventory Control → Slow-Moving Items Report (the closest native equivalent, default 90-day threshold at intacct.com) Reports → Inventory Control → Inventory Aging Report (the 90-to-180 bucket is this card’s population) Reports → Inventory Control → Item Stock Status (real-time on-hand by Warehouse, with last-movement stamp) Reports → Inventory Control → Item Demand Plan (forward demand signal that tells you whether the slow-down is temporary or structural) Interactive Custom Report (ICR) built on the Inventory data source filtered toThe key difference between this card and Intacct’s native Slow-Moving Items Report is the bounded band. Intacct’s report is open-ended below its threshold (everything slower than 90 days, including dead stock). This card cuts a window (90 to 180 days) so it is mutually exclusive with the dead-stock card and represents only the savable amber cohort. Expect Intacct’s Slow-Moving report to read higher than this card because it includes the dead cohort that this card deliberately excludes. Common reconciliation pitfalls:QuantityOnHand > 0 AND MAX(LastSaleDate) BETWEEN TODAY-180 AND TODAY-90, summed onQuantityOnHand × UnitCost, pivoted by Class and Vendor dimensions
- Open-ended vs banded. Intacct’s Slow-Moving report counts everything dormant beyond 90 days, including the 180+ dead cohort. This card stops at the dead threshold. The two cards together (slow-moving plus dead) should approximate the open-ended Intacct figure.
- Last-sale vs last-receipt date. Returns-to-stock refresh the receipt date and can move the population by 15-25% if last-receipt is the basis. Most merchants use last-sale for this card precisely so a return does not reset the velocity clock.
- Class and seasonal carve-outs. A seasonal Class may sit in the amber band every off-season by design. Tag it with a custom field so it does not trigger the alert during its normal dormant window.
Cross-connector reconciliation:
The cross-platform value of this card is timing. Sage Intacct is the only system that knows a SKU has been quiet for 100 days, because the commerce platforms only see what sold, not what has gone quiet. Catching a SKU in the amber band, while it still has current-season recovery value and active merchandising options, is worth far more than catching it once it is dead. A merchant working only the dead-stock card is always acting too late; the slow-moving card is where the cheap wins are. This is frequently where a Vortex IQ Implementation Partner demonstrates first-quarter value: turning the amber cohort over before it becomes a write-down.
Known limitations / merchant FAQs
Why does this card not appear in my dashboard? The card requires the Sage Intacct Inventory Control module. Sage Accounting and standard Sage 50 / 200 do not maintain a perpetual inventory ledger, so there is no on-hand position to age. The card hides itself for those merchants rather than showing a misleading zero. How is this different from Dead Stock Value? Dead Stock Value is the hard-cut bad cohort (zero sales beyond the dead threshold, usually 180 days) that needs a finance decision: liquidate, donate, or write down. This card is the amber cohort just before that line (90 days to the dead threshold) that still has merchandising options: promote, bundle, reallocate, re-price. The two cards are mutually exclusive by design so a SKU never appears on both. Why is the alert a percentage and not a dollar figure? Because slow-moving value scales with the size of the business. A 10M business and unremarkable for a $200M one. Expressing the alert as a percentage of total inventory value makes it comparable across time and across entities, and stops the alert from firing simply because the business grew. A new launch is showing on this card, is that a problem? It depends on the days-since-last-sale read against the launch date. A recent launch sitting at 100 days quiet means the launch under-performed, which calls for marketing and merchandising attention, not discounting. Discounting a fresh launch trains customers to wait for markdowns. Read the launch date alongside the dormancy before deciding the response. Should I discount everything on this list? No. The right response varies by why the SKU slowed down. Seasonal carryover wants an end-of-season clearance. An under-performing launch wants better marketing. A core-range SKU that quietly stalled may want a price test or a homepage feature. Blanket discounting destroys margin and trains the customer base to wait. Use the Class and Vendor pivots to segment the response. Does a return reset the clock? Returned-to-stock SKUs refresh the receipt date. Most accounts use last-sale rather than last-receipt for this card precisely so a return does not mask a SKU that is not actually selling. Check the field map; last-sale is the safer setting for velocity tracking. How does seasonal stock interact with this card? Seasonal SKUs sit in the amber band every off-season by design and would trigger the alert during their normal dormant window. Tag the seasonal Class with a custom field (is_seasonal = true) so the card suppresses it during the expected quiet period and only flags it if it is still dormant once the season returns.
Multi-currency, how does FX affect it?
Each entity’s slow-moving value is held in base currency and summed at reporting FX. Daily FX moves the headline dollar but does not change the SKU population. Read the per-entity cut alongside the consolidated cut so an FX move on remote-entity stock does not look like a sudden change in the amber cohort.
What is the relationship to turnover ratio?
Falling turnover is usually the leading indicator and rising slow-moving value is the confirmation. If turnover has dropped over two quarters and this card has climbed in lockstep, the root cause is upstream in purchasing (over-ordering relative to sell-through) rather than downstream in merchandising. Read the two together to locate the cause.
Implementation Partner role on this metric?
The Partner usually owns the Inventory Control configuration, the aging-band policy, and the seasonal carve-out tagging. If this card disagrees with the Partner’s slow-moving report, the cause is almost always the banded-vs-open-ended difference (this card stops at the dead line; the native report does not) or a last-sale vs last-receipt policy difference. Align in the field map and bring the Partner in early.