For the CFO & VP Finance
The CFO's Guide to Excess & Obsolete Inventory
Last updated July 2026
To reduce excess and obsolete inventory, identify slow movers and dead stock across every location, redistribute what another branch needs, and monetize the rest at fair market value. Maintained ranks every SKU by risk and value and recommends the highest-recovery action — you approve it.
What you're measured on
Speak in cash conversion cycle, ROIC, carrying cost as a percent of value, and write-down reserve.
- Cash conversion cycle
- Days sales of inventory
- Working-capital-to-sales
- Write-down reserve
- ROIC
Where the value is
- Surface slow-moving, excess, and obsolete SKUs across all branches in one view
- Redistribute stock to the branch that actually needs it before buying new
- Price and monetize true dead stock at fair market value
- Right-size reorder points so excess stops rebuilding
The pains this removes
- Cash trapped in inventory — often the largest current asset
- Recurring obsolescence write-offs hitting earnings
- Carrying cost of 20–30% of inventory value per year
- No clear view of idle-asset value on the balance sheet
The numbers behind it
Frequently asked questions
How should a CFO approach reduce excess and obsolete inventory?
Speak in cash conversion cycle, ROIC, carrying cost as a percent of value, and write-down reserve. To reduce excess and obsolete inventory, identify slow movers and dead stock across every location, redistribute what another branch needs, and monetize the rest at fair market value. Maintained ranks every SKU by risk and value and recommends the highest-recovery action — you approve it.
What outcome should a CFO expect?
Clear the graveyard aisle and stop the write-offs. Surface slow-moving, excess, and obsolete SKUs across all branches in one view
See what your inventory is really costing you.
Tell us where the cash is trapped — excess stock, idle surplus, slow RFQs — and we'll show you the outcome Maintained can unlock.