01
Step 1
Gather per SKU the sellable stock, confirmed inbound quantities with expected arrival dates, demand history, supplier lead times, and the supplier minimums and pack sizes.
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Spark playbook scenarios · Spark: AI Store Assistant
Calculate suggested reorder quantities
Suggested amounts are copied from the last purchase order, ignoring what is inbound and what the supplier will accept. In this case, the immediate task is to calculate suggested reorder quantities. The workflow should produce a replenishment plan with timing and quantity rationale from the merchant's demand history, inbound quantities and pack sizes.
Topic
Replenishment and Inventory Planning
Target keyword
shopify reorder quantity calculator
Copyable AI prompt
A prompt you can drop directly into Spark
First replace every [bracketed] placeholder with real store scope and constraints, then add any actual records or data you have, and paste it into your preferred AI assistant or Spark agent. Spark will follow this page's workflow to produce structured output and verification steps.
ai-prompt.txt
Act as a Shopify operations specialist.
Help me calculate suggested reorder quantities.
My store context is [describe the business, products and target audience].
My scope is [specify the affected products, pages, customers or reporting period]. Use these inputs: [per-SKU sellable stock, confirmed inbound quantities with expected arrival dates, demand history, supplier lead times, and supplier minimums and pack sizes]. Compute the shortage as expected demand across the stated coverage target minus available and confirmed inbound quantity, adjust the raw amount for purchase orders already counted and round it up to pack sizes and minimums, recording which constraint set each final quantity.
Return a replenishment plan with timing and quantity rationale for the specified task.
Show the relevant evidence or before-and-after examples and explain how I can verify the result.
If essential data is missing, ask for it and mark unsupported conclusions as unknown.
Do not invent metrics, product claims or customer facts.
For any publication, message, account or store change, use only connected tools within my explicitly authorized scope and report success only after verification; otherwise provide the draft or proposed steps.How to solve
A recommended resolution workflow
Split the work into input, judgment, and deliverable phases. Verify each step's output before moving to the next.
02
Step 2
Compute the shortage as expected demand across the stated coverage target minus available and confirmed inbound quantity, adjust the raw amount for purchase orders already counted and round it up to pack sizes and minimums, recording which constraint set each final quantity.
03
Step 3
Deliver a quantity table showing the calculated shortage, final order amount, deciding constraint and timing rationale per SKU, then verify no suggested amount double-counts inbound stock and none cites the last purchase order as its basis.
FAQ
Common questions when running this scenario
Cover decision rules, frequent misunderstandings, and required inputs so the team aligns on prerequisites before execution.
How does inbound stock change the suggested amount?
Confirmed inbound quantities arriving inside the coverage period are subtracted from the shortage before any order is proposed, so the plan does not buy inventory already on the water. Unconfirmed quotes do not count. Where an arrival is uncertain, the inbound line is flagged and the amount shown with and without it.
Which constraint decides the final order amount?
The raw need is rounded up to the pack size, lifted to the supplier minimum if it falls below, and raised to a price break only where the merchant states one; the table records which constraint set each final figure. Without that record a larger order looks like an error. The deciding constraint travels with the quantity into the purchase order.
How is the target coverage period set?
Coverage spans the supplier lead time plus the buffer the merchant states, expressed per SKU rather than store-wide, since lead times differ by supplier. A longer target ties up cash and raises obsolescence risk, so the stated target is respected rather than extended. Slow movers whose current coverage already exceeds the target are flagged instead of ordered.
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