Start with the items that stop the press
High-use items need closer watching than occasional ones. Start with the items that can stop production the same day they run out, especially CTP plates, processor chemistry, press blankets, wash-up supplies and plate handling items. If you print for retail, packaging or quick turn work in Johannesburg, Pretoria or further out on the N1 corridor, a missed delivery can cost more than the stock itself.
Make a list of the items used every week, then mark the ones that cannot wait until tomorrow. Those are your criticals. For each item, write down the average weekly use, the delivery lead time, and the minimum quantity needed to keep one shift or one full day running. This gives you a clear starting point instead of guessing off memory.
- CTP plates by size and plate type
- Developer, gum and other chemistry
- Offset blankets and packing materials
- Wash-up cloths, wipes and dampening related consumables
- Filters, rollers and basic processor parts
Set minimum levels from real usage, not gut feel
Review your actual usage across the past 8 to 12 weeks and calculate a weekly average. If your press room uses 40 plates a week and 18 litres of chemistry, that gives you a more useful baseline than an old figure noted down last year. Then include a safety buffer for spoilage, remade jobs and the occasional late delivery from your supplier.
A simple rule is to keep enough stock for normal use during lead time plus a small buffer. If plates take 3 working days to land and you use 10 plates a day, your minimum should not be below 30 plates, with extra for spoilage. In the rainy season, humidity can affect storage and handling so that buffer matters even more. Do not let stock fall to the last carton if your production line cannot pause.
- Use 8 to 12 weeks of issue history where possible
- Separate normal use from once-off rush jobs
- Add a buffer for spoilage, test starts and reprints
- Adjust higher when seasonal work picks up
Work out the reorder point and keep it visible
Your reorder point is the level that tells you when to place the next order. It should be high enough to cover the time between ordering and delivery, plus a little breathing room. For most print rooms, that means ordering before the shelf looks empty. Waiting until the last box is opened is how you end up paying courier fees and losing hours on the press.
Keep the reorder point written on the shelf label, on a stock sheet or in your purchasing system. If more than one person handles receiving, make sure everyone uses the same number. A clean rule works best: when stock hits the reorder point, the order goes out that day. If there are long weekends, December shutdowns or municipal transport delays, raise the point in advance.
- Reorder point = lead time use plus safety stock
- Check it monthly, not once a year
- Increase it before public holidays and year-end shutdowns
- Use one approved number for each item
Separate fast movers from slow movers
Weekly movers and slow shelf items need different reorder points. Do not tie up cash in slow-moving stock just because it was on special once. Plates for common repeat jobs may need tighter control and higher minimums, while specialist sizes can be ordered more carefully. The same applies to chemistry, where one processor line may need steady top-up and another may only need small top-up quantities.
Review the store room by category and decide what belongs in a standard safety stock, what must be ordered per job, and what should be kept as emergency cover only. In a plant with offset and finishing under one roof, the same rule may not suit every department. Keep the numbers practical, and if a line is not moving, reduce the minimum instead of letting it sit and age.
- Weekly movers need closer control
- Special sizes or niche items need lower minimums
- Slow movers should not eat up shelf space and cash
- Keep emergency stock separate from normal issue stock
Check storage, handling and shelf life before you raise stock
Extra stock only helps if it stays in good condition. Stored plates need a flat, dry and clean spot. Chemistry needs clear labels, first-in first-out rotation and the correct temperature range. Blankets should be kept clean and protected from dust, oil and sunlight. In hot store rooms or damp areas near loading bays, poor storage can ruin good stock before it is used.
Before increasing stock levels, check whether your shelves, racking and handling practices can support it. Make sure cartons are off the floor, batches are marked, and opened packs are sealed properly. A storeman or supervisor should inspect the area weekly for leaks, swelling cartons, damaged wrapping and outdated material. It saves money and avoids problems on press day.
- Store dry consumables off the floor
- Rotate by batch and expiry date
- Keep labels readable and products sealed
- Inspect for heat, moisture and damage every week
Use a simple monthly stock review checklist
A monthly review keeps stock levels honest. It also helps you spot rising usage before it becomes a crisis. Review the last month of issues, open purchase orders, receiving delays and any production stoppages linked to stock shortages. If the same item has been urgently ordered twice, the minimum is probably too low.
Use this checklist at month end or after a busy production cycle. It works well for a small store room in Industria West or a larger operation serving multiple sites across Gauteng. Keep the review short enough that people will actually do it, but detailed enough to catch repeat problems.
- Compare actual usage to the planned minimum
- Check open orders and supplier lead times
- Note any spoilage, damage or expired stock
- Raise or reduce levels based on current print volume
- Record one action per item, not a vague comment
When the numbers are kept current, buying gets easier and production gets calmer. That is the point of stock control, not filling every shelf just because there is space.
