The challenge
Ölend is a brand specialized in bags and backpacks with a strong international presence.
Although its products have relatively stable demand year-round and don't require managing sizes in the apparel sense, the brand works with multiple sizes and colors of its best-selling models, resulting in a catalog with hundreds of active SKUs.
As the business grew, Ölend decided to open local warehouses in different markets to improve the buying experience and reduce delivery times. This strategy allowed it to offer better service to customers, but it also introduced new complexity in inventory management.
Each warehouse had to respond to the specific demand of its market, taking into account actual sales, available stock, outstanding orders, and replenishment lead times for each location.
The person in charge of purchasing had developed a solid working system that had supported the brand's growth for years. However, as the number of markets and variables to manage multiplied, that system began to show its limits.
The difficulty was no longer accessing the data, but turning all that information into purchasing decisions tailored to the reality of each market.
What changed
With Rondo, Ölend went from using a single purchasing process for all of its markets to adapting each decision to the specific reality of every one of them.
Information started updating automatically and became organized by product and warehouse, making it possible to analyze different demand scenarios before making a purchasing decision.
This made it possible to tailor purchasing criteria to the specific needs of each warehouse, structurally incorporating variables such as local demand, production lead times, and available stock at each location.
Beyond the impact observed on product availability, the team was able to incorporate meaningful operational improvements into its day-to-day work.
- Greater control over ordered and received quantities thanks to the integration between purchase orders and shipping notices.
- Better tracking of goods in transit to international warehouses.
- More structured management of production allocated to the wholesale channel.
- Greater visibility into production constraints and minimum order quantities for each supplier.
Before
1 purchasing process for every market
After
Europe
Market-specific decision
Americas
Market-specific decision
Asia
Market-specific decision
Results
The first purchasing decisions prepared with Rondo started showing their effect on product availability during May 2026.
Comparing this period to the previous months, Ölend saw a significant reduction in stockouts — while operating multiple international warehouses, each with different replenishment needs.
-43% stockouts — May 2026 vs. April 2026.
-39% stockouts — May 2026 vs. March 2026.
Stable inventory: the improvement was achieved without significantly increasing available stock.
Why it matters
As a brand grows internationally, purchasing decisions stop depending solely on how much of a product will sell.
They also start depending on where each product will sell, which warehouse will fulfill it, and how long it will take to replenish.
In this context, reducing stockouts is not simply about improving an operational metric. It means getting available inventory better distributed and aligned with the real demand of each location.
What stands out most in Ölend's case is that the improvement observed wasn't accompanied by a significant increase in total available stock. In fact, May was the month with the lowest stockout rate and, at the same time, the only one where total inventory decreased compared to the previous month.
In other words, the improvement doesn't seem to be explained by having more stock, but by making decisions better adapted to the specific reality of each market.
The results show a temporal correlation between the first purchases managed with Rondo and the observed evolution of stockouts. As with any operational analysis, they should be interpreted as a signal of improvement, not as isolated causal proof.