30% Inventory Reduction Without Sacrificing Service Levels: Wild Republic's Planning Transformation
How Streamline enabled demand forecasting and dynamic safety stock planning across Wild Republic's international operations
About the client
Wild Republic is a US-based toy company founded in 1979 with a mission to inspire children's love for nature through playful, educational, and wildlife-themed products. Operating across four continents, the company distributes its product lines in the United States, Canada, Denmark, the United Kingdom, China, India, and Australia.
About the partner
Anamind is a certified Streamline’s partner in India, working with companies to improve demand forecasting and inventory planning through established frameworks and hands-on implementation.
Challenge
Operating across multiple international markets with complex sourcing and long import lead times, Wild Republic needed a more disciplined approach to inventory planning and replenishment:
Replenishment decisions lacked forward-looking demand signals
Excess stock tied up working capital while stockouts on key lines drove lost sales
Partial order reships and backorders created recurring cash flow disruptions
Finance and leadership had limited visibility into inventory positions and planning impact
Project
Anamind implemented Streamline within Wild Republic's planning infrastructure, integrating it with the company's existing systems and immediately engaging sales, marketing, and operations teams. The rollout introduced structured demand forecasting and dynamic safety stock planning, supported by a monthly sales and operations planning cadence. Finance and leadership gained consolidated visibility into inventory positions and the downstream impact of planning decisions.
Outcomes
<1 month to go live
30%+ reduction in inventory levels
5%+ improvement in service levels
90%+ forecasting accuracy
“Streamline really gave us visibility to all the moving parts. It was able to roll it up at a level that finance really loved to see the detail of what the impact was of any change we were going to make — and really gave leadership a directional view of: this is where we are, this is where we're going.”