Which spare parts are actually worth stocking

Carrying every spare is expensive; carrying the wrong ones is dangerous — criticality is how you choose.

Carrying every spare is expensive; carrying the wrong ones is dangerous — criticality is how you choose.

Every storeroom tells the same story: shelves of parts nobody will ever need, and the one bearing that matters on a six-week lead time. Spare-parts strategy is really a risk decision — what you stock is what you're willing to wait for.

• Score parts by consequence, not price
• What stops if this part is missing? A R200 seal on a critical line outranks a R20,000 motor on a redundant one
• How long is the lead time? Long-lead items earn shelf space faster
• Is the part shared across assets? One spare covering five machines is efficient insurance
• Can it be repaired or must it be replaced? Repairables change the calculus

Minimum stock should reflect usage rate plus lead-time demand, not a guess made at commissioning. Review the levels annually — a machine that's been decommissioned shouldn't still be holding spares.

• Set min/max from reality

The most valuable question in a breakdown is 'do we have it?' — and it should take seconds to answer. When parts are linked to the assets they serve, the technician who finds the fault can see stock, bin location and reorder status without leaving the work order.

• Link parts to assets