“We compare to the previous generation, apply a year-on-year multiplier, marketing scaling... but at the end of the day, we're still guessing.”

Most brands worry about seasonality. Arc's problem is harder: every September, Apple launches a new iPhone and Arc's bestsellers change overnight. In launch month, roughly 85% of sales come from cases for a phone that did not exist the month before.

The calendar repeats relentlessly: iPhone in September, Pixel in October, Samsung in February, with a full month of zero production every Chinese New Year to plan around.

Stock too little and you miss the biggest revenue weeks of the year. Stock too much of the old generation and you are left holding cases for phones nobody buys anymore, in a category where last year's model loses value fast.

Before Rewize, that planning lived in spreadsheets. As Bojan puts it: "Excel and manual work. We do the budget for the year, we evaluate it every month, and we start pre-producing in July because we want our product ready at the iPhone launch."

The guessing had to happen across a genuinely complex network: a production hub in Asia feeding fulfillment centers on three continents plus Amazon FBA, with a dozen sales channels pulling from them, each region with its own transfer time.

Arc had evaluated heavyweight systems and found them bloated for the job: full ERP suites where they only needed forecasting, inventory and purchasing, with an implementation to match.

"Implementation time is definitely something we would be really skeptical about," says Bojan. "That's why we were searching for alternatives."

Rewize mapped Arc's full network during onboarding (suppliers, warehouses, channels, and the geo logic connecting them), and recommendations started flowing the same week. No migration project, no consultants.

• One plan for the whole network: demand is forecast per region and per channel, then translated into what to buy from the supplier and what to transfer from the hub to each warehouse, each with its own lead time
• Reorders and transfers on a cadence: health labels (out of stock, at risk, reorder, healthy, overstock) show what needs attention today, per location, instead of scanning a spreadsheet per warehouse
• Finance runs on the same numbers: month-end inventory reconciliation across all 3PLs uses Rewize as the single source of truth
• The launch runs through the system: in July, Arc pushed its entire next-generation launch buy through Rewize, timed on the 40-day lead time so stock lands in every region before September's launch day

Bestsellers stay in stock. The products that drive 80% of Arc's revenue went from missing 8.3% of days at onboarding to about 3% by summer: in stock 97 days out of 100, heading into the launch quarter. Estimated revenue lost to those out-of-stock days fell by roughly 80% between the first weeks and mid-year. Valuing every missed day at the product's most recent sales rate instead of a flat average, the improvement holds, and gets slightly stronger.

Availability improved where it used to hurt most. By August, the European and UK warehouses ran at essentially zero stockouts on bestsellers, and Amazon FBA, historically the hardest location to keep filled, recovered from frequent spring gaps to fully stocked. Two brand-new fulfillment locations were brought online and filled mid-year without disrupting the rest of the network.

Less cash is trapped in last year's phones. The share of inventory sitting in old-generation products fell from 43% to 31%, even as total stock was deliberately built up for the new launch. In this category, that mix shift is cash protection: the stock on the shelves is the stock that still sells.

And the whole machine doubled. Arc's revenue on comparable months roughly doubled year over year, driven by Arc's own products and marketing. Rewize's job was making sure that growth arrived on shelves that were actually stocked, across 9 locations and multiple channels, without planning falling back into spreadsheets.