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Critical Spares Classification & Reorder Worksheet

An interactive worksheet to classify spares by criticality, capture lead time and usage data, and guide recommended safety stock, min/max stocking levels, and reorder policies with practical scoring rubrics and calculation guidance.

Interactive Tool

Critical Spares Classification & Reorder Worksheet

Use this worksheet to capture part master data, evaluate criticality using a simple rubric, record supply and usage characteristics, and produce recommended safety stock, reorder point, and min/max guidance. The form saves your entries so teams can review, compare, and prioritize spare-part decisions. Read the Help notes beside each field for quick formulas and practical tips.

Primary identifier used in your CMMS/ERP. Required.
Short description to help technicians and planners identify the item. Include alternate names or OEM references.
Link to the asset record in CMMS, a cell/location, or a URL to equipment documentation.
Link to the standard work or replacement procedure so technicians can find instructions quickly.
Supplier name and part number. Note multiple approved suppliers if available.
Confirmed lead time from purchase order to delivery under normal conditions. Use calendar days. If lead time varies, record a conservative (higher) value.
How reliable is the lead-time estimate? Low confidence argues for higher safety stock.
Average consumption over the last 6–12 months or predicted usage rate. If intermittent, use a period-average or note usage pattern below.
Choose the pattern that best matches how the part is used. Bursty and intermittent parts usually need different stocking logic.
Purchase cost per unit. Useful for working-capital and ABC analysis.
Is the part going obsolete (EOL), manufacturer discontinued, or at risk due to model changes? High risk suggests buy-ahead / lifetime buy conversations.
0 = no impact, 5 = total line shutdown. Consider how a missing part affects throughput, safety, or regulatory compliance.
1.0 10.0
0 = none, 5 = immediate risk to people or compliance. Safety-critical parts should be prioritized even at higher carrying cost.
1.0 10.0
0 = many substitutes available, 5 = unique, single-fit item with no alternatives. Unique items score higher for criticality.
1.0 10.0
Select 'Yes' if only one known supplier exists or alternative suppliers require significant rework or long lead times.
0 = quick swap-out, <1 hour; 5 = requires extended downtime, skilled technician, alignment/calibration, or multiple parts.
1.0 10.0
Add the numeric scores you entered above (service_impact + safety + substitutability + replacement_complexity). If single-source = Yes, add +2 to the sum. Use the total to assign a priority bucket: 12+ = Critical, 8–11 = High, 5–7 = Medium, 0–4 = Low.
Choose the bucket that matches your organization's risk tolerance. Use the calculated score as a guide, not a rule.
A practical way to set safety stock is 'days of cover'. For example, enter 7 for one week of cover. Critical parts often need more days; low-risk items may be 0–2 days.
Guidance: safety stock ≈ (avg daily usage) × (safety_days). avg daily usage = avg_usage_per_month / 30. Alternatively, use your preferred statistical method. Enter the computed number here.
Guidance: reorder point ≈ (avg daily usage × lead_time_days) + recommended_safety_stock. Calculate and enter the value here so planners know when to place the next order.
Common practice: min stock = recommended_safety_stock (or a floor value determined by spares policy). Enter the minimum quantity to keep on hand.
Common practice: max stock = min_stock + (average usage × coverage months). Example: min + avg_monthly_usage × 1 (one month coverage). Adjust for cost and obsolescence risk.
Select a policy that fits the part's criticality and cost. Critical parts often use min/max or reorder point; low-cost, low-risk items can be buy-on-demand.
Any special considerations: tooling required, calibration after replacement, inspection frequency, recommended substitutes, kit requirements, or planned obsolescence actions.
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