How to identify and remove the glass SKUs that drain resources without draining revenue.
In glass distribution, it’s easy for SKU counts to swell. Between variations in thickness, tint, coatings, edge treatments, and dimensions, each customer request can feel like a valid reason to add a new item. Over time, this leads to bloated catalogs where many SKUs contribute little to revenue—but cost a lot to maintain.
Low-velocity, high-complexity SKUs are the worst offenders. These are the items that:
Sell fewer than 3–5 times a year
Require custom handling or storage (e.g., oversized laminated panels or mirrored coatings prone to scratching)
Demand supplier MOQs or long lead times
Create frequent order issues due to dimensional complexity
For example, a U.S.-based distributor of architectural and safety glass recently audited 5,500 SKUs and found that 28% had fewer than two sales in the past 12 months. Many of these were complex laminated builds or obscure tints ordered for one-off projects. Worse, they were taking up prime warehouse racking and inflating cycle counting labor.
The first step to cleaning up this type of glass SKU bloat is building a rationalization matrix. Each item should be scored on two axes: velocity (units/year) and complexity (storage, sourcing, packaging difficulty). High complexity, low velocity? That’s a clear candidate for retirement or special-order status.
But cleanup doesn’t mean cutting these SKUs immediately. You’ll need a phased approach:
Identify candidates using a 12–24 month sales window.
Review cross-functional feedback—sales may advocate for retaining items linked to project-based clients.
Classify for action: Retire, convert to special-order only, or retain with stocking limits.
Communicate changes clearly with customers and internal teams.
One common sticking point is fear of losing business from clients who rely on niche SKUs. Here’s where segment analysis helps. If a SKU was ordered only twice, by a single small customer, the risk of retirement is low. But if a SKU has low frequency but high-margin project value, consider a just-in-time stocking model instead.
Some distributors create a “sunset list” of items that will be phased out over 3–6 months. This gives customers time to adjust and lets purchasing avoid sudden dead stock. This also lets you batch supplier buybacks or clearance efforts, especially for coated or specialty glass with shelf-life sensitivities.
:
Not all SKUs deserve a permanent place in your catalog. Especially in glass distribution, where complexity compounds costs, SKU cleanup is an operational win. By focusing on the intersection of velocity and complexity, distributors can reduce overhead, improve fulfillment speed, and reallocate space toward high-demand products. The path to profitability often begins by letting go.
