The change in the paradigm of inventory from valuable assets to worthless assets forces a company to vary its business process innovation. Companies that have not implemented a just-in-time system have to prepare process innovation that focused on minimizing inventory and avoiding deadstock (Pinçe & Dekker 2011, Van Jaarsveld & Dekker 2011.Previous studies showed that the main reason for slow-moving and dead stock is the low or rare demands for goods (Mobarakeh et al. 2017, Petropoulos et al. 2019, excessive stocks (Escalona et al. 2019, Matsebatlela & Mpofu 2015), seasonal product (Panda et al. 2008), design errors that make these goods unsold (Fan & Zhou 2018), and the lack of follow-up initiatives for stocks with low turnover (Chuang & Zhao 2019). Slow-moving and dead stocks certainly affect the newness or the obsolescence of the products and the huge carrying cost of stock (Fan & Zhou 2018, He & Wang 2019). Thus, slow-moving and dead stocks should be anticipated, and when they occur, these stocks should be wisely handled as not to impact the company's finance negatively. Manufacturing companies have three types of inventories, namely, raw materials, work in process and finished good inventory. Each type of inventories requires appropriate inventory management (