On-hand inventory value broken down per Oracle Inventory Cloud organisation. Shows where working capital is tied up across the network.
At a glance
The on-hand value of inventory split by Oracle Inventory Cloud organisation, valued at the cost method configured for each org (typically Average Cost for distribution and Standard Cost for manufacturing in Fortune 500 implementations). Where the Total Inventory Value card gives the single consolidated number, this card answers the next question every operations leader asks: which warehouse, plant, or distribution centre is holding it. It is the working-capital heat map across the physical network.
| What it counts | On-hand quantity multiplied by unit cost, summed within each inventory organisation and then presented org by org. Includes finished goods, raw materials, and WIP (where the Manufacturing module is enabled). Excludes consigned stock owned by suppliers, in-transit not yet received into an org, and customer-owned inventory. |
| Currency | Multi-Ledger architecture: each org’s value is held in its ledger currency and translated to the reporting currency at the configured cost-rate FX. The bar chart can show native or consolidated currency depending on the dashboard filter. |
| Cost method | Respects the method configured per inventory org. Average Cost (common in distribution) revalues with each receipt; Standard Cost (common in manufacturing) holds steady with variances posted separately. |
| Inventory Org scope | Card respects the dashboard’s selected Business Unit and inventory-org filter. By default rolls up every inventory org the connected role can see, then breaks the total out by org. |
| Time window | Real-time snapshot (RT). |
| Alert trigger | None by default. Pair with Inventory Turnover Ratio and Slow-Moving Items for actionable signals at the org level. |
| Roles | owner, operations, finance |
Calculation
Calculated automatically from your Oracle ERP Cloud data. See the At a glance summary above for what the metric tracks and the worked example below for a typical reading.Worked example
A US Fortune 500 omnichannel home-goods retailer on Oracle ERP Cloud plus Oracle Inventory Cloud, running nine inventory organisations across two ledgers. Snapshot 12 Apr 26. Reporting ledger is the US ledger (USD).| Inventory org | Type | On-hand value (USD, as-configured cost) |
|---|---|---|
| US-DC-EAST (Atlanta) | Distribution | $92,400,000 |
| US-DC-WEST (Reno) | Distribution | $71,800,000 |
| US-DC-CENTRAL (Dallas) | Distribution | $43,100,000 |
| MX-PLANT-01 (Monterrey assembly) | Manufacturing | $24,600,000 |
| UK-DC-01 (Daventry) | Distribution | $28,900,000 |
| NL-DC-01 (Venlo) | Distribution | $19,500,000 |
| Total across all orgs | $280,300,000 |
- Atlanta and Reno hold 59% of working capital. US-DC-EAST and US-DC-WEST together carry 280.3M total. A single overstock decision in either of these two orgs moves the consolidated Balance Sheet meaningfully, which is exactly why the org-level breakout matters more than the headline number for operations planning.
- The Monterrey plant carries Standard Cost, the DCs carry Average Cost. MX-PLANT-01 is a manufacturing org and uses Standard Cost, so its $24.6M is held at the engineered standard with purchase-price and usage variances posted to separate variance accounts. The DCs use Average Cost and revalue with every receipt. The card sums each org as-configured, so the bars are not strictly like-for-like cost bases. This is normal in a mixed Fortune 500 estate.
- EU orgs carry FX exposure. UK-DC-01 and NL-DC-01 together hold 2.4M with no physical change to stock. Pair with FX Currency Exposure.
- Dallas is the rebalancing candidate. US-DC-CENTRAL at $43.1M is the smallest US distribution org but its Inventory Turnover Ratio reads lower than East and West, which usually signals stock parked in the wrong location rather than genuine demand. Cross-reference Slow-Moving Items filtered to this org.
- Cycle-count health is per org. Each inventory org runs its own Cycle Count program on its own ABC cadence. An org with overdue counts drifts from physical reality independently of the others, so a single bar can be stale while the rest of the chart is accurate.
Sibling cards merchants should reference together
Inventory Value by Inventory Org tells you where the stock sits. Pair it with these to understand whether each location is healthy.| Card | Why pair it with Inventory Value by Inventory Org |
|---|---|
| Total Inventory Value | The consolidated total this card breaks down. The sum of the bars equals the headline. |
| On-Hand Inventory Value (by Inventory Org) | The executive-overview roll-up of the same on-hand value, framed for the working-capital headline. |
| Inventory Aging | The aging curve inside each org. A large bar with old stock is a write-down risk; a large bar with fast turns is healthy. |
| Slow-Moving Items (>90d no movement) | The trapped-cash subset within each org’s total. |
| Inventory Turnover Ratio | Velocity per org tells you whether a high bar is efficient or bloated. |
| Inventory Carrying Cost | What each org’s stockpile costs per period in capital, warehousing, and insurance. |
| Top SKUs by Inventory Value | The Pareto view; usually a handful of SKUs drive most of an org’s value. |
Reconciling against Oracle ERP Cloud
Where to look in Oracle ERP Cloud:Navigator → Inventory → Reports → Inventory Value Report (run per inventory organisation) Navigator → Cost Management → Inventory Valuation Report (audit-grade, period-end, per org) Reports and Analytics → OTBI → Inventory Real Time Subject Area → On Hand Value (group by Inventory Organisation)The Inventory Value Report run per org at the same snapshot date should match each bar to within rounding. The Cost Management Inventory Valuation Report is the audit version that locks period-end values per org for financial-close use. OTBI grouped by inventory organisation is the fastest way for operations teams to reproduce the chart. Common mistakes when comparing against Oracle’s own reports:
- Running the report at Business Unit level instead of inventory org. A Business Unit can span several inventory orgs. Comparing a BU-level total against a single bar will never reconcile. Match the scope exactly.
- Forgetting subinventory exclusions. Some implementations exclude Quarantine, Damage, or Hold subinventories from reported value. The card includes all subinventories by default, so an org with a large quarantine bin can read higher than a filtered report.
- Comparing a live snapshot against a locked period-end valuation. The card is real-time; the Inventory Valuation Report is fiscal-close locked. Mid-period the bars move with each receipt and shipment.
| Reason | Direction | Why |
|---|---|---|
| Sync timing vs period close | Either | Card is real-time; the period-end valuation is locked at fiscal close. Mid-period the org bars move with every receipt and shipment. |
| Cost method per org | Either | Average Cost revalues with each receipt; Standard Cost holds with variances posted separately. The card respects the election per org, so two orgs with the same physical stock can show different values. |
| Subinventory inclusion | Either | Card includes all subinventories by default; a report that excludes Quarantine or Damage bins reads lower. The field map can override. |
| Landed Cost timing | Card may understate | If Landed Cost Management has unprocessed import documents for an org, duty and freight have not yet rolled into that org’s unit costs. |
| In-transit attribution | Either | In-transit between orgs is excluded by default. A report that books in-transit to the receiving org early will differ. |