
There is no universal good. Healthy ranges vary widely across sectors: fast-moving consumer goods rotate many times a year while industrial spare parts can run below two by design. The number that matters is the ratio read alongside service level: a high turnover at a degraded service level is worse than a moderate turnover at a protected one. Lead time profile, SKU criticality and demand variability also reshape what is reasonable, so benchmarking should compare similar product families rather than company-wide averages. The most useful reading tracks the trend over time and against the service level target the business actually commits to.