As companies have very different starting points, available data and resources, the categorization framework should support various and changing business requirements. For example in the case company, the original target was to increase the service perfor- mance to the desired level. The management found the analysis very useful and several actions were taken according to the analysis and there were clear signs of improvements. Now that the company hadachieved the primary goal, the next target would be to optimize the inventory value and stock-holding costs. The suggested categoriza- tion method can also support this challenge by adding the inventory value KPI to the analysis to recognize the links between service performance and inventory value in the given group. While not being a design criterion, the framework was also to be seen as a good communication tool in the case company. It clearly highlights the current performance gaps in a presentable categorization scheme. The result can be discussed with the stakeholders of distribution chain to increase awareness of the current situation, possible focus areas and root causes for the gaps.