Cin7 pricing — the tiers are published, and the order bands decide the bill

The published plans, read on their own page today

Cin7 sells two products. Cin7 Core is the cloud inventory and order management system with published pricing. Cin7 Omni is the enterprise option, described as fully customisable, and it carries no published price. Everything below was read from cin7.com on 20 August 2026, in US dollars, excluding tax, on monthly billing — no annual toggle was shown on the page.

• Cin7 Core Standard — $349 a month. 5 users, 6,000 sale orders a year, 2 e-commerce and app integrations.
• Cin7 Core Pro — $599 a month. 10 users, 24,000 sale orders a year, 4 integrations.
• Cin7 Core Advanced — $1,199 a month. 15 users, 120,000 sale orders a year, 6 integrations. More volume and integrations available for purchase.
• Cin7 Omni — contact for pricing. 8 users, flexible order volume, 5 integrations.

All tiers include unlimited inventory locations and 24/7 support, and additional users can be purchased on any plan.

Two habits worth applying here and everywhere. First, name the billing basis on every figure you write down. These are monthly-billing prices with no annual alternative shown; if a salesperson quotes you an annual number, divide it by twelve and check whether it equals $349, $599 or $1,199 before you compare anything. That single division is how you avoid comparing two different billing bases and concluding something confident and wrong.

Second, third-party pricing directories are not the vendor. Several currently carry figures for this product that do not match what the vendor's own page shows. Read the source page, note the date you read it, and treat anything else as a hint.

The real unit is cost per order, and it moves tenfold

Nobody buys a tier. They buy the orders the tier permits. So convert the ladder into the number that actually matters — annual fee divided by the orders it covers.

At the top of each band, where the plan is fully used:

• Standard — $4,188 a year for 6,000 orders. That is $0.698 per order, or $698 per thousand.
• Pro — $7,188 a year for 24,000 orders. $0.30 per order, or $299.50 per thousand.
• Advanced — $14,388 a year for 120,000 orders. $0.12 per order, or $119.90 per thousand.

That is a clean, sensible volume curve, and it is the version of the story the pricing page tells: the more you grow, the less each order costs to process. Fine.

Now stand one order inside a band instead of at the top of it. A business shipping 6,001 orders a year is on Pro, paying $7,188 for 6,001 orders — $1.20 per order. That is 72% worse per order than the business shipping 6,000, and worse than any figure on the list.

So the effective cost of the identical software ranges from $0.12 to $1.20 per sale order, a tenfold spread, decided by nothing except where your annual order count falls relative to a line you cannot see on the pricing page.

None of this is a trick. Every banded product behaves this way, and Cin7 publishes the bands plainly, which a great many vendors in this category do not. It just means the useful question is not "which plan" but "how far past a band edge am I about to step, and when" — and the answer should be based on next year's order volume, not this year's.

Two band edges, and one of them doubles the bill

Walk the edges one at a time and they are not remotely equal.

• Going from 6,000 to 6,001 sale orders a year moves you from $349 to $599 a month — a 71.6% increase in your bill for one additional order.
• Going from 24,000 to 24,001 moves you from $599 to $1,199 — a 100.2% increase. One order doubles the bill.

Put that in annual terms, because it is easier to feel. The 24,001st sale order of your year adds $7,200 to your annual software cost all by itself — which is more than the entire Pro plan costs for the 24,000 orders before it.

Two things follow, and neither of them is "avoid Cin7".

First: know your real number before you pick. 24,000 sale orders a year is 2,000 a month, or about 65 a day. That is a genuinely successful small brand, not an enterprise, and it is exactly the size at which a growth year quietly pushes you across the most expensive line on the ladder. Ask, before you sign, what happens when you exceed the allowance mid-term: does it auto-upgrade, is it billed as an overage, is it enforced at all, and what notice do you get? Get the answer in writing.

Second: check what a sale order means to them. Whether B2B orders, wholesale lines, marketplace orders and multi-line orders each count once is not a detail — it is the meter on the whole contract. A wholesale-heavy brand and a DTC brand with identical revenue can sit two tiers apart on this definition alone.

Convert the other bands into daily language while you are at it. Standard's 6,000 a year is about 16 orders a day. Advanced's 120,000 is about 330 a day. The gap between the second and third rung covers an enormous range of business sizes, which is why so many buyers land on Pro and stay there for years.

The seat and integration maths reverses at the top tier

Here is the part of this price list that nobody seems to work through, and it changes which tier represents value.

Divide each monthly fee by the users it includes:

• Standard — $349 for 5 users is $69.80 per user per month.
• Pro — $599 for 10 users is $59.90 per user.
• Advanced — $1,199 for 15 users is $79.93 per user.

The curve does not descend. It descends and then reverses: on a per-seat basis, Advanced is the most expensive tier on the ladder — 33% more per user than Pro, and 14% more than the entry plan.

The same thing happens on integrations. $349 for 2 is $174.50 each; $599 for 4 is $149.75 each; $1,199 for 6 is $199.83 each. Again the top tier is the worst per unit.

That is not an accusation of anything. It tells you plainly what the top tier is actually selling, which is order volume — Advanced multiplies your order allowance by five while adding 50% more seats and two more connections. Read that way the pricing is coherent and honest. It just means the tier is badly matched to a business that is seat-heavy and order-light.

The clearest way to see it is orders per included user: 1,200 on Standard, 2,400 on Pro, 8,000 on Advanced. Cin7's ladder assumes each of your people handles six times more order volume at the top than at the bottom. If your team does not scale that way — because you have warehouse staff, buyers, finance and customer service all needing logins against modest order counts — you will be paying for order headroom you cannot use in order to buy seats.

In that situation the honest move is to price Pro plus purchased extra seats against Advanced, and ask for the per-seat rate in writing before you assume the bigger tier is better value. Note also that Cin7 Omni, the quote-only enterprise product, includes 8 users and 5 integrations — between Pro and Advanced on both counts — which suggests seat count is negotiable at that level rather than fixed.

The number that is not on the pricing page

Implementation. Cin7 offers onboarding in several formats — group sessions, one-to-one, and partner-led — and publishes no dollar figure for any of them on the pricing page. Third-party sources put implementation for a system of this class in the low thousands, and we are not going to print somebody else's estimate as though it were the vendor's number, because we did not read it on their page.

What we will say is that the line is real, it is material, and it must be quoted before you sign — along with four others that behave the same way and appear on no pricing page anywhere:

• Data migration. Historical orders, purchase orders, supplier records, cost history, and the mapping work behind them.
• Implementation partner fees, if you use one. Frequently larger than the software in year one — and frequently the right call anyway, because a badly configured inventory system is worse than no inventory system.
• Additional users beyond the tier allowance, at a rate you should have in writing before you need it.
• Contract term and exit. Annual or monthly, what notice is required, and what data leaves with you.

Data migration is the line that most often turns out not to be a migration at all. Across our managed accounts the most common blocker on a profitability project is not strategy and not software — it is that cost-of-goods data has been blank for four or five years on part of the catalogue. An inventory system inherits that blankness. Without a landed cost per product, every margin figure it produces is an estimate wearing a decimal point, and every reorder recommendation is built on one. So before you price the implementation, price the homework: who is going to establish landed cost per SKU, by when, and what happens to the timeline if that person is also running the business. Any proposal that promises profitability improvement without naming the data it needs from you is promising something it cannot deliver — a fair test to apply to us as much as to any vendor on your shortlist.

On that last point, the most decision-relevant document any software vendor publishes is the terms of service, not the pricing page. Quartile — a different category entirely, but the clearest published example available — sets a one-year initial term auto-renewing "for successive one-year periods", requires sixty days' written notice of non-renewal, states that fees are "due in advance of Services rendered" and non-refundable, and allows month-to-month only as a right they "may, in [their] sole discretion, grant certain Clients". Nothing improper — it is a normal enterprise contract. Draw it on a calendar and you get about 305 days a year in which you cannot act.

So put the notice date in a diary the week you sign, whatever inventory system you choose, and ask for written notice of any fee change. From any vendor, including us.

When Cin7 earns its price, and when it is a system you do not need yet

Be clear about the category. Cin7 Core is a multichannel inventory and order management system — a system of record. It holds SKUs, stock across locations, purchase orders, suppliers, costs, B2B and wholesale orders, and it syncs the result into your accounting. That is a real problem and Cin7 solves it.

You genuinely need something in this category when:

• You sell across several channels — your own store, Amazon, other marketplaces, wholesale, retail — and need one authoritative stock number that everybody trusts.
• You hold stock in more than one place: your own warehouse, a 3PL, FBA, plus in-transit.
• You raise purchase orders against suppliers with lead times and need landed cost tracked properly.
• You have B2B or EDI customers with compliance requirements.
• Your accounting has stopped agreeing with your stock, and somebody is reconciling it in a spreadsheet every month.

The opposite case is worth stating just as plainly, because it is common and expensive. If you sell only on Amazon, FBA does your fulfilment, you hold one pool of stock and you buy from two or three suppliers, then your system of record already exists — it is Seller Central plus your accounting package. Adding a mid-tier platform subscription plus a year-one implementation bill will give you a tidier view of information you already had. It will not, by itself, recover a dollar of margin.

We should be honest about our own position in that comparison too. Cin7 publishes three exact prices on its own page. Dr. Stock publishes none. Sellerboard publishes its tiers as well. On pricing transparency, both of them are ahead of us, and a reader who spotted that before we admitted it would be right to discount everything else we say.

The Amazon-side economics no inventory system touches

Here is the boundary, stated flatly so nobody is misled: we do not fulfil orders and we are not a system of record. Dr. Stock is not an ERP, it does not replace Cin7, and if the five conditions two sections up describe your business you should buy an inventory system regardless of what else you do.

What we do is the Amazon-side work that sits outside any system of record — the places where money leaks that no stock ledger is designed to notice:

• Size-tier misclassification. Amazon assigns a fulfilment size tier from its own recorded dimensions. When those are wrong, you pay the wrong fee on every single unit, indefinitely, and the error is invisible in your inventory system because your inventory system holds your dimensions, not Amazon's.
• Aged inventory. Amazon's FBA page states that units held in a fulfilment centre beyond 181 days attract an aged-inventory surcharge, charged monthly on top of ordinary storage. That is a date on a calendar per unit, not a stock level, and it is the point at which a slow SKU changes from an asset into a subscription.
• Claim windows. Shipment discrepancies, lost and damaged units and fee errors are recoverable, and the windows are short — commonly sixty days from the triggering event. A claim identified late is a claim not paid.
• The reimbursement rules changed. Amazon's updated FBA inventory reimbursement policy took effect on 31 March 2025, moving valuation toward manufacturing and sourcing cost. That shrinks the recoverable pool for every recovery service in the market and dates every reimbursement comparison published before it.
• Cash in dead SKUs, and the removal-versus-liquidation decision that follows from it.

And one that no system of record could ever hold, because it is not a data problem at all. On a food and supplement seller's account we watched perfectly good stock get auto-flagged as expired, because the expiry date was printed in dark ink on dark packaging and the fulfilment-centre scanner returned “no date found”. Under current bin-check practice, no legible expiry reads as expired. Three fixes came out of that one account: print expiry rather than manufacture dates, shorten the default shelf-life setting so the system's assumption matches reality, and treat label contrast as a fulfilment requirement rather than a design choice. Packaging decisions made in a design tool get graded by a warehouse camera, and your inventory platform will show the units as perfectly healthy right up until they are not.

That work is done by Fable 5 and supervised by operators from Full Circle, a full-service Amazon management company with more than $500M in managed revenue across 100+ brands. You choose the autonomy level, and inventory purchasing decisions always come to a human regardless of setting. Orbit is included at no additional cost — inventory, finance, ASIN profitability, plus BSR, buy box, price and fee trackers.

Two places to go next, and only if the description fits. If you want the head-to-head against the other inventory platforms rather than the price list, our Cin7 comparison covers who each one genuinely suits. And if the ads are where your margin is going rather than the stock, Dr. PPC publishes its price — $300 a month plus 3% of ad spend, capped, month-to-month — and is the cheaper place to start.