This is not even close to true.
HD and Lowes systems are amazingly sophisticated and do great job with most of their inventory.
See, "do great job with
most of their inventory." is not nearly good enough. The whole point of inventory management is to achieve a very high level of accuracy.
And that requires a lot of organizational effort and resources. You need well-trained people on the floor taking the time to frequently check inventory, with the power to correct it. Stockers need to be trained and evaluated in their accuracy so they don't just hide **** anywhere and everywhere (lookin' at YOU, Home Despot). You need a well-designed floor plan that's understandable and realistic. You need loss prevention that's on their toes (lookin' at YOU, bLowes) so stuff stops flowing out the door or dock without being noted. You need a million little policies and procedures that prioritize accuracy (for example, being able to quickly correct stolen inventory without being "blamed").
Accurate inventory is one important piece of what allows these large retailers to closely and very accurately manage what goes where and when. For all their many faults, boring old logistics and data are the big advantages Menards and Walmart have over their competition.
Walmart's expansion into ubiquity is well-known, and it didn't happen because of low prices; it happened because they were so much better at plain old logistics and data that they were able to purchase in huge volumes, lower wasted inventory and effort, and maintain lower prices and huge inventories while still making profits. Obviously the cracks have really been showing in the last several years; Walmart is not maintaining this focus on what got them so big, and aggressive cost-cutting is leading to an overall rotten (and getting worse) consumer experience.
The same goes for Menards; they are first and foremost a logistics and data company. For example, one reason they have not expanded nationwide is logistics; they only place stores where they meet specific logistics criteria for getting goods to the stores within a certain amount of time and cost.
As another example, they have quietly pursued vertical integration for quite a few goods, and have invested heavily in buying or building US manufacturing capacity for many of the construction materials they sell (trusses, doors, decking, concrete blocks, countertops, etc.) under the Midwest Manufacturing name. And these are also strategically located in relation to the stores.
Menards also has top-shelf loss prevention. The point is, there are a lot of elements to inventory control, but it all comes down to accurate data. Some companies make this a fundamental, long-range high priority, and gosharootie, for some reason they're the ones that seem to do better in the long term.
When this fails, or the ***** MBAs focus only on the short term, the symptom we, the unwashed rabble of commoners, see is that the stuff we need is not on the shelf when and where we need it.
That irritating empty shelf at bLowes where the 1/4" copper line used to be until it was stolen and never replaced represents the end of a long chain of stupid, short-sighted corporate decisions.
Same for those tool batteries at Home Despot. These end up stolen quite a bit, yes, but for some reason the stockers at HD are the absolute kings and queens of stashing stuff in random places. Once in a while a search party will return with the saw blades I needed that were tucked behind a pile of tile sponges, but more often my order is just cancelled or I get a shrug and a blank stare. It's all a lot of wasted effort and nonsense, most likely traceable to corporate understaffing.
Meanwhile, I needed a specific 1/4-5/16 magnetic flip bit, and the Menards website told me there were two at a specific store on a specific shelf and section. And when I got there, by gum there were indeed two exactly where they were supposed to be.