The measurement for quality in a clinical laboratory is to deliver reliable patient results within a specific time frame. In order to do so, it needs sufficient stock levels at all times. Unfortunately, little attention is given to inventory management and a designated laboratory worker is assigned to do inventory management tasks. In order to optimize inventory management, principles should be implemented to plan for future demands, buffer for present stock shortage, eliminate obsolete stock and modernise the system to ease follow ups on orders and back orders for all relevant staff. An experimental approach was used where known principles and methods were applied to determine if the outcome would add value. Interviews with staff, historical data and observations in terms of time and money were statistically analysed. It was concluded that all principles, including modifying safety stock were valuable in optimizing inventory management. The amount of safety stock to carry should be determined by the balance between cost and services needed. The principles should be extended to the entire inventory and real-time receiving should be investigated and implemented for added improvement.