## 6 Conclusions  
Developing and implementing inventory control is a tailored process. Setting inventory levels low reduces holding costs, but the trade-off often includes lost sales, customer dissatisfaction, and operational inefficiencies. The key is to find an optimal balance where the inventories are low enough to fully meet demand while minimizing excess stock that ties up capital. Testing and analyzing elements influencing SC performance and customer satisfaction is advisable. Our research simulated a real-world business environment by exploring green inventory management's economic and environmental performance operating under periodic review (R, s, S) inventory policy fulfilling stochastic, normally distributed market demand. In this research, the lowest inventory levels needed to fulfill two fill rates of two market demand variabilities across various operational constraints, including 2 workweek schedules, 15 review periods, and 16 lead times, are the basis for the performance evaluation of 192000 SEs of the SC measured as costs and GHG emissions arising from inventory replenishments according to the ISO 14083 standard on route between Rotterdam and Amsterdam, Netherlands via six different vehicles under EURO 6 emission norm. From an economic point of green inventory management, our research showed that average total inventory-related costs, in most cases, decrease with the increase in the R + LT period. Maximal average total costs occur for R + LT = 1, while minimal occur in various R + LT combinations, confirming the need for simulation modeling. Prolonging the R + LT period from 1 to 30 days can reduce average total inventory-related costs 3.8 times in a 5-day and 5.1 times in a 7-day WS. Increasing the R + LT period from 1 to 2 days reduces costs by 41.8% on average, the most significant relative decrease in average total costs. The average total inventory-related costs for a 7-day are about 3.8% higher than for a 5-day WS, regardless of demand variability. With the increase in R + LT values, at around 15 days, total costs become lower for a 7-day workweek schedule. Demand variability consistently influences average total costs. On average, total costs are higher by 3.5% for high demand variability compared to low demand variability in a 5-day and 4.7% for a 7-day WS. Significant differences between maximal and minimal absolute total costs within R + LT groups occur. On average, comparing within the same workweek schedule and demand variability, differences are between 21% and 33%. As expected, average total costs are higher for a fill rate of 99.9% compared to 89.9% in every combination of R + LT in a 7-day WS. However, an increase of 10% in fill rate on average increases total costs by 8.1% in a 5-day and 6.4% in a 7-day WS. The benefits of adopting the ISO 14083 standard are consistent reporting of GHG emissions from transportation and logistics, benchmarking and comparability, reduction in carbon footprint, and eco-friendly decision-making, which involves making more informed decisions regarding transportation and partners participating in low-carbon logistics. As this research has shown, implementing the ISO 14083 standard can reveal inefficiencies in logistics operations measured as high GHG emissions, helping to reduce fuel consumption and operational costs. Implementing the ISO 14083 standard in supply chains offers many benefits, ranging from improved environmental sustainability and operational efficiencies to better enhanced corporate reputation. By adopting it, companies can improve their responsible supply chain management, reduce their carbon footprint, and gain a competitive edge in a market increasingly focused on sustainability. From an environmental point of green inventory management, precisely the greenhouse gas emissions, this research showed that, according to the ISO 14083 standard, the average GHG emissions decrease with the increase in the R + LT period.