5 1 Inventory management
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Transcript of 5 1 Inventory management
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Inventory Management Inventory meaning Independent demand VS Dependent demand Types of inventory Functions of inventory Objectives of inventory Requirements for effective inventory
management. Inventory model
Basic EOQ model EPQ model Fixed Time period model Re-order model Single period model
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Inventory Is the stock of any item or resources used in an
organization An inventory system is the set of policies and
controls that monitor levels of inventory and determine
what level should be maintained, when stock should be replenished and how large order should be.
In mfg inventory refers to items that contribute to or become part of a firm’s product output
In service inventory refers to the tangible goods to be sold and the supplies necessary to administer the service
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Inventory a stock or store of goods
Independent Demand
A
B(4) C(2)
D(2) E(1) D(3) F(2)
Dependent Demand
Independent demand is uncertain. Dependent demand is certain.
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Independent vs dependent
Independent demand – finished goods, items that are ready to be sold E.g. a computer
Dependent demand – components of finished products E.g. parts that make up the computer
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Types of Inventories
Raw materials & purchased parts Partially completed goods called
work in progress Finished-goods inventories
(manufacturing firms) or merchandise (retail stores)
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Types of Inventories Replacement parts, tools, &
supplies
Goods-in-transit to warehouses or customers
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Functions of Inventory
To meet anticipated demand
To smooth production requirements
To decouple operations
To protect against stock-outs
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Functions of Inventory (Cont’d)
To take advantage of order cycles
To hedge against price increases
To permit operations
To take advantage of quantity discounts
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Objective of Inventory Control To achieve satisfactory levels of
customer service while keeping inventory costs within reasonable bounds Level of customer service
Costs of ordering and carrying inventoryInventory turnover is the ratio of average
cost of goods sold to average inventory investment.
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Effective Inventory Management
A system to keep track of inventory A reliable forecast of demand Knowledge of lead times Reasonable estimates of
Holding costs Ordering costs Shortage costs
A classification system
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Inventory Counting Systems
Periodic SystemPhysical count of items made at
periodic intervals Perpetual Inventory System
System that keeps track of removals from inventory continuously, thus monitoring current levels of each item
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Inventory Counting Systems
Two-Bin System - Two containers of inventory; reorder when the first is empty
Universal Bar Code - Bar code printed on a label that hasinformation about the item to which it is attached 0
214800 232087768
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Key Inventory Terms
Lead time: time interval between ordering and receiving the order
Holding (carrying) costs: cost to carry an item in inventory for a length of time, usually a year
Ordering costs: costs of ordering and receiving inventory
Shortage costs: costs when demand exceeds supply
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ABC Classification System
Classifying inventory according to some measure of importance and allocating control efforts accordingly.
AA - very important
BB - mod. Important
CC - least important Annual $ value of items
AA
BB
CC
High
Low
Low HighPercentage of Items
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Economic Order Quantity Models
Economic order quantity (EOQ) model The order size that minimizes total
annual cost
Economic production model
Quantity discount model
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Assumptions of EOQ Model Only one product is involved
Annual demand requirements known
Demand is even throughout the year
Lead time does not vary
Each order is received in a single delivery
There are no quantity discounts
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The Inventory Cycle
Profile of Inventory Level Over Time
Quantityon hand
Q
Receive order
Placeorder
Receive order
Placeorder
Receive order
Lead time
Reorderpoint
Usage rate
Time
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Total Cost
Annualcarryingcost
Annualorderingcost
Total cost = +
TC = Q2H D
QS+
Let differentiate TC with respect to Q. Setting the result =0, & solving QdTC/dQ= d QH/2 +d DS/Q = H/2- DS/Q2
H/2- DS/Q2 = 0 or DS/Q2 = H/2 or Q2 H= 2DS or Q= 2DS/HNote the second derivative is positive which indicates a minimum has been obtained.
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Cost Minimization Goal
The Total-Cost Curve is U-Shaped
Ordering Costs
QO
An
nu
al C
os
t
(optimal order quantity)
TCQH
D
QS
2
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Deriving the EOQ
Using calculus, we take the derivative of the total cost function and set the derivative (slope) equal to zero and solve for Q.
Q = 2DS
H =
2(Annual Demand)(Order or Setup Cost)
Annual Holding CostOPT
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Minimum Total Cost
The total cost curve reaches its minimum where the carrying and ordering costs are equal.
Q2H D
QS=
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Economic Production Quantity (EPQ)
Production done in batches or lots Capacity to produce a part
exceeds the part’s usage or demand rate
Assumptions of EPQ are similar to EOQ except orders are received incrementally during production
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Economic Run Size
QDS
H
p
p u0
2
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Derivation of EPQ Annual carrying cost = I max* H/2 , Imax= Q/P ( p - u) where p = production and u= usage
rate and Q/P is the run time or no of days. Annual carrying cost= QH(p-u)/2p Set up cost = DS/Q As we know the optimum size Q or EPQ occurs in the
trade off between carrying cost and order cost. In other words when
Carrying cost = Order cost.
QH (p-u)/2p = DS/Q
Q = 2DSp/H(p-u)
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When to Reorder with EOQ Ordering Reorder Point - When the quantity on
hand of an item drops to this amount, the item is reordered
Safety Stock - Stock that is held in excess of expected demand due to variable demand rate and/or lead time.
Service Level - Probability that demand will not exceed supply during lead time.
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Determinants of the Reorder Point
The rate of demand The lead time Demand and/or lead time
variability Stock out risk (safety stock)
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Safety Stock
LT Time
Expected demandduring lead time
Maximum probable demandduring lead time
ROP
Qu
an
tity
Safety stockSafety stock reduces risk ofstockout during lead time
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Reorder Point
ROP
Risk ofa stockout
Service level
Probability ofno stockout
Expecteddemand Safety
stock0 z
Quantity
z-scale
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ROP
For constant Demand & Lead Time ROP= d L d= Average daily demand L = Lead Time
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ROP with safety stock When demand is uncertain ? Of saftey
stock comes Reorder point is ROP= d L+zL
d= Average daily demand L= Lead time Z= number of std deviation L = Std deviation of usage during lead time
zL = amount of safety stock
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ROP with safety stock d = di /n Standard deviation of daily demand is d = (di-d) 2/n
d refers to one day if lead time extends over several days we can use statistical premises that the std deviation of a series of independent occurrences is equal to the square root of the sum of the variances.ie
L = 21+ 2
2+ 23+….+ 2
L
To find out Z use formula NORMSINV() or see appendix D
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Example Daily demand for a certain product is normally
distributed with a mean of 60 and standard deviation of 7.The source of supply is reliable and maintains a constant lead time of six days.The cost of placing the order is $10 and annual holding cost are $.50 per unit.There are no stock out cost and unfilled orders are filled as soon as order arrives.Assume sales occur over the the entire 365 days of a year.Find the order quantity and rop to satisfy a 95% probability of not stocking out during lead time.
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Solution d=60 S= $10 H= $.50 L=6 D= 60*365 d = 7
EOQ = 2DS/H = 2*60*365*10/.5= 876000= 936 units
ROP= d L+zL = 60*6 +1.64*17.15=388 units
L = 21+ 2
2+ 23+….+ 2
L
L = 6*72 =17.15
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Fixed-Order-Interval Model Orders are placed at fixed time intervals Fixed time period model generates order
quantities that vary from period to period, depending on usage rate
This generally requires higher safety stock FOIMQ = Average demand over the vulnerable
period+Safety Stock- Inventory currently on hand
Q= d(T+L) + zT+L -I
T= Number of days b2n reviews, T+L = std deviations of demand over the review and lead time
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FOIM Daily demand for a product is 10 units with a standard
deviation of 3 units.The review period is 30 days and lead time is 14 days.Mgt has set a policy of satisfying 98 % demand from items in stock.At the beginning of this review period there are 150 units in inventory.How many units should be ordered?
Q= d(T+L) + zT+L -I = 10(30+14) +2.05 (T+L) 2
d –150 =10*44+2.05 (30+14)(3)2-150 440+2.05*19.9-150=331 units
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Fixed-Interval Benefits Tight control of inventory items Items from same supplier may
yield savings in: Ordering Packing Shipping costs
May be practical when inventories cannot be closely monitored
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Fixed-Interval Disadvantages
Requires a larger safety stock Increases carrying cost Costs of periodic reviews
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Single Period Model
model for ordering of perishables and other items with limited useful lives
Shortage cost: generally the unrealized profits per unit
Excess cost: difference between purchase cost and salvage value of items left over at the end of a period
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Single Period Model Continuous stocking levels
Identifies optimal stocking levels
Optimal stocking level balances unit shortage and excess cost
Discrete stocking levels Service levels are discrete rather than
continuous
Desired service level is equaled or exceeded
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Optimal Stocking Level
Service Level
So
Quantity
Ce Cs
Balance point
Service level =Cs
Cs + CeCs = Shortage cost per unitCe = Excess cost per unit
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Example
Ce = $0.20 per unit Cs = $0.60 per unit Service level = Cs/(Cs+Ce) =
.6/(.6+.2) Service level = .75
Service Level = 75%
Quantity
Ce Cs
Stockout risk = 1.00 – 0.75 = 0.25
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Operations Strategy Too much inventory
Tends to hide problems Easier to live with problems than to
eliminate them Costly to maintain
Wise strategy Reduce lot sizes Reduce safety stock