SM Managing Service Inventory 2015 - NKFUST
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1 Managing Service Inventory • Reasons to Hold Inventory • Inventory Models • ABC Classification • News Vendor Problem Shin‐Ming Guo NKFUST Hospitals and Inventory Management Control • Barcodes and computers keep track of every bottle of antibiotics and other supplies. • Secure supply cabinets with thumbprint security technology 2 Management Analyze how much is spent on every type of illness and surgical procedure. Computers keep track of stock and automatically reorder from suppliers
Transcript of SM Managing Service Inventory 2015 - NKFUST
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Managing Service Inventory
• Reasons to Hold Inventory
• Inventory Models
• ABC Classification
• News Vendor Problem
Shin‐Ming GuoNKFUST
Hospitals and Inventory Management
Control• Barcodes and computers keep track of
every bottle of antibiotics and other supplies.
• Secure supply cabinets with thumbprint security technology
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Management Analyze how much is spent on every type of illness and
surgical procedure. Computers keep track of stock and automatically reorder
from suppliers
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Focus: Matching Supply with Demand
• Demand can vary and is unpredictable.
• Supply is inflexible and maybe costly.
• Demand < Supply Stock may be perishable
• Demand > Supply Customers may not want to wait
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Who Cares About Inventory?
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Acer reported its first‐ever quarterly loss yesterday. The Taiwanese PC maker suffered a net loss of 6.79 billion in Taiwanese dollars ($234.3 million)
Acer has been hit hard by overestimating demand for its PCs. It has lost $150 million to get rid of excess inventory.
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What About a Shortage of Vaccine?
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In 2006, Nintendo launched the Wii game console and could not make enough units to keep up with the demand. Some people would wait in long lines to purchase scarce units and resell them online for several hundred dollars over the retail price
Physical Goods Distribution
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Reasons to Hold Inventory
• In‐transit Inventory
• Seasonal Inventory
• Cycle Inventory
• Decoupling Inventory/Buffers
• Safety Inventory
• Speculative Inventory
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Reasons to Hold Less Inventory
• Inventory might become obsolete.
• Inventory might perish.
• Inventory might disappear.
• Inventory requires storage space and other overhead cost.
• Opportunity cost.
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Inventory Costs
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Holding or Carrying cost Overestimate the demandstorage cost: facility, handlingrisk cost: depreciation, pilferage, insuranceopportunity cost
Ordering costcost placing an order: preparing, negotiating, receiving and inspection
Shortage costs or Lost Sales Underestimate the demandcosts of canceling an order or penalty
Annual cost ≈ 20% to 40% of the inventory’s worth
Inventory Performance
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Inventory turn =
Service level = in‐stock probability before the replenishment order arrives
Fill rate =
Cost of Goods Sold___________________average inventory value
number of demands
number of sales_________________
How to calculate average Inventory value?
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Inventory Control Decisions
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Fixed Order Period P model
Fixed Order Quantity Q model
Ordering of general merchandise, supplies
When to order? Reorder point, order frequency
How many to order? Order quantity, target inventory level
Fixed Order Quantity Models
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Economic Order Quantity
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D=annual demand, Q=order quantity, S=setup cost, H=unit holding cost
Total annual cost =ordering cost + holding cost
Economic Order Quantity
Q
H
DSQ
2*
dL
L
d=daily demand L=lead time
Reorder point =dL
H2Q
SQD
TC(Q)
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Inventory Control under Demand Uncertainty
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Place a new order whenever the inventory position drops to ROP (reorder point).
ROP
d=daily demand L=lead time
Reorder point =dL + safety stock
How to avoid possible stock out?
amount of inventory carried in addition to the expected demand, in order to avoid shortages when demand increases
Safety Stock
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safety stock
Service level=probability of no shortage
=P (demand ≤ inventory)
=P(demand ≤ E(D)+safety stock)
depends on service level, demand variability, order lead time
service level depends on Holding cost Shortage cost
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=daily demand
=std dev. of daily demand
LzL
LROP
stocksafety duringdemandexpected
Service level or probability of no shortage =95% (99%) z=1.64 (2.33)
P model: fixed time period
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RP is the review period. TIL is the target inventory level determined by the forecasts.
We place an order to bring the inventory level up to TIL.
RP RP RP
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Timespan = length of review period + lead time = RP+ L
Order Quantity = target inventory –inventory position
LRPzLRP )(
Target Inventory = expected demand + safety stock
ABC Classification
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dollar usage=usage × costThere are other ways to do ABC classification. Review ABC classification periodically.
Pareto’s 80/20 principle
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ABC Classification for Inventory Control
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A Q model
B P model with R=1 week
C P model with R=1 month
Single Period Inventory Model
• Only one production or procurement opportunity.
• Stochastic demand leads to lost sales or leftover.
• There are losses of profit and goodwill for each unsatisfied customer.
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There is a salvage value for each unit of leftover.
Forecasting helps balancing cost of ordering too much vs. cost of ordering too little.
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Case : Order Management at Sport Obermeyer
Klaus Obermeyer founded Obermeyer in 1947, when he was among the first ski instructors on Aspen Mountain.
Customer service, marketing, design & research, accounting in Colorado Rockies.
Contract manufacturers in Hong Kong and China.
Long lead time, short sales period
Increasing product variety, more marked downs
Forecasting and Ordering at Sport Obermeyer
• Demands depend on weather, fashion trend, economy.
• Forecasts based on Panel Consensus.
• Dominant members have stronger influence on the outcome of a consensus forecast.
• Independent forecasts can provide an indicator of the forecast accuracy for each style.
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Working with Customers to Improve Forecasts
• Obermeyer invites key customers to place early orders (20% of total sales) to get market information.
• Forecasts are updated based on those early orders.
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News Vendor Problem
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D = boxes of donuts demanded Q = boxes of donuts stockedP = price of one box of donuts, $10 C = cost of one box of donuts, $4S = salvage value of one box, $2
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P = price of one box, $10 C = cost of one box, $4S = salvage value of one box, $2Cu = unit contribution: P‐C = $6 Co = unit loss: C‐S = $2
Finding Optimal Order Quantity
• F(Q) = probability of having leftover inventory
• To maximize expected profit, we order Q units so that the expected loss on the Qth unit equals the expected gain on the Qth unit:
• Rearrange the above equation ‐>
• Cu / (Co+Cu) is called the critical ratio.
• Choose Q such that the probability of no lost sales (i.e., demand < Q) equals the critical ratio.
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QFCQFC uo 1)(
uo
u
CC
CQF
)(
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Retail Discounting Model
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S = current selling price
D = discount price
P = profit margin on cost (% markup as decimal)
Y = average number of years to sell entire stock of “dogs” at current price (total years to clear stock divided by 2)
N = inventory turns (number of times stock turns in one year)
Loss per item = Gain from revenue
S – D = D(PNY))1( PNY
SD
