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How
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Why Inventory
There are three basic reasons for keeping an inventory:
Time
Uncertainty
Economies of scale
Reasons To NOT Hold Inventory
Carrying cost
Obsolescence
Damage
Pilferage
Inventory Hides Problems
Bad
Design
Lengthy Poor
Setups Quality
Machine
Inefficient Unreliable
Breakdown
Layout Supplier
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To Expose Problems:
Reduce Inventory Levels
Bad
Design
Lengthy Poor
Setups Quality
Machine
Inefficient Unreliable
Breakdown
Layout Supplier
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Remove Sources of Problems and
Repeat the Process
Poor
Quality
Lengthy
Setups
Bad
Machine
Design Inefficient Unreliable
Breakdown
Layout Supplier
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Types of Inventory
Cycle stock
Safety stock (buffer inventory)
Anticipation inventory
Others
Hedge inventories
Transportation inventory (pipeline)
Smoothing inventories
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Cycle Stock
Cycle stock refers to components or products that are
received in bulk by a downstream partner, gradually
used up, and then replenished again in bulk by the
upstream partner
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Safety Stock
Extra inventory that
companies hold to
protect themselves
against uncertainties
Demand
replenishment time
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Safety Stocks enable organizations to satisfy customer
demand in the event of these possibilities:
Supplier may deliver their product late or not at all
The warehouse may be on strike
A number of items at the warehouse may be of poor
quality and replacements are still on order
A competitor may be sold out on a product, which is
increasing the demand for your products
Random demand (in reality, random events occur)
Machinery Breakdown
Unexpected increase in demand
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Anticipation Inventory
Inventory that is held in anticipation of customer
demand.
price increase, a seasonal increase in demand, or even
an impending labor strike.
at Halloween, Christmas, or the back-to-school
season
Hedge Inventory
Inventory buildup to buffer against some event that
may not happen.
Hedge inventory planning involves speculation related
to potential labor strikes, price increases, unsettled
governments, and events that could severely impair
companies strategic initiatives.
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Transportation Inventory
Inventory that is moving from one link in the supply chain
to the another
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Aggregate Control of Inventories
Inventory Turnover Ratio
ABC Classification
Risk Pooling
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Two “Classic” Systems for Independent
Demand Items
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Periodic Review System
(Orders at regular intervals)
Inventory
level
2 4 6 Time
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Determining the restocking level
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Continuous Review System
(Orders when inventory drops to R)
How is the reorder
Q point ROP established?
Inventory
level
L-T Time
lead time to get
a new order in
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Comparison of Periodic and Continuous
Review Systems
Periodic Review Continuous Review
Fixed order intervals Varying order intervals
Variable order sizes Fixed order sizes (Q)
Convenient to administer Allows individual review
Orders may be combined frequencies
Inventory position only Possible quantity discounts
required at review Lower, less-expensive safety
stocks
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What is the “Best” Order Size Q?
Determined by:
Inventory related costs
Order preparation costs and setup costs
Inventory carrying costs
Shortage and customer service costs
Other considerations
Out of pocket or opportunity cost?
Fixed, variable, or some mix of the two?
EOQ
D = annual demand of the product
S = Fixed cost incurred per order
C = cost per unit
h = Holding cost per year as a fraction of product cost
Holding Cost
$
(Q/2)×H
H=h X C
Ordering Costs
$
Ordering costs per year
(Q/2)×H
decrease as Q increases
(why?)
(D/Q)×S
Q
The purchasing manager makes a lot size decision
to minimize the total cost the store incurs….????
Annual material cost Annual material cost = D C
2000
Inventory Cost ($)
1500
1000
500
10 50 90 0 0 0 0 0 0 0 0
13 17 21 25 29 33 37 41
Order Quantity Q
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ABC Method
1. Determine annual $ usage for each item
2. Rank the items according to their annual $ usage
3. Let:
Top 20% “A” items roughly 80% of total $
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ABC Analysis Example
Item Cost Demand $ Usage
A1 $46 200 $9,200
B2 $40 10 $400
C3 $5 6680 $33,400
D4 $81 100 $8,100 Total $ Usage
E5 $22 50 $1,100 = $98,500
F6 $6 100 $600
G7 $176 250 $44,000
H8 $6 150 $900
I9 $10 10 $100
J10 $14 50 $700
36
11/04/2021
Ranking by Annual $ Usage
Cumulative $ % of Total $
Item $ Usage Usage Usage Class
G7 $44,000 $44,000 44.67% A
C3 $33,400 $77,400 78.58% A
A1 $9,200 $86,600 87.92% B
D4 $8,100 $94,700 96.14% B
E5 $1,100 $95,800 97.26% B
H8 $900 $96,700 98.17% C
J10 $700 $97,400 98.88% C
F6 $600 $98,000 99.49% C
B2 $400 $98,400 99.90% C
I9 $100 $98,500 100.00% C
37
11/04/2021
Risk Pooling
Consider these two systems:
Market One
Supplier Warehouse
Market Two
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Risk Pooling
For the same service level, which system will
require more inventory? Why?
For the same total inventory level, which system
will have better service? Why?
What are the factors that affect these answers?
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Risk Pooling
Demand variability is reduced if one aggregates
demand across locations.
More likely that high demand from one customer will
be offset by low demand from another.
Reduction in variability allows a decrease in safety
stock and therefore reduces average inventory.
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Virtual Inventory (Cross Filling)
Rarely are planned inventory levels so high to
guarantee that customer demand can be filled
immediately from available stock.
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Top-Up Pull System
Material is delivered at a set period, and any material
that was consumed during this period is replenished.
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Top-Up Pull System
Example
Every month, the hardware supplier comes into the
facility and fills up all of the hardware containers (nuts,
bolts, screws, etc.). Each container is marked with a line
to indicate how much to fill it. The inventory is equal to
the average monthly consumption (cycle stock), plus a
buffer to handle peak production periods (buffer stock),
and an allowance for up to 2 days incase the supplier is
late delivering.
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2-Bin Kanban Pull System
Material is stored in 2 containers of a set quantity. Every
period, a material handler takes away empty containers and
returns them the next period.
Ideal for processes that consume many parts, especially if
each part has a different rate of consumption
E.g. Assembly processes
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2-Bin Kanban Pull System
Example
The material handler checks the assembly process every
hour. As each container is emptied, it is placed in a
specific location. The material handler retrieves these
empty containers and spends the rest of the hour
replenishing them. They then return the replenished
containers to the assembly process and collect any
containers that are now empty.
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Multi-Card Kanban Pull System
Cards are used to signify a set amount of material. When
that material is consumed, the card is returned to the
supplier to indicate that more inventory is required.
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Multi-Card Kanban Pull System
Example
At the end of each day, the Team leader collects the
kanban sheets from the boxes of material that the
assembly process opened. They fax these sheets to the
supplier and shreds them. The supplier receives the faxed
sheets and places them on a board. When this product is
the highest on the board, the supplier will changeover. As
each box is completed, the sheet is placed on it, and it is
sent to shipping for delivery.
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2-Bin Kanban Pull System
Advantages:
Excellent control of inventory
Minimizes the amount of inventory required
Disadvantages:
Requires signals to be sent repeatedly
Is more sensitive to changes in data than the other systems
(needs to be kept up to date)
Requires delivery of material almost every period
11/04/2021 49
Supermarket Pull Systems
Supplier Customer
Process Process
replenished withdrawn
product product
supermarket
11/04/2021 50
Thank u …
11/04/2021 51