1 2 3 4 5 6 7 8 9

Gross requirements 15 20 10 25
Scheduled receipts 0 0 0 0 0 0 0 0 0
Projected on hand 0 0 0 0 0 0 0
Net requirements 0 15 20 10 0 25
Planned order receipts 0 15 0 20 0 10 0 0 25
Planned order releases 15 0 20 0 10 0 0 25
Lot for Lot

Lead time = 1 period; setup cost = $200; holding cost = $10 per week; stockout co

Holding Cost 10 x 0 0
Odering Cost 4x 200 800
800
week; stockout cost = $10 per week.
Week 1 2 3 4 5 6 7
Gross requirements 15 20 10
Scheduled receipts 0 0 0 0 0 0 0
Projected on hand 0 0 0 0 0
Net requirements 0 15 7 3
Planned order receipts 0 28 0 14 0 14 0
Planned order releases 0 28 0 14 0 14 0 0
EOQ
Lead time = 1 period; setup cost = $200; holding cost = $10 per week; stockout co
Odering Cost Holding Cost
D Q
Total Cost x s + x H
Q 2
404 14
x 200 + x 10x52 =
14 2
=
28.857 x 200 + 7 x 520
Total Cost =
5771.4 + 3640
9411.4
180.99
Total cost for 9 Weeks 1628.9
 8 9 per wAnnual D
25 70 7.78 404.4 EOQ 2DS/h
0 0 16160
0 0 127.122
0 11 For 9 Wee14.12467
0 14
14

week; stockout cost = $10 per week.

 Part Period Balancing (PPB)
1 2 3 4 5 6 7
Gross requirements 15 20 10
Scheduled receipts 0 0 0 0 0 0 0
Projected on hand 0 0 0 0 0 0 0
Net requirements 0 15 0 0 0 0 0
Planned order receipts 0 70 0 0 0 0 0
Planned order releases 0 70 0 0 0 0 0 0

Lead time = 1 period; setup cost = $200; holding cost = $10 per week; stockout cost
Economic Part Period (EPP) = 150 units
EOQ
Odering Cost Holding Cost

1x 200 115 x 3
200 345
Total cost 545
 week units
8 9 2 15 15
25 2,4 15+20 35
0 0 0 0 0 2,4,6 15+20+10 45
0 0 0 0 0 2,4,6,9 15+20+10+25 70
0 0
0 0
0 0 0

ek; stockout cost = $10 per week.

 Units Hold

(15*0)+(20*1)+(10*2)+(25*3) 115
 Total cost
L4l 800
Eoq 1629
PPB 545

According to our findings Part Period Balancing is giving us the lesser cost as com
ng us the lesser cost as compaire to Eoq and L4l