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Tema 5-1 - Inventory Reduction Strategies
Tema 5-1 - Inventory Reduction Strategies
1. Improve forecast and demand planning – use an integrated approach such as S&OP(Sales
and Operations Planning) or SIOP (Sales and Inventory Operations Planning) process to
better coordinate sales, marketing, finance and manufacturing, MEIO* (multi echelon
inventory optimization), or DIFF** (distributed inventory flow forecasting)
2. Inventory segmentation and segment strategy definition - reduce variability demand
3. SKU Proliferation and Postponement strategies*** - reduce variability demand using the
pull technique - Demand-driven Supply Chain (DDSC) or manage SKU proliferation by
postponing final product differentiation using the PUSH-PULL model
4. Use technology to gain real-time supply chain visibility, such as:
• supply chain inventory levels (this helps you to synchronize supply with demand)
• Order Status - Order management “hub”
5. Inventory Control:
a. Continuous or periodic review for replenishment
b. Managing inventory in the SC – use MEIO or Transfer the excess stock to another
company location where the inventory is needed
c. Periodic review to identify slow-moving and obsolete products (SLOB) – decide selling
strategies
d. Perform ABC analysis on the products to identify fast movers and slow movers
• Reduce the number of A items using ABC approaches
Because Class A items account for the major part of the business, a high-
frequency periodic review policy is appropriate.
• Package a slow mover with something else to sell
(continued in the next slide)
Methods for inventory reduction (2):
5. Inventory control (continued from previous slide)
e. Improve Inventory Record Accuracy by continuous or periodic review
Replaces an annual inventory physical inventory count by a system where part of
the inventory is counted every day, and each item is counted several times per
year
6. Supply Contracts – Working with suppliers to improve reliability (fiabilitatea) by
developing a win to win relationship to reduce supply lead times variability or
how to manage demand uncertainty (cererea aleatoare sau necunoscuta).
Event
management
Conclusions
Inventory management is not a stand-alone business process that occurs
after other processes are complete.
*APICS - APICS is the association for supply chain management and the leading provider of
research, education and certification programs
Inventory Management Objectives
Customer Service Inventory costs (Carrying, Order, Stock-out)
i.e., Stock Availability (service level)
•Service •Cost
objectives objectives
– The more stock, the more working capital is needed and the more stock
depreciation you get.
– On the other hand if you do not have enough stock, you get inventory stock-
outs, missing potential sales, possibility interrupting the whole production
process.
What drives inventory in the supply chain?
(Factorii care influenteaza nivelul stocului)
Second priority:
Variante de calcul Nivel de Servire (Fill Rate or Availability): Indicele disponibilitatii produselor in stoc
1. Item Fill Rate (98.5%) : Total number of items shipped or supplied/ the total number of items ordered. In tabel din
totalul de 1010 produse comandate nu s-au livrat 15, adica: Item Fill Rate=(1010-15)/1010*100=98.5%.
Cat la % din articolele comandate au fost livrate?
2. The line item fill rate: the percentage of line items on the order shipped in their entirety. Exemplu: o comanda are
10 linii de produse. Din acestea 5 linii au fost livrate complet.
Line Item Fill Rate = 5/10 = 50% ; 2 este mai restrictiv decat 1.
Cat la % din liniile unei comenzi au fost complet livrate?
3. Order fill rate (80%): the percentage of orders shipped completely. In tabel din 6 comenzi, 2 comenzi au fost livrate
incomplet. Order fill rate=(6-2)/6=4/6*100=66.66%.
Cat la % din numarul comenzilor au fost complet livrate?
Order fill rate este cel mai restrictiv indicator de masurarea a nivelului de servire.
Conclusion: It is important to agree a common goal between suppliers and customers and to establish what the
customers need in terms of availability.
The appropriate measure can then be used for monitoring.
COST OBJECTIVES - Inventory Costs -
1. Ordering Costs (costurile comenzilor de aprovizionare =
costul de lansare a comenzii de aprovizionare = cl ): The
direct labor costs in Purchasing and Warehouse operations
associated with PO (purchase order) - costs of placing and
receiving an order
- cost to place purchase orders : Enter PO/Requisition
and any Approval Steps, such as forms (documents),
papers, labor(clerical costs)
- cost of transportation (fuel expenses) and tracking
orders
- cost of receiving and inspecting the purchased items
inclusive handling (unloading) and putaway costs.
- Cost of quality product inspectation at supplier side
(cost to travel, quality inspectors salary)
- Cost of Invoice Process and Vendor Payment
1a. Setup Costs: when a firm produces the goods internally,
ordering costs are replaced by setup costs. The costs of
preparing equipment and facilities so they can be used to
produce a particular product or component
Examples: prepare the order paperwork,
processing and tracking the order
operations, the cost of setting up the
Costul pe comandă = [Total machine, and first off inspection, setup
cheltuieli anuale de aprovizionare] labour, lost income (from idled
facilities), and test runs.
/ [Nr. total de comenzi anuale]
Ordering Costs (costurile aferente comenzilor
de aprovizionare)
R= Replenishment Costs
2. What is Inventory Carrying Cost?
( costurile de stocare - cs )
Vanzarea medie saptamanala= 100 buc Carrying cost (costul de stocare) : 25% din
Costul de lansare a unei comenzi=200$ valarea unui produs stocat pe 1 an de zile
Pret de achizitie 100$/buc
*Stocul mediu anual (Average Inventory)= Q/2, Costul anual de stocare (Total Annual
unde Q= 100 buc si reprezinta cantitatea Carrying Cost$): 0.25*$100*50=$1.250
comandata necesara pentru a onora o cerere
medie saptamanala de 100 buc. 20
3. Stockout Costs
Ordering cost
Stockout cost
x–x 2
(x – x)
N=∑Fi=50 2
S (x - x)
s= n
Calculul medianei (punctul central al seriei):
a) Se sorteaza crescător/descrescător sirul de numere
b) Pentru o serie cu numere pare, D=media valorile care se gasesc pe locurile din mijlocul
seriei
c) Pentru o serie cu numere impare, D se afla in serie pe pozitia (n+1/2). In cazul nostru
avem n=9 si deci media este 10, adica numarul de pe pozitia 10/2=5.
Purchasing cycle variation analysis
using a normal distribution
σ =deviația standard
If σ = 2 we should expect:
0
10 20 30 40
Interval de timp aprovizionare (Zile)
Forecast principle:
1. Forecasts are (almost) always wrongs.
2. Forecasts are more accurate for groups
than for single items – Risk pooling
Anterior gruparii produselor, consolidati
cererile clientilor pentru aceleasi produse
si apoi efectuati prognoza, nu efectuati
mai intai prognozele cererilor de produse
pe fiecare client si apoi insumati
prognozele.
Pentru prognoza pe perioade mari de
timp, grupati mai intai produsele pe
diverse criterii si apoi efectuati prognoza
pe grupele de produse obtinute. In final,
dezagregati prognozele efectuate pe
grupe de produse in prognoze individuale
de produse folosind istoricul vanzarilor.
3. Forecasts for near-term demand are more
accurate than long term forecasts.
Inventory based on product clasification
• Niveluri terapeutice
Segmentarea produselor
Categorii de produse
SKU stratification (A/B/C) is difficult in a fashion business (get in, get out model)
ABC Inventory Management
It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of
your clients/products".
Based on “Pareto” concept (80/20 rule) divides on-hand inventory into 3 items
classes according to their respective sales volume.
Each category is then assigned its own service level.
Danger: Value use may not reflect importance of any given SKU! 36
Example of SKU* list for 10 items
Percentage of
Annual Sales Annual Sales Total EURO
Item Units Unit Price Euro Sales
1 5,000 € 1.50 € 7,500 2.9%
2 1,500 8.00 12,000 4.7%
3 10,000 10.50 105,000 41.2%
4 6,000 2.00 12,000 4.7%
5 7,500 0.50 3,750 1.5%
6 6,000 13.60 81,600 32.0%
7 5,000 0.75 3,750 1.5%
8 4,500 1.25 5,625 2.2%
9 7,000 2.50 17,500 6.9%
10 3,000 2.00 6,000 2.4%
Total € 254,725 100.0%
C
A B Percentage
Annual Sales Annual of Total Cumulative
in Units Unit Price Sales EURO EURO Sales Percentage
10,000 10.50 105,000 41.2% 41.2%
6,000 13.60 81,600 32.0% 73.3%
7,000 2.50 17,500 6.9% 80.1%
1,500 8.00 12,000 4.7% 84.8%
6,000 2.00 12,000 4.7% 89.5%
5,000 € 1.50 € 7,500 2.9% 92.5%
3,000 2.00 6,000 2.4% 94.8%
4,500 1.25 5,625 2.2% 97.1%
7,500 0.50 3,750 1.5% 98.5%
5,000 0.75 3,750 1.5% 100.0%
€ 254,725 100.0%
38
ABC Chart for SKU List
45.0% 120.0%
40.0%
100.0%
Cumulative % Sales
35.0% A B C
Percent Sales
30.0% 80.0%
25.0%
60.0%
20.0%
15.0% 40.0%
10.0%
20.0%
5.0%
0.0% 0.0%
3 6 9 2 4 1 10 8 5 7
Item No.
39
Methods for inventory reduction
Risk Factors Analysis for Effective
Stock Management
CPFR- a supplier – buyer partnership for planning and forecasting market demand
DRP – Distribution Resources Planning a method used for inventory allocation in a
supply chain
Risks factors for VED analysis
Use the risk factors for estimating an item’s criticality
(VED* analysis). *VED-Vital, Essential, Desirable
Intrerupe
productia
Selective Inventory Control Techniques
Table below shows the categorization plans for the sample
of items.
Segmentation in Supply Chain
-Inventory segmentation based on
customer service -
*Retailers generally want higher inventory turns, which indicate that they can support
the same level of sales with less inventory.
Analiza calitatii stocurilor pe baza vitezei de rotatie
Evolutia lunara a stocului (valori relative)
Analiza Calitate stocuri - metoda vitezei de rotație-
Oferta speciala pentru vanzarea produselor cu
mișcare lentă
Analiza calitatii stocurilor pe baza vechimii
(termene de expirare)
Cauzele care produc exces de stoc Cauzele care produc ruptura de stoc
Minimum order quantities drive to higher
inventory levels (excess stock)
• Minimum Order Quantities (MOQ)
on low volume items may require
you to order more than an
“optimal” quantity
• Items with high MOQ can lead to
excess on-hand inventory…
• …but the order frequency is greatly
reduced resulting in fewer
“exposures” to the minimum stock
level and fewer potential stock-outs
• Safety stocks based on the lower
volume orders should not be
applied to high MOQ items
• High MOQ items can be planned
with lower relative safety stocks
without impacting fill rates over the
long term
Methods for inventory reduction
Use Push-Pull Strategy
To reduce inventory level
Make to Order by Postponement strategy (diferentierea
produsului se amana pana la lansarea cererii clientului cand se
vor cunoaste specificatiilor finale ale produsului).
Postponement - personalizare cat mai tarzie a produsului
• A typical push system: PC manufacturers who build to stock and make all
production and distribution decisions based on forecast.
• A push-pull strategy: the manufacturer builds to order. This implies that
component inventory is managed based on forecast (push-based), but final
assembly is in response to a specific customer request (pull-based). This
push-pull boundary is at the beginning of assembly.
• The interface between the push-based stages and the pull-based stages is
known as the push-pull boundary.
Methods for inventory reduction
- Reduce safety stock levels -
66
Cycle Counting Example
Number Count Number of Per Counts per
Class of Items Frequency Counts Cent Day
8
A 500 4 2,000 10% (2,000/250)
67
Methods for inventory reduction
Supply Contracts Indicatori:
Gross Profit: Marja bruta sau
Marja comerciala = MC
Revenue: Venituri din vanzari
(V)
Cost of goods sold : Costul
marfii vandute (C)
MC=V-C
Rata MC (%)=(V-C)/V*100
(profitabilitatea-greater cash
flow)
Markup: Adaos Comercial
(AC)
In valoare absoluta: AC=MC
In procente: Rata AC(%)= (V-
C)/C*100
Rata AC: % din costul de
achizitie pe care il adaugi la C
pentru a obtine pretul de
vanzare V.
Supply Contracts
Buyers and suppliers typically agree on supply contracts
Remarks: Companies moving more and more towards centralized inventory planning
and away from decentralization of planning activities
9 April 2021 75
RSP Requirements
• Presence of advanced information systems
• Top management commitment
– Especially because information will be shared
across companies
• A level of trust among partners
– Supplier manages retailer’s inventory
– Retailer provides sales and inventories
information to supplier
– Reduced inventory leads to space savings
• Should not be given to competitors
RSP Inventory Ownership
• In termeni generali produsele vor fi incluse in stocurile partii care este responsabila
cu costurile de transport. Aceasta responsabilitate este mentionata in termenii de
livrare ai vanzarii cum ar fi: FOB, FAS, CIF, etc.
In momentul in care are loc transferul titlului legal, riscurile si beneficiile legate de
stocuri trec de la vanzator la cumparator.
Example Problem
Delivery of goods from a supplier is in transit for 10 days. If the annual demand is
5200 units, what is the average annual inventory in transit (IIT)?
ANSWER
IIT=(10*5200)/365=142.5 units inventory in transit.
Goods in Tranzit
-Produse in Tranzit – exemplu pentru livrare FOB
Una dintre erorile care se fac in privinta stocurilor este de a
considera ca titlul de proprietate asupra stocurilor este identic
cu posesia fizica a stocurilor.
Methods for inventory reduction
Change the safety stock service level
• Change the safety stock service level from 98%
(or where ever you have it) to 95%. Example:
Example:
What is the service level for an item with annual demand
of 25,000 units and an order quantity of 5,000 units?
Management will tolerate only 1 order stockout per year.
What if the order
N= 25,000 / 5,000 = 5 Quantity was
1,000?
Stock turns in some businesses such as spare parts will be very low, say 1-3 times per
annum. Whereas stock turns in an FMCG business can be as high as 20 to 30 times per
year.
Viteza de rotatie a stocurilor in zile
Inventory stock status evaluation
Cash-to-cash cycle time - impacting Working capital
Ciclul fluxului de numerar.
A financial ratio showing for how long a company has to finance its own stock/inventory. It is
calculated : stock days + debtor days - creditor days.
Example: A company which keeps its stock for on average of 20 days, which gets paid by its
debtors on average within 30 days and which pays its creditors on average within 45 days,
has a cash-to-cash cycle of 5 days. Companies that receive cash from their customers at the
time of sale and that have their stock under good control, will have a short cash-to-cash cycle
Fill Rate part of Perfect Order
(Gradul de onorare a comenzilor)
• Item Fill Rate
• The item fill rate is the ratio of the total number of items shipped divided by the total
number of items ordered. The line item fill rate measures the percentage of line
items on the order shipped in their entirety. Finally, the order fill rate is a measure of
the percentage of orders shipped completely.
•
• Benchmarking Values:
• To illustrate these fill rate measures, consider the order in the exhibit. First, there are
a total of 5036 items on this order. Since 4817 of the items were shipped, the item
fill rate is
• Item Fill Rate = 4817/5036 = 95.6 %
• A more strict measure is the line item fill rate. There are 10 lines of items ordered,
and of these 10 line items, only 5 of them were filled in their entirety, thus the line
item fill rate is Line Item Fill Rate = 5/10 = 50% (Nr. Linii livrate integral/Nr. Total linii
livrate)
• Finally, the order fill rate is the percentage of orders filled completely. Clearly, this
order counts in the unfilled category. This measure is probably the strictest of the
three measures of customer service fill rates discussed above