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# Independent demand inventory management

## 1. Chapter 12 – Independent Demand Inventory Management

Operations Managementby

R. Dan Reid & Nada R. Sanders

4th Edition © Wiley 2010

© Wiley 2010

1

## 2. Learning Objectives

Describe the different types and uses of inventoryDescribe the objectives of inventory management

Calculate inventory performance measures

Understand relevant costs associated with

inventory

Perform ABC inventory control & analysis

Understand the role of cycle counting in inventory

record accuracy

© Wiley 2010

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## 3. Learning Objectives – con’t

Understand inventory’s role in service organizationsCalculate order quantities

Evaluate the total relevant costs of different

inventory policies

Understand why companies don’t always use the

optimal order quantity

Understand how to justify smaller order sizes

Calculate appropriate safety stock inventory policies

Calculate order quantities for single-period

inventory

© Wiley 2010

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## 4. Types of Inventory

Inventory comes in many shapes and sizes such as:Raw materials – purchased items or extracted

materials transformed into components or products

Components – parts or subassemblies used in final

product

Work-in-process – items in process throughout the

plant

Finished goods – products sold to customers

Distribution inventory – finished goods in the

distribution system

© Wiley 2010

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## 5. Types of Inventory

© Wiley 20105

## 6. How Companies Use Their Inventory

1.2.

3.

4.

5.

6.

Anticipation or seasonal inventory

Fluctuation Inventory or Safety stock: buffer

demand fluctuations

Lot-size or cycle stock: take advantage of

quantity discounts or purchasing efficiencies

Transportation or Pipeline inventory

Speculative or hedge inventory protects against

some future event, e.g. labor strike

Maintenance, repair, and operating (MRO)

inventories

© Wiley 2010

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## 7. Objectives of Inventory Management

Provide desired customer service levelCustomer service is the ability to satisfy

customer requirements

Percentage of orders shipped on schedule

Percentage of line items shipped on schedule

Percentage of $ volume shipped on schedule

Idle time due to material and component

shortages

© Wiley 2010

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## 8. Inventory Objectives con’t

Provide for cost-efficient operations:Buffer stock for smooth production flow

Maintain a level work force

Allowing longer production runs & quantity discounts

Minimum inventory investments:

Inventory turnover

Weeks, days, or hours of supply

© Wiley 2010

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## 9. Customer Service Level Examples

Percentage of Orders Shipped on SchedulePercentage of Line Items Shipped on Schedule

Good measure if orders have similar value. Does not capture value.

If one company represents 50% of your business but only 5% of

your orders, 95% on schedule could represent only 50% of value

Recognizes that not all orders are equal, but does not capture

$ value of orders. More expensive to measure. Ok for finished goods.

A 90% service level might mean shipping 225 items out of the total

250 line items totaled from 20 orders scheduled

Percentage Of Dollar Volume Shipped on Schedule

Recognizes the differences in orders in terms of both line items and

$ value

© Wiley 2010

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## 10. Inventory Investment Measures Example: The Coach Motor Home Company has annual cost of goods sold of $10,000,000. The average

inventory value at any point in time is $384,615. Calculateinventory turnover and weeks/days of supply.

Inventory Turnover:

Turnover

annual cost of goods sold $10,000,000

26 inventory turns

average inventory value

$384,615

Weeks/Days of Supply:

Weeks of Supply

average inventory on hand in dollars

$384,615

2weeks

average weekly usage in dollars

$10,000,000/52

$384,615

Days of Supply

10 days

$10,000,000/260

© Wiley 2010

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## 11. Relevant Inventory Costs

Item CostIncludes price paid for the item plus

other direct costs associated with the

purchase

Holding

Costs

Include the variable expenses incurred

by the plant related to the volume of

inventory held (15-25%)

Capital

Costs

The higher of the cost of capital or the

opportunity cost for the company

© Wiley 2010

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## 12. Relevant Inventory Costs

OrderingCost

Shortage

Costs

Fixed, constant dollar amount incurred

for each order placed

Loss of customer goodwill, back order

handling, and lost sales

Risk costs

Obsolescence, damage, deterioration,

theft, insurance and taxes

Included the variable expenses for

space, workers, and equipment related

to the volume of inventory held

Storage

costs

© Wiley 2010

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## 13. Determining Order Quantities

Lot-for-lotOrder exactly what is needed

Fixed-order Specifies the number of units to order

quantity

whenever an order is placed

Min-max

system

Order n

periods

Places a replenishment order when

the on-hand inventory falls below the

predetermined minimum level.

Order quantity is determined by total

demand for the item for the next n

periods

13

© Wiley 2010

## 14. ABC Inventory Classification

ABC classification is a method for determining level ofcontrol and frequency of review of inventory items

A Pareto analysis can be done to segment items into

value categories depending on annual dollar volume

A Items – typically 20% of the items accounting for

80% of the inventory value-use Q system

B Items – typically an additional 30% of the items

accounting for 15% of the inventory value-use Q or P

C Items – Typically the remaining 50% of the items

accounting for only 5% of the inventory value-use P

© Wiley 2010

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## 15. The AAU Corp. is considering doing an ABC analysis on its entire inventory but has decided to test the technique on a small

sample of 15 of its SKU’s. Theannual usage and unit cost of each item is shown below

© Wiley 2010

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## 16. (A) First calculate the annual dollar volume for each item

© Wiley 201016

## 17. B) List the items in descending order based on annual dollar volume. (C) Calculate the cumulative annual dollar volume as a

percentage of total dollars. (D) Classify the items into groups© Wiley 2010

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## 18. Graphical solution for AAU Corp showing the ABC classification of materials

The A items (106 and 110) account for 60.5% of the value and 13.3% of theitems

The B items (115,105,111,and 104) account for 25% of the value and 26.7%

of the items

The C items make up the last 14.5% of the value and 60% of the items

How might you control each item classification? Different ordering rules for

each?

© Wiley 2010

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## 19. Inventory Record Accuracy

Inaccurate inventory records cancause:

Lost sales

Disrupted operations

Poor customer service

Lower productivity

Planning errors and expediting

© Wiley 2010

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## 20. Inventory Record Accuracy

Two methods for checking record accuracy:Periodic counting - physical inventory is taken

periodically, usually annually

Cycle counting - daily counting of prespecified items

provides the following advantages:

Timely detection and correction of inaccurate records

Elimination of lost production time due to unexpected stock outs

Structured approach using employees trained in cycle counting

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## 21. Inventory in Service Organizations

Achieving good inventory control mayrequire the following:

Select, train and discipline personnel

Maintain tight control over incoming

shipments

Maintain tight control over outgoing

shipments

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## 22. Determining Order Quantities

Inventory management and control aremanaged with SKU (stock control units)

© Wiley 2010

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## 23. Mathematical Models for Determining Order Quantity

Economic Order Quantity (EOQ)Economic Production Quantity (EPQ)

An optimizing method used for determining order

quantity and reorder points

Part of continuous review system which tracks onhand inventory each time a withdrawal is made

A model that allows for incremental product delivery

Quantity Discount Model

Modifies the EOQ process to consider cases where

quantity discounts are available

© Wiley 2010

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## 24. EOQ Assumptions

Demand is known & constant - nosafety stock is required

Lead time is known & constant

No quantity discounts are

available

Ordering (or setup) costs are

constant

All demand is satisfied (no

shortages)

The order quantity arrives in a

single shipment

© Wiley 2010

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## 25. Total Annual Inventory Cost with EOQ Model

Total annual cost= annual ordering cost + annualholding costs

2DS

D Q

TCQ S H; and Q

H

Q 2

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## 26. Continuous (Q) Review System Example: A computer company has annual demand of 10,000. They want to determine EOQ for circuit

boards which have an annual holding cost (H) of $6/unit, and anordering cost (S) of $75. They want to calculate TC and the reorder

point (R) if the purchasing lead time is 5 days.

EOQ (Q)

Q

2DS

H

2 * 10,000 * $75

500 units

$6

Reorder Point (R)

R Daily Demand x Lead Time

10,000

* 5 days 200 units

250 days

Total Inventory Cost (TC)

10,000

500

TC

$75

$6 $1500 $1500 $3000

500

2

© Wiley 2010

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## 27. Economic Production Quantity (EPQ)

Same assumptions as the EOQ except: inventory arrives inincrements & draws down as it arrives

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## 28. Calculating EPQ

Total cost:TC EPQ

Maximum inventory:

d=avg. daily demand rate

p=daily production rate

Calculating EPQ

D I MAX

S

H

Q 2

I MAX

d

Q 1

p

EPQ

© Wiley 2010

2DS

d

H

1

p

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## 29. EPQ Problem: HP Ltd. Produces premium plant food in 50# bags. Demand is 100,000 lbs/week. They operate 50 wks/year; HP produces

250,000 lbs/week. Setup cost is $200 and the annualholding cost rate is $.55/bag. Calculate the EPQ. Determine the

maximum inventory level. Calculate the total cost of using the

EPQ policy.

EPQ

2DS

d

H

1

p

I MAX

d

Q

1 p

TC EPQ

D I MAX

S

H

Q 2

© Wiley 2010

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## 30. EPQ Problem Solution

EPQI MAX

2DS

d

H

1 p

d

Q

1 p

D I

TC EPQ S MAX H

Q 2

EPQ

2(50)(100,000)(200)

77,850 Bags

100,000

.55 1

250000

100 , 000

MAX 77 , 850 1

46 , 710 bags

250 , 000

I

5,000,000

46,710

TC

200

.55 $25,690

2

77,850

© Wiley 2010

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## 31. Quantity Discount Model

Same as the EOQ model, except:Unit price depends upon the quantity ordered

The total cost equation becomes:

TC QD

D Q

S H

Q 2

CD

© Wiley 2010

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## 32. Quantity Discount Procedure

Calculate the EOQ at the lowest priceDetermine whether the EOQ is feasible

at that price

Will the vendor sell that quantity at that

price?

If yes, stop – if no, continue

Check the feasibility of EOQ at the next

higher price

© Wiley 2010

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## 33. QD Procedure con’t

Continue until you identify a feasible EOQCalculate the total costs (including total item

cost) for the feasible EOQ model

Calculate the total costs of buying at the

minimum quantity required for each of the

cheaper unit prices

Compare the total cost of each option &

choose the lowest cost alternative

Any other issues to consider?

© Wiley 2010

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## 34. Quantity Discount Example: Collin’s Sport store is considering going to a different hat supplier. The present supplier charges

$10/hat and requires minimum quantities of 490 hats. The annualdemand is 12,000 hats, the ordering cost is $20, and the inventory

carrying cost is 20% of the hat cost, a new supplier is offering hats

at $9 in lots of 4000. Who should he buy from?

EOQ at lowest price $9. Is it feasible?

2(12,000)(20)

516 hats

$1.80

Since the EOQ of 516 is not feasible, calculate the total

cost (C) for each price to make the decision

EOQ$9

12,000

$20 490 $2 $10 12,000 $120,980

490

2

12,000

$20 4000 $1.80 $9 12,000 $101,660

C$9

4000

2

C$10

4000 hats at $9 each saves $19,320 annually. Space?

© Wiley 2010

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## 35. Why Companies Don’t Always Use Optimal Order Quantity

It is not unusual for companies to order lessor more than the EOQ for several reasons:

They may not have a known uniform

demand;

Some suppliers have minimum order

quantity that are beyond the demand.

© Wiley 2010

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## 36. Justifying Smaller Order Quantities

JIT or “Lean Systems” would recommend reducing order quantities to thelowest practical levels

Benefits from reducing Q’s:

Improved customer responsiveness (inventory = Lead time)

Reduced Cycle Inventory

Reduced raw materials and purchased components

Justifying smaller EOQ’s:

Q

2DS

H

Reduce Q’s by reducing setup time (S). “Setup reduction” is a well

documented, structured approach to reducing S

© Wiley 2010

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## 37. Determining Safety Stock and Service Levels

If demand or lead time is uncertain,safety stock can be added to

improve order-cycle service levels

R = dL +SS

Where SS =zσdL, and Z is the

number of standard deviations

and σdL is standard deviation of

the demand during lead time

Order-cycle service level

The probability that demand

during lead time will not exceed

on-hand inventory

A 95% service level (stockout

risk of 5%) has a Z=1.645 © Wiley 2010

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## 38. Periodic Review Systems

Orders are placed at specified, fixed-time intervals(e.g. every Friday), for a order size (Q) to bring

on-hand inventory (OH) up to the target inventory

(TI), similar to the min-max system.

Advantages are:

No need for a system to continuously monitor item

Items ordered from the same supplier can be reviewed

on the same day saving purchase order costs

Disadvantages:

Replenishment quantities (Q) vary

Order quantities may not quality for quantity discounts

On the average, inventory levels will be higher than Q

38

Wiley 2010needed

systems-more stockroom©space

## 39. Periodic Review Systems: Calculations for TI

Targeted Inventory level:TI = d(RP + L) + SS

d = average period demand

RP = review period (days, wks)

L = lead time (days, wks)

SS = zσRP+L

Replenishment Quantity (Q)=TI-OH

© Wiley 2010

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## 40. P System: an auto parts store calculated the EOQ for Drive Belts at 236 units and wants to compare the Total Inventory Costs

for a Qvs. a P Review System. Annual demand (D) is 2704, avg. weekly

demand is 52, weekly σ is 1.77 belts, and lead time is 3 weeks. The

annual TC for the Q system is $229; H=$97, S=$10.

Q

236

x 52weeks

x52 5wks

D

2704

Review Period

Target Inventory for 95% Service Level

RP

TI d(RP L) SS d(RP L) zσRP L

TI 52 units 5 3 1.645 1.77 5 3 416 8 424 belts

Average On-Hand

OHavg= TI-dL=424-(52belts)(3wks) = 268 belts

Annual Total Cost (P System)

52

268

$10

$0.97 115 130 $245

TCp

5

2

Annual Cost Difference $245 $229 $16

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## 41. Single Period Inventory Model

The SPI model is designed for products that sharethe following characteristics:

Sold at their regular price only during a single-time period

Demand is highly variable but follows a known probability

distribution

Salvage value is less than its original cost so money is lost when

these products are sold for their salvage value

Objective is to balance the gross profit of the sale

of a unit with the cost incurred when a unit is sold

after its primary selling period

© Wiley 2010

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## 42. SPI Model Example: T-shirts are purchase in multiples of 10 for a charity event for $8 each. When sold during the event the

sellingprice is $20. After the event their salvage value is just $2. From

past events the organizers know the probability of selling different

quantities of t-shirts within a range from 80 to 120

Payoff

Prob. Of Occurrence .20

Customer Demand

# of Shirts Ordered

80 $960

$960

90 $900 $1080

Buy 100

110

$780

120

$720

80

Profit

$960

$1080

$840

$ 960

$ 900

Table

.25

90

.30

100

.15

110

.10

120

$960

$1080

$1020

$1140

$1080

$960

$1080

$1200

$1320

$1260

$960

$1040

$1200 $1200 $1083

$1320 $1068

$1440 $1026

Sample calculations:

Payoff (Buy 110)= sell 100($20-$8) –((110-100) x ($8-$2))= $1140

Expected Profit (Buy 100)= ($840 X .20)+($1020 x .25)+($1200 x .30) +

($1200 x .15)+($1200 x .10) = $1083

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## 43. Inventory management within OM: How it all fits together

Inventory management provides the materials and suppliesneeded to support actual manufacturing or service

operations. Inventory replenishment policies guide the

master production scheduler when determining which jobs

and what quantity should be scheduled (Supplement D).

Inventory management policies also affect the layout of the

facility. A policy of small lot sizes and frequent shipments

reduces the space needed to store materials (Ch 7).

Longer throughput times reduce an organization’s ability to

respond quickly to changing customer demands (Ch 4).

Good inventory management assures continuous supply and

minimizes inventory investment while achieving customer

service objectives.

© Wiley 2010

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## 44. Inventory Management Across the Organization

Inventory management policies affectfunctional areas throughout

Accounting is concerned of the cost

implications of inventory

Marketing is concerned as stocking decision

affect the level of customer service

Information Systems tracks and controls

inventory records

© Wiley 2010

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## 45. Chapter 12 Highlights

Raw materials, purchased components,work-in-process, finished goods,

distribution inventory and maintenance,

repair and operating supplies are all

types of inventory.

The objectives of inventory

management are to provide the desired

level of customer service, to allow costefficient operations, and to minimize

inventory investment.

© Wiley 2010

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## 46. Chapter 12 Highlights con’t

Inventory investment is measured ininventory turnover and/or level of

supply. Inventory performance is

calculated as inventory turnover or

weeks, days, or hours of supply.

Relevant inventory costs include item

costs, holding costs, and shortage

costs.

© Wiley 2010

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## 47. Chapter 12 Highlights con’t

Retailers, wholesalers, & food serviceorganizations use tangible inventory even though

they are service organizations.

The ABC classification system allows a company

to assign the appropriate level of control &

frequency of review of an item based on its

annual $ volume.

Cycle counting is a method for maintaining

accurate inventory records. Determining what and

when to count are the major decisions.

© Wiley 2010

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## 48. Chapter 12 Highlights con’t

Lot-for-lot, fixed-order quantity, min-maxsystems, order n periods, periodic review

systems, EOQ models, quantity discount

models, and single-period models can be

used to determine order quantities.

Ordering decisions can be improved by

analyzing total costs of an inventory policy.

Total costs include ordering cost, holding

cost, and material cost.

© Wiley 2010

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## 49. Chapter 12 Highlights con’t

Practical considerations can cause acompany to not use the optimal order

quantity, that is, minimum order

requirements.

Smaller lot sizes give a company flexibility

and shorter response times. The key to

reducing order quantities is to reduce

ordering or setup costs.

© Wiley 2010

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## 50. Chapter 12 Highlights con’t

Calculating the appropriate safety stock policyenables companies to satisfy their customer

service objective at minimum costs. The desired

customer service level determines the

appropriate z value.

Inventory decisions about perishable products

can be made using the single-period inventory

model. The expected payoff is calculated to

assist the quantity decision.

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## 51. Chapter 12 Homework Hints

Problem12.3: calculate inventory turnover, weekly,and daily supply

Problem 12.12: calculate EOQ. TC is based on

ordering + holding costs. Calculate reorder point.

Problem 12.13: use data from problem 12.12.

Quantity discount model. Use steps from slides or

book. Choose best Q based on lowest TC.

Problem 12.14: use data from problem 12.2.

Determine Q based on period needs, then compare

using TC for each option.

Problem 12.20: ordering and holding costs are

not needed for this problem. Follow example

12.15 (p. 449) which uses four steps to do an ABC

analysis.