OPM.ppt

© Wiley 2010 1
Chapter 12 – Independent
Demand Inventory Management
Operations Management
by
R. Dan Reid & Nada R. Sanders
4th Edition © Wiley 2010

© Wiley 2010 2
Learning Objectives
 Describe the different types and uses of inventory
 Describe 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 3
Learning Objectives – con’t
 Understand inventory’s role in service organizations
 Calculate 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 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 5
Types of Inventory

© Wiley 2010 6
How Companies Use Their
Inventory
1. Anticipation or seasonal inventory
2. Fluctuation Inventory or Safety stock: buffer
demand fluctuations
3. Lot-size or cycle stock: take advantage of
quantity discounts or purchasing efficiencies
4. Transportation or Pipeline inventory
5. Speculative or hedge inventory protects against
some future event, e.g. labor strike
6. Maintenance, repair, and operating (MRO)
inventories

© Wiley 2010 7
Objectives of Inventory
Management
Provide desired customer service level
 Customer 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 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 9
Customer Service Level Examples
 Percentage of Orders 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
 Percentage of Line Items Shipped on Schedule
 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 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. Calculate
inventory turnover and weeks/days of supply.
 Inventory Turnover:
 Weeks/Days of Supply:
turns
inventory
26
$384,615
0
$10,000,00
value
inventory
average
sold
goods
of
cost
annual
Turnover 


2weeks
0/52
$10,000,00
$384,615
dollars
in
usage
weekly
average
dollars
in
hand
on
inventory
average
Supply
of
Weeks 


days
10
0/260
$10,000,00
$384,615
Supply
of
Days 


© Wiley 2010 11
Relevant Inventory Costs
Item Cost Includes 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 12
Relevant Inventory Costs
Ordering
Cost
Fixed, constant dollar amount incurred
for each order placed
Shortage
Costs
Loss of customer goodwill, back order
handling, and lost sales
Risk costs Obsolescence, damage, deterioration,
theft, insurance and taxes
Storage
costs
Included the variable expenses for
space, workers, and equipment related
to the volume of inventory held

© Wiley 2010 13
Determining Order Quantities
Lot-for-lot Order exactly what is needed
Fixed-order
quantity
Specifies the number of units to order
whenever an order is placed
Min-max
system
Places a replenishment order when
the on-hand inventory falls below the
predetermined minimum level.
Order n
periods
Order quantity is determined by total
demand for the item for the next n
periods

© Wiley 2010 14
ABC Inventory Classification
ABC classification is a method for determining level of
control 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 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. The
annual usage and unit cost of each item is shown below

© Wiley 2010 16
(A) First calculate the annual dollar
volume for each item

© Wiley 2010 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 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 the
items
 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 19
Inventory Record Accuracy
 Inaccurate inventory records can
cause:
 Lost sales
 Disrupted operations
 Poor customer service
 Lower productivity
 Planning errors and expediting

© Wiley 2010 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

© Wiley 2010 21
Inventory in Service
Organizations
 Achieving good inventory control may
require the following:
 Select, train and discipline personnel
 Maintain tight control over incoming
shipments
 Maintain tight control over outgoing
shipments

© Wiley 2010 22
Determining Order Quantities
Inventory management and control are
managed with SKU (stock control units)

© Wiley 2010 23
Mathematical Models for
Determining Order Quantity
 Economic Order Quantity (EOQ)
 An optimizing method used for determining order
quantity and reorder points
 Part of continuous review system which tracks on-
hand inventory each time a withdrawal is made
 Economic Production Quantity (EPQ)
 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 24
EOQ Assumptions
 Demand is known & constant - no
safety 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 25
Total Annual Inventory Cost
with EOQ Model
Total annual cost= annual ordering cost + annual
holding costs
H
2DS
Q
and
H;
2
Q
S
Q
D
TCQ 















© Wiley 2010 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 an
ordering cost (S) of $75. They want to calculate TC and the reorder
point (R) if the purchasing lead time is 5 days.
 EOQ (Q)
 Reorder Point (R)
 Total Inventory Cost (TC)
units
500
$6
$75
*
10,000
*
2
H
2DS
Q 


units
200
days
5
*
days
250
10,000
Time
Lead
x
Demand
Daily
R 


$3000
$1500
$1500
$6
2
500
$75
500
10,000
TC 

















© Wiley 2010 27
Economic Production
Quantity (EPQ)
Same assumptions as the EOQ except: inventory
arrives in increments & draws down as it arrives

© Wiley 2010 28
Calculating EPQ
 Total cost:
 Maximum inventory:
 d=avg. daily demand rate
 p=daily production rate
 Calculating EPQ













 H
2
I
S
Q
D
TC MAX
EPQ










p
d
1
Q
IMAX










p
d
1
H
2DS
EPQ

© Wiley 2010 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 annual
holding cost rate is $.55/bag. Calculate the EPQ. Determine the
maximum inventory level. Calculate the total cost of using the
EPQ policy.













 H
2
I
S
Q
D
TC MAX
EPQ










p
d
1
H
2DS
EPQ










p
d
1
Q
IMAX

© Wiley 2010 30
EPQ Problem Solution










p
d
1
H
2DS
EPQ Bags
EPQ 850
,
77
250000
000
,
100
1
55
.
)
200
)(
000
,
100
)(
50
(
2



















p
d
1
Q
IMAX













 H
2
I
S
Q
D
TC MAX
EPQ
bags
MAX
I 710
,
46
000
,
250
000
,
100
1
850
,
77 










    690
,
25
$
55
.
2
710
,
46
200
850
,
77
000
,
000
,
5















TC

© Wiley 2010 31
Quantity Discount Model
 Same as the EOQ model, except:
 Unit price depends upon the quantity ordered
 The total cost equation becomes:













 H
2
Q
S
Q
D
TCQ D CD


© Wiley 2010 32
Quantity Discount Procedure
 Calculate the EOQ at the lowest price
 Determine 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 33
QD Procedure con’t
 Continue until you identify a feasible EOQ
 Calculate 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 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 annual
demand 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?
 Since the EOQ of 516 is not feasible, calculate the total
cost (C) for each price to make the decision
 4000 hats at $9 each saves $19,320 annually. Space?
hats
516
$1.80
20)
2(12,000)(
EOQ$9 

     
      $101,660
12,000
$9
$1.80
2
4000
$20
4000
12,000
C
$120,980
12,000
$10
$2
2
490
$20
490
12,000
C
$9
$10









© Wiley 2010 35
Why Companies Don’t Always
Use Optimal Order Quantity
It is not unusual for companies to order less
or 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 36
Justifying Smaller Order
Quantities
JIT or “Lean Systems” would recommend reducing order quantities to the
lowest 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:
 Reduce Q’s by reducing setup time (S). “Setup reduction” is a well
documented, structured approach to reducing S
H
2DS
Q 

© Wiley 2010 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 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
systems-more stockroom space needed

© Wiley 2010 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 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 Q
vs. 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.
 Review Period
 Target Inventory for 95% Service Level
 Average On-Hand
OHavg= TI-dL=424-(52belts)(3wks) = 268 belts
 Annual Total Cost (P System)
5wks
x52
2704
236
52weeks
x
D
Q
RP 


     belts
424
8
416
3
5
1.77
1.645
3
5
units
52
TI
zσ
L)
d(RP
SS
L)
d(RP
TI L
RP












 
   
$16
$229
$245
Difference
Cost
Annual
$245
130
115
$0.97
2
268
$10
5
52
TCp










© Wiley 2010 41
Single Period Inventory Model
The SPI model is designed for products that share
the 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 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 selling
price 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 Table
Prob. Of Occurrence .20 .25 .30 .15 .10
Customer Demand 80 90 100 110 120
# of Shirts Ordered Profit
80 $960 $960 $960 $960 $960 $960
90 $900 $1080 $1080 $1080 $1080 $1040
Buy 100 $840 $1020 $1200 $1200 $1200 $1083
110 $780 $ 960 $1140 $1320 $1320 $1068
120 $720 $ 900 $1080 $1260 $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

© Wiley 2010 43
Inventory management within
OM: How it all fits together
 Inventory management provides the materials and supplies needed 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 44
Inventory Management Across
the Organization
Inventory management policies affect
functional 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 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 cost-
efficient operations, and to minimize
inventory investment.

© Wiley 2010 46
Chapter 12 Highlights con’t
 Inventory investment is measured in
inventory 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 47
 Retailers, wholesalers, & food service
organizations 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 48
 Lot-for-lot, fixed-order quantity, min-max
systems, 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 49
 Practical considerations can cause a
company 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 50
 Calculating the appropriate safety stock policy
enables 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.

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.

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