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Structure
2.0
Objectives
2.1
Introduction
2.2
2.3
Classification of Inventory
2.4
2.5
2.6
Let Us Sum Up
2.7
2.0 OBJECTIVES
2!1 INTRODUCTION
In this unit you will learn, what is inventory control and how this is applied effectively in
various aspects of materids management particularly when you are dealing with the various
consumable items like, drugs, vaccines, gauge-cotton and other disposable items in your
daily use in a hospital. Also you shall learn how these consumable items can be
scientifically classified and wd can have a better control over these items and the drugs/
materials are available whenever required and wherever required.
In financial parlance, inventory is defined as the sum of the value of raw materials, fuels and
lubricants, spare parts, maintenance consumables, semi-processed materials and finished
goods stock at any given point of time. The operational definition of inventory would be:
the amount of raw materials, fuel and lubricants, spqe parts and semi-processed material to
be stocked for the smooth running bf the plant. Since these resources are idle when kept in
the stores, inventory is defined as an idle resource of any kind having an economic value.
Hence in simpler terms inventory may be defined as list or stock of items in store, which one
can count, measure or weigh.
by which an organisation is supplied with the
Inventory control is a s~ientific'~rocess
goods and services, that ~tneeds to achieve its objectives at optimum cost. Inventory
control can be viewed as the attainment bf a cost balance between shortage and excess of
stock. It is one of the modem management techniques of operations research.
p ~ q e Cr ~ f i ~Over
o \ the inventory, serious problems can precipitate, related to
manufac.ring, rnaIketlng, revenue generation m d customer satisfaction L*ew"e>
avadabll,q of life saving m g s
mpenc
F t o ~ gadequate
i
n*
at m y optimum outlay offinancial and human resources. High inventory level lead to high
cost of inventories by - a) blocking the finances; b) large storage space; c) large handling
and adrninistrabon charges; d) obsolescence; and e) spoilage etc. On the contrary, low
inventories may led to frequent stock outs and high shortage costs. Balancing the cost of
carrying high inventories and the cost of shortage is done through a system of scienbfic
mventory control.
Materials management and Inventory problems are common to all organisations. The
importance of effecbve materials supplies was first recogmed by the profit making
industnal sector. Gradually, service orgamzations like educational mstitutions, hospitals,
etc., realized the value of managing their material supply system on scientific lmes.
Hospitals require a variety of materials and supplies, which are essential in providing good
pabent care. These supplies have to be obtained at most econormcal rates in nght quantity
and right quality at right bme. Effective management of these supplies is possible through
the scientific system of materials management.
The goal of a good hospital supply system is to ensure that there is adequate stock of
required items, so that an uninterrupted supply of all essential items is maintained taking
due care, we do not overstock the supplies which not only locks up the capital, but also
gives room to pilferage and obsolescence. We should also ensure that these items are
properly stored, controlled, made retrievable and distributed to the points of usage.
-
The basic principle of inventory control is also to contain costs. There are four types of
costs involved in the management of material supplies as described earlier. The purchase
cost is the duect cost of the material, whch is inclusive of taxes and freight. We can reduce
this cost without compromising with the quality of the supplies. The techniques followed
are bulk buying, rate contract, and combined buying, negobatmg purchase prices by
assuring long-term busmess. The carrying cost whch consists of costs incurred on money
invested storage space, additional manpower, obsolescence, deterioration, breakage and
pilferage is difficult to calculate.
It can be generally about 30% of the actual cost of inventory. To contro! this cost we have
to strike a balance between purchase cost and carrying cost by procuring the items m
optimum quanbty, known as the economc order quantity which IS discussed later in this
unit The shortage cost covers the loss of hospital revenue due to the non-availability of
cr~ticalitems other than the extra cost, which has to be pald to procure this Item from an
alternate source. To contam this cost it IS advisable to have two to three suppliers of good
reputation for all the cribcal and vital items. The ordering costs both duect and indirect will
go up with more frequent orders. The techmque to control this cost is agam by effecting
economy in materials management:
1)
Purchase Costs
n) Canylng Costs
IN)
Shortage Cost
Economics
h v e n t o IS
~ an important aspecr
-ofM
Inventory goes "D t h ~
,-Q-.:--
,f+hfi I-..-
the other hand, if we have a smaller inventory, turnover is greater requiring less carrying
charge but more of ordering costs, as orders have to be repeated more often. We have
to strike a baiance between these two costs. By inventory control we can find out
optmpm quantity to be stocked so that these costs are kept at the minimum. It is
necessary to understand the apparent costs and the hidden costs in the management of
the supplies.
Purchase Cost
It is the actual cost of the materials whether it is drugs, chemicals, linen or other stores. It is
an apparent type of cost, which is easily understood by all. The aim is to reduce this cost
without compromising with the quality of suplies, say drugs. The effort should be to reduce
this as much as possible by following the simple techniques like 'bulk-buying', buying
under generic names and Not Trade Names and at negotiated rates by assuring .future
business over a reasonable period. While having discussions with a General Manager of a
large Indian Drugs Public Sector Undertaking, the author was told that the GM shall be very
happy to give substantial discount [up to 25 per cent] over and above the hospital, rates if
purchased in bulk quantities. But there are some inherent problems, which are associated
with bulk purchasing i.e. it may lead to huge stockslinventory, which in turn increases the
'carrying cost'.
Carrying Costs
This is hidden cost and not amenable to easy calculation. The cost of carrying an inventory
can be large if one is not conscious of its implications. ~ a r r y i ~ ~ c oare
s t composed
s
of the
following elements:
a) Cost of using or borrowing money
b) Cost of storage space
c)
d) Cost of obsolescence
e)
Cost of deterioration
f)
Taxes and insurance premiums may add to the above list. Most of these costs can be
described as invisible costs. Invisible because they may not reflect in the drugs store
budget but add on to the overall budget of the hospital.
Let us discuss in brief about the aforesaid elements of the carrying cost:
a)
Cost of money: When we purchase the drugs in bulk, we pay also lkge proportion of
the drug budget at one time. Imagine if you were to borrow this money from a financier
how much interest would accrue to the hospital. You can look at it in a different way
also. An efficient stores manager instead of purchasing in bulk would divide it into
small portions and stagger the supply at a quarterlylmonthly interval and release the
payment only for that small portion received.
b) Cost of space: If the annual requirements of drugs were purchased in bulk, additional
spacelstore rooms with fittings and furniture would be required. This would mean
additional expenditure.
c)
Cost of additional manpower: More the material more hands to deal with it. Thls means
more st~rekee~ersl~harmacists,
clerks, orderlies etc. Their salarieslwages would add up
to the cost.
Inventory
Essentials' of Logistics an
Equipment Management
f)
Conservative estimates are that the carrying cost may be 25 per cent to 35 per cent of the
actual inventory cost. As managers we have to be acutely aware of the carrying cost.
To reduce this cost one should buy in small quantity. But this may increase the purchase
cost. The purchase cost and the carrying cost oppose each other. But there is a point/
quantity at which both are minimum/optirnum. This quantity is known as economic order
quantity (EOQ).
Ordering Costs
It is the cost of placing an order like cost involved in stationery, postage, telephone, fax,
manpower etc. This apparently is simple but can assume higher proportions because of the
costs on manpower.
Shortage Cost
It deals with the cost of not having a particular material. The direct cost is the higher price
we pay for procuring a substitute from an alternate source. The indirect costs in this
element are related to the business that we loose, an! public criticism etc. For example, you
are suddenly told that oxygen is out of stock in the hospital. The functioning of the
operation theatre and other sensitive areas of the hospital will be seriously disrupted. The
patients will suffer and there will be a public criticism. Arrangements will habe to be made to
procure oxygen or for that matter another such vital drug, at a premium from market thereby,
increasing the cost. 0n.the other hand if tablets B complex, antacid or cough syrup is out of
stock hardly anything will happen. Therefore, the shortage cost would vary according to
the nature of an item.
Check Ysur Progress 1
1)
'#hat are the various costs involved in Inventory Management? How they oppose
each other?
3)
.........................................................................................................................................................
ABc
V~tal,Essential, Desirable
6) Fm'
7) xYz
8) SOS
SDE
4)
'
5) GOLF
....................................................................................................................................................................
....................................................................................................................................................................
....................................................................................................................................................................
2.4 FUNCTIONS OF INVENTORY CONTROL AND
investment
c) provide a c u s w between the forecasted and actual demand for a material; and
d) gives optimal outlay of financial and human resources.
On the same time good Inventory Management also controls over-stocking vis-a-vis
minimize the ineffective stock. May be that is the reason that the business world saysInventories are yard of business or the necessary evils as they drain out the company's
profit.
A good Inventory Control will'have a duect impact on the service provided by the Hospital/
Health Centres, as a result it will enhance the patients' satisfaction and better service
conditionc
Inventory Control
Inventory Control is also a necessary measure to control the various costs, which are
discussed earlier. Larger is the Inventory greater are the problem with respect to
investment, planning, procurement, handling, receiving, inspection, storage, distribution,
accounting, deterioration, obsolescence, pilferage, damage, shelf life, theft etc. Other than
those it also controls the costs arised due to changes in technology i.e. advent of newer
drugs and antibiotics, changes in market situation, changes in line of treatments and
changes in govenunent policies for various health programmes time to time.
Reduce costs
d) Improve liquidity
e) Improve service conditions
Increase efficiency of man and machine
f)
g) And hence improve patients, satisfaction and goodwill of the Hospital in the
Community.
2)
LeadTirne
3)
Cost Factors
Ordering cost
Imported/channelised items
4)
LiquidityRinancial
Pbsition
5) Availability of Credit
6) Obsolescence
7)
Government Policies
8)
Storage
9)
Patient Service
Provider Relations
10) Marketing C ~ d i t i o n s-
11) Other factors such as single source, mult~plesources, proprietary Items, location of
source of supply, Import substitution, make or buy decision etc.
8 .
?.
Inventory Control
5) Fixing up realistic Inventory levels i.e. maximum, minimum,reorder levels and safety
stock Inventory levels should be fixed itemwisellocationwise.
6) By reducing lead-time.
7) Adjustment in Inventory levels. Wherever called for Inventory levels should be
adjusted as per changes in requirement/consumption,changes in market conditions etc.
8)
Around 10 per cent of the drugslstore material would cost 70% of the resources. (Group
Essentials o f Logistics
Equipment Manageme
20% of the drugststore material generally consume 20% of resources (Group B).
Remaining 70% of the drugststore material would consume just about 10% of the
resources (Group C).
The calculations will not be so exact and the range may vary by about 5 per cent.
Methodology for ABC analysis
ii) The list of drugs or items should be arranged in descending value of their cost. The
most expensive item is at the top followed by the next less expensive and the cheapest
item which has consumed least amount will be at the bottom.
iii) The cumulative cost of the items is worked out on this list. The cumulative cost of the
first item will represent its annual cost, whereas, the cumulative cost of the second item
will be its annual cost plus the cumulative cost of the item above it. Similarly, that of the
third item will be its own annual cost and the cumulative cost of first and second item.
The cumulative cost of the last item will be the total annual expenditure on medical
store. Refer Table 2.1 for further guidelines.
iv) The list is now ready for undertaking ABC analysis. Mark the figure close to 70% of the
total expenditure. All items up to this figure will be A category items. This will be
equivalent to only 10-15% of the total number of drugs. The interpretation - about 10%
of the items cost as much as 70% of total budgetary expenditure.
v) The next figure to mark will be close to 90% of the total annual expenditure. The items
between the two figures i.e., after the A category items and up to the figure close to
90% will be B category. These will be generally around 20% of all the items. The
interpretation - about 20% of the items consume 20% of the total expenditure. '
vi) The remaining items will be c categox$, which constitutes around 65-70% of the items.
The interpretation - about 70% of the store items cost as little as 10% of the total
expenditure.
Following is a convenient example to understand the exercise better in undertaking ABC
analysis.
Let us imagine the medical store of a small hospital has 100 items on its inventory and the
total annual expenditure is Rs. 10,00,000. The items can be arranged in the descending value
of their annual cost in the following manner:
Table 2.1
S. No.
I)
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
Name of the
Items
Inj. Ampicillin
lnj. Ciprofloxacin
Inj. Dextrose 5% 540ml
Inj. Normal salrne 540ml
Inj. Cefatoxim 1Gm
Inj. Streptokinase
Tab. Ciproflaxacin
Inj. Haemaccel iv
Fluothane
Inj. Dexamethasone2ml
-
0) Acr~flavine
Annual
Consumption
in Rs.
9 1,000
89,000
83,000
81,000
7 1,000
. 65,000
63,000
59,000
5 1,000
47,000
-
300
Cumulative
Total
in Rs.
9 1,000
1,80,000
2,63,000
3,44,000
4,15,000
4,80,000
5,43,000
6,02,000
6,53,000
7,00,000
Cumulative Category
Percentage
9.1
18
26.3
34.4
41.5
48
54.3
60.2
65.3
70
-
9,00,000
10,00,000
90
100
A (70%)
B (20%)
C(IO%)
Another method of doing ABC analysis is to pick up approximately first 10% of the items
from the list arranged in descending order, which generally consume 70% of the
expenditure. This is category A. The next 20% of the items in the list account for 20% of the
total expenditure. This is category B. The remaining items (category C) constitute about
70% of the items which consume only 10% of the total expenditure. As mentioned earlier,
the percentages will not be exactly identical and the variation may be up to 5%.
Inventery CentroI
S. No.
I)
2)
3)
4)
5)
6)
7)
Activity
Frequent of Purchase
Turnover/Consumption
Level of Control
Estimates of Requirement
Safety Stock
Management Level
Monitoring
Group A
Group B
Croup C
More Fnqumt
Tight
Less Frequent
Medium
Moderate
VqRigid
Ri@
Least Frequent
Low
Routine
Moderate
Low
TOP
Very Strict
Moderate
Middle
Strict
Lower
Moderate
High
High
VED Analysis
The limitation of ABC analysis is that it is based only on monetary value and the rate of
consumption of the items. Sometimes, particularly in a hospital, and item of low monetary
.value and consumphon (e.g. Injection Adrenaline, Anti-Snake Venom etc.,) may be very
vital or even life saving. Their importance cannot be overlooked simply because they do not
appear in A category of inventory. Therefore, another parameter of tde materials is their
"criticality' '. This could be in terms of the therapeutic value of a drug or intrinsic value of
/he material in achieving the objectives of hospital system. VED analysis is based on critical
values and shortage cosfs of the Item. Ba;ed on the; criticality, the i k could be classified
into three categories: Vital, Essential and Desirable.
1)
Vital Items: There are several vital items in the inventory of a hospital, which could
make difference between life and death. There can be serious functional dislocation of
patient care when such items are not available even for short period adversely effecting
the image of the hospital. Such items should always be stocked in sufficient quantity to
ensure their constant availability. Top management should control this group of items. -
2) Essential Items: The shortage of such items can be tolerated for a short period. If these
items are not available for a few days or a week, functioning of the hospital can be
adversely affected (drugs like Antibiotics etc.). Toplmiddle level management should
preferably control these items.
3)
Desirable Items: The shortage of these items will not adversely affect the patient care
or hospital functioning even if the shortage is prolonged (items like Vitamins). Middle1
lower level management should control desirable items.
As against the cost criteria in ABC analysis the VED analysis 'is based on subjective
analysis by a group of physicians. Such an analysis enables the admirustrator to give more
attention to vital and essential items. A combination of ABC and VED analysis can be
gainfully employed to evolve a meaningful control over the material supplies particularly in
a hospital system.
V
A
Category 1
\
B
Category 2
C
Category 3
This is based on the availability of items in the market. S items are scarce, D items are
difficult to procure and E items are easily available in the market. Such an analysis may be
handy when there is a lot of uncertainty or vagaries in the availability/procurementof the
items.
Other types of analysis which are not of much significance to a materials manager are: HML
analysis (based only on cost i.e., High, Medium, Low cost items) and FMS analysis based
only on rate of movement~consumption(Fast, Medium and Slow moving items).
Minimum level
Maximum level
Supplier lead time
Order quantity
2 weeks
6 weeks
1week
4 weeks
Therefore, in order to maintain amaxirnum level of six weeks supply, the order must be
placed when the level on brand is at 3 weeks (one week supplier lead tune plus 2 weeks
minimum level); but the order must not exceed a four-week supply so that the maximum level
will not be exceeded.
When recommendations for improvement are considered, it is impossible that they will
exceed the resources available. In this situation, it is wise to develop a inin-max strategy that'identifies the rmnirnum changes needed to environmentally improve the materials
management system and the maximum changes needed to substantially improve
performance.
The advantage of the system is that each item can be procured in the most economc
quantity. The constraiqts\inthis system are that it will funchon smoothly only when the
lead-time (Procurement Time) and the consumpbon rate are constant. When these two
factors are varying fresb reordering levels have to be calculated. Therefore, may be more
cumbersome than the cyclical o r d e w system.
Inventory Control
Stock Available
Demand occurs
(un~tswithdrawn)
I I
Issue replenishment
E l
"Z ;
Bin A
B
i
nA
It is the length of time in days between the decision to replenish an item, and its actual
addition to the stock. The lead time consists of internal element (time elapsing between
decision making and communication of the order) and external element (time elapsing
between the receipt of order by the supplier and actual receipt'of the material). We can
control internal lead time to an appreciable extent but will have no control over the external
lead time.
2) Buffer Stock
Also known as Safety stock or Reserve stock. It is the minimum quantity of supplies set
apart as an insurance against variations in supply and demand. This is greatly influenced
by lead-time. This can be calculated by multiplying the average demand for maximum delay
or the probable delay. The probable delay (D) is estimated from the past experience and
graded as Dl (Least delay), D2 (mean delay), and D3 (maximum delay). If the lead-time
requirement<sR, the buffer stock (BS) can be calculated by using a formula: BS=D x R. If
the item is very critical, value of D3 is taken into consideration to ensure almost 100%
availability.The rule of thumb is to calculate the difference betweenmaximum lead-time and
average lead-time in days and multiply it by average daily consumption.
There is another method of calculating the Buffer Stock. As we know the buffer stock is the
quantity of storeslcushion set apart as an insurance against stock outs. This quantity is
kept as an emergency supply. It can be calculated by the following formula:
Buffer Stock
K
D
=
=
KxD
The average estimated consumption during lead-time (D) can be multiplied by K 1, K2 or K3.
A buffer stock of:
K1 x D will ensure that the drug is available 67 per cent of times when indented from stores.
K2 x D will ensure that the drug is available 95 per cent of times.
K3 x D will ensure that the drug will be almost always (99 per cent) available in stores
whenever indented.
The average estimated consumption during lead-time (D) can be multiplied by K1,K2 or K3.
A buffer stock of:
K1 x D will ensure that the drug is available 67 per cent of times when indented from stores.
K2 x D will ensure that the drug is available 95 per cent of times
K3 x D will ensuri: that the drug will be almost always (99 per cent) available in stores
whenever indented.
INVENTORY
Key:
ab = cd = ef = lead time
Fig. 2.1: Inventory Model
The ideal lnventory model 1s shown In Fig. 2.1. The stock on hand consists of two
components, the worklng stock and the safety stock. Working Stock varies from zero to the
order quantity ( 0 ) and represents the stock, which is used to satisfy demand between
deliveries. Safety Stock (S), also called reserve stock, buffer stock or fluctuation stock,
exists to protect against stockouts which would otherwise occur when deliveries are
delayed for any reason or the working stock is consumed at an unexpectedly high rate.
In the Ideal model, drugs are &sued m response to demand and the stock on hand steadily
decllnes untll the pomt at which an order must be placed. Followmg the lead tlme period,
during which all the actlvlt~esof the procurement cycle are performed, the quantity ordered
s
maximum point (Q+S).
(Q) 1s received and the Inventory level 1s back to ~ t starting
From Fig. 2.1, it is apparent that the average working stock is one-half of the order quantity.
Average working stock = %Q.
To reduce the average inventory and, thereby, reduce the inventory holding costs, either
the working stock, the safety stock, or both should be lowered.
When drugs are used at a constant rate, the line in Fig. 2.1 representing stock on hand
decl~neswith a constant slope. The working stock can be reduced only by placing smaller
order (reduce the size of Q) more frequently.
3) Reorder ~ e v e l
This denotes the stock level at which a fresh order has to be placed. This is equal to
average consumption per day multiplied by lead time plus the buffer stock. We can avoid
stockouts by working out the reorder level of all important material so that immediate action
can be taken as soon as the-stocks drop to reorder level. In fact, the author advocates
simple practice of material mailagement by calculating the reorder level of all stored items to
ensure we do not overstock or understock the material. This practice can simplify the store
management partlcularly when we do not want to indulge in complicated mathematical
calculations.
4) Economic Order Quantity (EOQ)
This is the most economical quantity of the material to be purchased. As mentioned earlier,
the ordering costs and the inventory carrying costs are antagonistic to each other, if we
keep the ordering costs low (by placing fewer orders) the inventory carrying costs go up as
we have to purchase huge quantities which locks up our capital and storage space. The
reverse is also true, when we keep the carrying cost low (by ordering smaller quantities).
The ordering costs will tend to rise as we have to place more frequent orders. To confront
this situation, we have to strike a balance between these two costs. EOQ is a tool for the
same
The formula is EOQ
A
Oc
PC
Ic
=
=
=
2A x Oc
=
PC x Ic
E x ~ ~ m p l If
e :annual demand (A) of 1nj. Ampicillin 1 ~m k 20,000 units, the cost ofplacing
order (Oc) is Rs. 100, the purchase cost (PC)is Rs. 20 per unit and the inventory carrying
cost is 20% of the purchase cost, the calculation will be:
EOQ
2 x 2000 x 100
=
20 x 0.2
1000units
While the industrial sector can precisely calculate these costs the EOQ formula will be very
handy 'f9r them to buy the most economical quantity. The hospitals may find it difficult to
calculate these costs partlcularly the indirect or hidden costs.
Check Your Progress 4
1)
Inventory Control
c o t Management
2)
.........................................................................................................................................................
3) What is Buffer Stock?
...........................................................................................................................................................
4)
1)
If the ~urchasecost is lowered by buying in bulk the carrying cost will go up, and viceversa. Also if the carrying cost is to be rninlmized the ordering cost will go up as
frequent ordering will be required.
ABC
ii)
iii) HML
iv) SDE
v) FSN
vi) XYZ
vii) GOLF -
viii) SOS
Stocking of adequate amount, number and range of stores at all service outlets.
ii) Provide minimum supply service consistent with maximum efficiency and optimum
investment.
iii) Provide a cushlon between the forecasted and actual demand for a material.
iv) Gives optimal outlay of financial and human resources.
2)
Factors determining inventory policies should be based on what to order, when to order
and how much to order:
i)
Requirement
X)
Marketing conditions.
In the ABC analysis the items in stock are classified in A, B and C categories based on
the Annual Consumption cost of each item. Usually 'A' items are 10% of all items
consuming 70% of total budget. 'B' items are 20% of all items consuming 20% of total
budget. 'C' items are 70% of all items consuming 10% of total budget. Hence 'A' items
to be under stnct control of top management. Rest of the 'B' and 'C' categories can be
dealt by middle and lower level management respectively.
Inventory Control
Essentials o f Logistics
Equipment Mnnngeme
In this analysis the items are classified into Vital (V), Essential (E) and Desirable [D) as
per the criticality or shortage cost of the store items. 'V' .Items are those, the absence of
which cannot be tolerated even for single moment. 'E' items are those, where the nonavailability for some time may be tolerated but not for long time. 'D' items are those, the
absence even for longer duration will not seriously hamper the nonnaVgenera1
hnctioning of the hospital.
VED classification of items will vary from Hospital to Hospital and it will purely depend
on the objective of the Hospital.
Buffer stock or safety stock is the minimum quantity of supplies set apart as an
insurance against variation in supply and demand. Hence it acts as cushion to deal
with the unforeseen exigencies or emergencies.
This denotes the stock level at which a fresh order has to be placed. This is equal to
average consumption per day multiplied by lead time plus the buffer stock. Bjl this it
will help the store manager to ensure that there will be no overstocking or
understocking of materials.