Beruflich Dokumente
Kultur Dokumente
by W.C. Benton
Chapter Five
Inventory Management
Learning Objectives
1. To learn the relationship between the purchasing
function and inventory control.
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Learning Objectives
5. To identify the cost components of the classical
EOQ model.
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Inventory Management
• Inventory is the life blood of any business. Most
firms store thousands of different items.
• The type of business a firm is in will usually
determine how much of the firm’s assets are
invested in inventories.
• Hospitals carry beds, surgical instruments, food,
pharmaceuticals, and other miscellaneous items.
• Manufacturing firms carry office supplies, raw
materials, component parts, finished products, and
many other industry-related items.
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Dependent Versus
Independent Demand
• In order to manage the various types of inventory, attributes of the
items first must be analyzed in terms of cost, lead time, past usage,
and the nature of demand.
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Production Processing Strategy
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Production-Inventory Taxonomy
• The taxonomy is based on continuous systems producing
standardized products through an assembly line, while
intermittent systems are used to produce non standardized
products through a job shop.
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ABC Classification of
Inventory Items
• The inventory items that are the most important for a specific
industry or firm should be items that account for the greatest
dollar value.
• With only these two data points (sales and costs), you can not only
rank all of your inventory items by importance, but also take the
first step toward controlling independent demand and distribution
inventories.
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ABC Classification of
Inventory Items
• If you analyze what sells the most and what cost the
most, a predictable pattern will emerge with most
distribution inventories.
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• The following procedure is one
way of implementing an ABC
analysis.
1. Calculate the annual dollar
value for each item.
2. List all items in descending
order.
3. Develop a cumulative
percentage of the items that
reflect roughly 60–80 percent
of the total cost.
4. Determine the percentage of
the items that represent
roughly 60–80 percent of the
total cost. These are
considered A items.
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Independent Demand
• In this section, we are concerned with the control
of end items. The inventory management concepts
covered in this section are also applicable to
retailing and distribution.
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Independent Demand
2. Cycle stocks. When units are transported from one
location point to another, how many units do we
transport at one time? For example, say we place
an order once each three weeks following a review
of sales and projected needs.
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Costs in an Inventory System
• The objective of an inventory
system is the minimization of
total operating costs. The
unavoidable costs of operating
pure inventory systems are
ordering costs, stockout costs,
and holding costs.
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The EOQ Model
• Once the most economical order quantity is known,
several other measures can be taken:
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The EOQ Model
• The minimum total cost per year is obtained by
substituting Q* for Q in equation (1). The classical
EOQ model assumes the following:
1. Constant demand.
2. Constant lead time.
3. Constant unit price.
4. Fixed order cost per order.
5. Fixed holding cost per unit.
6. Instantaneous replenishment.
7. No stockouts allowed.
8. No demand uncertainty.
9. Quantity discounts are not available
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Quantity Discounts
• From time to time, buying firms receive discounted
price schedules from their suppliers.
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Quantity Discounts
• The classical EOQ model assumes that the per-unit
material price is fixed. The quantity discount condition
invalidates the total cost curve.
1. If the EOQ calculated in step 1 is not valid (i.e., is less than the break quantity),
find the total annual cost for each price break quantity.
1. Calculate the total annual cost for each valid EOQ determined in step 3.
1. The minimum cost order quantity is that associated with the lowest cost in
either step 2 or step 4.
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Safety Stock
• When there is uncertainty in demand, safety stock must be
considered. Safety stocks are extra inventory held to protect
against randomness in demand or lead time.
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Dependent Demand Systems
• Customer demand is fairly uniform but, because of
the build schedules, the requirements for the
components are “lumpy.”
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Dependent Demand Systems
• MRP systems utilize substantially better information
on future requirements than is possible by the
traditional non-time-phased order-point system.
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The Material Requirements Concept
• The MRP concept provides the basis for projecting future
inventories in a manufacturing operation.
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The General Lot-Sizing Problem
• The general lot-sizing problem for time-phased requirements
for a component part involves converting the requirements
over the planning horizon (the number of periods into the
future for which there are requirements) into planned orders
by batching the requirements into lots.
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Quantity Discounts
for the Variable Demand Case
• It has been shown in the previous section that MRP
provides time-phased requirements to determine
planned orders using lot-sizing procedures.
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Quantity Discounts
for the Variable Demand Case
• The safety stock should be set to achieve a prespecified service
level. Setting safety stock so as to achieve a prespecified service
level enables fair comparison of the alternative lot-sizing
procedures. The service level, S, is defined as
• In situations where discounts are not available, the price per unit is
constant regardless of the number of units ordered.
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Illustration of Various
Variable-demand Lot-sizing Models
• There has been a significant amount of attention given to the
variable-demand order size lot-sizing problem.
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