Beruflich Dokumente
Kultur Dokumente
Long-term
(years)
Intermediate-term
(6 to 18 months)
Short-term
(weeks)
Very Short-term
(hours days)
Entire
Product Line
Aggregate Planning
Product
Family
Specific
Product Model
Labor, Materials,
Machines
Influencing demand
backordering during high demand periods
counterseasonal product mixing
Inputs
Outputs
workforce level
inventory level
production rate
Aggregate Planning
Example
Keepdry, a small manufacturing company (200 employees),
produces umbrellas. The company, founded in 1991 produces the
following three product lines: 1) the Executive Line, 2) the Durable
Line and 3) the Compact line shown in the following figure.
Executive
Line
Compact
Line
Durable
Line
10000
8000
8000
6000
7000
6000
5500
4500
4000
2000
0
Jan
Fe b
Ma r
Apr
Ma y
J un
Cost Information
Materials
Holding costs
Marginal cost of stockout
Hiring and training cost
Layoff costs
Labor hours required
Straight time labor cost
Beginning inventory
Productive hours/worker/day
Paid straight hrs/day
$5/unit
$1/unit per mo.
$1.25/unit per mo.
$200/worker
$250/worker
.15 hrs/unit
$8/hour
250 units
7.25
8
11
Determining Straight
Labor Costs and Output
Days/mo
Hrs/worker/mo
Units/worker
$/worker
J an
22
159.5
1063.33
$1,408
Feb
19
137.75
918.33
1,216
Mar
21
152.25
1015
1,344
Apr
21
152.25
1015
1,344
May
22
159.5
1063.33
1,408
J un
20
145
966.67
1,280
12
Chase Strategy
(Hiring & Firing--meet
J an
Days/modemand)
22
Hrs/worker/mo
Units/worker
$/worker
Demand
Beg. inv.
Net req.
Req. workers
Hired
Fired
Workforce
Ending inventory
159.5
1,063.33
$1,408
J an
4,500
250
4,250
3.997
3
4
0
13
Days/mo
Hrs/worker/mo
Units/worker
$/worker
Demand
Beg. inv.
Net req.
Req. workers
Hired
Fired
Workforce
Ending inventory
J an
22
159.5
1,063
$1,408
Feb
19
137.75
918
1,216
Mar
21
152.25
1,015
1,344
Apr
21
152.25
1,015
1,344
May
22
159.5
1,063
1,408
J un
20
145
967
1,280
J an
4,500
250
4,250
3.997
Feb
5,500
Mar
7,000
Apr
10,000
May
8,000
J un
6,000
5,500
5.989
2
7,000
6.897
1
10,000
9.852
3
8,000
7.524
6,000
6.207
2
8
0
1
7
0
3
4
0
6
0
7
0
10
0
14
Demand
Beg. inv.
Net req.
Req. workers
Hired
Fired
Workforce
Ending inventory
Material
Labor
Hiring cost
Firing cost
J an
4,500
250
4,250
3.997
3
4
0
Feb
5,500
Mar
7,000
Apr
10,000
May
8,000
J un
6,000
5,500
5.989
2
7,000
6.897
1
10,000
9.852
3
8,000
7.524
6,000
6.207
2
8
0
1
7
0
6
0
7
0
10
0
J an
Feb
Mar
Apr
May
J un
$21,250.00 $27,500.00 $35,000.00 $50,000.00 $40,000.00 $30,000.00
5,627.59 7,282.76 9,268.97 13,241.38 10,593.10 7,944.83
400.00
200.00
600.00
750.00
500.00
250.00
Costs
203,750.00
53,958.62
1,200.00
1,500.00
$260,408.62
15
Inventory Management
Types of Inventories
Raw Materials
Works-in-Process
Finished Goods
Distribution Inventory
Supplies: Maintenance, Repair and Operating
(MRO)
Managing Facilitating
Goods
Replenishment
order
Factory
Production
Delay
Replenishment Replenishment
order
order
Wholesaler
Distributor
Shipping
Delay
Wholesaler
Inventory
Retailer
Shipping
Delay
Distributor
Inventory
Customer
order
Customer
Item Withdrawn
Retailer
Inventory
Type of Inventory
Type of Organization
A. Retail systems
1. Sale of goods
2. Sale of services
B. Wholesale / Distribution
systems
Supplies
In-Process
Goods
Finished
Goods
*
*
C. Manufacturing systems
1. Special project
*
2. Intermittent process
*
.
3. Continuous process
a. Process industries
b. Repetitive mfging.
Raw
Materials
*
*
*
*
*
*
Raw
Materials
Works
in
Process
Finished
Goods
Finished
Goods
in Field
Order processing
Shipping
Handling
Out-of-Stock Costs
Independent and
Depenedent Demand
Independent vs.
Dependent Demand
Independent Demand
(finished goods and spare parts)
Dependent Demand
(components)
C(2)
B(4)
D(2)
E(1)
D(3)
F(2)
Objectives of Inventory
Control
Balance in Inventory
Levels
Minimum
Total Annual
Stocking Costs
Lower
Total Annual
Stocking Costs
Annual
Carrying Costs
Annual
Ordering Costs
Smaller
EOQ
Larger
Order Quantity
ABC-
very important
mod. important
least important
High
Annual
$ value
of items
A
B
C
Low
Low
High
Percentage of Items