Professional Documents
Culture Documents
Management
Sessions 13, 14
Amit Sharan Jain
December 2017
Inventory Management
2
Safety Stock
• Inventory carried for the purpose of satisfying demand that exceeds
the amount forecasted in a given period
• Trade-off
• Higher levels of product availability and customer service
• Higher level of average inventory and therefore increases holding costs
3
Calculating appropriate safety stock
Safety Stock
Z √ ( σD2 L + D2 σL2 )
4
Safety stock calculation:
Example
Motorola obtains cell phones from its contract manufacturer located
in China to serve the US market. The US market is served from a
Warehouse in Memphis, Tennessee. Daily demand at the Memphis
warehouse is normally distributed with a mean of 5000 and a standard
deviation of 4000. The warehouse aims for a CSL of 99 percent. The
company is debating whether to use sea and air transportation from
china. Sea transportation results in a lead time of 36 days and costs
$0.50 per phone. Air transportation results in a lead time of 4 days and
costs $1.50 per phone. Each phone costs $100 and Motorola uses
holding costs of 20 percent. Given the minimum lot sizes, Motorola
would order 100,000 phones at a time (on average, once every 20
days) if using sea transport and 5000 phones at a time (on average,
daily) if using air transport. Warehouse works 365 days in a year. (
NORMINV(0.99 ) = 2.33 )
5
Safety stock calculation:
Example solution
Z √ ( σD 2 L + D 2 σL 2 )
Z = Norminv(CSL) = Norminv (0.99) = 2.33
σD = 4000, σL = 0
# Assumption for Ordering Cost: Safety stock is built-up during the start of the year and
maintained thereafter.
6
Calculations for annual ordering and holding cost for cycle stock depicted in earlier session
Steps to reduce safety stock levels
Z √ ( σD2 L + D2 σL2 )
8
Safety stock in an aggregated model
• Suppose there are n regions, with demand in each region being independent and
normally distributed
• Di : Mean period demand for each region i, i = 1,…,n
• σi : Standard deviation of period demand in region i, i = 1,…,n
• Safety stock, SS =
9
Safety stock in an aggregated model:
Example 1
ABC Inc. produces printers in its Chinese factory for sale in SAARC countries.
Currently, ABC Inc. assembles and packs printers for direct sale in individual SAARC
countries. The distribution of weekly demand in different countries is normally
distributed with means and standard deviation as follows:
Country Mean Standard Deviation
Sri Lanka 3000 2000
Nepal 2500 1600
Bhutan 1000 800
India 4000 2400
Assume demand in different countries to be independent and the lead time from
manufacturing factory is eight weeks. The company follows continuous
replenishment policy. ABC Inc. decides to build a central DC in one of the SARRC
countries and shall now ship printers directly to this DC. Deliveries to individual
countries shall be from DC. The printers are still manufactured in China with a lead
time of eight weeks.
How much total safety inventory does ABC Inc. require for all SAARC countries if it
targets a CSL of 95 percent? 10
Safety stock in an aggregated model:
Example 1 solution
• CSL = 95%
• Z = Norminv (95%) = 1.64
• Lead time in weeks = 8
= √ (100 * 102)
= 100 * Norminv(0.95) * √ (10 ∗2)
2
= 100
= 2,326 units
• Safety stock =
= (1.64) (√ 2) (100) = 233 units
Note: Since the number of stocking units have reduced by a factor of 100, the safety
stock has reduced by a factor of 10 (viz.√ 100) 12
Supply Chain
Coordination
13
Supply chain coordination
• All stages in the supply chain take actions that are aligned and
increase total supply chain surplus
14
Bull-whip effect
• Fluctuations in orders
increase as they move up
the supply chain from
retailers to
manufacturers
• Distorts demand
information within the
supply chain
16
Obstacles to Coordination
Incentive Obstacles
• Local optimization
• Sales force incentives
Operational Obstacles
• Large lots
• Large replenishment lead times
• Rationing and shortage gaming
Pricing Obstacles
• Lot-sized based quantity decisions
• Price fluctuations leading to forward buying 17
Achieving Supply Chain Coordination
Aligning Goals and Incentives
• Incentives to maximize supply chain surplus
• Align incentives across functions
• Pricing for coordination
• Change sales force incentives from retailer demand to customer demand
Sellers and buyers in a supply chain may collaborate along any or all of
the following:
• Strategy and planning: Scope of collaboration incl. roles,
responsibilities, extent and time period
• Demand and supply management: Forecasting
• Execution: Order placement to fulfillment
• Analysis: Exceptions and metrics assessment
19
Common CPFR Scenarios
Where Applied in Industries Where
CPFR Scenario
Supply Chain Applied
Retail event collaboration Highly promoted channels All industries other than
or categories those that practice EDLP
20
CPFR: Requirements and Risks
Requirements
• Organizational re-alignment to customer- or geography-specific
needs
• Technology enabler for timely and accurate information sharing
Risks
• Misuse of information
• Frequent alignment of technology
• Cultural mismatch
• Selection of right level of coordination
• Initiate CPFR with DC-level or event-level before moving to store-level
21
Transportation
22
Stakeholders
• Infrastructure providers
• Transportation Policy-makers
• Shipper (1PL)
• Transportation, inventory, information, sourcing and facility costs
• Carrier (2PL)
• Transportation equipment costs
• Operating costs
• 3rd Party (3PL)
• Outsourced logistics services provider
• 4th Party (4PL)
• Takes over a function (such as transportation, warehousing etc.)
• Manages 3PLs
Then there were other parties such as 5PL, 6PL, … 10PL etc.
23
Transportation Modes
• Air
• Rail
• Water
• Package Carriers
• Trucks
• TL
• LTL
• Pipeline
• Intermodal
24
Transportation Modes
Air Package Carriers
• Fast and expensive • Companies like FedEx, UPS, etc.
• Mostly used for small items or • Usually carry small packages:
time-sensitive shipments letters to shipments of about 150
pounds
• Costs
• Use air, truck and rail modes
• Fixed infrastructure cost
• Fixed per flight costs (crew & fuel) • Expensive
• Variable costs based on cargo • Rapid and reliable delivery
• Key issues • Value added-services such as
• Location/number of hubs processing, product assembly and
package tracking
• Location of fleet bases/crew bases
• Schedule optimization • Consolidation of shipments
• Fleet assignment • Key Issues
• Crew scheduling • Location and capacity of transfer
points
• Yield management
• Scheduling and routing of delivery
• IT capability to track packages
25
Transportation Modes
Truck
• More expensive than rail but benefit of door delivery
• Large shipment sizes
Truckloads (FTL) Less than Truckloads (LTL)
• Low fixed costs • Suited for shipments too large for
• Key Issues package carriers
• Imbalance in inbound and • Hub-and-spoke networks
outbound flows
• Longer lead time vis-à-vis TL due to
• Utilization multiple pickups and deliveries
• Service consistency
• Empty backhauls • Key issues
• Location of consolidation facilities
• Utilization
• Vehicle routing
• Service consistency
26
Transportation Modes
Water Rail
• Limited to certain geographic • Costs
areas • High fixed costs for tracks,
locomotives, cars and yards
• Ocean, inland waterway system,
coastal waters • Trip related fixed costs such as
labour
• Large loads at slow speed • Variable costs based on distance, # of
• Containerization cars etc.
27
Transportation Modes
Pipeline Intermodal
• Primarily for crude petroleum, • Use of more than one mode of
refined petroleum products, transportation
natural gas • Most common example: rail/truck
• Significant initial fixed cost • Grown considerably with increased
• Best for large and predictable use of containers
demand • Enabler of global trade
• Not suited for sending petrol to • Single-point-of-contact for
petrol station shippers
• Key issue
• On-time transfer of cargo from one
mode to the next
28
Design options for Transportation
Networks
• Direct shipping network
• Direct shipping with milk runs
• All shipments via Intermediate DC with storage
• All shipments via Intermediate Transit Point with Cross-Docking
• Shipping via DC using milk runs
• Tailored network
29
Design options for Transportation
Networks
Network Structure Pros Cons
Direct shipping No warehouse, easy to High inventories (due to
coordinate large lot sizes)
Direct shipping with milk Lower inventories Increased coordination
runs May have lower
transportation costs
All shipments via Lower inbound Increased inventory and
Intermediate DC with transportation costs increased handling at DC
storage
All shipments via Low inventory, low Increased coordination
Intermediate Transit Point inbound transportation
with Cross-Docking costs
Shipping via DC using milk May have low outbound Increased coordination
runs transportation costs
Tailored network Match of mode with Highest coordination
customer / product complexity
requirements 30
Trade-offs in Transportation Design
Transportation vs. inventory cost trade-off
• Choice of transportation mode
• Inventory costs include cycle stock, safety stock and in-transit stock
• Faster modes for products with high value / weight ratio and vice versa
• Inventory aggregation
• Aggregation reduces inventory and inbound transportation costs, but increase
outbound transportation costs
• Aggregate when value / weight ratio is high, demand uncertainty is high or
customer orders in small lot-sizes
32
Role of IT in Transportation
• Required due to the complexity and scale of transportation
33