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Inventory Management
PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e
PowerPoint slides by Jeff Heyl
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Inventory Management
The objective of inventory management is to strike a balance between inventory investment and customer service
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Importance of Inventory
One of the most expensive assets of many companies representing as much as 50% of total invested capital Operations managers must balance inventory investment and customer service
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Functions of Inventory
1. To decouple or separate various parts of the production process
2. To decouple the firm from fluctuations in demand and provide a stock of goods that will provide a selection for customers
3. To take advantage of quantity discounts 4. To hedge against inflation
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Types of Inventory
Raw material
Purchased but not processed
Work-in-process
Undergone some change but not completed A function of cycle time for a product
Maintenance/repair/operating (MRO)
Necessary to keep machinery and processes productive
Finished goods
Completed product awaiting shipment
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5%
Output
Move Wait in queue Setup Run time for operator time time
Figure 12.1
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Managing Inventory
1. How inventory items can be classified
2. How accurate inventory records can be maintained
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ABC Analysis
Divides inventory into three classes based on annual dollar volume
Class A - high annual dollar volume Class B - medium annual dollar volume Class C - low annual dollar volume
Used to establish policies that focus on the few critical parts and not the many trivial ones
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ABC Analysis
Item Stock Number #10286 #11526 #12760 #10867 #10500 30% Percent of Number of Items Stocked 20% Annual Volume (units) 1,000 500 1,550 350 1,000 Unit Cost $ 90.00 154.00 17.00 42.86 12.50 Annual Dollar Volume $ 90,000 77,000 26,350 15,001 12,500 Percent of Annual Dollar Volume 38.8% 72% 33.2% 11.3% 6.4% 5.4% 23% A B B B
Class A
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ABC Analysis
Item Stock Number #12572 #14075 #01036 #01307 #10572 50% Percent of Number of Items Stocked Annual Volume (units) 600 2,000 100 1,200 250 8,550 Unit Cost $ 14.17 .60 8.50 .42 .60 Annual Dollar Volume $ 8,502 1,200 850 504 150 $232,057 Percent of Annual Dollar Volume 3.7% .5% .4% .2% .1% 100.0% 5%
Class C C C C C
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ABC Analysis
Percent of annual dollar usage 80 70 60 50 40 30 20 10 0 A Items B Items | | | | 10 20 30 40
C Items
| | | | | |
50
60
70
80
90 100
Figure 12.2
ABC Analysis
Other criteria than annual dollar volume may be used
Anticipated engineering changes
Delivery problems Quality problems High unit cost
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ABC Analysis
Policies employed may include
More emphasis on supplier development for A items Tighter physical inventory control for A items
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Record Accuracy
Accurate records are a critical ingredient in production and inventory systems Allows organization to focus on what is needed Necessary to make precise decisions about ordering, scheduling, and shipping Incoming and outgoing record keeping must be accurate
Cycle Counting
Items are counted and records updated on a periodic basis Often used with ABC analysis to determine cycle Has several advantages
1. Eliminates shutdowns and interruptions 2. Eliminates annual inventory adjustment 3. Trained personnel audit inventory accuracy 4. Allows causes of errors to be identified and corrected 5. Maintains accurate inventory records
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Holding Costs
Category Housing costs (building rent or depreciation, operating costs, taxes, insurance) Material handling costs (equipment lease or depreciation, power, operating cost) Labor cost Investment costs (borrowing costs, taxes, and insurance on inventory) Pilferage, space, and obsolescence Overall carrying cost
Cost (and range) as a Percent of Inventory Value
6% (3 - 10%)
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Holding Costs
Category Housing costs (building rent or depreciation, operating costs, taxes, insurance) Material handling costs (equipment lease or depreciation, power, operating cost) Labor cost Investment costs (borrowing costs, taxes, and insurance on inventory) Pilferage, space, and obsolescence Overall carrying cost
Cost (and range) as a Percent of Inventory Value
6% (3 - 10%)
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Inventory level
Minimum inventory
0 Time
Figure 12.3
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Minimizing Costs
Objective is to minimize total costs
Total cost of holding and setup (order) Minimum total cost Annual cost Holding cost
Setup (or order) cost Optimal order quantity (Q*) Order quantity
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Table 12.4(c)
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Q Q* D S H
= Number of pieces per order = Optimal number of pieces per order (EOQ) = Annual demand in units for the inventory item = Setup or ordering cost for each order = Holding or carrying cost per unit per year Annual setup cost = (Number of orders placed per year) x (Setup or order cost per order) Annual demand Setup or order = Number of units in each order cost per order = D (S) Q
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Q Q* D S H
= Number of pieces per order = Optimal number of pieces per order (EOQ) = Annual demand in units for the inventory item = Setup or ordering cost for each order = Holding or carrying cost per unit per year
Q H 2
Annual holding cost = (Average inventory level) x (Holding cost per unit per year) = Order quantity (Holding cost per unit per year) 2 Q (H) 2
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Q Q* D S H
= Number of pieces per order = Optimal number of pieces per order (EOQ) = Annual demand in units for the inventory item = Setup or ordering cost for each order = Holding or carrying cost per unit per year
Q H 2
Optimal order quantity is found when annual setup cost equals annual holding cost D Q S = H Q 2 Solving for Q*
An EOQ Example
Determine optimal number of needles to order D = 1,000 units S = $10 per order H = $.50 per unit per year
Q* = Q* =
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An EOQ Example
Determine optimal number of needles to order D = 1,000 units Q* = 200 units S = $10 per order H = $.50 per unit per year Expected Demand D number of = N = = Order quantity Q* orders 1,000 N= = 5 orders per year 200
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An EOQ Example
Determine optimal number of needles to order D = 1,000 units Q* = 200 units S = $10 per order N = 5 orders per year H = $.50 per unit per year Number of working Expected days per year time between = T = N orders T= 250 = 50 days between orders 5
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An EOQ Example
Determine optimal number of needles to order D = 1,000 units Q* = 200 units S = $10 per order N = 5 orders per year H = $.50 per unit per year T = 50 days Total annual cost = Setup cost + Holding cost D Q S + H Q 2 1,000 200 TC = ($10) + ($.50) 200 2 TC = TC = (5)($10) + (100)($.50) = $50 + $50 = $100
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Robust Model
The EOQ model is robust
It works even if all parameters and assumptions are not met
The total cost curve is relatively flat in the area of the EOQ
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An EOQ Example
Management underestimated demand by 50% D = 1,000 units 1,500 units Q* = 200 units S = $10 per order N = 5 orders per year H = $.50 per unit per year T = 50 days
D Q TC = S + H Q 2 1,500 200 TC = ($10) + ($.50) = $75 + $50 = $125 200 2 Total annual cost increases by only 25%
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An EOQ Example
Actual EOQ for new demand is 244.9 units D = 1,000 units 1,500 units Q* = 244.9 units S = $10 per order N = 5 orders per year H = $.50 per unit per year T = 50 days
Only 2% less than the total cost of $125 when the order quantity was 200
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Reorder Points
EOQ answers the how much question The reorder point (ROP) tells when to order
ROP =
=dxL
D d = Number of working days in a year
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Q*
Resupply takes place as order arrives
Slope = units/day = d
ROP (units)
Time (days)
Figure 12.5
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Lead time = L
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Maximum inventory
Time
Figure 12.6
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= pt dt
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Holding cost =
Q d 1 2 p
H
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Q* =
Q* =
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Total cost $
a
1st price break
Q* for discount 2 is below the allowable range at point a and must be adjusted upward to 1,000 units at point b 2nd price break
1,000
Figure 12.7
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Q1* =
Q2* = Q3* =
2(5,000)(49) = 700 cars/order (.2)(5.00) 2(5,000)(49) = 714 cars/order (.2)(4.80) 2(5,000)(49) = 718 cars/order (.2)(4.75)
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Q1* =
Q2* = Q3* =
2(5,000)(49) = 700 cars/order (.2)(5.00) 2(5,000)(49) = 714 cars/order (.2)(4.80) 1,000 adjusted 2(5,000)(49) = 718 cars/order (.2)(4.75) 2,000 adjusted
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Choose the price and quantity that gives the lowest total cost
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On-hand inventory
Q2
Q1 P
P
Q3
P Time
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Figure 12.9
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Order amount (Q) = Target (T) - Onhand inventory - Earlier orders not yet received + Back orders Q = 50 - 0 - 0 + 3 = 53 jackets
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Fixed-Period Systems
Inventory is only counted at each review period May be scheduled at convenient times Appropriate in routine situations May result in stockouts between periods May require increased safety stock
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