Академический Документы
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Dr. T Kachwala
Brief Outline
1.
2.
Functions of Inventory
3.
4.
5.
6.
Inventory for a manufacturing plant means all the materials, parts, supplies,
expense tools & in-process or finished products recorded in the books of account of
an organization and kept aside in its stock either in the factory or at the warehouse
for a defined period of time.
Inventory for Department Stores includes clothing, furniture, stationery, appliances, toys,
gifts, cards etc.
Inventory for Hospitals includes drugs, surgical supplies, life monitoring equipment,
sheets & pillow cases etc.
Inventory for Supermarkets includes fresh foods, canned foods, frozen foods, household
supplies, baked goods, dairy products, groceries etc.
2.
3.
4.
Inventory management has two main concerns: level of customer service (right
goods, in the right quantity, in the right place, at the right time) & cost of
ordering & carrying inventories.
Inventory manager tries to achieve a balance in stocking with two fundamental
decisions: when to order & how much to order.
Functions of Inventory
1.
2.
3.
4.
5.
1.
2.
Inventory turnover; which is the ratio of annual cost of goods sold to average
inventory investment. The turnover ratio indicates how many times a year the
inventory is sold.
3.
Days of inventory on hand; a number that indicates the expected number of days of
sales that can be supplied from existing inventory.
Under a periodic system, (P system) a physical count of items in inventory is made at periodic
intervals (e.g. weekly, monthly) in order to decide how much to order of each item.
2.
A perpetual inventory system (also known as a continual system) keeps track of removals from
inventory on a continuous basis, so the system can provide information on the current level of
inventory for each item. When the amount on hand reaches a predetermined minimum, a
fixed quantity Q (optimal order quantity) is ordered (Q System)
Classification of Inventory
2.
3.
4.
5.
6.
A-B-C Approach is a classification of inventory into three classes: A, B and C, based on their
value. This analysis is based on the popular Pareto Principle, which states that 80% of the
value of the material or items is on account of 20% of the items.
The analysis is done by rearranging the item in the order of value and identifying the three
categories as given in the table below (Approximate percentages):
Value of consumption
of items
No. of items
Class
70% of value
A (very Important)
20% of value
B (moderately Imp)
10% of value
C (least Important)
a.
b.
c.
V Vital items are those items the absence of which will result in total
stoppage of the production line. Rigid control is required for these items.
2.
E Essential items are those items the absence of which results in partial
stoppage of the production line. Moderate control is required for these items.
3.
D Desirable items are those items the absence of which does not affect the
production line. Loose control is adequate for these items.
procure. e.g. Imported items, where the lead time is very high. Rigid control is required.
2.D Difficult items, which are available but difficult to procure because there are limited
the shelf. There is no lead time of procurement for these items. Loose control is adequate
2.
3.
2.
3.
Stock out costs - In raw-materials inventory, stock out costs can include
the cost of disruptions to production. In finished-goods inventory, stock out
costs can include lost sales and dissatisfied customers.
Acquisition costs is the unit cost of the item. For purchased materials,
ordering larger batches may lower unit costs because of quantity discounts
and lower freight and materials-handling costs.
camouflage
underlying
production
problems.
Problems
like
solve
congestion-related
production
problems,
and
coordinate schedules.
Cost of Obsolescence - Large inventories of items that are
If the order quantity is small (i.e. If the inventory is too little) then the
following cost are high:
1.
Ordering Costs
2.
3.
Acquisition Costs
If the order quantity is large (i.e. If the Inventory is too much) then the
following cost are high:
1.
Carrying Costs
2.
3.
4.
Cost of Obsolescence
costs curve, an annual total stocking cost curve results. The order
quantity where total stocking cost is minimum is traditionally called
Economic Order Quantity (EOQ)
2.
3.
Annual demand, carrying cost, and ordering cost for a material can be estimated.
2.
Average inventory level for a material is order quantity divided by 2. This implicitly
assumes that no safety stock is utilized, orders are received all at once (instantaneous
replenishment), materials are used at a uniform rate, and materials are entirely used up
when the next order arrives.
3.
4.
Slide 21
Replenishment Cycle
Instantaneous Replenishment
Material Received all at once (Instantaneous Replenishment)
Consumption of
material at a
constant rate
Quantity
Q
2
Time
Q
2
Slide 22
Annual demand, carrying cost, and ordering cost for a material can be estimated.
2.
No safety stock is utilized, materials are supplied at a uniform rate (p) and used at a
uniform rate (d), and materials are entirely used up when the next order begins to
arrive.
3.
4.
5.
Variable Definitions
1.
2.
d = rate at which units are used out of inventory (units per time period)
3.
Slide 24
Replenishment Cycle
Material received uniformly at a constant rate
The rate at which the inventory is increasing is the difference between
production rate and demand rate (p-d)
The rate at which the inventory is decreasing is the
function of the demand rate (d)
The same cycle
repeats
Quantity
Q
Q
2
1-
d
p
Time
Average inventory when the material is gradually received at a constant rate is Q
2
1-
d
p
Slide 25
d
p
2 SD
C 1
d
p
Q
2
Annual demand, carrying cost, and ordering cost for a material can be
estimated.
2.
Q/2 if the assumption of Model I prevail : no safety stock, orders are received
all at once, materials are used a uniform rate, and materials are entirely used
up when the next order arrives.
b.
Q/2 [(p d)/p] if the assumption of Model II prevail : no safety stock, materials
are supplied at a uniform rate (p) and used at a uniform rate (d), and materials
are entirely used up when the next order arrives.
3.
4.
Slide 27
Profit
s
Sale
Sales / Cost
os
C
l
a
t
To
le
Variab
C ost
Fixed Cost
Quantity
It can be observed in the above break-even chart, that as the output (quantity)
increases, the profit increases.
2.
3.
Formulas
1.
The EOQ and TSC formulae from either Model I or Model II are applied to Model III,
depending on which assumption best fit the inventory situation.
2.
3.
Total annual material costs (TMC) = Total annual stocking costs + Annual acquisition cost
1.
= TSC + (D) * ac
Slide 29
EOQ
Model II
Gradual Deliveries
TMC C
2 SD
C
Q
2
EOQ
D ac
TMC C
2 SD
C 1 pd
Q
2
d
p
D ac
Procedures
1. Compute the EOQ using each of the sales prices.
2. Determine which EOQ from Step I above is feasible. In other words, is the computed EOQ
in the quantity range for its price ?
3 The total annual material cost TMC is computed for the feasible EOQ and the quantity at any
price break with lower sales prices.
4. The order quantity with the lowest total annual material cost TMC is the economic order
quantity for the material.