MANAGING INVENTORIES

1. MANAGING INVENTORIES CHAPTER 12 DAVID A. COLLIER AND JAMES R. EVANS

2. 12-1Explain the importance of inventory, types of inventories, and key decisions and costs. 12-2Describe the major characteristics that impact inventory decisions. 12-3Describe how to conduct an ABC inventory analysis. 12-4Explain how a fixed-order-quantity inventory system operates, and how to use the EOQ and safety stock models. 12-5Explain how a fixed-period inventory system operates. 12-6 Describe how to apply the single-period inventory model.

3. Chapter 12 Managing Inventories anana Republic is a unit of San Francisco’s Gap, Inc. and accounts for about 13 percent of Gap’s sales. As Gap shifted its product line to basics such as cropped pants, jeans, and khakis, Banana Republic had to move away from such staples and toward trends, trying to build a name for itself in fashion circles. But fashion items, which have a much shorter product life cycle and are riskier because their demand is more variable and uncertain, bring up a host of operations management issues. In one recent holiday season, the company had bet that blue would be the top-selling color in stretch merino wool sweaters. They were wrong. Marka Hansen, company president noted, “The No. 1 seller was moss green. We didn’t have enough.”

4. Chapter 12 Managing Inventories What do you think? Can you cite any experiences in which the lack of appropriate inventory at a retail store has caused you as the customer to be dissatisfied?

5. Chapter 12 Managing Inventories • Inventoryis any asset held for future use or sale. • Objectives: • Maintain sufficient inventory • Incur lowest possible cost • Inventory Managementinvolves planning, coordinating, and controlling the acquisition, storage, handling, movement, distribution, and possible sale of raw materials, component parts and subassemblies, supplies and tools, replacement parts, and other assets that are needed to meet customer wants and needs.

6. Chapter 12 Managing Inventories • Understanding Inventory • Raw materials, component parts, subassemblies, and suppliesare inputs to manufacturing and service-delivery processes. • Work-in-process (WIP) inventoryconsists of partially finished products in various stages of completion that are awaiting further processing. • Finished goods inventoryiscompleted products ready for distribution or sale to customers. • Safety stock inventory isan additional amount of inventory that is kept over and above the average amount required to meet demand.

7. Role of Inventory in the Value Chain Exhibit 12.1

8. Chapter 12 Managing Inventories • Managing Inventories in Global Supply Chains • Purchasing, tracking, and managing such a variety of items in global supply chains requires good technology, processes, and information technology (IT) support. • Purchasing must focus on global sourcing and total system cost; ensure quality, delivery performance, and technical support; and seek new suppliers and products and be able to evaluate their potential to the company. • Environmentally Preferable Purchasing (EPP), or green purchasing, is the affirmative selection and acquisition of products and services that most effectively minimize negative environmental impacts over their life cycle of manufacturing, transportation, use, and recycling or disposal.

9. Chapter 12 Managing Inventories

10. Chapter 12 Managing Inventories Inventory Management Decisions and Costs • Inventory managers deal with two fundamental decisions: • When to order items from a supplier or when to initiate production runs if the firm makes its own items • How much to order or produce each time a supplier or production order is placed

11. Chapter 12 Managing Inventories • Inventory Management Decisions and Costs • Four categories of inventory costs: • Ordering or setup costs • Inventory-holding costs • Shortage costs • Unit cost of the stock-keeping units (SKUs)

12. Chapter 12 Managing Inventories • Inventory Management Decisions & Costs • Ordering costsorsetup costsare incurred as a result of the work involved in placing purchase orders with suppliers or configuring tools, equipment, and machines within a factory to produce an item. • Inventory-holding costsorinventory-carrying costsare the expenses associated with carrying inventory.

13. Chapter 12 Managing Inventories • Inventory Management Decisions & Costs • Shortage costsorstockout costsarethe costs associated with a SKU being unavailable when needed to meet demand. • Unit costis the price paid for purchased goods or the internal cost of producing them.

14. Chapter 12 Managing Inventories • Inventory Characteristics • Number of items: each item is identified by a unique identifier, called a stock-keeping unit (SKU). • A stock-keeping unit (SKU) is a single item or asset stored at a particular location.

15. Chapter 12 Managing Inventories • Inventory Characteristics • Nature of Demand: • Independent demand is demand for an SKU that is unrelated to the demand for other SKUs and needs to be forecast. • Dependent demand is demand directly related to the demand for other SKUs and can be calculated without needing to be forecast. • Demand can either be constant (deterministic) or uncertain (stochastic) • Static demand is stable demand. • Dynamic demand varies over time.

16. Chapter 12 Managing Inventories • Inventory Characteristics • Number and Duration of Time Periods: • Single period • Multiple time periods • Lead Time: • Thelead timeis the time between placement of an order and its receipt.

17. Chapter 12 Managing Inventories • Inventory Characteristics • Stockouts: • Astockoutis the inability to satisfy demand for an item. • Abackorder occurs when a customer is willing to wait for an item. • Alost sale occurs when the customer is unwilling to wait and purchases the item elsewhere.

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19. Chapter 12 ABC Inventory Analysis ABC Inventory Analysis ABC inventory analysis categorizes SKUs into three groups according to their total annual dollar usage “A” items account for a large dollar value but a relatively small percentage of total items “C” items account for a small dollar value but a large percentage of total items “B” items are between A and C

20. Chapter 12 ABC Inventory Analysis • ABC Inventory (Pareto) Analysis • “A” items account for a large dollar value but relatively small percentage of total items (e.g., 10% to 30 % of items, yet 60% to 80% of total dollar value). • “C” items account for a small dollar value but a large percentage of total items (e.g., 50% to 60% of items, yet about 5% to 15% of total dollar value). These can be managed using automated computer systems. • “B” items are between A and C.

21. Excel ABC Template Before Sorting Exhibit 12.2 Solved Problem The data show projected annual dollar usage for 20 items. Exhibit 12.3 shows the data sorted, and indicates that about 70% of total dollar usage is accounted for by the first 5 items.

22. Excel ABC Template After Sorting Exhibit 12.3

23. ABC Histogram for the Results from Exhibit 12.3 Exhibit 12.4

24. Chapter 12 Managing Inventories Managing Fixed Quantity Inventory Systems • In a fixed quantity system (FQS),the order quantity or lot size is fixed; the same amount, Q, is ordered every time. • The fixed order (lot) size, Q, can be a box, pallet, container, or truck load. • Q does not have to be economically determined, as we will do for the EOQ model later.

25. Chapter 12 Managing Inventories Managing Fixed Quantity Inventory Systems • The process of triggering an order is based on the inventory position. • Inventory position (IP)is the on-hand quantity (OH) plus any orders placed but which have not arrived (scheduled receipts, or SR), minus any backorders (BO). • IP = OH + SR – BO [12.1]

26. Chapter 12 Managing Inventories • Managing Fixed Quantity Inventory Systems • When inventory falls at or below a certain value, r, called the reorder point, a new order is placed. • The reorder point is the value of the inventory position that triggers a new order.

27. Summary of Fixed Quantity System (FQS) Exhibit 12.5

28. Fixed Quantity System (FQS) under Stable Demand Exhibit 12.6

29. Fixed Quantity System (FQS) with Highly Variable Demand Exhibit 12.7

30. Chapter 12 Managing Inventories The EOQ Model The Economic Order Quantity (EOQ) model is a classic economic model developed in the early 1900s that minimizes total cost, which is the sum of the inventory-holding cost and the ordering cost.

31. Chapter 12 Managing Inventories The EOQ Model • Assumptions: • Only a single item (SKU) is considered. • The entire order quantity (Q) arrives in the inventory at one time. • Only two types of costs are relevant—order/setup and inventory holding costs. • No stockouts are allowed. • The demand for the item is deterministic and continuous over time. • Lead time is constant.

32. Chapter 12 Managing Inventories The EOQ Model Cycle inventory(also calledorderorlot size inventory) is inventory that results from purchasing or producing in larger lots than are needed for immediate consumption or sale. Average cycle inventory = (Maximum inventory + Minimum inventory)/2 = Q/2 [12.2]

33. Cycle Inventory Pattern for the EOQ Model Exhibit 12.8

34. Chapter 12 Managing Inventories The EOQ Model Inventory Holding Cost The cost of storing one unit in inventory for the year, Ch, is Ch = (I)(C) [12.3] where I = annual inventory-holding charge expressed as a percent of unit cost C = unit cost of the inventory item or SKU

35. Chapter 12 Managing Inventories The EOQ Model Annual inventory-holding cost is computed as: ) ( ( ) average inventory annual inventory holding cost annual holding cost per unit 1 [12.4] = = QCh 2

36. The EOQ Model Ordering Cost If D = annual demand and we order Q units each time, then we place D/Q orders/year. Annual ordering cost is computed as : ) ) ( ) ( ( cost per order number of orders per year annual ordering cost D = [12.5] = Co Q where C0 is the cost of placing one order

37. Chapter 12 Managing Inventories The EOQ Model Total Annual Cost Total annual cost is the sum of the inventory holding cost plus the order or setup cost: 1 D QCh Co TC + = [12.6] Q 2

38. Chapter 12 Managing Inventories The EOQ Model Economic Order Quantity The EOQ is the order quantity that minimizes the total annual cost √ 2DCo [12.7] Q* = Ch

39. Chapter 12 Managing Inventories The EOQ Model Calculating the Reorder Point The reorder point, r, depends on the lead time and demand rate. Multiply the fixed demand rate d by the length of the lead time L (making sure they are expressed in the same units, e.g., days or months): r = Lead time demand = (demand rate)(lead time) = (d)(L) [12.8]

40. Chapter 12 Managing Inventories Solved Problem D = 24,000 cases per year. Co = $38 per order. I = 18 percent. C = $12.00 per case. Ch = IC = $2.16.

41. Excel Spreadsheet from EOQ Model Template Exhibit 12.9

42. Safety Stock and Uncertain Demand in a Fixed Order Quantity System When demand is uncertain, using EOQ based on the average demand will result in a high probability of a stockout. Safety stock is additional planned on-hand inventory that acts as a buffer to reduce the risk of a stockout. A service level is the desired probability of not having a stockout during a lead-time period. Chapter 12 Managing Inventories

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44. When a normal probability distribution provides a good approximation of lead time demand, the general expression for reorder point is r = mL + zsL [12.9] where mL= average demand during the lead time sL= standard deviation of demand during the lead time z = the number of standard deviations necessary to achieve the acceptable service level “zsL” represents the amount of safety stock. Chapter 12 Managing Inventories Safety Stock and Uncertain Demand in a Fixed Order Quantity System

45. Chapter 12 Managing Inventories Safety Stock and Uncertain Demand in a Fixed Order Quantity System We may not know the mean and standard deviation of demand during the lead time, but only for some other length of time, t, such as a month or year. Suppose that mt and st are the mean and standard deviation of demand for some time interval t, If the distributions of demand for all time intervals are identical to and independent of each other, then mL= mtL [12.10] sL = st √L [12.11]

46. SolvedProblem Southern Office Supplies, Inc. distributes laser printer paper. Ordering costs are $45.00 per order, One ream of paper costs $3.80, Annual inventory-holding cost rate is 20%. The average annual demand is 15,000 reams, or about 15,000/52 = 288.5 per week The standard deviation of weekly demand is about 71 The lead time from the manufacturer is two weeks. Inventory-holding cost is Ch = IC = 0.20($3.80) = $0.76 per ream per year. Chapter 12 Managing Inventories

47. The average demand during the lead time is (288.5)(2) = 577 reams, The standard deviation of demand during the lead time is approximately 71√2 = 100 reams. The EOQ model results in an order quantity of 1333, reorder point of 577, and total annual cost of $1,012.92. Chapter 12 Managing Inventories SolvedProblem

48. Desired service level of 95%, which results in a stockout of roughly once every 2 years. For a normal distribution, this corresponds to a standard normal z-value of 1.645. r = mL+ zsL= 577 = 1.645(100) = 742 reams This policy increases the reorder point by 742 – 577 = 165 reams, which represents the safety stock. The cost of the additional safety stock is Ch times the amount of safety stock, or ($0.76/ream)(165 reams) = $125.40. Chapter 12 Managing Inventories SolvedProblem

49. Excel FQS Safety Stock Template Exhibit 12.10

50. Chapter 12 Managing Inventories • Managing Fixed Period Inventory Systems • An alternative to a fixed order quantity system is a fixed period system (FPS)—sometimes called a periodic review system—in which the inventory position is checked only at fixed intervals of time, T, rather than on a continuous basis. • Two principal decisions in a FPS: • The time interval between reviews (T), and • The replenishment level (M)