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Inventory

This document discusses inventory management. It defines inventory objectives as meeting customer demand in a cost-effective manner. Inventory exists due to uncertainties like delivery times, production schedules, defects, and demand fluctuations. Inventory includes raw materials, parts, supplies, work in progress, finished goods, and equipment. Companies hold inventory to ensure supply despite uncertainties and to meet seasonal or fluctuating demand. The costs of inventory include carrying costs of storing inventory, ordering costs of replenishing stock, and shortage costs if demand cannot be met. Models like economic order quantity and reorder point help determine optimal inventory levels.

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Devendra Patani
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54 views18 pages

Inventory

This document discusses inventory management. It defines inventory objectives as meeting customer demand in a cost-effective manner. Inventory exists due to uncertainties like delivery times, production schedules, defects, and demand fluctuations. Inventory includes raw materials, parts, supplies, work in progress, finished goods, and equipment. Companies hold inventory to ensure supply despite uncertainties and to meet seasonal or fluctuating demand. The costs of inventory include carrying costs of storing inventory, ordering costs of replenishing stock, and shortage costs if demand cannot be met. Models like economic order quantity and reorder point help determine optimal inventory levels.

Uploaded by

Devendra Patani
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Inventory Management

Inventory Objective:

Meet customer demand and be costeffective

Why Inventory?

Created by uncertainty
Variations in delivery times Uncertain production schedules Large number of defects Large fluctuations in customer demand Poor forecasts of customer demand

What is Inventory?
Raw materials Purchased parts & supplies Labor In-process products Component parts Working capital Tools, machinery, and equipment

Why hold inventory?

Supply is not known with certainty


Safety, or buffer, stock is kept to meet excess demand To meet demand that is seasonal or cyclical
Toy manufacturers

Meet variations in customer demand


Suppliers with JIT need to continually replenish

maintain buffer inventories to avoid work stoppages or delays

Demand

Independent demand
Final or finished products
A car

Dependent demand
Component parts or materials used in the process of producing a final product
Tires for a car

Show Video

Inventory Costs
Carrying/Holding costs Ordering/Setup costs Shortage costs

Carrying/Holding Costs

Costs of holding an item in inventory


Cost of funds tied up in inventory Storage costs such as rent, heating, lighting, security and transportation Interest on loans to purchase inventory Depreciation Obsolescence Deterioration Breakage Taxes Pilferage

Setup/Ordering costs

Costs associated with replenishing stock of inventory held


Purchase orders Transportation & shipping Receiving Inspection Handling & storage Accounting Auditing

Shortage costs

Occur when customer demand cannot be met due to insufficient inventory


Can result in:
Loss of profit Customer dissatisfaction Loss of goodwill Permanent loss of customers Loss of future sales

Hard to quantify stock out costs

Continuous Inventory Systems


A continual record of inventory level for every item is maintained Whenever inventory decreases to a certain point (the reorder point) a new order is placed The amount ordered, and when it is ordered, is called the Economic Order Quantity Example: Wal-Mart

Periodic Inventory System


Inventory on hand is counted at fixed intervals After counting, an order is placed that will restore desired level of stock Different amounts are ordered, but at regular intervals

ABC Classification System


3-tiered system Used when a small percentage of items account for most of the inventory value A items require close inventory control, B and C items less control

Economic Order Quantity Model (Basic)


Demand is known with certainty and is constant over time No shortages are allowed Lead time for the receipt of orders is constant The order quantity is received all at once

EOQ model

Annual ordering cost = CoD/Q Annual carrying cost = CcQ/2 Total annual inv. Cost
TC = CoD/Q + CcQ/2

EOQ = Qopt = 2CoD/Cc TCMIN = CoD/Qopt + CcQopt/2

Reorder Point

The inventory level in which an order is placed

R = dL

d = demand rate per period L = lead time

Safety Stocks

Remaining inventory between the time an order is placed and when new stock is received
If not enough inventory, a stockout can occur Safety stock is a hedge against running out of inventory

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