basic inventory planning and management shirley eje maranan
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BASIC INVENTORY PLANNING AND MANAGEMENT
Shirley Eje Maranan
Decisions regarding the amount of inventory that a company should hold and its location
within a company’s logistics network are crucial in order to meet customer service
requirements and expectations.
REASONS TO HOLD STOCKS• To keep down production costs.• To accommodate variations in demand.• To take account of variable supply lead times.• Buying costs.• To take advantage of quantity discounts.• To account for seasonal fluctuations.• To allow for price fluctuations/speculations.• To help the production and distribution operations run
more smoothly.• To provide customer with immediate service.• To minimize production delays caused by lack of parts.• Work – in – progress.
TYPES OF STOCK HOLDING/INVENTORY
• Raw materials, components and packaging stocks
• In-process stocks• Finished products• Pipeline stocks• General stores• Spare parts
MAJOR CLASSIFICATIONS OF STOCKS
• Working stock• Cycle stock• Safety stock• Speculative stock• Seasonal stock
THE IMPLICATIONS FOR OTHER LOGISTICS FUNCTION
• Number of distribution centers (DC)• Size and operation of DCs• Policy decisions
MAIN PATTERNS THAT AFFECT DISTRIBUTION STRUCTURES
• Direct system – have a centralized inventory from which the customer are supplied directly.
• Echelon systems – involve a flow of products through a series of locations from the point of origin to the final destination.
• Mixed and flexible system – they link together the direct and echelon system for different products, the key element being the demand characteristics of these products.
ELEMENTS OF INVENTORY HOLDING COSTS
• Capital cost – cost of physical stock.• Service cost – cost of stock management and insurance.• Storage cost – cost of space, handling and associated
warehousing with the actual storage of the product. • Risk cost – this occurs as a consequence of pilferage,
deterioration of stock, damage and stock obsolescence.• Reorder cost – cost of actually placing in order with a
company for the product in question.• Set up cost – additional costs that may be incurred if the
goods are produced specifically for a company.• Shortage cost – cost of not satisfying a customer’s order.
INVENTORY REPLENISHMENT SYSTEM
• Low stock levels• High stock levels• Periodic review system
ECONOMIC ORDER QUANTITY
• EOQ• The EOQ method is an attempt to estimate the best
order quantity by balancing the conflicting costs of holding stock and placing replenishment orders.• The effect of order quantity on stock holding costs is
that, the larger the order quantity for a given item, the longer will be the average time in stock and the greater will be the storage costs.
FACTORS INVOLVED IN EOQ
• New product lines• Promotional lines• Test marketing• Basic lines• Range reviews• Centralized buying
• Outstanding orders• Minimum order
quantities• Pallet quantities• Seasonality
DEMAND FORECASTING
• It estimates what the future requirements of a product to meet customer demands as closely as possible.
• It is often said that “all mistakes in forecasting end up as an inventory problem – whether too much or too little!”
FORECASTING APPROACHES
• Judgemental methods – subjective assessments based on experts opinions.
• Causal methods – regression analysis, where a line of “best fit” is statistically derived to identify any correlation of the product demand with other factors (internal/external).
• Projective methods – uses historic demand data to identify any trends in demand and project these into the future.
ELEMENTS OF A DEMAND PATTERN
Good forecasting system
Seasonal allowances
Provide sufficient buffer stock
STEPS IN A METHODICAL APPROACH TO DEMAND FORECASTING
PLAN CHECK CATEGORIZE METRICS CONTROL
INVENTORY AND THESUPPLY CHAIN
PROBLEMS WITH TRADITIONAL APPROACHES TO INVENTORY PLANNING
• Demand is not as predictable as it may once have been.• Lead times are not constant and they can vary for the
same product at different order times.• Cost can be variable.• Production capacity can be at a premium; it may not
always be feasible to supply a given product as and when required.
• Individual products are closely linked to others and need to be supplied with them, so that complete order fulfillment is achieved.
DIFFERENT INVENTORY REQUIREMENTS
Dependent Demand- Demand of a
product is related to another product.- Vertical- Horizontal
Independent Demand- Demand of a
product is not related to the demand of another product.- Consumer
demand
THE LEAD TIME GAP
INVENTORY AND TIME
WAYS TO ACHIEVED LEAD-TIME REDUCTION
• Manage the supply chain as one complete pipeline.
• Use information better.• Achieve better visibility of stock throughout the
supply chain for all participants. • Concentrate on key processes.• Use JIT techniques to speed up the flow of
products through the supply chain.• Use faster transport.• Develop supply chain partnership.
ANALYZING TIME AND INVENTORY
• Supply chain mapping– This technique enables a company to map the
amount of inventory it is holding in terms of length of time that the stock is held.
EXAMPLE OF SC MAPPING
INVENTORY PLANNING FOR MANUFACTURING
• Time compression – planned reduction in manufacturing and work in progress inventory. Typical approaches of time compression are:– the need to take a complete SC perspective in planning;– to need to undertake appropriate analysis;– the identification of unnecessary inventory and steps in
key processes;– working towards customer service requirements;– designing products to be compatible with SCM; and– designing production processes to be compatible with
SCM
TIME-BASED PROCESS MAPPING
THE VIRTUOUS CIRCLE OF TIME COMPRESSION
INVENTORY PLANNING TECHNIQUES FOR RETAILING
• Vendor-managed inventory (VMI) – this is where the manufacturer is given the responsibility for monitoring and controlling inventory levels.
• Continuous replenishment (CRP) – develop free-flowing order fulfillment and delivery system.
• Quick response (QR) – a development of JIT and closely link with the actual demand and retail level.
INVENTORY PLANNING TECHNIQUES FOR RETAILING
• Efficient customer response (ECR) – develop a customer driven system that works with SC through information technology
• Category management (CM) - provide greater support for product and inventory control and management.
• Collaborative planning, forecasting and replenishment (CPFR) - combines multiple trading partners in the planning and fulfillment of customer demands
BASIC TENETS OF ECR
• A heavy use of EDI for exchanging information with suppliers.
• An extremely efficient SC using cross-docking and direct store deliveries.
• The use of sales-based ordering.• Much greater cooperation with suppliers,
using CMI and VMI.
KEY STRATEGIES OF ECR
Replenishment
Store Assortment
Promotion
New Product Introduction
BENEFITS OF REPLENISHMENT AND STORE ASSORTMENT
• Automated system reduce labor and administrative cost.
• Sharing information leads to more deliveries.• Concentrating on fewer suppliers reduces
transactions and administration costs.• Offering the right products to the right customer.• Customer needs are more fully addressed.• The ability to tailor the products and services on
offer• Rapid replenishment can reduce stock-outs.
ECR PROCESS FLOWPre-distribution identification
Automated cross-docking
A disciplined appointment scheduling procedure
New facility design
Floor ready merchandize
EXAMPLES OF CATEGORY MANAGEMENT
Vital and expensive
Desirable and expensive
Vital and inexpensive
Desirable and cheap
Common usage spares
CPFR MODEL