intensive inventory management programid.tamu.edu/media/inventorymgmnt.pdf · intensive inventory...
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Fermier Hall, MS 3367Texas A&M University
College Station, TX 77840-3367Phone: 979-845-4984
Fax: 979-845-4980http://id.tamu.edu
Phone: 979-845-4984 / 866-
260-2463 Fax: 979-845-4980http://readcenter.tamu.edu
Intensive Inventory Management Program
Creating Competitive Advantage Through Education
KEY TAKE-AWAYS>> Reduce obsolescence and right-size inventory investments >> Maximize your ROI on inventory while balancing customer service>> Measure forecast accuracy through focused forecasting>> Optimize safety stock investment>> Minimize total relevant cost >> Manage item-level profitability>> Effective use of IT & human resources
WHO SHOULD ATTEND?>> Inventory Planners / Coordinators>> Inventory Managers>> Purchasing Professionals>> Anybody who manages inventory in your firm
PROGRAM OUTLINE>> Inventory Stratification •Methods •Policies
>> Forecasting •Demandpatternanalysis •Methods
>> Replenishment •EOQ •Reorderpoint •Policies •ServiceVsCostMatrix
>> Performance Assessment & Benchmarks •ProcessAssessmentFramework •ProcessAssessmentWorkbook •FinancialBenchmarking - Asset Efficiency, Cash Flow, Growth, Profitability
>> Stock Analyzer •Spreadsheet-basedanalyzer •FinancialStatements •CriticalVariablesInput •FinancialMetricsOutput
>> Inventory Best Practices •ProcessDescription •Common,GoodandBestPractices •MethodologyDescription •KeyPerformanceIndicators
>> Conclusion
“We collaborated with Texas A&M on an inventory stratification project which has resulted in a successful classification of our inventory based on item level profitability. We have already seen a significant reduction in capital employed and expect to benefit from further decreases.”
KevinC.Reid, VicePresident-Procurement ThyssenKruppMaterials,N.A.
“I was impressed with the overall program at TAMU. When I look back to the program, I was impressed with the Item Stratifica- tion segmentation of Critical (A&B) Items and (C) Items.”
Randy Thomas, Regional Manager, WilsonSupply
REGISTER NOW!http://id.tamu.edu
Stratification
Lead TimeDemand During Lead Time Safety Stock
ForecastingFill Rate
Reorder Point
Replenish
IntensiveInventoryManagementProgramdealswiththeSTOCKprocessessuchasinventorystratification,forecastingandreplenishment.Inventorystratificationistheprocessofclassifyingitemsintoacertainnumberofcategoriessothatmanagingthemday-to-daydoesnotbecomeunwieldy.Theinventorystratification processisusuallynotwelldefinedorgivendueimportance,anditoftengetsover-simplified.Whenappropri-ately used, it can play a pivotal role in defining policies and procedures for other inventory management processessuchasforecastingandreplenishment.Inventorystratificationmustbedonepriortoaddressingother inventory/purchasing related processes because it acts as a sledgehammer and thereby, places the com-panyinapowerfulpositionwitharelativelyquickreturn-on-investment.Thereforeinthisprogramyouwillbe exposedtovariousInventorystratificationmethodsandtaughthowtoleveragetheseresultsforforecasting.
The program will demonstrate various forecasting methods, helping you understand the best method to useforyourbusinesssetting.Youwillgethandsonexperienceanalyzingdemandpatterns,applyingvarious forecastingmethodsandevaluatingforecasterrortochoosethebestmethod.Theprogramwillalsohelpyouunderstandtheconceptof“Whattoorder?”and“Howtoorder?”formakingreplenishmentdecisions.Handsonsessionstodecidethereorderpointandreorderquantitieswillenhanceyour decisionmakingprocessinyourbusiness.
Youwillalsohearsuccessstoriesandstepstoimplementinventorymanagementbestpracticesfrom industryexpertsfrombothbusinessandITperspectives.TheSTOCKexercisewillwalkyouthrough theprocessofconnectinginventorydecisionstoshareholdervaluethroughyourfinancialstatements. At the end of the program you will be able to assess the stock processes in your company and develop aplanofactiontoimplementbestpracticesatyourcompanyrightaway.
PROGRAM OVERVIEW
DELIVERABLESOptimizing Distributor ProfitabilityBest Practices to a Stronger Bottom Line
F. Barry Lawrence • Senthil Gunasekaran • Pradip Krishnadevarajan
“Through knowledge learned from the inventory management program, attended by all our management and key salespersons, we have reduced our total inventory levels by over 20%”
BrentA.Burns,VicePresident,ISCBuildingMaterials,LP
“Texas A&M’s research has allowed our company to continue to stay ahead of our competition and excel in customer service.”
TimMiller,VicePresident–Operations, SecurityContractorServices,Inc.
A
B
C
D
T Y P I C A L I N V E N T O R Y M I X I D E A L I N V E N T O R Y M I X
A
B
C
D
Texas A&M multi-criteria inventory stratification
REGISTER NOW!http://id.tamu.edu
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 Inventory Management WORKING SESSION: WORKING SESSION: WORKING SESSION: WORKING SESSION: Overview Inventory Stratification Forecasting Replenishment/Service Process Assessment vs. Cost Matrix Stock Group
Key Performance Attendees to Present Demand Pattern Attendees to EXERCISE: Linking Indicators and EXERCISE Results and Policies Classification Present Results Inventory Management to Shareholder Value
EXERCISE: Inventory Inventory Stratification - Replenishment Policies Debrief and Discussion Inventory Management Carrying Cost Concluding Remarks Challenges and Benefits
Inventory Stratification Forecasting EXERCISE: Inventory Buy Decision - EOQ EXERCISE: Inventory Stock Out Cost Management Recap
EXERCISE: Sample EXERCISE: Forecasting Replenishment Policies - GUEST LECTURE: Discussions and Stratification Analysis Rounds 1 & 2 Continued Inventory Management Questions Business Perspective
WORKING SESSION: Forecasting Continued EXERCISE: ROP GUEST LECTURE: Certification Presentation Data Preparation for Inventory Management Inventory Stratification IT Perspective
Discussion and Discussion and CASE STUDY: Stock Group Discussion and Questions Questions From Optimizing Questions Distributor Profitability book
OBJECTIVEPerform Inventory Reduction and Inventory Redeployment (to A & B items) and evaluate the net impact on Return on Net Assets (RONA)
DATA Current Inv $ Current Sales $ Current COGS $Total 17,470,663$ 148,265,879$ 110,902,877$
A 28% 65% 65%B 21% 18% 18%C 25% 15% 15%D 26% 2% 2%
96,372,821$ 26,687,858$ 96,372,821$ 26,687,858$22,239,882$ 2,965,318$ 22,239,882$ 2,965,318$
72,086,870$ 19,962,518$16,635,432$ 2,218,058$
14.7 5.43.8 0.5 N/A N/A
4 891 786$ 3 668 839$
Where do you want to redeploy inventory (%)
Lost Sales % due to Inventory Reduction / RedeploymentCurrent Inventory $ (by item rank)
Current COGS $ (by item rank) New Sales $ (by item rank)Expected Turns upon
RedeploymentCurrent Turns (by item rank) Lost Sales $ (by item rank)
STOCK ANALYZER ‐ INVENTORY STRATIFICATIONINVENTORY REDUCTION / REDEPLOYMENT WORKSHEET
Current Sales $ (by item rank) Current Sales $ (by item rank)Refer Current Turns
4,891,786$ 3,668,839$4,367,666$ 4,542,372$ N/A N/A Sum
N/A N/AN/A N/A
N/A N/A N/A N/A Sum
Variable New Total Sales $ Current Total Sales $75%
Variable10%
Variable50%
Variable
Total Fixed Op. Exp
14,406,254$Current Delivery Exp
4 536 936$ 3 629 549$
New EBITDA $
148,265,879$
New Total COGS $
Current Employee Comp - Others
9,385,230$ 938,523$
Current EBITDA $Current Employee Comp -
Outside $ 7,709,826
-$
COGS $ as % of Sales $
% Inventory for Reduction
Reduced Inventory $ 74.8%
% Inventory for Redeployment
New Total Sales $Redeployed Inventory $
Redeployed Inventory $ (by item rank)
Additional Sales $ (by item rank)Inv $ available for
reduction / redeployment (by item rank)
% Inventory considered for reduction / redeployment
Total Inv $ available for reduction / New Total GM $
erating Expe
nses
9,059,045$ 6,794,284$ Other Income & Exp $
New Total Var Op.Exp
Total Variable Operating ExpCurrent Warehouse Exp New Total Op Exp $
4,477,630$ 2,238,815$ 15,246,922$
Pro
fit &
Lo
ss E
lem
en
ts
Refer Current Turns
80%
Variable75%
Interest Income %
Sum
Current DSO NewTotal A/R $
46.4 C t N t A t
1,978,468$
New Total Sales $ Fixed & Non-current Assets New Total Assets
6,153,034$
Current Total Inventory $
17,470,663$ New Total Inventory $
Reduced Inventory $
Other Current Assets
1,645,751$
Current RONA %23.57%
New RONA %
4,536,936$ 3,629,549$
Current Other Op. Exp (G&A)
Interest Income
-$12%
Ope
2,194,335$
Pro
fit &
Lo
ss E
lem
en
ts
ee
t Ele
me
nts
Refer Current Turns
32.5
# days in a year Other Current Liabilities
365 2,404,335$
New Total COGS $ Notes Payables
1,427,456$
New Total Current LiabilitiesCurrent DPO New Total A/P $
# days in a year Cash & Market. Securities
365 1,990,029$ New Net Assets $
46.4 Current Net Assets $ 32,705,777
Pro
fit &
Lo
ss E
lem
en
ts
Ba
lan
ce
Sh
ee
t Ele
me
nts
Refer Current Turns
SUPPORT SERVICES
SELLSOURCE STORE SHIPSTOCKCUSTOMERSUPPLIER
SUPPLY CHAIN PLANNING
Stratification
Lead TimeDemand During Lead Time Safety Stock
ForecastingFill Rate
Reorder Point
Replenish
IntensiveInventoryManagementProgramdealswiththeSTOCKprocessessuchasinventorystratification,forecastingandreplenishment.Inventorystratificationistheprocessofclassifyingitemsintoacertainnumberofcategoriessothatmanagingthemday-to-daydoesnotbecomeunwieldy.Theinventorystratification processisusuallynotwelldefinedorgivendueimportance,anditoftengetsover-simplified.Whenappropri-ately used, it can play a pivotal role in defining policies and procedures for other inventory management processessuchasforecastingandreplenishment.Inventorystratificationmustbedonepriortoaddressingother inventory/purchasing related processes because it acts as a sledgehammer and thereby, places the com-panyinapowerfulpositionwitharelativelyquickreturn-on-investment.Thereforeinthisprogramyouwillbe exposedtovariousInventorystratificationmethodsandtaughthowtoleveragetheseresultsforforecasting.
The program will demonstrate various forecasting methods, helping you understand the best method to useforyourbusinesssetting.Youwillgethandsonexperienceanalyzingdemandpatterns,applyingvarious forecastingmethodsandevaluatingforecasterrortochoosethebestmethod.Theprogramwillalsohelpyouunderstandtheconceptof“Whattoorder?”and“Howtoorder?”formakingreplenishmentdecisions.Handsonsessionstodecidethereorderpointandreorderquantitieswillenhanceyour decisionmakingprocessinyourbusiness.
Youwillalsohearsuccessstoriesandstepstoimplementinventorymanagementbestpracticesfrom industryexpertsfrombothbusinessandITperspectives.TheSTOCKexercisewillwalkyouthrough theprocessofconnectinginventorydecisionstoshareholdervaluethroughyourfinancialstatements. At the end of the program you will be able to assess the stock processes in your company and develop aplanofactiontoimplementbestpracticesatyourcompanyrightaway.
PROGRAM OVERVIEW
DELIVERABLESOptimizing Distributor ProfitabilityBest Practices to a Stronger Bottom Line
F. Barry Lawrence • Senthil Gunasekaran • Pradip Krishnadevarajan
“Through knowledge learned from the inventory management program, attended by all our management and key salespersons, we have reduced our total inventory levels by over 20%”
BrentA.Burns,VicePresident,ISCBuildingMaterials,LP
“Texas A&M’s research has allowed our company to continue to stay ahead of our competition and excel in customer service.”
TimMiller,VicePresident–Operations, SecurityContractorServices,Inc.
A
B
C
D
T Y P I C A L I N V E N T O R Y M I X I D E A L I N V E N T O R Y M I X
A
B
C
D
Texas A&M multi-criteria inventory stratification
REGISTER NOW!http://id.tamu.edu
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 Inventory Management WORKING SESSION: WORKING SESSION: WORKING SESSION: WORKING SESSION: Overview Inventory Stratification Forecasting Replenishment/Service Process Assessment vs. Cost Matrix Stock Group
Key Performance Attendees to Present Demand Pattern Attendees to EXERCISE: Linking Indicators and EXERCISE Results and Policies Classification Present Results Inventory Management to Shareholder Value
EXERCISE: Inventory Inventory Stratification - Replenishment Policies Debrief and Discussion Inventory Management Carrying Cost Concluding Remarks Challenges and Benefits
Inventory Stratification Forecasting EXERCISE: Inventory Buy Decision - EOQ EXERCISE: Inventory Stock Out Cost Management Recap
EXERCISE: Sample EXERCISE: Forecasting Replenishment Policies - GUEST LECTURE: Discussions and Stratification Analysis Rounds 1 & 2 Continued Inventory Management Questions Business Perspective
WORKING SESSION: Forecasting Continued EXERCISE: ROP GUEST LECTURE: Certification Presentation Data Preparation for Inventory Management Inventory Stratification IT Perspective
Discussion and Discussion and CASE STUDY: Stock Group Discussion and Questions Questions From Optimizing Questions Distributor Profitability book
OBJECTIVEPerform Inventory Reduction and Inventory Redeployment (to A & B items) and evaluate the net impact on Return on Net Assets (RONA)
DATA Current Inv $ Current Sales $ Current COGS $Total 17,470,663$ 148,265,879$ 110,902,877$
A 28% 65% 65%B 21% 18% 18%C 25% 15% 15%D 26% 2% 2%
96,372,821$ 26,687,858$ 96,372,821$ 26,687,858$22,239,882$ 2,965,318$ 22,239,882$ 2,965,318$
72,086,870$ 19,962,518$16,635,432$ 2,218,058$
14.7 5.43.8 0.5 N/A N/A
4 891 786$ 3 668 839$
Where do you want to redeploy inventory (%)
Lost Sales % due to Inventory Reduction / RedeploymentCurrent Inventory $ (by item rank)
Current COGS $ (by item rank) New Sales $ (by item rank)Expected Turns upon
RedeploymentCurrent Turns (by item rank) Lost Sales $ (by item rank)
STOCK ANALYZER ‐ INVENTORY STRATIFICATIONINVENTORY REDUCTION / REDEPLOYMENT WORKSHEET
Current Sales $ (by item rank) Current Sales $ (by item rank)Refer Current Turns
4,891,786$ 3,668,839$4,367,666$ 4,542,372$ N/A N/A Sum
N/A N/AN/A N/A
N/A N/A N/A N/A Sum
Variable New Total Sales $ Current Total Sales $75%
Variable10%
Variable50%
Variable
Total Fixed Op. Exp
14,406,254$Current Delivery Exp
4 536 936$ 3 629 549$
New EBITDA $
148,265,879$
New Total COGS $
Current Employee Comp - Others
9,385,230$ 938,523$
Current EBITDA $Current Employee Comp -
Outside $ 7,709,826
-$
COGS $ as % of Sales $
% Inventory for Reduction
Reduced Inventory $ 74.8%
% Inventory for Redeployment
New Total Sales $Redeployed Inventory $
Redeployed Inventory $ (by item rank)
Additional Sales $ (by item rank)Inv $ available for
reduction / redeployment (by item rank)
% Inventory considered for reduction / redeployment
Total Inv $ available for reduction / New Total GM $
erating Expe
nses
9,059,045$ 6,794,284$ Other Income & Exp $
New Total Var Op.Exp
Total Variable Operating ExpCurrent Warehouse Exp New Total Op Exp $
4,477,630$ 2,238,815$ 15,246,922$
Pro
fit &
Lo
ss E
lem
en
ts
Refer Current Turns
80%
Variable75%
Interest Income %
Sum
Current DSO NewTotal A/R $
46.4 C t N t A t
1,978,468$
New Total Sales $ Fixed & Non-current Assets New Total Assets
6,153,034$
Current Total Inventory $
17,470,663$ New Total Inventory $
Reduced Inventory $
Other Current Assets
1,645,751$
Current RONA %23.57%
New RONA %
4,536,936$ 3,629,549$
Current Other Op. Exp (G&A)
Interest Income
-$12%
Ope
2,194,335$
Pro
fit &
Lo
ss E
lem
en
ts
ee
t Ele
me
nts
Refer Current Turns
32.5
# days in a year Other Current Liabilities
365 2,404,335$
New Total COGS $ Notes Payables
1,427,456$
New Total Current LiabilitiesCurrent DPO New Total A/P $
# days in a year Cash & Market. Securities
365 1,990,029$ New Net Assets $
46.4 Current Net Assets $ 32,705,777
Pro
fit &
Lo
ss E
lem
en
ts
Ba
lan
ce
Sh
ee
t Ele
me
nts
Refer Current Turns
SUPPORT SERVICES
SELLSOURCE STORE SHIPSTOCKCUSTOMERSUPPLIER
SUPPLY CHAIN PLANNING
Fermier Hall, MS 3367Texas A&M University
College Station, TX 77840-3367Phone: 979-845-4984
Fax: 979-845-4980http://id.tamu.edu
Phone: 979-845-4984 / 866-
260-2463 Fax: 979-845-4980http://readcenter.tamu.edu
Intensive Inventory Management Program
Creating Competitive Advantage Through Education
KEY TAKE-AWAYS>> Reduce obsolescence and right-size inventory investments >> Maximize your ROI on inventory while balancing customer service>> Measure forecast accuracy through focused forecasting>> Optimize safety stock investment>> Minimize total relevant cost >> Manage item-level profitability>> Effective use of IT & human resources
WHO SHOULD ATTEND?>> Inventory Planners / Coordinators>> Inventory Managers>> Purchasing Professionals>> Anybody who manages inventory in your firm
PROGRAM OUTLINE>> Inventory Stratification •Methods •Policies
>> Forecasting •Demandpatternanalysis •Methods
>> Replenishment •EOQ •Reorderpoint •Policies •ServiceVsCostMatrix
>> Performance Assessment & Benchmarks •ProcessAssessmentFramework •ProcessAssessmentWorkbook •FinancialBenchmarking - Asset Efficiency, Cash Flow, Growth, Profitability
>> Stock Analyzer •Spreadsheet-basedanalyzer •FinancialStatements •CriticalVariablesInput •FinancialMetricsOutput
>> Inventory Best Practices •ProcessDescription •Common,GoodandBestPractices •MethodologyDescription •KeyPerformanceIndicators
>> Conclusion
“We collaborated with Texas A&M on an inventory stratification project which has resulted in a successful classification of our inventory based on item level profitability. We have already seen a significant reduction in capital employed and expect to benefit from further decreases.”
KevinC.Reid, VicePresident-Procurement ThyssenKruppMaterials,N.A.
“I was impressed with the overall program at TAMU. When I look back to the program, I was impressed with the Item Stratifica- tion segmentation of Critical (A&B) Items and (C) Items.”
Randy Thomas, Regional Manager, WilsonSupply
REGISTER NOW!http://id.tamu.edu