1. 12 - 1 Managing Inventory PowerPoint presentation to accompany Heizer and Render Operations Management, Global Edition, Eleventh Edition Principles of Operations Management, Global Edition, Ninth Edition PowerPoint slides by Jeff Heyl 12 © 2014 Pearson Education

2. 12 - 2© 2011 Pearson Education, Inc. publishing as Prentice Hall Outline 1.Types of Inventory 2.Functions of Inventory 3.ABC Analysis 4.Record Accuracy 5.Cycle Counting 6.Independent vs. Dependent Demand Inventory Control Systems

3. 12 - 3© 2011 Pearson Education, Inc. publishing as Prentice Hall Outline – Continued 7. Deterministic Inventory Models Economic Order Quantity (EOQ) Model. Production Order Quantity (POQ) Model. Quantity Discount Model. 8. Probabilistic Models and Safety Stock 9. Single-Period Inventory Model 10. Fixed-Period (P) Systems

4. 12 - 4© 2011 Pearson Education, Inc. publishing as Prentice Hall Amazon.com  Amazon.com started as a “virtual” retailer – no inventory, no warehouses, no overhead; just computers taking orders to be filled by others  Growth has forced Amazon.com to become a world leader in warehousing and inventory management

5. 12 - 5© 2011 Pearson Education, Inc. publishing as Prentice Hall Inventory Management The objective of inventory management is to strike a balance between inventory investment and customer service

6. 12 - 6 Inventory Process stage Demand Type Number & Value Other Raw Material WIP Finished Goods Independent Dependent A Items B Items C Items Maintenance Repair Operating Inventory Classifications

7. 12 - 7© 2011 Pearson Education, Inc. publishing as Prentice Hall Functions of Inventory 1.To decouple various parts of the production process by covering delays 2.To protect the company against fluctuations in demand 3.To provide a selection for customers 4.To take advantage of quantity discounts 5.To hedge against inflation

8. 12 - 8 Problems Caused by Inventory  Inventory ties up working capital  Inventory takes up space  Inventory is prone to:  Damage, Pilferage and Obsolescence  Inventory hides problems

9. 12 - 9© 2011 Pearson Education, Inc. publishing as Prentice Hall The Material Flow Cycle Figure 12.1 InputWait forWait toMoveWait in queueSetupRunOutput inspectionbe movedtimefor operatortimetime Cycle time 95%5%

10. 12 - 10© 2011 Pearson Education, Inc. publishing as Prentice Hall Important Issues in Inventory Management 1.Classifying inventory items 2.Keeping accurate inventory records

11. 12 - 11 ABC Classification System Classifying inventory according to some measure of importance and allocating control efforts accordingly. A A - very important B B - mod. important C C - least important Annual $ value of items A B C High Low High Percentage of Items

12. 12 - 12 ABC Worked Example  Item Usage and Value

13. 12 - 13 ABC Worked Example  Annual Usage Values

14. 12 - 14 ABC Worked Example  Ascending Usage Values

15. 12 - 15 ABC Worked Example  ABC Chart Showing Classifications

16. 12 - 16© 2011 Pearson Education, Inc. publishing as Prentice Hall ABC Classification System  Policies employed may include  More emphasis on supplier development for A items  Tighter physical inventory control for A items  More care in forecasting A items

17. 12 - 17© 2011 Pearson Education, Inc. publishing as Prentice Hall Inventory Record Accuracy &Cycle Counting  Items are counted and records are updated on a periodic basis  Often used with ABC analysis to determine the cycle (frequency of counting)  Eliminates shutdowns and interruptions  Maintains accurate inventory records

18. 12 - 18© 2011 Pearson Education, Inc. publishing as Prentice Hall Cycle Counting Example 2, page 516, Ch.12 5,000 items in inventory, 500 A items, 1,750 B items, 2,750 C items Policy is to count A items every month (20 working days), B items every quarter (60 days), and C items every six months (120 days) Item ClassQuantityCycle Counting Policy Number of Items Counted per Day A500Each month500/20 = 25/day B1,750Each quarter1,750/60 = 29/day C2,750Every 6 months2,750/120 = 23/day 77/day

19. 12 - 19 Record Accuracy and Inventory Counting Systems  Periodic Inventory Counting System Physical count of items is made at periodic intervals  Perpetual (continual) Inventory Counting System Computer System that keeps track of removals from inventory continuously, thus monitoring current levels of each item

20. 12 - 20© 2011 Pearson Education, Inc. publishing as Prentice Hall Independent and Dependent Demand Inventory Management Systems  Independent demand  Independent demand - the demand for the item is independent of the demand for any other item in inventory  Dependent demand  Dependent demand - the demand for the item is dependent upon the demand for some other item in the inventory

21. 12 - 21 21 Examples for Independent Versus Dependent Demand  Independent demand – finished goods, items that are ready to be sold such as computers, cars.  Forecasts are used to develop production and purchase schedules for finished goods.  Dependent demand – components of finished products such as chips, tires and engine that make up these finished goods  Dependent demand inventory control techniques utilize material requirements planning (MRP) logic to develop production and purchase schedules

22. 12 - 22 22 Independent Demand A B(4) C(2) D(2)E(1) D(3) F(2) Dependent Demand Independent demand is uncertain. That is why it is forecasted. Dependent demand is certain and it is calculated. Inventory

23. 12 - 23 23 How Much to Order? When to order? Regardless of the nature of demand (independent, dependent) two fundamental issues underlie all inventory planning:

24. 12 - 24 Independent Demand Inventory Models to Answer These Questions 1)Single-Period Inventory Model:One time ordering decision such as selling t-shirts at a football game, newspapers, fresh bakery products. Objective is to balance the impact of running out of stock with the impact of being left with stock that does not sell. 2)Multi-Period Inventory Models  Fixed-Order Quantity Models: Each time a fixed amount of order is placed.  Economic Order Quantity (EOQ) Model  Production Order Quantity (POQ) Model  Quantity Discount Models  Fixed-Time Period Models :Orders are placed at specific times intervals.

25. 12 - 25  Lead time: time interval between ordering and receiving the order  Holding (carrying) costs: cost to carry an item in inventory for a length of time, usually a year (heat, light, rent, security, deterioration, spoilage, breakage, depreciation, opportunity cost,…, etc.,)  Ordering costs: costs of ordering and receiving inventory (shipping cost, preparing invoices, cost of inspecting goods upon arrival for quality and quantity, moving the goods to temporary storage)  Set-up Cost: cost to prepare a machine or process for manufacturing an order  Shortage costs: costs when demand exceeds supply, the opportunity cost of not making a sale Key Inventory Terms

26. 12 - 26© 2011 Pearson Education, Inc. publishing as Prentice Hall Basic EOQ Model 1.Demand is known, constant, and independent 2.Lead time is known and constant 3.Receipt of inventory is instantaneous and complete 4.Quantity discounts are not possible 5.Only variable costs are ordering and holding 6.Stockouts can be completely avoided Important assumptions

27. 12 - 27© 2011 Pearson Education, Inc. publishing as Prentice Hall Inventory Usage Over Time Figure 12.3 Order quantity = Q (maximum inventory level) Usage rate Average inventory on hand Q 2 Minimum inventory Inventory level Time 0

28. 12 - 28© 2011 Pearson Education, Inc. publishing as Prentice Hall Minimizing Costs Objective is to minimize total costs Table 12.4(c) Annual cost Order quantity Total cost of holding and setup (order) Holding cost Setup (or order) cost Minimum total cost Optimal order quantity (Q*)

29. 12 - 29© 2011 Pearson Education, Inc. publishing as Prentice Hall The EOQ Model Q= Number of pieces per order Q*= Optimal number of pieces per order (EOQ) D= Annual demand in units for the inventory item S= Setup or ordering cost for each order H= Holding or carrying cost per unit per year Annual setup cost =(Number of orders placed per year) x (Setup or order cost per order) Annual demand Number of units in each order Setup or order cost per order = Annual setup cost = S DQDQ = (S) DQDQ

30. 12 - 30© 2011 Pearson Education, Inc. publishing as Prentice Hall The EOQ Model Q= Number of pieces per order Q*= Optimal number of pieces per order (EOQ) D= Annual demand in units for the inventory item S= Setup or ordering cost for each order H= Holding or carrying cost per unit per year Annual holding cost =(Average inventory level) x (Holding cost per unit per year) Order quantity 2 = (Holding cost per unit per year) = (H) Q2Q2 Annual setup cost = S DQDQ Annual holding cost = H Q2Q2

31. 12 - 31© 2011 Pearson Education, Inc. publishing as Prentice Hall The EOQ Model Q= Number of pieces per order Q*= Optimal number of pieces per order (EOQ) D= Annual demand in units for the inventory item S= Setup or ordering cost for each order H= Holding or carrying cost per unit per year Optimal order quantity is found when annual setup cost equals annual holding cost Annual setup cost = S DQDQ Annual holding cost = H Q2Q2 DQDQ S = H Q2Q2 Solving for Q* 2DS = Q 2 H Q 2 = 2DS/H Q* = 2DS/H

32. 12 - 32© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Determine optimal number of needles to order (Q) D = 1,000 units per year S = $10 per order H = $.50 per unit per year Q* = 2DS H Q* = 2(1,000)(10) 0.50 = 40,000 = 200 units

33. 12 - 33© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Determine expected number orders per year (N) D = 1,000 units Q*= 200 units S = $10 per order H = $.50 per unit per year = N = = Expected number of orders Demand Order quantity DQ*DQ* N = = 5 orders per year 1,000 200

34. 12 - 34© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Determine expected time between orders (T) D = 1,000 unitsQ*= 200 units S = $10 per orderN= 5 orders per year H = $.50 per unit per year = T = Expected time between orders Number of working days per year N T = = 50 days between orders 250 5

35. 12 - 35© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Determine total annual cost: D = 1,000 unitsQ*= 200 units S = $10 per orderN= 5 orders per year H = $.50 per unit per yearT= 50 days Total annual cost = Setup cost + Holding cost TC = S + H DQDQ Q2Q2 TC = ($10) + ($.50) 1,000 200 2 TC = (5)($10) + (100)($.50) = $50 + $50 = $100

36. 12 - 36© 2011 Pearson Education, Inc. publishing as Prentice Hall Robust Model  The EOQ model is robust  It works even if all parameters and assumptions are not met Because the total cost curve is relatively flat in the area of the EOQ

37. 12 - 37© 2011 Pearson Education, Inc. publishing as Prentice Hall Minimizing Costs Objective is to minimize total costs Table 12.4(c) Annual cost Order quantity Total cost of holding and setup (order) Holding cost Setup (or order) cost Minimum total cost Optimal order quantity (Q*)

38. 12 - 38© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Suppose Management underestimates demand by 50% D = 1,000 units Q*= 200 units S = $10 per orderN= 5 orders per year H = $.50 per unit per yearT= 50 days TC = S + H DQDQ Q2Q2 TC = ($10) + ($.50) = $75 + $50 = $125 1,500 200 2 1,500 units

39. 12 - 39© 2011 Pearson Education, Inc. publishing as Prentice Hall An EOQ Example Actual EOQ for new demand is 244.9 units D = 1,000 units Q*= 244.9 units S = $10 per orderN= 5 orders per year H = $.50 per unit per yearT= 50 days TC = S + H DQDQ Q2Q2 TC = ($10) + ($.50) 1,500 244.9 2 1,500 units TC = $61.24 + $61.24 = $122.48 Only 2% less than the total cost of $125 when the order quantity was 200

40. 12 - 40© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity (POQ) Model  Used when the third assumption of EOQ model is relaxed: Receipt of inventory is not instantaneous and complete  Used when units are produced and used/or sold simultaneously  Hence, inventory builds up over a period of time after an order is placed

41. 12 - 41© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Model Inventory level Time Demand part of cycle with no production Part of inventory cycle during which production (and usage) is taking place t Maximum inventory Figure 12.6

42. 12 - 42© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Model Q =Number of pieces per order p =Daily production rate H =Holding cost per unit per year d =Daily demand/usage rate t =Length of the production run in days = (Average inventory level) x Annual inventory holding cost Holding cost per unit per year = (Maximum inventory level)/2 Annual inventory level = – Maximum inventory level Total produced during the production run Total used during the production run = pt – dt

43. 12 - 43© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Model Q =Number of pieces per order p =Daily production rate H =Holding cost per unit per year d =Daily demand/usage rate t =Length of the production run in days = – Maximum inventory level Total produced during the production run Total used during the production run = pt – dt However, Q = total produced = pt ; thus t = Q/p Maximum inventory level = p – d = Q 1 – QpQp QpQp dpdp Holding cost = (H) = 1 – H dpdp Q2Q2 Maximum inventory level 2

44. 12 - 44© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Model Q =Number of pieces per order p =Daily production rate H =Holding cost per unit per year d =Daily demand/usage rate D =Annual demand Q 2 = 2DS H[1 - (d/p)] Q* = 2DS H[1 - (d/p)] p Setup cost =(D/Q)S Holding cost = HQ[1 - (d/p)] 1212 (D/Q)S = HQ[1 - (d/p)] 1212

45. 12 - 45© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Example D =1,000 units p =8 units per day S =$10 d =4 units per day H =$0.50 per unit per year Q* = 2DS H[1 - (d/p)] = 282.8 or 283 hubcaps Q* = = 80,000 2(1,000)(10) 0.50[1 - (4/8)]

46. 12 - 46© 2011 Pearson Education, Inc. publishing as Prentice Hall Production Order Quantity Model When annual data are used the equation becomes Q* = 2DS annual demand rate annual production rate H 1 – Note: d = 4 = = D Number of days the plant is in operation 1,000 250

47. 12 - 47© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Models  These models are used where the price of the item ordered varies with the order size.  Reduced prices are often available when larger quantities are ordered.  Trade-off is between reduced purchasing and ordering cost and increased holding cost Total cost = Setup (order) cost + Holding cost + Product (purchase) cost TC = S + H + PD DQDQ Q2Q2

48. 12 - 48 Total Costs with Purchasing Cost Cost EOQ TC with PD TC without PD PD 0 Quantity Adding Purchasing cost doesn’t change EOQ

49. 12 - 49 Quantity Discount Models  There are two general cases of quantity discount models: 1.Carrying costs are constant (for example: $2 per unit). 2.Carrying costs are stated as a percentage of purchase price (for example: 20% of unit price) © 2011 Pearson Education, Inc. publishing as Prentice Hall

50. 12 - 50 Total Cost with Constant Carrying Costs (Compute common EOQ) OC EOQ Quantity Total Cost TC a TC c TC b Decreasing Price CC a,b,c

51. 51 Quantity Discount Model with Constant Carrying Cost QUANTITYPRICE 1 - 49$1,400 50 - 891,100 90+900 S =$2,500 S =$2,500 H =$190 per computer D =200 Q opt = = = 72.5 PCs 2SD2SDHH2SD2SDHHH2(2500)(200)190 TC = + + PD = $233,784 SD Q opt H Q opt 2 For Q = 72.5 TC = + + PD = $194,105 SDSDQQSDSDQQQ H Q 2 For Q = 90

52. 12 - 52© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Models (When carrying costs are specified as a percentage of unit price) 1.For each discount range, calculate Q* 2.If Q* for a discount range doesn’t qualify, adjust it upward (set it to the smallest possible order size of next discount range) 3.Compute the total cost for each Q* or adjusted value from Step 2 4.Select the Q* that gives the lowest total cost Steps in analyzing a quantity discount

53. 12 - 53© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Models Discount NumberDiscount QuantityDiscount (%) Discount Price (P) 10 to 999no discount$5.00 21,000 to 1,9994$4.80 32,000 and over5$4.75 Table 12.2 A typical quantity discount schedule, Inventory Carrying cost is 20% of unit price

54. 12 - 54© 2011 Pearson Education, Inc. publishing as Prentice Hall When carrying costs are specified as a percentage of unit price, the total cost curve is broken into different total cost curves for each discount range 1,000 2,000 Total cost $ 0 Order quantity Q* for discount 2 is below the allowable range at point a and must be adjusted upward to 1,000 units at point b a b 1st price break 2nd price break Total cost curve for discount 1 Total cost curve for discount 2 Total cost curve for discount 3 Figure 12.7

55. 12 - 55© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Example Calculate Q* for every discount Q* = 2DS IP Q 1 * = = 700 cars/order 2(5,000)(49) (.2)(5.00) Q 2 * = = 714 cars/order 2(5,000)(49) (.2)(4.80) Q 3 * = = 718 cars/order 2(5,000)(49) (.2)(4.75)

56. 12 - 56© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Example Calculate Q* for every discount Q* = 2DS IP Q 1 * = = 700 cars/order 2(5,000)(49) (.2)(5.00) Q 2 * = = 714 cars/order 2(5,000)(49) (.2)(4.80) Q 3 * = = 718 cars/order 2(5,000)(49) (.2)(4.75) 1,000 — adjusted 2,000 — adjusted

57. 12 - 57© 2011 Pearson Education, Inc. publishing as Prentice Hall Quantity Discount Example Discount Number Unit Price Order Quantity Annual Product Cost Annual Ordering Cost Annual Holding CostTotal 1$5.00700$25,000$350 $25,700 2$4.801,000$24,000$245$480$24,725 3$4.752,000$23.750$122.50$950$24,822.50 Table 12.3 Choose the price and quantity that gives the lowest total cost Buy 1,000 units at $4.80 per unit

58. 12 - 58 When to Reorder with EOQ Ordering  The EOQ models answer the equation of how much to order, but not the question of when to order. The reorder point occurs when the quantity on hand drops to predetermined amount.  That amount generally includes expected demand during lead time.  In order to know when the reorder point has been reached, a perpetual inventory is required.  The goal of ordering is to place an order when the amount of inventory on hand is sufficient to satisfy demand during the time it takes to receive that order (i.e., lead time)

59. 12 - 59© 2011 Pearson Education, Inc. publishing as Prentice Hall When to Order: Reorder Points (Make sure demand and lead time are expressed in the same time units)  If the demand and lead time are both constant, the reorder point (ROP) is simply: ROP = Lead time for a new order in days Demand per day = d x L d = D Number of working days in a year

60. 12 - 60© 2011 Pearson Education, Inc. publishing as Prentice Hall Reorder Point Curve Q*Q* ROP (units) Inventory level (units) Time (days) Figure 12.5 Lead time = L Slope = units/day = d Resupply takes place as order arrives

61. 12 - 61© 2011 Pearson Education, Inc. publishing as Prentice Hall Reorder Point Example Demand = 8,000 iPods per year 250 working day year Lead time for orders is 3 working days ROP = d x L d = D Number of working days in a year = 8,000/250 = 32 units = 32 units per day x 3 days = 96 units

62. 12 - 62 When to reorder  When variability is present in demand or lead time, it creates the possibility that actual demand will exceed expected demand.  Consequently, it becomes necessary to carry additional inventory, called “safety stock”, to reduce the risk of running out of stock during lead time. The reorder point then increases by the amount of the safety stock: ROP = expected demand during lead time + safety stock (SS)

63. 63 Safety Stock LT Time Expected demand during lead time Maximum probable demand during lead time ROP Quantity Safety stock Safety stock reduces risk of stockout during lead time

64. 64 Safety stock Because it cost money to hold safety stock, a manager must carefully weigh the cost of carrying safety stock against the reduction in stockout risk it provides. The customer service level increases as the risk of stockout decreases. The order cycle “service level” can be defined as the probability that demand will not exceed supply during lead time. A service level of 95% implies a probability of 95% that demand will not exceed supply during lead time.

65. 65 Safety Stock The “risk of stockout” is the complement of “service level” Service level = 1 - Probability of stockout Higher service level means more safety stock More safety stock means higher ROP

66. 66 Reorder Point with a Safety Stock Reorder point, R Q LT Time LT Inventory level 0 Safety Stock

67. 12 - 67 Probabilistic Models to Determine ROP and Safety Stock (Stockout Cost/Unit is known) ▶ Use safety stock to achieve a desired service level and avoid stockouts ROP = d x L + ss Annual stockout costs = the sum of the units short for each demand level * the probability of that demand level * the stockout cost/unit * the number of orders per year

68. 12 - 68 Safety Stock Example (Stochastic demand and constant lead time) NUMBER OF UNITSPROBABILITY 30.2 40.2 ROP  50.3 60.2 70.1 1.0 ROP = 50 unitsStockout cost = $40 per frame Opt. # of Orders per year (N) = 6 Carrying cost = $5 per frame per year (SS ???)

69. 12 - 69 Safety Stock Example ROP = 50 unitsStockout cost = $40 per frame Orders per year = 6 Carrying cost = $5 per frame per year SAFETY STOCK ADDITIONAL HOLDING COSTSTOCKOUT COST TOTAL COST 20(20)($5) = $100$0$100 10(10)($5) = $ 50(10)(.1)($40)(6)=$240$290 0$ 0(10)(.2)($40)(6) + (20)(.1)($40)(6)=$960$960 A safety stock of 20 frames gives the lowest total cost ROP = 50 + 20 = 70 frames

70. 12 - 70 Probabilistic Models to Determine ROP and Safety Stock when the cost of stockouts cannot be determined Desired service levels are used to set safety stock ROP = demand during lead time + Z  dLT where Z =Number of standard deviations  dLT =Standard deviation of demand during lead time

71. 12 - 71© 2011 Pearson Education, Inc. publishing as Prentice Hall Probabilistic Demand Safety stock Probability of no stockout 95% of the time Mean demand 350 ROP = ? kits Quantity Number of standard deviations 0 z Risk of a stockout (5% of area of normal curve)

72. 12 - 72 Probabilistic Example  =Average demand during lead time = 350 resuscitation kits  dLT =Standard deviation of demand during lead time = 10 kits Z =5% stockout policy (service level = 95%) Using Appendix I, for an area under the curve of 95%, the Z = 1.65 Safety stock = Z  dLT = 1.65(10) = 16.5 kits Reorder point=Expected demand during lead time + Safety stock =350 kits + 16.5 kits of safety stock =366.5 or 367 kits

73. 12 - 73© 2011 Pearson Education, Inc. publishing as Prentice Hall Safety stock16.5 units ROP  Place order Probabilistic Demand Inventory level Time 0 Minimum demand during lead time Maximum demand during lead time Mean demand during lead time Normal distribution probability of demand during lead time Expected demand during lead time (350 kits) ROP = 350 + safety stock of 16.5 = 366.5 Receive order Lead time Figure 12.8

74. 12 - 74 Get the probability from standard normal table  z denotes a standard normal random variable  Standard normal curve is symmetric about the origin 0  Draw a graph

75. 12 - 75 Get the probability from standard normal table  z denotes a standard normal random variable  Standard normal curve is symmetric about the origin 0  Draw a graph

76. 12 - 76 From non-standard normal to standard normal  X is a normal random variable with mean μ, and standard deviation σ  Set Z=(X – μ)/σ Z=standard unit or z-score of X Then Z has a standard normal distribution and

77. 12 - 77 Table Appendix I: P(0<Z<z) z.00.01.02.03.04.05.06 0.0.0000.0040.0080.0120.0160.0199.0239 0.1.0398.0438.0478.0517.0557.0596.0636 0.2.0793.0832.0871.0910.0948.0987.1026 0.3.1179.1217.1255.1293.1331.1368.1404 0.4.1554.1591.1628.1664.1700.1736.1772 0.5.1915.1950.1985.2019.2054.2088.2123 … … … … 1.0.3413.3438.3461.3485.3508.3531.3554 1.1.3643.3665.3686.3708.3729.3749.3770

78. 12 - 78 Other Probabilistic Models to determine SS and ROP ▶ When data on demand during lead time is not available, there are other models available 1.When demand per day is variable and lead time (in days) is constant 2.When lead time is variable and demand per day is constant 3.When both demand per day and lead time (in days) are variable

79. 12 - 79 Demand per day is variable and lead time (in days) is constant Demand per day is variable and lead time (in days) is constant ROP =(Average daily demand * Lead time in days) + Z  dLT where  dLT =  d Lead time  d = standard deviation of demand per day

80. 12 - 80 Example Average daily demand (normally distributed) = 15 Lead time in days (constant) = 2 Standard deviation of daily demand = 5 Service level = 90% Z for 90% = 1.28 From Appendix I ROP= (15 units x 2 days) + Z  dLT = 30 + 1.28(5)( 2) = 30 + 9.02 = 39.02 ≈ 39 Safety stock is about 9 computers

81. 12 - 81 Lead time (in days) is variable and demand per day is constant Lead time (in days) is variable and demand per day is constant ROP =(Daily demand * Average lead time in days) + Z * (Daily demand) *  LT where  LT = Standard deviation of lead time in days

82. 12 - 82 Example Daily demand (constant) = 10 Average lead time = 6 days Standard deviation of lead time =  LT = 1 Service level = 98%, so Z (from Appendix I) = 2.055 ROP= (10 units x 6 days) + 2.055(10 units)(1) = 60 + 20.55 = 80.55 Reorder point is about 81 cameras

83. 12 - 83 Both demand per day and lead time (in days) are variable Both demand per day and lead time (in days) are variable ROP =(Average daily demand x Average lead time) + Z  dLT where  d =Standard deviation of demand per day  LT =Standard deviation of lead time in days  dLT =(Average lead time x  d 2 ) + (Average daily demand) 2   LT

84. 12 - 84 Example Average daily demand (normally distributed) = 150 Standard deviation =  d = 16 Average lead time 5 days (normally distributed) Standard deviation =  LT = 1 day Service level = 95%, so Z = 1.65 (from Appendix I)

85. 12 - 85 Used to handle ordering of perishables (fresh fruits, flowers) and other items with limited useful lives (newspapers, spare parts for specialized equipment). Single-Period Inventory Model

86. 12 - 86 Single-Period Inventory Model  In a single-period model, items are received in the beginning of a period and sold during the same period. The unsold items are not carried over to the next period.  The unsold items may be a total waste, or sold at a reduced price, or returned to the producer at some price less than the original purchase price.  The revenue generated by the unsold items is called the salvage value.

87. 12 - 87© 2011 Pearson Education, Inc. publishing as Prentice Hall Single Period Model  Only one order is placed for a product  Units have little or no value at the end of the sales period C s = Cost of shortage = Sales price/unit – Cost/unit C o = Cost of overage = Cost/unit – Salvage value Service level = C s C s + C o

88. 12 - 88© 2011 Pearson Education, Inc. publishing as Prentice Hall Single Period Example Average demand =  = 120 papers/day Standard deviation =  = 15 papers C s = cost of shortage = $1.25 - $.70 = $.55 C o = cost of overage = $.70 - $.30 = $.40 Service level = C s C s + C o.55.55 +.40.55.95 = = =.578 Service level 57.8% Optimal stocking level  = 120

89. 12 - 89© 2011 Pearson Education, Inc. publishing as Prentice Hall Single Period Example From Appendix I, for the area.578, Z .20 The optimal stocking level = 120 copies + (.20)(  ) = 120 + (.20)(15) = 120 + 3 = 123 papers The stockout risk = 1 – service level = 1 –.578 =.422 = 42.2%

90. 12 - 90 Fixed-Period (P) Systems ▶ Orders placed at the end of a fixed period ▶ Inventory counted only at the end of period ▶ Order brings inventory up to target level ▶ Only relevant costs are ordering and holding ▶ Lead times are known and constant ▶ Items are independent of one another

91. 12 - 91© 2011 Pearson Education, Inc. publishing as Prentice Hall Fixed-Period (P) Systems, also called Periodic Review System On-hand inventory Time Q1Q1 Q2Q2 Target quantity (T) P Q3Q3 Q4Q4 P P Figure 12.9

92. 12 - 92 Fixed-Period Systems ▶ Inventory is only counted at each review period ▶ May be scheduled at convenient times ▶ Appropriate in routine situations ▶ May result in stockouts between periods ▶ May require increased safety stock