Chapter 6 Inventory Analysis 1. 2 Accurately Matching Demand with Supply is the Key Challenge:...
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Transcript of Chapter 6 Inventory Analysis 1. 2 Accurately Matching Demand with Supply is the Key Challenge:...
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Chapter 6
Inventory Analysis
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Accurately Matching Demand with Supply is the Key Challenge: Inventories
• ... by 1990 Wal-Mart was already winning an important technological war that other discounters did not seem to know was on. “Wal-Mart has the most advanced inventory technology in the business and they have invested billions in it”. (NYT, Nov. 95).
• WSJ, Aug. 93: Dell Computer stock plunges. The company was sharply off in forecast of demand resulting in inventory writedowns.
• BW 1997:
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Costs of not Matching Supply and Demand
• Cost of overstocking – liquidation, obsolescence, holding
• Cost of under-stocking – lost sales and resulting lost margin
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Where is the Flow Time?
Buffer Operation
Waiting Processing
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Flow Times in White Collar ProcessesSource: J. Blackburn
Industry Process AverageFlow Time
TheoreticalFlow Time
Flow TimeEfficiency
Life Insurance New PolicyApplication
72 hrs. 7 min. 0.16%
ConsumerPackaging
NewGraphicDesign
18 days 2 hrs. 0.14%
CommercialBank
ConsumerLoan
24 hrs. 34 min. 2.36%
Hospital PatientBilling
10 days 3 hrs. 3.75%
AutomobileManufacture
FinancialClosing
11 days 5 hrs 5.60%
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6.1: Operational Flows
Throughput R
Inventory I
I = R T Flow time T = Inventory I / Throughput R
FLOW TIME T
I avg total inv = I input + I in-process + I output
I = Ii + Ip + Io
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6.2: Why do Buffers Build?Why hold Inventory?
• Economies of scale– Fixed costs associated with batches– Quantity discounts– Trade Promotions
• Uncertainty– Information Uncertainty– Supply/demand uncertainty
• Seasonal Variability• Strategic
– Flooding, availability
Cycle/Batch stock
Safety stock
Seasonal stock
Strategic stock
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6.3: Cost of Inventory• Physical holding cost
(out-of-pocket)• Financial holding cost
(opportunity cost)• Low responsiveness
– to demand/market changes
– to supply/quality changes
Holding cost
Inventory Unit Holding Cost =
H = (h + r) C
Physical holding cost Rate of return Cost/flow unit
Example 6.2
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6.4: Economies of Scale: Inventory Build-Up Diagram
R: Annual demand rate,Q: Number per
replenishment order
• Number of orders per year = R/Q.
• I cycle = Q/2
Q
Time t
Inventory Profile:# of jackets in inventory over time.
R = Demand rate
Inventory
T = Ti + Tp = (Q/2)/R + Ip/RExample 6.3
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Economies of Scale: Economic Order Quantity EOQ
R : Demand per year,
S : Setup or Order Cost ($/setup; $/order),
H : Marginal annual holding cost ($/per unit per year),
Q : Order quantity.
C : Cost per unit ($/unit),
r : Cost of capital (%/yr),
h : Physical unit holding cost
($/unit,yr),
H = (h + r) C.
2RSQ
H
Batch Size Q
Total annual costs
H Q/2: Annual holding cost
S R /Q:Annual setup cost
EOQ
Total Cost = S(R/Q) + H(Q/2) + CR
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Economies of Scale:
R = units C = $ / unit
r = %/yr S = $ / order
Example 6.4
Example 6.5
Total annual cost under current plan
EOQ
Total annual cost under current plan
Icycle = Q*/2
TC* Ti = I cycle / R
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Find most economical order quantity: Spreadsheet (Table 6.2, p. 146)
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6.6: Role of Leadtime L
• The two key decisions in inventory management
are:– How much to order?– When to order?
ROP = L * R = Lead Time * Throughput
Example 6.8
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6.8: Levers
Ith = R * Tth
• Reducing critical activity time• Eliminating NVA activities• Redesigning the process to replace
sequential with parallel processing
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Learning Objectives: Batching & Economies of Scale
• Increasing batch size of production (or purchase) increases average inventories (and thus cycle times).
• Average inventory for a batch size of Q is Q/2.• The optimal batch size trades off setup cost and holding cost.• To reduce batch size, one has to reduce setup cost (time).• Square-root relationship between Q and (R, S):
– If demand increases by a factor of 4, it is optimal to increase batch size by a factor of 2 and produce (order) twice as often.
– To reduce batch size by a factor of 2, setup cost has to be reduced by a factor of 4.