Inventory management -Aparna Lakshmanan
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Transcript of Inventory management -Aparna Lakshmanan
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INVENTORY MANAGEMENT
APARNA LAKSHMANAN S2,MBA Bhavan’s Royal Institute of Management
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INVENTORY A Stock of items held to meet
future demand.Inventory is a list for goods and
materials, or those goods and materials themselves, held available in stock by a business.
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INTRODUCTION Constitute significant part of current assets. A considerable amount of fund is required On an average approximately 60% of current
assets in Public Limited Companies in India. Effective and efficient management is
imperative to avoid unnecessary investment. Improper inventory management affects long
term profitability and may fail ultimately. 10 to 20% of inventory can be reduced
without any adverse effect on production and sales by using simple inventory planning and control techniques.
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NATURE OF INVENTORIES Raw materials – Basic inputs that are
converted into finished product through the manufacturing process.
Work-in-progress- Semi manufactured products need some more works before they become finished goods for sale.
Finished Goods- Completely manufactured products ready for sale.
Supplies – Office and plant cleaning materials not directly enter production but are necessary for production process and do not involve significant investment.
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REASONS TO HOLD INVENTORY Meet variations in customer demand:
Meet unexpected demand Smooth seasonal or cyclical demand
Pricing related Temporary price discounts Hedge against price increases Take advantage of quality discounts
Process &supply surprises Internal-upsets in parts of our own processes External –delays in incoming goods
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OBJECTIVE OF INVENTORY MANAGEMENT To maintain a optimum size of inventory for
efficient and smooth production and sales operations
To maintain a minimum investment in inventories to maximize the profitability
Effort should be made to place an order at the right time with right source to acquire the right quantity at the right price and right quality.
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AN EFFECTIVE INVENTORY MANAGEMENT SHOULD; Ensure a continuous supply of raw materials
to facilitate uninterrupted production. Maintain sufficient stocks of raw materials in
periods of short supply and anticipate price changes.
Maintain sufficient finished goods inventory for smooth sales operation, and efficient customer service.
Minimize the carrying cost and time. Control investment in inventories and keep it
at an optimum level.
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AN OPTIMUM INVENTORY LEVEL INVOLVES THREE TYPES OF COSTS; Ordering costs:-
Quotation or tendering Requisitioning Order placing Transportation Receiving, inspecting and storing Quality control Clerical and staff
Stock out costs:- Loss of sale Failure to meet delivery commitments.
Carrying costs:- Warehousing or storage Handling Clerical and staff Insurance Interest Taxes Cost of capital
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DANGERS OF OVER INVESTMENT
Unnecessary tie-up of firm’s and loss of profit-involves opportunity cost.
Excessive carrying cost Risk of liquidity-difficult to convert into
cash Physical deterioration of inventories
while in storage due to mishandling and improper storage facilities.
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DANGERS OF UNDER-INVESTMENT
Production hold-ups –loss of labor hours
Failure to meet delivery commitments
Customers may shift to competitors which will amount to a permanent loss to the firm.
May affect the goodwill and image of the firm.
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FUNCTIONS OF INVENTORY MANAGEMENT
Track inventory How much to order When to order
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CLASSIFICATION OF INVENTORY
ABC Classification HML Classification XYZ Classification VED Classification FSN Classification SDF Classification GOLF Classification SOS Classification
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ABC CLASSIFICATION
In most of the cases 10 to 20% of the inventory account for70 to 80% of the annual activity.
A -A typical manufacturing operation shows that the top 15% of the items, in terms of annual rupees usage represent 80%of annual rupees usage.
B-15% of items select 15% of annual rupees C-70% accounts only 5% usage
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XYZ CLASSIFICATION On the basis of value of inventory stored. Whereas ABC was on the basis of value of
consumption to value. X- high value Y-medium value Z-least value
Aimed to identify items which are extensively stocked.
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HML CLASSIFICATION On the basis of unit value of firm There is 1000 unit of q at Rs.10 and 10,000
units of w at Rs.5 Aimed to control the purchase of
rawmaterials H-high M-medium L-low
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VED CLASSIFICATION Mainly for spare parts because their
consumption pattern is different from raw materials.
Spare parts on performance of plant and machinery.
V-vital E-essential D-desirable Therefore V items has to be stocked ore and
D items has to be less stocked.
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FSN CLASSIFICATION
According to the consumption pattern To comat obsolete items F-Fast moving S-Slow moving N-Non moving
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SDF &GOLF CLASSIFICATION SDF
Based on source of procurement S-scarce D-Difficult E-easy
GOLF G-Government O-Ordinary L-Local F-Foreign
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SOS CLASSIFICATION
Raw materials especially for agriculture units S-Seasonal OS-Off seasonal
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DECIDING ON THE INVENTORY MODEL
Assume an analyst applies an inventory model that does not allow for spoilage to a grocery chain’s ordering policy for lettuce and formulates the strategy of ordering lettuce in large amounts every 14 days. A little thought will show that this is obviously foolish. This strategy implies that lettuce will be spoiled. However it is not a failure of inventory. It is a failure to apply the correct model.
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DIFFERENT APPROACHES
Certainty approach Uncertain variables and risk are addressed
separately. Uncertainty approach
Uncertain variables and risk are addressed simultaneously
Deterministic approach Probabilistic approach
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BASIC EOQ MODEL
Assumption Seasonal fluctuation in demand are ruked out Zero lead time- time lapsed between purchase
order and inventory usage Cost of placing an order and receiving are same
and independent of the units ordered. Annual cost of carrying the inventory is constant Total inventory cost=ordering cost + carrying
cost
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EOQ- THREE APPROACHES
Trial and error method Order-formula approach Graphical approach
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EOQ- RE-ORDER POINT
EOQ- Gives answer to question “How much to order”
Re-order point – gives answer to question “When to order”
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ORDER FORMULA APPROACH
ECONOMIC ORDER QUANTITY,1/2
EOQ=(2CO/I) C=Annual demand O=ordering cost per order I=Carrying cost per unit
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GRAPHICAL METHOD TO FIND EOQ
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EXTENSION OF BASIC EOQ MODEL
This model can be extended to include quantity discounts, were simple calculation for quantity discount is added.
Non zero lead time
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EXTENSION OF BASIC EOQ MODELNon –zero lead time
If the lead time is ‘n’ then procurement must be done prior to ‘n’ dayside T-n as shown in the figure
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PROBABILISTIC INVENTORY MODEL
In practical inventory management assumptions may not be strictly correct
Demand may fluctuate over time due to seasonal, cyclical and random influences.
Lead time may also fluctuate because of transportation delay, strikes or natural disaster. For such reason most of the companies use safety stock.
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SPECIAL INVENTORY MODEL
Non – instantaneous replenishment
Quantity Discount
One – period decision
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NON – INSTANTANEOUS REPLENISHMENT
Particularly in situation were manufactures use continues production process
Eg; FACT makes Ammonium on a continual basis.
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DISCOUNT QUANTITIES
If discount quantities increases with the order quantity, then the price of inventory is no more constant.
Hence a new approach is needed to find the best lot size
Total cost = Annual holding cost +Annual ordering cost+ Annual cost of materials
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ONE PERIOD DECISIONS
Applicable to fashion goods, seasonal goods and due to change in technology
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INVENTORY MANAGEMENT UNDER UNCERTAINITY
Option price model Risk adjusted discount cash flow (DFC)
model. Dynamic inventory model.
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EMERGING TRENDS IN INVENTORY MANAGEMENT
Entering into long term contract at a fixed price to reduce uncertainties.
Just in time Kanbans- Japanese technique (only produce
when demand comes) Internet based ordering system Vendor development Investment in plant and machinery
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INVENTORY CONTROL RESPONSIBILITY Purchasing naturally has vest interest in
inventories, even to the extend that in some companies the purchasing and stores functions.
In effect the responsibility cannot be kept on one head since inventory management is a integrated effort.
Inventories are economic importance to finance department.
The fact that materials must be moved from one place to another is of importance to materials department.
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