Cycle inventory is the average inventory in a supply chain due to either production or purchases in lot sizes that are larger than those demanded by customers. Cycle inventory adds 5 days to the time a unit spends in the supply chain because: - average flow time is lower - Working capital requirements are lower - lower inventory holding costs. The objective of inventory management is to strike a balance between inventory investment and customer service.
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Cycle inventory is the average inventory in a supply chain due to either production or purchases in lot sizes that are larger than those demanded by customers. Cycle inventory adds 5 days to the time a unit spends in the supply chain because: - average flow time is lower - Working capital requirements are lower - lower inventory holding costs. The objective of inventory management is to strike a balance between inventory investment and customer service.
Cycle inventory is the average inventory in a supply chain due to either production or purchases in lot sizes that are larger than those demanded by customers. Cycle inventory adds 5 days to the time a unit spends in the supply chain because: - average flow time is lower - Working capital requirements are lower - lower inventory holding costs. The objective of inventory management is to strike a balance between inventory investment and customer service.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online from Scribd
Cycle inventory is the average inventory in a supply chain due to either production or purchases in lot sizes that are larger than those demanded by customers. Cycle inventory adds 5 days to the time a unit spends in the supply chain because: - average flow time is lower - Working capital requirements are lower - lower inventory holding costs. The objective of inventory management is to strike a balance between inventory investment and customer service.
Copyright:
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Download as PPT, PDF, TXT or read online from Scribd
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Supply Chain Management (3rd Edition)
Chapter 10 Managing Economies of Scale in the Supply Chain: Cycle Inventory
2007 Pearson Education 10-1
Outline The Importance of Inventory Role of Cycle Inventory in a Supply Chain Lot Sizing and Supply Chain Cost Aggregating Multiple Products in a Single Order Lot Sizing with Multiple Products or Customers
2007 Pearson Education
10-2
Role of Inventory in the Supply Chain
Improve Matching of Supply and Demand Improved Forecasting Reduce Material Flow Time Reduce Waiting Time Reduce Buffer Inventory
Economies of Scale Cycle Inventory
2007 Pearson Education
Supply / Demand Variability Safety Inventory
Figure Error! No text of
Seasonal Variability Seasonal Inventory
10-3
The Importance of Inventory
Firms can reduce costs by reducing inventory, but customers become dissatisfied when an item is out of stock The objective of inventory management is to strike a balance between inventory investment and customer service
2007 Pearson Education
Inventory Decisions How much to order? Order quantity or lot size (Q)
When to order? Order frequency (n)
Find an inventory policy that is optimal with respect to some criteria (usually cost)
2007 Pearson Education
Inventory Profile Average demand D Inventory
Average inventory due to cycle inventory Q/2
Lot size Q
Q/2
0 Time
Cycle Average flow time = 2007 Pearson Education
Average inventory Average demand
= Q/2D
Inventory Usage Over Time
Order quantity = Q (maximum inventory level) Usage rate Average inventory on hand Q 2
Inventory level
Minimum inventory 0 Time
2007 Pearson Education
The Role of Cycle Inventory in a Supply Chain
What is cycle inventory? Cycle inventory is the average inventory in a supply chain due to either production or purchases in lot sizes that are larger than those demanded by customers
What is lot size or batch size?
Lot or batch size is the quantity that a stage of a supply chain either produces or purchases at a time
2007 Pearson Education
Role of Cycle Inventory in a Supply Chain
Q = 1000 units D = 100 units/day Cycle inventory = Q/2 = 1000/2 = 500 = Avg inventory level from cycle inventory Avg flow time = Q/2D = 1000/(2)(100) = 5 days Cycle inventory adds 5 days to the time a unit spends in the supply chain Lower cycle inventory is better because: Average flow time is lower Working capital requirements are lower Lower inventory holding costs
2007 Pearson Education
10-9
Role of Cycle Inventory in a Supply Chain
Cycle inventory is held primarily to take advantage of economies of scale in the supply chain Supply chain costs influenced by lot size: Material cost = C Fixed ordering cost = S Holding cost = H = hC (h = cost of holding $1 in inventory for one year)
Primary role of cycle inventory is to allow different stages to purchase product in lot sizes that minimize the sum of material, ordering, and holding costs Ideally, cycle inventory decisions should consider costs across the entire supply chain, but in practice, each stage generally makes its own supply chain decisions increases total cycle inventory and total costs in the supply chain 2007 Pearson Education 10-10
Inventory Profile Inventory Q/2 Q
0 Inventory
Time
Q/2 0 2007 Pearson Education
Time
Why Order in Large/Small Lots?
Fixed ordering cost: S (cost incurred per order/lot) Increase the lot size to decrease the fixed ordering cost per unit
Holding cost: H (cost of carrying one unit in inventory)
Decrease the lot size to decrease holding cost
Material cost: C (cost per unit)
Lot size Q is chosen by trading off holding costs against fixed ordering costs Convenience store Sam's Club 2007 Pearson Education
Fixed cost Low High
Material cost High Low
Cost Influenced by Lot Size
Annual Cost Holding Cost Ordering Cost Material Cost
Order Quantity 2007 Pearson Education
Material Cost (C)
Material cost ($/unit) The average price paid per unit
2007 Pearson Education
Supply Chain Cost Influenced by Lot Size
Annual Cost
CD
Material Cost Order Quantity
2007 Pearson Education
Holding Cost (H)
Holding cost ($/unit/year) Cost of carrying one unit in inventory for a specified period of time
Category Warehousing/occupancy cost Handling costs Obsolescence cost Cost of capital Miscellaneous cost Total holding cost 2007 Pearson Education
% of Inventory Value
6% 3% 3% 11% 3% 26%
Supply Chain Cost Influenced by Lot Size
Annual Cost
(Q/2)H Holding Cost Material Cost Order Quantity 2007 Pearson Education
Ordering Cost (S)
Ordering cost ($/lot) Fixed cost incurred each time an order is placed (does not vary with the size of the order) Buyer time (order placement) Transportation cost Receiving cost
1000 Orders = $400,000
Purchase Order Purchase Order Purchase Order Description Purchase OrderQty. Description Qty. Description Qty. Microwave Description Qty.1 Microwave 11 Microwave Microwave 1
1 Order = $ 400 Purchase Order Description Qty. Microwave 1000
Order quantity
2007 Pearson Education
Supply Chain Cost Influenced by Lot Size
Annual Cost
(D/Q)S Holding Cost Ordering Cost Material Cost
Order Quantity 2007 Pearson Education
Supply Chain Cost Influenced by Lot Size
Annual Cost
CD + (D/Q)S + (Q/2)H
Total Cost Curve
Holding Cost Ordering Cost Material Cost
Optimal Order Quantity (Q*) 2007 Pearson Education
Order Quantity
Economic Order Quantity (EOQ)
Optimal order quantity
2 D S EOQ Q* hC H 2007 Pearson Education
Example: Economic Order Quantity
Example 10-1 Demand for the Deskpro computer at Best Buy is 1,000 units per month. Best Buy incurs a fixed order placement, transportation, and receiving cost of $4,000 each time an order is placed. Each computer costs Best Buy $500 and the retailer has an annual holding cost of 20 percent.
D S C h 2007 Pearson Education
= 1,000 x 12 = 12,000 = $4,000 = $500 = 0.2
Example: Economic Order Quantity
Example 10-1
D = 12,000 S = 4,000 C = 500 h = 0.2
2 D S EOQ Q* hC H
Q* = sqrt((2DS)/(hC)) = sqrt((2 x 12,000 x 4,000)/(0.2 x 500)) = 980
2007 Pearson Education
Example: Economic Order Quantity
Example 10-1
D = 12,000 S = 4,000 C = 500 h = 0.2 Q* = 980
Order frequency = D/Q = 12,000 / 980 = 12.24 Cycle inventory = 980 / 2 = 490 = Q/2
Average flow time = Q/(2D) = 980 / (2 x 12,000) = 0.041
What if Q = 1,000 What if Q = 900 What if Q = 200 cost = $98,000 cost = $98,333 cost = $250,000
2007 Pearson Education
Summary Description Formula Optimal order quantity Q* sqrt((2DS)/H)
Order frequency Cycle inventory Average flow time
D/Q Q/2 (Avg inventory)/(Avg demand)
Order cost Holding cost Material cost 2007 Pearson Education
(D/Q)S (Q/2)H CD
Key Points from EOQ Model
1. Total ordering and holding costs are relatively stable around the economic order quantity 2. If demand increases by a factor k, the optimal lot size increases by a factor k 3. To reduce the optimal lot size by a factor of k, the fixed order cost S must be reduced by a factor k2
2 D S EOQ Q* hC H 2007 Pearson Education
Example: Economic Order Quantity
Example 10-2 The store manager at Best Buy would like to reduce the optimal lot size from 980 to 200. For this lot size reduction to be optimal, the store manager wants to evaluate how much the order cost per lot should be reduced (currently $4,000)
Q* = sqrt((2DS)/(hC)) 200 = sqrt((2 x 12,000 x S)/(0.2 x 500)) S = (hC(Q*)2)/2D = (0.2 x 500 x 2002)/(2 x 12,000) = $166.7 2007 Pearson Education
Example: Economic Order Quantity
How can the store manager reduce the fixed ordering cost? Aggregate multiple products in a single order Can possibly combine shipments of different products from the same supplier Can also have a single delivery coming from multiple suppliers
2007 Pearson Education
Aggregating Multiple Products in a Single Order
Example 10-1 (continued) Assume Best Buy sells 4 different models of Deskpro each with demand of 1,000 units per month (all costs are same) 4 single orders Q* for each model equals 980 Annual order and holding cost equal 97,980 x 4 = $391,920
1 aggregate order D = 12,000 x 4 = 48,000 Q* = sqrt((2 x 48,000 x 4,000)/(0.2 x 500)) = 1,960 (= 490 for each model) Annual order and holding cost = (D/Q)S + (Q/2)hC = ((48,000/1,960) x 4,000) + (1,960/2) x 0.2 x 500 = $244,918 2007 Pearson Education
Lot Sizing with Multiple Products or Customers
Ordering cost has two components Common (to all products) Individual (to each product)
Example It is cheaper for Wal-Mart to receive a truck containing a single product than a truck containing many different products Inventory and restocking effort is much less for a single product
2007 Pearson Education
Lot Sizing with Multiple Products or Customers
Multiple products Independent orders No aggregation: Each product ordered separately
Joint order of all products
Complete aggregation: All products delivered on each truck
1 2 3
1 2 3
1 2 3
Joint order of a subset of products
Tailored aggregation: Selected subsets of products on each truck
