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1 1 Slide © 2009 South-Western, a part of Cengage Learning Chapter 14 Inventory Models: Deterministic Demand n Economic Order Quantity (EOQ) Model n Economic Production Lot Size Model n Inventory Model with Planned Shortages n Quantity Discounts for the EOQ Model

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2 2 Slide © 2009 South-Western, a part of Cengage Learning Inventory Models n The study of inventory models is concerned with two basic questions: How much should be ordered each time How much should be ordered each time When should the reordering occur When should the reordering occur n The objective is to minimize total variable cost over a specified time period (assumed to be annual in the following review).

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3 3 Slide © 2009 South-Western, a part of Cengage Learning Inventory Costs n Ordering cost -- salaries and expenses of processing an order, regardless of the order quantity n Holding cost -- usually a percentage of the value of the item assessed for keeping an item in inventory (including cost of capital, insurance, security costs, taxes, warehouse overhead, and other related variable expenses) n Backorder cost -- costs associated with being out of stock when an item is demanded (including lost goodwill) n Purchase cost -- the actual price of the items n Other costs

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4 4 Slide © 2009 South-Western, a part of Cengage Learning Deterministic Models n The simplest inventory models assume demand and the other parameters of the problem to be deterministic and constant. n The deterministic models covered in this chapter are: Economic order quantity (EOQ) Economic order quantity (EOQ) Economic production lot size Economic production lot size EOQ with planned shortages EOQ with planned shortages EOQ with quantity discounts EOQ with quantity discounts

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5 5 Slide © 2009 South-Western, a part of Cengage Learning Economic Order Quantity (EOQ) n The most basic of the deterministic inventory models is the economic order quantity (EOQ). n The variable costs in this model are annual holding cost and annual ordering cost. n For the EOQ, annual holding and ordering costs are equal.

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6 6 Slide © 2009 South-Western, a part of Cengage Learning Economic Order Quantity n Assumptions Demand D is known and occurs at a constant rate. Demand D is known and occurs at a constant rate. The order quantity Q is the same for each order. The order quantity Q is the same for each order. The cost per order, $ C o, is constant and does not depend on the order quantity. The cost per order, $ C o, is constant and does not depend on the order quantity. The purchase cost per unit, C, is constant and does not depend on the quantity ordered. The purchase cost per unit, C, is constant and does not depend on the quantity ordered. The inventory holding cost per unit per time period, $ C h, is constant. The inventory holding cost per unit per time period, $ C h, is constant. Shortages such as stock-outs or backorders are not permitted. Shortages such as stock-outs or backorders are not permitted. The lead time for an order is constant. The lead time for an order is constant. The inventory position is reviewed continuously. The inventory position is reviewed continuously.

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7 7 Slide © 2009 South-Western, a part of Cengage Learning Economic Order Quantity n Formulas Optimal order quantity: Q * = 2 DC o / C h Optimal order quantity: Q * = 2 DC o / C h Number of orders per year: D / Q * Number of orders per year: D / Q * Time between orders (cycle time): Q */ D years Time between orders (cycle time): Q */ D years Total annual cost: [ C h (Q*/2)] + [ C o (D/ Q *)] Total annual cost: [ C h (Q*/2)] + [ C o (D/ Q *)] (holding + ordering) (holding + ordering)

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8 8 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Economic Order Quantity Model Bart's Barometer Business is a retail outlet that deals exclusively with weather equipment. Bart is trying to decide on an inventory and reorder policy for home barometers. Barometers cost Bart $50 each and demand is Barometers cost Bart $50 each and demand is about 500 per year distributed fairly evenly throughout the year.

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9 9 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Economic Order Quantity Model Reordering costs are $80 per order and holding costs are figured at 20% of the cost of the item. Bart's Barometer Business is open 300 days a year (6 days a week and closed two weeks in August). Lead time is 60 working days.

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10 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Total Variable Cost Model Total Costs = (Holding Cost) + (Ordering Cost) Total Costs = (Holding Cost) + (Ordering Cost) TC = [ C h ( Q /2)] + [ C o ( D / Q )] TC = [ C h ( Q /2)] + [ C o ( D / Q )] = [.2(50)( Q /2)] + [80(500/ Q )] = [.2(50)( Q /2)] + [80(500/ Q )] = 5 Q + (40,000/ Q ) = 5 Q + (40,000/ Q )

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11 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Optimal Reorder Quantity Q * = 2 DC o / C h = 2(500)(80)/10 = 90 Q * = 2 DC o / C h = 2(500)(80)/10 = 90 n Optimal Reorder Point Lead time is m = 60 days and daily demand is d = 500/300 or Lead time is m = 60 days and daily demand is d = 500/300 or Thus the reorder point r = dm = (1.667)(60) = 100. Bart should reorder 90 barometers when his inventory position reaches 100 (that is 10 on hand and one outstanding order). Thus the reorder point r = dm = (1.667)(60) = 100. Bart should reorder 90 barometers when his inventory position reaches 100 (that is 10 on hand and one outstanding order).

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12 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Number of Orders Per Year Number of reorder times per year = (500/90) = 5.56 or once every (300/5.56) = 54 working days (about every 9 weeks). n Total Annual Variable Cost TC = 5(90) + (40,000/90) = = $894

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13 Slide © 2009 South-Western, a part of Cengage Learning Sensitivity Analysis for the EOQ Model n Optimal Order Quantities for Several Costs PossiblePossibleOptimal Projected Total Inventory Cost Per Order Annual Cost Holding Cost Order Qnty. (Q*) Using Q* Using Q = 90 18% 18%$75 91 units $822$

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14 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business We’ll now use a spreadsheet to implement the Economic Order Quantity model. We’ll confirm our earlier calculations for Bart’s problem and perform some sensitivity analysis. This spreadsheet can be modified to accommodate other inventory models presented in this chapter.

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15 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Partial Spreadsheet with Input Data

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16 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Partial Spreadsheet Showing Formulas for Output

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17 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Partial Spreadsheet Showing Output

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18 Slide © 2009 South-Western, a part of Cengage Learning Example: Bart’s Barometer Business n Summary of Spreadsheet Results A 16.15% negative deviation from the EOQ resulted in only a 1.55% increase in the Total Annual Cost. A 16.15% negative deviation from the EOQ resulted in only a 1.55% increase in the Total Annual Cost. Annual Holding Cost and Annual Ordering Cost are no longer equal. Annual Holding Cost and Annual Ordering Cost are no longer equal. The Reorder Point is not affected, in this model, by a change in the Order Quantity. The Reorder Point is not affected, in this model, by a change in the Order Quantity.

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19 Slide © 2009 South-Western, a part of Cengage Learning Economic Production Lot Size n The economic production lot size model is a variation of the basic EOQ model. n A replenishment order is not received in one lump sum as it is in the basic EOQ model. n Inventory is replenished gradually as the order is produced (which requires the production rate to be greater than the demand rate). n This model's variable costs are annual holding cost and annual set-up cost (equivalent to ordering cost). n For the optimal lot size, annual holding and set-up costs are equal.

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20 Slide © 2009 South-Western, a part of Cengage Learning Economic Production Lot Size n Assumptions Demand occurs at a constant rate of D items per year or d items per day. Demand occurs at a constant rate of D items per year or d items per day. Production rate is P items per year or p items per day (and P > D, p > d ). Production rate is P items per year or p items per day (and P > D, p > d ). Set-up cost: $ C o per run. Set-up cost: $ C o per run. Holding cost: $ C h per item in inventory per year. Holding cost: $ C h per item in inventory per year. Purchase cost per unit is constant (no quantity discount). Purchase cost per unit is constant (no quantity discount). Set-up time (lead time) is constant. Set-up time (lead time) is constant. Planned shortages are not permitted. Planned shortages are not permitted.

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21 Slide © 2009 South-Western, a part of Cengage Learning Economic Production Lot Size n Formulas Optimal production lot-size: Optimal production lot-size: Q * = 2 DC o /[(1- D / P ) C h ] Q * = 2 DC o /[(1- D / P ) C h ] Number of production runs per year: D / Q * Number of production runs per year: D / Q * Time between set-ups (cycle time): Q */ D years Time between set-ups (cycle time): Q */ D years Total annual cost: [ C h ( Q* /2)(1- D / P )] + [ C o /( D / Q *)] Total annual cost: [ C h ( Q* /2)(1- D / P )] + [ C o /( D / Q *)] (holding + ordering) (holding + ordering)

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22 Slide © 2009 South-Western, a part of Cengage Learning Example: Beauty Bar Soap n Economic Production Lot Size Model Beauty Bar Soap is produced on a production line that has an annual capacity of 60,000 cases. The annual demand is estimated at 26,000 cases, with the demand rate essentially constant throughout the year. The cleaning, preparation, and setup of the production line cost approximately $135. The manufacturing cost per case is $4.50, and the annual holding cost is figured at a 24% rate. Other relevant data include a five-day lead time to schedule and set up a production run and 250 working days per year.

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23 Slide © 2009 South-Western, a part of Cengage Learning n Total Annual Variable Cost Model This is an economic production lot size problem with D = 26,000, P = 60,000, C h = 1.08, C o = 135 D = 26,000, P = 60,000, C h = 1.08, C o = 135 TC = (Holding Costs) + (Set-Up Costs) TC = (Holding Costs) + (Set-Up Costs) = [ C h ( Q /2)(1 - D / P )] + [ C o ( D / Q) ] = [ C h ( Q /2)(1 - D / P )] + [ C o ( D / Q) ] = [1.08(Q/2)(1 – 26,000/60,000)] + [135(26,000/Q)] = [1.08(Q/2)(1 – 26,000/60,000)] + [135(26,000/Q)] =.306 Q + 3,510,000/ Q Example: Beauty Bar Soap

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24 Slide © 2009 South-Western, a part of Cengage Learning n Optimal Production Lot Size Q * = 2 DC o /[(1 - D / P ) C h ] Q * = 2 DC o /[(1 - D / P ) C h ] = 2(26,000)(135) /[(1.08)(1 – 26,000/60,000)] = 2(26,000)(135) /[(1.08)(1 – 26,000/60,000)] = 3,387 = 3,387 n Number of Production Runs (Cycles) Per Year D / Q * = 26,000/3,387 = times per year = times per year Example: Beauty Bar Soap

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25 Slide © 2009 South-Western, a part of Cengage Learning n Total Annual Variable Cost Optimal TC =.306(3,387) + 3,510,000/3,387 = 1, , = $2,073 Example: Beauty Bar Soap

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26 Slide © 2009 South-Western, a part of Cengage Learning n Idle Time Between Production Runs There are cycles per year. Thus, each cycle lasts (250/7.6764) = days. The time to produce 3,387 per run = (3,387/60,000)250 = days. Thus, the production line is idle for: – = days between runs – = days between runs. The production line is utilized: /32.567(100) = 43.33% Example: Beauty Bar Soap

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27 Slide © 2009 South-Western, a part of Cengage Learning n Maximum Inventory Maximum inventory = (1- D / P ) Q * = (1- 26,000/60,000 )3,387 1,919.3 = (1- 26,000/60,000 )3,387 1,919.3 n Machine Utilization Machine is producing D / P = 26,000/60,000 =.4333 of the time. =.4333 of the time. Example: Beauty Bar Soap

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28 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Planned Shortages n With the EOQ with planned shortages model, a replenishment order does not arrive at or before the inventory position drops to zero. n Shortages occur until a predetermined backorder quantity is reached, at which time the replenishment order arrives. n The variable costs in this model are annual holding, backorder, and ordering. n For the optimal order and backorder quantity combination, the sum of the annual holding and backordering costs equals the annual ordering cost.

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29 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Planned Shortages n Assumptions Demand occurs at a constant rate of D items/year. Demand occurs at a constant rate of D items/year. Ordering cost: $ C o per order. Ordering cost: $ C o per order. Holding cost: $ C h per item in inventory per year. Holding cost: $ C h per item in inventory per year. Backorder cost: $ C b per item backordered per year. Backorder cost: $ C b per item backordered per year. Purchase cost per unit is constant (no qnty. discount). Purchase cost per unit is constant (no qnty. discount). Set-up time (lead time) is constant. Set-up time (lead time) is constant. Planned shortages are permitted (backordered demand units are withdrawn from a replenishment order when it is delivered). Planned shortages are permitted (backordered demand units are withdrawn from a replenishment order when it is delivered).

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30 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Planned Shortages n Formulas Optimal order quantity: Optimal order quantity: Q * = 2 DC o / C h ( C h + C b )/ C b Q * = 2 DC o / C h ( C h + C b )/ C b Maximum number of backorders: Maximum number of backorders: S * = Q *( C h /( C h + C b )) S * = Q *( C h /( C h + C b )) Number of orders per year: D / Q * Number of orders per year: D / Q * Time between orders (cycle time): Q */ D years Time between orders (cycle time): Q */ D years Total annual cost: Total annual cost: [ C h ( Q *- S *) 2 /2 Q *] + [ C o (D/ Q *)] + [ S *2 C b /2 Q *] [ C h ( Q *- S *) 2 /2 Q *] + [ C o (D/ Q *)] + [ S *2 C b /2 Q *] (holding + ordering + backordering) (holding + ordering + backordering)

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31 Slide © 2009 South-Western, a part of Cengage Learning Example: Higley Radio Components Co. n EOQ with Planned Shortages Model Higley has a product for which the assumptions of the inventory model with backorder are valid. Demand for the product is 2,000 units per year. The inventory holding cost rate is 20% per year. The product costs Higley $50 to purchase. The ordering cost is $35 per order. The annual backorder cost is estimated to be $30 per unit per year.

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32 Slide © 2009 South-Western, a part of Cengage Learning n Optimal Order Policy D = 2,000; C o = $25; C h =.20(50) = $10; C b = $30 Q * = 2 DC o / C h ( C h + C b )/ C b Q * = 2 DC o / C h ( C h + C b )/ C b = 2(2000)(25)/10 x (10+30)/30 = 2(2000)(25)/10 x (10+30)/30 = 115 = 115 S * = Q *( C h /( C h + C b )) S * = Q *( C h /( C h + C b )) = 115(10/(10+30)) = = 115(10/(10+30)) = Example: Higley Radio Components Co.

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33 Slide © 2009 South-Western, a part of Cengage Learning n Maximum Inventory Q – S = – = 86.6 units n Cycle Time T = Q / D (250) = /2000(250) = working days Example: Higley Radio Components Co.

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34 Slide © 2009 South-Western, a part of Cengage Learning n Total Annual Cost Holding Cost: C h ( Q – S ) 2 /(2 Q) = 10( – 28.87) 2 /(2(115.47)) = $ = $ Ordering Cost: C o ( D / Q ) = 25(2000/115.47) = $ Backorder Cost: C b ( S 2 /(2 Q ) = 30(28.87) 2 /(2(115.47)) = $ Total Cost: = $ Example: Higley Radio Components Co.

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35 Slide © 2009 South-Western, a part of Cengage Learning n Stockout: When and How Long Question: How many days after receiving an order does Higley run out of inventory? How long is Higley without inventory per cycle? Example: Higley Radio Components Co.

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36 Slide © 2009 South-Western, a part of Cengage Learning n Stockout: When and How Long Answer Inventory exists for C b /( C b + C h ) = 30/(30+10) =.75 of the order cycle. (Note, ( Q *- S *)/ Q * =.75 also, before Q * and S * are rounded.) An order cycle is Q */ D = years = days. Thus, Higley runs out of inventory.75(14.434) = days after receiving an order. Higley is out of stock for approximately – = days. Example: Higley Radio Components Co.

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37 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Quantity Discounts n The EOQ with quantity discounts model is applicable where a supplier offers a lower purchase cost when an item is ordered in larger quantities. n This model's variable costs are annual holding, ordering and purchase costs. n For the optimal order quantity, the annual holding and ordering costs are not necessarily equal.

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38 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Quantity Discounts n Assumptions Demand occurs at a constant rate of D items/year. Demand occurs at a constant rate of D items/year. Ordering Cost is $ C o per order. Ordering Cost is $ C o per order. Holding Cost is $ C h = $ C i I per item in inventory per year (note holding cost is based on the cost of the item, C i ). Holding Cost is $ C h = $ C i I per item in inventory per year (note holding cost is based on the cost of the item, C i ). Purchase Cost is $ C 1 per item if the quantity ordered is between 0 and x 1, $ C 2 if the order quantity is between x 1 and x 2, etc. Purchase Cost is $ C 1 per item if the quantity ordered is between 0 and x 1, $ C 2 if the order quantity is between x 1 and x 2, etc. Delivery time (lead time) is constant. Delivery time (lead time) is constant. Planned shortages are not permitted. Planned shortages are not permitted.

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39 Slide © 2009 South-Western, a part of Cengage Learning EOQ with Quantity Discounts n Formulas Optimal order quantity: the procedure for determining Q * will be demonstrated Optimal order quantity: the procedure for determining Q * will be demonstrated Number of orders per year: D / Q * Number of orders per year: D / Q * Time between orders (cycle time): Q */ D years Time between orders (cycle time): Q */ D years Total annual cost: [ C h ( Q */2)] + [C o (D/ Q *)] + DC Total annual cost: [ C h ( Q */2)] + [C o (D/ Q *)] + DC (holding + ordering + purchase) (holding + ordering + purchase)

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40 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n EOQ with Quantity Discounts Model Nick's Camera Shop carries Zodiac instant print film. The film normally costs Nick $3.20 per roll, and he sells it for $5.25. Zodiac film has a shelf life of 18 months. Nick's average sales are 21 rolls per week. His annual inventory holding cost rate is 25% and it costs Nick $20 to place an order with Zodiac.

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41 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n EOQ with Quantity Discounts Model If Zodiac offers a 7% discount on orders of 400 rolls or more, a 10% discount for 900 rolls or more, and a 15% discount for 2000 rolls or more, determine Nick's optimal order quantity D = 21(52) = 1092; C h =.25( C i ); C o = 20 D = 21(52) = 1092; C h =.25( C i ); C o = 20

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42 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n Unit-Prices’ Economical Order Quantities For C 4 =.85(3.20) = $2.72 For C 4 =.85(3.20) = $2.72 To receive a 15% discount Nick must order at least 2,000 rolls. Unfortunately, the film's shelf life is 18 months. The demand in 18 months (78 weeks) is 78 x 21 = 1638 rolls of film. If he ordered 2,000 rolls he would have to scrap 372 of them. This would cost more than the 15% discount would save.

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43 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n Unit-Prices’ Economical Order Quantities For C 3 =.90(3.20) = $2.88 For C 3 =.90(3.20) = $2.88 Q 3 * = 2 DC o / C h = 2(1092)(20)/[.25(2.88)] = (not feasible) Q 3 * = 2 DC o / C h = 2(1092)(20)/[.25(2.88)] = (not feasible) The most economical, feasible quantity for C 3 is 900. The most economical, feasible quantity for C 3 is 900. For C 2 =.93(3.20) = $2.976 For C 2 =.93(3.20) = $2.976 Q 2 * = 2 DC o / C h = 2(1092)(20)/[.25(2.976)] = Q 2 * = 2 DC o / C h = 2(1092)(20)/[.25(2.976)] = (not feasible) (not feasible) The most economical, feasible quantity for C 2 is 400. The most economical, feasible quantity for C 2 is 400.

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44 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n Unit-Prices’ Economical Order Quantities For C 1 = 1.00(3.20) = $3.20 For C 1 = 1.00(3.20) = $3.20 Q 1 * = 2 DC o / C h = 2(1092)(20)/.25(3.20) = (feasible) Q 1 * = 2 DC o / C h = 2(1092)(20)/.25(3.20) = (feasible) When we reach a computed Q that is feasible we stop computing Q's. (In this problem we have no more to compute anyway.)

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45 Slide © 2009 South-Western, a part of Cengage Learning Example: Nick's Camera Shop n Total Cost Comparison Compute the total cost for the most economical, feasible order quantity in each price category for which a Q * was computed. TC i = ( C h )( Q i */2) + ( C o )( D / Q i *) + DC i TC i = ( C h )( Q i */2) + ( C o )( D / Q i *) + DC i TC 3 = (.72)(900/2) + (20)(1092/900) + (1092)(2.88) = 3,493 TC 2 = (.744)(400/2) + (20)(1092/400) + (1092)(2.976) = 3,453 TC 1 = (.80)(234/2) + (20)(1092/234) + (1092)(3.20) = 3,681 Comparing the total costs for order quantities of 234, 400 and 900, the lowest total annual cost is $3,453. Nick should order 400 rolls at a time. Comparing the total costs for order quantities of 234, 400 and 900, the lowest total annual cost is $3,453. Nick should order 400 rolls at a time.

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46 Slide © 2009 South-Western, a part of Cengage Learning Chapter 14 Inventory Models: Probabilistic Demand n Single-Period Inventory Model with Probabilistic Demand n Order-Quantity, Reorder-Point Model with Probabilistic Demand n Periodic-Review Model with Probabilistic Demand

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47 Slide © 2009 South-Western, a part of Cengage Learning Probabilistic Models n In many cases demand (or some other factor) is not known with a high degree of certainty and a probabilistic inventory model should actually be used. n These models tend to be more complex than deterministic models. n The probabilistic models covered in this chapter are: single-period order quantity single-period order quantity reorder-point quantity reorder-point quantity periodic-review order quantity periodic-review order quantity

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48 Slide © 2009 South-Western, a part of Cengage Learning Single-Period Order Quantity n A single-period order quantity model (sometimes called the newsboy problem) deals with a situation in which only one order is placed for the item and the demand is probabilistic. n If the period's demand exceeds the order quantity, the demand is not backordered and revenue (profit) will be lost. n If demand is less than the order quantity, the surplus stock is sold at the end of the period (usually for less than the original purchase price).

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49 Slide © 2009 South-Western, a part of Cengage Learning Single-Period Order Quantity n Assumptions Period demand follows a known probability distribution: Period demand follows a known probability distribution: normal: mean is µ, standard deviation is normal: mean is µ, standard deviation is uniform: minimum is a, maximum is buniform: minimum is a, maximum is b Cost of overestimating demand: $ c o Cost of overestimating demand: $ c o Cost of underestimating demand: $ c u Cost of underestimating demand: $ c u Shortages are not backordered. Shortages are not backordered. Period-end stock is sold for salvage (not held in inventory). Period-end stock is sold for salvage (not held in inventory).

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50 Slide © 2009 South-Western, a part of Cengage Learning n Formulas Optimal probability of no shortage: P(demand < Q *) = c u /( c u + c o ) P(demand < Q *) = c u /( c u + c o ) Optimal probability of shortage: P(demand > Q *) = 1 - c u /( c u + c o ) P(demand > Q *) = 1 - c u /( c u + c o ) Optimal order quantity, based on demand distribution: normal: Q * = µ + z uniform: Q * = a + P(demand < Q *)( b - a ) Single-Period Order Quantity

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51 Slide © 2009 South-Western, a part of Cengage Learning Example: McHardee Press n Single-Period Order Quantity McHardee Press publishes the Fast Food Menu Book and wishes to determine how many copies to print. There is a fixed cost of $5,000 to produce the book and the incremental profit per copy is $0.45. Any unsold copies of the the book can be sold at salvage at a $.55 loss.

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52 Slide © 2009 South-Western, a part of Cengage Learning Example: McHardee Press n Single-Period Order Quantity Sales for this edition are estimated to be normally distributed. The most likely sales volume is 12,000 copies and they believe there is a 5% chance that sales will exceed 20,000. How many copies should be printed?

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53 Slide © 2009 South-Western, a part of Cengage Learning Example: McHardee Press n Single-Period Order Quantity m = 12,000. To find note that z = 1.65 corresponds to a 5% tail probability. Therefore, (20, ,000) = 1.65 or = 4848 (20, ,000) = 1.65 or = 4848 Using incremental analysis with C o =.55 and C u =.45, ( C u /( C u + C o )) =.45/( ) =.45 Using incremental analysis with C o =.55 and C u =.45, ( C u /( C u + C o )) =.45/( ) =.45 Find Q * such that P( D < Q *) =.45. The probability of 0.45 corresponds to z = Thus, Find Q * such that P( D < Q *) =.45. The probability of 0.45 corresponds to z = Thus, Q * = 12, (4848) = 11,418 books Q * = 12, (4848) = 11,418 books

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54 Slide © 2009 South-Western, a part of Cengage Learning Example: McHardee Press n Single-Period Order Quantity (revised) If any unsold copies can be sold at salvage at a $.65 loss, how many copies should be printed? C o =.65, ( C u /( C u + C o )) =.45/( ) =.4091 C o =.65, ( C u /( C u + C o )) =.45/( ) =.4091 Find Q * such that P( D < Q *) = z = -.23 gives this probability. Thus, Q * = 12, (4848) = 10,885 books Q * = 12, (4848) = 10,885 books However, since this is less than the breakeven volume of 11,111 books (= 5000/.45), no copies should be printed because if the company produced only 10,885 copies it will not recoup its $5,000 fixed cost.

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55 Slide © 2009 South-Western, a part of Cengage Learning Reorder Point Quantity n A firm's inventory position consists of the on-hand inventory plus on-order inventory (all amounts previously ordered but not yet received). n An inventory item is reordered when the item's inventory position reaches a predetermined value, referred to as the reorder point. n The reorder point represents the quantity available to meet demand during lead time. n Lead time is the time span starting when the replenishment order is placed and ending when the order arrives.

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56 Slide © 2009 South-Western, a part of Cengage Learning Reorder Point Quantity n Under deterministic conditions, when both demand and lead time are constant, the reorder point associated with EOQ-based models is set equal to lead time demand. n Under probabilistic conditions, when demand and/or lead time varies, the reorder point often includes safety stock. n Safety stock is the amount by which the reorder point exceeds the expected (average) lead time demand.

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57 Slide © 2009 South-Western, a part of Cengage Learning Safety Stock and Service Level n The amount of safety stock in a reorder point determines the chance of a stock-out during lead time. n The complement of this chance is called the service level. n Service level, in this context, is defined as the probability of not incurring a stock-out during any one lead time. n Service level, in this context, also is the long-run proportion of lead times in which no stock-outs occur.

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58 Slide © 2009 South-Western, a part of Cengage Learning Reorder Point n Assumptions Lead-time demand is normally distributed Lead-time demand is normally distributed with mean µ and standard deviation . with mean µ and standard deviation . Approximate optimal order quantity: EOQ Approximate optimal order quantity: EOQ Service level is defined in terms of the probability of no stock-outs during lead time and is reflected in z. Service level is defined in terms of the probability of no stock-outs during lead time and is reflected in z. Shortages are not backordered. Shortages are not backordered. Inventory position is reviewed continuously. Inventory position is reviewed continuously.

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59 Slide © 2009 South-Western, a part of Cengage Learning n Formulas Reorder point: r = µ + z Safety stock: z Average inventory: Q*/2 + z Total annual cost: [ C h ( Q */2)] + [ C h z ] + [ C o ( D / Q *)] (hold.(normal) + hold.(safety) (hold.(normal) + hold.(safety) + ordering) + ordering) Reorder Point

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60 Slide © 2009 South-Western, a part of Cengage Learning n Reorder Point Model Robert's Drugs is a drug wholesaler supplying 55 independent drug stores. Roberts wishes to determine an optimal inventory policy for Comfort brand headache remedy. Sales of Comfort are relatively constant as the past 10 weeks of data (on next slide) indicate. Example: Robert’s Drug

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61 Slide © 2009 South-Western, a part of Cengage Learning n Reorder Point Model Week Sales (cases) Week Sales (cases) Week Sales (cases) Week Sales (cases) Example: Robert’s Drug

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62 Slide © 2009 South-Western, a part of Cengage Learning Example: Robert’s Drug Each case of Comfort costs Roberts $10 and Roberts uses a 14% annual holding cost rate for its inventory. The cost to prepare a purchase order for Comfort is $12. What is Roberts’ optimal order quantity?

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63 Slide © 2009 South-Western, a part of Cengage Learning n Optimal Order Quantity The average weekly sales over the 10 week period is 120 cases. Hence D = 120 X 52 = 6,240 cases per year; C h = (.14)(10) = 1.40; C o = 12. C h = (.14)(10) = 1.40; C o = 12. Example: Robert’s Drug

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64 Slide © 2009 South-Western, a part of Cengage Learning Example: Robert’s Drug The lead time for a delivery of Comfort has averaged four working days. Lead time has therefore been estimated as having a normal distribution with a mean of 80 cases and a standard deviation of 10 cases. Roberts wants at most a 2% probability of selling out of Comfort during this lead time. What reorder point should Roberts use?

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65 Slide © 2009 South-Western, a part of Cengage Learning Example: Robert’s Drug n Optimal Reorder Point Lead time demand is normally distributed with m = 80, = 10. Since Roberts wants at most a 2% probability of selling out of Comfort, the corresponding z value is That is, P ( z > 2.06) =.0197 (about.02). Hence Roberts should reorder Comfort when supply reaches r = + z = (10) = 101 cases. The safety stock is z = 21 cases.

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66 Slide © 2009 South-Western, a part of Cengage Learning Example: Robert’s Drug n Total Annual Inventory Cost Ordering: C o ( D / Q *) = 12(6240/327) = $229 Holding-Normal: C h (Q*/2) = 1.40(327/2) = 229 Holding-Safety Stock: C h (21) = (1.40)(21) = 29 TOTAL = $487 TOTAL = $487

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67 Slide © 2009 South-Western, a part of Cengage Learning Periodic Review System n A periodic review system is one in which the inventory level is checked and reordering is done only at specified points in time (at fixed intervals usually). n Assuming the demand rate varies, the order quantity will vary from one review period to another. n At the time the order quantity is being decided, the concern is that the on-hand inventory and the quantity being ordered is enough to satisfy demand from the time the order is placed until the next order is received (not placed).

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68 Slide © 2009 South-Western, a part of Cengage Learning Periodic Review Order Quantity n Assumptions Inventory position is reviewed at constant intervals. Inventory position is reviewed at constant intervals. Demand during review period plus lead time period is normally distributed with mean µ and standard deviation . Demand during review period plus lead time period is normally distributed with mean µ and standard deviation . Service level is defined in terms of the probability of no stockouts during a review period plus lead time period and is reflected in z. Service level is defined in terms of the probability of no stockouts during a review period plus lead time period and is reflected in z. On-hand inventory at ordering time: H On-hand inventory at ordering time: H Shortages are not backordered. Shortages are not backordered. Lead time is less than the review period length. Lead time is less than the review period length.

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69 Slide © 2009 South-Western, a part of Cengage Learning n Formulas Replenishment level: M = µ + z Order quantity: Q = M - H Periodic Review Order Quantity

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70 Slide © 2009 South-Western, a part of Cengage Learning Example: Ace Brush n Periodic Review Order Quantity Model Joe Walsh is a salesman for the Ace Brush Company. Every three weeks he contacts Dollar Department Store so that they may place an order to replenish their stock. Weekly demand for Ace brushes at Dollar approximately follows a normal distribution with a mean of 60 brushes and a standard deviation of 9 brushes.

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71 Slide © 2009 South-Western, a part of Cengage Learning Example: Ace Brush n Periodic Review Order Quantity Model Once Joe submits an order, the lead time until Dollar receives the brushes is one week. Dollar would like at most a 2% chance of running out of stock during any replenishment period. If Dollar has 75 brushes in stock when Joe contacts them, how many should they order?

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72 Slide © 2009 South-Western, a part of Cengage Learning Example: Ace Brush n Demand During Uncertainty Period The review period plus the following lead time totals 4 weeks. This is the amount of time that will elapse before the next shipment of brushes will arrive. Weekly demand is normally distributed with: Weekly demand is normally distributed with: Mean weekly demand, µ = 60 Mean weekly demand, µ = 60 Weekly standard deviation, = 9 Weekly standard deviation, = 9 Weekly variance, 2 = 81 Weekly variance, 2 = 81 Demand for 4 weeks is normally distributed with: Mean demand over 4 weeks, µ = 4 x 60 = 240 Mean demand over 4 weeks, µ = 4 x 60 = 240 Variance of demand over 4 weeks, 2 = 4 x 81 = 324 Variance of demand over 4 weeks, 2 = 4 x 81 = 324 Standard deviation over 4 weeks, = (324) 1/2 = 18 Standard deviation over 4 weeks, = (324) 1/2 = 18

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73 Slide © 2009 South-Western, a part of Cengage Learning n Replenishment Level M = µ + z where z is determined by the desired stock-out probability. For a 2% stock-out probability (2% tail area), z = Thus, M = (18) = 277 brushes As the store currently has 75 brushes in stock, Dollar should order: = 202 brushes The safety stock is: z = (2.05)(18) = 37 brushes Example: Ace Brush

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