1. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 1 Managing Inventory

2. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 2 Managing Inventory Excess inventory masks a host of other problems that a company may have Excess inventory masks a host of other problems that a company may have Inventory carrying costs are high Inventory carrying costs are high  $400 billion annually in inventory carrying cost Taxes Taxes Depreciation Depreciation Insurance Insurance Obsolescence Obsolescence

3. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 3 Managing Inventory Involves... 1. Developing an accurate sales forecast 2. Developing a plan to make inventory available when and where customers want it 3. Building relationships with quality suppliers 4. Setting realistic inventory turnover objectives

4. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 4 5. Computing the cost of carrying inventory 6. Using the most timely and accurate information system the business can afford to provide everyone with vital inventory information 7. Teaching employees how inventory control systems work so they can help manage inventory on a daily basis Managing Inventory Involves...

5. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 5 Pareto’s Law Business owners must recognize the importance of Pareto’s Law (“the 80/20 Rule”): About 80% of a firm’s sales are generated by about 20% of the items in its inventory Business owners must recognize the importance of Pareto’s Law (“the 80/20 Rule”): About 80% of a firm’s sales are generated by about 20% of the items in its inventory The goal of inventory control is to focus the majority of the effort on that 20% of the inventory The goal of inventory control is to focus the majority of the effort on that 20% of the inventory

6. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 6 Inventory Control Systems Perpetual inventory systems Perpetual inventory systems  Point-of-sale (POS) systems  Sales ticket method  Sales stub method  Floor sample method

7. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 7 Visual inventory systems Visual inventory systems Partial inventory systems Partial inventory systems  ABC method Inventory Control Systems

8. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 8 ABC Method The ABC technique focuses inventory control efforts on the small percentage of items that account for the majority of a company’s sales Categorizes inventory items into three classes – A, B, and C – with the goal of establishing different levels of control over each class Categorizes inventory items into three classes – A, B, and C – with the goal of establishing different levels of control over each class

9. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 9 ABC Method Dollar usage volume = cost per unit x annual quantity used A items - items accounting for a large dollar usage volume (Approximately the top 15% of items) A items - items accounting for a large dollar usage volume (Approximately the top 15% of items) B items - items accounting for a moderate dollar usage volume (Approximately the next 35% of items) B items - items accounting for a moderate dollar usage volume (Approximately the next 35% of items) C items - items accounting for a low dollar usage volume (Approximately the remaining 50% of items) C items - items accounting for a low dollar usage volume (Approximately the remaining 50% of items)

10. ABC Inventory Control Chapter 18 Managing Inventory Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 10

11. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 11 ABC Inventory Control A items - Strict control; Perpetual inventory control systems A items - Strict control; Perpetual inventory control systems B items - Moderate control; Periodic control systems using EOQ and reorder point analysis B items - Moderate control; Periodic control systems using EOQ and reorder point analysis C items - Minimal control; Simple, inexpensive control systems such as the two-bin or tag systems. Many businesses carry large levels of safety stock of C items where carrying costs are low C items - Minimal control; Simple, inexpensive control systems such as the two-bin or tag systems. Many businesses carry large levels of safety stock of C items where carrying costs are low

12. Two Bin and Tag Systems Chapter 18 Managing Inventory Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 12

13. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 13 Physical Inventory Count Periodic count Periodic count Cycle counting Cycle counting

14. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 14 Radio Frequency Identification (RFID) Radio tags attached to individual items or to shipments that transmit data to a company’s inventory control system Radio tags attached to individual items or to shipments that transmit data to a company’s inventory control system Tiny microchip stores a unique electronic product code and a tiny antenna Tiny microchip stores a unique electronic product code and a tiny antenna Provides highly accurate, real-time information constantly and allow owners to locate and track an item at any point in the supply chain Provides highly accurate, real-time information constantly and allow owners to locate and track an item at any point in the supply chain

15. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 15 Just-In-Time Techniques JIT attempts to reduce the investment required in inventory because it drains a company’s cash and hides a multitude of problems managers need to address JIT attempts to reduce the investment required in inventory because it drains a company’s cash and hides a multitude of problems managers need to address Goal: To achieve a smooth flow of materials and inventory through the business Goal: To achieve a smooth flow of materials and inventory through the business

16. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 16 Just-In-Time Techniques Rather than build up costly stockpiles of inventory, JIT seeks to get items where they are needed “just in time” Rather than build up costly stockpiles of inventory, JIT seeks to get items where they are needed “just in time” Heart of JIT philosophy is eliminating waste in a business – whatever form it may take Heart of JIT philosophy is eliminating waste in a business – whatever form it may take  Shiego Shingo’s Eight Wastes

17. The Eight Wastes Shigeo Shingo identified eight forms of waste that can appear in any production system. Lean systems are designed to minimize this waste. Overproduction – Manufacturing or acquiring too many items too early or” just in case.” Inventory – Any raw material, work-in-process, or finished goods to which no value is being added. Transportation – Unnecessary movement of goods between processes. Motion – Wasted movements by people or unnecessary movement of equipment. Waiting – People or parts that wait for a bottleneck in the process to be cleared. Overprocessing – Using more expensive resources than a task requires or including features for which customers must pay but do not want or value. Defects – Failure to complete a task correctly the first time. Talent – Failure to maximize people’s mental, creative, and physical abilities. Chapter 18 Managing Inventory Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17

18. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 18 Benefits of JIT 1. Lower investment in inventory 2. Reduced inventory carrying and handling costs 3. Reduced costs resulting from obsolete inventory 4. Smaller investment in inventory storage space and production 5. Reduced manufacturing costs as a result of improved coordination among departments

19. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 19 When JIT Works Best  Reliable deliveries of parts and supplies  Short distances between customers and vendors  Consistent quality of vendors’ products  Stable and predictable demand

20. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 20 JIT II JIT II techniques focus on creating a closer, more harmonious relationship with a company’s suppliers so that both benefit from increased efficiency JIT II techniques focus on creating a closer, more harmonious relationship with a company’s suppliers so that both benefit from increased efficiency JIT II is “empowerment of the supplier within the customer’s organization” – Lance Dixon JIT II is “empowerment of the supplier within the customer’s organization” – Lance Dixon In a retail environment, JIT II principles are called efficient consumer response (ECR), which enable retailers to replenish their inventories constantly and on an as-needed basis In a retail environment, JIT II principles are called efficient consumer response (ECR), which enable retailers to replenish their inventories constantly and on an as-needed basis

21. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 21 Protecting Inventory from Theft Businesses lose an estimated $652 billion annually to criminals Businesses lose an estimated $652 billion annually to criminals Small businesses are more susceptible to crime than large companies Small businesses are more susceptible to crime than large companies Two biggest criminal threats to small businesses are employee theft and shoplifting Two biggest criminal threats to small businesses are employee theft and shoplifting

22. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 22 Employee Theft The greatest criminal threat to small businesses comes from inside The greatest criminal threat to small businesses comes from inside Dishonest employees steal 5.7 times more merchandise than do shoplifters Dishonest employees steal 5.7 times more merchandise than do shoplifters Average time required to catch an employee who is stealing: 18 months Average time required to catch an employee who is stealing: 18 months How discovered? Usually by accident! How discovered? Usually by accident!

23. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 23 Employee Theft Is more common in small companies, where control and security measures are less stringent Is more common in small companies, where control and security measures are less stringent Is more pervasive than most owners think Is more pervasive than most owners think 30% of workers steal from their employers at some point in their careers 30% of workers steal from their employers at some point in their careers

24. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 24 Reasons for Employee Theft The trusted employee The trusted employee Disgruntled employees Disgruntled employees Organizational atmosphere Organizational atmosphere Physical breakdowns Physical breakdowns Improper cash control Improper cash control

25. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 25 Factors Encouraging Employee Theft The need or desire to steal The need or desire to steal A rationalization for the act A rationalization for the act The opportunity to steal The opportunity to steal The perception that there is a low probability of being caught The perception that there is a low probability of being caught

26. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 26 Preventing Employee Theft Screen employees carefully Screen employees carefully Create an environment of honesty Create an environment of honesty Establish a system of internal controls Establish a system of internal controls  Create proper checks and balances  Keep records up-to-date  Demonstrate zero tolerance for theft

27. Source: 2006 National Retail Security Survey, National Retail Federation.

28. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 28 Shoplifting The most frequent business crime The most frequent business crime  One out of 11 adults in the U.S. has shoplifted Retailers lose $13.5 billion per year to shoplifters Retailers lose $13.5 billion per year to shoplifters Shoplifting losses add approximately 3 to 4 percent to the average price tag Shoplifting losses add approximately 3 to 4 percent to the average price tag

29. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 29 Types of Shoplifters Juveniles Juveniles Impulse shoplifters Impulse shoplifters Alcoholics, vagrants, and drug addicts Alcoholics, vagrants, and drug addicts Kleptomaniacs Kleptomaniacs Professionals Professionals

30. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 30 Deterring Shoplifters Resources are best spent on prevention Resources are best spent on prevention Train employees to spot shoplifters Train employees to spot shoplifters Create a store layout that discourages shoplifting Create a store layout that discourages shoplifting Use mechanical devices such as cameras and electronic tags to make shoplifters’ jobs more difficult Use mechanical devices such as cameras and electronic tags to make shoplifters’ jobs more difficult

31. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 31 Apprehending Shoplifters Catching shoplifters is difficult Catching shoplifters is difficult  On average, caught just once every 48 times they steal  Turned over to the police just 50% of the time  Result: The chance that a shoplifter will actually go before a judge is just 1 in 100

32. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 32 Making a Case To make shoplifting charges stick, a business owner must: 1. See the person take or conceal the merchandise 2. Identify the merchandise as belonging to the store 3. Testify that it was taken with the intent to steal 4. Prove that the merchandise was not paid for

33. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 33 Preventing Shoplifting Principle 1: Sharpen the shoplifter's awareness that he is being watched Principle 1: Sharpen the shoplifter's awareness that he is being watched Principle 2: Remove opportunity by minimizing the shoplifter's unattended access to merchandise Principle 2: Remove opportunity by minimizing the shoplifter's unattended access to merchandise Principle 3: If principles 1 and 2 fail, prosecute the shoplifter Principle 3: If principles 1 and 2 fail, prosecute the shoplifter

34. Chapter 18 Managing Inventory Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 34 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall