1. 1-1 Logistics Management LSM 730 Dr. Khurrum S. Mughal Lecture 25

2. 8-2 CR (2004) Prentice Hall, Inc. Actions When Forecasting is Not Appropriate  Seek information directly from customers  Collaborate with other channel members  Apply forecasting methods with caution (may work where forecast accuracy is not critical)  Delay supply response until demand becomes clear  Shift demand to other periods for better supply response  Develop quick response and flexible supply systems

3. 8-3 CR (2004) Prentice Hall, Inc. Managing Highly Uncertain Demand  Delay forecasting as long as possible  Prioritize supply by product’s degree of uncertainty (supply to the more certain products first)  Apply the principle of postponement to the most uncertain products (delay committing to a final product form until an order is received)  Create flexible supply to changing demand (alter capacity and output rates through subcontracting, computer technology, multi-purpose processes, etc.)  Be able to respond quickly to uncertain demand levels

4. 9-4 Reasons for Inventories Improve customer service - Provides immediacy in product availability Encourage production, purchase, and transportation economies - Allows for long production runs (buffer against demand fluctuations) - Takes advantage of price-quantity discounts - Allows for transport economies from larger shipment sizes Act as a hedge against price changes - Allows purchasing to take place under most favorable price terms Protect against uncertainties in demand - Provides a measure of safety to keep operations running when demand levels and lead times cannot be known for sure Act as a hedge against contingencies - Buffers against such events as strikes, fires, and disruptions in supply

5. 9-5 CR (2004) Prentice Hall, Inc. Reasons Against Inventories They consume capital resources that might be put to better use elsewhere in the firm They too often mask quality problems that would more immediately be solved without their presence They divert management’s attention away from careful planning and control of the supply and distribution channels by promoting an insular attitude about channel management

6. 9-6 Pipeline - Inventories in transit Speculative - Goods purchased in anticipation of price increases Regular/Cyclical/Seasonal - Inventories held to meet normal operating needs Safety - Extra stocks held in anticipation of demand and lead time uncertainties Obsolete/Dead Stock - Inventories that are of little or no value due to being out of date, spoiled, damaged, etc. Types of Inventories

7. 9-7 Perpetual demand - Continues well into the foreseeable future Seasonal demand - Varies with regular peaks and valleys throughout the year Lumpy demand - Highly variable (3   Mean) Regular demand - Not highly variable (3  < Mean) Terminating demand - Demand goes to 0 in foreseeable future Derived demand - Demand is determined from the demand of another item of which it is a part Nature of Demand Accurately forecasting demand is singly the most important factor in good inventory management

8. 9-8 CR (2004) Prentice Hall, Inc. Pull - Draws inventory into the stocking location - Each stocking location is considered independent - Maximizes local control of inventories Push - Allocates production to stocking locations based on overall demand - Encourages economies of scale in production Just-in-time - Attempts to synchronize stock flows so as to just meet demand as it occurs - Minimizes the need for inventory Inventory Management Philosophies

9. Pull vs. Push Inventory Philosophies CR (2004) Prentice Hall, Inc. 9-11

10. 9-10 CR (2004) Prentice Hall, Inc. Supply-Driven - Extensive Forecasting needed - All supply must be accepted and processed - Inventories are controlled through demand Aggregate Control - Classification of items: › Groups items according to their sales level based on the 80-20 principle › Allows different control policies for 3 or more broad product groups Inventory Management Philosophies (Cont’d)