chapter 4 inventory in the logistics system. inventory is everywhere s 1 s 2 s 3 s n w/h plant w/h...
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Chapter 4Inventory in the Logistics System
Inventory is everywhere
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Inventory, Inventory, Inventory, …
• “Inventory, inventory, inventory….I am sick and tired of hearing complaints about our inventory levels and the costs associated with carrying inventory,” muttered the COO.
• That’s why you have to understand:– What is the role of inventory?– What are the important trade-offs in the management of
inventory?– What are the relevant inventory costs?– Can the supply chain help control inventory?
Importance of Inventory
• Inventory - “Double-Edged Sword”
Importance of Inventory• Inventory - “Double-Edged Sword”
• As companies struggle to reduce investment in fixed assets that accommodate inventory (plants, warehouses, etc.), the significance of inventory as an asset has increased.
• Changes in inventory affect return on assets (ROA), an important internal and external metric.
• Ultimate challenge is to balance ____ and ______ as well as _______ and _____________.
• Think of inventory turns as a measure of how well ________ ______________ in the market and how well _____________ ______________.
Importance of Inventory to U.S. Economy
• Inventory in the Economy has decreased.
• As a percentage of the GDP, from 1985 to 2000, inventory levels have decreased from 5.4% to about 3.8%.
• However, the absolute dollar value of inventory continues to rise.
Year Ending
GDP ($ trillion)
Inventory ($ billion)
Inv. as a % of GDP
1985 4.23 847 5.4%
1990 5.80 1,041 4.9%
1991 5.99 1,030 4.3%
1992 6.32 1,043 3.8%
1993 6.64 1,076 3.6%
1994 7.05 1,127 3.8%
1995 7.40 1,211 4.1%
1996 7.81 1,240 3.9%
1997 8.32 1,280 3.8%
1998 8.79 1,323 3.7%
1999 9.30 1,379 3.6%
2000 9.96 1,485 3.8%
Source: Robert V. Delaney, “State of Logistics Report,” presented on June 4, 2001 at the National Press Club in Washington, D.C.
Factors Affecting Expenditures on Inventory• Improvements in “inventory velocity” prevent
inventories from sitting idle.– Inventory turnover potential is __ to ___ times/year.
• From traditional build-to-forecast manufacturing models to ____JIT__________ manufacturing.
• Product proliferation– Depth & breath of product lines trending up.– Results in actual inventories.
• Interest rates/cost of capital• Acquisition of higher-value, lower-weight
products will result in carrying costs.
Importance of Inventory of Different Products and Industries
Company
Current Sales
($ billion)
Total Assets
($ billion)
Average Inventory ($ billion)
Inv. as a % of Total Assets
Manufacturing
Ford Motor $118.1 262.8 6.7 2.5% General Electric 62.1 304.0 5.9 1.9% Philip Morris 72.1 54.9 9.0 16.4% Sony 6.8 6.4 1.0 15.6%
Wholesalers and Retailers
Bergen Brunswig 5.7 3.0 1.60 53.0% Fleming Co. 16.5 4.0 1.05 26.2% K-Mart 32.2 13.6 3.50 25.7% The Limited 4.2 4.3 1.00 23.3% Kroger 26 6.3 1.81 28.7%
Functional Types of Inventory• Cycle stocks (batching economies)
– It results from __________________ through acquisition, production, and/or transportation in order to meet demand under conditions of certainty.
– Accumulation of inventory will be sold over some period of time through normal business operations.
– ___________, ________________, and ________________ causes accumulation of cycle stock.
• In-process stock (Goods-In-Process, WIP, In-Transit)– Time-related trade-offs should be evaluated.– For accounting purposes, it may be calculated as cycle stock.
• Dead stock– It is obsolete on a total firm or at just one stock-keeping
location.– It needs to be transshipped or marked down and sold.
Functional Types of Inventory• Seasonal stock
– Necessary due to seasonality of either inbound or outbound flows of products that should be accumulated before sales
• Speculative (Anticipatory) stock– Increased prices and/or decreased may cause speculative
stock.– shortage of supplies due to orders may prompt more than
normal level of inventory.– Risk assessment is important in these cases– It is very possible when the firm uses ______ supply
lines.
• Promotional stock– Sales and deals should be coordinated among different
functions of a firm
The Impact of Inventory on Other Functional Areas
• Marketing uses inventory to provide strong customer service.
• Manufacturing uses inventory to schedule longer production runs.
• Finance wants inventory turnover ratios to be kept high so that risk of inventory loss is reduced and rate of return on assets kept competitively high.
In Summary, why firms accumulate inventory?
• “Ideally inventory will maximize cash flow.” • However, most companies have to accumulate
some level of inventory for– Meeting sudden demand
– Satisfying the markets needs
– Strategic policy
• in consideration of – trade-offs discount vs. savings vs. inventory level.
– and vendor (inbound inventory) and/or employee (outbound inventory) relationships.
Inventory-Related Costs
CarryingCosts
Order/SetupCosts
Inventory Carrying Costs
Capital Costs
– Expressed as percentage of product value
– Based on value of average inventory
– rate is most appropriate • =minimum rate of return on new investments
– Observations• Interest rates not entirely valid
• Industry averages misleading
• Most companies calculate incorrectly
• Rule of thumb of 25% can be very misleading
• Range of percentages found in textbooks can justify nearly any inventory policy
Inventory Carrying Costs
Storage Space Cost– Consider only variable portion
– Will differ between public and private warehousing
Inventory Service Cost
Inventory Risk Cost– Deterioration
– Obsolescence
– Damage
– Pilferage and theft
(Continued)
Calculating Carrying Cost
Identify Item Value– FIFO (higher inventory valuation when prices
are rising - and vice-versa)– LIFO (lower inventory valuation when prices
are rising - and vice-versa)– Average Cost
#1
$5
#2
$10
#3
$15
#4
$20
Measure Carrying Cost Components
Example:
Capital Cost 20%
Storage Space 8%
Inv. Service 4%
Inv. Risk 6%
38%
Multiply Percent by Value
Example:Value = $50 per item
Inventory Carrying Cost= ($50) x ( )= $19.00 per item/per year
Calculating Carrying Cost(Continued)
Order/Setup Costs• Order costs
– MIS costs for inventory stock level tracking.– Preparing and processing purchase orders and receiving
reports.– _____________________________________.
• Setup Costs– Incurred when production changes over from one
product to another.• Order costs and carrying costs respond in _______
ways to increases in volume.• This reinforces the logisticians need to be able to
separate costs by how they behave in relation to changes in volume.
• Assistance from managerial accountants is available for cost-volume-profit analysis
Order / Setup CostAnnualCost ($)
Size of Order (units)
Note: Order / setup cost reflects:• Fixed costs (e.g., information and communications technology)• Variable costs (e.g., reviewing stock levels, order processing/
preparation expense, etc.)
A Summary Example of Inventory and Cost Information
© 2003, Coyle, Bardi, and Langley.
Saving Inventory Dollarsby Increasing Inventory Turns
Inventory Turns
Average Inventory
Carrying Cost at 30%
Carrying Cost Savings
1 $200,000 $60,000 ---- 2 100,000 30,000 $30,000 3 66,667 4 50,000 15,000 5,000 5 40,000 12,000 3,000 6 33,333 10,000 2,000 7 28,571 8,571 1,429 8 25,000 7,500 1,071 9 22,222 6,667 833
10 20,000 6,000 667
Saving Inventory Dollarsby Increasing Inventory Turns
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
0 1 2 3 4 5 6 7 8 9 10
Inventory Carrying Cost
Inventory Turns
Inventory Stockout Cost
• Cost of not having product available when a customer wants it.
• Includes ____________ costs (special order).• Losing one item profit by substituting a competing
firm’s product.• Losing a customer permanently if customer finds
they prefer the substituted product and/or company.• Possible to handle this by adding safety stock.• In a manufacturing firm, a stockout may result in
lost hours of production until the item is restocked.
Example: Inventory Calculations• Inventory Carrying Cost
= Dollar value of inventory x percentage carrying cost
• ExampleIf dollar value of inv. = $50.00And carrying cost = 22% of product valueThen Inventory Carrying Cost
==
Example: Inventory Calculations
• Inventory Turnover =
• Example: K-Mart
1992 Sales = $38.8 billion
1992 Avg. Inv. = $8.8 billion
Inventory Turnover =
(Continued)
SalesAverage Inventory
$38.8 billion $8.8 billion
= turns/year
Example: Inventory Calculations
• Average Day’s Inventory on Hand
• Example: K-Mart (cont.)
1992 Sales = $38.8 billion
1992 Avg. Inv. = $8.8 billion
Avg. Day’s IOH =
(Continued)
Avg. Inv.Sales
$8.8$38.8
= Days
= x 365
x 365
ABC Analysis
• Pareto’s Rule (80-20 Rule)– Based on a nineteenth century mathematician’s
observation that many situations were dominated by a very few elements.
– Conversely, most elements had very little influence in most situations.
– Separates the “trivial many” from the “vital few”.
• 80-20 Rule– _________________________________________
_________________________________________.– 20% of sales will come from 80% of the inventory
SKUs.– Not all customers equal nor all SKUs in inventory
management.
ABC Inventory Classification
0
20
40
60
80
100
0 10 20 30 40 50 60 70 80 90 100
Percentage of Items
Perc
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f Dol
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Inventory Visibility
• The ability of the firm to ______________ ____________________ requires:– Tracking and tracing inventory SKUs for all
inbound and outbound orders.– Providing summary and detailed reports of
shipments, orders, products, transportation equipment, location, and trade lane activity.
– Notification of failures in inventory flow.
Benefits of Inventory Visibility
• _____________________________• _____________________________• Improved vendor relations and cost• _____________________________• _____________________________• Improved response time and service recovery• Improved performance metrics
Effectiveness of a Company’s Approach to Inventory Management
• Are customers satisfied with the current level of customer service?– If standards have been set in consultation with the customer, this
question can be answered objectively.• How frequently does backordering and/or expediting occur?
– If records of these events are kept, the answer to this question can point out the need for a modification or adoption of new inventory strategies.
• Is the company calculating an Inventory Turnover ratio for each product SKU?– This ratio can provide good information on whether the inventory is
being effectively and efficiently managed. • How does inventory level behave as sales rise or fall?
– From sales records, the firm can determine if inventory levels rise as much as sales, less than sales, or stay about the same regardless of sales levels.
Symptoms of Poor Inventory Management
• Increasing back-order status
• increasing dollar investments in inventory with back-orders remaining constant
• High customer turnover rate
• Increasing number of orders being canceled
• Periodic lack of sufficient storage space
• Wide variance in inventory turnover among distribution centers and among major inventory items
• deteriorating relationships with middlemen as typified by dealer cancellations and declining orders
• Inventories rising faster than sales
• Customers not satisfied
• Inventory turnover too low
New Developments in Inventory Management
• Shifting Inventory Positioning– From retailers to distributors
– From distributors to manufacturers and suppliers
– Out of the system whenever possible
• Accelerating use of point-of-sale (POS) and real-time information to make inventory replenishment decisions; company processes for order processing and inventory management are being integrated
• New providers of inventory services– Wholesalers in support of retailers
– 3rd party/contract logistics suppliers
– Other supplier firms in complementary businesses