CHAPTER 13 INVENTORY MANAGEMENT

Answers to Discussion and Review Questions

1. Inventories are held (1) to take advantage of price discounts, (2) to take advantage of economic lot sizes, (3) to provide a certain level of customer service, and (4) because production requires some inprocess inventory. 2. Effective inventory management requires (1) cost information, information on demand and lead time (amounts and variabilities), an accounting system, and a priority system (e.g., A-B-C). 3. Carrying or holding costs include interest, security, warehousing, obsolescence, and so on. Procurement costs relate to determining how much is needed, vendor analysis, inspection of receipts and movement to temporary storage, and typing up invoices. Shortage costs refer to opportunity costs incurred through failure to make a sale due to lack of inventory. Excess costs refer to having too much inventory on hand. 4. The RFID (Radio Frequency Identification) chip tags are beginning to be used with consumer products and they contain bits of data, such as product serial number. Scanners will automatically read the information on an RFID chip into a database, so the companies can keep track of sales and inventory. Keeping track of inventory will enable suppliers to keep track of trends and react to market changes. In addition, RFID chips will assist in increasing the speed of communication on a supply chain. The information between parties will travel faster, which will improve the responsiveness of buyers and ordering information on the supply chain. The risk of using RFID chip tags stems from privacy concerns. It is feared that computer pirates will figure out security controls and be able to scan shoppers merchandise and determine what they have bought. In order to avoid this risk, companies are considering turning of RFID tags once the items are purchased. 5. It may be inappropriate to compare the inventory turnover ratios of companies in different industries because the production process, requirements and the length of production run varies across different industries. The shorter the production time, the less the need for inventory. In addition, the material delivery lead times may vary between different industries. The higher the variability of lead time and the longer the lead time, the greater the need for inventory. As supplier reliability increases, the need for inventory decreases. The industries with higher forecast accuracies have less of a need for inventories. 6. a. Only one product is involved. b. Annual demand requirements are known. c. Demand is spread evenly throughout the year so that the demand rate is reasonably constant. d. Lead time does not vary. e. Each order is received in a single delivery. f. There are no quantity discounts 7. The total cost curve is relatively flat in the vicinity of the EOQ, so that there is a zone of values of order quantity for which the total cost is close to its minimum. The fact that the EOQ calculation involves taking a square root lessens the impact of estimation errors. Also, errors may cancel each other out. 8. As the carrying cost increases, holding inventory becomes more expensive. Therefore, in order to avoid higher inventory carrying costs, the company will order more frequently in smaller quantities because ordering smaller quantities will lead to carrying less inventory.
13-1

9. Safety stock is inventory held in excess of expected demand to reduce the risk of stockout presented by variability in either lead time or demand rates. 10. Safety stock is large when large variations in lead time and/or usage are present. Conversely, small variations in usage or lead time require small safety stock. Safety stock is zero when usage and lead time are constant, or when the service level is 50 percent (and hence, z = 0). 11. Service level can be defined in a number of ways. The text focuses mainly on the probability that demand will not exceed the amount on hand. Other definitions relate to the percentage of cycles per year without a stockout, or the percentage of annual demand satisfied from inventory. (This last definition often tends to confuse students in my experience.) Increasing the service level requires increasing the amount of safety stock. 12.The A-B-C approach refers to the classification of items stocked according to some measure of importance (e.g., cost, cost-volume, criticalness, cost of stockout) and allocating control efforts on that basis. 13. In effect, this situation is a quantity discount case with a time dimension. Hence, buying larger quantities will result in lower annual purchase costs, lower ordering costs (fewer orders), but increased carrying costs. Since it is unlikely that the compressor supplier announces price increases far in advance, the purchasing agent will have to develop a forecast of future price increases to use in determining order size. Unlike the standard discount approach, the agent may opt to use trial and error to determine the best order size, taking into account the three costs (carrying, ordering and purchasing). In any event, it is reasonable to expect that a larger order size would be more appropriate; although obsolescence may also be a factor. 14. Annual carrying costs are determined by average inventory. Hence, a decrease in average inventory is desirable, if possible. Average inventory is Q o/2, and Qo decreases (run size model) if setup cost, S, decreases. 15. The Single-Period Model is used when inventory items have a limited useful life (i.e., items are not carried over from one period to the next). 16. Yes. When excess costs are high and shortage costs are low, the optimum stocking level is less than expected demand. 17.A company can reduce the need for inventories by: a. using standardized parts b. improved forecasting of demand c. using preventive maintenance on equipment and machines d. reducing supplier delivery lead times and delivery reliability e. utilizing reliable suppliers and improving the relationships in the supply chain f. restructuring the supply chain so that the supplier holds the inventory g. reducing production lead time by using more efficient manufacturing methods h. developing simpler product designs with fewer parts.

Taking Stock
1. a. If we buy additional amounts of a particular good to take advantage of quantity discounts, then we will save money on a per unit purchasing cost of the item. We will also save on ordering cost because since we bought a larger quantity, we will not have to order this item as frequently. However, as a result of ordering larger quantity, we will have to carry larger inventory in stock, which in turn will result in an increase in inventory holding cost. b. If we treat holding cost as a percentage of the unit price, as the unit price increases, so will the holding cost, and as a result, if we are using the EOQ approach, we will have to place a smaller order, resulting in a lesser inventory. On the other hand, if we use a constant amount of a holding cost, the inventory decisions will not be affected by the changes in unit cost (price) of the item.
13-2

c. Conducting a cycle count once a quarter instead of once a year will result in more frequent counting, which will result in an increase in labor and overhead costs. However, the more frequent counting would also lead to less errors in inventory accuracy and more timely detection of errors, which in turn would lead to timely deliveries to customers, less work in process inventory, more efficient operations, improved customer service, and assurance of material availability. 2. In making inventory decisions involving holding costs, setting inventory levels and deciding on quantity discount purchases, the materials manager, plant manager, production planning and control manager, the purchasing manager, and in some cases the planners who work in production planning and control or purchasing departments should be involved. The level and the nature of involvement will depend on the organizational structure of the company and the type of product being manufactured or purchased. The technology has had a tremendous impact on inventory management. The utilization of bar coding has not only reduced the cost of taking physical inventory but also enabled real time updating of inventory records. The satellite control systems available in trucks and automobiles has enabled companies to determine and track the location of in-transit inventory. H = $2/month S = $55 D1 = 100/month (months 16) D2 = 150/month (months 712) a.

3.

7.

Q0 =

2DS H

D1 : Q 0 = D2 : Q0 =

2(100)55 = 74.16 2 2(150)55 = 90.83 2

b. The EOQ model requires this. c. Discount of $10/order is equivalent to S 10 = $45 (revised ordering cost) 16 TC74 = $148.32
50 100 ( 2) + ( 45) = $140 * 2 50 100 100 ( 2) + ( 45) = $145 2 100 150 100 ( 2) + ( 45) = $180 2 150

TC 50 =

TC 100 = TC 150 =

712 TC91 =
TC 50 =

$181.66
50 150 ( 2) + ( 45) = $185 2 50 100 150 ( 2) + ( 45) = $167.5 * 2 100 150 150 ( 2) + ( 45) = $195 2 150

TC100 = TC150 =

13-3

8.

D = 27,000 jars/month H = $.18/month S = $60 a.

Q= 2DS = H
Q D H+ S 2 Q

2( 27,000)60 = 4,242.64 4,243. .18

TC=

TC4,000 = $765.00 TC4,243 =

$736.67 Difference $1.32
27,000 4,000 (.18) + 4,000 (60) = 765 2

TC4000 =

27,000 4,243 60 = 763.68 (.18) + TC4243 = 2 4,243

b. Current: For

D 27,000 = = 6.75 Q 4,000 D to equal 10, Q must be 2,700 Q

Q=

2DS So 2,700 = H

2(27,000)S .18

Solving, S = $24.30 c. the carrying cost happened to increase rather dramatically from $.18 to approximately $.3705. 2DS 2(27,000)50 Q= = 2,700 = H H Solving, H = $.3705 9. p = 5,000 hotdogs/day u = 250 hotdogs/day 300 days per year S = $66 H = $.45/hotdog per yr. a.
Q0 = 2DS H p = p u 2(75,000)66 .45 5,000 = 4,812.27 [round to 4,812] 4,750

D= 250/day x 300 days/yr. = 75,000 hotdogs/yr.

b. D/Qo = 75,000/4,812 = 15.59, or about 16 runs/yr. c. run length: Qo/p = 4,812/5,000 = .96 days, or approximately 1 day 10. p = 50/ton/day u = 20 tons/day 200 days/yr.
13-4

D= 20 tons/day x 200 days/yr. = 4,000 tons/yr.

S = $100 H = $5/ton per yr. a. b.

Q0 = 2DS H p = p u 2( 4,000)100 5 50 = 516.40 tons [10,328 bags] 50 20

I max =

Q 516.4 (p u ) = (30) = 309.84 tons [approx. 6,196.8 bags] P 50

Average is

I max 309.48 : = 154.92 tons [approx. 3,098 bags] 2 2

Q 516.4 = =10.33 days P 50
D 4,000 = = 7.75 [approx. 8] Q 516.4

c. Run length =

d. Runs per year: e. Q = 258.2 TC =

I max D H+ S 2 Q

TCorig. TCrev.

= $1,549.00 = $ 774.50

Savings would be $774.50 11. S = $300 D = 20,000 H = $10.00 p = 200/day u = 80/day a.

Q0 = 2DS H p = p u 2(20,000)300 10 200 = 200 80

(250 x 80 = 20,000)

Q0 = (1,095.451) (1.2910) = 1,414 units b. Run length =

Q 1,414 = = 7.07 days P 200

c. 200 80 = 120 units per day d.

I max = Q 1,414 (p u ) = ( 200 80) = 848.0 units P 200

848 80/day = 10.6 days - 1.0 setup 9.6 days No, because present demand could not be met. e. 1) Try to shorten setup time by .40 days. 2) Increase the run quantity of the new product to allow a longer time between runs. 3) Reduce the run size of the other job.]
13-5

In order to be able to accommodate a job of 10 days, plus one day for setup, there would need to be an11 day supply at Imax, which would be 880 units on hand. Solving the following for Q, we find: Q Q I max = ( p u ) = (200 80) = 880 units P 200 Q = 1,467. Using formula 13-4 for total cost, we have TC @ 1,467 units = $8,489.98 TC @ 1,414 units = $8,483.28 Additional cost = $6.70

f.

12.

p = 800 units per day d = 300 units per day Q0 = 2000 units per day a. Number of batches of heating elements per year =
75,000 =37.5 batches per year 2,000

b. The number of units produced in two days = (2 days)(800 units/day) = 1600 units The number of units used in two days = (2 days) (300 units per day) = 600 units Current inventory of the heating unit = 0 Inventory build up after the first two days of production = 1,600 600 = 1,000 units Total inventory after the first two days of production = 0 + 1,000 = 1,000 units. c. Maximum inventory or Imax can be found using the following equation:
p d I max = Q0 p 800 300 = (2,000)(.625) =1,250 units = 2 ,000 800 I max 1,250 = = 625 units 2 2

Average inventory =

d. Production time per batch =

Q 2 ,000 = = 2.5 days P 800

Setup time per batch = day Total time per batch = 2.5 + 0.5 = 3 days Since the time of production for the second component is 4 days, total time required for both components is 7 days (3 + 4). Since we have to make 37.5 batches of the heating element per year, we need (37.5 batches) x (7 days) = 262.5 days per year. 262.5 days exceed the number of working days of 250, therefore we can conclude that there is not sufficient time to do the new component (job) between production of batches of heating elements. An alternative approach for part d is: The max inventory of 1,250 will last 1250/300 = 4.17 days 4.17 .50 day for setup = 3.67 days. Since 3.67 is less than 4 days, there is not enough time. 13. D = 18,000 boxes/yr.
13-6

S = $96 H = $.60/box per yr. a. Qo =

2DS = H 2(18,000)96 = 2,400 boxes .60

Since this quantity is feasible in the range 2000 to 4,999, its total cost and the total cost of all lower price breaks (i.e., 5,000 and 10,000) must be compared to see which is lowest. TC2,400 = TC5,000 = TC10,000 =
2,400 18,000 (.60) + ($96) +$1.20(18,000) = $23,040 2 2,400 5,000 18,000 (.60) + ($96) +$1.15(18,000) = $22,545.6 [lowest ] 2 5,000 10,000 18,000 (.60) + ($96) +$1.10(18,000) = $22,972.80 2 10,000

Hence, the best order quantity would be 5,000 boxes.

Lowest TC

TC

2,400

5,000

10,000 Quantity

b. 14.

D 18,000 = = 3.6 orders per year Q 5,000

a. S = $48 D = 25 stones/day x 200 days/yr. = 5,000 stones/yr. Quantity 1 399 400 599 600 + TC490 = TC600 = Unit Price $10 9 8 a. H = $2

Q=

2DS = H

2(5,000) 48 = 489.90 2

490 5,000 2+ 48 + 9 (5,000) = $45,980 2 490

600 5,000 2+ 48 + 8 (5,000) = $41,000 2 600 600 is optimum. b. H = .30P

EOQ $8 = 2(5,000) 48 = 447 NF .30(8)
TC

( Not feasible at $8/stone) EOQ $9 = 2(5,000) 48 = 422 .30(9)

422 447 600

13-7

Quantity

(Feasible) Compare total costs of the EOQ at $9 and lower curves price break: Q D TC = (.30P) + (S) +PD 2 Q TC422 = TC600 = 422 [.30($9)] + 2 5,000 ($48) + $9(5,000) = $46,139 422

600 5,000 [.30($8)] + ($48) + $8(5,000) = $41,120 2 600 Since an order quantity of 600 would have a lower cost than 422, 600 stones is the optimum order size. c. ROP = 25 stones/day (6 days) = 150 stones. 15. D = 4,900 seats/yr. H = .4P S = $50 Range 0999 1,0003,999 4,0005,999 6,000+ P $5.00 4.95 4.90 4.85 H $2.00 1.98 1.96 1.94 Q 495 497 NF 500 NF 503 NF

Compare TC495 with TC for all lower price breaks: 495 4,900 TC495 = ($2) + ($50) + $5.00(4,900) = $25,490 2 495 1,000 4,900 TC1,000 = ($1.98) + ($50) + $4.95(4,900) = $25,490 2 1,000 4,000 4,900 TC4,000 = ($1.96) + ($50) + $4.90(4,900) = $27,991 2 4,000 6,000 4,900 TC6,000 = ($1.94) + ($50) + $4.85(4,900) = $29,626 2 6,000 Hence, one would be indifferent between 495 or 1,000 units
TC

495 497 500 503

1,000

4,000 Quantity

6,000

16.

D = (800) x (12) = 9600 units

S = $40 H = (25%) x P For Supplier A:

13-8

Q13.6 = Q13.8 =

2( 9 ,600 )( 40 ) = 475.27 ( not feasible ) (.25 )( 13.6 ) 2( 9 ,600 )( 40 ) = 471.81 (.25 )( 13.8 )

9 ,600 471.81 TC 471.81 = ( 40 ) + [( 13.8 )( 9 ,600 )] 3.45 + 471.81 2 TC 471.81 = 813.88 + 813.87 + 132 ,480 TC 471.81 = $134 ,107.75 9 ,600 500 TC 500 = ( 40 ) + [( 13.6 )( 9 ,600 )] (.25 )( 13.6 ) + 2 500 TC 500 = 768 + 850 + 130 ,560 TC 500 = $132 ,178 *

For Supplier B:
Q13.7 = 2( 9 ,600 )( 40 ) = 473.53 (.25 )( 13.7 )

9 ,600 473.53 TC 471.81 = ( 40 ) + [( 13.7 )( 9 ,600 )] (.25 )( 13.7 ) + 473.53 2 TC 471.81 = 810.93 + 810.92 + 131,520 TC 471.81 = $133 ,141.85

Since $132,178 < $133,141.85, choose supplier A. The optimal order quantity is 500 units.
17. D = 3600 boxes per year Q = 800 boxes (recommended) S = $80 /order H = $10 /order If the firm decides to order 800, the total cost is computed as follows:
D Q TC = H + S +( P * D) 2 Q 800 3,600 TC Q =800 = $10 + $80 +(3,600 x 1.1) 2 800 TC Q =800 = 4,000 +360 +3,960 =8,320

Even though the inventory total cost curve is fairly flat around its minimum, when there are quantity discounts, there are multiple U shaped total inventory cost curves for each unit price depending on the unit price. Therefore when the quantity changes from 800 to 801, we shift to a different total cost curve. If we take advantage of the quantity discount and order 801 units, the total cost is computed as follows:
D Q TC = H + S + ( P * D) Q 2 801 3,600 TC Q =801 = $10 + $80 + (3,600 x 1.0) 2 801 TC Q =801 = 4,005 +359.55 +3,600 = 7,964.55

13-9

The order quantity of 801 is preferred to order quantity of 800 because TC Q=801 < TCQ=800 or 7964.55 < 8320.
EOQ = 2DS = H 2(3,600)(80) = 240 boxes 10

D Q TC EOQ = H + S +( P * D) Q 2 240 3,600 TC EOQ = $10 + $80 +(3,600 x 1.1) 2 240 TC EOQ =1,200 +1,200 +3,960 = 6,360

18.

The order quantity of 800 is not around the flat portion of the curve because the optimal order quantity (EOQ) is much lower than the suggested order quantity of 800. Since the EOQ of 240 boxes provides the lowest total cost, it is the recommended order size. Daily usage = 800 ft./day Lead time = 6 days Service level desired: 95 percent. Hence, risk should be 1.00 .95 = .05 This requires a safety stock of 1,800 feet. ROP = expected usage + safety stock = 800 ft./day x 6 days + 1,800 ft. = 6,600 ft.

19.

Expected demand during LT = 300 units dLT = 30 units a. Z = 2.33, ROP = exp. demand + ZLT 300 + 2.33 (30) = 369.9 = 370 units b. 70 units (from a.) c. smaller Z = less safety stock ROP smaller: LT demand = 600 lb. LT = 52 lb. risk = 4% Z = 1.75 a. ss = ZLT = 1.75 (52 lbs.) = 91 lbs. b. ROP = Average demand during lead time + safety stock ROP = 600 + 91 = 691 lbs. c. With no safety stock risk is 50%. = 21 gal./wk. = 3.5 gal./wk. = 2 days = 90 percent requires z = +1.28

20.

21. d LT SL a.

90% 0 6 1.28 8.39 z-scale gallons

ROP = d (LT) + z LT (d ) = 21(2/7) +1.28 (2/7) (3.5) = 8.39 gallons

10 2 b. Q = d (OI + LT) + Zd OI + LT A = 21 + +1.28(3.5) 12 / 7 8 = 33.87 7 7 or approx. 34 gal./wk.

Average demand per day = 21 gallons / 7days per week = 3 gallons = Average demand during lead time = (3 gallons) (2 days) = 6 gallons

13-10

L = Z=

2 (3.5) =1.871 7

ROP 8 6 = =1.069 L 1.871

Z is approximately 1.07. From Appendix B, Table B, the lead time service level is .8577. Risk of stockout is 1 - . 8577 = .1423 c. 1 day after From a, ROP = 8.39 2 more days on hand = ROP 2 gal. = 6.39 P (stockout)= ? d = 21 gal./wk. d = 3.5 gal./wk. 22. d ROP LT ss Risk 6.39 = 21 (2/7) + Z
solving, Z =
2/7

(3.5)

6.39 6 = .208 .21 1.871

From Appendix B, Table B, Z=.21 gives a risk of 1 .5832 = .4168 or about 42%

= 30 gal./day = 170 gal. ss = ZLT = 50 = 4 days = 50 gal. = 9% Z = 1.34 Solving, LT = 37.31 3% Z = 1.88 x 37.31 = 70.14 gal. ROP = d x LT + Z d LT 625 = 85 x 6 + Z (85) 1.1 Z = 1.23 10.93% .1093 approx. 11% ROP = dLT + Z LT d 2 + d LT 2 = 12 (4) + 1.75 4(4) +144(1) = 48 + 1.75 (12.65) = 48 + 22.14 = 70.14
2

23.

D = 85 boards/day ROP = 625 boards LT = 6 days LT = 1.1 day SL 96% Z = 1.75

d

24.

= 12 units/day LT = 4 days = 2 units/day LT = 1 day

25.

LT = 3 days S = $30 D = 4,500 gal H = $3 360 days/yr. 4 ,500 d= = 12.5 / day 360 d = 2 gal. Risk = 1.5% Z = 2.17 a. Qty. 1 399 400 799 800+ Unit Price $2.00 1.70 1.62 Qo =
2DS = 300 H

TC = Q/2 H + D/Q S + PD
13-11

TC300 = 150 (3) + 15 (30) + 2(4,500) = $9,900 TC400 = 200(3) + 11.25(30) + 1.70(4,500) = $8,587.50* TC800 = 400(3) + 5.625(30) + 1.62(4,500) = $8,658.75 b. ROP = d LT + Z LT d = 12.5 (3) + 2.17 3 (2) = 37.5 + 7.517 = 45.02 gal. 26. = 5 boxes/wk. = .5 boxes/wk. = 2 wk. = $2 = $.20/box D = .5 boxes/wk. x 52 wk./yr. = 26 boxes/yr. 2DS 2( 260) 2 Q0 = = = 72.11 [ round to 72] H .20 b. ROP = d (LT) + z LT (d)
z= ROP d ( LT) LT (d ) = 12 5( 2) 2 (.5) = 2.83

d d LT S H a.

Area under curve to left is .9977, so risk = 1.0000 .9977 = .0023 c.

Q 0 = d (OI + LT) + zd OI + LT A

Thus, 36 = 5(7 + 2) + z(.5) 7 + 2 12 Solving for z yields z = +2.00 which implies a risk of 1.000 .9772 = .0228. 27.
d = 80 lb. d = 10 lb. LT = 8 days LT = 1 day SL = 90 percent, so z = +1.28

a. ROP = d () + z

LT 2 d + d 2 LT

= 80 (8) + 1.28 8(10) 2 +80 2 (1) 2 = 640 + 1.28 (84.85) = 748.61 [round to 749] b. E(n) = E(z) dLT = .048(84.85) = 4.073 units 28. D = 10 rolls/day x 360 days/yr. = 3,600 rolls/yr. LT = 3 days H = $.40/roll per yr. d = 2 rolls/day S = $1 a. 2 DS 2(3, 600)1 Q0 = = = 134.16 [round to 134]
d = 10 rolls/day

.40

b. SL of 96 percent requires z = +1.75 ROP = d (LT) + z LT (d) = 10(3) + 1.75 (3) (2) = 36.06 [round to 36] c. E(n) = E(z) LT = .016( LT )(d) = .016
3

(2) = .055/cycle
13-12

E(N) = E(n)

D 3600 = .0554 = 1.488 or about 1.5 rolls Q 134

3.464

dLT d. 1 SLannual = E ( z ) Q = (.016) 134.16 =.000413

SLannual =1 .000413 =.9996

29.

(Partial Solution) SLannual = 99% a. SS = ? b. risk = ?

Qo = 179 cases E(z) LT Q E(z) LT .99 = 1 179 Solving, E(z) = 0.358 From Table 123, Z = 0.08 Hence, the probability of a stockout is 1-.8577=.1423. SLannual = 1

dLT = 80, LT = 5

a. ss = ZLT = .08 (5) = .40 cases b. 1 .5319 = .4681 30.

d = 250 gal./wk. H = $1/month d = 14 gal./wk. S = $20 LT = 10 wk. .5 Yes

D = 250 gal./wk. x 52 wk./yr. = 13,000 gal./yr.

Q0 = 2DS 2(13,000) 20 = = 208.16 208 H 12

SLannual = 98% a. SLannual = 1 (z) dLT Q dLT = LT d = 5 (14) = 9.90 b. E(n) = E(z) dLT 5 = E(z)9.90 E(z) = .505 z = .20 SL = .4207 31. FOI

.02 =

(z) 9.90 SS = .04(9.90) = .40

208 E(z) = .42 z = .04 SL = .4840

SS = zdLT SS = .20(9.90) = 1.98 units

Q = d (OI + LT) + zd OT + LT A = d (16) + 2.05d 16 A Cycle 1 2 3 & 2 = 3/day P35 D = 3,500 units
d = 70 units/wk.

SL = .98 OI = 14 days LT = 2 days D = 40/day 32. d = 40/day 50 wk./yr. P34 D = 3,000 units
d = 60 units/wk.

640 + 2.05(3) 640 + 2.05(3) 640 + 2.05(3)

16 16 16

42 = 622.6 623 units 8 = 656.6 657 units 103 = 561.6 562 units

13-13

d LT unit cost H S Risk

Q P 34

= 4 units/wk. = 2 wk. = $15 = (.30)(15) = $4.50 = $70 = 2.5%

d LT unit cost H S Risk

= 5 units/wk. = 2 wk. = $20 = (.30)(20) = 6.00 = $30 = 2.5% Q = (OI + LT) d + z

LT d A 4 + 2 (5) 110

2(3,000)70 = 305.5 306 units 4.50

LT d
2 (4) = 131.1

QP35 = 70 (4 + 2) + 1.96 QP35 = 420 + 24 110 QP35 = 334 units

ROPP34 = d x LT+ z ROPP34 = 60(2) + 1.96 33. a. Item H4-010 H5201 P6-400 P6-401 P7-100 P9-103 TS-300 TS-400 TS-041 V1-001 Item H4-010 H5-201 P6-400 P6-401 P7-100 P9-103 TS-300 TS-400 TS-041 V1-001

Annual $ volume 50,000 240,800 279,300 174,000 56,250 165,000 945,000 1,800,000 16,000 132,400 Estimated annual demand 20,000 60,200 9,800 14,500 6,250 7,500 21,000 45,000 800 33,100

Classification C B B B C C A A C C Ordering cost 50 60 80 50 50 50 40 40 40 25 Unit holding cost ($) .50 .80 8.55 3.60 2.70 8.80 11.25 10.00 5.00 1.40 EOQ 2,000 3,005 428 635 481 292 386 600 113 1,087

b.

34.

Cs = Rev Cost = $4.80 $3.20 = $1.60 Ce = Cost Salvage = $3.20 $2.40 = $.80 Cs $1.60 1.6 SL = = = = .67 Cs + Ce $1.60 + $.80 2.4 Since this falls between the cumulative probabilities of .63(x = 24) and .73(x = 25),
13-14

.4545 .11 0 78.9 80

z-scale doz. doughnuts

x Demand 19 20 21

P(x) .01 .05 .12

Cum. P(x) .01 .06 .18

this means Don should stock 25 dozen doughnuts.

22 23 24 25 26 27 . .

.18 .13 .14 .10 .11 .10 . .

.36 .49 .63 .73 .84 .94 . .

35.

Cs = $88,000 Ce = $100 + 1.45($100) = $245 Cs $88,000 a. SL = = = .9972 Cs + Ce $88,000 + $245 Using the Poisson probabilities, the minimum level stocking level that will provide the desired service is nine spares (cumulative probability = .998).

[From Poisson Table with = 3.2] x Cum. Prob. 0 .041 1 .171 2 .380 3 .603 4 .781 5 .895 6 .955 7 .983 8 .994 9 .998 . . . .

b.

SL = .041 =

Cs Cs + Ce Cs C s + 245

.041(C s + 245) = C s .041C s +10.045 = C s .959C s = 10.045 C s = $10.47

Carrying no spare parts is the best strategy if the shortage cost is less than or equal to $10.47 ( C s 10.47 ). 36. Cs = Rev Cost = $5.70 $4.20 = $1.50/unit Ce = Cost Salvage = $4.20 $2.40 = $1.80/unit $1.50 Cs $1.50 SL = = = = .4545 $3.30 Cs + Ce $1.50 + $1.80 The corresponding z = .11 So = d z d = 80 .11(10) = 78.9 lb.
d = 80 lb./day

d = 10 lb./day

37.

d = 40 qt./day A stocking level of 49 quarts translates into a z of + 1.5:

d = 6 qt./day S Ce = $.35/qt Cs = ? z=
d

= 49 40 = 1.5 6
13-15

S = 49 qt.

This implies a service level of .9332:

.9332 0 40 1.5 49 z-scale quarts

Cs Cs Thus, .9332 = Cs + Ce Cs + $.35 Solving for Cs we find: .9332(Cs + .35) = Cs; Cs = $4.89/qt. SL = Customers may buy other items along with the strawberries (ice cream, whipped cream, etc.) that they wouldnt buy without the berries. 38. Cs = Rev Cost = $12 $9 = $3.00/cake Ce = Cost Salvage = $9 ($9.00) = $4.50/cake Demand is Poisson with mean of 6 Cs $3.00 SL = = = .40 Cs + Ce $3.00 + $4.50 Since .40 falls between the cumulative probability for demand of 4 and 5, the optimum stocking level is 5 cakes.

[From Poisson Table with = 6.0] Demand Cum. Prob. 0 .003 1 .017 2 .062 3 .151 4 .285 .40 5 .446 6 .606 . . . . . .

39.

Cs = $.10/burger x 4 burgers/lb. = $.40/lb. Ce = Cost Salvage = $1.00 $.80 = $.20/lb. Cs $.40 SL = = = .6667. Cs + Ce $.40 + $.20 The appropriate z is +.43. So = + z = 400 + .43(50) = 421.5 lb. Cs = $10/machine Ce = ? S = 4 machines Demand Freq. 0 .30 1 .20 2 .20 3 .15 4 .10 5 .05 1.00

.6667 0 .43 z-scale lb.

40.

Cum. Freq. .30 .50 .70 .85 .95 1.00

400 421.5

a. For four machines to be optimal, the SL ratio must be .85

$10 .95. $10 + Ce Setting the ratio equal to .85 and solving for Ce yields $1.76, which is the upper end of the range. Setting the ratio equal to .95 and again solving for Ce , we find Ce = $.53, which is the lower end of the range.
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b. The number of machines should be decreased: the higher excess costs are, the lower SL becomes, and hence, the lower the optimum stocking level. c. For four machines to be optimal, the SL ratio must be between .85 and .95, as in part a. Setting the ratio equal to .85 yields the lower limit: Cs .85 = Solving for Cs we find Cs = $56.67. Cs + $10 Setting the ratio equal to .95 yields the upper end of the range: Cs .95 = Solving for Cs we find Cs = $190.00 Cs + $10 41. a. Ratio Method # of spares 0 1 2 3 Probability of Demand 0.10 0.50 0.25 0.15 Cumulative Probability 0.10 0.60 0.85 1.00

Cs = Cost of stockout = ($500 per day) (2 days) = $1000 Ce = Cost of excess inventory = Unit cost Salvage Value = $200 $50 = $150

SL =

Cs 1,000 = = .869 C s + C e 1,000 + 150

Since 86.9% is between cumulative probabilities of 85% and 100%, we need to order 3 spares. b. Tabular Method
Stocking Level 0 1 2 3 Demand = 0 Prob. = 0.10 $0 .10(1)($150)=$15 .10(2)($150)=$30 .10(3)($150)=$45 Demand = 1 Prob. = 0.50 .50(1)($1000)=$500 $0 .50(1)($150)=$75 .50(2)($150)=$150 Demand = 2 Prob. = 0.25 .25(2)($1000)=$500 .25(1)($1000)=$250 $0 .25(1)($150)=$37.50 Demand = 3 Prob. = 0.15 .15(3)($1000)=$450 .15(2)($1000)=$300 .15(1)($1000)=$150 $0 Expected Cost $1,450 $565 $255 $232.50

We should order 3 spares.

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42.

a. Ratio Method: Demand and the probabilities for the cases of wedding cakes are given in the following table. Demand 0 1 2 3 Probability of Demand 0.15 0.35 0.30 0.20 Cumulative Probability 0.15 0.50 0.80 1.00

Cs = Cost of stockout = Selling Price Unit Cost = $60 $33 = $27 Ce = Cost of excess inventory = Unit Cost Salvage Value = $33 $10 = $23

SL =

Cs 27 = = .54 C s + Ce 27 + 23

Since the service level of 54% falls between cumulative probabilities of 50% and 80%, the supermarket should stock 2 cases of wedding cakes. a. Tabular Method
Stocking Level 0 1 2 3 Demand = 0 Prob. = 0.15 $0 .15(1)($23)=$3.45 .15(2)($23)=$6.90 .15(3)($23)=$10.35 Demand = 1 Prob. = 0.35 .35(1)($27)=$9.45 $0 .35(1)($23)=$8.05 .35(2)($23)=$16.10 Demand = 2 Prob. = 0.30 .30(2)($27)=$16.20 .30(1)($27)=$8.10 $0 .30(1)($23)=$6.90 Demand = 3 Prob. = 0.20 .20(3)($27)=$16.20 .20(2)($27)=$10.80 .20(1)($27)=$5.40 $0 Expected Cost $41.85 $22.35 $20.35 $33.35

The supermarket should stock 2 cases of wedding cakes. 43. Cs = $99, Ce = $200 SL = 99___ 99 + 200 = 0.3311. z = 0.44.

Overbook: 18 0.44(4.55) = 15.998, or 16 tickets. 44. Mean usage = 4.6 units/day Standard dev. = 1.265 units/day LT = 3 days ROP = 18 Using equation 12-13: 18 = 4.6(3) + z(1.265)3 Solving, z = 1.92 which gives a service level of 97.26%.

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Case: UPD Manufacturing

1 Students must recognize that without demand variability, the fixed order interval order quantity equation reduces to: Q = d(LT + OI) Available (because there is no safety stock) Since Available = d x LT, the fixed order interval order quantity equation Q further reduces to the following: Q = d x OI = (6) (89) = 534 units Therefore, ordering at six-week intervals requires an order quantity of 534 units. On the other hand, the optimal order quantity is determined by using the basic EOQ equation.
Q= 2dS = h 2(89)(32) = 267 .08

The weekly total cost based on optimal order quantity EOQ is given below:
d Q 89 267 TC EOQ = Q S + 2 H = 267 32 + 2 .08 TC EOQ =10.67 +10.68 = 21.35 / week

The weekly total cost based on six-week fixed order interval (FOI) order quantity is given below:
d Q 89 534 TC FOI = Q S + 2 H = 534 32 + 2 .08 TC FOI = 5.33 + 21.36 = 26.69 / week

Weekly savings of using EOQ rather than 6-week FOI is 26.69 21.35 = $5.34 The annual savings = (52 weeks) ($5.34 /week) = $277.68 2. The total annual savings as a result of switching from six-week FOI to EOQ are relatively small and switching to the optimal order quantity may not be warranted. However, even though the absolute value of the savings is relatively small, the percentage of savings is approximately 25% (5.34 / 21.35). Therefore if FOI approach is used with other parts or components as well, the total potential loss may be significant.

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Case: Harvey Industries

In order to improve the current inventory control system, the new president may want to consider the following: 1. Computerize the inventory control system. There are too many parts for the current manual system. 2. Currently, no paper work is used when items are withdrawn from the stockroom when they are needed on the shop floor. Harvey Industries may either want to establish a procedure for recording the transactions in the stockroom or invest in a bar coding system. If a bar coding system is purchased, it has to be coordinated with the new computerized inventory control system. Establishing a cycle counting procedure may be very helpful also. As a result of these actions, the inventory accuracy should substantially improve. 3. It appears that utilization of ABC inventory classification system is needed. The company should never experience stockouts in their basic C items. ABC analysis will allow Harvey Industries to establish an appropriate degree of control over items in terms of order quantity and ordering frequency.

Case: Grill Rite

The presidents stance on steady output conflicts with seasonal demand. However, it is unlikely that this will change. One alternative might be to identify a complementary product that would offset seasonal demand for electric grills. The main problem is inventory management. One advantage of having a single, centralized warehouse is the lower need for safety stock due to the canceling effect of random variability in orders from the various regions. Conversely, with separate warehouses, each warehouse needs a relatively larger safety stock to guard against variations in demand. What is needed is overall control of the system that would take into account seasonal variations in demand and achieve a better match between regional demand and supply. This might involve making or improving regional forecasts. In any case, improved system visibility is essential: direct access to regional warehouse data by the main warehouse is needed in order to be able to coordinate and set priorities on inventory shipments to regional warehouses. That should take care of most of the problem. It may also pay to examine the feasibility of shipping from one warehouse to another when a shortage occurs. Relevant costs would include transaction costs, transportation costs, versus the potential increase in profit by making up a shortage.

Case: Farmers Restaurant

1. Inventories are crucial not only to Farmers Restaurant, but to businesses in general. Customer satisfaction and customer return is contingent upon proper inventory management. If customers visit the Farmers Restaurant and are unable to receive the food they desire due to stockout, the customer may be dissatisfied and may not return to Farmers Restaurant. In addition to customer satisfaction, total food costs are also important to businesses. In the restaurant industry if too much of a product is ordered and not used; it could result in product wastage due to the items expiring. This would result in an increase in total food costs when the goal is to keep food costs low! Overstocking products can also negatively affect Farmers Restaurant and other businesses. By having more products on-hand than needed, Farmers Restaurant is tying up funds that might be more productive elsewhere. Overall, it is imperative that Farmers Restaurant try to successfully manage inventory levels due to these potential/existing problems. 2. A fixed-interval ordering system is appropriate. 3. Q = d (OI + LT) + zd (OI + LT) A OI = Time between orders LT = Lead Time
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It is expected demand between orders and lead time + safety stock inventory on hand Q = 5 (3+2) + 1.64 (3.5) (3 + 2) 3 = 25 + 13 3 = 35 (Therefore, 18 2-packs.) 4. 12 = 5 x 2 + z (3.5) (1.41) 12 = 10 + z (4.935) 2 / 4.935 = z (4.935) / 4.935 Z = 0.41 Service Level = 0.6554 1 0.6554 = 0.3446 Therefore, the risk for stockout is 34.46% which is high

Operations Tour: Brueggers Bagel Bakery

1. If too little inventory is maintained, there is a risk of stockout and potential lost sales. In addition, if there is not sufficient work-in-process inventory, the production process may become too inefficient, raising the cost of production. On the other hand, if too much inventory is maintained, the carrying cost may become excessively high. 2. a. Customers judge the quality of bagels by their appearance (size, shape and shine), taste and consistency. Customers are also very interested in receiving high service quality. b. At each stage of the production process, workers check bagel quantity. c. Steps for Brueggers Bagel Bakery Operations: a. Purchase ingredients from suppliers b. Mix the dough c. Shape the dough d. Ship to stores e. Store the bagels f. Boil and malt

g. Bake h. Sell to customers The company can improve quality at each step by monitoring output more carefully and training and education of the employees. 3. The basic ingredients can be purchased using either fixed order interval or fixed order quantity models. EOQ production lot size model is most appropriate for deciding the size of production quantity. 4. If there is a bagel-making machine at each store, the company would have to invest in more machinery, more space for production and storage, and more worker training for the production of bagels. However, the lead time to make the bagels will be shortened. The shorter lead time will provide faster, more flexible response to customer demands and fresher bagels.

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1. Enrichment Module 2: Inventory Model with Planned Shortages

In most cases, shortages are undesirable and should be avoided. However, in certain circumstances, it may be desirable to plan and allow for shortages. Planned shortages are implemented for high dollar volume items where the inventory carrying cost is very high. The model discussed in this section refers to the specific type of shortages called backorders. When a customer attempts to purchase an out-of-stock item, the firm does not lose the sale. The customer waits until the purchased order arrives from the supplier. If there were no additional cost associated with backordering, there would be no incentive for the firm to maintain any inventory. However, there are costs associated with backordering. The tangible part of the backorder cost involves the cost of expediting the delivery (special delivery) and production of the backordered item. The intangible part of the backordering cost involves the loss of goodwill due to the fact that the customers are forced to wait for their orders. The longer the waiting period, the higher the backorder cost due to loss of goodwill. There is a direct trade-off between the inventory carrying cost and the cost of a planned shortage in the form of backorders. In many cases the cost of backorders can be easily offset by the reduction in carrying costs. The model discussed in this section will not be valid if a customer decides not to wait for the backorder. The fixed order quantity inventory model with planned shortages (backorders) is very similar to the basic EOQ model. When the reorder point is reached, a new economic order quantity (Q) is placed. Figure 1 shows the schematic representation of this model. The size of the backorder is B units and the maximum inventory is QB units. The average size of the backorder is B/2 for each order cycle. T is defined as the amount of time between two successive orders (a complete order cycle). t1 is the part of the order cycle where the customer orders are met from stock. In other words, during t1 there is positive inventory level. On the other hand, t2 is the period of time in the order cycle where the inventory is depleted and all the customer orders are placed on backorder (stockout period). Symbol definitions used to explain various concepts are listed below. H = carrying cost per unit per year S = setup cost per batch (lot) D = annual demand Q* = optimal order quantity B = size of the backorder CB = backorder cost per unit per year B* = optimal planned backorder quantity T = Q/D (length of the complete order cycle in years) or T = Q/d (length of the complete order cycle in days) t1 = (Q B)/D or (Q B)/d (time period during which inventory is positive) t2 = B/D or B/d (time period during which there is no inventory) In this model, the average inventory is not Q/2 or not even (Q B)/2 because during the shortage period there are no units in inventory. The average inventory calculation for this model can be explained with the following example: A large local car dealership orders a certain brand of automobiles from a car manufacturer located in Detroit. Order quantity (Q) is 500 units, annual demand (D) is 7500 and the firm operates 300 working days per year. Due to the high holding costs, the company plans to backorder (B) 200 cars per order cycle. Determine the average inventory. d = (D/number of operational days) = 7,500/300 = 25 units (daily consumption) T = Q/d = 500/25 = 20 days. (time between orders is 20 days) t1 = (Q B)/d = (500 200)/25 = 300/25 = 12 days (time period during which there is no shortage) t2 = B/d = 200/25 = 8 days (time period during which there is no inventory) The dealership will carry an average of (Q B)/2 units during t 1 and no units during t2. Therefore, total number of unit days during the inventory cycle can be computed by multiplying t 1 with (Q B)/2
13-22

Number of unit days of inventory/cycle = t1 * Number of unit days of inventory/cycle = =

Q B 2

(Q B) (Q B ) d 2 (Q B ) 2 2d

In other words, an average of 150 units are carried in inventory for 12 days and zero units are carried for 8 days (shortage period). Therefore, total number of unit days of inventory during the complete order cycle is (150)(12) = 1800. Since there are a total of 20 days in the complete order cycle, the average inventory can be computed by dividing the total number of unit days of inventory by the number of days in the inventory cycle. In this example, the average inventory is equal to 1,800/20 or 90 units. Therefore, the average inventory can be computed by using the following formula:
(Q B ) 2 2d Average inventory = Q d Average Inventory = (Q - B)2 2Q

Using a similar logic, we can also develop the average backlog formula. The dealership will experience shortage (backorders) for 8 days during the order cycle. The average amount of backorder on a given shortage day is B/2. Based on this information, the total number of backorder unit days can be computed using the following equation: (t 2) (B/2) = (B/D)(B/2) = B2 /2D. In our example, there are 8 days of a planned shortage period. During this period, an average of 200/2 = 100 units of backorders are realized. Therefore, the total number of backorder unit days during the order cycle is (8)(100) = 800 units. Since there are a total of 20 days in the order cycle, the average backorder quantity for the complete order cycle can be determined by dividing the total number of backorder unit days by the number of days in the complete inventory cycle. In this example, using the above equation, we obtain an average backorder quantity of 800/20 = 40 units. The general equation for the average backorder quantity is:
B2 Average backorder = 2d Q d Average backorder = B2 2Q

Annual inventory carrying cost is still calculated by multiplying the average inventory with the inventory carrying cost per unit per year. The formula for the annual ordering (setup) cost is the same as it was for the basic EOQ model. The annual backorder cost is determined by multiplying the average backorder quantity with the backorder cost per unit per year. The annual inventory carrying cost is given by:
(Q B ) 2 H 2Q

The annual ordering and backordering costs are given by the following respective formulas:
D S Q B2 CB 2Q

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Therefore, the total annual inventory cost (TC) can be expressed by summing the annual inventory carrying cost, annual ordering cost and the annual backordering cost as shown in the following formula:
TC = (Q B ) 2 D B2 H+ S+ CB 2Q Q 2Q

Taking the first total derivative of the above total cost formula with respect to Q and setting the resulting equation to zero and solving for Q will result in the following optimal quantity (Q*) and optimal backorders (planned shortages) (B*) formulas:
Q* = 2 DS H + C B H CB

H B* = Q * H +B

Figure 1 An inventory situation with planned shortages

Inventory QB Maximum Inventory Level

Q Stockout B t2 Time

t1 =
Example:

QB
T = Q/d

XYZ Company distributes a major part for the F15 fighter jets. Due to the very high holding cost, the company wants to implement a model with planned shortages. The annual demand is 78,000 and the company operates 300 days per year. The annual carrying rate is 10% of the item cost and the unit cost of this item is $1,000. The setup cost per batch is estimated at $500. a. b. c. d. e. Determine the optimal order quantity and total annual inventory cost (setup cost + carrying cost) using the basic EOQ model with no backorders. If each unit backordered costs the company $200 per unit per year, what would be the optimal order quantity and the optimal size of the planned backorder? Determine the annual carrying cost, the annual setup cost, the annual backordering cost and the annual total inventory cost for the planned shortage model used in part b. Determine the values of t1, t2 and T in days. Should the company adopt the planned backorder model of part b or the basic EOQ model of part a which does not allow backorders?

D = 81,000 units S = $500 d = 81,000/300 days = 27 units per day. H = ($1,000) (.10) = $100 CB = $200
13-24

a.

Q* =

2DS H

Q* =

2(81,000)(500) = 900 100

annual setup cost =

D 81,000 S = 900 (500) = 45,000 Q

Q 900 (100) = 45,000 annual carrying cost = (H ) = 2 2

Q* = 2DS ( H +C B ) H CB 2(81,000)(500) 100 +200 H 200

Q* =

3 Q* = 81,000 2 Q * 1,215,000 =1,102.3 H B =Q * H +C B

100 B = (1,102.3) =367.433 100 + 200

Annual carrying cost = = (Q B) 2 H 2Q (1,102.3 367.43) 2 (100) 2(1,102.3)

= 24,495.77

c.

D 81,000 Annual setup cost = (S) = (500) Q 1,102.3 = 36,741.35 B2 Annual backorder cost = 2Q C B = 367.4332 ( 200) =12,247.55 2(1,102.3)

Let TC = Total annual inventory cost HC = annual inventory holding cost SC = annual setup cost BC = annual backordering cost TC = HC + SC + BC = 24,495.77 + 36,741.35 + 12,247.55 = 73,485.07 d.

13-25

d= T=

81,000 = 27 300 Q 1,102.3 = = 40.83 days d 27 Q B 1,102.3 367.43 = = 27.22 days d 27 B * 367.43 = =13.61 days d 27

t1 = t2 =

e.

The model with planned backorders is preferred because the total annual inventory cost of the basic inventory model is substantially higher than the total annual inventory cost of the planned backorder model. TCbasic EOQ = 90,000 TCbackorder = 73,485.07 90,000 73,485.07 = 16,514.93 The total cost savings equal 18.4%

Problems The manager of an inventory system believes that inventory models are important decision-making aids. Although the manager often uses an EOQ policy, he has never considered a backorder model because of his assumption that backorders are bad and should be avoided. However, with upper managements continued pressure for cost reduction, you have been asked to analyze the economics of a backordering policy for some products that can possibly be backordered. For a specific product with D = 800 units per year, C0 =$150, H = $10, and Cb = $20, what is the economic difference in the EOQ and the planned shortage or backorder model? If the manager adds constraints that no more than 35% of the units may be backordered and that no customer will have to wait more than 20 days for an order, should the backorder inventory policy be adopted? Assume 250 working days per year. Solution to Problem D = 800 units/year C0 = $150 H = $10/unit/year Cb = $20/unit/year Planned shortage model:

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Q* =

2DS ( H + C B H CB

) =

2( 800 )( 150 ) ( 10 ) + 20 10 20

Q* = 92 ,000 =189.737 units H B* = Q * H +C B 10 = ( 189.737 ) 30 = 63.24 units

EOQ model:
Q* = 2DS = H 2(800)(150) = 154.92 units 10

Total cost planned shortage model: TC = Total annual inventory cost HC = Annual inventory holding cost SC = Annual setup cost BC = Annual backordering cost HC =
(Q B) 2 (189.737 63.24) 2 H= (10) = $421.68 2Q 2(189.737)
D 800 S = 189.737 (150) = $632.45 Q

SC =

B2 (63.24) 2 C = BC = B 2(189.737) 20 = $210.78 2Q

TC = HC + SC + BC = 421.68 + 632.45 + 210.78 TC = $1,264.91 Total cost regular EOQ model:
Q 154.92 (10) = $774.60 HC = H = 2 2

SC =

D 800 S = 154.92 (150) = $774.60 Q

TC = HC + SC = 774.60 + 774.60 =$1,549.20 TCDifference = 1,549.20 1,264.91 = $284.29 Using the planned shortage model will result in savings of $284.29. Number of orders =
D 800 = = 4.216 orders Q 189.737

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Expected annual number of units short = (B)

D Q

Expected annual number of units short = (63.24)(4.216) = 266.44 d= t2 =

D 800 = = 3.2 units/day 250 250 63.24 =19.763 days 3.2 266.44 < .35, the backorder inventory policy should be adopted. 800

Since 19.763 < 20 and

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