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ADM 3301 Lecture Notes - Lecture 19: Lead Time, Pareto Chart, Order Processing

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School
University of Ottawa
Department
Administration
Course
ADM 3301
Professor
Davood Astaraky

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Document Summary

1. the level of customer service (availability); that is, to have the right goods, in sufficient quantities, in the right place, at the right time. the inventory costs: the costs of ordering and holding inventories. , etc. > objective : to minimize total inventory costs. Cost of ordering: the costs of placing an order and receiving goods (order processing, Cost of the items: direct cost for getting an item. Components of total cost: orders, manufacturing cost for internal orders. Supplies, etc. ) time (insurance, interest, damage, etc. ) cost can include the opportunity cost of not making a sale (i. e. , unrealized profit), loss of customer goodwill, late charges, and expediting costs. avoid stock-outs) Cost of safety stock (the additional inventory that may be held to help. Cost of carrying, or holding, inventory: the costs of holding or carrying inventory over. Cost of stock-outs : results when demand exceeds the supply of inventory on hand.

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Related Questions

Effect of management evaluation criteria on EOQ model. Computers4 U purchases one model of computer at a wholesale cost of $200 perunit and resells it to end consumers. The annual demand for thecompanyâ??s product is 500,000 units. Ordering costs are $800 perorder and carrying costs are $50 per computer, including $20 in theopportunity cost of holding inventory.
Required
1. Compute the optimal order quantity using the EOQ model.
2. Compute a) the number of orders per year and b) the annualrelevant total cost of ordering and carrying inventory.
3. Assume that when evaluating the manager, the company excludesthe opportunity cost of carrying inventory. If the manager makesthe EOQ decision excluding the opportunity cost of carryinginventory, the relevant carrying cost would be $30 not $50. Howwould this affect the EOQ amount and the actual annual relevantcost of ordering and carrying inventory?
4. What is the cost impact on the company of excluding theopportunity cost of carrying inventory when making EOQ decisions?Why do you think the company currently excludes the opportunitycosts of carrying inventory when evaluating the managerâ??sperformance? What could the company do to encourage the manager tomake decisions more congruent with the goal of reducing totalinventory costs?

Ralph and InventoryManagement

During discussions, Ralph, our hospital stockroom managergestures proudly at the ceiling-high stocked warehouse and statesthat he has never had to turn away any request for any item. Inother words, he is providing his users 100% CSL (cycle servicelevel). We ask him what the average lead times are for the mostused meds and he responds “within 3 days for most items”. He thengoes quiet, as the implications of what he has just said sink in –why keep so much inventory of everything when replenishments areonly 3 days away? Well, he says defensively, after a pregnantpause, “As I said, I have never had to turn any user away and youdon’t know how wildly variable demand can be in a hospital”. Sure,we think, but not so variable as to call for a warehouse full ofmed items! Let’s help Ralph out.

- Pick a few ‘A’ or vital SKUs from inventory,based on importance in terms of sales, profits, stockoutconsequences to customers, or cost of holding.

We pick a high cost and vital item, heart stents, with uncertaindemand.

- Find out the current formal inventorypolicies, if any, in use for those items (and when these wereset).

Ralph uses a continuous inventory management system forstents:

Order size: 300 units per order

ROP: 200 units (inclusive of safety stock of 50 units), i.e.,order whenever the inventory position falls to 200 units

- Find out whether these policies are beingfollowed.

Ralph confirms that he inherited these policies and followsthem.

- Ascertain current operational inventorymanagement parameters.

Ralph provides the following estimates:

Holding cost H = 25% of item cost

Ordering cost S = $100/order

Current supply lead times LT: 3 days stable

Average daily demand d: 50 units/day

Standard deviation of daily demand σd:3units

Actual customer cycle service level: 100%

Item cost: $1000/unit

Assume 365 working days in a year

1. Develop recommended order size (EOQ) and aROP for the selected SKU using the above current operationalinventory management parameters. Maintain CSL at 100%.

a) Recommended EOQ = ? units

b) Recommended ROP = ? units

EOQ = √ (2*D*S)/H; where D = Annualdemand; S = Cost of placing one order; H = Cost of holding 1 unitin inventory for 1 yr

ROP = d * Leadtime + Safety Stock

Safety Stock = z value correspondingto CSL of 100% * σd √LT;

where d is average daily demand,σd = standard deviation of demand, LT = leadtime

# of orders/yr= D/EOQ (order qty)

2. Compute and show the differences inrecommended order size, ROP, and total costs for the selected SKUvs. current figures.

Current System

Total cost = TotalHolding Cost + Total Ordering Cost

= Avg Inventory * H + # of Orders/yr *S

= Avg Inventory * H + (D/Order Qty) *S

= ?

Average Inventory = ? units

Recommended System

Total cost = ?

Average Inventory = ? units

Total cost saving with recommendedsystem comparted to current system= $?

Capital investment avoided = ? (fromreducing average inventory @$1000/unit)

3. Can we do even better?

a) If Ralph could reduce the current lead time of 3 days to 2days without significant cost increases:

Revised ROP = ? units

Reduced safety stock = ? units

Reduced average inventory = ?units

b) If Ralph could reduce the cost of placing an order (S) to say$50 instead of the current $100/order by migrating the orderingprocess to a web based system:

Revised EOQ = ? units

Which means that:

Revised average inventory = ?units

and,

Revised total costs = $?

c) Anything else Ralph can do tolower the Total Cost?

PLEASE SHOW EVERY STEP OFTHIS PROBLEM PRECISILY WHEN SOLVED SO I CAN UNDERSTAND THE STEPS. IWOULD REALLY APPRECIATE IF THE SOLUTIONS WOULD BE SHOWN OUT STEP BYSTEP

Buckshot Electronics is a chain of electronics superstores that is located throughout California. They have 15 locations concentrated primarily in heavily populated areas. They sell thousands of products made by hundreds of different manufacturers. Buckshot sells everything from phones, cameras, DVD players, and video game consoles to large items like televisions.

Sony is one of their larger suppliers. They offer products in nearly every category Buckshot offers to its customers. In fact, Sony sells multiple cell phone models through Buckshot. One such model is the Q9900.

One of Buckshot's San Francisco stores is forecasted to sell about 7800 units of the Q9900 in the coming year. This forecasted demand is about average in terms of Buckshot's 15 other California locations. Presently they order 900 units of the Q9900 every 6 weeks.

Each store fills weekly orders through its Sony Distributor for items like TV's, DVD Players, cameras, and of course, cell phones, in addition to many other items. Orders for cell phones must be made in increments of 100 units. The distributor takes only one order per week, but Buckshot is not obligated to order every item every week. That order is then shipped 2 days later to that individual Buckshot Electronics location by truck.

Buckshot's Central Procurement is looking to save money by investigating order sizes and subsequent order frequency. You are being asked to create a recommendation for order size and time between orders for the Q9900 based on the numbers for this San Francisco location. Answer the questions that follow in order to create a detailed report for your supervisor.

Below are some the key figures important in your analysis:

Q9900 Wholesale Price $ 325.00

Q9900 Retail Price $ 399.00

Annual Per Unit Holding Costs are estimated at 35% of the wholesale cost of the Q9900.

Costs associated with each order include: Order Placement Fees (Documentation, Network Support) $ 250.00 Delivery

(Fuel, Driver, Truck, etc.) $ 350.00

Packaging $ 150.00

Receiving (Inspection, Documentation, etc.) $ 150.00

Labor ( 5 hours @ $10.00/hr) Stocking, Misc. $ 50.00

Questions:

Using Present Lot Size (Q = 900)

According to the information supplied, what is the present annual inventory cost? (In other words, using their present lot size what is the annual inventory cost?) Also, separately identify, the annual cost of purchasing the inventory, the annual holding cost (AHC) and annual ordering cost (AOC).

7. What is the annual cost to purchase the items? (Q = 900) (Choose the closest answer)

8. What is the annual ordering cost, AOC? (Q = 900) (Choose the closest answer)

9. What is the annual holding cost, AHC? (Q = 900) (Choose the closest answer)

10. What is the total annual cost of inventory, TC? (Q = 900) (Choose the closest answer)

Using the Economic Order Quantity (Q=EOQ)

11. What is the EOQ? (Choose the closest answer)

12. Using the calculated EOQ, how often will orders be placed? All answers are in weeks. (Choose the closest answer)

According to the information supplied, what would be the annual inventory cost if they used the calculated EOQ? Also, separately identify the annual holding cost (AHC) and annual ordering cost (AOC).

13. Using the calculated EOQ, what is the annual holding cost (AHC)? (Choose the closest answer)

14. Using the calculated EOQ, what is the annual ordering cost (AOC)? (Choose the closest answer)

15. What is the total annual cost of inventory, TC? (Q = EOQ) (Choose the closest answer)

16. If they could order the EOQ instead of 900, how much would this one store stand to save annually?

17. Why is this not possible for this company to use the calculated EOQ as their order size?

PROPER ORDER SIZE The store must decide how often they want to order. • Remember, the weekly demand is 150 units. • If they order weekly, the store will require at minimum 200 units per week. • If they order every other week, the store will require at minimum 300 units to get to the next ordering period. (150 units per week, 2 weeks.)

18. If they order every 3 weeks, what will be the minimum required order size? Remember, you must abide by the Sony Distributor’s ordering rules.

19. Assume they sell exactly 150 units each week during the three-week period. Based on the appropriate answer to the previous question, how many extra units will they have left at the end of each three-week period?

20. Based on the ordering scenario where orders are placed every 3 weeks, over a 52-week year, how much extra inventory will this store have accumulated? (Take your answer to #19, divide by 3, and then multiply by 52)

21. If they instead order every 2 weeks what will be the minimum required order size? Remember, you must abide by the Sony Distributor’s ordering rules.

22. Assume they sell exactly 150 units per week. Based on the appropriate answer to the previous question, how many extra units will they have left at the end of the 2-week period?

23. Based on the weekly ordering scenario, over a 52-week year, how much extra inventory will this store have accumulated? (Take your answer to #22, divide by 2, and then multiply by 52)

24. Realistically, which of the following options is most attractive? An attractive option is one where the order size is close or equal to the EOQ, abides by the distributor’s ordering rules, and minimizes the amount of unnecessary inventory. (We will call this Q*)

According to the appropriate recommendation you provided in #24, what would be the Total Annual Inventory cost? Also, separately identify, the annual holding cost (AHC) and annual ordering cost (AOC).

25. Using the Q*, what is the annual holding cost (AHC)? (Choose the closest answer)

26. Using the Q*, what is the annual ordering cost (AOC)? (Choose the closest answer)

27. What is the total annual cost of inventory, TC? (Q = Q*) (Choose the closest answer)

28. The total annual savings for this one store using our recommendation (Q*) versus the present lot size of 900, would be:

TOTAL SAVINGS ALL STORES

29. Without store-by-store information it is difficult to say how much this would save the corporation. Nonetheless, using only the numbers for this store it can be said that if the numbers for the other 14 stores are similar there is a potential to save a total of about…Remember, there are 15 stores, total!

Thanks so much in advance! Much appreicated