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8/9/2019 Effective Inventory Management
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It's easy to turn cash intoinventory... the challenge is to turn
inventory back into cash!
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The meaning of inventory is µstock of goods¶.Inaccounting language it may include:
(a)RAW MATERIAL: They are required to carry out
production acivities uninterruptedly.(b)WORK-IN-PROGRESS:It is a stage of stocks
between raw material & finished goods.(c)CONSUMABLES :These are needed to
smoothen the process of production.(d)FINISHED GOODS: These are the goods which
are ready for the consumers.(e)SPARES: Form a part of inventory
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An efficient system of inventory
management will determine
(a) what to purchase(b)how much to purchase
(c)from where to purchase
(d) where to store
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Inventory management is primarily about
specifying the size and placement of
stocked goods. Inventory management isrequired at different locations within a
facility or within multiple locations of a
supply network to protect the regular and
planned course of production against therandom disturbance of running out of
materials or goods.
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The scope of inventory management alsoconcerns the fine lines betweenreplenishment lead time, carrying costs of
inventory, asset management, inventoryforecasting, inventory valuation, inventoryvisibility, future inventory price forecasting,physical inventory, available physical space
for inventory, quality management,replenishment, returns and defective goodsand demand forecasting.
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Successful inventory management
involves balancing the costs of inventory
with the benefits of inventory. Many smallbusiness owners fail to appreciate fully the
true costs of carrying inventory, which
include not only direct costs of storage,
insurance and taxes, but also the cost of money tied up in inventory.
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DETERMINATION OF STOCK LEVEL:
(a)MINIMUM LEVEL=rerdering level-(normal
consumption * normal reordering period )(b)MAXIMUM LEVEL=reordering level+
reordering quantity ± (minimum consumption* minimum reordering period )
(C) D ANGER LEVEL=consumption * maximumreorder priod
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Safety stock is a buffer to meet someunanticipated increase in usage.
Two cost are involved in the determination
1.OPPORTUNITY COST OF STOCK OUTS2.CARRYING COST
INVE
NT
ORY
TU
RNOVE
R RAT
IO: INVENTORY TURNOVER RATIO=COSTOFGOOD SOLD /AVERAGE INVENTRYAT COST
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The materials are divided into three categoriesviz, A ,B &C
CATEGORY-A:U
nder this almost 10% of the items contribute to70% of value of consumption.CATEGORY-B:Under this category 20% of the items contribute
about 20% of value of consumption.
CATE
GORY
-C:Under this category about 70% of items of materialcontribute only 10% of value of consumption.
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X: Items with high inventory value
Y: Items with moderate inventory value Z: Items with low inventory value
The basis of control is the annual closing inventory value
FNSD Control: F: Fast moving Items N: Normal moving Items S: Slow moving Items
D: Dead items The basis of control is the Usage rate
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Selective Control
Technique
Basis of classification Chief Use
ABC Consumption value Controlling RM, WIP andcomponents
VED Criticality of item Determining the inventory
level of spare parts
XYZ Value of item in storage Reviewing the inventories &
other uses
FNSD Consumption rate of item Controlling obsolescence
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Budgets are good management tools. Unfortunately, fewdistributors maintain budgets and projections for what isprobably their largest asset, inventory. It is critical to thesuccess of your inventory management system, and your business in general, to develop a budget for the value of
stocked inventory maintained in each warehouse. This budgetis referred to as the "target inventory investment."
To calculate your target inventory investment, we use avariation of the formula used to calculate inventory turnover:
Target Inventory Investment =Projected Annual Cost of Goods Sold from Stock SalesTarget Inventory Turnover
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Replenishment is normally based on safety stock quantities,order points, line points, and standard order quantities:
S AFETY STOCK QU ANTITY: The "insurance" inventorymaintained in stock to protect you from stock outs resulting
from unexpected customer demand or vendor shipmentdelays.
ORDER POINT: The Safety Stock Quantity plus predicteddemand during the anticipated lead time.
The Order Point plus predicted demand during the supplier review or order cycle; the normal length of time between
typical replenishment orders with the supplier
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Inventory carrying costs
These costs closely depend upon the
quantities ordered and comprise of elements
like insurance, deterioration, rental for storagespace, operating cost for store and the cost of
funds locked up in inventory.
This cost is expressed as cost per unit time
per rupee invested in inventory.
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Shortage costs If a firm is not able to meet the demand of
customer for want of stock on hand, we can
attribute a certain cost to this.
x Loss of sale case
x Back ordering
x Cost of procuring an item on an emergency basis.
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60% of orders received contain mistakes
Salespeople spend 40% of time fixing
problems instead of selling ABC estimates that electronic commerce
will reduce cost of processing purchase
order from Rs.150 to Rs.25
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Developed system to link its 50
wholesalers to its central warehouse
If customer needs product and wholesaler is low, product shipped directly from
central warehouse to customer
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