Parts Emporium Case Study

5001 Words Mar 9th, 2014 21 Pages
Chapter
12

Inventory Management

Discussion Questions

1. The short answer is that higher inventories do not provide an advantage in any of the nine competitive priority categories. The important point is that firms must have the “right amount” of inventory to meet their competitive priorities.
The only relevant costs considered in this chapter are ordering costs, holding costs, and stockout costs. In the economic order quantity (EOQ) model, costs of placing replenishment orders tradeoff against the costs of holding inventory. Under the assumptions of the EOQ, average inventory is one-half of the order quantity. The number of orders placed per year varies inversely with order quantity. When we consider stockout costs, an
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In summary, a case can be made that several competitive priorities are not considered in the EOQ model. It is sometimes difficult to place a dollar value on these competitive advantages, but the advantages invariably go to the low-inventory, small lot-size firm. So if the EOQ is too large, what is the “ideal” lot size? According to the lean philosophy, the “ideal” lot size is one.

2. The continuous review system requires the determination of two parameters: the order quantity and the reorder point. The ordering cost for each firm will decrease, which means that the economic order quantities will decrease. Because of this, there may be some implications for the logistics system. Smaller, more frequent shipments could require more costly less-than-truckload shipments. In addition, while the order quantities will decrease, the reorder points will also decrease because the lead times will be smaller. The supply chain should experience smaller pipeline inventories as a consequence.
If the new information system also reduces the variance of demand or lead times, there can be additional safety stock savings. However, all of these benefits will come at some additional expense for the incorporation of the new system. There will be capital costs for equipment and potential training costs involved.

3. Organizations will never get to the point where inventories are unneeded. Inventories provide many functions and should be managed, not eliminated.

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