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Supply
Inventory &
warehousing
costs
Production/
purchase Transportation Transportation
costs costs costs
Inventory &
warehousing
costs
Inventory
Order costs
◦ Fixed
◦ Variable
Holding Costs
◦ Insurance
◦ Maintenance and Handling
◦ Taxes
◦ Opportunity Costs
◦ Obsolescence
Role of Cycle Inventory
in a Supply Chain
Lot, or batch size: quantity that a supply chain stage
either produces or orders at a given time.
Cycle inventory is held primarily to take advantage of
economies of scale in the supply chain and reduce
cost within a supply chain.
Cycle inventory: average inventory that builds up in
the supply chain because a supply chain stage either
produces or purchases in lots that are larger than
those demanded by the customer
◦ Q = lot or batch size of an order
◦ D = demand per unit time
Case of jeans at Jean Mart, a department
store
Inventory profile: plot of the inventory level over time
It is assumed here that the demand is stable (while
considering safety inventory, it is not so)
Cycle inventory = Q/2 (depends directly on lot size)
Average flow time = Average inventory / Average flow
rate (Little’s Law) = average length of time that
elapses between the time material enters the supply
chain to the point at which it exits.
But, for any supply chain, average flow rate equals
demand
Thus, average flow time from cycle inventory =
Q/(2D)
Role of Cycle Inventory in a Supply Chain
Q = 1000 units
D = 100 units/day
It takes 10 days for the entire lot to be sold
Cycle inventory = Q/2 = 1000/2 = 500 = Avg inventory level
from cycle inventory
Avg flow time = Q/2D = 1000/(2)(100) = 5 days
Thus, jeans spend in the supply chain an average time of 5
days
Therefore, cycle inventory adds 5 days to the time a unit
spends in the supply chain
Lower cycle inventory is better because:
◦ Average flow time is lower. The larger the cycle inventory, the
longer is the lag time between when a product is produced and
when it is sold. A lower level of cycle inventory is always desirable,
because long time lags leave a firm vulnerable to demand changes
in the marketplace.
◦ Working capital requirements are lower
◦ Lower inventory holding costs
Role of Cycle Inventory
in a Supply Chain
For this we first identify supply chain costs that are influenced by lot
size.
Supply chain costs influenced by lot size:
◦ Material cost = C (average price paid per unit purchased, increasing
lot size might result in availing of price discounts and thus reduce
material cost , $ per unit)
◦ Fixed ordering cost = S (such as administrative cost, trucking cost,
labour cost, all costs that do not vary with the size of the order but
are incurred every time an order is placed, e.g., $400 per truck, if a
lot of 100 pairs, transportation cost will be $4/pair, whereas 1000
pairs means $0.40/pair, thus increasing the lot size decreases the
fixed ordering cost per unit purchased, $ per lot)
◦ Holding cost = H = hC (a combination of the cost of capital, cost of
physically storing the inventory, and the cost that results from the
product being obsolete, reducing lot size and cycle inventory,
reduces the holding cost, H: $ per unit per year, h = cost of holding
$1 in inventory for one year)
Role of Cycle Inventory
in a Supply Chain
Primary role of cycle inventory is to allow
different stages to purchase product in lot
sizes that minimize the sum of material,
ordering, and holding costs
Ideally, cycle inventory decisions should
consider costs across the entire supply
chain, but in practice, each stage generally
makes its own supply chain decisions. This
increases total cycle inventory and total
costs in the supply chain
Economies of Scale
to Exploit Fixed Costs
How do you decide whether to go shopping at a
convenience store or at Sam’s Club?
When we need only a small quantity, we go to the nearby
convenience store because the benefit of a low fixed cost
outweighs the cost of the convenience store’s higher
prices.
When we are buying a large quantity, however, we go to
Sam’s Club (located far away), where the lower prices
over the larger quantity purchased more than make up
for the increase in fixed cost.
Economies of Scale
to Exploit Fixed Costs: different ways
S* = S + sL + sM + sH = 4000+1000+1000+1000 = $7000
n* = Sqrt[(DLhCL+ DMhCM+ DHhCH)/2S*]
= 9.75 (formula obtained by minimizing total annual cost),
where hCL = hCM = hCH = 20% of $500 = $100
Annual order cost = 9.75 x $7000 = $68, 250
QL = DL/n* = 12000/9.75 = 1230
QM = DM/n* = 1200/9.75 = 123
QH = DH/n* = 120/9.75 = 12.3
Cycle inventory = Q/2
Average flow time (in weeks) = (Q/2)/(weekly demand)
Complete Aggregation:
Order All Products Jointly
Litepro Medpro Heavypro
Demand per year 12,000 1,200 120
(D)
Order frequency 9.75/year 9.75/year 9.75/year
(n*)
Optimal order 1,230 123 12.3
size (D/n*)
Cycle inventory 615 61.5 6.15
Annual holding $61,512 $6,151 $615
cost
Average flow 2.67 weeks 2.67 weeks 2.67 weeks
time
$3
$2.96
$2.92
q0 = 0, q1 = 5001, q2 = 10001
C0 = $3.00, C1 = $2.96, C2 = $2.92
D = 120000 units/year, S = $100/lot, h =
0.2
All-Unit Quantity Discount: Example
Step 1: Calculate Q2* = Sqrt[(2DS)/hC2]
= Sqrt[(2)(120000)(100)/(0.2)(2.92)] = 6410
Not feasible (6410 < 10001)
Calculate TC2 using C2 = $2.92 and q2 = 10001
TC2 =
(120000/10001)(100)+(10001/2)(0.2)(2.92)+(120000)(2.9
2)
= $354,520
Step 2: Calculate Q1* = Sqrt[(2DS)/hC1]
=Sqrt[(2)(120000)(100)/(0.2)(2.96)] = 6367
Feasible (5000<6367<10000) Stop
TC1 =
(120000/6367)(100)+(6367/2)(0.2)(2.96)+(120000)(2.96)
= $358,969
TC2 < TC1 The optimal order quantity Q* is q2 = 10001
All-Unit Quantity Discounts
If all units are sold for $3 (no discount), Q0* = 6,324 units. Since
6,324>5000, we should set q1 = 5001 for getting it at $2.96 per unit,
and TC0 = $359,080. However, the optimal quantity to order is
10,001 with discounts. Thus, the quantity discount is an incentive to
order more.
Suppose fixed order cost were reduced to $4 (from $100)
◦ Without discount, Q0* would be reduced to 1265 units, that is, if
fixed cost of ordering is reduced, lot size reduces sharply.
◦ With discount, optimal lot size would still be 10001 units
◦ Thus, the average inventory (flow time) increases.
If the two stages coordinate pricing, p = $4, and let CR = $3.25 per
bottle, market demand is 120,000, the total supply chain profit =
120,000 x ($4 - $2) = $240,000 = ProfitR + ProfitM = (120,000 x (4 –
3.25)) + (120,000 x (3.25-2))
We can thus realize that if each stage sets its price independently,
the supply chain thus loses $240,000 - $180,000 = $60,000 in
profit.
This phenomenon is referred to as double marginalization.
Double marginalization leads to a loss of profit because the supply
chain margin is divided between two stages but each stage makes
its decision considering only its local margin.
There are two pricing schemes that the manufacturer may use to
achieve the coordinated solution and maximize supply chain profits
even though the retailer firm DO acts in a way that maximizes its
own profit: two-part tariff and volume-based quantity discounts.
Two-Part Tariffs
Design a two-part tariff that achieves the
coordinated solution: the manufacturer
charges its entire profit as an up-front
franchise fee and then sells to the retailer at
its cost price.
In the case here, the manufacturer charges
DO a franchise fee of $180,000 (its profit)
and material cost of CS = CR = $2 per bottle.
DO maximizes its profit if p = $4 per bottle. It
has annual sales of 360,000 – 60,000p =
120,000 and profits of $60,000 = ([120,000 x
$4] – [(120,000 x 2) + 180,000)]).
Volume Discounts
Design a volume discount scheme that achieves the
coordinated solution. We recall that 120,000 bottles are
sold per year when the supply chain is coordinated.
The manufacturer must offer DO a volume discount to
encourage DO to purchase this quantity. The
manufacturer thus offers a price CR = $4 per bottle if the
quantity purchased by DO is less than 120,000 and CR =
$3.50 per bottle if the volume is 120,000 or higher.
It is then optimal for DO to order 120,000 units and offer
them at $4 per bottle to the customers. The total profit
earned by DO is (360,000-60,000p) x (p – CR) = $60,000.
The total profit earned by the manufacturer is 120,000 x
(CR - $2) = $180,000, the total supply chain profit
remaining unchanged.
Impact of inventory costs
◦ For products for which a firm has market power, lot
size-based discounts are not optimal for the supply
chain even in the presence of inventory costs
(order and holding).
◦ In such a setting, a two-part tariff or volume-based
discount, with the supplier passing on some fixed
costs with above pricing to the retailer, is needed
for the supply chain to be coordinated and
maximize profits, given the assumption that
customer demand decreases when the retailer
increases price.
Lessons from Discounting Schemes
Lot size-based discounts increase lot size and cycle
inventory in the supply chain.
Lot size-based discounts are justified to achieve
coordination for commodity products. Lot-sized discounts
are based on quantity purchased per lot, not the rate of
purchase.
Volume-based discounts are based on the rate of
purchase or volume purchased on average per year or
month.
Volume-based discounts are compatible with small lots
that reduce cycle inventory.
Lot size-based discounts make sense only when the
manufacturer incurs a very high fixed cost per order.
Volume based discounts with some fixed cost passed on
to retailer are more effective in general
◦ Volume based discounts are better over rolling horizon,
for instance, each week the manufacturer may offer DO
the volume discount based on sales over the last 12
weeks.
Short-Term Discounting: Trade Promotions
Trade promotions are price discounts for a limited period of
time (also may require specific actions from retailers, such
as displays, advertising, etc.)
Key goals for promotions from a manufacturer’s
perspective:
◦ Induce retailers to use price discounts, displays, advertising to
increase sales
◦ Shift inventory from the manufacturer to the retailer and customer
◦ Defend a brand against competition
◦ Goals are not always achieved by a trade promotion
What is the impact on the behavior of the retailer and on the
performance of the supply chain?
Retailer has two primary options in response to a promotion:
◦ Pass through some or all of the promotion to customers to spur sales
◦ Purchase in greater quantity during promotion period to take
advantage of temporary price reduction, but pass through very little of
savings to customers
Short-Term Discounting: Trade Promotions
The first action lowers the price of the product for the
end customer, leading to increased purchases and
thus increased sales for the entire supply chain.
The second action does not increase purchases by
the customer but increases the amount of inventory
held at the retailer increasing the cycle inventory and
the flow time within the supply chain.
A forward buy occurs in the latter case helping
reduce the retailer’s cost of goods after the
promotion ends but it usually increases demand
variability and can decrease supply chain profitability.