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MATERIALS MANAGEMENT
Importance of Materials Management
(corporate policy, organization,research, planning, source
selection)
Value Analysis and Value Engineering
1. Explain Inventory control and describe objectives of inventory control. How do you exercise
inventory control in a mfg co. State types of inventory control.
2. What is EOQ? Explain with the help of a diagram and
calculate EOQ for an item which has a unit cost of Rs 8
and the annual consumption of 8,000 units. Assume cost of
order as Rs 600 and cost of carrying as 30% p.a.
3. What is Lead Time and what are the elements of lead time? What steps will you take to cut
down the lead time?
4. What are the purchasing principles ? Explain each briefly.
5. Draw and describe “ Purchasing Cycle” in detail.
6.Explain ABC analysis and XYZ analysis
Classify the following items in ABC and XYZ categories
(All values in Rs) (put 2 items in each)
ITEM no 1 2 3 4 5 6
Terms in Use
1.Purchasing Function
2. Stores Management
3. Materials Management
4. Supply Chain Management
5. Purchasing Cycle
6. Supplier Evaluation
7. Source Development
8. Sub-contracting
9. Make Or Buy 7
10. Breakeven Analysis
11. Negotiation
12.Forward Auction
13.Reverse Auction
14. E-commerce
15. ROI or IRR
16. ABC Analysis
17. Self Certification
8
Material Management
Terms in Use
18. Tender
19. Purchase budget
20. Budget v/s Target
21. Working Capital
22. Current Assets
23. Current Liabilities
24. Balance Sheet
25. Sources Of Fund
26. Application Of Fund
9
27. Profit and Loss Account
28. Inventory Control
29. Inventory carrying Cost
30. Cost of Ordering
31. Risk Purchasing
32. Interpersonal relations
33. Internal Customer
satisfaction
34. SWOT Analysis
10
11
Importance of Materials Management- Profit Centre
Let us take a case of an industry with a sales turnover of Rs
100 lacs and profit of Rs 10 lacs.
The top mgmt has set a goal of improving the profit to 12
lacs for the next financial year.
We have three options:
1. Increase the price of the product by 20% so that the
profit goes up by 20% from 10 lacs to 12 lacs.
This is not feasible in the competitive market.
2. Increase Sales to 120 lacs, keeping the same profit
margin of 10% . This will mean you have to produce 20%
extra and Marketing has to sell 20% extra. This also is
not easy.
3. Purchase has to save 2 lacs on the total buying of 50 lacs.
This amounts to 4% saving in cost of materials.
13
Functions of Purchase Department
15
Objectives of Materials Management
2. Right Quantity
3. Right Price
4. Right Time
5. Right Source
6. Right Terms
17
Right Quality
5. Value analysis
2. Replenishment system
( For items which have a regular consumption)
3. Buying methods
hand to mouth
scheduled
forward
contract
4. Forecasting the consumption of vast variety of items
circumstances
Right Price
2. Competitive bidding
3. Negotiation
4. Learning curve
6. Right transportation
7. Legal aspects
8. Price renegotiation 20
9. Payment methods
Right time
3.Safety stocks
22
Right Terms
23
Costs involved in the management of materials
3. Ordering costs
7. Freight cost
8. Insurance cost
24
2. Dependability
3. Initiative
4. Co-operation
5. Tactful
6. Integrity
Buy or Lease
29
Buy Or Lease ( why Lease)
When funds are not available with the company and the
equipment is required, leasing is an easy option.
However, the lessee can put a condition that after the lease
period gets over , he shall buy the equipment at the
depreciated value.
At the end of lease period, the lessee has the option to renew
31
the lease or buy the equipment at the predetermined price.
Make OR Buy for Capital equipment
Payback Period OR Return on Investment (ROI)
Payback Period:
•Time taken to get back the investment
•Generally in no of years
•Annual Profit is taken into account
e.g.: if you spend 100 lacs and the profit is
20 lacs p.a. it will take 5 years to get back
the investment.
•This is called payback period
•Payback (years) =investment / profit p.a.
Return on Investment:
This is a reciprocal of payback period and is expressed in terms
of %
ROI = annual profit / investment*100
e.g: investment = 100 lacs,
& profit = 20 lacs p.a.
ROI = (20 /100)*100 = 20 %
32
Topics for Projects
33
9. Purchasing strategy
- single source (seller’s mkt)
- Ten sources (buyer’s mkt)
10. Learning curve
11. Government tender
12. Letter of credit
13. Use of computer in Materials mgmt
14. Purchasing of capital equipment
15. Debt- Equity Ratio
16. Evaluation of Financial health of 5
public Ltd companies- Ratios
17. Six Sigma
18. SQC
19. Working Capital
20. JIT 34
21.Vendor Selection
22. Vendor Evaluation
Negotiation:
A) Price Factor
2) Monopoly source
• Take it or leave it
• Develop second source
• Share the experience with other buyers
• Buyer’s cartel for rationing among
consumers
3) Multiple suppliers
• Price and payment terms major 36
consideration
• Get the best quality at lower price
Negotiation
B) Factors other than Price:
C) Human Skills
38
Negotiation
D) Location of Meeting
39
11. Avoid incoming telephone calls
12. Avoid talking in the language which is
understood by some
13. Offer tea/cold drinks during the
meeting
14. Offer lunch if the meeting goes beyond
lunch time
15. Offer separate room for consultation
16. Do not whisper among your own people
17. Avoid irrelevant discussion
18. Keep the discussions light and
humorous
40
Negotiation
H) Process of Negotiation
J) Negotiating Technique
48
•As a good strategy, the purchaser may
agree to all minor points initially to
gain the confidence of the supplier
deal
L) Precautions in Negotiation
Conclusion:
Negotiation is not a merely price reduction exercise 51
Lead Time
57
total 8125
Order Quantity Table
total 4917
58
Economic Order Quantity
unit price Re 1, cost per order Rs 600
Order No of order Avg Inv Inv Total
Quantity orders Cost Inv Value Carry cost
units Per yr (Rs)
Per yr units (Rs) cost
(Rs)
/ ---------------
EOQ= Q = / 2 M* Co / R* Cc
\/
M = annual consumption in units
Co = cost per order (Assume Rs 600 per
order)
Cc = cost of carrying (Assume 30% p.a.)
R = price per unit
Q = quantity to be ordered
Average inventory = Q/2
Cost of ordering p.a. =( M/Q) *Co
Value of average inventory = R * Q/2
Inventory carrying cost p.a. = Q/2* R * Cc
Total cost = cost of ordering + cost of carrying
Total cost= (M/Q)* Co + (Q/2) * R * Cc 60
We get EOQ when
So (M/Q)* Co = (Q/2) * R * Cc
61
Calculate EOQ
Cc=30% (30/100)
Co= Rs 600 per order
M R
10,000 1,000
25,000 2,500
100,000 10,000
500,000 50,000
62
Inventory Control in Practice
1. Staggered Deliveries
2. Ready Reckoner for EOQ
3. ABC analysis of items
4. A items controlled Daily
5. B items controlled weekly
6. C items controlled monthly
7. Cancellations of orders where the consumption is slow
8. Delay of deliveries where the consumption suspended
for some technical reason
9. Decide min max for all items and adhere to limits
10.Revise the min max once a year for fine tuning
11.Make the list of non moving inventory
12.Make the list of slow moving items
13.Revise the current orders if necessary
14.Consult the functional heads for advance intimation of
change in consumption pattern 63
15.Consult functional heads for new items required
16.Start research for these items
Types of Inventories
1. Raw Material
2. Work in Progress
3. Finished Goods
4. Fuel oils
5. Production stores & Tools
6. Consumables
7. Spares- MRO items
a) Maint spares
b) Overhauling spares
c) Insurance spares
d) Rotable spares
For ABC analysis item 1,2,3 are generally not taken , as they
may constitute 90% of total inventory
Items 1,2,3 are always A items 64
Aims/Objectives of Inventory Control
65
6. Reduce cost by taking best buying decisions
of when to buy and how much to buy
7. Efficient control ensures optimum inventory
carrying cost and acquisition cost
8. Improve management controls
9. Reduce risk due to obsolescence
10. Ensures effective inter departmental co-
ordination
11. Increases profit
66
Inventory Control
XYZ Analysis
68
TECHNIQUES OF INVENTORY
CONTROL
VED….vital,essential,desirable (importance)
GOLF….Govt, ord,local,foreign
69
ABC ANALYSIS
Items are classified according to annual usage value
Very few items which have large annual consumption
value contribute significantly to the total inventory
holding
There are very large no of items which have very
small annual consumption value and their
contribution to total inventory is neglible
Usually 10% of the items account for 70% of the total
annual usage value
The next 20% of the items account for next 20% of
annual usage value
Remaining 70% contribute just 10% of the total
annual usage value 70
ABC ANALYSIS :
CONTROL PROCEDURE
For simplicity one can select:
A items : having annual consumption value of over
Rs 50,000
B items : having annual consumption between Rs
10,000 and Rs 50,000
C Items : having annual consumption value less than
Rs 10,000
Once this classification is done, the frequency of
monitoring these items is decided:
A items :…..everyday
72
ABC ANALYSIS
Item no Annual cons Unit price Annual cons
units Rs Value Rs
1 3000 100 300000
2 10000 11 110000
3 500 200 100000
4 2000 11 22000
5 600 30 18000
6 5000 3 15000
7 1000 12 12000
8 100 100 10000
9 2000 4 8000
10 5000 1 5000
73
ABC ANALYSIS
74
ABC ANALYSIS
Item no Annual cons Unit price Annual cons Cumm value
units Rs Value Rs Rs
1 3000 100 300000 300000 A
2 10000 11 110000 410000 A
3 500 200 100000 510000 B
4 2000 11 22000 532000 B
5 600 30 18000 550000 C
6 5000 3 15000 565000 C
7 1000 12 12000 577000 C
8 100 100 10000 587000 C
9 2000 4 8000 595000 C
10 5000 1 5000 600000 C
75
XYZ ANALYSIS
Item no quantity Unit price Inventory value Cumm value
2 5000 50 250000
9 90 100 9000
1 4000 200 800000
10 500 10 5000
3 2000 50 100000
8 400 25 10000
4 800 100 80000
5 1000 50 50000
7 30 400 12000
6 50 300 15000
76
XYZ ANALYSIS
Item no quantity Unit price Inventory value Cumm value
77
XYZ ANALYSIS
Item no quantity Unit price Inventory value Cumm value
78
INVENTORY CONTROL
PROCEDURE
Keep a watch on ABC and XYZ analysis
simultaneously
Generally A items should be in Z category
P and Q System
81
ORGANIZATION STRUCTURE OF
MATERIALS DEPARTMENT
82
OBJECTIVES OF STORES
MANAGEMENT
Make available a balanced and timely flow of all
materials
Receive, inspect and issue the materials
83
FUNCTIONS OF STORES
MANAGEMENT
1. Monitor inventory on daily basis to ensure timely
availability of materials to the internal customers
2. Identification, codification and describing all items
3. Standardize all items in order to reduce the variety
4. Receipt of all materials
5. Inspection of all materials received
6. Storing all materials in warehouses
7. Stock control: receipt, issue and balance stock
84
FUNCTIONS OF STORES
MANAGEMENT
8. Receive requirements from consumers and issuing
materials as per the requirement
9. Stock records
10. Stock valuation and Stores accounting
11. Stock Taking
12. Stock verification
85
SECTIONS OF STORES
1. Identification
2. Receipt and inspection
3. Stocking and issues
4. Despatch
5. Ledger
6. Stock verification
86
CENTRALIZED & DECENTRALIZED
STORES
If a co has 4/5 plants in the country and they have a
centralized stores at their head quarters it is called
centralized stores and all plants are serviced by this
central stores
The purchasing is done centrally in bulk and the
supplier is directed to deliver required quantity to
every plant as per their schedule
While the economy in cost of aquisition is achieved
by this method, there are quite a few administrative
problems due to which this system is not very popular
in private sector
87
DECENTRALIZED STORES
The co having 4/5 plants in the country will have
their independent stores and the purchasing is also
done independently, it is called decentralized system
Here the co has both advantages of economy as well
as independent efficient working
Each store has networking due to which they can see
the stocks and prices of various items in other
decentralized stores and get urgent requirements from
each other in emergencies
They only need to ensure that the codification of
items is common in all stores
88
STORES ACCOUNTING, STOCK
VERIFICATION & VALUATION
There are two aspects of stores accounting:
1. Physical stock verification
2. Stock valuation
4. Actual price
5. Replacement price
90
6. Standard cost
91