【正文】 按需存儲(chǔ)庫(kù)存控制法實(shí)際上是一種定期盤(pán)點(diǎn)的方法。 )2i i iiii i d i i d i iiiO S T I C DT C I C z s k s ETT+輊= + + + 臌邋邋70 CR (2023) Prentice Hall, Inc. Joint Ordering Example Item A B Average daily demand ( d ) 30 75 units Demand std. dev. ( s d ) 8 10 units Average lead time ( LT ) 14 14 days Annual carrying cost ( I ) 25 25 % Procurement cost ( S ) 30 20 $/order wit h mon cost ( O ) 80 $/order Instock probability ( P ) 80 92 % Product value ( C ) 170 200 $/unit Outofstock cost ( k ) 25 45 $/unit Selling days per year 365 365 days Given 71 CR (2023) Prentice Hall, Inc. Joint Ordering Example (Cont’d) Find mon review time days (75)][170(30)[] 20)](302[80 =???=*TFind target quantity (MAX) for item A units =?=?= A*d39。因此可以通過(guò)設(shè)定 T*和 M*控制庫(kù)存。d。 ) 39。在有些制造和再供應(yīng)環(huán)節(jié)中，生產(chǎn)要持續(xù)一定時(shí)間，并且可能和需求同步進(jìn)行。 ——自下而上法 ? 另一種方法是管理一類(lèi)產(chǎn)品而不是管理單獨(dú)一種產(chǎn)品 ——自上而下法 16 ? 供應(yīng)鏈管理鼓勵(lì)管理者將供應(yīng)渠道中更多的部分包括到計(jì)劃過(guò)程中來(lái)，供應(yīng)渠道中多個(gè)層級(jí)的庫(kù)存也成為核心問(wèn)題。 4 CR (2023) Prentice Hall, Inc. Where are Inventories? Material sources Inbound transportation Production Outbound transportation Finished goods warehousing Customers Inventory locations Finished goods Shipping Inventories inprocess Receiving Production materials 94 原料來(lái)源 生產(chǎn) 內(nèi)向運(yùn)輸 外向運(yùn)輸 成品儲(chǔ)存 客戶 原材料 半成品 成品 庫(kù)存選址 5 CR (2023) Prentice Hall, Inc. Reasons for Inventories 首先，保有庫(kù)存可以使生產(chǎn)的批量更大、批次更少，運(yùn)作水平更高，因而產(chǎn)生經(jīng)濟(jì)效益 其次，保有庫(kù)存有助于實(shí)現(xiàn)采購(gòu)和運(yùn)輸中的成本節(jié)約 第三，先期購(gòu)買(mǎi)可以在當(dāng)前交易的低價(jià)位購(gòu)買(mǎi)額外數(shù)量的產(chǎn)品。 ns LT SL TC z x s r z MAX T ROP Q P E s p k s C I S d D LT 39。=?=?=?=======rXzsXROPLTssLTdXdwhere is the normal deviate at a probability of taken from a normal distribution table. 46 ? 平均庫(kù)存 =經(jīng)常性庫(kù)存 +安全庫(kù)存 ? A/L=Q/2+z(s39。d was previously calculated as 3,795 units 54 CR (2023) Prentice Hall, Inc. Reorder Point Control (Cont’d) units 12,872( ))() ](3,79 512)[(102(11,10 7)(=?=?=????????ICEks39。 ==?= xxsand sunit 3096)(263units 63(5)2(100)(1 0)=?=?===)z(s2QAILQ39。 ???=)DC(I)S2(OTiii*where O = mon procurement cost, $/order 訂購(gòu)采購(gòu)的聯(lián)合成本 下標(biāo) i代表某種特定產(chǎn)品 Note: Q* = T*xd CR (2023) Prentice Hall, Inc. 949 69 ? 每種產(chǎn)品的最高庫(kù)存水平 * d ( * ) ( 39。 74 CR (2023) Prentice Hall, Inc. MinMax Inventory Control ~ Q1 Q2 Q* ROP q LT LT Time Quantity on hand M Add increment ROP?q to order size 954 75 CR (2023) Prentice Hall, Inc. Pull Methods (Cont’d) The T, R, M variant This is a bination of the minmax and the periodic review systems. The stock levels are reviewed periodically, but control the release of the replenishment order by whether the reorder point is reached. This method is useful where demand is low, such that small quantities might be released under a periodic review method. 76 CR (2023) Prentice Hall, Inc. Pull Methods (Cont’d) T,R,M variant LT LT T T Time R q Inventory level T = review time R = reorder point M – Q = replenishment quantity 補(bǔ)給量 Q1 Q2 Inventory not below R, so don’t place an order 956 77 CR (2023) Prentice Hall, Inc. Pull Methods (Cont’d) Stock to demand (a periodic review method) 對(duì)某種產(chǎn)品的需求速率進(jìn)行預(yù)測(cè)。1/1 ?=?=Using data from the reorder point under uncertainty example, the service level would be: ,2 )322/6。*i=?=?= iii szdTFind target quantity (MAX) for item B units *39。*=?=?==?=?=LTTssLTTdXdFind MAX MAX = d(T* + LT) + z(s’) = 50( + 3) + () = 470 + = 541 units Rule Review the inventory every weeks and place an order for the difference between the MAX level of 541 units and the quantity on hand + quantity on order – backorders. CR (2023) Prentice Hall, Inc. 942 66 CR (2023) Prentice Hall, Inc. Periodic Review (Cont’d) 總相關(guān)成本 The total relevant cost for this design is: TC = DS/Q + ICQ/2 + ICr + ks’(D/Q)E(z) = 2600(10)/322 + (.10)(5)(322/2) + (.10)(5)(71) + 2 ()(2600/322)(.0034) = $198 Note 與再訂貨的點(diǎn)的方法比（ $182），定期盤(pán)點(diǎn)因?yàn)榘踩潭雀?，所以成本相?duì)較高（ $198） 67 Pull Methods (Cont’d) D a t eIn /C u st o me r S a l esOnh a n d D a t eIn /C u st o me r S a l esOnh a n d D a t eIn /C u st o me r S a l esOnH a n d1 0 / 2 6 B al F w d 80500 2 / 2 C o p i es 50000 35000 3 / 3 0 S u p M ea t s 25000 202301 0 / 2 6 100M 180500 2 / 5 B el G ar 5000 30000 3 / 3 0 C o p i es 50 199501 0 / 3 0 P r o g r essi o n 20230 160500 2 / 6 B el G ar 15000 15000 3 / 3 0 P t r s D v l 5000 149501 0 / 3 0 O g l eb y 25000 135500 2 / 6 S u p erio r 25000 0* 3 / 3 0 B el m o n t 10000 49501 1 / 2 M i d R o ss 15000 120500 2 / 6 U n t S p l y 15000 0* 4 / 2 B erea P r t g 4950 01 1 / 9 U n t S p l y 50000 70500 2 / 6 B erea P r t g 15000 0* 4 / 2 B erea P r t g 15050 0*1 1 / 2 9 B erea Li t 25000 45500 2 / 8 S ag amo r e 5000 0* 4 / 9 R EM 500 0*1 2 / 1 D o l F ed 10000 35500 2 / 1 4 100M 100000 4 / 1 2 M i d R o ss 5000 0*1 2 / 1 3 C ard F ed 20230 15500 2 / 1 5 50M 150000 5 / 7 O h i o O st 5000 0*1 2 / 1 4 B el m o n t 15000 500 2 / 1 6 B el G ar 5000 145000 5 / 8 I n k sp o t s 5000 0*1 2 / 1 5 S h k r S av 5000 500* 2 / 2 1 B el G ar 15000 130000 5 / 8 P r t s D v l 2500 0*1 / 8 B F K 500 0 2 / 2 6 I n k sp o t 5000 125000 5 / 1 1 100M 1000001 / 8 100M 100000 2 / 2 7 Lcl 2 5 U A W 50000 75000 5 / 1 4 B V R 5000 950001 / 8 C ard F ed 30000 70000 2 / 2 8 P t r s D v l 2500 72500 5 / 1 5 G u sw o l d 10000 850001 / 9 P t o f V i ew 10000 60000 2 / 2 8 S h k r S av 25000 47500 5 / 1 6 ES B 15000 700001 / 1 7 A m S afet y 5000 55000 3 / 1 C o p i es 35000 12500 5 / 1 6 S u p erio r 50000 202301 / 2 3 F o st er 15000 40000 3 / 2 U n t d To r 10000 2500 5 / 1 6