重庆大学经济与工商管理学院管理会计课件 chapter11.pptVIP

Inventory Management存货管理 Learning Objectives Describe the traditional inventory management model. Describe JIT适时生产 inventory management. Learning Objectives Describe the theory of constraints and explain how it can be used to manage inventory. Basics of Traditional Inventory Management Inventory Costs 1. Ordering Costs: The costs of placing and receiving an order Examples: clerical costs, documents, insurance for shipment, and unloading. 2. Setup Costs: The costs of preparing equipment and facilities so they can be used to produce a particular product or component Examples: setup labour, lost income (from idled facilities), and test runs. When a firm produces the goods internally, ordering costs are replaced by setup costs. Inventory Costs (continued) 3. Carrying Costs: The costs of keeping inventory Examples: insurance, obsolescence, opportunity cost of funds tied up in inventory, handling costs and storage space. 4. Stockout Costs: The costs of not having sufficient inventory Examples: lost sales (both current and future), costs of expediting (increased transportation charges, overtime, etc.) and the costs of interrupted production. Why Inventory Is Needed:Traditional View Dealing with uncertainty of demand Dealing with uncertainty of supply Dealing with unreliable production processes Why Inventory Is Needed:  Traditional View (continued) To buffer against production interruptions To take advantage of discounts To hedge against future price increases An Inventory Model An EOQ Illustration Reorder Point再订货点 When Demand is Certain Reorder point = Rate of usage x Lead time Example: Assume that the average rate of usage is 50 units per day for a component. Assume also that the time required to place and receive an order is 4 days. What is the reorder point? Reorder point = 4 x 50 = 200 units Thus, an order should be placed when inventory drops to 200 units. Reorder Point When Demand is Uncerta