San Beda College

Graduate School of Business

OPERATIONS RESEARCH:
INVENTORY MODELS

Presented by:

Phillip Leonard Petate

 INVENTORY MODELS
2

I. Basic EOQ Models

II.Quantity Discounts

III.Economic Lot Size

(ELS)
 Inventory
3

Inventory is any stored resource that is used to

satisfy a current or future need.

Raw materials, work-in-process, andfinished

goods are examples of inventory.
levels for finished goods,
Inventory as clothes
such
dryers, are a direct function of market
demand.
 Inventory
4

By using this demand information, it is

possible to determine how much raw
materials (e.g., sheet metal, paint, and electric
motors in the case of clothes dryers) and
work-in-process are needed to produce the
finished product.
 Types of
5
Inventory
 Raw Materials
Purchased but not processed
 Work-In-Process
Undergone some change but not completed
A function of cycle time for a product
 Maintenance/Repair/Operating (MRO)
Necessary to keep machinery and processes
productive
 Finished Goods
Completed product awaiting shipment
 The Material Flow
6
Cycle
 Importance of Inventory Control
7

Inventory control serves several important functions and

adds a great deal of flexibility to the operation of a firm.

Five main uses of Inventory are as follows:

1. Decoupling Function
2. Storing Resources
3. Irregular Supply and Demand
4. Quantity Discounts
5. Avoiding Stockouts and Shortages
 Inventory Control Decisions
8

Even though there are literally millions of different types

of products manufactured in our society, there are only
two fundamental decisions that you have to make when
controlling inventory:

1. How Much to Order

2. When to Order
 Purpose of Inventory Models
9

The purpose of all inventory models is to determine

how much to order and when to order. As we know,
inventory fulfills many important functions in an
organization. But as the inventory levels go up to
provide these functions, the cost of storing and
holding inventory also increases. Thus, we must
reach a fine balance in establishing inventory
levels.

A major objective in controlling inventory is to

minimize total inventory costs.
 Components of Total Cost
10

Some of the most significant inventory costs are as follows:

1. Cost of the items

2. Cost of ordering
3. Cost of carrying, or holding, inventory
4. Cost of stockouts
5.Cost of safety stock, the additional inventory that may be
held to help avoid stockouts
 Holding, Ordering, and Setup Costs
11

 Holding Cost
The cost of holding or “carrying” inventory over
time.

 Ordering Cost
The cost of placing an order and receiving goods.

 Setup
TheCost
cost to prepare a machine or process
manufacturing an order. for
 Inventory Cost Factors
12
 Independent vs Dependent Demand
13

 Independent Demand
The demand for item is independent
of the demand for any other item in
inventory.

 Dependent Demand
The demand for item is dependent
upon the demand for some other item in
 INVENTORY MODELS
14

I. Basic EOQ
Models
 Basic EOQ Model
15

The Economic Order Quantity (EOQ) model is one

of the oldest and most commonly known inventory
control techniques.

Research on its use dates back to a 1915

publication by Ford W. Harris. This model is still
used by a large number of organizations today.

This technique is relatively easy to use, but it makes

a number of assumptions.
 Basic EOQ Assumptions
16

 Demand is known and constant.

 The lead time - that is, the time between the

placement of the order and the receipt of the
order - is known and constant.

 The receipt of inventory is instantaneous. In

other words, the inventory from an order
arrives in one batch, at one point in time.
 Basic EOQ Assumptions
17

 Quantity discounts are not possible.

 The only variable costs are the cost of placing an

order, ordering cost, and the cost of holding or
storing inventory over time, carrying, or holding,
cost.

 If orders are placed at the right time, stockouts

and shortages can be avoided completely.
 Basic EOQ Assumptions Summary
18

Important Assumptions:
1. Demand is known, constant, and independent
2. Lead time is known and constant
3. Receipt of inventory is instantaneous and
complete
4. Quantity discounts are not possible
5. Only variable costs are setup and holding
6. Stockouts can be completely avoided
 Inventory Usage Over
19
Time
 Inventory Usage Over
20
Time
[Refer to Graph in Slide 19]

With these inventor usage has a

assumptions,
sawtooth shape. In the graph,y Q represents the
amount that is ordered. If this amount is 500 units, all
500 units arrive at one time when an order is
received. Thus, the inventory level jumps from 0 to
500 units. In general, the inventory level increases
from 0 to Q units when an order arrives.
 Inventory Usage Over
21
Time
[Refer to Graph in Slide 19]

Because demand is constant over time, inventory

drops at a uniform rate over time. Another order is
placed such that when the inventory level reaches 0,
the new order is received and the inventory level
again jumps to Q units, represented by the vertical
lines. This process continues indefinitely over time.
 Objective of Basic EOQ Model
22

The objective of most inventory models is to

minimize the total cost. With the assumptions just
given, the significant costs are the ordering cost and
the inventory carrying cost. All other costs, such as
the cost of the inventory itself, are constant. Thus, if
we minimize the sum of the ordering and carrying
costs, we also minimize the total cost.
Total Cost as a Function of Order
Quantity
23
 Objective of Basic EOQ Model
24

[Refer to Graph in Slide 23]

To help visualize this, Slide 23 graphs total cost as a

function of the order quantity, Q. As the value of Q
increases, the total number of orders placed per year
decreases. Hence, the total ordering cost decreases.
However, as the value of Q increases, the carrying
cost increases because the firm has to maintain larger
average inventories.
 Objective of Basic EOQ Model
25

[Refer to Graph in Slide 23]

The optimal order size, Q*, is the quantity that

minimizes the total cost. Note in Slide 23 that Q*
occurs at the point where the ordering cost curve and
the carrying cost curve intersect. This is not by
chance. With this particular type of cost function, the
optimal quantity always occurs at a point where the
ordering cost is equal to the carrying cost.
 Average Inventory Level
26

Now that we have a better understanding of inventory

costs, let us see how we can determine the value of Q*
that minimizes the total cost. In determining the annual
carrying cost, it is convenient to use the average
inventory.

Referring to Slide 19, we see that the on-hand inventory

ranges from a high of Q units to a low of zero units, with
a uniform rate of decrease between these levels. Thus, the
average inventory can be calculated as the average of the
minimum and maximum inventory levels.
 Average Inventory Level
27

That is:

Average Inventory Level = (0 + Q2)/2 = Q/2

We multiply this average inventory by a factor called

the Annual Inventory Carrying Cost Per Unit to
determine the annual inventory cost.
 The EOQ
28

Q
Model
= Number of Units in each Order
Q* = Optimal Number of Pieces per Order
(EOQ) D = Annual Demand in Units for the
Inventory Item S = Setup or Ordering Cost per
Order
H = Holding or Carrying Cost per Unit per
Year
Notes:
The unit holding/carrying cost, H, is usually expressed in
one of two ways:
1. As a fixed cost. For example, H is $0.50 per unit per
year.
2. As a percentage (typically denoted by I) of the
item’s unit purchase cost or
 EOQ - Annual Setup
29
Cost
Q = Number of Units in each Order
Q* = Optimal Number of Pieces per Order (EOQ)
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year

Annual Setup = (Number of Orders Placed per Year)

Cost x (Setup or Order Cost per Order)
Annual Demand Setup/Ordering
=
Number of Units in each Order Cost per Order
D
= (S
)
Q
 EOQ - Annual Holding
30
Cost
Q = Number of Units in each Order
Q* = Optimal Number of Pieces per Order (EOQ)
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
Annual Holding =(Average Inventory Level)
Cost x (Holding Cost per Unit per
Year)
Order Quantity
= (Holding Cost per Unit per
2 Year)
= Q (H
)
2
 The EOQ
Annual Setup Cost = DQ S
31

Q
Model
= Number of Units in each Annual Holding Cost QH
2
=
Q*
Order
= Optimal Number of Pieces per Order (EOQ)
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
Optimal Order Quantity is found when Annual Setup Cost
Equals Annual Holding Cost
DS =Q
H
Q 2
Solving for Q*
(EOQ) 2DS = Q2H

Q2 = 2DS/H
Q* =
 EOQ
32
Example
Let us now apply these formulas to the case of SBC, a
company that buys alarm clocks from a manufacturer
and distributes to retailers. SBC would like to reduce
its inventory cost by determining the optimal number
of alarm clocks to obtain per order. The annual
demand is 1,000 units, the ordering cost is $10 per
order, and the carrying cost is $0.50 per unit per year.
Each alarm clock has a purchase cost of $5. How
many clocks should SBC order each time?
 EOQ
33
Example
Determine the Optimal Number of Alarm Clocks to
Order D = 1,000 Units
S = $10 per Order
H = $0.50 per Unit per Year

Q* =
2
D
2(1,000)(10)
Q* = S = 40,000 = 200 units
H 0.50
 EOQ - Expected Number of
34
Orders
D = 1,000 units Q* = 200 units
S = $10 per order
H = $0.50 per unit per year

Expected = N = Demand D
Number = Q*
of Orders EOQ
N = 1,000 = 5 Orders per
200 Year
 EOQ - Expected Time Between
Orders
35

D = 1,000 units Q* = 200 units

S = $10 per order N = 5 Orders per Year
H = $0.50 per unit per year
250 Working Days per
Year Expected Number of Working
= T= Days per Year
Time Between
Orders N
250
T = 50 Days Between
5
= Orders
EOQ
TBOEOQ = (Working Days per Year)
D
 EOQ - Total
36

Q*
Cost
= Optimal Number of Pieces per Order
(EOQ) D = Annual Demand in Units for the
Inventory Item S = Setup or Ordering Cost for
per Order
H = Holding or Carrying Cost per Unit per Year
P = Purchase Cost per Unit of the Inventory
Total Cost = Total Setup or Ordering Cost
Item
+ Total Holding or Carrying
Cost
+ Total Purchase
= (D/Q* x Cost
S) + (Q*/2 x H) + (P x
D)
 EOQ - Total
37
Cost
Total = Total Setup/Ordering Cost (D/Q* x S)
Cost + Total Holding/Carrying Cost (Q*/2 x
+ Total Purchase Cost H) (P x D)

Observe that the total purchase cost (P x D) does not depend

on the value of Q. This is so because regardless of how many
orders we place each year, or how many units we order each
time, we will still incur the same annual total purchase cost.
 EOQ - Total
38

D = 1,000
Cost Q* = 200 units
S = $10 per Order
Units N = 5 orders per year
H = $0.50 per Unit per Year T = 50 days
P = $5
Total Annual Cost
= Setup Cost + Holding + Purchase
Cost Cost
TC D + Q* + (P x
Q* S 2 H
= D)
TC 1,00 + 200 ($.50) + $5 x 1000
= 0 2
($10 + + $5,000
$50
TC = )$5,100
20
 Purchase Cost of Inventory Items
39

It is often useful to know the value of the average

inventory level in monetary terms. We know that the
average inventory level is Q/2, where Q is the order
quantity. If we order Q* (the EOQ) units each time, the
value of the average inventory can be computed by
multiplying the average inventory by the unit purchase
cost, P. That is:
Average Monetary Value of Inventory
= P x (Q*/2)
 Purchase Cost of Inventory Items
40

D = 1,000 Units Q* = 200 units

S = $10 per Order N = 5 orders per year
H = $0.50 per Unit per Year T = 50 days
P = $5
Average Monetary Value of Inventory

= P x (Q*/2)

= $5 x (200/2)

= $500
 Calculating the Ordering Costs (S) and
Carrying Cost (H) for a Given Value of EOQ
41

EOQ Formula:

In using these formulas, we assumed that the values of the

Ordering Cost (S) and Carrying Cost (H) are known
constants.
S = Q* ² x
H/(2D) H =
2DS/Q* ²
 Calculating the Ordering Costs (S) and
Carrying Cost (H) for a Given Value of EOQ
42

D = 1,000 Units Q* = 200 units

S = $10 per Order N = 5 orders per year
H = $0.50 per Unit per Year T = 50 days
P = $5

S = Q* ² x H/(2D) H = 2DS/Q* ²
= 200² x ($0.50/ 2 x 1,000) = 2 x (1,000 x 10) / 200²
= 40,000 x 0.00025 = 20,000 / 40,000
= $10 per Order = $0.50 per Unit per Year
 Reorder Point
43
(ROP)
Now that we have decided how much to order, we
look at the second inventory question: when to order.
In most simple inventory models, it is assumed that
we have instantaneous inventory receipt. That is, we
assume that a firm waits until its inventory level for a
particular item reaches zero, places an order, and
receives the items in stock immediately.
 Reorder Point
44
(ROP)
In many cases, however, the time between the
placing and receipt of an order, called the Lead
Time, or Delivery Time, is often a few days or even
a few weeks. Thus, the when to order decision is
usually expressed in terms of a reorder point (ROP),
the inventory level at which an order should be
placed.
 Reorder Point
45
(ROP)
 EOQ answers the “How Much” question.

 The Reorder Point (ROP) tells “When” to

order.
Deman Lead Time for a
ROP = d per New Order in
Day Days
=dxL

Where d = D Number of Working Days in a

Year
 Reorder Point
46
Curve
Q*
Inventory Level

Slope = Units/Day = d
(Units)

ROP
(units
)

Time
Lead time =
L (Days)
 Reorder Point
47
Example
Demand = 1,000 Alarm Clocks per Year
250 Working Days in the Year
Lead Time for Orders is 3 Working
Days
D
d= Number of Working Days in a Year
= 1,000/250
= 4 Units per Day
ROP = d x L
= 4 Units per Day x 3 Days
= 12 Units
 INVENTORY MODELS
48

II. Quantity
Discounts
 Quantity Discount
49
Models
To increase sales, many companies offer quantity discounts
to their customers. A quantity discount is simply a
decreased unit cost for an item when it is purchased in
larger quantities. It is not uncommon to have a discount
schedule with several discounts for large orders. See
example below:
Discount Number Discount Quantity Discount Discount Cost
1 0 to 999 0% $5.00

2 1,000 to 1,999 4% $4.80

3 2,000 and over 5% $4.75

 Quantity Discount
50
Models
As can be seen in Slide 49 Table, the normal cost for
the item in this example is $5. When 1,000 to 1,999
units are ordered at one time, the cost per unit drops
to $4.80, and when the quantity ordered at one time
is 2,000 units or more, the cost is $4.75 per unit. As
always, management must decide when and how
much to order. But with quantity discounts, how does
a manager make these decisions?
 Quantity Discount
51
Models
As with previous inventory models discussed so far, the
overall objective is to minimize the total cost. Because
the unit cost for the third discount in Slide 49 Table is
lowest, we might be tempted to order 2,000 units or more
to take advantage of this discount. Placing an order for
that many units, however, might not minimize the total
inventory cost. As the discount quantity goes up, the item
cost goes down, but the carrying cost increases because
the order sizes are large. Thus, the major trade-off when
considering quantity discounts is between the reduced
item cost and the increased carrying cost.
 Quantity Discount
52
Models
Recall that we computed the total cost (including the total
purchase cost) for the EOQ model as follows:

Total Annual
Cost
+ Holding Cost + Purchase
= Setup Cost Cost
= DS + Q* H + (P x
Q* 2
D)
Next, we illustrate the four-step process to determine
the quantity that minimizes the total cost.
4 Steps to Analyze Quantity Discount
Models
53

1. For each discount price, calculate a Q* value, using the

EOQ formula. In quantity discount EOQ models, the unit
carrying cost, H, is typically expressed as a percentage (I)
of the unit purchase cost (P). That is, H = I x P. As a
result, the value of Q* will be different for each
discounted price.

2. For any discount level, if the Q* computed in step 1 is too

low to qualify for the discount, adjust Q* upward to the
lowest quantity that qualifies for the discount. For
example, if Q* for discount 2 in Slide 49 Table turns out
to be 500 units, adjust this value up to 1,000 units.
 Total Cost Curve for the
Quantity Discount
Model
54
 Total Cost Curve for the
55
Quantity Discount
Model
As seen in Slide 54, the total cost curve for the discounts shown in
Slide 49 is broken into three different curves. There are separate
cost curves for the first (0 ≤ Q ≤ 999), second (1,000 ≤ Q ≤
1,999), and third (Q ≥ 2,000) discounts. Look at the total cost
curve for discount 2. The Q* for discount 2 is less than the
allowable discount range of 1,000 to 1,999 units. However, the
total cost at 1,000 units (which is the minimum quantity needed to
get this discount) is still less than the lowest total cost for discount
1.

Thus, step 2 is needed to ensure that we do not discard any

discount level that may indeed produce the minimum total cost.
Note that an order quantity compute in step 1 that is greater than
4 Steps to Analyze Quantity Discount
Models
56

3. Using the Total Cost Equation, compute a total cost for

every Q* determined in steps 1 and 2. If a Q* had to be
adjusted upward because it was below the allowable
quantity range, be sure to use the adjusted Q* value.

4. Select the Q* that has the lowest total cost, as computed

in step 3. It will be the order quantity that minimizes the
total cost.
 Analyzing a Quantity Discount
57 Summary
1. For each discount, calculate Q*

2. If Q* for a discount doesn’t qualify, choose

the smallest possible order size to get the discount

3. Compute the total cost for each Q* or

adjusted value from Step 2

4. Select the Q* that gives the lowest total cost

 Quantity Discount
58
Example
GSB Department Store stocks toy cars. Recently, the
store was given a quantity discount schedule for the
cars, as shown in Slide 49. Thus, the normal cost for the
cars is $5.00. For orders between 1,000 and 1,999
units, the unit cost is $4.80, and for orders of 2,000 or
more units, the unit cost is $4.75. Furthermore, the
ordering cost is $49 per order, the annual demand is
5,000 race cars, and the inventory carrying charge as a
percentage of cost, I, is 20%, or 0.2. What order
quantity will minimize the total cost?
 Quantity Discount
59
Example
Discount Number Discount Quantity Discount Discount Cost
1 0 to 999 0% $5.00

2 1,000 to 1,999 4% $4.80

3 2,000 and over 5% $4.75

D = 5,000 Units
S = $49 per Order Q* =
2
I = 20% of Cost
D
S
H=IxP
H
(Cost)
 Quantity Discount
60
Example
Calculate Q* for every 2DS
Q* =
Discount IP
2(5,000)(49)
Q 1* = = 700 cars/order
(.2)
(5.00)
2(5,000)(49)
Q 2* = = 714 cars/order
(.2)
(4.80)
2(5,000)(49)
Q 3* = = 718 cars/order
(.2)
(4.75)
 Quantity Discount
61
Example
In the GSB Department Store example, observe that
the Q* values for discounts 2 and 3 are too low to be
eligible for the discounted prices (Slide 49 Table).
They are, therefore, adjusted upward to 1,000 and
2,000, respectively.

With these adjusted Q* values, we find that the lowest

total cost of $24,725 results when we use an order
quantity of 1,000 units [See Slide 61 and Slide 62].
 Quantity Discount
62
Example
Calculate Q* for every 2DS
Q* =
Discount IP
2(5,000)(49)
Q 1* = = 700 cars/order
(.2)
(5.00)
2(5,000)(49)
Q 2* = = 714 cars/order
(.2) 1,000 — Adjusted
(4.80)
2(5,000)(49)
Q 3* = = 718 cars/order
(.2) 2,000 — Adjusted
(4.75)
 Quantity Discount
63
Example
Annual Annual Annual
Discount Unit Order Product Ordering Holding
Number Price Quantity Cost Cost Cost Total Cost

1 $5.00 700 $25,000 $350.00 $350 $25,700.00

2 $4.80 1,000 $24,000 $245.00 $480 $24,725.00

3 $4.75 2,000 $23,750 $122.50 $950 $24,822.50

Choose the Price and Quantity that gives the Lowest Total
Cost
Buy 1,000 Units at $4.80 per Unit
 INVENTORY MODELS
64

III. Economic Lot Size

(ELS)
 Economic Lot Size
65
(ELS)
ELS is the quantity of material or units of a
manufactured good that can be produced or
purchased within the lowest unit cost range. It is
determined by reconciling the decreasing unit
cost of larger quantities with the associated
increasing unit cost of handling, storage,
insurance, interest, etc.

(www.businessdictionary.com)
 Economic Lot Size
66
(ELS)
Economic Lot Size (ELS)
A manufacturer must determine the production lot size that
will result in minimum production and storage cost.

Economic Order Quantity (EOQ)

A purchaser must decide what quantity of an item to order
that will result in minimum reordering and storage cost.
 ELS
67
Model
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
p = production rate
d = daily demand

ELS 2DS p


Hp  d
 ELS - Total Annual
68
Cost
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
p = production rate
d = daily demand

C ELS  p  dH  D
 2  p  ELS
S 
 ELS - Time Between Orders
69
(TBO)
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
p = production rate
d = daily demand

TBOELS 
ELS
D
Work Days/Year
 ELS – Production Time per
70
Lot
D = Annual Demand in Units for the Inventory
Item S = Setup or Ordering Cost per Order
H = Holding or Carrying Cost per Unit per Year
p = production rate
d = daily demand

ELS
p
 ELS -
71
Example
A plant manager of a chemical plant must determine the lot size
for a particular chemical that has a steady demand of 30 barrels
per day. The production rate is 190 barrels per day, annual demand
is 10,500 barrels, setup cost is $200, annual holding cost is $0.21
per barrel, and the plant operates 350 days per year.

a. Determine the Economic Production Lot Size (ELS)

b. Determine the Total Annual Setup and Inventory Holding Cost for
this
item (Total Annual Cost)
c. Determine the time between orders (TBO), or cycle length, for the
ELS
 ELS -
72
Example
a. Solving first for the ELS, we
get
210,500$200
ELS  2DS  p 190

 $0.21 190   4,873.4 barrels
H pd 30
b. The total annual cost with the ELS
is
C  ELS  p  d H  D S
2  p  ELS

4,873.4  190  30 10,500
 2  190  $0.21  4,873.4$200
 $430.91 $430.91 
$861.82
 ELS -
73
Example
c. Applying the TBO formula to the ELS, we
get
TBO 
ELS
ELS
Work Days/Year  4,873.4
350
D 10,500
 162.4 or 162 days
d. The production time during each cycle is the
lot size divided by the production rate:

ELS 4,873.4
p  190  25.6 or 26
days
74

Thank
You!
 Reference
75
s
Inventory Control Models
2013 Pearson Education, Inc. publishing as Prentice
Hall

Special Inventory Models

2010 Pearson Education, Inc. publishing as Prentice
Hall

6.3 Further Business Applications: Economic Lot

Size Dr. Grethe Hystad, Mathematics Department
The University of Arizona
(www.math.arizona.edu)