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Graduate School of Natural and Applied Sciences, Dokuz Eylul University, Tinaztepe Campus, 35160 Izmir, Turkey
Department of Industrial Engineering, Dokuz Eylul University, Tinaztepe Campus, 35160 Izmir, Turkey
c
Department of Quantitative Methods, School of Business, Istanbul University, Avcilar, 34180 Istanbul, Turkey
b
a r t i c l e
i n f o
Article history:
Available online 14 July 2014
Keywords:
Multi-product multi-period policy
Continuous review policy
Inventory management
Variable demand
a b s t r a c t
This paper formulates an approach for multi-product multi-period (Q , r) inventory models that calculates
the optimal order quantity and optimal reorder point under the constraints of shelf life, budget, storage
capacity, and extra number of products promotions according to the ordered quantity. Detailed
literature reviews conducted in both elds have uncovered no other study proposing such a multiproduct (Q , r) policy that also has a multi-period aspect and which takes all the aforementioned constraints into consideration. A real case study of a pharmaceutical distributor in Turkey dealing with large
quantities of perishable products, for whom the demand structure varies from product to product and
shows deterministic and variable characteristics, is presented and an easily-applicable (Q , r) model for
distributors operating in this manner proposed. First, the problem is modeled as an integer linear
programming (ILP) model. Next, a genetic algorithm (GA) solution approach with an embedded local
search is proposed to solve larger scale problems. The results indicate that the proposed approach yields
high-quality solutions within reasonable computation times.
2014 Elsevier Ltd. All rights reserved.
1. Introduction
Customer satisfaction has recently become one of the most
important issues for companies as a consequence of globalization,
increased competition, and shrinking prot margins. The most fundamental condition associated with customer satisfaction is the
availability of products upon request. In order for companies to
satisfy this condition, excellent inventory management is essential.
Much research has been conducted on inventory management,
and results have shown that the type of inventory management
needed varies according to the nature of the companies. To construct an inventory management policy, it is therefore necessary
to conduct an in-depth analysis of the nature of the target company. The inventory manager must determine (1) when an order
should be placed, and (2) how much should be ordered. Further,
inventory, production, marketing, and nance managers should
operate in concert in order to reach an agreement on how to
reduce production costs and inventory investments, and increase
customer responsiveness.
Good inventory management is closely linked to the inventory
policy implemented, and is based upon a profound analysis of
Corresponding author. Tel.: +90 5324520069; fax: +90 2123665802.
E-mail address: ilkays@sbbdanismanlik.com (I. Saracoglu).
http://dx.doi.org/10.1016/j.eswa.2014.07.003
0957-4174/ 2014 Elsevier Ltd. All rights reserved.
the system. Harris (1913) rst estimated the economic order quantity to minimize the total cost of keeping stocks and placing orders.
A model was developed for a single product without any
constraints on the assumption that demand is known and lead
time is zero.
However, in many real inventory systems, there is usually
uncertainty with regard to demand and lead time. Continuous
review inventory policy (Q , r) is one of the most common policies
for cases in which the demand is uncertain and a supply lead time
exists. In this policy, an order quantity Q is placed when the inventory level is at or below reorder level r. The (Q , r) policies applied
on single items with xed lead time have been studied by
researchers such as Hadley and Whitin (1963), Federgruen and
Zheng (1992), Zheng (1992), Axster (1993), Kim and Benton
(1995), Axster (2007), Lau and Lau (2008), Mattsson (2010),
Hajiaghaei-Keshteli, Sajadifar, and Haji (2011), and Ang, Song,
Wang, and Zhang (2013).
In actual inventory systems, however, multi-item storage is an
issue typically encountered. For instance, wholesalers, large
distribution chains, and department stores manage an inventory
system comprising a wide range of products. Garman (1976),
Gardner (1983), Hopp, Spearman, and Zhang (1997) formulated
multi-product (Q , r) inventory policy with some constraints such
as inventory investment, service level and order frequency. Jeddi,
8190
Shultes, and Haji (2004) analyzed multi-product stochastic inventory system with backorders, shortages, and budget constraints.
Betts and Johnston (2005) constructed a multi-item (Q , r) model
with the objective of determining an optimal replenishment policy
by reducing risks and increasing prot.
As in most of the inventory management problems, unfortunately, the model is naturally complex for the multi-product case
and it is intractable to control optimal policies analytically due to
the size of the solution domain. Therefore, it is observed that iterative procedures such as heuristics and metaheuristics are used in
order to reach a solution in multi-product inventory systems.
Pasandideh, Niaki, and Tokhmehchi (2011) developed a multi-item
(Q , r) inventory policy for a two-echelon inventory system by using
genetic algorithm (GA). Pasandideh, Niaki, and Nia (2011)
proposed a multi-product EOQ model which does not only consider
the storage capacity, but also assumes the number of orders limited, and they used GA to solve it. Mandal, Maity, Maity, Mondal,
and Maiti (2011) formulated multi-item multi-period production
problems with fuzzy-random parameters and space constraints
and solved using GA. Yang, Chan, and Kumar (2012) developed a
GA approach for solving the multi-retailer, multi-product and
multi-period inventory system with backlogging and transportation capacity. Mousavi, Hajipour, Niaki, and Alikar (2013)
suggested a heuristic using GA and simulated annealing for the
multi-item multi-period inventory control problem with
discounts, time value of money, and ination.
This paper analyzes a pharmaceutical distributor that buys
medicines from pharmaceutical manufacturers and resells them
to pharmacies. The objective of the distributor is to meet the
demands of the pharmacies on time. Because a large number of
distributors is available in the sector, competition is intense.
Consequently, customer satisfaction is viewed with the utmost
priority. However, because distributors have to operate within
the connes of budget constraints, they need to make optimum
use of their budgets. In addition to the budget, shelf life and storage
area for drugs that require cold storage are additional
constraints that have to be satised. Further, pharmaceutical manufacturers may desire to deliver an additional amount of drugs for
free to induce increases in the number of medicines sold in the
pharmacies, instead of offering discounts on the basis of quantity
ordered. A further item to bear in mind is the fact that pharmaceutical manufacturers may provide convenient payment options to
the distributor who, in turn, may pass on these payment options
to the pharmacies. Regarding the pharmaceutical sector, Bijvank
and Vis (2012) provided an overview on the literature for hospital
inventory systems. Lapierre and Ruiz (2007) modeled the
multi-product, multi-period logistics system as a mixed-integer
program under the limitation of storage and manpower capacities,
and developed a tabu search to solve the problem owing to the
large scale of the problem.
This paper constructs a multi-item multi-period (Q , r) inventory
policy considering items with variable demand and determines the
optimal order quantity (Q) and reorder point (r) for each item to
maximize the prot for the pharmaceutical distributor in question,
considering all these constraints.
When we examine the companies in the pharmaceutical sector,
it can be seen that they are using a particular database and the
functionality of their systems is no more than keeping track of past
sales and current stock information. Yet they are not capable of
performing an optimization like the one we are suggesting in this
study. To give an example, among one of the most developed
Enterprise Resource Planning (ERP) programs, SAP uses Materials
Requirements Planning (MRP) and Distribution Requirements
Planning (DRP). MRP makes calculation for the dependent demand
by taking the input value (such as days of supply, lead time, forecast, Master Production Scheduling (MPS), safety stock) introduced
8191
Budget
Service
level
Storage
Inventory
investment
Order
frequency
Backorder
Resource
constraint
Extra
quantity
Lead
time
Demand
Method
F
F
F
F
F
St
D
St
St
D/St
L/H
L/H
L/H
L/H
A
F
F
F
St
St
D
St/H
H
GA
St
St
I/LS
St, D, Se
GA/LS
Lifetime
St: Stochastic; Se: Seasonal; D: Deterministic; F: Fixed; A: Analytical; H: Heuristics; I: Iterative Procedure; L: Lagrangian; GA: Genetic Algorithm; LS: Local Search; R: Random.
Table 2
Published literature dealing with multi-item multi-period inventory models.
Author, year
Lifetime
Demand
Excess
demand
Method
Policy
Lead
time
St
Backlogging
St
HGA
No
shortages
No
shortages
Shortages
Pasandideh et al.
(2013)
Mousavi et al.
(2013)
Single item + multi
period
Perishable
Zhang and Eksioglu
(2009)
Multi-item + multiperiod
Perishable
Developed model in
this paper
No
shortages
No
shortages
GA
Optimal
ordering
Optimal
ordering
Supply
chain
Production
rate
Optimal
ordering
Optimal
ordering
Multi-item + multiperiod
Nonperishable
Veinott (1965)
GA
GA
GA/SA
Budget
Storage
Quantity
discount
No
shortages
Lot-size
St, Se, D
Shortages
GA/LS
(Q ,r)
Lifetime
Extra
quantity
Resource
constraint
St: Stochastic; Se: Seasonal; D: Deterministic; F: Fixed; H: Heuristics; GA: Genetic Algorithm; LS: Local Search; R: Random; HGA: Hybrid Genetic Algorithm.
8192
mdi
li
spi
ppi
csi
sci
hi
Ie
Mi
Ni
wi
I1i,0
shfi
upper_ri
upper_Qi
Uk
Lk
EXi,k
B
storage
BigM
Decision variables
Ii,t
I1i,t
I2i,t
Qi,t
QSi
ri
Yi,t
Ai,t
Bi,t
Di,t,k
8193
MaxZ Q i ; r i
ETSR
T X
N
X
xi;t spi
t1 i1
T X
N
X
I2i;t spi
t1 i1
The total sales revenue obtained during the planned T periods is the
product of the demand quantity and unit sales price. If the incoming
demand is not completely satised, sales loss will occur as a result
of the unmet demand. Expected sales revenue is calculated by
subtracting this sales loss from the sales revenue.
Earnings resulting from the payment term provided by
manufacturer:
N X
T
X
TPFS
Q i;t ppi Ie M i
Manufacturing companies may provide distributors with convenient payment terms for purchased products. When the manufacturer company provides the distributor with the ease to make the
payment after the sales of the product, the distributor indicates
the interest income for not having to make the payment immediately. The earnings that the distributor will obtain during the
planning period as a result of the payment terms is calculated as
in Eq. (5).
Purchasing cost:
TPC
Q i;t ppi
t1 i1
i1 t1
THC
N X
T
X
hi I1i;t
i1 t1
The total holding cost (THC) during the planning period is the product of the available stock quantity at the end of each period and the
periodic holding cost.
Ordering cost:
i 1; . . . ; N; t 1; 2; . . . ; T
N X
T
X
Y i;t csi
i1 t1
ETSC
N X
T
X
sci I2i;t
11
i1 t1
If the demand is higher than the level of the reorder point in period
t, then there can be a shortage quantity, in which case, the expected
total shortage cost (ETSC) is the product of the expected shortage
quantity and the unit shortage cost.
3.1.3. Constraints
The constraints of the model can be grouped into six sets:
budget, storage area, lifetime, inventory balance equations, and
extra quantity. These constraints are explained in detail in the
ensuing subsections.
Inventory balance equations:
If
Ii;t1 6 r i
i 1; . . . ; N; t 1; . . . ; T
12
Then
Q i;t Q i;t;E I1i;t I2i;t I1i;t1 xi;t 0
i 1; . . . ; N; t 1; . . . ; T
13
Else
i1 t1
T X
N
X
If Qi,t > 0, then an order has been placed. Constraint (9) is used to
determine whether an order has been placed or not. The total ordering cost (TOC) is the product of the number of orders given during
the total planning period and the ordering cost.
Expected Total Shortage cost:
9
10
i 1; . . . ; N; t 1; . . . ; T
14
and
Q i;t 0 i 1; . . . ; N; t 1; . . . ; T
15
i 1; . . . ; N; t 1; . . . ; T 16
i 1; . . . ; N; t 1; . . . ; T
17
18
i 1; . . . ; N; t 1; . . . ; T
I1i;t1 I1i;t I2i;t xi;t 6 BigM 1 Ai;t
i 1; . . . ; N; t 1; . . . ; T
Q i;t 6 BigM Ai;t
i 1; . . . ; N; t 1; . . . ; T
19
20
21
22
Q i;t QSi 6 BigM 1 Ai;t
i 1; . . . ; N; t 1; . . . ; T
Q i;t QSi P BigM 1 Ai;t
i 1; . . . ; N; t 1; . . . ; T
23
24
Constraints (23) and (24) assert that the order quantities should be
equal for all the periods if an order has been placed, which is indicated by QSi for each product.
8194
i 1; . . . ; N; t 1; . . . ; T
25
26
27
X
wi
I1i;t1 Q i;t Q i;t;E 6 storage i 1; . . . ; N; t 1; . . . ; T
i2PC
28
This constraint ensures that the maximum inventory level is less
than or equal to the storage area capacity in each period. Because
some products in the storage need a cold environment, storage constraint has to be taken into account for such products.
Budget constraints:
N X
T
X
Q i;t ppi 6 B
29
i1 t1
The product of the order quantity planned for the entire planning
period and the purchasing price should be below the budget. The
distributor should complete the purchasing process without
exceeding this credit limit.
Lifetime constraints:
i 1; . . . ; N; t 1; . . . ; T
30
Q i;t;E
8
EX i;1 ; L1 6 Q i;t < U 1
>
>
>
>
< EX i;2 ; L2 6 Q i;t < U 2
..
>
>
.
>
>
:
EX i;k ; Lk 6 Q i;t < U k
31
In an effort to stay ahead of the competition, manufacturing companies may send various extra quantities, EXi,k, of a product according
to the quantity purchased by the distributor. Constraint (31) shows
the extra quantities offered by a manufacturing company in return
for the quantity ordered. If the distributor places an order for i product between L1 and U1 in t period, s/he will obtain an extra quantity
of EXi,1. These products arrive in storage at no cost and are sold at
the normal sales price to the customer.
32
33
34
k1
K
X
Q i;t;E
EX i;k Di;t;k i 1; . . . ; N; t 1; . . . ; T
35
i1
Q i 6 upper Q i i 1; . . . ; N
36
r i 6 upper ri i 1; . . . ; N
37
8195
ev alx f x pt; x
m
X
b
di x
pt; x p/t
40
41
i1
chromosome
gene
Fig. 1. Gene string and chromosome representation of 2 N matrix.
8196
8197
that virtually all children are different from their parents. The
genes selected for the mutation operator applied in this paper were
randomly changed between the lower and upper limits. The application of the mutation operator is discussed by Eiben and Smith
(2007) and Goldberg (1989).
4.8. Termination criteria
In general, two methods are used for terminating a GA. In the
rst of these methods, the algorithm is terminated after a predened number of generations (iter_num), whereas in the second
method, the algorithm is terminated when no further development
can be obtained in the solution after a predened number of
successive generations. In our proposed GA approach, we use the
former method.
4.9. Parameter optimization
Fig. 3. Only one row applied for crossover.
n
1X
1
n i1 objectiv e function2i
!
41
Iteration
number
iter_num
Population
size
pop_size
Mutation
rate
Pm
Crossover
type
(Pc,1, Pc,2)
Level 1
Level 2
Level 3
200
500
1000
20
50
100
0.05
0.15
0.4
(0.25, 0.50)
(0.33, 0.66)
(0.50, 0.75)
population by changing individuals bit by bit with a small probability Pm 2 [0, 1]. Mutation prevents the algorithm from escaping
the local minima trap. Crossover and mutation operators ensure
8198
Source
DF
Seq SS
Adj SS
Adj MS
Main effects
iter_num
pop_size
Pm
Pe
2-Way interactions
iter_num pop_size
iter_num P m
pop_size P m
Pm Pc
3-Way interactions
pop_size Pm Pc
Residual error
Total
4
1
1
1
1
4
1
1
1
1
1
1
17
26
1492494
455951
28267
965861
42416
522674
112564
137754
27378
244978
227173
227173
1164360
3406701
1802638
455951
36512
1183356
146676
316515
112564
137754
15521
66176
227173
227173
1164360
450660
455951
36512
1183356
146676
79129
112564
137754
15521
66176
227173
227173
68492
6.58
6.66
0.53
17.28
2.14
1.16
1.64
2.01
0.23
0.97
3.32
3.32
0.002
0.019a
0.475
0.001a
0.162
0.365
0.217
0.174
0.640
0.339
0.086
0.086
Table 5
Response table for signal-to-noise ratios (larger is better).
Level
Iteration
Population
Mutation
Crossover
1
2
3
Delta
Rank
86.77
86.86
86.91
0.14
2
86.81
86.90
86.85
0.09
4
86.94
86.85
86.76
0.18
1
86.80
86.92
86.83
0.13
3
have the same rank values. The mutation parameter has the greatest effect on both the S/N ratio and the average. Iteration number
has the second- greatest effect, followed by crossover and population, respectively. As seen in Table 5, the levels with S/N ratio that
give the greatest value are the levels that are effective in the
solution. Finally, the parameter values that we should use are as
follows: {Pm = 0.05, iter_num = 1000, Pc,1, Pc,2 = (0.33, 0.66), and
pop_size = 50}.
5. Computational study
In this section, various test problems with varying numbers of
products and periods are solved and results compared with the
results of the ILP model in order to evaluate the performance of
the proposed GA. We used LINGO 9.0 software to solve the ILP
model and terminated the execution of the model after ve hours.
The optimality of the solutions in the rows marked with asterisks
was not conrmed because LINGO could not complete its search
for an optimal solution within the specied time limit. The GA
solutions were obtained from a MATLAB 7.11 implementation.
All test problems were solved on an Intel Core Duo PC with a
P8700@2.53 GHz CPU and 4.00 GB RAM.
Table 6 shows the total prot value and CPU time (seconds)
results of the ILP model and the proposed GA. The proposed GA
Table 6
Results obtained by ILP and the proposed GA.
Problem type
2P_4T
2P_8T
2P_10T
2P_11T
2P_12T
2P_14T
2P_15T
3P_4T
3P_8T
3P_10T
4P_4T
4P_8T
5P_4T
5P_8T
6P_4T
6P_8T
7P_4T
7P_8T
8P_4T
a
Product no
2
2
2
2
2
2
2
3
3
3
4
4
5
5
6
6
7
7
8
Period no
4
8
10
11
12
14
15
4
8
10
4
8
4
8
4
8
4
8
4
GAP (%)
ILP
Proposed GA-best
9792.86
19510.75
27606.49
30467.76
33870.36
40200.92a
43840.68a
10566.50
23531.93
29122.90a
10987.09
22621.60a
10984.86
24034.04a
11115.78
22237.50a
11146.60
21534.83a
11162.11a
9624.49
19221.80
27606.49
30466.99
33630.79
40200.92
43858.74
10566.50
23531.93
32004.85
10385.54
23029.78
10947.90
23828.11
11071.98
23852.91
11146.60
23493.55
11149.30
1.72
1.48
0.00
0.00
0.71
0.00
0.04
0.00
0.00
9.90
5.48
1.80
0.34
0.86
0.39
7.26
0.00
9.10
0.11
Proposed GA
5.00
69.00
756.00
1457.00
13698.00
18000.00
18000.00
26.00
17259.00
18000.00
54.00
18000.00
162.00
18000.00
596.00
18000.00
2812.00
18000.00
18000.00
22.80
29.87
32.51
35.27
35.45
39.00
40.73
36.44
41.82
53.77
44.45
57.43
55.31
83.67
68.17
98.73
83.64
111.51
104.92
GAP (%)
356.00
56.71
95.70
97.58
99.74
99.78
99.77
40.15
99.76
99.70
17.69
99.68
65.86
99.53
88.56
99.45
97.03
99.38
99.42
terminated when the iteration number reached 1000, and 20 replications were applied in order to nd the best value for the prot.
The table shows that better results can be obtained with GA in
much shorter computation times.
We calculated GAP (%) values for the total prot and solution
times using Eq. (42) in order to clearly compare the solution results
and times achieved by the ILP model and the GA approach. The
values computed are shown in Table 6.
GAP%
42
8199
sci Q i hi =1 FrX i
43
Table 7
Products selected to represent the various groups along with their descriptions.
Product name
ABC class
Demand type
Product description
Pro1
Pro2
Pro3
Pro4
Pro5
Pro6
Pro7
Pro8
Pro9
A
A
A
B
B
B
C
C
C
Deterministic
Seasonal
Variable
Deterministic
Seasonal
Variable
Deterministic
Seasonal
Variable
8200
Table 8
Input data for the products.
Product i
1
102
59.70
63.88
0.21
10
2.14
15
12
8
0
12
0
156
1
206
17.26
18.64
0.06
10
1.09
15
16
12
1
12
0
186
1
132
55.39
59.27
0.20
10
1.64
15
17
10
1
24
0
412
1
462
3.40
3.70
0.01
10
0.47
15
3
3
0
16
0
187
1
159
8.05
8.80
0.03
10
0.66
15
12
8
1
10
1500
753
1
95
17.30
18.70
0.06
10
2.27
15
17
12
1
36
0
26
1
5
1209.79
1233.99
4.31
10
43.14
15
12
8
0
12
0
2
1
294
3.40
3.70
0.01
10
0.74
15
17
12
1
36
0
49
1
308
2.72
3.00
0.01
10
0.71
15
8
4
1
36
0
43
Table 9
Extra promotional quantities offered with some products.
Pro2
Pro3
Pro4
Pro5
Pro6
Lower
limits
Upper
limits
Extra
quantities
Lower
limits
Upper
limits
Extra
quantities
Lower
limits
Upper
limits
Extra
quantities
Lower
limits
Upper
limits
Extra
quantities
Lower
limits
Upper
limits
Extra
quantities
10
50
100
150
200
250
400
49
99
149
199
249
399
599
0
4
5
10
15
18
39
0
5
10
20
50
250
500
4
9
19
49
249
499
999
0
1
3
8
30
250
500
0
5
10
50
100
250
500
4
9
49
99
249
499
749
0
5
15
90
240
750
1500
0
5
10
50
100
250
500
4
9
49
99
249
499
and
more
0
0
5
10
100
100
200
0
5
9
16
26
63
96
4
8
15
25
62
95
160
0
1
2
4
6
10
24
600
1200
1199
and
more
119
500
1000
1500
1499
2999
1000
1500
750
1000
999
1999
2250
3000
161
242
241
338
34
54
3000
and
more
3000
2000
2499
6000
339
and
more
78
2500
and
more
7500
Table 10
The lower and upper bounds for the (Q, r) decision variables.
Products
Pro1
Pro2
Pro3
Pro4
Pro5
Pro6
Pro7
Pro8
Pro9
lower_Qi
upper_Qi
lower_ri
upper_ri
0
400
0
400
0
760
0
480
0
480
0
640
0
1700
0
480
0
1212
0
964
0
360
0
100
0
20
0
20
0
1080
0
192
0
1120
0
180
Table 11
Solution results for the Pharmaceutical Distributor.
Products
Pro1
Pro2
Pro3
Pro4
Pro5
Pro6
Pro7
Pro8
Pro9
Total
Q
r
Expected total sales revenue
(ETSR) ($)
Total earning from payment
term TPFS ($)
Total purchasing cost (TPC) ($)
Total losing from payment term
(TLPFC) ($)
Total holding cost (THC) ($)
Total ordering cost (TOC) ($)
Expected total shortage cost
(ETSC) ($)
Expected total shortage
quantity (ETSQ) (Unit)
Expected total prot (ETPR) ($)
241
101
332170.8
600
203
127178.72
500
392
383785.40
121
182
23125.44
100
237
134714.72
96
30
23087.81
6
5
320834.80
133
59
8230.65
207
73
6919.84
1360048.20
10514.53
4564.92
5541.76
60.84
668.43
809.14
13577.47
360.89
150.21
36248.23
302141.70
7706.36
98382.00
4425.81
191095.5
11129.77
6993.80
201.19
57624.00
1562.69
17438.40
803.45
312125.82
13956.31
7777.84
286.42
6474.96
80.27
1000054.02
40152.30
216.43
105
53.13
568.92
430
0
43.39
172
151.18
3182.3
38.5
71778.93
5280.54
7331.21
1309.56
210
0
0
31317.70
1517.20
95
389.574
282.3
26934.04
8155.28
69
3089.644
796.3
175787.97
100.63
170
0
0
15720.66
497.0025
420
3500.53
487.7
160.69
68.19
115
1.224
12476.62
1786.00
7185.28
5.1
4792.2
330.41
334642.19
.
.
Fig. 6. Prot versus inventory holding cost % change.
.
.
In accordance with actual company values, the inventory holding cost was taken as 18.51% of one unit purchasing cost. For this
reason, we researched how our expected maximum prot value
will change for a 40% change in the inventory holding cost. If
the inventory holding cost decreases by 40%, then the expected
maximum prot value increases by 1.47%. If the inventory holding
cost increases by 40%, then the expected maximum prot value is
observed to decrease by 4.37%. The effect of inventory holding cost
change on the expected maximum prot value is depicted in Fig. 6.
We estimated ordering cost at $10 per order. When the ordering
cost decreases by 50%, the change in the expected maximum prot
value is only 0.69%. Further, when the ordering cost increases by
50%, there is a 0.52% decrease in the prot value. The change for
the ordering cost and the expected maximum prot value is shown
in Fig. 7.
In accordance with actual company values, we assumed stockout cost as a loss from the prot. The obtained stockout cost corresponded to 90% customer service level (CSL). If CSL is chosen as
99%, the prot value decreases by 11.82%, whereas if CSL is chosen
as 99.5%, the prot value decreases by 20.07%. Thus, we can assert
that CSL has an important effect on the prot value. Stock holding
cost increases as the service level increases. The effect of service
level change on the expected maximum prot value is shown in
Fig. 8.
7. Conclusions
.
.
.
8201
ordering, and stockout cost data given in Table 8. The computational time for an average replication was 2,737.07 s.
According to the current policy adopted by the company, they
examine the stocks one by one every week and place an order if
their budget is available considering the promotions and sales
within the last three months. Moreover, the calculation of reorder
point and xed-order quantity in the sector has been determined
to be very useful as a result of the negotiations. We are in constant
cooperation with the company and in case the purchases suggested
by us are applied, the following benets can be observed compared
to their own purchases. For example; for Pro2, whereas the prot
of the company at the end of its purchases is 32,456.81$, it would
be possible to obtain a prot of 26,934.04$ if the purchase policy
suggested by us were used.
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