Stok Yönetimi

STOK YNETM
Yrd. Do. Dr. Mehmet S. lkay
29 -30 Nisan 2006 Kayseri
Gnn Program
Isnma Stok kavram Stok bulundurmann nedenleri Stoklarn fonksiyonlar Stoklarn snflandrlmas Stok maliyetleri Stok kontrolnn amalar Etkin stok ynetimi Stoklarn ABC Yntemine gre snflandrlmas
2
Stok Nedir?
Belli bir zamanda elde tutulan mal veya malzeme miktar Gelecekteki talebi karlamak iin tutulan stok kalemleridir Purpose of inventory management

how many units to order when to order

3
rnekler
malat firmalar ham madde, hazr para, yar mamul, mamul, yedek para, .... stoklar Maazalar giyim eyas, ayakkab, mobilya, krtasiye, elektronik cihazlar, bulundurur Hastaneler ila, tbbi malzeme, tbbi cihazlar, stoklar Supermarketler stock gda rnleri, iecekler, ev rnleri, stoklar
Stok Bulundurmann Nedenleri

Sat frsatlarn karmamak Stok kalemlerinin arznda, mteri talebinde ve tedarik sresindeki belirsizliklere kar korunmak Satn alma ve tama maliyetlerini en aza indirmek Miktar skontosundan faydalanmak Fiyat art beklentisi
Yrd. Do. Dr. Mehmet S. lkay 6
Stoklarn Fonksiyonlar
1. Tahmin edilen talebi karlamak: Tahmini stok ortalama talep 2. retim ihtiyalarn karlamak 3. Faaliyetleri dengelemek: Ara stoklar 4. Stok yokluuna kar korunmak: Emniyet stoku belirsizlik 5. Sipari dnemlerinin avantajndan faydalanmak: Dnem stoku parti 6. Faaliyetlerin devam etmesini salamak: Yar-mamul, boru hatt stoklar
Stoklarn Snflandrlmas
Ham maddeler Hazr paralar Yar-mamuller (Ksmen tamamlanm) Mamuller
Arz
retim Stok Ak Sreci (Satn alma)
Ham madde & Hazr para
Kalite Kontrol)
Yar-mamul
(Kalite Kontrol)
Mamul
(Pazarlama) Talep
Talebin iki ekli

Baml
Demand for items used to produce final products Tires stored at a Goodyear plant are an example of a dependent demand item Demand for items used by external customers Cars, appliances, computers, and houses are examples of independent demand inventory
10
Bamsz

Type of Inventory
Type of Organization
Supplies Raw Materials In-Process Goods Finished Goods
A. Retail systems 1. Sale of goods 2. Sale of services B. Wholesale / Distribution systems
* * * * * * * * *
* *
C. Manufacturing systems 1. Special project * 2. Intermittent process * . 3. Continuous process
a. Process industries b. Repetitive mfging.
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Inadequate control of inventories can result in both under- and overstocking of items.
Understocking (too few) results in missed deliveries, lost sales, dissatisfied customers, and production bottlenecks (idle workers or machines). Resulting underage cost. Overstocking (too many) ties up funds that might be more productive elsewhere. Resulting overage cost.
Goal: matching supply with demand!
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Stok Kontrolnn Amalar

To achieve satisfactory levels of customer service while keeping inventory costs within reasonable bounds
Right goods, right place, right time, right quantity
Two fundamental decisions: When to order (timing) How much to order (size)
Performans lleri
1. Customer satisfaction: the number and quantity of backorders, customer complaints.
Type I service level: proportion of times that demand is met.
Easy to measure Does not reflect how much demand has been satisfied Type II service level (fill rate): proportion of demand that is satisfied. A favorable measure of service! Requires information on lost sales, which may be unobservable or expensive to track
Performans lmleri
2. Inventory turnover

The higher, the better more efficient use of inventory Desirable number of turns depend on industry and profit margin
Turnover
Annual cost of goods sold = Average inventory investment
3. Days of inventory on-hand: the expected number of days of sales that can be supplied from existing inventory.
Etkin Stok Sistemleri?
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Etkin Stok Ynetimi

1. Stoklar takip etmek iin bir sistem 2. Gvenilir bir talep tahmini 3. Tedarik sresi ve tedarik sresindeki deikenliin bilinmesi 4. Stok maliyetlerinin makul birer tahmini

Stok bulundurma maliyeti Sipari maliyeti Stok bulundurmama maliyeti
5. Bir snflandrma sistemi

1. Stok Takip Sistemleri

Periodic system: Physical count of items made at periodic intervals (weekly, monthly) - Good: Economics of scale - Bad: Lack of control between reviews, carry extra stock to protect against shortages between reviews Continuous (perpetual) system: System that keeps track of removals from inventory continuously, thus monitoring current levels of each item. Fixed quantity is ordered when a certain level is reached - Good: keep constant count of inventory, fixed order quantity - Bad: higher record keeping cost, periodic inventory counting is still required
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Stok Takip Sistemleri

ift kutu sistemi: ki kutu stok tut; birinci kutu boaldnda sipari ver - yi: Basit, ucuz, her stok ekiinde kayt tutmay gerektirmez - Kt: Baz nedenlerle yeniden sipari kart siparii veren personele ulamayabilir Uluslar aras rn Kodu (UPC): zerinde rnle ilgili bilgilerin yer ald barkode bir etiket zerine yazdrlarak rnn zerine yaptrlr
-
yi:
1) Hz ve doruluu arttrr, 2) Srekli stok bilgisi salar, 3) Mteri servis seviyesini arttrr,
0
214800 232087768
4) Aralklarla stok belirleme ihtiyacn ortadan kaldrr

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2. Talep Tahmini
Talebin miktar ve zaman olarak gvenilir olarak tahmini
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3. Tedarik Sresi Bilgisi

Tedarik Sresi: Sipariin verilmesi ile alnmas arasnda geen sre - Tedarik sresindeki deikenlik: Stok teslimleri arasnda stok bulundurmama riskini azaltmak iin ilave stok bulundurma ihtiyac
4. Stok Maliyetleri
a. Sabit sipari / hazrlk maliyeti: Stoklar sipari verme / retme ve teslim alma maliyeti.
Sipari verme maliyeti Ne kadar ihtiya olduunu belirleme, uygun satclar bulma siparii verme Tama maliyeti Depoya tamak
Bu maliyetler sipari miktarndan
Gelen rnlerin miktar ve kalite muayenelerini yapmak bamszdr.
Sabit sipari maliyeti genel olarak sipari bana sabit bir tutar olarak ifade edilir, sipari byklnden bamszdr.
4. Stok Maliyetleri (Devam)

a. Birim sipari/retim maliyeti: bir birim stoku elde etme maliyeti.

Stok kaleminin birim maliyeti Tama maliyeti Depoya tama

Miktara dayanr
rnlerim miktar ve kalite kontrollerinin yaplmas
Birim sipari maliyeti genel olarak birim bana parasal tutar olarak ifade edilir.

b. Stok bulundurma aliyeti: Stoklarn fiziksel olarak depoda tutulmas esnasnda katlanlan maliyetlerdir.
Faiz Sigorta Vergi Deerinin dmesi Modasnn gemesi Bozulma
rme alnma krlma Depolama maliyetleri (stma, aydnlatma, kira, gvenlik) Frsat maliyeti
Stok bulundurma maliyetleri aadaki iki yoldan biriyle ifade edilir: 1. Birim fiyatn bir oran olarak 2. Birim bana parasal bir tutar olarak Yrd. Do. Dr. Mehmet S. lkay 24

c. Stok bulundurmama maliyetleri: Talebin arz amas durumunda ortaya kan maliyetlerdir. Sat yapamamann frsat maliyeti Ticari itibarn zarar grmesi Gecikme cezas retim kaybndan doan maliyet Genellikle stok bulundurmama maliyetini tespit etmek zordur.
Stok kontrolnn bir amac da bu maliyetleri dengeleyerek toplam maliyeti minimize etmektir
5. Snflandrma Sistemleri
ABC Snflandrma Sistemi: Stoklar baz nem lleri ve kontrol edilme abalarna gre snflandrma sistemidir.
A - ok nemli B - orta nemli C - az nemli
Yksek Yllk Stok Deeri Dk
A B C
Az ok
Stok kalemi says

ABC Snflandrma
A Snf

Birimlerin %5 -15 Deerin %70 - 80 Birimlerin %30 Deerin %15 Birimlerin % 50 - 60 Deerin % 5 - 10
B Snf
C Snf

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ABC Yaklamnn Kullanm

A Snf
Bu grupta yer alan stoklarn yakndan izlenmesi gerekir. Stoklar genellikle az miktarlarda sipari edilir, mteri servis seviyesini yksek tutmak iin sk sk gzden geirilir. Genellikle byk miktarlarda sipari edilir, yakndan izlemeyi gerektirmez.
C Snf
B Snf bu iki ekstremin arasnda bir yol izlenir

ABC Yntemine Gre Snflandrma: rnek

rn 1 2 3 4 5 6 7 8 9 10
Birim Maliyet 60 350 30 80 30 20 10 320 510 20
Yllk Kullanm 90 40 130 60 100 180 170 50 60 120

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ABC Yntemine Gre Snflandrma: rnek (devam)

rn Toplam PART Deeri % Toplam % Toplam UNIT COST Miktarn ANNUAL USAGE Deerin % Kmlatif
9 30,600 35.9 6.0 1 $ 60 8 16,000 18.7 5.0 2 350 2 14,000 16.4 4.0 3 30 1 5,400 6.3 9.0 4 80 4 4,800 5.6 6.0 5 30 3 3,900 4.6 10.0 Stok % Toplam 6 Snf 6 Kalemleri 20 Deerin 3,600 4.2 18.0 5 3,000 3.5 13.0 7 10 A 71.0 10 2,400 9, 8, 2 2.8 8 320 16.512.0 B 7 1,700 1, 4, 3 2.0 17.0 C 9 6, 5, 10,510 12.5 7 YTL85,400
10
20
6.0 90 11.0 40 A 15.0 130 24.0 60 30.0 B 100 40.0 % Toplam 58.0 180 Miktarn 71.0 170 C 15.083.0 50 25.0 100.0 60 60.0 120
Example 10.1
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Ekonomik Sipari Miktar -- EOQ (Temel Model)

Ekonomik Sipari Miktar (EOQ) Modeli

EOQ
Toplam stok maliyetini minimize eden optimal sipari miktar
Temel EOQ modeli
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EOQ Modelinin Temel Varsaymlar

Talep kesinlikle bilinir ve zaman zerinde sabittir Stok yokluuna izin verilmez Tedarik sresi bilinir ve sabittir Sipari miktar bir seferde gelir
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Stok Sipari Dnemleri

Sipari miktar, Q
Yeniden sipari noktas, R
Stok seviyesi
Talep miktar
Tedarik sresi
Tedarik sresi
Zaman
Sipari Sipari verildi alnd
Sipari Sipari verildi alnd
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EOQ Cost Model

Co - cost of placing order Cc - annual per-unit carrying cost D - annual demand Q - order quantity Co D Q CcQ 2 CcQ 2
Annual ordering cost = Annual carrying cost = Total cost = CoD Q +
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EOQ Cost Model

Deriving Qopt TC = Co D Q + CcQ 2 Co D Q
2
Proving equality of costs at optimal point = CcQ 2 2CoD Cc 2CoD Cc
CoD C TC = + c Q Q2 2 0= Qopt = C0 D Q2 + Cc 2
Q =
2CoD Cc
Qopt =
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EOQ Cost Model (cont.)

Annual cost ($) Slope = 0 Minimum total cost Carrying Cost = CcQ 2 Total Cost
Ordering Cost = Optimal order Qopt

CoD Q
Order Quantity, Q
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EOQ Example
Cc = $0.75 per yard Qopt = Qopt = 2CoD Cc
2(150)(10,000) (0.75)
Co = $150 TCmin = TCmin =
D = 10,000 yards CoD Q + CcQ 2
(150)(10,000) (0.75)(2,000) + 2,000 2
Qopt = 2,000 yards

Orders per year = D/Qopt = 10,000/2,000 = 5 orders/year
TCm = $750 + $750 = $1,500 in

Order cycle time = 311 days/(D/Qopt ) = 311/5 = 62.2 store days
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Production Quantity Model

An inventory system in which an order is received gradually, as inventory is simultaneously being depleted AKA non-instantaneous receipt model
assumption that Q is received all at once is relaxed
p - daily rate at which an order is received over time, a.k.a. production rate d - daily rate at which inventory is demanded
Production Quantity Model (cont.)

Inventory level Maximum inventory level Average inventory level
Q(1-d/p)
Q (1-d/p) 2
0 Order receipt period
Begin End order order receipt receipt
Time
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Production Quantity Model (cont.)

p = production rate Maximum inventory level = Q Q d p d p d = demand rate
=Q1-
Q d Average inventory level = 1p 2 CoD CcQ d TC = + 1- p Q 2

Qopt =
2CoD d Cc 1 - p
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Production Quantity Model: Example

Cc = $0.75 per yard Co = $150 D = 10,000 yards p = 150 yards per day d = 10,000/311 = 32.2 yards per day 2CoD Qopt = Cc 1 - d p =
2(150)(10,000) 32.2 0.75 1 150 = 2,256.8 yards
Co D CcQ d TC = + 1- p Q 2 Production run =
= $1,329
2,256.8 Q = = 15.05 days per order p 150

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Production Quantity Model: Example (cont.)
10,000 D Number of production runs = = = 4.43 runs/year 2,256.8 Q Maximum inventory level = Q 1 d p = 2,256.8 1 32.2 150
= 1,772 yards
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Quantity Discounts
Price per unit decreases as order quantity increases
TC = where P = per unit price of the item D = annual demand
CoD Q
CcQ 2
+ PD
Quantity Discount Model (cont.)

ORDER SIZE 0 - 99 100 199 200+ PRICE $10 8 (d1) 6 (d2)
TC = ($10 ) TC (d1 = $8 ) TC (d2 = $6 )
Inventory cost ($)
Carrying cost
Ordering cost Q(d1 ) = 100 Qopt

Q(d2 ) = 200
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Quantity Discount: Example

QUANTITY 1 - 49 50 - 89 90+ Qopt = For Q = 72.5 TC = For Q = 90 TC = PRICE $1,400 1,100 900 2 Co D Cc CoD Qopt Co D Q = Co = $2,500 Cc = $190 per computer D = 200 2(2500)(200) = 72.5 PCs 190 CcQopt 2 CcQ 2
+ PD = $233,784
+ PD = $194,105
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Reorder Point
Level of inventory at which a new order is placed R = dL where d = demand rate per period L = lead time
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Reorder Point: Example

Demand = 10,000 yards/year Store open 311 days/year Daily demand = 10,000 / 311 = 32.154 yards/day Lead time = L = 10 days R = dL = (32.154)(10) = 321.54 yards
Safety Stocks
Safety stock
buffer added to on hand inventory during lead time
Stockout
an inventory shortage
Service level
probability that the inventory available during lead time will meet demand
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Variable Demand with a Reorder Point

Q
Inventory level
Reorder point, R
LT Time
LT
50
Reorder Point with a Safety Stock

Inventory level
Q
Reorder point, R
Safety Stock
LT Time
LT
51
Reorder Point With Variable Demand

R = dL + z
where d = average daily demand L = lead time d = the standard deviation of daily demand z = number of standard deviations corresponding to the service level probability z d L = safety stock
Reorder Point for a Service Level

Probability of meeting demand during lead time = service level
Probability of a stockout
Safety stock z dL Demand

d
L R
53
Reorder Point for Variable Demand

The carpet store wants a reorder point with a 95% service level and a 5% stockout probability
d = 30 yards per day L = 10 days d = 5 yards per day For a 95% service level, z = 1.65 R = dL + z
d
Safety stock = z
= 30(10) + (1.65)(5)( 10) = 326.1 yards

= (1.65)(5)( 10) = 26.1 yards

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Order Quantity for a Periodic Inventory System

Q = d(tb + L) + z where d tb L
d d
tb + L - I
z
d
= average demand rate = the fixed time between orders = lead time = standard deviation of demand
tb + L = safety stock I = inventory level

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Fixed-Period Model with Variable Demand

d = 6 bottles per day d = 1.2 bottles tb = 60 days L = 5 days I = 8 bottles z = 1.65 (for a 95% service level) Q = d(tb + L) + z
d
tb + L - I 60 + 5 - 8
= (6)(60 + 5) + (1.65)(1.2) = 397.96 bottles

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STOK YNETM

Yrd. Do. Dr. Mehmet S. lkay

29 -30 Nisan 2006 Kayseri

Yrd. Do. Dr. Mehmet S. lkay

how many units to order when to order

Yrd. Do. Dr. Mehmet S. lkay

Yrd. Do. Dr. Mehmet S. lkay

Yrd. Do. Dr. Mehmet S. lkay

Stok Bulundurmann Nedenleri

Yrd. Do. Dr. Mehmet S. lkay

Yrd. Do. Dr. Mehmet S. lkay

retim Stok Ak Sreci (Satn alma)

Ham madde & Hazr para

Yrd. Do. Dr. Mehmet S. lkay

Talebin iki ekli

Yrd. Do. Dr. Mehmet S. lkay

A. Retail systems 1. Sale of goods 2. Sale of services B. Wholesale / Distribution systems

C. Manufacturing systems 1. Special project * 2. Intermittent process * . 3. Continuous process

a. Process industries b. Repetitive mfging.

Yrd. Do. Dr. Mehmet S. lkay

Yrd. Do. Dr. Mehmet S. lkay

Stok Kontrolnn Amalar

Right goods, right place, right time, right quantity

Annual cost of goods sold = Average inventory investment

Etkin Stok Sistemleri?

Yrd. Do. Dr. Mehmet S. lkay

Etkin Stok Ynetimi

Stok bulundurma maliyeti Sipari maliyeti Stok bulundurmama maliyeti

5. Bir snflandrma sistemi

1. Stok Takip Sistemleri

Yrd. Do. Dr. Mehmet S. lkay

Stok Takip Sistemleri

4) Aralklarla stok belirleme ihtiyacn ortadan kaldrr

Yrd. Do. Dr. Mehmet S. lkay

3. Tedarik Sresi Bilgisi

Bu maliyetler sipari miktarndan

Gelen rnlerin miktar ve kalite muayenelerini yapmak bamszdr.

4. Stok Maliyetleri (Devam)

Stok kaleminin birim maliyeti Tama maliyeti Depoya tama

rnlerim miktar ve kalite kontrollerinin yaplmas

4. Stok Maliyetleri (Devam)

4. Stok Maliyetleri (Devam)

A - ok nemli B - orta nemli C - az nemli

Yksek Yllk Stok Deeri Dk

Stok kalemi says

Yrd. Do. Dr. Mehmet S. lkay

ABC Yaklamnn Kullanm

B Snf bu iki ekstremin arasnda bir yol izlenir

ABC Yntemine Gre Snflandrma: rnek

Birim Maliyet 60 350 30 80 30 20 10 320 510 20

Yllk Kullanm 90 40 130 60 100 180 170 50 60 120

ABC Yntemine Gre Snflandrma: rnek (devam)

Yrd. Do. Dr. Mehmet S. lkay

Ekonomik Sipari Miktar -- EOQ (Temel Model)

Ekonomik Sipari Miktar (EOQ) Modeli

Toplam stok maliyetini minimize eden optimal sipari miktar

Temel EOQ modeli

Yrd. Do. Dr. Mehmet S. lkay

EOQ Modelinin Temel Varsaymlar

Yrd. Do. Dr. Mehmet S. lkay

Stok Sipari Dnemleri

Yeniden sipari noktas, R

Sipari Sipari verildi alnd

Sipari Sipari verildi alnd