1. The document discusses the newsvendor problem and how to calculate the optimal order quantity to minimize costs when demand is uncertain.
2. It provides the analytical solution which balances the expected marginal cost and benefit to determine when to stop ordering more units.
3. Several examples are provided to demonstrate how to calculate the optimal order quantity for different demand distributions like discrete, uniform, and normal. Key inputs include the unit price, unit cost, salvage value, demand mean and standard deviation.
The Role Of Transportation In Logistics ChainTranstrade
Logistics industry is a big industry in India. It is the second largest industry after agriculture. Within logistics, goods transportation is a bigger industry. Goods transportation contributes to a major part of the country’s GDP.
The Role Of Transportation In Logistics ChainTranstrade
Logistics industry is a big industry in India. It is the second largest industry after agriculture. Within logistics, goods transportation is a bigger industry. Goods transportation contributes to a major part of the country’s GDP.
A brief overview of logistics management covering the following: the aim of logistics, components of logistics, major functions of logistics and the phases of logistics management.
Streamlining the Global Logistics Service Processes at Nanjing
Wangjiawan Logistics Center (WLC), a flow diagram of WLC’s business with Wal-Mart and Sharp, respectively.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
International Logistics & Warehouse Management Thomas Tanel
This presentation is designed to take an astute quick look at international logistics and warehouse management, both in terms of today's global supply chain and in the demand flow management process, so you can know how to make the most of this strategically. You've probably heard something about these topics. You may even be somewhat familiar with them. But how much do you really know about their strategic importance?
In an international logistics and warehouse management system, cost-to-cost "trade-offs" available through systems analysis are easy to identify. One example is using premium transportation for small, time-phased purchased lots to reduce inventory investment and lower safety stock. Another might be using a distribution center for freight consolidation or Crossdocking to improve customer service levels and avoid material handling inefficiencies. Yet another might be the use of a blanket agreement (with a rolling forecast) with your supplier. By aligning supplier capacity to your customer schedules and your inventory goals, you gain pipeline visibility through automated order tracking and alerts in addition to lowering costs and raising customer service levels. The overall goal, to achieve a fully integrated logistics approach, is to realize maximum trade-offs among basic functional activities such as warehousing.
Traditional Logistics and Warehousing channels are indeed changing. As organizations move from mass production and mass distribution to lean manufacturing, postponement, and mass customization, creative approaches are needed in the management of logistics and warehousing. The challenge is always present, because different customers may demand different levels of service. Demand often cannot be forecasted, especially if one must deliver customized products or services exactly where the customer needs them on a global scale at multiple locations.
Businesses today must understand that they are competing on the basis of time more than on any other factor. The rigors of international logistics require that you take action to meet your customers’ demand for faster, more frequent, and more reliable deliveries. Your suppliers need to meet increasingly precise inbound schedules. Tomorrow’s customers are more likely to be in another country or continent than they are likely to be from across town, in another state, or in another province. In addition, diverse countries use different formats for weights and other units of measures, as well as many countries and localities have different licensing requirements and charge different duties, value-added taxes (VAT), and fees, which altogether amount to a major content-management challenge for your Global Trade and Logistics IT systems.
Types of Demand, Role of Demand Forecasting in Supply Chain, Factors of Demand Forecast, Forecasting Methods, Basic approach to Demand Forecasting, Collaborative Planning, Forecasting and Replenishment (CPFR), Role of Aggregate Planning in a Supply Chain, CODP (Customer order decoupling point) and Marketing Environment for SCM.
Home Work; Chapter 9; Inventory Policy DecisionsShaheen Sardar
Book reference: Ballou, Ronald H. (2004). “Business Logistics/ Supply Chain Management: Planning, Organizing, and Controlling the Supply Chain.” (5th Edition).
Original reference of this document: http://wweb.uta.edu/insyopma/prater/ballou09_im.pdf
A brief overview of logistics management covering the following: the aim of logistics, components of logistics, major functions of logistics and the phases of logistics management.
Streamlining the Global Logistics Service Processes at Nanjing
Wangjiawan Logistics Center (WLC), a flow diagram of WLC’s business with Wal-Mart and Sharp, respectively.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
International Logistics & Warehouse Management Thomas Tanel
This presentation is designed to take an astute quick look at international logistics and warehouse management, both in terms of today's global supply chain and in the demand flow management process, so you can know how to make the most of this strategically. You've probably heard something about these topics. You may even be somewhat familiar with them. But how much do you really know about their strategic importance?
In an international logistics and warehouse management system, cost-to-cost "trade-offs" available through systems analysis are easy to identify. One example is using premium transportation for small, time-phased purchased lots to reduce inventory investment and lower safety stock. Another might be using a distribution center for freight consolidation or Crossdocking to improve customer service levels and avoid material handling inefficiencies. Yet another might be the use of a blanket agreement (with a rolling forecast) with your supplier. By aligning supplier capacity to your customer schedules and your inventory goals, you gain pipeline visibility through automated order tracking and alerts in addition to lowering costs and raising customer service levels. The overall goal, to achieve a fully integrated logistics approach, is to realize maximum trade-offs among basic functional activities such as warehousing.
Traditional Logistics and Warehousing channels are indeed changing. As organizations move from mass production and mass distribution to lean manufacturing, postponement, and mass customization, creative approaches are needed in the management of logistics and warehousing. The challenge is always present, because different customers may demand different levels of service. Demand often cannot be forecasted, especially if one must deliver customized products or services exactly where the customer needs them on a global scale at multiple locations.
Businesses today must understand that they are competing on the basis of time more than on any other factor. The rigors of international logistics require that you take action to meet your customers’ demand for faster, more frequent, and more reliable deliveries. Your suppliers need to meet increasingly precise inbound schedules. Tomorrow’s customers are more likely to be in another country or continent than they are likely to be from across town, in another state, or in another province. In addition, diverse countries use different formats for weights and other units of measures, as well as many countries and localities have different licensing requirements and charge different duties, value-added taxes (VAT), and fees, which altogether amount to a major content-management challenge for your Global Trade and Logistics IT systems.
Types of Demand, Role of Demand Forecasting in Supply Chain, Factors of Demand Forecast, Forecasting Methods, Basic approach to Demand Forecasting, Collaborative Planning, Forecasting and Replenishment (CPFR), Role of Aggregate Planning in a Supply Chain, CODP (Customer order decoupling point) and Marketing Environment for SCM.
Home Work; Chapter 9; Inventory Policy DecisionsShaheen Sardar
Book reference: Ballou, Ronald H. (2004). “Business Logistics/ Supply Chain Management: Planning, Organizing, and Controlling the Supply Chain.” (5th Edition).
Original reference of this document: http://wweb.uta.edu/insyopma/prater/ballou09_im.pdf
The Executive MBA Program with a specialization in Strategy and Leadership is specifically designed for executives and top managers of various companies. It covers all major topics relevant to the successful leadership and management of the organizations. The aim of the Program is to equip professionals with relevant business knowledge and tools in order to improve their own and company’s performance, identify weaknesses and increase efficiency.
1. 1
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Profit:
Marginal Cost:
MP = p – c
MC = c - v
MP = 30 - 10 = 20
MC = 10-5 = 5
Analytical Solution for the Optimal Service Level
Suppose I have ordered Q units.
What is the expected cost of ordering one more units?
What is the expected benefit of ordering one more units?
If I have ordered one unit more than Q units, the probability of
not selling that extra unit is the probability demand to be less
than or equal to Q.
Since we have P( R ≤ Q).
The expected marginal cost =MC× P( R ≤ Q)
2. 2
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Analytical Solution for the Optimal Service Level
If I have ordered one unit more than Q units, the probability of
selling that extra unit is the probability of demand to be greater
than Q.
We know that P(R > Q) = 1- P(R ≤ Q).
The expected marginal benefit = MB× [1-Prob.( r ≤ Q)]
As long as expected marginal cost is less than expected
marginal profit we buy the next unit.
We stop as soon as: Expected marginal cost ≥ Expected
marginal profit.
3. 3
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
MC×Prob(R ≤ Q*) ≥ MP× [1 – Prob( R ≤ Q*)]
Analytical Solution for the Optimal Service Level
MP = p – c = Underage Cost = Cu
MC = c – v = Overage Cost = Co
ou
u
CC
c
MCMP
MP
QRP
)( *
vp
cp
vccp
cp
MCMP
MP
MB
MB MC
Prob(R ≤ Q*) ≥
4. 4
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Value: The General Formula
P(R ≤ Q*) ≥ Cu / (Co+Cu)
Cu / (Co+Cu) = (30-10)/[(10-5)+(30-10)] = 20/25 = 0.8
Order until P(R ≤ Q*) ≥ 0.8
P(R ≤ 5000) ≥ = 0.75 not > 0.8 still order
P(R ≤ 6000) ≥ = 0.9 > 0.8 Stop
In Continuous Model where demand for example has Uniform
or Normal distribution
Demand Probability
1000 0.1
2000 0.15
3000 0.15
4000 0.2
5000 0.15
6000 0.15
7000 0.1
MCMP
MP
QRP
)( *
ou
u
CC
c
vp
cp
5. 5
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Type-1 Service Level
What is the meaning of the number 0.80?
80% of the time all the demand is satisfied.
– Probability {demand is smaller than Q} =
– Probability {No shortage} =
– Probability {All the demand is satisfied from stock} = 0.80
6. 6
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Value: Uniform distribution
Suppose instead of a discreet
demand of
Demand Probability
Cumlat
Probab
1000 0.1 0.1
2000 0.15 0.25
3000 0.15 0.4
4000 0.2 0.6
5000 0.15 0.75
6000 0.15 0.9
7000 0.1 1
Pr{r ≤ Q*} = 0.80
We have a continuous demand uniformly distributed
between 1000 and 7000
1000 7000
How do you find Q?
7. 7
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Value: Uniform distribution
l=1000 u=7000
?
u-l=6000
1/60000.80
Q-l = Q-1000
(Q-1000)/6000=0.80
Q = 5800
8. 8
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Value: Normal Distribution
Suppose the demand is normally distributed with a mean
of 4000 and a standard deviation of 1000.
What is the optimal order quantity?
Notice: F(Q) = 0.80 is correct for all distributions.
We only need to find the right value of Q assuming the
normal distribution.
P(z ≤ Z) = 0.8 Z= 0.842
Q = mean + z Standard Deviation 4000+841 = 4841
9. 9
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Marginal Value: Normal Distribution
0
0.00005
0.0001
0.00015
0.0002
0.00025
0.0003
0.00035
0.0004
0.00045
0 2000 4000 6000 8000
4841
Probability of
excess inventory
Probability of
shortage
0.80
0.20
Given a service level, how do we calculate z?
From our normal table or
From Excel Normsinv(service level)
10. 10
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Additional Example
Your store is selling calendars, which cost you $6.00 and sell for $12.00
Data from previous years suggest that demand is well described by a
normal distribution with mean value 60 and standard deviation 10.
Calendars which remain unsold after January are returned to the
publisher for a $2.00 "salvage" credit. There is only one opportunity to
order the calendars. What is the right number of calendars to order?
MC= Overage Cost = Co = Unit Cost – Salvage = 6 – 2 = 4
MB= Underage Cost = Cu = Selling Price – Unit Cost = 12 – 6 = 6
6.0
46
6
)( *
ou
u
CC
C
QRP
11. 11
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Additional Example - Solution
By convention, for the continuous demand distributions,
the results are rounded to the closest integer.
2533.06.0)(
**
QQ
ZP
Look for P(x ≤ Z) = 0.6 in Standard Normal table or
for NORMSINV(0.6) in excel 0.2533
63533.62)2533.0(10602533.0*
Q
Suppose the supplier would like to decrease the unit cost in
order to have you increase your order quantity by 20%. What is
the minimum decrease (in $) that the supplier has to offer.
12. 12
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Additional Example - Solution
Qnew = 1.2 * 63 = 75.6 ~ 76 units
)6.1()
10
6076
()76()( *
ZPZPRPQRP
Look for P(Z ≤ 1.6) = 0.6 in Standard Normal table
or for NORMSDIST(1.6) in excel 0.9452
10
12
212
12
9452.0)( * cc
vccp
cp
CC
C
QRP
ou
u
55.2452.912 cc
13. 13
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Additional Example
On consecutive Sundays, Mac, the owner of your local newsstand,
purchases a number of copies of “The Computer Journal”. He pays 25
cents for each copy and sells each for 75 cents. Copies he has not sold
during the week can be returned to his supplier for 10 cents each. The
supplier is able to salvage the paper for printing future issues. Mac has
kept careful records of the demand each week for the journal. The
observed demand during the past weeks has the following distribution:
Qi 4 5 6 7 8 9 10 11 12 13
P(R=Qi) 0.04 0.06 0.16 0.18 0.2 0.1 0.1 0.08 0.04 0.04
What is the optimum order quantity for Mac to minimize his
cost?
14. 14
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
Additional Example - Solution
Overage Cost = Co = Unit Cost – Salvage = 0.25 – 0.1 = 0.15
Underage Cost = Cu = Selling Price – Unit Cost = 0.75 – 0.25 = 0.50
77.0)(
77.0
15.050.0
50.0
*)(
*
QRP
CC
C
QRP
ou
u
Probability
Cumulative
Probability
Qi P(R=Qi) F(Qi)
4 0.04 0.04
5 0.06 0.10
6 0.16 0.26
7 0.18 0.44
8 0.20 0.64
9 0.10 0.74
10 0.10 0.84
11 0.08 0.92
12 0.04 0.96
13 0.04 1.00
Q* = 10
15. 15
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
More Example
Swell Productions (The Retailer) is sponsoring an outdoor conclave for
owners of collectible and classic Fords. The concession stand in the T-
Bird area will sell clothing such as official Thunderbird racing jerseys.
Suppose the probability of jerseys sales quantities is uniformly (and
continuously) distributed between 100 and 600. Suppose P= $80, c= $40,
and v=$20. How many Jerseys Swell Production orders? distributed
with mean of 300 and standard deviation of 80. Suppose P= $80, c=
$40, and v=$20. How many Jerseys Swell Production orders?
100600
100
)(
Q
LU
LQ
QRP
100 600Q
3
2
2080
4080
)(
vP
cP
QRP
3
2
500
100
Q
43433.433
3
1300
Q
16. 16
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
More Example
Suppose the probability of jerseys sales quantities is uniformly (and
continuously) distributed between 100 and 600. Suppose P= $80 and c=
$40, but the salvage value is negotiable. Compute the salvage value
such that Swell Production orders 400 units.
5
3
100600
100400
)400(
LU
LQ
RP
100 600Q
vvvP
cP
QRP
80
40
80
4080
)(
2003240 v
5
3
80
40
v
33.13v
17. 17
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
More Example
Suppose the probability of jerseys sales quantities is normally
distributed with mean of 300 and standard deviation of 80. Suppose P=
$80, c= $40, and v=$20. How many Jerseys Swell Production orders?
80
300
44.0
QQ
z
3
2
2080
4080
)(
vP
cP
QRP
P(R≤ Q) = 2/3 = 0.67
Probability is 0.67 find z
z = 0.43
2.335Q
18. 18
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
More Example
Suppose the probability of jerseys sales quantities is normally
distributed with mean of 300 and standard deviation of 80. Suppose P=
$80 and c= $40, but the salvage value is negotiable. Compute the
salvage value such that Swell Production orders 400 units.
25.1
80
100
80
300400400
z
vvP
cP
QRP
80
40
)(
z = 1.25
P(z≤ Z) = 0.8944
3628.35 Q
8944.0
80
40
v
19. 19
Managing Flow Variability: Safety Inventory
The Newsvendor Problem Ardavan Asef-Vaziri, Oct 2011
More Example
Suppose the following table shows the probability of jerseys sales quantities.
Probability 0.05 0.10 0.30 0.20 0.20 0.15
Demand 100 200 300 400 500 600
Suppose P= $80 and c= $40, but the salvage value is negotiable. Compute
the minimal salvage value such that Swell Production orders 400 units.
As long as P(R≤ Q) ≥ (P-c)/(P-v) we order more than Q.
If we want to order 400, then
At 300 we must have P(R≤ 300) < (P-c)/(P-v), P(R≤ 300) < 40/(80-v), and
At 400 we must have P(R≤ 400) ≥ 40/(80-v).
At 400 we must have 0.05+0.10+0.30+0.20 = 0.65 ≥ 40/(80-v)
52-0.65v ≥ 40 18.5 ≥ v
At 400 we must have 0.05+0.10+0.30 =
0.45 ≥ 40/(80-v)
The smaller the v, the smaller the right hand side. If v= 0, the RHS is 0.5.
18.5 ≥ V ≥ 0