3. 13-3
Questions
■ How does a staple merchandise buying system
operate?
■ What are a merchandise budget plan and open-
to-buy systems, and how are they developed?
■ How do multi-store retailers allocate
merchandise to stores?
■ How do retailers evaluate their merchandising
performance?
4. 13-4
Types of Merchandise Management Systems
Staple Merchandise
Predictable Demand
Relatively Accurate Forecasts
Continuous Replenishment
Fashion Merchandise
Unpredictable Demand
Difficult to Forecast Sales
Merchandise Budget Plan
Open-to-Buy
The McGraw-Hill Companies Inc./Ken Cavanagh Photographer
TheMcGraw-HillCompanies,Inc./LarsA.Niki,
photographer
5. 13-5
Staple Merchandise Planning
■ Buyer Determines:
Basic Stock or Assortment Plan
Level of Backup Inventory
■ System:
Monitors Inventory levels
Automatically reorders when inventory gets
below a specified level
6. 13-6
Inventory Levels for Staple Merchandise
Cycle (base) stock: inventory
that goes up and down due to
the replenishment process
Backup (buffer, safety) stock
Inventory needed to avoid stockout
7. 13-7
Inventory Levels for Staple Merchandise
Retailers try to reduce the stock level to keep
Inventory Investment low by reordering and receiving
merchandise often but without increased
administrative and transportation costs with frequent
reorders
9. 13-9
Factors Determining Backup Stock
■ Higher product availability (service
level) retailer wishes to provide to
customers
■ Greater the fluctuation in demand
■ Longer lead time from the vendor
■ More fluctuations in lead time
■ Lower vendor’s Fill rate (% of
complete orders received from a
vendor)
More
Backup
Stocks
Needed
with
11. 13-11
Staple Merchandise Management Systems
Staple merchandise planning systems provide information
needed to assist buyers by performing three functions:
■ Monitoring and measuring current sales for items at the
SKU level
■ Forecasting future SKU demand with allowances made
for seasonal variations and changes in trend
■ Developing ordering decision rules for optimum
restocking
13. 13-13
Inventory Management Report
for Rubbermaid Merchandise
Inventory available
sales rate
Performance measures
Backup stock for desired product availability
desired product availability
Sales forecasts
Appropriate ordering decisions
14. 13-14
Order Point
the point at which inventory available should not go below or
else we will run out of stock before the next order arrives
Order point = sales/day (lead time + review time) + buffer stock
■ Assume Lead time = 3 weeks, review time = 1 week, demand = 100 units
per week
Order point = 100 (3+1) = 400
■ Assume Buffer stock = 50 units, then
Order point = 100 (3+1) + 50 = 450
We will order something when order point gets below 450 units.
15. 13-15
Calculating the Order Point
Avocado Bath Mat
In a situation in which the lead time is two
weeks, the buyer reviews the SKU once
a week, 18 units of backup stock are
needed to maintain the product
availability desired, and the sales rate for
the next four weeks is 5.43 per day.
Order Point?
Order Point = (Demand/Day) x (Lead Time +Review Time) + Backup Stock
132 units = [5.43 units x (14 + 7 days)] + 18 units
So Buyer Places Order When Inventory in Stock Drops Below 132 units
16. 13-16
Order Quantity
When inventory reaches the order point, the buyer
needs to order enough units so the cycle stock
isn’t depleted and sales dip into backup stock
before the next order arrives.
Order Quantity = Order Point – Quantity Available
17. 13-17
Inventory Management Report for
Rubbermaid SKUs
Avocado Bath Mat
Quantity available = Quantity on Hand + Quantity on Order = 90
Order Quantity = Order Point – Quantity Available
Order Quantity = 132 – 90 = 42
18. 13-18
Fashion Merchandise Management Systems
The system for managing fashion
merchandise categories is typically called
a Merchandise Budget Plan
19. 13-19
Merchandise Budget Plan
■ Plan for the financial aspects
of a merchandise category
■ Specifies how much money
can be spent each month to
achieve the sales, margin,
inventory turnover, and
GMROI objectives
■ Not a complete buying plan--
doesn’t indicate what specific
SKUs to buy or in what
quantities Royalty-Free/CORBIS
20. 13-20
Steps in Developing a Merchandise Budget Plan
■ Set margin and inventory turn goals
■ Seasonal sales forecast for category
■ Breakdown sales forecast by month
■ Plan reductions – markdowns, inventory loss
■ Determine stock needed to support forecasted
sales
■ Determine “open to buy” for each month
22. 13-22
Monthly Sales Percent Distribution to Season
(Line 1)
1. Sales % Distribution to Season
6 mo. data April May June July Aug Sept
100.00% 21.00% 12.00% 12.00% 19.00% 21.00% 15.00%
The percentage distribution of sales by month is based on
• Historical data
• Special promotion plans
23. 13-23
Monthly Sales Percent Distribution to
Season (Line 1) Continued
Retail sales are very seasonal. The Christmas season
often accounts for more than 40% of a retailer’s annual
sales.
24. 13-24
Monthly Sales
(Line 2)
Sales % Distribution
1. Month 6 mo. data April May June July Aug Sept
100.00% 21.00% 12.00% 12.00% 19.00% 21.00% 15.00%
2. Mo. Sales $130,000 $27,300 $15,600 $15,600 $24,700 $27,300 $19,500
Monthly sales =
the forecasted total season for the six-month period x monthly sales %
25. 13-25
Monthly Reductions Percent Distribution
(Line 3)
3. Reduction % Distribution to Season
6 mo. data April May June July Aug Sept
100.00% 40.00% 14.00% 16.00% 12.00% 10.00% 8.00%
To have enough merchandise every month to support the
monthly sales forecast, buyers need to consider factors
that reduce the inventory level in addition to sales made
to customers
Markdowns
Shrinkage
Discounts to Employees
26. 13-26
Shrinkage
Inventory loss caused by shoplifting, employee theft,
merchandise being misplaced or damaged and poor
bookkeeping.
Retailers measure shrinkage by taking the difference
between
1. The inventory recorded value based on merchandise
bought and received
2. The physical inventory actually in stores and distribution
centers
Shrinkage % = $ shrinkage
$ net sales
27. 13-27
Monthly Reductions
(Line 4)
Reduction % Distribution
3. Month % 6 mo. data April May June July Aug Sept
100.00% 40.00% 14.00% 16.00% 12.00% 10.00% 8.00%
4. mo.
reductions $16,500 $6,600 $2,310 $2,640 $1,980 $1,650 $1,320
Monthly Reductions = Total reductions x Monthly reduction %
28. 13-28
Beginning of Month (BOM) Stock-to-Sales
Ratio (Line 5)
5. BOM Stock to Sales Ratio
6 mo. data April May June July Aug Sept
4.0 3.6 4.4 4.4 4.0 3.6 4.0
Stock-to-Sales Ratio specifies the amount of inventory (in retail
dollars) that should be on hand at the beginning of the month to
support the sales forecast and maintain the inventory turnover
objective for the category
Retails often use a related measure, Weeks of Inventory
29. 13-29
Steps in Determining
the Stock-to-Sales Ratio
Step 1: Calculate Sales-to-Stock Ratio
GMROI = Gross margin% x Sales-to-stock ratio
Sales-to-Stock Ratio = GMROI/Gross margin %
■ Assume that the buyer’s target GMROI for the
category is 123%, and the buyer feels the
category will produce a gross margin of 45%.
Sales-to-Stock Ratio = 123/45 = 2.73
30. 13-30
Steps in Determining
the Stock-to-Sales Ratio Continued
Step 2: Convert the Sales-to-Stock Ratio to
Inventory Turnover
Inventory Turnover = Sales-to-stock ratio x (1 – GM%/100)
Inventory Turnover =2.73 x (1 – 45/100) = 1.50
31. 13-31
Steps in Determining
the Stock-to-Sales Ratio Continued
Step 3: Calculate Average Stock-to-Sales Ratio
Average Stock-to-Sales Ratio = 6 months/Inventory turnover
= 6/1.5 = 4
32. 13-32
Steps in Determining
the Stock-to-Sales Ratio Continued
Step 4: Calculate Monthly Stock-to-Sales Ratio
• Monthly stock-to-sales ratios vary in the opposite direction
of sales
• To make this adjustment, the buyer considers the
seasonal pattern, previous years’ stock-to-sales ratios
33. 13-33
BOM Stock
(Line 6)
6. BOM Inventory
6 mo. data April May June July Aug Sept
98280 98280 68460 68640 98800 98280 8000
BOM Stock
= monthly sales (line 2) x BOM stock-to-sale ratio (line 5)
= $27,300 x 3.6
= $98,280
34. 13-34
End-of-Month (EOM) Stock
(Line 7)
7. EOM Inventory
6 mo. data April May June July Aug Sept
85600 68640 68460 275080 98280 78000 65600
The BOM stock for the current month = the EOM stock in
the previous month
35. 13-35
Monthly Additions to Stock
(Line 8)
8. Monthly additions to stock
6 mo. data April May June July Aug Sept
113820 4260 17910 48406 26180 8670 8420
Additions to stock
= Sales (line 2) + Reductions (line 4) + EOM Stock (line 7)
– BOM Stock (line 6)
Additions to stock (April)
= $27,300 + $6,600 + $68,640 - $98,280 = $4,260
36. 13-36
Evaluating the Merchandise Budget Plan
■ Inventory turnover GMROI, sales forecast are
used for both planning and control
■ After the selling season, the actual performance
is compared with the plan
Why did performance exceed or fall short of the plan?
Was the deviation from the plan due to something
under the buyer’s control?
Did the buyer react quickly to changes in demand by
either purchasing more or having a sale?
37. 13-37
Open-to-Buy System
The OTB system is used after the merchandise is
purchased
Monitors Merchandise Flow
Determines How Much Was Spent and How
Much is Left to Spend
PhotoLink/Getty Images PhotoLink/Getty Images
39. 13-39
Allocating Merchandise to Stores
Allocating merchandise to stores involves three
decisions:
■ how much merchandise to allocate to each
store
■ what type of merchandise to allocate
■ when to allocate the merchandise to different
stores
40. 13-40
Inventory Allocation Based on Sales
Volume and Stock-to-Sales Ratios
Smaller stores require a proportionally higher inventory
allocation than larger stores because the depth of the
assortment or the level of product availability is too
small, customers will perceive it as being inferior.
41. 13-41
Type of Merchandise Allocated to Stores
Retailers classify stores according to the characteristics of
the stores’ trading area
The assortment offered in a ready-to-eat cereal aisle should match
the demands of the demographics of shoppers in a local area
42. 13-42
Type of Merchandise Allocated to Stores
continued
Even the sales of different apparel sizes can vary
dramatically from store to store in the same chain.
43. 13-43
Sales of Capri Pants by Region
Timing of Merchandise Allocation to
Stores
Seasonality differences and consumer demand differences
45. 13-45
Sell Through Analysis
Evaluating Merchandise Plan
A sell-through analysis compares actual and planned
sales to determine whether more merchandise is needed
to satisfy demand or whether price reductions are
required.
46. 13-46
ABC Analysis
An ABC analysis identifies the performance of individual
SKUs in the assortment plan.
Rank - orders merchandise by some performance
measure determine which items:
should never be out of stock
should be allowed to be out of stock occasionally
should be deleted from the stock selection.
■ A items: 5% of SKUs, represent 70% of sales
■ B items: 10% of SKUs, represent 20% of sales
■ C items: 65% of SKUs, represent 10% of sales
■ D items: 20% of SKUs, represent 10% of sales
47. 13-47
ABC Analysis Rank Merchandise
By Performance Measures
■ Contribution Margin
■ Sales Dollars
■ Sales in Units
■ Gross Margin
■ GMROI
■ Use more than one criteria
48. 13-48
Multiattribute Method for Evaluating
Vendors
The multiattribute method for
evaluating vendors uses a
weighted average score for
each vendor. The score is
based on the importance of
various issues and the vendor’s
performance on those issues.
C Squared Studios/Getty Images
50. 13-50
Evaluating Vendors
A buyer can evaluate vendors by using the following five steps:
1. Develop a list of issues to consider in the evaluation
(column 1)
2. Importance weights for each issue in column 1 are
determined by the buyer/planner in conjunction with the
GMM (column 2)
3. Make judgments about each individual brand’s
performance on each issue (the remaining columns)
4. Develop an overall score by multiplying the importance of
each issue by the performance of each brand or its vendor
5. Determine a vendor’s overall rating, add the products for
each brand for all issues
51. 13-51
Home Depot’s Vendor Evaluation
Home Depot take vendor evaluations seriously. Home Depot’s vendor
analysis scorecard gives everyone a quick view of how the vendor is doing.
Green is good, but red isn’t.
