introduction of inventory management selected
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As the cost of logistics increases retailers and manufacturers are looking to inventory
management as a way to control costs. Inventory is a term used to describe unsold goods held for
sale or raw materials awaiting manufacture. These items may be on the shelves of a store, in the
backroom or in a warehouse mile away from the point of sale. In the case of manufacturing, they
are typically kept at the factory. Any goods needed to keep things running beyond the next few
hours are considered inventory.
Inventory management simply means the methods you use to organize, store and replace
inventory, to keep an adequate supply of goods while minimizing costs. Each location where
goods are kept will require different methods of inventory management. Keeping an inventory,
or stock of goods, is a necessity in retail. Customers often prefer to physically touch what they
are considering purchasing, so you must have items on hand. In addition, most customers prefer
to have it now, rather than wait for something to be ordered from a distributor. Every minute that
is spent down because the supply of raw materials was interrupted costs the company unplanned
expenses.
DEFINITIONS OF INVENTORY MANAGEMENT
1. Involves a retailer seeking to acquire and maintain a proper merchandise assortment
while ordering, shipping, handling, and related costs are kept in check.
2. Systems and processes that identify inventory requirements, set targets, provide
replenishment techniques and report actual and projected inventory status.
3. Handles all functions related to the tracking and management of material. This would
include the monitoring of material moved into and out of stockroom locations and thereconciling of the inventory balances. Also may include ABC analysis, lot tracking, cycle
counting support etc.
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Inventory represents one of the most important assets that most businesses possess, because theturnover of inventory represents one of the primary sources of revenue generation and
subsequent earnings for the company's shareholders/owners.
The word 'inventory' can refer to both the total amount of goods and the act of counting them.
Many companies take an inventory of their supplies on a regular basis in order to avoid running
out of popular items. Others take an inventory to insure the number of items ordered matches the
actual number of items counted physically. Shortages or overages after an inventory can indicate
a problem with theft or inaccurate accounting practices.
Possessing a high amount of inventory for long periods of time is not usually good for
a business because of inventory storage, obsolescence and spoilage costs. However,
possessing too little inventory isn't good either, because the business runs the risk of losing out
on potential sales and potential market share as well.
Restaurants and other retail businesses which take frequent inventories may use a 'par' system
based on the results. The inventory itself may reveal 10 apples, 12 oranges and 8 bananas on the
produce shelf, for example. The preferred number of each item is listed on a 'par sheet', a master
list of all the items in the restaurant. If the par sheet calls for 20 apples, 15 oranges and 10
bananas, then the manager knows to place an order for 10 apples, 3 oranges and 2 bananas to
reach the par number. This same principle holds true for any other retail business with a number
of different product lines.
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1. COUNTING CURRENT STOCK
All businesses must know what they have on hand and evaluate stock levels with respect to
current and forecasted demands. You must know what you have in stock to ensure you can meet
the demands of customers and production and to be sure you are ordering enough stock in the
future. Counting is also important because it is the only way you will know if there is a problem
with theft occurring at some point in the supply chain. When you become aware of such
problems you can take steps to eliminate them.
2. CONTROLLING SUPPLY AND DEMAND
Whenever possible, obtain a commitment from a customer for a purchase. In this way, you
ensure that the items you order will not take space in your inventory for long. When this is not
possible, you may be able to share responsibility for the cost of carrying goods with the
salesperson, to ensure that an order placed actually results in a sale. You can also keep a list of
goods that can easily be sold to another party, should a customer cancel. Such goods can be
ordered without prior approval.
Approval procedures should be arranged around several factors. You should set minimum and
maximum quantities which your buyers can order without prior approval. This ensures that you
are maximizing any volume discounts available through your vendors and preventing over-
ordering of stock. It is also important to require pre-approval on goods with a high carrying cost.
3. KEEPING ACCURATE RECORDS
Any time items arrive at or leave a warehouse, accurate paperwork should be kept, itemizing the
goods. When inventory arrives, this is when you will find breakage or loss on the goods you
ordered. Inventory leaving your warehouse must be counted to prevent loss between the
warehouse and the point of sale. Even samples should be recorded, making the salesperson
responsible for the goods until they are returned to the storage facility. Records should be
processed quickly, at least in the same day that the withdrawal of stock occurred.
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4. MANAGING EMPLOYEES
Buyers are the employees who make stock purchases for your company. Reward systems shouldbe set in place that encourage high levels of customer service and return on investment for the
product lines the buyer manages.
Warehouse employees should be educated on the costs of improper inventory management. Be
sure they understand that the lower your profit margin, the more sales must be generated to make
up for the lost goods. Incentive programs can help employees keep this in perspective. When
they see a difference in their paychecks from poor inventory management, they are more likely
to take precautions to prevent shrinkage.
Each stock item in your warehouse or back room should have its own procedures for
replenishing the supply. Find the best suppliers and storage location for each and record this
information in official procedures that can easily be accessed by your employees.
Inventory management should be a part of your overall strategic business plan. As the business
climate evolves towards a green economy, businesses are looking for ways to leverage this trend
as part of the “big picture”. This can mean reevaluating your supply chain and choosing products
that are environmentally sound. It can also mean putting in place recycling procedures for
packaging or other materials. In this way, inventory management is more than a means to control
costs; it becomes a way to promote your business.
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Inventory consists of the goods and materials that a retail business holds for sale or a
manufacturer keeps in raw materials for production. Inventory control is a means for maintaining
the right level of supply and reducing loss to goods or materials before they become a finished
product or are sold to the consumer.
Inventory control is one of the greatest factors in a company’s success or failure. This part of the
supply chain has a great impact on the company’s ability to manufacture goods for sale or to
deliver customer satisfaction on orders of finished products. Proper inventory control will
balance the customer’s need to secure products quickly with the business need to control
warehousing costs. To manage inventory effectively, a business must have a firm understanding
of demand, and cost of inventory
UNCERTAINTY IN DEMAND
Methods to control inventory can depend on the kinds of demand a business experiences.
Derived demand, or the demand of raw materials for production and manufacture, can be met
through calculations in manufacturing output, balanced with demand forecasts for a given
product.
Independent demand comes from consumer demand, making it more susceptible to market
fluctuations and seasonal changes. By coordinating the supply chain businesses can reduce
uncertainty in this area.
Inventory costs are controlled through different models that will apply to varying products. Items
that are in continuous supply benefit from the Economic Order Quantity model (EOQ). Products
available for a limited period are best suited to News Vendor models.
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INVENTORY COSTS
There are three main types of cost in inventory. There are the costs to carry standard inventoriesand safety stock. Ordering and setup costs come into play as well. Finally, there are shortfall
costs. A good inventory control system will balance carrying costs against shortfall costs.
SAFETY STOCK
Safety stock is comprised of the goods needed to be kept on hand to satisfy consumer demand.
Because demand is constantly in flux, optimizing the Safety Stock levels is a challenge.
However, demand fluctuations do not wholly dictate a company’s ability to keep the right supplyon hand most of the time. Companies can use statistical calculations to determine probabilities in
demand.
ORDERING COSTS
Ordering costs have to do with placing orders, receiving and stowage. Transportation and invoice
processing are also included. Information technology has proven itself useful in reducing these
costs in many industries. If the business is in manufacturing, then to production setup costs areconsidered instead.
THE COST OF SHORTFALLS
Stockout or shortfall costs represent lost sales due to lack of supply for consumers. Sales
departments prefer these numbers be kept low so that an ample stock will always be kept.
Logistics managers prefer to err on the side of caution to reduce warehousing costs.
Shortfall costs are avoided by keeping an ample safety stock on hand. This practice also
increases customer satisfaction. However, this must be balanced with the cost to carry goods.
The best way to manage stockout is to determine the acceptable level of customer service for the
business. One can then balance the need for high satisfaction with the need to reduce inventory
costs. Customer satisfaction must always be considered ahead of storage costs.
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CYCLICAL COUNTING
Many companies prefer to count inventory on a cyclical basis to avoid the need for shuttingdown operations while stock is counted. This means that a particular section of the warehouse or
plant is counted physically at particular times, rather than counting all inventory at once. While
this method may be less accurate than counting the whole, it is much more cost effective.
Cyclical counting is preferred because it allows for operations to continue while inventory is
taken. If not for this practice, a business would have to shut down while counts were taken, often
requiring the hire of a third party or use of overtime employees. Cyclical counting usually
utilizes the ABC rule, but there are other variations of this method that can be used. The ABC
rule specifies that tracking 20 percent of inventory will control 80 percent of the cost to store the
goods. Therefore, businesses concentrate more on the top 20 percent and counter other goods
less frequently. Items are categorized based on three levels:
• A Category: Top valued 20 percent of goods, whether by economic or demand value
• B Category: Midrange value items
• C Category: Cheaper items, rarely in demand
Warehouse staff can now schedule counting of inventories based on these categories. The “A”
category is counted on a regular basis while “B” and “C” categories are counted only once a
month or once a quarter.
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FLOW MANAGEMENT
Manufacturers are less likely to use cyclical counting and often rely on flow management, byanalyzing cycle times in the manufacturing process. This involves calculating lead times for raw
materials and the manufacture time in which the materials are used to create the product. By
analyzing the time cycle, manufacturers learn when the optimal ordering times are for raw
materials.
SPECIAL CONCERNS FOR RETAIL
Retail businesses have a greater risk of loss to goods than other businesses. They suffer fromshrinkage due to employee and third party theft on a regular basis. Because of this, hiring
practices play an important role in inventory control for these businesses. By screening potential
employees for criminal records and drug use, retailers are able to reduce shrinkage.
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Warehouses are full of boxes and boxes of stock. These boxes are full of items that must betracked using some system or method in order to keep up with them. One of the best ways to
keep up with stock is to assign it a Stock Keeping Unit (SKU). An SKU is a number or code that
is used to identify individual products and services which can be purchased.
An SKU is a stock number used by businesses and merchants that allows them to track inventory
and services from point of distribution to point of sale. SKU is a type of data management
system. Each individual item or package is given a code either by the distributor or the business
owner. There is an SKU code applied to every product, item, or other forms of goods that can be
purchased by a customer.
SKU are not necessarily assigned to just physical products. They also are used to identify
services and fees. As some companies provide services, they use SKU’s for billing. As an
example, if a computer store repairs a customer’s computer; they use an SKU to determine what
services were completed in order to fill out a bill for services rendered. All SKU tracking varies
from business to business and according to regions and corporate data systems. SKU also varies
from other product tracking systems due to manufacturer regulations or even government
regulations.
HOW DOES SKU FUNCTION?
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SKU’s are typically printed as a barcode on a label somewhere on the product. This makes it
easy and quick to find the products information by scanning it with a barcode reader.
Every item and variant item has its own SKU. This means that slightly different models have
different tracking codes which make it easier to keep up with the items. The first part of a SKU
may contain the code for that type of product while the second part of the code may represent the
color or style. Not only is the SKU given to an item, the same number is also used on the
packaging. So if a box contains 12 widgets that all have the same SKU, then the box will also
have the same SKU code.
Retail stores generally track the individual items through their store while warehouses track the
boxes. While pretty self-explanatory in a store, this can get tricky when ordering items online or
through catalogs. Since the SKU represents the number of units in the item, you should read
carefully to make sure you are ordering the desired quantity. In some cases, a quantity of 1 may
mean one box full of a dozen separate products. The problem arises when you only need one
product, not a dozen.
SKU can also be used to determine how many sales occur at each separate location or where the
inventory is stored. SKU can be used to track products through the supply chain as well as to use
for inspecting sales data. SKU can tell if certain products sell better than other products. Another
benefit of using SKU is with seasonal products that need to be updated every year. Some SKU’s
contain the year somewhere in the code. If product from the following year is going to be used in
a new year, then the year in the code can be changed. This is useful for products that do not
change from year to year.
Luckily for distributors, there have been advances in computer software and systems that makethe task of giving a product an SKU much easier. This new technology has made the task easier
and more convenient , not to mention more accurate because it is free from human error.
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Look at any large successful retailer today and you will be astounded at the sheer numbers
involved. Wal-Mart alone carries items manufactured in over 70 countries. The logistics of
managing such an inventory is astounding. Other discount retailers like Wal-Mart are able to
maintain low prices by using inventory management systems and sharing the information with
store managers.
The goal of inventory management systems is to ensure there is always enough supply to meet
demand while keeping as little stock as possible. Selling out of a product causes damaged
customer relations and lost sales. Large retailers can offset these problems by offering low costs
to consumers, who will keep coming back even when a store is sometimes out of stock on items
they regularly buy. Smaller businesses will have less success with this strategy as they are simply
not capable of securing the same bulk discounts on goods that larger retailers benefit from.
TRACKING IN INVENTORY MANAGEMENT
Inventory is managed primarily through tracking. Systems are put in place that monitor sales,
available supply, demand and market forecasts. Businesses must be able to communicate quickly
and efficiently with suppliers and central offices to keep up with the every changing demand and
availability of goods.
THE HUMAN ELEMENT
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A good system does not make purchasing decisions directly, but allows employees to make good
decisions based on information provided by the system. Such systems provide information such
as demand forecasting, and warehouse supply information. Other benefits to a inventory
management system allow for strategic planning, providing sales forecasts and procurement
information on raw materials and finished goods. Some retailers avoid the need to manage
inventory altogether by employing vendors to do the work. Product vendors visit a retail
location, stocking and placing products. Store managers and vendors share information to
maximize sales. This reciprocal arrangement is often ideal for both parties in that the retailer has
no duty to track inventory and the vendor receives important feedback to use in marketing and
product development.
Bar Codes and Scanners
Most businesses manage inventory through the use of bar codes and laser scanners. The barcodes
represent a product identification that a computer recognizes when scanning the code. In this
way, companies can count items as they come into the warehouse, are shipped off to the retailer
and finally sold to a customer. This allows the retailer to know how much has come into the
store, how much has been sold, and by extension, how much should remain on the shelves. Thistells retailers which items are selling well and also alerts them when products need to be
reordered.
THE TRADE OFF
Maintaining a backup supply of goods ensures you can always provide items to customers when
they are desired, resulting in high customer satisfaction. Time is saved as well. Lags can occur at
every point along the supply chain. Safety stock compensates for these delays be preventingdisruptions in the flow of products from warehouse to retailer. As demand fluctuates, they can be
sure a supply remains on hand. There are also cost savings in buying large lots, so businesses are
well served to purchase extra inventory to keep as safety stock.
UPCOMING TECHNOLOGIES IN INVENTORY MANAGEMENT
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In coming years, expect to see more automation in respect to product tracking through the use of
RFID (radio frequency identification). This method uses a microchip to transmit the information
about a product to a data collection source. Because radio waves travel in all directions, there is
no need for a specific scanning point. This means a business can receive information about each
item in a large shipment without ever opening the container. This will allow for greater
flexibility in order consolidation and shipping for resellers. The method can also give specific
location information to a store manager, allowing better theft protection for high-ticket items.
Businesses can run into problems with RFID signals, which can interfere with each other and
create inaccurate readings. Still, RFID is generally becoming accepted as superior to bar codes.
Such devices allow for more efficiency, more compact storage of merchandise, and swifter
movement of inventories through the business. All this drives down costs for everyone, both
business and consumer alike. Heavy reliance on technology has its share of headaches. There are
problems with computer crashes and software failures that can severely disrupt a company’s
ability to do business. Many large discount retailers are caught off guard by unpredicted surges
in sales because they rely too heavily on inventory management systems instead of keeping
safety stock. This results in lost sales.
INVENTORY ACCOUNTING
It is also important to look at the role of inventory management systems in inventory accounting.
Businesses who do not keep safety stock have fewer assets on the books, limiting cash flow in
the business. The big retailers who rely heavily on technology to manage inventory justify the
lost sales with the savings in taxes. The level of reliance on technology in inventory management
systems depends on the business. It is notable that this methodology is not widely used. While
larger retailers have trended towards reducing or eliminating safety stock, other businesses have
not adopted this model. They instead rely more on traditional methods of inventory management
which include keeping a buffer stock on hand. This allows such companies to leverage the buffer
stock as an asset in securing loans to increase cash flow.
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Inventory accounting is the method by which a business determines the value of assets both for
financial statements and tax purposes. Inventory is comprised of fixed assets that are intended for
sale or being used in production. The value of your inventory is determined by taking the value
of the beginning inventory, adding the net cost of purchases, and then subtracting the cost of
goods sold. This results in the ending inventory value. Retailers and manufacturers cannot
expense the cost of goods sold until those goods have actually been sold. Until then, those items
are counted as assets on the balance sheet.
COMMON INVENTORY VALUATION METHODS
The methods a company uses to value the costs of inventory have a direct effect on the business
balance sheets, income statements and cash flows. Three methods are widely used to value such
costs. They are First-In, First-Out (FIFO), Last-In First-Out (LIFO) and Average Cost. Inventory
can be calculated based on the lesser of cost or market value. It can be applied to each item, each
category or on a total basis.
FIFO
FIFO operates under the assumption that the first product that is put into inventory is also the
first sold. An example of this in action can be made when we assume that a widget seller
acquires 200 units on Monday for $1.00 per unit. The next day, he spots a good deal and gets 500
more for $.75 per unit. When valuing inventory under the FIFO method, the sale of 300 units on
Wednesday would create a cost of goods sold of $275. That is, 200 units at $1.00 each and 100
units at $.75 each. In this way, the first 200 units on the income statement were valued higher.
The remaining 400 widgets would be valued at $.75 each on the balance sheet in ending
inventory.
LIFO
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LIFO assumes instead that the last unit to reach inventory is the first sold. Using the same
example, the income statement and balance sheet would instead show a cost of goods sold of
$225 for the 300 units sold. The ending inventory on the balance sheet would be valued at $350
in assets. When this method is used on older inventories, the company’s balance sheet can be
greatly skewed. Consider the company that carries a large quantity of merchandise over a period
of 10 years. This accounting method is now using 10-year-old information to value its assets.
WEIGHTED AVERAGE
Average Cost works out a weighted average for the cost of goods sold. It takes an average cost
for all units available for sale during the accounting period and uses that as a basis for the cost of
goods sold. To site our example again, we would calculate the cost of goods sold at [(200 x $1) +
(500 x $.75)]/700, or $.821 each. The remaining 400 units would also be valued at this rate on
the balance sheet in ending inventory.
SPECIFIC IDENTIFICATION
A less commonly used, but important method to valuation is called specific identification. This
method is used for high-end items that are more easily tracked. In some cases, this method can
be used for more common items, but less value is realized from this accounting method is such
cases. This is because powerful and detailed tracking software is required to employ specific
identification on large numbers of goods.
INFLATIONARY EFFECTS ON VALUATION
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No matter how you look at it, you are still coming up with 700 widgets that cost you a total of
$575. This would all be well and good if the value of money remained static. However, market
conditions change causing inflationary changes. When this happens, your accounting method can
have a strong impact on how healthy the business looks on income statements and balance
sheets. The affects cash flow when businesses seek credit to pay for ongoing operations.
RISING PRICES
When prices are rising, using FIFO will show a greater value on the balance sheet, thereby
increasing tax liabilities but also improving credit scores and the ability to borrow cash for
ongoing operations. Older inventory is being used to determine the cost of goods sold and newer
inventory is being used to report assets. LIFO decreases the value on the income statement, but
can reduce the level of depreciation you are able to take on assets. This is good for taxes but bad
for borrowing. Industries most likely to adopt LIFO are department stores and food retailers. The
method is rarely used in defense or retail apparel.
FALLING PRICES
When prices are falling, the effect on FIFO and LIFO values is reversed. FIFO produces a lower
income statement and higher balance sheet. LIFO produces a higher income statement and a
lower balance sheet. In either case, Average costs falls somewhere between, while specific
identification will give the most accurate and reliable results. It is important to understand that
LIFO is only used widely in the United States. This valuation method is disallowed under
International Financial Reporting Standards. When firms adopt LIFO, it is for the tax advantages
during periods of high inflation. Once adopted however, switch back to FIFO during a period of
market growth can be painful. The switch will create an artificially lower net income.
MAKING THE COMMITMENT
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The problem with committing to either FIFO or LIFO is found in tax filing. Once a company
uses one or the other on its tax filing, it must use the same method when reporting to
shareholders. So using one method to a company’s benefit on taxes can harm earnings per share.
In either case, the company’s financial statements must disclose the method used. It must also
disclose the LIFO reserve, or the difference in value between what the inventory would have
been worth under FIFO accounting. The method a company chooses does not necessarily have to
reflect the actual flow of goods. The method chosen will be used for tax and accounting benefits
and will rarely be based in reality.
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Distressed inventory is comprised of those goods or materials that have spoiled, become ruined,
or are otherwise impossible to sell on the standard market. It can also be items in good condition
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that have remained on the shelf too long, taking up valuable resources that could be used towards
more profitable merchandise. Sometimes distressed inventory comes about due to overstock;
other times, demand simply dries up. Distressed inventory is a serious threat to the livelihood of
any business.
THE COST OF DISTRESSED INVENTORY
For many businesses, the cost to buy goods for sale or manufacture eclipses even the cost of
labor. When inventory levels are allowed to grow beyond sales forecasts, margins are reduced
because excess stock must be sold at discounted rates, resulting in lower margins. Stagnant
inventory is a source of money a business cannot access when it may be most needed. This slowsdown a company’s ability to maneuver in a competitive market. The money would be put to
better use in purchasing the next high-margin product of the day.
Beyond tying up dollars, unsold inventory declines in value over time, creating a double
jeopardy. Not only is the business losing profits it could be securing, it is also losing monetary
value on the product itself. This makes it harder to sell, forcing deeper discounts and lower
margins. This is especially damaging if the inventory was purchased with a loan. Now it is also
costing to company money in interest fees.
PRODUCT LIFE CYCLES
Every product stocked by a company has a life cycle. There will be increasing demand until a
peak is reached and then the demand will subside. These trends may run along seasonal lines or
simply be a one-time fad event. Once demand begins to ebb, huge mark downs are needed to
keep sales going. The value of the merchandise can go down as much as 50% annually while it
sits on the shelves taking up the space of cash that could be used to grow the business.
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Overstocking comes from several sources, most of which are forces from within the company.
This means the business can control overstocking through proper management. Market forces are
only the cause of overstocking in a small percentage of cases.
INTERNAL CAUSES OF OVERSTOCKING
Various managers are encouraged to maximize inventory investments to paint a rosier picture on
balance sheets. In addition, buyers look at the cost per unit, rather than paying attention to the
bulk of the inventory. The more they buy, the cheaper they get it, making them look good at
review time. Operations managers like to over-buy so that the production line will not come to a
stall because the supply of a part has been depleted. Salesmen are ever-optimistic and will over-buy in anticipation of gains in sales and fears of running out of stock just when a big sale is being
closed. The various motivations of these workers are well-intentioned, but they lose sight of the
effects over-buying has on the company’s bottom line.
TRYING NEW ITEMS
Market forces can also contribute to over stocking and dead inventory. The biggest culprit is
often a new product that the business tries in an effort to find new sources of profit. Too often
wholesalers try out new items based on a vendor’s recommendations without getting any
assurances about what will happen to items that do not sell. When agreeing to try a new product,
wholesalers should negotiate terms for the vendor to take back unsold merchandise at or near
cost, within a specific time frame. A good target date is six to nine months after the wholesaler
receives shipment of the stock.
Another way to reduce the risk of dead inventory on new products is to search the market for
smaller quantities of the item that can be tested to see how the sales will be. Even if the cost per
unit is higher, the reduction in dead inventory will be well worth the extra cost.
WHAT TO DO ABOUT DEAD INVENTORY
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Distressed or “dead” inventory is a problem for any company in the distribution business. While
sooner or later every company must deal with this problem, any business caught in a cycle of
over-buying must take measure to break the trend. This means ridding the business of distressed
inventory, freeing up cash to purchase goods that will sell quickly and monitoring stock more
closely in the future. Managers must be level-headed and sober in assessing the steps needed to
liquidate the inventory.
MARK DOWNS
The most popular method for ridding the business of distressed inventory is to mark the goods
down for quick sale. It is common for businesses to keep a regular practice of scheduled mark downs as long as particular products remain in inventory. Managers must be merciless in
discounting merchandise to make it move quickly. While marking items down as much as 75%
can be painful, the cost of keeping the goods is even more so.
RETURNS
In some cases, the company can communicate with distributors to request that they take back
excess inventory. Proposals should be structured in a way that benefits the distributor, such as
offering the merchandise in exchange for other merchandise that may sell better.
In some cases, the company can communicate with distributors to request that they take back
excess inventory. Proposals should be structured in a way that benefits the distributor, such as
offering the merchandise in exchange for other merchandise that may sell better.
CHARITABLE DONATIONS
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If all else fails, charitable donations are always an option. If goods have been drastically reduced
and still remain on the shelves, a charitable donation allows the business to write the donation off
on taxes.
MONITORING STOCK
Close monitoring of inventory levels is needed to keep them at healthy limits. Cycle counting
should be done to maintain control of stock on a regular basis. This allows the business to spot
problems before they cause serious financial concerns. In addition, strong inventory manage-
ment systems should be kept in place that base purchase decisions on market forecasts and
stock levels, not on the influence of salespeople or operations managers.
IINNVVEENNTTOORRYY CCRREEDDIITT
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Inventory credit is the business practice of using a company’s stock or inventory as collateral for
a loan. Ost banks, especially in today’s economy, are reluctant to issue unsecured loans, even to
established companies with good credit. But inventory represents a company’s physical assets
and has cash value if liquidated.
The concept of inventory credit started in ancient Rome with agriculture and merchant goods.
One common product that uses inventory credit for financing and can be found in any grocery
store is parmesan cheese from Italy. Inventory credit is also used for agricultural businesses in
Latin American and Africa, manufacturing, and automobile dealers with a lot of money tied into
their inventory.
HOW INVENTORY CREDIT WORKS
Before you can get a loan using inventory credit, you need a few things. Your business needs to
have a good credit rating. This means it needs to be current with all bills and no outstanding
accounts. The second thing needed to make a list, along with estimated value, of the inventory to
be used. You also need to have a business plan worked out to pitch to the bank for the loan.
Inventory values can fluctuate depending on the economy and the particular industry of the
company. To make sure they do not lose money should inventory values plummet, banks usually
only lend up to 60 percent of the total value of the inventory being used. Plus, physical inventory
can be liquidated but you would not get the full value for it.
The bank will inspect any inventory before they approve a loan. They will want to know exactly
what they are loaning the money for and what kind of condition the collateral is in. If the loan is
approved, the bank has the right to inspect the inventory at any time.
When inventory is sold, it is up to the owner to keep track of it. A portion of the profits will need
to go towards paying off the loan. Banks tend to frown on companies that borrow money based
on inventory credit and then sell the inventory without paying off the loan.
In agriculture, inventory credit works a little different. The produce that is used for the loan has
to be stored in a reliable and bonded warehouse by a third party. In agriculture, inventory credit
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is used for imported produce, produce ready to be exported, and domestic products. The
warehouse owner that stores the produce has to ensure that it remains in good condition and is
secure. The agricultural company that borrows the money is charged a fee for the storage of the
produce and to insure it against damage. This inventory credit process is used widely in Africa
and parts of Asia
WHEN SHOULD INVENTORY CREDIT BE USED?
Inventory credit is not a practical means of financing for every business. It largely depends on
the type of industry you are in as well as the current state of the economy. Businesses that should
not use inventory credit are those will a low turnover rate for their inventory. This means that if your inventory sits there for a long time and cash flow from it is slow, you would be better off
finding an alternative means of financing. Otherwise, you may have a difficult time paying back
the loan. This is also true for inventory that is out of date, expired, or obsolete.
Businesses that would benefit from an inventory credit loan would be those who have a high
turnover rate for their inventory. If business is good and your company is moving a lot of
inventory product but you still need more money in order to keep up with demand, then you
should check out an inventory credit loan.
EECCOONNOOMMIICC OORRDDEERR QQUUAANNTTIITTYY
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Economic Order Quantity is the calculating method used to determine the best level of inventory
for production while being the most cost effective for holding and ordering. EOQ, as it is
referred to, has been around since the rise of modern manufacturing processes back in the early
20th century. The first model for calculating EOQ was designed in 1913 by F.W. Harris.
What EOQ basically does is determine the best point where the costs for inventory holding and
ordering are at the lowest. This helps to determine the number of units of stock to order to re-
supply inventory without spending too much money on overstock.
HOW DOES EOQ WORK?
EOQ is not used in every type of business and industry. Most companies that deal with large
volumes of stock use a form of EOQ. It is common in manufacturing where the ordering of stock
is constant and repetitive. EOQ is primarily used for purchase-to-stock distributors and make-to-
stock manufacturers. These are businesses that have multiple orders, release dates for their
products, and have to plan for their components.
Another type of business that uses EOQ are those that have maintenance, repair, and operating
inventory (or MRO). Businesses that have a steady demand for stock are the most suitable for
EOQ applications but some seasonal items can benefit from the method, too.
HOW TO CALCULATE EOQ
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Economic Order Quantity must be calculated using a mathematical equation. By using a set of
numbers for production, demand, and a few other variables, a company’s inventory costs can be
minimizes. Here is the equation for EOQ:
The sub-components that make up the equation are as follows:
Annual Usage – This part is pretty self-explanatory. Based on units, a company simply enters
the predicted annual usage amount.
Order Cost –This component is the sum of the fixed costs that occur every time an item is
ordered. They are not associated with the quantity ordered, only with the actual physical act
required to process the order. Also known as purchase cost or set up cost.
Carrying Cost – This part is the financial costs of carrying and storing inventory at or near the
business. The amount is mostly made up of the costs associated with physically storing the
inventory and the financial investment for the inventory. It is also referred to as holding cost.
As long as the data used for the calculations is accurate, this formula is a good method for
determining EOQ. Miscalculations such as exaggerated costs are common mistakes. If a
company only uses the data from purchasing and receiving, or from product storage and
handling, the calculations will yield very high numbers. Sometimes the goals of a company donot meet the product of the EOQ calculations. When this happens, company leaders and
executives usually ignore the EOQ calculations. The EOQ formula is not absolute and can be
modified slightly from its original form. It can be used to determine many things such as
production levels and lengths of time between orders.
IMPLEMENTING EOQ
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There are two main methods to implement EOQ in a business. It is assumed before you do that
the data for costs have already been gathered. The first method is to use a spreadsheet and
manually enter the quantity one at a time onto the inventory sheet. While simple, this can be very
time-consuming. It also works best for companies that deal with smaller amounts of inventory.
If the company in question has a large inventory, say more than several thousand units, then you
will have to use the EOQ software along with your existing inventory system. This method will
calculate it at a much quicker rate and save money on manpower and resources.
The second method you can use is to download company data to a spreadsheet. Once the
calculations are finished, you can upload them to your inventory system manually or with a batchprogram. Either way will work.
To make sure that the EOQ you are using for your company is running efficiently, there are some
things you can do. The first is to run a test on the model. This should be done before the EOQ
model is finalized to make sure it is accurate and no glitches are involved. The best way to test it
is to run the method on a sample batch of items. Afterwards, manually check the results to make
sure they match the model’s final numbers.
Adjust the EOQ formula if needed. By running tests, you can determine how the method will
work on inventory storage and ordering costs. Try to look at a long term plan if possible. Small
changes may not be readily apparent with the model and may only become noticeable over time.
To reach the best inventory level, the EOQ model may need to be slightly adjusted.