Inventory Management

Rizal Ardianto
Kaweroo Institute
Delivering Inclusive Knowledge & Skills
 Rizal Ardianto Logistic
Industrial Engineering Project
Beauty Kasatama
Institut Teknologi Nasional – Malang Indonesia

Institut Teknologi Adhi Tama – Surabaya

PPIC &
Warehouse
Dua Putra Utama
Logistic & Makmur
Supply Chain
Manager

Wahyu Jaya
PPIC Logistic Warehouse Mitra Mulia
Dept Head Key Account 2020
Garudafood YCH Indonesia
Industrial
Engineering Suntory
Ungaran Sari
Garment
2018

2017 Mail : lazirizalazir@yahoo.co.id

2016 IG : @zal.ard
2006 in : Rizal Ardianto
2004
Yt : ini rizalar
01 Introduction
.

02 Cost of Inventory
.

03 Inventory Classification
.

04 Re Order Point Agenda

.

05 Safety Stock Management To d a y

.
 Apa itu Inventory?
• Stok barang untuk memenuhi permintaan atau
kebutuhan operasi perusahaan di masa depan
• Inventory dicatat sebagai Kekayaan (Assets)
perusahaan
• Inventory dinyatakan dalam Nilai (Value)
• Inventory Value = Harga satuan x Quantity

5
 Inventory Management

• Tujuan Inventory Management adalah untuk

memenuhi permintaan pelanggan dengan dampak
biaya inventory serendah mungkin
• Key to Success:
• Fills Orders  Satisfy Customers  Create Income
• With lowest amount of Inventory
• Who’s take responsibility ?
• Inventory Performance
6
 Tipe Inventory
• Bahan Baku (Raw Materials & Packaging Materials)
• Barang Jadi (Finish Goods)
• Barang Setengah Jadi (Semi-Finish Goods)
• Barang dalam Proses Produksi (Work-In-Process)
• Barang dalam Proses Transport (Good-In-Transit)
• Suku Cadang dan Penunjang (Spare Part &
Consumables)

7
 Cost of Inventory

Holding/
Item Cost Carrying Cost
Ordering Cost Shortage Cost

Total Nilai Barang Biaya Simpan Biaya Pembelian Biaya Less Stock

Harga Barang (incl. Kemasan) Storage Cost Cost of Purchasing Staff Penalty Cost

Biaya Transportasi Risk Cost Audit/ Asessement Cost Lost Sales Opportunity Cost

Biaya Custom Clearance Cost of Capital Good Inspection

Biaya Asuransi Pengiriman Coomunication Cost

8
 Untuk memudahkan pengelolaan inventory
Membantu prioritas inventory control
Mengurangi resiko stock out
Membantu akurasi pencatatan stock

Metode klasifikasi inventory

 Inventory type [ kategori, SKU, Status, Ownership]
ABC Analysis/ Pareto
Turn Over Analysis

Inventory
Classification
9
 ABC Analysis *()

• Class A
• 10 % of units
• 80 % of value
• Class B
• 30 % of units
• 15 % of value
• Class C
• 60 % of units
• 5 % of value

10
 ABC Analysis: How to use it?

INVENTORY SAFETY
CLASS CONTROL RECORDS
TAKING
LOT SIZE
STOCK

A Tight Accurate Continue Small Small

B Medium Medium Sometime Medium Medium

C Simple Simple Rare Large High

11
 Turn Over Analysis

FAST
MOVING TURNOVER = > 5.000x/year

SLOW TURNOVER = 2.000 – 5.000x/year

MOVING

DEAD TURNOVER = 0x/year

STOCK

12
  Turn Over Analysis : How to use it

TRANSPORT
CLASS CONTROL PLACEMENT
SIZE

Near gate/ dock

Fast Moving Tight Big
& easy to reach

Slow Moving Medium Standard Small

Quarantine/
Dead Stock Simple -
Outsource

13
 Reorder Point
• The reorder point is the quantity level of the inventory on
hand that triggers a new order.
• The reorder point is simplest to compute when both demand
and purchase-order lead time are known with certainty.
• Reorder point = Number of units sold per unit of time ×
Purchase-order lead time

14
 Continuous system (fixed-order-quantity)
Stock
Level
10

R = reorder
level
60
Q = order
quantity
(fixed)
12
L = lead time

Time
 Reorder Point: Example (1)
This exhibit
assumes
that demand
and
purchase-order
?? lead time
are certain.

Demand =
247
???
tape
packages/week
Purchase-order
lead time =
16
2 weeks
 Reorder Point: Example (2)

L = LEAD TIME

= 10 DAYS

d = DAILY DEMAND
= 2.74

R = REORDER LEVEL

= 27.4 UNITS
??????

WHEN STOCK REACH 28 UNITS  ORDER 90 UNIT

17
 Safety Stock

• Safety stock is inventory held at all times regardless of

the quantity of inventory ordered using the EOQ model.

• Safety stock is used as a buffer against unexpected

increases in demand or lead time and unavailability of
stock from suppliers.

18
 SAFETY STOCK
NEW REORDER LEVEL = 30
Q
OR + SAFETY STOCK
21
R

0 5 12
9
SAFETY
9 STOCK STOCK-OUT

LEAD TIME
19
 Reorder
Level Demand during lead time: FIXED
Lead time = FIXED

d = demand during Lead Time

NO Safety Stock
52
0
20
L = Lead Time

20
 Demand during lead time: FIXED
Lead time = FIXED

Demand during Lead Time = 52 units/day

Lead Time = 20 days

REORDER LEVEL = 20 x 52 = 1,040 units

NO Safety Stock

21
 Demand during lead time: HIGHER
Reorder Lead time = FIXED
Level

Safety Stock to cover higher demand

d = demand during Lead Time

Stockout
2 day

52 57

Safety
Stock

0 20
d (normal)
L = Lead Time (fixed)

d (higher demand)
22
 Demand during lead time: HIGHER
Lead time = FIXED

Normal Demand during Lead Time = 52 units/day

Higher Demand = 57 units/day
Increase in Demand = (57 – 52) = 5 units/day

Lead Time = 20 days

NORMAL REORDER LEVEL = 20 x 52 = 1,040 units

NEW REORDER LEVEL = 20 x 57 = 1,140 units

SAFETY STOCK = 20 x (57 – 52) = 100 units

23
 REORDER LEVEL = d X L

Reorder Demand during lead time: FIXED

Level Lead time = LONGER

Safety Stock to cover longer lead time

d = demand during Lead Time

Stockout

52

20
Safety
Stock L = Lead Time (normal)
24

0 d (firmed)
L = Lead Time (longer)

24
 Demand during lead time: FIXED
Lead time = LONGER

Demand during Lead Time = 52 units/day

Normal Lead Time = 20 days

Longer Lead Time = 24 days
Additional Lead Time = 4 days

NORMAL REORDER LEVEL = 20 x 52 = 1,040 units

NEW REORDER LEVEL = 24 x 52 = 1,248 units

SAFETY STOCK = 4 x 52 = 208 units

25
 REORDER LEVEL = d X L

Reorder Demand during lead time: HIGHER

Level Lead time = LONGER

52
Safety Stock to cover longer lead time
and higher demand
57
d = demand during Lead Time
Stockout

L = Lead Time (normal)

Safety 20
Stock 24
L = Lead Time (longer) d (normal)

d (higher demand)
26
0
 Demand during lead time: HIGHER
Lead time = LONGER

Normal Demand during Lead Time = 52 units/day

Higher Demand during Lead Time = 57 units/day
Additional Demand = (57 – 52) = 5 units/day

Normal Lead Time = 20 days

Longer Lead Time = 24 days
Additional Lead Time = 4 days

NORMAL REORDER LEVEL = 20 x 52 = 1,040 units

NEW REORDER LEVEL = 24 x 57 = 1,368 units

SAFETY STOCK = 328 units

27
 Safety Stock

Daily Demand:
Daily Demand:
Fixed = 52 units Mean = 52 units

Lead Time:
SAFETY STOCK = 0 SAFETY STOCK = 100
Fixed = 20 days

Lead Time
SAFETY STOCK = 208 SAFETY STOCK = 368
Mean = 20 days

28
 THANKS!
For your Attention

29
 Material Requirement Planning
Bill Of Material
Dikenal dengan BOM

BOM 01 Adalah material

pembentuk suatu
Barang atau Produk

Material Knowledge
Minimal
AccStock Jenisnya
Kemasannya
Cara penyimpanan
02
Bagaimana Movingnya
Dll
Contents
Accurate Stock
Warehouse Capacity Stock Awal

05 03
Minimal Order dan Kirim

04
Kemampuan tim untuk melakukan Pemakaian
proses bongkar dan muat. Jumlah pembelian yang Stock Update
Kapasitas Warehouse untuk disyaratkan oleh Supplier Dll
menyimpan Bahan.