Escolar Documentos
Profissional Documentos
Cultura Documentos
80%
0.842
105
505
90%
1.282
160
560
95%
1.645
205
605
99%
2.326
290
690
Problem 7.2
[a]
Average weekly demand (R) = 1000
Standard deviation of weekly demand (R) = 150.
Lead time (L) = 4 weeks.
Standard deviation of demand during lead time (LTD ) = L R = 300.
Current reorder point (ROP) = 4,200.
Average demand during lead time (LTD) = L x R= 4,000.
Current level of safety stock (Isafety)= 200.
Current order quantity (Q) = 20,000
Average inventory (I) = Isafety + Q/2 = 200 + (20,000/2) = 10,200.
H = rC = 0.25 x 9.99 = 2.4975 2.50
Average time in store (T) = I/R = 10,200/1,000 = 10.2 weeks.
Annual ordering cost = S x R/Q = $100 x 2.5 = $250.
Annual holding cost = H x I = 2.5 x 10,200 = $25,500.
[b]
61
2SR
2 100 50, 000
=
= 4, 000, 000 = 2, 000
H
2.50
To determine the safety inventory, Isafety, for a 95% level of service, we first observe that
the z-value = 1.65. Then Isafety = z x LTD = 1.65 x 300 = 495.
Q=
If lead time (L) reduces to 1 week, then standard deviation of demand during lead time
(LTD) = 150. Safety stock for 95% level of service = 1.65 x 150 = 247.5.
Average inventory = 247.5 + (2,000/2) = 1,247.5.
Average time in store = 1.25 weeks.
Problem 7.3
(a)
(b)
2 RS
2 1500 52 10000
24,980
H
2.5
If the delivery lead time from Italy is 4 weeks and HG wants to provide its customers a cycle
service level of 90%,
(One could be more precise and compare the total costs under current shipping with that with Fastship. The latter
has slightly higher unit holding cost H, which also will slightly increase the cycle stock, in addition to the
transportation cost. Given that even at the old holding cost, transportation increased cost exceed holding cost
savings, the above answer is sufficient to draw the correct conclusion.)
Problem 7.4
First, is this an EOQ problem? Well, notice that the question dictates that we do a run
every two years. That would mean, in a deterministic EOQ setting, that Q must equal two
years of mean demand, i.e., 32000. Hence, this question does not give us the freedom to
change when we do a run (which is what EOQ is all about).
Thus, the question is whether 32000 is the best quantity we can print every two years?
This thus asks about what the appropriate safety stock (or service level) should be. We
know that this is answered by newsvendor logic. Answer these two questions:
1. What is my underage cost (cost of not having enough)? I.e., if I were to stock one
more unit, how much could I make? Every catalog fetches sales of $35.00 and
costs $5.00 to produce. Thus, the net marginal benefit of each additional unit
(MB), or the underage cost, is p c = $35 - $5= $30.
2. What is my overage cost? I.e., if I had stocked one less unit, how much could I have
saved? The net marginal cost of stocking an additional unit (MC) = c v = $5 0 = $5.
Now, we can figure out the optimal service level (or critical fractile): SL = 30/(30+5) =
0.857.
The last step is to convert the SL into a printing quantity. Recall that total average
demand for 2 years (R) = 32,000 with a standard deviation of 5656.86. The optimal
printing quantity, Q* is determined such that
MB
30
0.857 .
Prob(R Q*) =
MB MC 30 5
The optimal order quantity Q* = R + z where z is read off from the standard Normal
tables such that area to the left of z is 0.857. That is, z = 1.07. This gives Q* = 38,053
catalogs. It can be verified that the optimal expected profit (when using Q* = 38053) is
larger than $25,000, the fixed cost of producing the catalog.
Problem 7.5
The revenue per crate, p = $120.00, variable cost, c = $18.00, and salvage value, v = $2.00. The
marginal benefit of stocking an additional crate (MB) = p c = $120 $18 = $102. The marginal
cost of stocking an additional unit (MC) = c v = $18 + $2 = $20. Then
MB/(MB+MC) = 102/(102+20) = 0.836.
The probability density of demand and its cumulative probability is listed below.
Demand
10
11
12
13
14
15
Frequency
Prob.
0.02
0.06
0.04
0.1
0.02
0.12
0.13
0.12
0.15
0.1
0.08
0.02
0.06
0.02
0.08
0.12
0.21
0.23
0.35
0.48
0.6
0.75
0.85
0.92
0.94
Cumulative
Prob.
The optimal order quantity is the smallest number of crates such that cumulative probability is at
least 0.836. From the table this gives the number of crates to be 12.
Problem 7.6
How many crews should the city assign to trash collection? For simplicity, you may treat the
number of crews as a continuous variable. For example, 4.1 crews would be a perfectly acceptable
answer.
If there are more cancellations than stocked, we are fine: there are sufficient seats for every
passenger who shows up. The net benefit is that we sold one more ticket at $600. (This is the
underage cost; i.e., cost of having more cancellations than stocked.)
If there are fewer cancellations than stocked, there are insufficient seats for those passengers
that have a ticket and show up. The net cost of this is that we must compensate the bumped
customer (who had a reservation but did not get a seat) by $250 (the $600 earned from the
additional ticket is spent on getting another ticket on another flight).
Thus optimal service level is MB/(MB+MC) = 600/(600+250) = 70%. The optimal overbooking
quantity is determined by Prob(RQ) = MB/(MB+MC) = 0.7. For uniform distribution between 0
and 20, Prob(RQ)=Q/20. Thus Q = 20 * 0.7 = 14 seats so that the optimal overbooking level is
14 seats.
Problem 7.8
[a] To compute the optimal order quantity at each store we use the EOQ formula.
Assume 50 sales weeks/year.
H = 25%/year * $10 = $2.5/year
R = 10,000 /week = 500,000/year
S = $1000. Thus,
Q = EOQ =
2 RS
2 RS
2 2,000 ,000 1000
= 40,000 units.
H
2.5
(a) Given that each outlet orders independently and gets its own delivery, the optimal order size
at each outlet is
sqrt(2RS/H) = sqrt(2*4000*50*900/(.20*200)) = 3,000
Average cycle stock at each outlet = Q/2 = 1,500. Total cycle stock (and hence average
inventory) across all outlets = 4 1,500 = 6,000.
(b) On average, each unit spends
T = I / R = (Q/2) / R = 1,500 / 4000 weeks = 3/8 weeks = .375 weeks in the Hi-Tek system
before being sold
(c) With a fixed cost of $1,800, the new order quantity with centralized purchasing is
Q = (2x4,000x4x50x1800)/40 = 8,486
This quantity is split into four and shipped to each outlet. So each outlet received 8,486/4=
2,122 units per shipment (rounded up to make whole number of units). So cycle stock at each
outlet is 2,122/2 = 1,061 units.
Total average inventory across all four outlets will be four times the cycle stock in each outlet
= 41,061 = 4,244.
Problem 7.10
sR =
7 150 = 397
s R LT D = ( T r + L )s R =
3 397 = 688
For a 98% service level z = NORMSINV (0.98) = 2.054 and safety stock
s R LT D = ( T r + L )s R =
2 397 = 562
For a 98% service level z = NORMSINV (0.98) = 2.054 and safety stock
Problem 7.11
[Same data as in Problem 7.8 but with periodic review]
Review period length Tr = 2 weeks
[a]
s R LT D = ( T r + L )s R =
3 2000 = 3464.1
Safety stock at each store for 95% level of service (Isafety) = 1.65 x 3464.1 = 5,716.
Order Upto level (OUL) = 30,000 + 5,716 = 35,716.
Average inventory across four stores
= 4 x (Isafety + Q/2) = 4*(5,716+10,000) = 62,864
Annual holding cost for all four stores = $2.5 * 62,864 = $157,160.
Average time unit spends in store (T) = (5,716+10,000)/10,000 = 1.57 weeks.
[b] To compute the optimal order quantity at centralized store observe that this store
faces a cumulative average weekly demand = 4 x 10,000 = 40,000.
4 2000 = 4,000.
Assume review period and lead time remain same as before at 2 weeks and 1 week respectively.
s R LT D = ( T r + L )s R =
3 4000 = 6928.3
Safety stock at central store for 95% level of service (Isafety) = 1.65 x 6928.3 = 11,432.
Order Upto level (OUL) = 30,000 + 11432 = 41,432.
Average inventory at central store = (Isafety + Q/2) = 11,432+10,000 = 21,432
Annual holding cost at central stores = $2.5 * 21,432 = $53,580.