What is a reserve of warehouse materials? Inventory management software

Cherkasova Yulia
Leading economist-consultant at JSC "KIS"

Inventory planning

3.4. Inventory planning

Inventory planning within the framework of the overall budgeting procedure is of no small importance. For an industrial enterprise, inventory forecasting should be carried out in two directions:

• on reserves of raw materials and supplies;
• by finished goods inventories

This division during planning is necessary due to the fact that these forecasts are involved in the calculation of different operating budgets:

1. Forecast of stocks of raw materials and materials necessary for the correct formation of a procurement budget, calculated taking into account the needs for the production program, available balances in the warehouse and standard safety stock:

Planned purchase amount of a component = Planned demand for the component according to the standards for the production program -

-Balance of the component at the beginning of the period Quantity of the component required to form the standard safety stock in the warehouse*

The formula is correct provided: Component balance at the beginning of the period< Нормативный страховой запас компонента на складе

2. Forecast of finished goods inventories influences the correct formation of the production program, calculated taking into account the demand for products, available balances in the warehouse and the production capabilities of the enterprise

Product production plan = Product demand - Product balance at the beginning of the period -

-Quantity of product limited by production capabilities

The amount of product required to form a standard

safety stock in the warehouse to ensure regular shipment*

The formula is correct provided: Product balance at the beginning of the period< Нормативный страховой запас продукта на складе

In turn, each of the forecasting directions must be divided into two components:

Forecasting balances at the beginning of the planning period;
- Calculation of standard values ​​of safety stocks.

Forecasting balances at the beginning of the planning period.

Due to the fact that the procedure for drawing up the annual budget begins long before the start of the planning period (at least a month in advance), there is a need to forecast the balances of both raw materials and supplies, as well as the balances of finished products at the beginning of the year.

If the analysis of the dynamics of warehouse stocks according to actual data shows that at the beginning of each month they are at approximately the same level (this situation can arise either during the rhythmic operation of the enterprise and maintaining standard safety stocks in the warehouse, or, which is most often found in Russian conditions, if there are “dead stocks” in the warehouse), then as balances at the beginning of the planned year, you can take the available information on balances, for example, on November 1 or December 1 of the current year.

If the inventory level is not stable, and the production management policy, supply and sales policy and inventory management policy predictably lead to a change in inventory by the beginning of the planning year, then it is advisable to use the following formulas to calculate balances:

- To calculate the balances of raw materials and materials at the beginning of the planned year:

Component balance at the beginning of the planned year = Component balance at the current moment

The amount of component purchases in accordance with the current year plan -

- Planned component consumption for the production program

- To calculate the balances of finished products at the beginning of the planned year:

Product balance at the beginning of the planned year = Product balance at the current moment

The planned amount of product production is

- Planned shipment of the product

Calculation of standard values ​​of safety stocks

The purpose of creating a safety stock by material resources is to ensure the production of materials in the event of any failures in the supply process. The standard safety stock is calculated using the formula:

Zstr = MP (To Ttr Tpr Tpod), Where

MP - average monthly consumption of material;
That is the time for shipment of material by the supplier;
Тtr - transportation time;
Tpr - time for acceptance of material by the consumer;
Tpod is the time to prepare the material for production.

Safety stock finished products formed to compensate for fluctuations between supply and demand. Its value can be set as a percentage of monthly sales volume, or in days of supply.

The amount of safety stock for both material resources and finished products must be real and reasoned, since property tax is charged on the value of the safety stock.

Figure 1. Business forecast "Inventory".

In addition, for the convenience of inventory planning, it is advisable to divide the entire range of material resources / finished products into groups using the ABS method.

The ABC method consists in the fact that the entire range of raw materials, materials or finished products is arranged in descending order of the total cost of all items of the range of one item in the warehouse. In this case, the price of a unit of material resources (finished products) is multiplied by their quantity in the warehouse, and the list is compiled in descending order of these quantities (products). Then group A includes all items in the list, the sum of their values ​​is 75-80% of the total cost of the entire inventory, in B - 10-15%, in C - 5-10%. Experience shows that usually 10-15% of the entire nomenclature falls into group A, 20-25% falls into group B, and 60-70% of the entire nomenclature belongs to the third group C. Thus, the main attention when planning control, rationing and inventory management should be paid to group A, which, due to its small number, makes up the vast majority of the cost of stored inventories, thereby causing the greatest costs for their storage and maintenance in stock. For group A, it is advisable to use those management models that require constant (daily) monitoring of inventory levels. Often the most scarce material resources are included in this group.

Planning of inventories within the framework of the budgeting procedure is carried out for industrial enterprises in two directions:

• 1. Industrial inventories are intended to ensure production consumption. Inventories of raw materials and materials are taken into account in natural, conditionally natural and cost measures. These include items of labor that have been received by the consumer, but have not yet been used or processed;
• 2. Inventories are necessary for the uninterrupted supply of material resources to consumers. These include inventories of finished goods as well as inventories in distribution channels.

A forecast of warehouse stocks of raw materials and materials is necessary for the correct formation of a procurement budget, calculated taking into account production needs, available balances in the warehouse and standard safety stock:

• - planned component purchase amount;
• - planned need for a component for production needs;
• - balance of the component at the beginning of the period;
• - the quantity of the component required to form the standard safety stock in the warehouse.

The forecast of inventories of finished products and semi-products influences the formation of a production program, calculated taking into account the external demand of consumers for products and the need for semi-finished products, in-house production, available balances in the warehouse and the production capabilities of the enterprise.

• - product production plan;
• - demand for the product;
• - balance of the product at the beginning of the period;
• - quantity of product limited by production capabilities;
• - the amount of product required to form a standard safety stock in the warehouse to ensure the rhythm of shipment.

In turn, inventories are divided into:

current stocks ensure continuity of the production or trading process between two deliveries;

preparatory stocks (buffer stocks) are allocated from production stocks if additional preparation is necessary before use in production or if it is necessary to prepare material resources for release to consumers;

guarantee stocks (safety stocks) are intended for continuous supply of the consumer in case of unforeseen circumstances: deviations in the frequency and size of supply lots; deviations due to underfulfillment of the production plan by the supplier or overfulfillment of the plan by the consumer; in cases of possible delays in materials in transit when delivered from suppliers, etc.;

Seasonal stocks are formed due to the seasonal nature of food production, consumption or transportation. Seasonal reserves must ensure the normal operation of the organization during a seasonal break in production, consumption or transportation of products.

Analysis of data on storage locations and inventory of product stocks allows you to make management decisions in the field of sales planning and organization of warehousing. An assessment of warehouse stocks and an analysis of the state of warehouse premises at an enterprise allows us to obtain a picture of the organization of production and product quality management. The lack of dedicated storage areas, cluttered aisles, inappropriate labeling of products and other signs that do not ensure proper storage of products and materials require both additional costs for warehousing and may lead to loss of consumers.

Storage locations

The warehouse facility of the enterprise performs the functions of storing, accounting and controlling the movement of material and technical resources arriving at the enterprise and finished products. Warehousing must perform these functions efficiently, on time and at minimal cost. These three indicators are the actual criteria for the functioning of a warehouse.

The main functions of warehouse departments are:

work planning;

acceptance, processing (including sorting) of cargo;

organization of proper storage (creating conditions to prevent spoilage; maintaining the required temperature and humidity);

constant monitoring and accounting of the movement of material assets;

timely provision of the production process with materials, components, etc.;

creating conditions to prevent the theft of material assets;

strict adherence to fire safety measures (especially in warehouses of paints and varnishes, rubber products, chemicals, etc.);

completion of finished products, their preservation, packaging, preparation of shipping documentation and shipment.

According to the functions they perform, warehouses at industrial enterprises can be material, production, sales and other specialized warehouses.

Material warehouses, or logistics warehouses, are mainly designed to carry out warehouse operations with all incoming material and technical resources. These can be raw materials, materials, semi-finished products, components, etc.

Industrial warehouses are designed to carry out warehouse operations with materials of own production. These can be warehouses for storing your own equipment and tools.

Sales warehouses are designed to house finished products of the enterprise.

Other specialized warehouses at the enterprise are designed to carry out warehouse operations with special-purpose materials.

General plant warehouses can also be divided by level of specialization. For special materials, mainly for one purpose, specialized warehouses are created, for multi-product materials - universal ones.

Warehouses can be designed for racking and stacking of materials or a combination of both. According to their structure, warehouses can be divided into closed, open areas and sheds (semi-closed).

In general, the structure of warehousing at industrial enterprises can be determined by:

the industrial nature of production,

scale and size of the enterprise,

scale and type of production, as well as organization of production and management.

Forecast of warehouse stocks at the beginning of the planning period

Due to the fact that the procedure for drawing up the annual budget begins before the onset of the planning period, there is a need to forecast the volume of balances of both raw materials and finished products at the beginning of the year.

If the analysis of the dynamics of warehouse stocks according to actual data shows that at the beginning of each month they are at approximately the same level, then as balances at the beginning of the planned year, you can take the available information on balances, for example, on November 1 or December 1 of the current of the year. This situation can arise either when the enterprise operates rhythmically and maintains standard safety stocks in the warehouse, or, as is most common in Russian conditions, when there is “dead stock” in the warehouse.

If the inventory level is not stable, the production management policy, supply and sales policy and the inventory management system predictably lead to a change in inventory by the beginning of the planning year, then it is advisable to use the following formulas to calculate balances:

1. To calculate the balances of raw materials and materials at the beginning of the planned year:

• - balance of the component at the beginning of the planned year;
• - the balance of the component at the current moment;
• - the amount of component purchases in accordance with the current year plan;
• - planned consumption of the component for the production program.
• 2. To calculate the balances of finished products at the beginning of the planned year:

• - the balance of the product at the beginning of the planned year;
• - the balance of the product at the current moment;
• - planned production volume of the product;
• - planned shipment of the product.

In the context of a huge variety of material stocks supplied to the enterprise and produced (especially in multi-item production), it is important to allocate priority types of resources to minimize the costs associated with supply and storage. The types of inventories subject to mandatory management can be determined by applying ABC to inventories - an analysis that allows you to divide the totality of goods into several groups. When conducting such an analysis, the range of all types of stored goods is classified in descending order of the volume of their consumption in value terms:

group A material reserves - a small number of types of stored goods, about 10% of inventory items, which account for 60-80% of the total cost of consumption;

Group C materials, which include a large number of items, and the share in the total cost is up to 5%:

materials of group B, which, in terms of cost, occupies an intermediate position between A and C.

It is obvious that, first of all, materials classified as group A and part of the group’s items are planned and controlled. At the same time, it is allowed to have even excess stocks of other items, since they constitute only a small part of the resources consumed.

This article will be useful to those who are starting their activities in the field of trade. Starting a business is usually associated with limited funds, so knowing the minimum inventory of goods in a store warehouse will be extremely useful. This will save your working capital and allow your small business to develop faster.

When I first started working in the retail trade of building materials, I encountered a number of problems related to the inventory of goods in the store’s warehouse. For example:

1. Goods in demand ran out quite quickly, and the next delivery was still a long way off. As a result, the store lost potential customers and, accordingly, profit.
2. Products for which there was low demand took up a lot of free space and “ate up” useful space in the store or on display, but it would have been useful for more popular items. In addition, funds have already been invested in them, which, unfortunately, are not unlimited.

After some time, having drawn conclusions and collected sales statistics, I developed a solution to this problem for myself in the form of calculating the minimum stock of goods in the warehouse. How to do this, so to speak, at home.

Firstly, you will need statistics, or, if you like, a sales report for a more or less serious period of time. It's been a year for me. For you it could be a month, a quarter or half a year. Such a sales report can be generated in a special accounting program (for example, 1C) or made yourself from a sales ledger (do you keep any records?).

Secondly, you will need to determine for yourself the average delivery time for the goods. Perhaps this is a day, if the supplier is nearby, or perhaps it is a month, if, for example, the supplier’s production works to order and the deadline is so impressive. I have this deadline for almost all suppliers, usually 10 days.

Let's start calculating the minimum stock of goods in the warehouse. For example, I will take one of the store categories - “Stainless steel chimneys” and make a sales report for it for 1 year (in your case this could be a month, a quarter, a half-year). This is easy to do in the 1C database; those who don’t have it will have to work hard manually. Here's what happened (click to enlarge):

1. Number of sales in 1 day
2. Number of sales between deliveries (your delivery time)
3. Minimum stock of goods in warehouse

Here's what I got:

Many have probably already guessed that next we need to calculate the number of sales in one day. To do this, write the formula in cell C2 “=B2/365” and copy it for the entire column C. Excel will automatically change the value (B) in the formula for each row to B3, B4, B5, etc.

The next column will show us the average number of product sales between deliveries (I have this value for 10 days). Let's write the formula for column D in cell D2 "=C2*10". Let's copy it to all cells in column D. Let's see what happens:

As can be seen from the figure, the values ​​turned out to be fractional. This cannot happen with real goods, unless, of course, you have cut or weighed goods. In addition, some positions have values ​​close to zero. But logically, this is all the necessary range of products, and from time to time even goods with low demand still find their buyer. By investing in them, we create a wide choice for the buyer. However, as the values ​​​​obtained in column D show, it makes no sense to spend working capital and store the entire assortment in the same quantity. Therefore, we will maintain the full assortment and fill the warehouse with more popular goods if we round up the resulting values ​​to the nearest whole number. You can do this in a table using the Roundup function. Let’s write the formula with this function in column E. Write “=Roundup(D2)” in cell E2 and copy it to the remaining cells of the column.

In general, the values ​​​​from column E are the minimum stock of goods in the store’s warehouse. Of course, storing such a small amount of goods is relevant only at the initial stage of activity, when the store needs to present a full range with minimal investment. You will not be able to work normally with all customers with such a warehouse stock. For example, for the needs of installation teams and organizations, such a reserve is clearly not enough. Over time, when the store’s working capital increases in volume, it will be necessary to think about expanding warehouse stocks or about the optimal stock of goods in the warehouse.

Most of the customers and people with whom we communicate are people who have gone through the formation stage and have proven to everyone that they are successful people and successful entrepreneurs.

As they move forward, they take natural steps in their lives and in the development of their business.

Many programmers and organizations that deal with automation issues believe that something can be implemented only when their customers are “ripe enough” to come up with a solution on their own. Perhaps this is the right decision for large programming companies, but we still try to communicate with our customers kindly and try to lead them to some interesting thoughts. Because we believe that if they are doing well, then everything will be fine with us.

Now let's move on to the topic of the article :).

Topic: planning and inventory management.

Many people say: “I don’t have inventory, I only have goods.” Strictly speaking, they are right, because goods are warehouse stocks. Many people don’t like the words “warehouse stocks”; people say that it smells like a “scoop” and begin to quietly yawn. They can be understood, but this makes the product “neither hot nor cold” J. Thus, warehouse stocks are not only stocks in a warehouse, but also goods in a store, at home or anywhere else...

Many people immediately say that they don’t need planning - they already know everything and they have smart people who understand everything themselves. Amazing! So, the ability to figure things out is the ability to plan. You think what, where, when, how and how much to buy? So you answer your own questions.

Probably, if you do everything yourself or have few products, then this article will not be interesting to you, but you can read it for the future. Because, as any organization grows, its turnover grows, the range of services that you provide to your customers and clients grows, the number of people in the organization increases, and the manager eventually begins to become interested in issues of expansion and other new areas of activity. And here you are immediately faced with the issue of accounting for goods, money, control of workers and begin to understand that somewhere and somehow you are losing money on goods (or vice versa, you want to find a way to earn extra money J).

When the issues of accounting and division of labor and responsibilities are resolved, many ask the following question: “what next?” And then everyone wants to know what and how much to order, and they want machines to do it for them. Many people ask the same question: “let’s do the planning right away, and do the accounting later?” The answer is very simple - “no”. No accounting - no planning. Accounting can be done without planning, but vice versa will not work. It's simple - technology has not yet learned to read people's thoughts, so it only counts :). And that’s just what was put into it. Let's reveal a little secret: all planning is based on the results of past sales, sales of services (experience), what sales and services we are going to do (dreams) and the desired results of work (wants). That's all :) . Nothing complicated.

We can say that there are two types of management: current (only according to the fact) and long-term (according to the plan, taking into account the current state). These are imprecise and unscientific terms, but people like beautiful words, and we will try to explain them.

Management after the fact- this is the simplest solution. You look in the room where your goods lie, remember what, when and how much you bought and sold and what needs to be done tomorrow, after which you boldly declare: you need to buy such and such, there and so. We think that everything is clear. That is, you don’t look far, you have few goods, your turnover is small, you don’t keep “insurance” and “warranty” stocks. An example of such planning is a stall in which the sellers themselves order something and somewhere when it is convenient for them.

This method of management does not imply any rigidity in orders. Orders are placed irregularly, and “safety stocks” are usually absent. Deviations in delivery times are often not taken into account. Well, no today, it’s over - come back tomorrow... They didn’t deliver it today, it will be next week.

This type of management is convenient for companies starting their activities (they do not have a clear operating procedure), small companies (a small warehouse allows for “manual” management). And in cases where the market is poorly studied or unpredictable (it is difficult to set the planned characteristics of the warehouse stock). As a rule, in this kind of company, the most they do is limit themselves to indicating “order points” and verbal recommendations (from management) on what and how to order.

Advantages: quick start, simplicity, practically no staff training required. Orders to suppliers to replenish the “safety” stock of the warehouse can be made at any convenient time, but the more often the better (since the orientation is the “order point”). Over time (indirectly), you can find out the required parameters for more serious warehouse management and move on to it.

Flaws: There is no limit on the volume of the warehouse “from above” and in the absence of the necessary experience or thoroughness and control in creating orders, the warehouse constantly tends to increase. It is not clear when an order needs to be placed, it is not clear what the volume of this order should be - the staff placing an order with the supplier has a great opportunity to make a mistake.

Here. Here, we have used some interesting terms. Let's look at them "on the fingers" J.

"Order point" “Order point” is the volume of some product, upon reaching which it is worth placing an order. In fact, it is determined by the quantity that you need to have in order to calmly continue working and successfully wait for the next delivery. In an online store, the order point is zero, because... In principle, the goods should not remain, everything is sold “off the shelf”. In a regular store - it may well be, for example, if there are two packs of powder left on the shelf - it’s time to throw in another ten :) .

As a rule, the “order point” is indicated on the item in the form of the required quantity in the required units of measurement. For example: Lotus powder, 2 packs.

"Safety stock". This is a certain additional volume of goods to smooth out supply problems and an unexpected increase in demand. Typically, this volume is taken into account when determining “order points”. If we calculate the “insurance” quantity for each item and indicate the cost of this product, we will get what we are looking for.

That is, as a rule, it is more convenient to measure “safety stock” in money and in volumes from the existing trade stock.

"Limit from above." It is easy to see that the minimum volume of warehouse (inventory) is determined by the “safety stock”. But many would like the warehouse (inventory) not to grow uncontrollably. We call these obstacles (in the form of some organizational or software solutions) “constraints from above.”

There is also a “safety stock”. Here, 99.99% of customers immediately say that they do not have this and will not have it. You can agree with them, or you can count them. Do you provide guarantees to your clients? No - that means you don’t have a “safety stock”. You give - that means you have it. Don't believe me? It’s easy to check: count what and how much you change, repair or service under warranty during the period between orders to suppliers - this is your “warranty stock”. As a rule, it is small or insignificant.

Planned management.

Warehouse planning methods are varied, because... they depend on the type of activity of the company. The simplest planning implies that the company has resolved organizational issues, knows the market parameters, has formed requirements for the quality and volume of the warehouse and is moving (or has already moved) to maintaining or improving the quality of warehouse stocks. That is, they began to think ahead or were forced to do so due to the growth of the organization, trying to restore the controllability of their units.

It is not enough to set “order points” here. With forward-looking management, issues of maintaining insurance and guarantee warehouse stock can be resolved. Seasonal and other fluctuations in the product market, other predictions and requirements for future sales may be taken into account.

Planned management is much more stringent; it requires regularity and accuracy.

To switch to it, you need to solve at least a number of questions:

1. Which product will have “safety stock”.
2. What is the amount of safety stock?
3. Is there a “guarantee” stock, which product will have it.
4. The amount of the “safety” stock.
5. Regularity and control of orders to suppliers.
6. Limitation of warehouse stock "from above". This is done by setting the order norm and (or) setting the purchasing fund.

Flaws: prompt resolution of organizational issues is required, higher qualifications of personnel are required (training may be required), higher production discipline and responsibility of personnel are required, in the absence of a proper approach on the part of the personnel, issues of warehouse replenishment may be resolved incorrectly. Fulfillment of suppliers' orders must be strictly regular, accurate and documented.

Advantages: transparency and clarity of warehouse replenishment, the ability to use financial or other management levers to influence the quality of the warehouse, the ability, based on data on the quality of the warehouse, to make more accurate necessary planning decisions about the company’s future strategy. The warehouse becomes more manageable and the tendency to overflow is reduced (this issue is finally resolved only with proper accounting and control of the replenishment and return of goods for customer orders that are not subject to regular replenishment, as well as when resolving issues of defective and “stale” goods). A planned order to a supplier may be processed less frequently and the staff responsible for orders to suppliers may have less work to do.

This is where another term appeared - “warehouse quality”. What it is? This is a certain set of characteristics of a product or an entire (part of) warehouse, following which during procurement we will have the desired results. For example, we can say that we will sell pencils of such and such brand, at such and such cost, at such and such speed and markup... Etc. and so on. And as a result, we must get what we want.

Knowledge and ability of subtle and precise planning, the ability to correctly determine, set and maintain the quality of goods (warehouse stock) - this falls into the category “ knowhow" This is your advantage over your competitors. It must be understood, found and used.

An example of calculating the optimal stock of goods in a warehouse.

“In principle, warehousing can be included in the logistics

system only if it is justified by the cost-benefit ratio.”

Donold J. Bowersox, David J.

Kloss

"Logistics. Integrated Supply Chain", 2001

Speaking about the operation of a warehouse, it should be noted that the main indicators, of course, include the profit that it brings to its owner. No matter how you structure your work, its evaluation will be measured based on this rule. Consequently, the activity of a logistics manager comes down to solving the following problem:

Where:

warehouse income;

costs of organizing warehouse activities.

Calculating Values D AndZ it is so complex and contradictory that if you try to deal with it within the framework of this short article, it is easy to come across criticism from readers who understand one or another aspect of this issue in their own way.

I will just try to consider a simple example that allows us to determine a general approach to solving the problem of determining the stock of goods that must be kept in a warehouse in order to maximize the benefits of warehouse activities.

So let's look at an example.

A logistics manager came to work at a warehouse and found the following picture there:

1. The warehouse has a product of one name, which after the end of the working day is replenished to a constant value (50 pallets).

2. The goods are received, stored and released in pallets. Pallets in the warehouse are not disassembled.

3. When shipping pallets from a warehouse, income is obtained as the difference between the purchase and selling prices in the amount A (rubles).

4. The cost of storing pallets in a warehouse is IN (rubles/day).

The logistics manager decided to start his work with a proposal to increase warehouse profits by determining the optimal stock of goods in the warehouse. Thus, justify your high salary or, more often, talk about increasing it.

If we knew exactly how much goods would be shipped the next day, then with this sentence we would finish discussing the amount of optimal inventory. But demand is a tricky thing, and many of you are familiar with its fickleness. Our hero also knew about this, so he began his work by studying the volume of goods shipped over the previous days of the warehouse’s operation, believing that the trend would continue in the future.

Modern warehouse accounting systems (and not only modern ones) allow you to operate with shipment statistics, on the basis of which you can judge the laws of distribution of this volume as a random variable. More “advanced” readers will say that the distribution law, under certain conditions, will tend to Poisson and they will be right, but we will not go that far.

The logistics manager analyzed shipments from the warehouse for 100 days of its operation and received the result, which is shown in table No. 1.

Table No. 1

Analysis of daily shipment volume for 100 days of warehouse operation

Shipment volume per day		Cumulative frequency	Shipment volume per day	Frequency (number of days when the shipment took place)	Cumulative frequency	Shipment volume per day	Frequency (number of days when the shipment took place)	Cumulative frequency	Shipment volume per day	Frequency (number of days when the shipment took place)	Cumulative frequency
											100
											100
									>50		100

Moreover, he plotted a graph representing the cumulative frequency of shipment volume as a function of shipment volume, shown in Figure 1.

Picture 1. Values ​​of cumulative frequency of shipment volume as a function of shipment volume.

The figure shows that if in the future the same frequencies occur as in the past, then in 12 “cases” out of 100 the daily shipment volume will not exceed 10 pallets, in 44 “cases” – 21 pallets. This ratio of the “case” associated with a certain volume of shipment to the number 100 will be called the probability of shipment and denotedR (X) .

How to determine such a stock of goods so that within 100 days (if the same frequencies are reproduced in the future as in the past) the income of the warehouse will be maximum?

Let's assume that the daily supply( s) increase by one pallet. Then we would receive income A with probability1 - R ( S) , which is the probability of a larger number of shipments s, and would suffer a loss of IN with probability R ( S) , which is the probability of shipment, no more s. Thus, the additional income would rise by

A (1 - R ( S) )–VR ( S)

or

A-(A+B) R ( S)

It is profitable to increase the stock before income begins to decline, i.e.

A-(A+B) R ( S) > 0

Thus, the daily optimal inventory, at which the warehouse income for 100 days of operation will be maximum, will be the one ( according to the picture 1) the most accurate match will be the probability of shipment equal toWITH.

Let's materialize the values A AndIN in order to determine what economic effect the logistics manager’s proposal will bring, because, as we remember, he needs to ask for a salary increase.

Let A = 5 thousand rubles, andIN = 2.

If we leave the existing stock of pallets (50), then in 100 days from the warehouse we will ship (see Table No. 1) 2311 pallets and we will have income

2311 x 5000 = 11,555,000 rubles.

At the same time, we will pay for the rental of pallet spaces

50 x 2,000x 100 = 10,000,000.

The warehouse profit will be 1,555,000 rubles.

To determine the optimal supply of pallets, it is necessary to calculate the value WITH

WITH = = 5 000 / (5 000 + 2 000) = 0,714

Using the obtained result, we calculate the optimal stock value from table No. 1, which is equal to 36 pallets.

If the daily stock of pallets in the warehouse is 36, then the rental cost for 100 days will be

36 x 2000 x 100 = 7,200,000 rubles.

And income

1826 x 5000 = 9,130,000 rubles.

The warehouse profit will be equal to1,930,000 rubles

It is not difficult to calculate that the expected economic effect can amount to 355,000 rubles. Having finished his reasoning, our hero proudly goes to the employer and begins his conversation with the words: “What will my salary increase be if I offer ……….” Let’s not interfere with their conversation, especially since discussing wages is a purely personal matter.

In conclusion, I would like to note once again that the problem considered is very simple and is unlikely to be found in modern warehouses in this form; it only determines the position from which you need to approach the calculation of the optimal inventory.

Graybo S.V.