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Stok Yönetimi
Stok Yönetimi
Stok Yönetimi
Gnn Program
Isnma Stok kavram Stok bulundurmann nedenleri Stoklarn fonksiyonlar Stoklarn snflandrlmas Stok maliyetleri Stok kontrolnn amalar Etkin stok ynetimi Stoklarn ABC Yntemine gre snflandrlmas
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Stok Nedir?
Belli bir zamanda elde tutulan mal veya malzeme miktar Gelecekteki talebi karlamak iin tutulan stok kalemleridir Purpose of inventory management
rnekler
malat firmalar ham madde, hazr para, yar mamul, mamul, yedek para, .... stoklar Maazalar giyim eyas, ayakkab, mobilya, krtasiye, elektronik cihazlar, bulundurur Hastaneler ila, tbbi malzeme, tbbi cihazlar, stoklar Supermarketler stock gda rnleri, iecekler, ev rnleri, stoklar
Stoklarn Fonksiyonlar
1. Tahmin edilen talebi karlamak: Tahmini stok ortalama talep 2. retim ihtiyalarn karlamak 3. Faaliyetleri dengelemek: Ara stoklar 4. Stok yokluuna kar korunmak: Emniyet stoku belirsizlik 5. Sipari dnemlerinin avantajndan faydalanmak: Dnem stoku parti 6. Faaliyetlerin devam etmesini salamak: Yar-mamul, boru hatt stoklar
Stoklarn Snflandrlmas
Ham maddeler Hazr paralar Yar-mamuller (Ksmen tamamlanm) Mamuller
Arz
Kalite Kontrol)
Yar-mamul
(Kalite Kontrol)
Mamul
(Pazarlama) Talep
Bamsz
Type of Inventory
Type of Organization
Supplies Raw Materials In-Process Goods Finished Goods
* * * * * * * * *
* *
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Inadequate control of inventories can result in both under- and overstocking of items.
Understocking (too few) results in missed deliveries, lost sales, dissatisfied customers, and production bottlenecks (idle workers or machines). Resulting underage cost. Overstocking (too many) ties up funds that might be more productive elsewhere. Resulting overage cost.
Goal: matching supply with demand!
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Two fundamental decisions: When to order (timing) How much to order (size)
Yrd. Do. Dr. Mehmet S. lkay 13
Performans lleri
1. Customer satisfaction: the number and quantity of backorders, customer complaints.
Type I service level: proportion of times that demand is met.
Easy to measure Does not reflect how much demand has been satisfied Type II service level (fill rate): proportion of demand that is satisfied. A favorable measure of service! Requires information on lost sales, which may be unobservable or expensive to track
Yrd. Do. Dr. Mehmet S. lkay 14
Performans lmleri
2. Inventory turnover
The higher, the better more efficient use of inventory Desirable number of turns depend on industry and profit margin
Turnover
3. Days of inventory on-hand: the expected number of days of sales that can be supplied from existing inventory.
Yrd. Do. Dr. Mehmet S. lkay 15
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yi:
1) Hz ve doruluu arttrr, 2) Srekli stok bilgisi salar, 3) Mteri servis seviyesini arttrr,
0
214800 232087768
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2. Talep Tahmini
Talebin miktar ve zaman olarak gvenilir olarak tahmini
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4. Stok Maliyetleri
a. Sabit sipari / hazrlk maliyeti: Stoklar sipari verme / retme ve teslim alma maliyeti.
Sipari verme maliyeti Ne kadar ihtiya olduunu belirleme, uygun satclar bulma siparii verme Tama maliyeti Depoya tamak
Sabit sipari maliyeti genel olarak sipari bana sabit bir tutar olarak ifade edilir, sipari byklnden bamszdr.
Yrd. Do. Dr. Mehmet S. lkay 22
Birim sipari maliyeti genel olarak birim bana parasal tutar olarak ifade edilir.
Yrd. Do. Dr. Mehmet S. lkay 23
rme alnma krlma Depolama maliyetleri (stma, aydnlatma, kira, gvenlik) Frsat maliyeti
Stok bulundurma maliyetleri aadaki iki yoldan biriyle ifade edilir: 1. Birim fiyatn bir oran olarak 2. Birim bana parasal bir tutar olarak Yrd. Do. Dr. Mehmet S. lkay 24
Yrd. Do. Dr. Mehmet S. lkay 24
Stok kontrolnn bir amac da bu maliyetleri dengeleyerek toplam maliyeti minimize etmektir
Yrd. Do. Dr. Mehmet S. lkay 25
5. Snflandrma Sistemleri
ABC Snflandrma Sistemi: Stoklar baz nem lleri ve kontrol edilme abalarna gre snflandrma sistemidir.
A B C
Az ok
ABC Snflandrma
A Snf
Birimlerin %5 -15 Deerin %70 - 80 Birimlerin %30 Deerin %15 Birimlerin % 50 - 60 Deerin % 5 - 10
B Snf
C Snf
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Bu grupta yer alan stoklarn yakndan izlenmesi gerekir. Stoklar genellikle az miktarlarda sipari edilir, mteri servis seviyesini yksek tutmak iin sk sk gzden geirilir. Genellikle byk miktarlarda sipari edilir, yakndan izlemeyi gerektirmez.
C Snf
9 30,600 35.9 6.0 1 $ 60 8 16,000 18.7 5.0 2 350 2 14,000 16.4 4.0 3 30 1 5,400 6.3 9.0 4 80 4 4,800 5.6 6.0 5 30 3 3,900 4.6 10.0 Stok % Toplam 6 Snf 6 Kalemleri 20 Deerin 3,600 4.2 18.0 5 3,000 3.5 13.0 7 10 A 71.0 10 2,400 9, 8, 2 2.8 8 320 16.512.0 B 7 1,700 1, 4, 3 2.0 17.0 C 9 6, 5, 10,510 12.5 7 YTL85,400
10
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6.0 90 11.0 40 A 15.0 130 24.0 60 30.0 B 100 40.0 % Toplam 58.0 180 Miktarn 71.0 170 C 15.083.0 50 25.0 100.0 60 60.0 120
Example 10.1
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Stok seviyesi
Talep miktar
Tedarik sresi
Tedarik sresi
Zaman
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CoD C TC = + c Q Q2 2 0= Qopt = C0 D Q2 + Cc 2
Q =
2CoD Cc
Qopt =
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CoD Q
Order Quantity, Q
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EOQ Example
Cc = $0.75 per yard Qopt = Qopt = 2CoD Cc
2(150)(10,000) (0.75)
p - daily rate at which an order is received over time, a.k.a. production rate d - daily rate at which inventory is demanded
Yrd. Do. Dr. Mehmet S. lkay 39
Q(1-d/p)
Q (1-d/p) 2
Time
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=Q1-
Qopt =
2CoD d Cc 1 - p
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= $1,329
10,000 D Number of production runs = = = 4.43 runs/year 2,256.8 Q Maximum inventory level = Q 1 d p = 2,256.8 1 32.2 150
= 1,772 yards
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Quantity Discounts
Price per unit decreases as order quantity increases
TC = where P = per unit price of the item D = annual demand
Yrd. Do. Dr. Mehmet S. lkay 44
CoD Q
CcQ 2
+ PD
Carrying cost
Q(d2 ) = 200
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+ PD = $233,784
+ PD = $194,105
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Reorder Point
Level of inventory at which a new order is placed R = dL where d = demand rate per period L = lead time
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Safety Stocks
Safety stock
buffer added to on hand inventory during lead time
Stockout
an inventory shortage
Service level
probability that the inventory available during lead time will meet demand
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Inventory level
Reorder point, R
LT Time
LT
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Q
Reorder point, R
Safety Stock
LT Time
LT
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Probability of a stockout
L R
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Safety stock = z
tb + L - I
z
d
= average demand rate = the fixed time between orders = lead time = standard deviation of demand
tb + L - I 60 + 5 - 8
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