End-of-Life Inventory Decisions for Consumer Electronics Service Parts

We consider a consumer electronics (CE) manufacturer’s problem of controlling the inventoryof spare parts in the final phase of the service life cycle. The final phase starts when thepart production is terminated and continues until the last service contract or warranty periodexpires. Placing final orders for service parts is considered to be a popular tactic to satisfy demandduring this period and to mitigate the effect of part obsolescence at the end of the servicelife cycle. To satisfy demand for service in the final phase, previous research focuses on repairingdefective products by replacing the defective parts with properly functioning spare ones.However, for consumer electronic products there is a remarkable price erosion while repaircosts may stay steady over time. As a consequence, this introduces the idea that there mightbe a point in time at which the unit price of the product is lower than repair associated costs.Therefore, it would be more cost effective to adopt an alternative policy to meet demands forservice such as offering customers a replacement of the defective product with a new one orgiving a discount on the next generation of the product. This paper examines the cost trade-offsof implementing alternative policies for the repair policy and develops an exact formulation forthe expected total cost function. Based on this developed cost function we propose policies tosimultaneously find the optimal final order quantity and the time to switch from the repair toan alternative replacement policy. Numerical analysis of a real world case study sheds lightover the effectiveness and advantage of these policies in terms of cost reduction and also yieldsinsights into the quantitative importance of the various cost parameters.consumer electronics;end-of-life inventory control;service parts

Estimating obsolescence risk from demand data - a case study

In this paper obsolescence of service parts is analyzed in a practical environment. Basedon the analysis, we propose a method that can be used to estimate the risk of obsolescenceof service parts. The method distinguishes groups of service parts. For these groups, therisk of obsolescence is estimated using the behavior of similar groups of service parts inthe past. The method uses demand data as main information source, and can therefore beapplied without the use of an expert's opinion. We will give numerical values for the risk ofobsolescence obtained with the method, and the e®ects of these values on inventory controlwill be examined.inventory;forecasting;obsolescence;spare parts

Forecasting intermittent demand

Methods for forecasting intermittent demand are compared using a large data-set from the UK Royal Air Force (RAF). Several important results are found. First, we show that the traditional per period forecast error measures are not appropriate for intermittent demand, even though they are consistently used in the literature. Second, by comparing target service levels to achieved service levels when inventory decisions are based on demand forecasts, we show that Croston's method (and a variant) and Bootstrapping clearly outperform Moving Average and Single Exponential Smoothing. Third, we show that the performance of Croston and Bootstrapping can be significantly improved by taking into account that each lead time starts with a demand

Determination Inventory Level for Aircraft Spare Parts Using Continuous Review Model

In this paper, we determine ordering quantity and reorder point for aircraft consumable spare parts. We use continuous review model to propose a spare part inventory policy that can be used in a aircraft maintenance company in Indonesia. We employ ABC classification system to categorize the spare parts based on their dollar contribution. We focus our research on managing the inventory level for spare parts on class A and B which commonly known as important classes. The result from the research indicates that the continuous review policy gives a significant amount of saving compared to an existing policy used by the company

Improved MRO inventory management system in oil and gas company : increased service level and reduced average inventory investment

This study proposes a methodology for the oil and gas businesses to keep their production plant productive with a minimum investment in carrying maintenance, repair, and operating inventory planning. The goal is to assist the exploration and production companies in minimizing the investment in keeping maintenance, repair, and operating (MRO) inventory for improving production plant uptime. The MRO inventory is the most expensive asset and it requires substantial investment. It helps in keeping the oil and gas production plant productive by performing planned and unplanned maintenance activities. A (Q, r) model with a stock-out and backorder cost approach is combined with a continuous inventory review policy for the analysis of class A items of oil and gas production plant MRO inventory. The class A items are identified through popular ABC analysis based on annual dollar volume. The demand for the inventory is modeled through Poisson distribution with consideration of constant lead time. The (Q, r) model in both stock-out cost and backorder cost approaches assigned higher order frequency and lower service level to low annual demand and highly expensive items. The stock-out cost approach shows an 8.88% increase in the average service level and a 56.9% decrease in the company average inventory investment. The backorder cost approach results in a 7.77% increase in average service level and a 57% decrease in average inventory investment in contrast to the company’s existing inventory management system. The results have a direct impact on increasing plant uptime and productivity and reducing company maintenance cost through properly managing maintenance stock. The analysis is carried out on the oil and gas production plant’s MRO inventory data, but it can be applied to other companies’ inventory data as well. All the results reflected in this research are based on the inventory ordering policy of two orders per year. The inventory ordering frequency per year may be other than two orders per year depending on the type of organization

Decision making and tradeoffs in the management of spare parts inventory at utilities

During the past decade, the United States electric utility industry has migrated from a regulated to a deregulated business environment. As a result, utilities in the electric power sector face a much more urgent imperative to emphasize cost efficiencies as compared to the days of regulation. One major opportunity for cost savings is through reductions in spare parts inventory. Most utilities are accustomed to carrying large volumes of expensive, relatively slow-moving units because of a high degree of risk-averseness. In this paper we discuss the tradeoffs associated with keeping large amounts of inventory versus the potential revenue losses if a plant were to go off-line. We also discuss the resulting considerations with respect to inventory along with forecasting techniques and data needed to aid plant managers in making stocking decisions. Copyright© (2009) by the American Society for Engineering Management

Integrating Closed-loop Supply Chains and Spare Parts Management at IBM

Ever more companies are recognizing the benefits of closed-loop supplychains that integrate product returns into business operations. IBMhas been among the pioneers seeking to unlock the value dormant inthese resources. We report on a project exploiting product returns asa source of spare parts. Key decisions include the choice of recoveryopportunities to use, the channel design, and the coordination ofalternative supply sources. We developed an analytic inventory controlmodel and a simulation model to address these issues. Our results showthat procurement cost savings largely outweigh reverse logistics costsand that information management is key to an efficient solution. Ourrecommendations provide a basis for significantly expanding the usageof the novel parts supply source, which allows for cutting procurementcosts.supply chain management;reverse logistics;product recovery;inventory management;service management