TCB operation supply inventory system /TCBSYS/

System produces inventory report for each updated period and special report for long term inventory information summary. Report summarizes consumption, outstanding orders, and balance of each inventory item. System generates, corrects, and adjusts inventory tapes. Restrictions of system are listed

Inventory or Stockcheck?

You have been assigned to physically count every learning resource item currently shelved in your collection. How would you respond to this seemingly impossible and intimidating task? Without a doubt, you might be overwhelmed as I was. Upon receiving my marching orders to begin counting our main campus collection, I looked around and just stared at row upon row, and shelf upon shelf, cabinet upon cabinet filled with books, video cassette tapes, audio cassette tapes, and books; oh the books. Not to forget slides, microfilm, compact discs, etc. So, where do you begin? For me, I chose to begin counting the section closest to my desk. Rather than let this daunting task discourage me, I just started counting and improvised as the need arose. I knew that I could count everything; I just had to put together a workable plan. The article that follows is a brief description of our library inventory project. All who participated became better acquainted with our main campus collection. My job description requires that I engage in counting our growing collection once every five years. Right now, I’m not counting the days until the next five years begins

Microeconomic Inventory Behavior and Aggregate Inventory Dynamics

The slow adjustment of inventory stocks to changes in sales has been a puzzle for the inventory literature since at least Auerbach and Feldstein (1976). Recent evidence suggests that estimated firm-level adjustment speeds of inventory stocks are significantly higher than estimates based on aggregate data. This paper investigates the circumstances under which such bias occurs using an industry equilibrium model where, consistently with empirical evidence, some firms smooth production while others bunch it. The model can account for the significant downward bias documented empirically when a subset of firms displays countercyclical mark-up movements.

Inventory drivers in a pharmaceutical supply chain

In recent years, inventory reduction has been a key objective of pharmaceutical companies, especially within cost optimization initiatives. Pharmaceutical supply chains are characterized by volatile and unpredictable demands –especially in emergent markets-, high service levels, and complex, perishable finished-good portfolios, which makes keeping reasonable amounts of stock a true challenge. However, a one-way strategy towards zero-inventory is in reality inapplicable, due to the strategic nature and importance of the products being commercialised. Therefore, pharmaceutical supply chains are in need of new inventory strategies in order to remain competitive. Finished-goods inventory management in the pharmaceutical industry is closely related to the manufacturing systems and supply chain configurations that companies adopt. The factors considered in inventory management policies, however, do not always cover the full supply chain spectrum in which companies operate. This paper works under the pre-assumption that, in fact, there is a complex relationship between the inventory configurations that companies adopt and the factors behind them. The intention of this paper is to understand the factors driving high finished-goods inventory levels in pharmaceutical supply chains and assist supply chain managers in determining which of them can be influenced in order to reduce inventories to an optimal degree. Reasons for reducing inventory levels are found in high inventory holding and scrap related costs; in addition to lost sales for not being able to serve the customers with the adequate shelf life requirements. The thesis conducts a single case study research in a multi-national pharmaceutical company, which is used to examine typical inventory configurations and the factors affecting these configurations. This paper presents a framework that can assist supply chain managers in determining the most important inventory drivers in pharmaceutical supply chains. The findings in this study suggest that while external and downstream supply chain factors are recognized as being critical to pursue inventory optimization initiatives, pharmaceutical companies are oriented towards optimizing production processes and meeting regulatory requirements while still complying with high service levels, being internal factors the ones prevailing when making inventory management decisions. Furthermore, this paper investigates, through predictive modelling techniques, how various intrinsic and extrinsic factors influence the inventory configurations of the case study company. The study shows that inventory configurations are relatively unstable over time, especially in configurations that present high safety stock levels; and that production features and product characteristics are important explanatory factors behind high inventory levels. Regulatory requirements also play an important role in explaining the high strategic inventory levels that pharmaceutical companies hold

The Effects of JIT on the Development of Productivity Norms

Low inventory, or just-in-time (JIT) manufacturing systems, enjoy increasing application worldwide, yet the behavioral effects of such systems remain largely unexplored. Operations Research (OR) models of low inventory systems typically make a simplifying assumption that individual worker processing times are independent random variables. This leads to predictions that low-inventory systems will exhibit production interruptions. Yet empirical results suggest that low-inventory systems do not exhibit the predicted productivity losses. This paper develops a model integrating feedback, goal-setting, group cohesiveness, task norms, and peer pressure to predict how individual behavior may adjust to alleviate production interruptions in low-inventory systems. In doing so we integrate previous research on the development of task norms. Findings suggest that low-inventory systems induce individual and group responses that cause behavioral changes that mitigate production interruptions

Inventory Information

In a market with symmetric information about fundamentals, can information-based trade still arise? Consider bond and FX markets, where private information about nominal cash flows is generally absent, but participants are convinced that superior information exists. We analyze a class of asymmetric information - inventory information - that is unrelated to fundamentals, but still forecasts future price (by forecasting future discount factors). Empirical work based on the analysis shows that inventory information in FX does indeed forecast discount factors, and does so over both short and long horizons. The immediate price impact of shocks to inventory information is large, roughly 50 percent of that from public information shocks (the latter being the whole story under symmetric information). Within about 30 minutes the transitory effect dies out, and prices reflect a permanent effect from inventory information that ranges between 15 and 30 percent of that from public information.

Inventory control exercises pdf

Exercises and solutions in PD

Inventory Signals

Among practitioners, inventory is often thought to be the root of all evil in operations management. The stock market hates it, the media abhors it, and managers have come to fear it. But high inventory levels can also be the result of strategic buying and high-availability strategies. The problem is that when the market sees lots of inventory, it cannot tell whether it is because of poor or smart operations. We hypothesize that inventory has a signaling role. In our model, publicly- traded firms use inventory levels to signal their operational competence to the market. There is a separating equilibrium that leads some firms to maintain inventory levels below what their capability could achieve. We offer this as one explanation why, for example, stock-outs are pervasive even among operationally competent firms. We provide empirical evidence for the assumptions behind this inventory signaling hypothesis: (1) the market cannot tell the difference between “good” and “bad” inventory; and (2) the counterfactual: the market punishes firms when it can tell that their inventory is bad, such as when they write off supplies. Consistent with these assumptions, we find that inventory levels do not explain firm value. And on average, stocks suffer an abnormal negative return of 7% in the month of announcing inventory write-offs.Inventory, signaling, operations management, asymmetric information

A PERISHABLE INVENTORY MODEL WITH UNKNOWN TIME HORIZON

Traditionally, the time (planning) horizon over which the inventory for a particular item will be controlled is often assumed to be known (finite or infinite) and the total inventory cost is usually obtained by summing up the cost over the entire time horizon. However, in some inventory situations the period over which the inventory will be controlled are difficult to predict with certainty, as the inventory problems may not live up to or live beyond the assumed planning horizon, thereby affecting the optimality of the model. This paper presents a deterministic perishable inventory model for items with linear trend in demand and constant deterioration when time horizon is unknown, unspecified or unbounded. The heuristic model obtains replenishment policy by determining the ordering schedule to minimize the total cost per unit time over the duration of each schedule. A numerical example and sensitivity analysis are given to illustrate the model

Value-Based Inventory Management

The basic financial purpose of a firm is to maximize its value. An inventory management system should also contribute to realization of this basic aim. Many current asset management models currently found in financial management literature were constructed with the assumption of book profit maximization as basic aim. However these models could lack what relates to another aim, i.e., maximization of enterprise value. This article presents a modified value-based inventory management model.Comment: no coment