The retail inventory method: The third major costing system

An organization that has but a single product would be a rarity in the United States today. While single-product firms and tools such as break-even analysis may have been in vogue at the turn of the century, today jointness pervades the scene. The bank that issues a mortgage to a customer also may have managed his or her checking account or granted a student loan to his or her daughter. The department store that sold a suit one week earlier may have attracted the customer with its furniture, toys, and cosmetics. The hospital whose obstetrical team delivered the baby may have been chosen because its excellent orthopedics department set the husband's broken leg three years prior. The sporting goods manufacturer may sell its golf clubs because of its reknown for skis and tennis rackets. It makes no difference whether it is products or services or departments; all share equipment, time, and reputation. The list goes on forever; jointness is the rule, not the exception.Management can pretend that there is only one product and attempt to isolate its effects, as if it were in a vacuum. However, pretending does not eliminate jointness and the purifying assumption is apt to mislead analysis. So how should jointness be treated?Other than the mathematical programming models of the last forty years, only one model for dealing with jointness has been widely adopted for most of the twentieth century; that model is the retail inventory method. The retail system typically is used by department stores to control inventories that consist of 100,000 or more items.The retail system recognizes costs and prices, inflation and obsolescence, mistakes and successes. It tracks purchases and sales, deals with discounts and transfers, and controls investment while providing an estimate of ending inventory. Fortunately, the retail system, the favorite of the department store and the boutique, could be used in the factory as well as in a variety of service and nonprofit organizations.This article briefly reviews the retail method and then uses linear programming (LP) and postoptimality analysis to modernize the traditional conceptions—to attempt to make a good system even better.Many constraints are studied including overlapping seasons, sales quotas, target inventories, product life cycles, and spatial and monetary limitations, among others. In the process, one comes to appreciate the size of the inventories being controlled, the human and departmental interactions, and the usefulness of the LP-retail system (“knotty retail” is perhaps an appropriate name) not only to generate cash budget estimates and to manage stock levels, but also to select the most satisfying alterations of managerial policy.The article concludes by discussing further constraints and other types of organizations that might benefit from adapting the retail system.     

The effect of transaction costs, payment terms and power on the level of raw materials inventories

This paper proposes and tests an explanation for the level of raw materials inventories based on transaction cost economics theory and the role of power in a supply chain. According to this explanation, raw materials inventories are larger the higher a company's transaction costs and the lower its storage-related production and management costs. Factors that affect these costs are the company's vulnerability to opportunism, whether the input becomes more or less costly to store and manage as it moves through the supply chain, payment terms and the company's power in relation to its supplier. This explanation for the level of raw materials inventories was tested on a large sample of customer industries matched to their main supplier industries. Consistent with this theory, the empirical results show that companies hold larger raw materials inventories the more money their suppliers spend on research and development and the less important the customers are to their suppliers. These results are important because they indicate companies must consider a wider range of factors than previously thought necessary when establishing inventory policy.     

A general qualitative technique for the comparison of economic structures

Quantitative methods normally do not fully exhaust nor sufficiently show the structural information contained in sets of data. Therefore the authors introduce a new general technique for analyzing structures which is based on qualitative methods. The proposed technique can be divided into several steps. First, the given structural information is prepared with the help of graph theoretical tools. Then the obtained results are condensed in several steps to manageable vectors (key values), the most important step being the construction of graph theoretical decay patterns. These strongly condensed data allow the use of statistical methods and offer the chance to compare even a large number of structures simultaneously. After having introduced the necessary theoretical tools, the authors then present the results of some empirical investigations which showed the usefulness of the proposed technique. Compared with the corresponding quantitative methods, the empirical investigations also showed that our technique is relatively robust with respect to short-comings in the primary material. This result opens up opportunities for obtaining more actual yet costsaving structural information.     

Using announcement options in the bid construction phase for disaster relief procurement

This paper presents an analysis of the bid construction phase of procurement auctions in disaster relief and humanitarian logistics. Substitution and partial fulfillment options are presented in formulations to allow bidders with fewer inventories to offer substitute item types and partial bids in auctions. During the auction announcement phase, a coordinating platform for disaster locations (i.e., auctioneer) allows substitution and partial fulfillment options to the relief suppliers (i.e., bidders) when acceptable. Thus, suppliers with fewer inventories can offer substitute item types and participate in more auctions by partially bidding. A genetic algorithm, a simulated annealing algorithm and an integer program are used for the analysis of the bid construction phase with different announcement options. Heuristic solution techniques and an IP formulation help understand the dynamics of the bid construction problem. It is shown that the addition of substitution and partial fulfillment options is essential to diversify and increase the usable capacity of the supplier base. Additionally, the partial fulfillment option enables better usage of supplier inventories in an environment with scarce supplies.     

THE RESURGENCE OF INVENTORY RESEARCH: WHAT HAVE WE LEARNED?

Abstract. Recent empirical and theoretical research on business inventories is surveyed and critically evaluated. While most inventory research has had macroeconomic motivations, we focus on its microtheoretic basis and on potential conflicts between theory and evidence. The paper asks two principal questions. First, how can inventories, which are allegedly used by firms to stabilize production, nonetheless be a destabilizing factor at the macroeconomic level? Second, why, if firms are following the production-smoothing model, is production more variable than sales in many industries? We suggest that the so-called (S,s) model may help answer both questions.     

施工企业项目经理部绩效评价体系研究

以铁路施工企业项目经理部为研究对象,分析了铁路施工企业项目经理部绩效评价存在的问题,提出构建项目经理部绩效评价体系应首先分析项目经理部运行现状,指出绩效评价指标体系建立的步骤,并设计了以财务指标和非财务指标为基础的绩效评价指标体系,为优化铁路施工企业项目经理部绩效评价提供参考.     

The long-run implications of the production smoothing model of inventories: An empirical test

This paper provides an empirical test of the long-run implications of the production smoothing model of inventories, the dominant framework for inventory investment research in the past. Intertemporal models of a firm holding inventories of finished goods predict a long-run relationship between inventories, shipments, factor input prices, and the real interest rate which is tested here using cointegration test procedures. These tests provide little support for the predictions of the production smoothing model. In most of the data sets used, test statistics indicate that inventories, shipments, factor input prices, the nominal interest rate, and the inflation rate maintain a long-run equilibrium relationship but parameter estimates of cointegrating vectors are often implausible, typically rejecting hypotheses implied by structural models of the production smoothing motive for holding inventories.     

Mission impossible? The boss wants to double our inventory turns.

Despite the prolific implementation of manufacturing systems, JIT principles, Kaizen events, and cycle time reduction programs over the past few years, high inventories still plague many companies. The assumption that implementing these principles and techniques will automatically result in inventory levels that satisfy management frequently proves to be false. Events like mergers, introduction of new competition, and a dropoff in business often trigger edicts to cut inventories. The cost of inventories also extends beyond the traditional accounting measurements to include hidden operating costs that everyone should want to eliminate. This article looks at the reasons for inventories and explores strategies for reducing them.     

What inventories tell us about aggregate fluctuations—A tractable approach to (S,s) policies

We estimate a DSGE model with (S,s) inventory policies. We find that (i) taking inventories into account can significantly improve the empirical fit of DSGE models in matching the standard business-cycle moments (in addition to explaining inventory fluctuations); (ii) (S,s) inventory policies can significantly amplify aggregate output fluctuations, in contrast to the findings of the recent general-equilibrium inventory literature; and (iii) aggregate demand shocks become more important than technology shocks in explaining the business cycle once inventories are incorporated into the model. An independent contribution of our paper is that we develop a solution method for analytically solving (S,s) inventory policies in general equilibrium models with heterogeneous firms and a large aggregate state space, and we illustrate how standard log-linearization methods can be used to solve various versions of our inventory model, generate impulse response functions, and estimate the model׳s deep structural parameters.     

On the interpretation of cointegration in the linear–quadratic inventory model

The traditional formulation of the linear–quadratic inventory model with unit roots predicts cointegration between inventories and sales. That formulation implies that marginal production costs and the marginal benefits of inventories are both tending to ∞, and the cointegrating coefficient reflects the optimal trade-off between these competing factors. This paper suggests a reformulation of the problem in which marginal production costs and marginal inventory benefits are both stationary and in which the cointegrating coefficient is the same as the value that characterizes the target inventory level in the cost function.     

Improving health care means spending more time with patients and less time with inventory

In most hospitals and medical establishments, about 35 percent of their budgets are spent on supplies and labor to manage the inventories, material, and information flows; typically, these are managed as multiechelon systems. The importance of reducing inventory costs, among others, has become relevant in today's health care management. This research applies just-in-time concepts to health care inventories.     

Reviewing the literature on non-parametric dynamic efficiency measurement: state-of-the-art

Much of the literature on static efficiency measurement models assumes that the inputs are fully used for producing outputs in the same period, with the result that no time interdependence exists between the input utilization and output realizations for a production unit in consecutive periods. A review of the literature on non-parametric dynamic efficiency models identifies five key factors of the inter-temporal dependence between input and output levels over different periods: (i) production delays; (ii) inventories (inventories of exogenous inputs or inventories of intermediate and final products); (iii) capital or generally quasi-fixed factors (and associated embodied technological change, vintage specific capital); (iv) adjustment costs; and (v) incremental improvement and learning models (disembodied technological change). This paper reviews the literature and finds that the dynamic issues associated with adjustment costs and capital have received considerable attention in the literature, whereas the dynamic issues associated with inventories have received less attention. The paper concludes with suggestions for future research such as relaxing the perfect anticipation/knowledge assumption for future variables, prices, and states. Moreover, Dynamic Network Data Envelopment Analysis has provided a unifying framework for some dynamic factors, but further development of these models is necessary including meaningful applications.     

基于ERM内部审计方法

复杂多变的经营环境使现代企业面临着众多的不确定性,为了实现企业目标,提升其价值,经营管理方法不断进行改进和完善,这也同时意味着内部审计目标和对象也正在发生着变化,企业为能够更好地实现其目标则对内部审计部门提出了更高的期望。基于此,本文首先对内部审计方法发展历程进行论述,接着提出实施基于ERM(Enterprise Risk Management,以下简称ERM,即企业全面风险管理)内部审计方法的必要性并对COSO委员会提出的ERM框架进行简要的论述,在此基础上,构建出基于ERM内部审计方法的步骤,以期其能够帮助内部审计人员发挥出内部审计本身应有的价值,以满足各方利益相关者的需求。     

Measuring cost savings in the operating room: a matter of FOCUS (follow-through, obsolescence, control, utilization, standardization)

In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results).     

THE AGEING POPULATION: CRUNCH TIME FOR GOVERNMENT REFORMS

Current discussions about reforms to health and long‐term care miss the most important trends that should be influencing debate. With an ageing population that includes a higher proportion of people with manageable illnesses, health and care costs will rise. Reforms must ensure that existing government spending is used more efficiently and that it harnesses – rather than works against – private financing.     

钢贸企业经营模式创新和流动资金管理问题探讨

实施经营模式创新,已成为当前钢贸企业走出困境的必由之路。应收款、预付款和库存三个方面是当前钢贸企业日常经营风险的重点之所在。本文对创新钢贸企业经营模式和改进流动资金(应收款、预付款和库存)管理进行探讨。     

PRICE AND QUANTITY RESPONSES TO COST AND DEMAND SHOCKS*

ABSTRACT When prices are inflexible, real variables like production and inventories must bear the brunt of responding to cost and demand shocks. In these circumstances, one expects to observe rather more variation in quantities than in prices, and that is, in fact, what we observe in the data. To explain this observation, one must explain why prices are inflexible. Our goal in this paper is to ascertain whether it is selectivity in response to demand shocks or just a more extensive smoothing of prices than quantities which accounts for the relatively higher variation in quantities which we observe. We conclude that selectivity in response is clearly evident in the data: demand shocks have only very weak effects on prices, but they have substantial (if rather transitory) effects on quantities.     

How to reduce your inventory: a real world case study

This case study describes the use of a performance analysis system at the Safety Products Division of Mine Safety Appliances Company, which contributed to the reduction of excess inventories by more than $8,000,000 during the first two years of implementation.     

应急物资特性及其库存管理研究

灾害事件的频频发生．给世界各国造成了巨大的人员伤亡和财产损失。应急物资的储备,是实施紧急救助、安置灾民的基础。应急物资库存是一种“社会”库存。应急物资的管理有别于一般企业的物资管理。结合应急物资的分类体系,从物资筹措、存储等方面分别讨论应急物资的特性,从而比较应急物资与一般企业物资库存管理的不同,提出应急物资库存管理研究的发展,为开展灾害应急系统研究提供基础。     

强化物资管理 零库存保证生产

随着市场经济的发展,川东北采气厂物资管理紧跟时代脉搏,与时俱进,探索出了一条库存物资从年20多万元到现今零库存保证企业生产正常运行的物资管理模式。