Inventory Management - Supply Chain Consulting

Services
Inventory Management
Second to the costs of transportation are the costs to carry inventory – raw material,
work in process and finished goods. Whether a company uses the accounting
method of adding the cost of money, insurance, obsolescence, damage, and other
factors; or uses an internal hurdle rate to identify the cost of carrying inventory, this
use of a company’s capital taxes the company’s finances.
Minimizing overall inventory levels and maximizing inventory turns free up capital
and expense dollars for use elsewhere in the supply chain or within the company.
Our background in balancing the supply chain and logistics costs allows us to use
variations in inventory levels to optimize the supply chain.
Questions that our consultants frequently address include:
• What are the levels of inventory needed to provide different levels of fill rates to customers?
• What mixture of raw material, work in process and finished goods is best to meet your company’s
strategic objectives?
• Are the levels of obsolete and excess inventory at or above appropriate levels for your industry and
company?
• Are inventory turns and days of supply within acceptable ranges for your company and markets
served?
• What are the specific steps and task in the business process that need to be fine tuned in order to
minimize the creation of unneeded inventory?
• What is the right mixture of A, B and C items to support customer needs and sound financial
practices?
• Is it worthwhile to spend time and expense to improve forecast accuracy?
• What specific additional inventory would result?
Our services in inventory management include:
Benchmarking of inventory levels, turn, days of supply, fill rates, and accuracy.
Analysis of inventory levels to determine causes of excess and opportunities for
improvement.
Establish, Inc.
Review and critique of forecasting, demand planning, replenishment, master scheduling, and
deployment functions using our Guidelines to Best Practice for these areas.
Identification of improvements at practical levels resulting in immediate reductions and at
conceptual levels resulting in ongoing reductions.
Development of new business processes and corporate improvement programs to keep
inventories low after initial improvements.
Facilitation of inventory improvement programs using internal client teams to accomplish
reductions and maintain higher service levels and lower inventories.

Case Study
Establish, Inc.
Inventory Management: Computer Peripheral Devices
A manufacturer of computer peripheral devices was seeking to improve its balance sheet
and P&L by reducing inventory and the associated carrying costs, while improving customer
service. The markets and products were changing radically. The company needed to
completely revamp its inventory, manufacturing and product support policies, procedures
and practices to reflect basic changes in its product line from large, long lead-time,
expensive long-lived engineered systems to relatively low-value, standalone, nearconsumer-product
class units that support personal computers. Would it be possible to (1)
take the profit hit resulting from disposing of obsolete inventory in order to get the balance
sheet into shape and (2) institute a program to prevent the buildup of obsolete inventories
by disposing of slow movers on a regular basis?
Establish performed a logistics cost/performance benchmark showing that corporate
logistics costs were almost 7 percent of sales. In all divisions, inventory carrying costs were
extremely high. The bulk of the problem was in inventory management. There was an
indication of product mix problems and the likelihood of large amounts of obsolete and slowmoving
inventory.
Establish performed a two-pronged attach on inventory. Like a SWAT team, we reduced
E&O inventory using a team including Operations, Marketing, Sales, and Finance.
Meanwhile, we also attacked the process that creates inventory.
The comparison to best policies and practices indicated that there were issues in
purchasing, materials management, inventory planning and management, and
manufacturing operations. A set of recommendations for short-term inventory reduction and
long-term business process and policy changes were prepared and presented.
In purchasing and materials management, it was recommended that the total purchasing
power of the corporation be leveraged to obtain more favorable purchasing and
consignment agreements by centralizing the purchasing function. At the same time, local
materials management functions would be strengthened to improve requisitioning and
materials usage and upstream supply chain partnerships would be established to improve
material flow and reduce purchased parts inventories.
In inventory planning and management, a centralized logistics function was recommended.
Logistics also developed written policies and procedures for inventory planning,
management and reporting; implemented an integrated forecasting and inventory planning
business process and information system; and resdesigned the forecasting and inventory
planning process. All inventories are now managed more intensively to avoid excess and
obsolete, and active inventories are now deployed and re-deployed based on the forecast
requirements.
The promotion process was brought under control to avoid sudden unanticipated demand
on the plants and to move the slow-moving product. Manufacturing performance criteria
was changed from lowest unit cost and high absorption to meeting the schedule in time and
quantity to ensure proper inventory control and improved service levels.
The company now recognizes the acceleration of change in its market, and the true nature
of new markets and recognizes the impact of that change on inventory management policies
and practices, and its potential impact on the financial fortunes of the company.