Page 92 - Orlicky's Material Requirements Planning
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72                                                                  PART 2   Concepts


             The benefits to this inventory strategy include the following:

             ■ Leads times are fully compressed. In this simple case, this inventory strategy will
                work if the customer tolerance times are one or more days for Part 300 and one
                or more days for Part 400.
             ■ Potential sales gains are possible for the sales of both Part 300 and Part 400 if the
                market will reward this company for shorter than industry standard lead times.

             The potential risks include the following:
             ■ Stocking only at the end-item level means that the level of stock needs to cover
                the entire cumulative lead times of both products (22 and 19 days).
             ■ Stocking only at the end-item level leaves critical resource E exposed to both
                internal and external disruptions.
             ■ The resources required to have inventory at the end-item level would necessitate
                lower variety offered to the market.

             Another alternative would be to stock at the end items (Part 300 and Part 400) and
        the purchased items (Part 100 and Part 50). This represents a common picture that has its
        roots in a traditional MRP safety stock tactic. Safety stock is used to guard against vari-
        ability in supply and demand. Therefore, the traditional approach would be to have
        inventory only at the finished good and purchased component level. In a traditional MRP
        strategy, there is reluctance to stock intermediate components because they can be man-
        ufactured internally. Figure 4-15 represents this strategy.
             The benefits to this strategy include the following:
             ■ Leads times are still fully compressed. Once again, this stocking strategy will
                work if the customer tolerance times are one or more days for Part 300 and one
                or more days for Part 400.
             ■ All internal processes are protected from supplier disruption.




           FIGURE 4-15

           Part 300 and Part 400 cumulative lead time—purchased and end item stocked.
                           5 Days                              7 Days


           Part 100    A      B      C       Part 200     D      E     F       Part 300
          Purchased                         Component                          Parent
        PLT = 10 days
                                              Part 50       G        E        Part 400
                                             Purchased                         Parent
                                             PLT = 7 days
                                                                4 Days
   87   88   89   90   91   92   93   94   95   96   97