Parts Emporium & Industrial Repair Inc Coursework

Parts Emporium & Industrial Repair Inc - Coursework ExampleA calendar weeks demand of the EG151 gasket averages 100 units, but the company orders just 150 units every 2 weeks, so there is insufficient supply coming in. This accompaniment alone already puts the company at risk of getting its inventory overrun by demand, hence losing money and market in the end. There is in addition no denying the fact that until now, the companys inventory has generally been poorly managed and maintained. When it comes to the DB032 drive charge, its case appears to be the exact opposite of the EG151 rout out gasket. Currently, the company orders similarly many units of the product, thus ending up with a lot of leftover stocks. In business, the wise thing to do is always to maintain a correspondence between supply and demand the firm is supplying too much DB032s. More importantly, there is no justification of this whatsoever. The firm has a lot sizing of 1,000 units for a product whose demand a verages 50 every week it also has 324 units on hand. A comparison of the companys treatment of the DB032 drive belt and the EG151 exhaust gasket reveals that it has gotten its priorities completely wrong. The more in-demand product (EG151 exhaust gasket) has been presumptuousness a small lot coat and is undersupplied, period the less in-demand product (DB032 drive belt) has been given a large lot size and is overstocked to the extent that almost 3 weeks supply is on hand. In order to solve this problem, it is necessary to develop a bump and more efficient inventory system. I propose the following For the EG151 Exhaust Gasket At least 150 units should be ordered every week so as to cushion the company from stockout and an inability to meet demand. In addition to this, the product should be given a larger lot size that can allow its inventory to be sufficiently built and maintained. The company should also improve the efficiency of its supply chain system so that backordering is r educed, losses are avoided, and market share is maintained or even gained. For the DB032 Drive Belt The lot size allocated to a product that sells an average of just 50 units each week is too much and not realistic. Allocating a lot size of 1,000 units to this product is almost criminal considering the EG151 exhaust gasket undersells and yet is given a lot size of just 150 units. Secondly, the company orders too many units of the DB032 drive belt, to the extent that surplus units are left in stock while demand remains low. Recommendations a) Reduce the lot size of the DB032 drive belt to 100 units, and increase the lot size of the EG151 exhaust gasket to 300 units. b) Increase the orders for the EG151 exhaust gaskets to 210 every two weeks, and reduce the orders for the DB032 drive belt to 150 units every 3 weeks. c) Slash or completely eliminate the tendency to backorder. d) Make better use of the warehouse, which is grossly underutilized. Question 2 The EG151 exhaust gasket costs $20 per order, while the DB032 costs $10 per order. Currently, the company orders 150 units of the EG151 every 2 weeks, consequence it spends $3,000 every 14 days. For the DB032 drive belt, since the company has a lot size of 1,000 units it most likely orders that quantity every 3 weeks. This means that it spends $10,000 every 21 days. Total costs come to $13,000 every 35 days. My recommendation would mean that the company will spend $4,200 on the EG151 every 14 days and $1,500 on the DB032 drive b