An effective organization of inventory planning should provide for an increase or decrease in the volume of on-hand inventories, leaving the overall budget program unchanged.

When planning inventory, two levels of inventory availability in the warehouse are established: a limit (minimum) level, below which inventory does not fall, and a maximum level.

If the duration of the order is known, it is possible to determine with great accuracy the moment of order renewal (order point). The duration of order fulfillment refers to the time required for the supplier to produce the required product and ship it to the wholesale distributor. When choosing the moment to renew an order, you should proceed from the amount of available inventory and the volume of consumer orders. In the event of fluctuations in demand for goods and irregular deliveries, it becomes necessary to determine the safety (reserve) stock for the period before the delivery of goods. The size of reserve reserves is established, as a rule, empirically based on the results of past activities.

The maximum level of inventory is set during the initial planning of the mandatory assortment list and may change in the process of working with goods. The maximum volume is set for each product item and represents the total quantity of goods in stock and ordered (but not yet received) of goods.

The minimum inventory level refers to the minimum quantity of goods stored in a warehouse. Items ordered to replenish on-hand inventory must arrive at or before the time at which inventory levels reach their minimum. The order point must be selected so that the level of on-hand inventory in the period before expected delivery does not fall below the minimum level and does not lead to a shortage of goods. It is important to know the duration of the order and the time required for its delivery. It is not always possible to predict delivery time exactly to the day. If deliveries are irregular, a time correction factor should be established for the entire duration of order fulfillment. For example, if cargo deliveries typically take place within two weeks, but delays in deliveries require an additional week, you can consider the estimated delivery time of the cargo to be between the 14th and 21st.

On-hand inventory is the actual quantity of all goods stored in a warehouse. This includes all goods held for sale, including unprofitable and substandard goods returned by consumers. If the product is unfit for further use, it is sent to the supplier or written off as a manufacturing defect.

An item under order represents the required quantity that is required to replenish items already sold or awaiting sale.

Let's look at an example of determining the order size. If the maximum level of an item is 1000 units and its consumption during the week is 100 with a lead time of three weeks, the additional quantity required at the time of reordering will be 400 units. If you include 600 units in an order and fulfill the order on the same day, on-hand inventory will reach its maximum level.

Within three weeks, 300 units of the product will be sold. By this time, on-hand inventories will reach 700 units and will then be supplemented by another 600 units ordered later. Then, if it is necessary to reach the maximum inventory level after the goods are delivered, 900 units of goods will need to be included in the order (600 units is below the minimum quantity, and 300 units will be sold within 3 weeks).

When calculating the order size, both the capabilities of the manufacturer-supplier to produce these products and the capabilities of the wholesaler to receive and place the ordered products in the warehouse are taken into account. Calculation of the order size based only on these factors, without taking into account consumer demand, is carried out, as a rule, according to the maximum standard. The supplier's production capacity, costs associated with packaging, transportation and storage of goods affect the size of the order. When purchasing small quantities of goods, their selling price can be extremely high. For each product, a minimum permissible lot size is established, below which the purchase of this product becomes economically infeasible. In some cases, the distributor may purchase goods below the minimum permissible lot size.

An example of such purchases is special purchases designed to satisfy the specific needs of buyers.

Another reason for ordering a batch of goods below the established minimum level is budget overruns. The distributor distributes budget funds for the purchase of goods at his own discretion, striving to make the largest investments in profitable goods. The balance of funds does not allow covering the costs of purchasing other goods and creates the need to purchase a batch of goods below the minimum level.

To manage inventory, it is necessary to set a maximum and minimum order level for each product item. Although with a minimum purchase quantity the supplier does not require the distributor to pay additional fees for the goods sold, however, we should not forget that carrying out minimum purchase quantities is sometimes more expensive than the purchase of medium and large quantities, and may exceed the amount of profit planned to be received from the sale of small quantities goods.

The minimum delivery quantity can be set by both the supplier and the distributor. For each unit of production, the distributor determines the purchase lot size that is most financially profitable for him. Purchases below the minimum established quantity will cost him more. When making special one-time purchases, this rule may be violated if the consumer agrees to pay for his order at higher prices.

The size of the order should be established from the point of view of economic feasibility based on an analysis of annual sales plans, storage areas and budgetary allocations to finance procurement activities. The maximum order size is set to meet increased demand without increasing the frequency of orders. When setting the maximum order size, many factors must be taken into account, the main one of which is an analysis of the available storage space to accommodate the ordered products and the ability to comply with high-quality storage conditions. The maximum order quantity should not be confused with the maximum inventory quantity allowed. The maximum order quantity is the maximum number of items included in a product purchase order. The maximum on-hand inventory level is the combined quantity of items on hand and items on order for a specified period of time.

The size, duration of execution and moment of renewal of the order (order point) should be established for each product item based on the results of previous work with this product. The order renewal time is calculated based on the frequency of circulation of the product, transport tariffs, as well as standards, minimum and maximum inventory levels established for this product.

Typically, order renewal is undertaken at the moment when the quantity of goods in the warehouse reaches a critical point. Some products are purchased only as a set, in a serial batch. The moment of resumption of the order of such goods is selected during the period of time when one of the goods included in the series reaches the minimum level. In this case, the order size for a specific type of product in a series may be lower than the level established for this product. Typically, manufacturing firms prefer to receive orders for the supply of a complete series of products. In the case of serial delivery, the manufacturer agrees with the wholesaler on the delivery date, while limiting the acceptance of other orders.

The moment of order renewal is usually associated with a specific amount of inventory on hand. However, when renewing an order, it is not always necessary to rely on exactly a specific quantity. For example, it is possible to renew an order with a product inventory of 29 units, although the order renewal standard is set for a product quantity of 25 units.

Rhythmic, well-organized production is of great importance not only directly for the manufacturer (supplier), but also for the distributor, since everything

Miscalculations in production are reflected to one degree or another in the cost of the product. The production cycle is a complex process that requires human resources, vehicles, equipment, facilities for storing goods during the production cycle, materials for the production of products and their packaging. The cost of manufactured goods must cover the costs of organizing and implementing the production cycle. For each product name, the manufacturer establishes a corresponding production cycle. The manufacturer has the right to delay the production run of certain products until it is economical and profitable to produce the quantity ordered. Many distributors find it financially beneficial to order large quantities of product. The purchase of large quantities of goods, although it requires large capital expenditures, however, allows for rhythmic servicing of consumers and ensures uniform profit generation. When purchasing small quantities, the cost of goods increases, and this circumstance creates certain difficulties in selling goods. The equipment must be used economically and to its full capacity by the manufacturer. If the equipment is not fully loaded, the manufacturer may increase the cost of the order, or require an increase in the order size to volumes that cover production costs. The distributor does the same when selling goods to his consumers, including the costs of transportation, storage, packaging and movement in the price of the goods.

The problem of the optimal size of warehouse balances should concern not only the logistics service, but also the financial director. Excess inventory means funds diverted from circulation and costs for maintaining large warehouse areas, while insufficient inventory means the risk of losing customers and reducing revenue. How can a CFO optimize investments in inventory?

The problem of the optimal size of warehouse balances should concern not only the logistics service, but also the financial director. Excess inventory means funds diverted from circulation and costs for maintaining large warehouse areas, while insufficient inventory means the risk of losing customers and reducing revenue. How can a CFO optimize investments in inventory?

It’s not news to anyone that the financial well-being of a company largely depends on effective supply and inventory management. “The volume of reserves in our company is about 70 million rubles, or more than two thousand items. At the same time, the costs of maintaining inventories amount to up to 30% of their cost.

Therefore, we pay special attention to organizing inventory management, including calculating the optimal order size and forming an effective assortment portfolio,” says Inga Rodionova, financial director of the MOND group of companies. The lack of thoughtful control over supplies and warehouse balances inevitably affects the financial results of the company.

“In 2005, our company discovered an overstock of some product categories as a result of incorrect procurement planning. According to others, on the contrary, it was a shortcoming that did not allow the sales plan to be implemented in full. This was revealed by comparing actual inventories by category with sales plans for the corresponding period. In most cases, this was influenced by the situation in the country of origin.

In China, where the company has most of its factories, labor and energy problems have arisen, so suppliers have lengthened production cycles and sometimes even disrupted deliveries. For this reason, our managers often ordered more and more often than necessary, or, on the contrary, made an order quite late, which also led to a lack of goods in stock,” recalls Elena Ageeva, financial director of Golder Electronics.

However, in practice, attempts to improve the situation often come down to determining the standard for such an indicator as inventory turnover (the ratio of revenue to the average volume of inventory).

In other words, having studied the statistics of sales and inventories, the financial division for the next period sets a standard for the turnover of inventory balances for commercial divisions. But this solution has significant drawbacks, namely: only the goods that are in the warehouse are taken into account. When establishing the turnover standard, goods and money in transit, as well as accounts receivable, are not taken into account. By reducing inventory, the company affects only a small part of the total amount of funds invested in maintaining inventory;

Having established a strict inventory turnover standard for commercial divisions, the financial department forces them to act according to one of the following scenarios. To reduce inventory and meet the standard, firstly, you can reduce the volume of purchased lots, and secondly, the number of deliveries.

If you reduce the volume of purchases, shipping costs will increase, since goods will be delivered much more often. And more infrequent deliveries will lead to a reduction in safety stock. As a result, the level of supply of demand will decrease, and situations will more often arise when the goods demanded by customers are not in stock.

To solve the problem of inventory management once and for all and optimize investments in goods in the warehouse, a comprehensive approach to solving the problem is required.

QRS and ABC analysis matrix

Stocks are different from stocks

Before you begin optimizing inventory, you need to separate the main inventory from emergency and temporary inventory. For example, according to the accounting system, 100 goods of supplier X are stored in the warehouse in the amount of 100 thousand rubles, the supplier’s sales volume is 200 thousand rubles. Using this data, we set the inventory turnover to be two times. However, if in these 100 thousand rubles. If defective and illiquid goods are received in the amount of 20 thousand and 30 thousand rubles, respectively, then the actual turnover of goods will be at least twice as large.

The main stock serves to ensure sales in accordance with the plan. Consists of two main parts:

• working stock - inventory to fulfill the plan. Its size depends on the batches in which the goods are received from the supplier;
• safety stock is created in order to compensate for uncertainties associated with a possible increase in actual sales above the plan or with delivery delays.

Temporary inventory is created for a specific period and consists of three main types:

• seasonal stock. During the period of seasonal consumption growth in the market, suppliers experience interruptions in the availability of goods. To avoid lack of goods in stock, you need to create excess stock of the most critical goods and sell it during the season;
• marketing stock. During the period of marketing campaigns for a product, there is a need to ensure its availability in excess quantities. During the promotion process, these reserves are sold;
• market reserve. Suppliers often close production for maintenance, raise prices, etc. You can make a significant profit if you have goods in stock at old prices at the moment when competitors have already run out of them.

Forced stock arises regardless of the desire of the company and its employees. This includes illiquid goods (goods of normal quality, but in a volume that is difficult to sell relatively quickly), defective goods.

Obviously, the required level of sales is ensured only by the main stock. Therefore, the accounting of goods in the information system must be structured in such a way that the main stock can be identified. In addition, the system must reflect the amount of illiquid and defective goods, as well as the money spent on their purchase. To reduce the number of such goods in the inventory structure, it is necessary to organize regular work on the sale of illiquid stock and defects. It should be carried out monthly, not occasionally. In this process, it is necessary to involve not only the purchasing department, but also the sales department.

Inventory structure

Where's the money

So, having dealt with all possible types of reserves, you need to clearly determine how the company finances them. In other words, you need to understand how much of your own and borrowed (for example, bank loans) funds (Investment resource, IR) the company invests in maintaining inventory.

In theory, everything is simple, the investment resource formula is as follows:

IR = TP + TZ + DZ + DP - KZ,

where TP - goods in transit. The company has paid the supplier for the shipment of goods, but they have not yet been received in the warehouse, and therefore are not included in the inventory;

TK - commodity stock. Goods received at the warehouse but not shipped to customers;

DZ - accounts receivable from customers. Goods shipped to customers but not paid for by them;

DP - money on the way.

Money that the client paid for the goods, but the company did not pay the supplier; KZ - accounts payable.

Money that the supplier provides in the form of a commodity loan for the maintenance of a commodity resource. Ideally, each company strives to ensure that IR = 0. This will allow the content of the commodity resource to be transferred to the supplier. For example, retail chains spend significantly less money on maintaining their inventory than the accounts payable received from the supplier. Accordingly, they free up funds for the development of their own network.

Note that the financial director must take all indicators involved in calculating the investment resource under strict daily control. This will make it possible to determine where the company’s funds are concentrated and to develop the necessary measures to free up its own funds.

And to assess their effectiveness, you can use the ratio of revenue to the amount of investment resource. It is clear that the higher it is, the more efficiently the company manages its money.

Ideally, every company should strive to ensure that the investment resource is equal to zero.

Inventory analysis

To identify the company's internal reserves, it is worth using QRS analysis. Its essence is to divide goods and their suppliers into three groups, guided by the volume of required investment. To divide into groups, you can use the significance criterion, which is calculated using the following formula:

Significance criterion (Kz) = (Investment resource/Sales volume) 100%.

Kz< - 10%. Группа Q. Сюда относятся товары и их поставщики, которые вкладывают в оборот заказчика более 10% от своего месячного объема продаж. Отсрочка на погашение товарного кредита такова, что приобретенный товар компания успевает продать и направить вырученные средства на финансирование других закупок.

10% < Кз < +10%. Группа R. Кредитных средств этих поставщиков, как правило, достаточно, чтобы обеспечить содержание товарного ресурса по поставляемым ими товарам, но не более.

Short circuit > +10%. Group S. To purchase goods from this category of suppliers, you must invest your own funds.

QRS analysis itself does not provide a complete picture of what is happening. In other words, it does not allow you to track how interested the company is in purchasing a particular product. To correct this omission, you can conduct an ABC analysis, dividing all products into three categories based on the profit indicator. For example, A will include all products that bring 50% of the total profit for all clients, B - 30% of the profit, and C - 20% of the profit, respectively. “When planning sales, our company’s product range (more than 600 items) is divided into three groups using ABC analysis,” says Elena Ageeva. - In group A we include goods that generate the greatest income and ensure the maintenance of the majority of stocks. For these products, the volume and time of order are determined as accurately as possible, since it is necessary to ensure their constant availability in the warehouse. Products of group B occupy an average position in the formation of inventories. Products of group C are the largest group of products, but their share in total sales is small.

EXPERT ASSESSMENT OF THE SIZE OF INSURANCE STOCK

In our company, the goods of these three groups, according to statistical data, are distributed as follows:

• 10% of assortment items provide 75% of the cost of inventories (group A);
• 25% of assortment items account for 20% of the cost of inventory (group B);
• 65% of the assortment contains 5% of the cost of inventory (group C).

The analysis is carried out by the marketing department.

By combining the results of QRS and ABC analysis (see Fig. 1) and identifying nine product groups, you can determine a strategy for working with suppliers, as well as a sales strategy. Products and suppliers that fall into the AQ group are the most profitable and do not require financing for their own maintenance. It is necessary to build long-term partnerships with suppliers of such goods, monitor the timing of repayment of accounts payable to them, etc. And goods of the CS group are the least profitable and at the same time require additional funds for maintaining inventory, therefore, if possible, they are better remove from the range.

KEY STOCK LIMITS

Optimal stock

Once a company has determined which product it will invest in and which suppliers it will work with, it needs to plan the amount of inventory for each type of product. To do this, based on actual data (sales volume, response time, etc.), you need to calculate the average inventory for each type of product. By adding up the data on the goods of a particular supplier, we get the average inventory for the supplier. The average commodity stock (AS) in a warehouse consists of an insurance stock (STZ) and an average working stock (WSR) (see Fig. 2 on page 33). Moreover, the latter depends on how many times the company purchases goods during the period, and sales volume:

There are two approaches to estimating safety stock.

First based on expert judgments about the likely increase in sales and product delays (see Figure 3). The following formula is used for calculation:

STZ = PDsr SRsr (% PD + % SR),

where PDsr is the average sales volume per day, pcs.; SRav - average response time (the period between the moment the need for a product arises and its delivery to the warehouse), days; % PD - percentage of probable increase in sales (how much sales per day can increase in relation to average sales), percentage; % CP - percentage of probable delivery delay (how many days delivery may be delayed in relation to the average response time), percentage.

Second The approach to calculating safety stock is based on accumulated statistics of sales fluctuations and violations of delivery deadlines.

Calculated based on a given probability using statistical tables of the Laplace function. For example, if it is necessary with a 95% probability to have a product in stock, then this value will correspond to a coefficient value of 1.64.

However, although the second approach can provide more accurate results, it is rarely used in practice. The fact is that companies often do not have statistics on delivery delays.

Once the size of the safety stock has been determined, you need to compare the results obtained with actual warehouse balances that exceed the planned requirement and liquidate existing surpluses.

Tight control

We began the article with the fact that using the goods turnover indicator as a standard is unjustified.

The correct option is if inventory control is carried out on a daily basis based on deviations from the following standards:

• maximum inventory (MaxTZ), which is calculated as the sum of safety stock and average supply volume;
• order/reorder point (ORP) - the quantity of goods in the warehouse, upon reaching which it is necessary to place a new order to the supplier (the sum of the safety stock and the number of goods that will be sold during the time required to deliver the next batch from the supplier);
• point of “last wish” (LW) - the number of goods that will be sold during the time required to deliver the next shipment from the supplier and by the time the next delivery arrives the company will be left without goods.

By setting standards and quickly monitoring them, a company can manage its investment in inventory as efficiently as possible. But we should not forget that it is not enough to develop the necessary methodology; it is important to interest the company’s employees in the results.

In this case, different remuneration schemes should be used for each department, for example:

• The sales department is focused on 100% fulfillment of the sales plan;
• purchasing department - for compliance with standards for inventory;
• transport department - to fulfill the established deadlines for the delivery of goods.

1) Indicators of the intensity of use of fixed assets

2) Indicators of the use of production space and structures

3) Indicators of capital productivity of fixed assets and rate of return

4) All answers are correct.

5) There is no correct answer

22. What is included in the concept of “working capital of an enterprise”?

1) Basic and auxiliary materials, semi-finished products of our own production, purchased semi-finished products, components

2) Part of the means of production that participate in the production cycle once and completely transfer their value to the cost of manufactured products

3) Means of production that are repeatedly involved in the production process and transfer their value to the cost of production

4) Tools that are repeatedly involved in the production cycle and transfer their value to the cost of the finished product not immediately, but in parts, as they wear out

5) Objects of labor necessary for the manufacture of products

23. What material and material elements are included in the working capital of an enterprise?

1)Inventory of raw materials, materials, semi-finished products, purchased products, spare parts, fuel, work in progress, deferred expenses

2) Machines, units, devices, containers, racks

3) Finished products, cash in the cash register, on the company’s current account

4) Enterprise profit, debt to suppliers

5) There is no correct answer

24. What is the minimum stock?

1) The amount of stock at which it is necessary to place an order for the purchase of a new batch

2) The amount of stock, taking into account random deviations in delivery times and volume of consumption

3) Optimal delivery lot size

5) There is no correct answer

25. What determines the inventory turnover ratio for a certain period?

1) From beginning and ending inventories

2) From average stock

3) From the cost of products sold and average inventory

4) From all of the above

5) There is no correct answer

26. What is working capital?

1) Part of the capital of an enterprise, which is modified in the production cycle and exchange cycle and appears in the form of inventories, accounts receivable, cash and securities

2) The net worth of an individual or legal entity minus the amount of liabilities

3) Part of the capital of an enterprise, which is a set of material elements of long-term operation

4) Part of the advanced capital spent on the purchase of objects of labor

5) There is no correct answer

27. Which of the following applies to circulation funds?

1) Material resources of the enterprise, industry

2) Enterprise vehicles, industrial buildings, structures

3) Finished products, products shipped, in transit, cash in shares, on a current account, at the cash desk, all types of debt

4) Profit

5) There is no correct answer

28. Which of the following is included in the working capital of the enterprise?

1)Stocks of materials, spare parts, fuel, finished products in the warehouse

2) Working funds and circulation funds

3) Work in progress, finished goods in warehouse

4) Workshop equipment, finished products in warehouse

5)Inventories, work in progress, deferred expenses

29. Which of the following refers to work in progress?

1) Objects of labor that have not yet entered the production process

2) Objects of labor that have already entered the production process, but are still in the processing stage

3) Objects of labor that are in the enterprise in a certain size, ensuring the continuity of the production cycle

4) Costs associated with preparing the production of new types of products and their development

5) There is no correct answer

30. What characterizes the working capital turnover ratio?

1) Level of technical equipment of labor

2) Intensity of use of working capital

3) Average duration of one revolution

4) Amount of products sold per 1 ruble. production assets

5) There is no correct answer

31. What indicator characterizes the material intensity of products?

1)Technical level of production

2) The total weight of materials for the manufacture of one product

3) Standards for materials consumption for production
products

4) Economical use of materials

5) There is no correct answer

32. What indicators characterize the effectiveness of funds?

1) Profit, profitability of production

2) Capital productivity, capital intensity of products, capital-labor ratio

3)Turnover ratio, average duration of one revolution

4) Level of return on working capital

5) There is no correct answer

33. What stage do working capital go through in its movement?

1) Monetary

2) Productive

3) Commodity

4) All of the above

5) There is no correct answer

34. Which of the following does not belong to the category of workers?

1)Workers

2) Employees

3) Repairman

4) All answers are correct

5) There is no correct answer

35. What is a profession?

1) A type of work that requires special training and is a source of livelihood

2) Specialty that is a source of livelihood

3) Any work that an employee can perform

4) All answers are correct

5) There is no correct answer

36. Which individuals are workers?

1) Performing work

2) Directly engaged in the production of labor products

3) Chiefs

4) All answers are correct

5) There is no correct answer

37. Which employees are classified as employees?

1) Mainly mental labor, ensuring management of the production of labor products

2) Those in the service of the owner of the enterprise

3) Laborers

4) All answers are correct

5) There is no correct answer

38. Which of the following positions do not belong to the category “manager”?

1)Director

2)Deputy directors

3) Chief specialists

4)Senior engineers

5) Shop managers

39. What is the headcount?

1) Number of personnel according to the list

2) The number of personnel on the list as of a certain date, taking into account those hired and dismissed on this date

3) Number of employees reporting to work during the month

4) All answers are correct

5) There is no correct answer

40. How is the total personnel turnover ratio determined?

1) The ratio of the total number of hired and retired employees during the reporting period to the average number of employees

2) The ratio of the total number of hired and retired employees during the reporting period to the payroll number

3) This is the total number of accepted

4) All answers are correct

5) There is no correct answer

41. What is labor productivity?

1) Product output per unit of time

2) Labor costs per unit of production

3) The degree of fruitful activity of people, determined by indicators of production and labor intensity

4) All answers are correct

5) There is no correct answer

42. What is production?

1) Labor costs for production

2) The total quantity of products produced by the enterprise

3) Costs of raw materials for production

4) All answers are correct

5) There is no correct answer

43. What indicator growth is stimulated by wages, which is a form of remuneration for labor?

1) Labor productivity

2) Capital productivity

3)Material capacity

4) All answers are correct

5) There is no correct answer

This article will be useful to those who are starting their activities in the field of trade. Starting a business is usually associated with limited funds, so knowing the minimum inventory of goods in a store’s warehouse will be extremely useful. This will save your working capital and allow your small business to develop faster.

When I first started working in the retail trade of building materials, I encountered a number of problems related to the inventory of goods in the store’s warehouse. For example:

1. Goods in demand ran out quite quickly, and the next delivery was still a long way off. As a result, the store lost potential customers and, accordingly, profit.
2. Products for which there was low demand took up a lot of free space and “ate up” useful space in the store or on display, but it would have been useful for more popular items. In addition, funds have already been invested in them, which, unfortunately, are not unlimited.

After some time, having drawn conclusions and collected sales statistics, I developed a solution to this problem for myself in the form of calculating the minimum stock of goods in the warehouse. How to do this, so to speak, at home.

Firstly, you will need statistics, or, if you like, a sales report for a more or less serious period of time. It's been a year for me. For you it could be a month, a quarter or half a year. Such a sales report can be generated in a special accounting program (for example, 1C) or made yourself from a sales ledger (do you keep any records?).

Secondly, you will need to determine for yourself the average delivery time for the goods. Perhaps this is a day, if the supplier is nearby, or perhaps it is a month, if, for example, the supplier’s production works to order and the deadline is so impressive. I have this deadline for almost all suppliers, usually 10 days.

Let's start calculating the minimum stock of goods in the warehouse. For example, I will take one of the store categories - “Stainless steel chimneys” and make a sales report for it for 1 year (in your case this could be a month, a quarter, a half-year). This is easy to do in the 1C database; those who don’t have it will have to work hard manually. Here's what happened (click to enlarge):

1. Number of sales in 1 day
2. Number of sales between deliveries (your delivery time)
3. Minimum stock of goods in warehouse

Here's what I got:

Many have probably already guessed that next we need to calculate the number of sales in one day. To do this, write the formula in cell C2 “=B2/365” and copy it for the entire column C. Excel will automatically change the value (B) in the formula for each row to B3, B4, B5, etc.

The next column will show us the average number of product sales between deliveries (I have this value for 10 days). Let's write the formula for column D in cell D2 "=C2*10". Let's copy it to all cells in column D. Let's see what happens:

As can be seen from the figure, the values ​​turned out to be fractional. This cannot happen with real goods, unless of course you have cut or weighed goods. In addition, some positions have values ​​close to zero. But logically, this is all the necessary range of products, and from time to time even goods with low demand still find their buyer. By investing in them, we create a wide choice for the buyer. However, as the values ​​​​obtained in column D show, it makes no sense to spend working capital and store the entire assortment in the same quantity. Therefore, we will maintain the full assortment and fill the warehouse with more popular goods if we round the resulting values ​​up to the nearest whole number. You can do this in a table using the Roundup function. Let’s write the formula with this function in column E. Write “=Roundup(D2)” in cell E2 and copy it to the remaining cells of the column.

In general, the values ​​​​from column E are the minimum stock of goods in the store’s warehouse. Of course, storing such a small amount of goods is relevant only at the initial stage of activity, when the store needs to present a full range with minimal investment. You will not be able to work normally with all customers with such a warehouse stock. For example, for the needs of installation teams and organizations, such a reserve is clearly not enough. Over time, when the store’s working capital increases in volume, it will be necessary to think about expanding warehouse stocks or about the optimal stock of goods in the warehouse.

Inventories are formed from various goods. The concept of “product” in logistics includes the actual product. It can be expressed in a specific characteristic form of the product.

A group of goods related to each other by at least one characteristic is a product assortment, where the common characteristic is: a common distribution channel, a similar price range, etc.

The totality of all assortment groups of goods and commodity units offered for sale is a product nomenclature.

A number of positions determine decisions made within the framework of product policy: product range, depth and width of assortment groups, range of sizes of each product, product quality, release of new products, product standardization

Logistics considers the company's inventory management policy, and commodity policy forms the company's inventory of goods.

"Right on time" is a method that is applied in logistics to all components of entrepreneurship, including production, shipment and purchase of goods. The idea behind this method is that all unwanted inventory should be kept to a minimum. A non-logistics policy assumes that products are kept in stock “just in case” so that unexpected demand can be met.

This policy is expensive as it requires maintaining a large warehouse area to store inventory.

In the course of the company's activities, a dilemma constantly arises: to build additional warehouse space on the existing space or to use funds to expand production capacity and, consequently, to increase product output.

Businesses more often choose the second approach, the just-in-time method covers all activities during production and distribution.

The purpose of this method– produce and ship products within a certain period of time for their further use.

Quick Response Method involves optimizing the inventories of trading enterprises.

Using this method reduces inventories of finished products to a certain amount, but not below a level that helps quickly satisfy the demand of the majority of customers. The response time of the logistics system to changes in demand is reduced, inventories are concentrated and replenished at specific points of sale, there is flexible interaction between partners in the integrated logistics network, and inventory turnover is significantly increased.

Minimum stock– this is the level of stock that ensures the continuity of meeting demand for the entire period of fulfillment of one’s own request to replenish this stock.

Maximum stock is the stock level up to which replenishment requests can be issued and the stock level at the time of receipt of delivery.