11 Safety Inventory

Managing
Uncertainty in a
Supply Chain:
Safety Inventory
The Role of Safety Inventory
• Safety inventory is carried to satisfy

demand that exceeds the expected
(or forecasted) demand
 Raising the level of safety inventory
increases product availability (and thus
the margin captured from customer
purchases)
 Raising the level of safety inventory
increases inventory holding costs
Cycle Inventory
when there is no uncertainty
Cycle and Safety Inventory
when there is no uncertainty
Replenishment Policies
• Continuous review
 Inventory is continuously tracked and order is
placed when the inventory declines to the
reorder point (ROP)
 Order is for a fixed lot size (Q)
• Periodic review
 Inventory status is checked at regular periodic
intervals (T)
 Order is placed to raise the inventory level to a
specified threshold – Order Upto Level (OUL)
Cycle and Safety Inventory
(Continuous Review)
Q
ROP
ss
LT Time →
How much Safety Inventory
• Determined by two factors

 The uncertainty of both demand and supply
 The desired level of product availability
• Measuring Demand Uncertainty
μd = Average demand per period (e.g. average
daily demand)
σd = Standard deviation of demand per period
Lead time (LT) is the gap between when
an order is placed and when it is received
Measuring Product Availability
• Product (or Item) fill rate (fr)

 Fraction of product (or Item) demand satisfied
from product in inventory
• Order fill rate
 Fraction of orders filled from available inventory
• Cycle service level (CSL)
 Fraction of replenishment cycles that end with
all customer demand being met from inventory
Symbols used
Our
In Prefer
Item Book ence
Annual Demand D D
Daily (Weekly) -- d
Demand
Mean daily demand D μd
SD of daily demand σD σd
Symbols used
Our
In Prefer
Item Book ence
Lead Time (days) -- LT
Mean lead time L μLT
SD of lead time sL σLT
Symbols used
Our
In Prefer
Item Book ence
Demand During -- DDLT
Lead Time
Mean Demand DL μDDLT
During Lead Time
SD of Demand σL σDDLT
During Lead Time
Evaluating Distribution of DDLT
Continuous Review
Determining ss from CSL
Q
ROP
ss
LT Time →
Continuous Review
SS
CSL  DDLT   LT  d
μDDLT = μd⨉μLT ROP DDLT

Continuous Review
Continuous Review
ss in days of average demand
Continuous Review
Average Inventory
Average inventory = Cycle inventory +

Safety inventory
= Q/2 + ss
Average flow time = Q/2D yrs (if D=Annual

Demand)
Continuous Review
Determining CSL from ROP
μ
μ
SS
CSL  DDLT   LT  d
μDDLT = μd⨉μLT ROP DDLT

Evaluating Distribution of
DD(T+LT)
Periodic Review
ss
CSL
 DD (T  LT )  T   LT  d
μDD(T+LT) = (T+μLT) ⨉ μd OUL DD(T+LT)

Periodic Review
Periodic Review
Average Inventory
Average inventory = Cycle inventory +

Safety inventory
= (Tμd)/2 + ss
Average flow time = (T μd)/2D yrs

[if D=Annual Demand]
Periodic Review
Determining CSL from OUL
μ
μ
ss
CSL
 DD (T  LT )  T   LT  d
μDD(T+LT) = (T+μLT) ⨉ μd OUL DD(T+LT)

Managing Safety Inventory

σ

Impact of Aggregation on
Safety Inventory
Trade-offs of Physical Centralization
• Two possible disadvantages to

physical aggregation
 Increase in response time to customer
order
 Increase in transportation cost to

customer
Information Centralization
• Online systems that allow customers

or stores to locate stock
– Improves product availability without
adding to inventories
– Reduces the amount of safety inventory

Specialization
• Inventory is carried at multiple locations

• Should all products be stocked at every
location?
 Required level of safety inventory
 Affected by coefficient of variation of demand
 Low demand, slow-moving items, typically
have a high coefficient of variation
 High demand, fast-moving items, typically
have a low coefficient of variation
Product Substitution
The use of one product to satisfy demand

for a different product
• Manufacturer-driven substitution
 Allows aggregation of demand
 Reduce safety inventories
 Influenced by the cost differential, correlation of demand
• Customer-driven substitution
 Allows aggregation of safety inventory
Component Commonality
• Without common components

 Uncertainty of demand for a component is the
same as for the finished product
 Results in high levels of safety inventory
• With common components
 Demand for a component is an aggregation of
the demand for the finished products
 Component demand is more predictable
 Component inventories are reduced
Postponement
• Delay product differentiation or

customization until closer to the time the
product is sold
 Have common components in the supply chain
for most of the push phase
 Move product differentiation as close to the pull
phase of the supply chain as possible
 Inventories in the supply chain are mostly
aggregate
Postponement

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Managing

• Safety inventory is carried to satisfy

• Determined by two factors

• Product (or Item) fill rate (fr)

μDDLT = μd⨉μLT ROP DDLT

Average inventory = Cycle inventory +

Average flow time = Q/2D yrs (if D=Annual

μDDLT = μd⨉μLT ROP DDLT

μDD(T+LT) = (T+μLT) ⨉ μd OUL DD(T+LT)

Average inventory = Cycle inventory +

Average flow time = (T μd)/2D yrs

μDD(T+LT) = (T+μLT) ⨉ μd OUL DD(T+LT)

• Two possible disadvantages to

 Increase in transportation cost to

• Online systems that allow customers

– Reduces the amount of safety inventory

• Inventory is carried at multiple locations

The use of one product to satisfy demand

• Without common components

• Delay product differentiation or

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