MANAJEMEN PERSEDIAAN

Departemen Manajemen
Fakultas Ekonomi dan Manajemen IPB

© 2006 Prentice Hall, Inc. 12 – 1

 Persediaan dalam Sistem Produksi

Marketplace Product Research

and decisions
and
demand technology

Distributor
Process
planning and
capacity
Demand decisions
forecasts,
orders
Workforce Raw
materials
Aggregate available
plan for
production Inventory
on
External hand
capacity
(subcontractors)
Master
production
schedule and
MRP
systems

Detailed Vendor
work
schedules Figure 13.2

© 2006 Prentice Hall, Inc. 12 – 2

 Alasan untuk Persediaan
Basic : - Sengaja (make to stock) sebagai bagian
dari strategi proses/operasi
- Ketidakpastian informasi (make to
order)
Alasan lain :
1. Ketidakpastian permintaan
2. Ketidakpastian pengiriman
3. Ketidaktepatan proses internal
4. Leadtime (perbedaan lokasi)
5. Motif ekonomi (economic of scale &
© 2006 Prentice Hall, Inc.
spekulatif) 12 – 3
 Imagine…

© 2006 Prentice Hall, Inc. 12 – 4

 .

© 2006 Prentice Hall, Inc. 12 – 5

 Jenis-jenis persediaan
• Raw materials (Bahan mentah)
• Purchased parts and supplies (Komponen
rakitan dan bahan pembantu)
• Work-in-process (partially completed)
products (WIP) (Barang dalam proses)
• Items being transported (Produk jadi)
• Tools and equipment (Alat dan Mesin)

© 2006 Prentice Hall, Inc. 12 – 6

 Menetapkan Persediaan

• Kesalahan dalam menetapkan persediaan

dapat berakibat fatal, suatu contoh :
Persediaan terlalu kecil
Hilangnya kesempatan ; untuk menjual –
memperoleh laba
Persediaan terlalu besar
Adanya biaya besar ; memperkecil laba –
memperbesar resiko
© 2006 Prentice Hall, Inc. 12 – 7
 Keuntungan meningkatkan
persediaan
• Perusahaan dapat
– Mempengaruhi ekonomi produksi
– Mempengaruhi pembelian
– Dapat memenuhi pesanan dengan lebih
cepat

© 2006 Prentice Hall, Inc. 12 – 8

 Kerugian adanya persediaan

• Biaya penyimpanan
• Biaya pemindahan
• Pengembalian modal yang tertanam
dalam bentuk persediaan

© 2006 Prentice Hall, Inc. 12 – 9

 Fokus Pengelolaan persediaan

• Berapa banyak yang harus dipesan

pada waktu tertentu?
• Berapa banyak jenis persediaan yang
harus disimpan?
• Kapan sebaiknya persediaan dipesan?

© 2006 Prentice Hall, Inc. 12 – 10

 Tujuan pengelolaan persediaan

• Menyediakan persediaan yang

dibutuhkan untuk menyokong
operasi dengan biaya minimum
(minimum cost)

© 2006 Prentice Hall, Inc. 12 – 11

 Independent Versus
Dependent Demand
 Independent demand – permintaan
suatu item produk tidak terikat
terhadap item produk lainnya
 Dependent demand – permintaan
suatu item produk terikat terhadap
permintaan item produk lainnya (ex.
permintaan terhadap ban tergantung
dengan jumlah permintaan mobil)

© 2006 Prentice Hall, Inc. 12 – 12

 Biaya Persediaan

• Biaya yang berhubungan dengan

persediaan
– Biaya penyimpanan persediaan
(holding cost – biaya yang terkait dengan menyimpan atau
“membawa” persediaan selama waktu tertentu)

– Biaya pengadaan/pemesanan
persediaan (ordering cost)
– Biaya akibat kekurangan persediaan

© 2006 Prentice Hall, Inc. 12 – 13

 ABC Classification
• Class A
– 5 – 15 % of units
– 70 – 80 % of value
• Class B
– 30 % of units
– 15 % of value
• Class C
– 50 – 60 % of units
– 5 – 10 % of value

Copyright
© 2006 Prentice Hall, Inc. 12-14 12 – 14
 ABC Classification: Example
PART UNIT COST ANNUAL USAGE
1 $ 60 90
2 350 40
3 30 130
4 80 60
5 30 100
6 20 180
7 10 170
8 320 50
9 510 60
10 20 120

Copyright
© 2006 Prentice Hall, Inc. 12-15 12 – 15
 ABC Classification:
Example (cont.)
TOTAL % OF TOTAL % OF TOTAL
PART PART
VALUE UNIT
VALUECOSTQUANTITY
ANNUAL USAGE
% CUMMULATIVE
9 1
$30,600 $ 60
35.9 6.0 90 6.0
8 16,000
2 18.7
350 5.0 40 11.0
2 14,000 16.4 4.0
A 15.0
3 30 130
1 5,400 6.3 9.0 24.0
4 4
4,800 5.680 6.0 B60 30.0
3 5
3,900 4.630 10.0 100 40.0
6 6
3,600 4.220 % OF TOTAL
18.0 % OF TOTAL
180 58.0
CLASS ITEMS VALUE QUANTITY
5 3,000
7 3.510 13.0 170 71.0
10 2,400
A 9, 8,2.8
2 12.0
71.0 C 83.0
8 320 50 15.0
7 1,700
B 1, 4,2.0
3 17.0
16.5 100.0
25.0
9
C 5107
6, 5, 10, 12.5 60 60.0
$85,400
10 20 120
Example 10.1

Copyright
© 2006 Prentice Hall, Inc. 12-16 12 – 16
 Inventory Models for
Independent Demand
Need to determine when and how
much to order

 Basic economic order quantity

 Production order quantity
 Quantity discount model

© 2006 Prentice Hall, Inc. 12 – 17

 Basic EOQ Model
Important assumptions
1. Demand is known, constant, and independent
2. Lead time is known and constant
3. Receipt of inventory is instantaneous and complete
4. Quantity discounts are not possible
5. Only variable costs are setup and holding
setup cost (biaya penyetelan) adalah biaya untuk
mempersiapkan sebuah mesin atau proses untuk membuat
sebuah pesanan. Ini menyertakan waktu dan tenaga kerja untuk
membersihkan serta mengganti peralatan.
Holding cost adalah biaya yang terkait dengan menyimpan
atau “membawa” persediaan selama waktu tertentu.
6. Stockouts can be completely avoided
© 2006 Prentice Hall, Inc. 12 – 18
 Inventory Usage Over Time

Usage rate Average

Order inventory
Inventory level

quantity = Q on hand
(maximum
Q
inventory
level) 2

Minimum
inventory

Time

Figure 12.3
© 2006 Prentice Hall, Inc. 12 – 19
 Minimizing Costs
Objective is to minimize total costs
Curve for total
cost of holding
and setup

Minimum
total cost
Annual cost

Holding cost
curve

Setup (or order)

cost curve
Optimal Order quantity
Table 11.5 order
© 2006 Prentice Hall, Inc.
quantity 12 – 20
 The EOQ Model
Annual setup cost =
D
Q
S

Q = Number of pieces per order

Q* = Optimal number of pieces per order (EOQ)
D = Annual demand in units for the Inventory item
S = Setup or ordering cost for each order
H = Holding or carrying cost per unit per year

Annual setup cost = (Number of orders placed per year)

x (Setup or order cost per order)

Annual demand Setup or order

=
Number of units in each order cost per order

= D (S)
Q

© 2006 Prentice Hall, Inc. 12 – 21

 The EOQ Model
Annual setup cost =
D
Q
S
Q
Annual holding cost = H
Q = Number of pieces per order 2
Q* = Optimal number of pieces per order (EOQ)
D = Annual demand in units for the Inventory item
S = Setup or ordering cost for each order
H = Holding or carrying cost per unit per year

Annual holding cost = (Average inventory level)

x (Holding cost per unit per year)

Order quantity
= (Holding cost per unit per year)
2

= Q (H)
2

© 2006 Prentice Hall, Inc. 12 – 22

 The EOQ Model
Annual setup cost =
D
Q
S
Q
Annual holding cost = H
Q = Number of pieces per order 2
Q* = Optimal number of pieces per order (EOQ)
D = Annual demand in units for the Inventory item
S = Setup or ordering cost for each order
H = Holding or carrying cost per unit per year

Optimal order quantity is found when annual setup cost

equals annual holding cost

D Q
S = H
Q 2
Solving for Q*
2DS = Q2H
Q2 = 2DS/H
Q* = 2DS/H
© 2006 Prentice Hall, Inc. 12 – 23
 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units
S = $10 per order
H = $.50 per unit per year

Q* =

© 2006 Prentice Hall, Inc. 12 – 24

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units
S = $10 per order
H = $.50 per unit per year

2DS
Q* =
H
2(1,000)(10)
Q* = = 40,000 = 200 units
0.50

© 2006 Prentice Hall, Inc. 12 – 25

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order
H = $.50 per unit per year

Expected
number of = N =
orders

© 2006 Prentice Hall, Inc. 12 – 26

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order
H = $.50 per unit per year

Expected Demand D
number of = N = =
orders Order quantity Q*
1,000
N= = 5 orders per year
200

© 2006 Prentice Hall, Inc. 12 – 27

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year

Expected
time between = T =
orders

© 2006 Prentice Hall, Inc. 12 – 28

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year

Number of working
Expected days per year
time between = T =
orders N
250
T= = 50 days between orders
5

© 2006 Prentice Hall, Inc. 12 – 29

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year T = 50 days

Total annual cost = Setup cost + Holding cost

TC ?

© 2006 Prentice Hall, Inc. 12 – 30

 An EOQ Example
Determine optimal number of needles to order
D = 1,000 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year T = 50 days

Total annual cost = Setup cost + Holding cost

D Q
TC = S + H
Q 2
1,000 200
TC = ($10) + ($.50)
200 2

TC = (5)($10) + (100)($.50) = $50 + $50 = $100

© 2006 Prentice Hall, Inc. 12 – 31
 An EOQ Example
Management underestimated demand by 50%
D = 1,000 units 1,500 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year T = 50 days

D Q
TC = S + H
Q 2

TC = ?

© 2006 Prentice Hall, Inc. 12 – 32

 An EOQ Example
Management underestimated demand by 50%
D = 1,000 units 1,500 units Q* = 200 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year T = 50 days

D Q
TC = S + H
Q 2
1,500 200
TC = ($10) + ($.50) = $75 + $50 = $125
200 2

Total annual cost increases by only 25%

© 2006 Prentice Hall, Inc. 12 – 33

 An EOQ Example
Actual EOQ for new demand is 244.9 units
D = 1,000 units 1,500 units Q* = 244.9 units
S = $10 per order N = 5 orders per year
H = $.50 per unit per year T = 50 days

D Q
TC = S + H
Q 2 Only 2% less
1,500 244.9 than the total
TC = ($10) + ($.50) cost of $125
244.9 2
when the
TC = $61.24 + $61.24 = $122.48 order quantity
was 200

© 2006 Prentice Hall, Inc. 12 – 34

 Reorder Points
 EOQ answers the “how much” question
 The reorder point (ROP) tells when to
order
Demand Lead time for a
ROP = per day new order in days
=dxL
D
d = Number of working days in a year

© 2006 Prentice Hall, Inc. 12 – 35

 Reorder Point Curve
Q*
Inventory level (units)

Slope = units/day = d

ROP
(units)

Time (days)
Figure 12.5 Lead time = L
© 2006 Prentice Hall, Inc. 12 – 36
 Reorder Point Example
Demand = 8,000 DVDs per year
250 working day year
Lead time for orders is 3 working days

d =?

© 2006 Prentice Hall, Inc. 12 – 37

 Reorder Point Example
Demand = 8,000 DVDs per year
250 working day year
Lead time for orders is 3 working days
D
d=
Number of working days in a year

= 8,000/250 = 32 units

ROP = d x L
= 32 units per day x 3 days = 96 units

© 2006 Prentice Hall, Inc. 12 – 38

 .

© 2006 Prentice Hall, Inc. 12 – 39

 Production Order Quantity
Model
 Used when inventory builds up over
a period of time after an order is
placed
 Used when units are produced and
sold simultaneously

© 2006 Prentice Hall, Inc. 12 – 40

 Production Order Quantity
Model
Part of inventory cycle during
which production (and usage)
is taking place
Inventory level

Demand part of cycle

with no production
Maximum
inventory

t Time

Figure 12.6

© 2006 Prentice Hall, Inc. 12 – 41

 Production Order Quantity
Model
Q = Number of pieces per order p = Daily production rate
H = Holding cost per unit per year d = Daily demand/usage rate
t = Length of the production run in days

Annual inventory Holding cost

= (Average inventory level) x
holding cost per unit per year

Annual inventory
= (Maximum inventory level)/2
level

Maximum Total produced during Total used during

= –
inventory level the production run the production run
= pt – dt

© 2006 Prentice Hall, Inc. 12 – 42

 Production Order Quantity
Model
Q = Number of pieces per order p = Daily production rate
H = Holding cost per unit per year d = Daily demand/usage rate
t = Length of the production run in days

Maximum Total produced during Total used during

= –
inventory level the production run the production run
= pt – dt
However, Q = total produced = pt ; thus t = Q/p

Maximum Q Q d
inventory level = p –d =Q 1–
p p p

Maximum inventory level Q d

Holding cost = (H) = 1– H
2 2 p

© 2006 Prentice Hall, Inc. 12 – 43

 Production Order Quantity
Model
Q = Number of pieces per order p = Daily production rate
H = Holding cost per unit per year d = Daily demand/usage rate
D = Annual demand

Setup cost = (D/Q)S

Holding cost = 1/2 HQ[1 - (d/p)]

(D/Q)S = 1/2 HQ[1 - (d/p)]

2DS
Q2 =
H[1 - (d/p)]

2DS
Q* =
H[1 - (d/p)]
© 2006 Prentice Hall, Inc. 12 – 44
 Production Order Quantity
Example
D = 1,000 units p = 8 units per day
S = $10/order d = 4 units per day
H = $0.50 per unit per year

© 2006 Prentice Hall, Inc. 12 – 45

 Production Order Quantity
Example
D = 1,000 units p = 8 units per day
S = $10 d = 4 units per day
H = $0.50 per unit per year

2DS
Q* =
H[1 - (d/p)]

2(1,000)(10)
Q* = = 80,000
0.50[1 - (4/8)]

= 282.8 or 283 hubcaps

© 2006 Prentice Hall, Inc. 12 – 46

 Production Order Quantity
Model
When annual data are used the equation becomes

2DS
Q* =
annual demand rate
H 1–
annual production rate

© 2006 Prentice Hall, Inc. 12 – 47

 Quantity Discount Models
 Reduced prices are often available when
larger quantities are purchased
 Trade-off is between reduced product cost
and increased holding cost

Total cost = Setup cost + Holding cost + Product cost

D QH
TC = S+ + PD
Q 2

© 2006 Prentice Hall, Inc. 12 – 48

 Quantity Discount Models
A typical quantity discount schedule
Discount Discount
Number Discount Quantity Discount (%) Price (P)
1 0 to 999 no discount $5.00
2 1,000 to 1,999 4 $4.80

3 2,000 and over 5 $4.75

Table 12.2

Jika diketahui permintaan tahunan 5000, biaya

penyimpanan adalah 20% dari harga.

© 2006 Prentice Hall, Inc. 12 – 49

 Quantity Discount Models
Steps in analyzing a quantity discount
1. For each discount, calculate Q*
2. If Q* for a discount doesn’t qualify,
choose the smallest possible order size
to get the discount
3. Compute the total cost for each Q* or
adjusted value from Step 2
4. Select the Q* that gives the lowest total
cost
© 2006 Prentice Hall, Inc. 12 – 50
 Quantity Discount Models
Total cost curve for discount 2
Total cost
curve for
discount 1
Total cost $

Total cost curve for discount 3

b
a Q* for discount 2 is below the allowable range at point a
and must be adjusted upward to 1,000 units at point b

1st price 2nd price

break break

0 1,000 2,000
Figure 12.7
Order quantity
© 2006 Prentice Hall, Inc. 12 – 51
 Quantity Discount Example
Contoh (Model Diskon Kuantitas)
Wohl’s Discount Store menyimpan mobil balap mainan.
Akhir-akhir ini toko memberikan daftar diskon kuantitas untuk mobil-
mobil ini.

Discount Order
Number Unit Price Quantity
1 $5.00 dibawah 999

2 $4.80 1.000 – 1.999

3 $4.75 di atas 2.000

© 2006 Prentice Hall, Inc. 12 – 52

 Quantity Discount Example
Jadi, biaya normal untuk mobil balap mainan adalah $5,00.
Untuk pesanan antara 1.000 dan 1.999 unit, biaya unitnya turun
menjadi $4,8.
Dan untuk pesanan 2.000 unit lebih, biaya unitnya hanya $4,75.
Lebih lanjut lagi, biaya pemesanan adalah $49,00 per pesanan,
permintaan tahunannya adalah 5.000 mobil balap, dan ongkos
membawa persediaan , sebagai persen biaya, I, adalah 20% atau 0,2.
Berapa kuantitas pesanan yang akan meminimalkan biaya
persediaan totalnya?

© 2006 Prentice Hall, Inc. 12 – 53

 Quantity Discount Example
Calculate Q* for every discount 2DS
Q* =
IP
2(5,000)(49)
Q1* = = 700 cars order
(.2)(5.00)

2(5,000)(49)
Q2* = = 714 cars order
(.2)(4.80)

2(5,000)(49)
Q3* = = 718 cars order
(.2)(4.75)
© 2006 Prentice Hall, Inc. 12 – 54
 Quantity Discount Example
Calculate Q* for every discount 2DS
Q* =
IP
2(5,000)(49)
Q1* = = 700 cars order
(.2)(5.00)

2(5,000)(49)
Q2* = = 714 cars order
(.2)(4.80) 1,000 — adjusted
2(5,000)(49)
Q3* = = 718 cars order
(.2)(4.75) 2,000 — adjusted
© 2006 Prentice Hall, Inc. 12 – 55
 Quantity Discount Example
Annual Annual Annual
Discount Unit Order Product Ordering Holding
Number Price Quantity Cost Cost Cost Total
1 $5.00 700 $25,000 $350 $350 $25,700

2 $4.80 1,000 $24,000 $245 $480 $24,725

3 $4.75 2,000 $23.750 $122.50 $950 $24,822.50

Table 12.3

Choose the price and quantity that gives

the lowest total cost
Buy 1,000 units at $4.80 per unit
© 2006 Prentice Hall, Inc. 12 – 56
 Probabilistic Models and
Safety Stock
 Used when demand is not constant or
certain
 Use safety stock to achieve a desired
service level and avoid stockouts

ROP = d x L + ss

Annual stockout costs = the sum of the units short

x the probability x the stockout cost/unit
x the number of orders per year

© 2006 Prentice Hall, Inc. 12 – 57

 Safety Stock Example
ROP = 50 units Stockout cost = $40 per frame
Orders per year = 6 Carrying cost = $5 per frame per year

Number of Units Probability

30 .2
40 .2
ROP  50 .3
60 .2
70 .1
1.0

© 2006 Prentice Hall, Inc. 12 – 58

 Safety Stock Example
ROP = 50 units Stockout cost = $40 per frame
Orders per year = 6 Carrying cost = $5 per frame per year

Safety Additional Total

Stock Holding Cost Stockout Cost Cost

20 (20)($5) = $100 $0 $100

10 (10)($5) = $50 (10)(.1)($40)(6) = $240 $290

0 $0 (10)(.2)($40)(6) + (20)(.1)($40)(6) = $960 $960

A safety stock of 20 frames gives the lowest total cost

ROP = 50 + 20 = 70 frames
© 2006 Prentice Hall, Inc. 12 – 59
 Probabilistic Demand

Minimum demand during lead time

Inventory level

Maximum demand during lead time

Mean demand during lead time

ROP = 350 + safety stock of 16.5 = 366.5
ROP 
Normal distribution probability of
demand during lead time
Expected demand during lead time (350 kits)

Safety stock 16.5 units

0 Lead
time Time
Figure 12.8 Place Receive
order order
© 2006 Prentice Hall, Inc. 12 – 60
 Probabilistic Demand

Probability of Risk of a stockout

no stockout (5% of area of
95% of the time normal curve)

Mean ROP = ? kits Quantity

demand
350
Safety
stock
0 z
Number of
standard deviations
© 2006 Prentice Hall, Inc. 12 – 61
 Probabilistic Demand
Use prescribed service levels to set safety
stock when the cost of stockouts cannot be
determined

ROP = demand during lead time + Zsdlt

where Z = number of standard deviations

sdlt = standard deviation of demand
during lead time

© 2006 Prentice Hall, Inc. 12 – 62

 Probabilistic Example
Average demand = m = 350 kits
Standard deviation of demand during lead time = sdlt = 10 kits
5% stockout policy (service level = 95%)

Using Appendix I, for an area under the curve

of 95%, the Z = 1.65

Safety stock = Zsdlt = 1.65(10) = 16.5 kits

Reorder point = expected demand during lead time

+ safety stock
= 350 kits + 16.5 kits of safety stock
= 366.5 or 367 kits
© 2006 Prentice Hall, Inc. 12 – 63
 .
zs 2
Common z Values
Required sample size = n =
hx
• . Desired • .
z Value
Confidence (standard deviation required for
(%) desired level of confidence)
90.0 1.65
95.0 1.96
95.45 2.00
99.0 2.58
99.73 3.00

Table S10.1

© 2006 Prentice Hall, Inc. 12 – 64

 Fixed-Period (P) Systems
 Orders placed at the end of a fixed period
 Inventory counted only at end of period
 Order brings inventory up to target level

 Only relevant costs are ordering and holding

 Lead times are known and constant
 Items are independent from one another

© 2006 Prentice Hall, Inc. 12 – 65

 Fixed-Period (P) Systems
Target maximum (T)

Q4
Q2
On-hand inventory

Q1 P
Q3

Time Figure 12.9

© 2006 Prentice Hall, Inc. 12 – 66
Contoh Soal 1 (ABC Classification)

Sebuah perusahaan buku ingin mengklasifikasikan item

persediaannya. Diketahui :
Jenis Penggunaan Per Unit Value ($)
Persediaan Tahun
1 500 3,00
2 18.000 0,02
3 10.000 0,75
4 75 40,00
5 20.000 0,05
6 3.000 0,15
7 150.000 0,45

Klasifikasikan jenis persediaan tersebut berdasarkan aturan

“ABC Classification!”

© 2006 Prentice Hall, Inc. 12 – 67

Contoh Soal 2 (EOQ)

Sebuah gudang membeli peralatan tangan dari berbagai supplier dan

mendistribusikannya sesuai permintaan retailer pada wilayah itu.
Gudang tersebut beroperasi 5 hari seminggu dan 52 minggu dalam
setahun. Order diterima hanya pada saat gudang tersebut
buka/beroperasi.
Data tersebut adalah estimasi untuk alat pengebor:
Permintaan harian rata-rata = 100 bor
Standar deviasi thd permintaan harian 30 bor
Lead Time 3 hari
Holding cost = $9.40/unit/tahun
Ordering Cost = $35/order
Cycle service level = 92%  z= 1.41
a. Hitung EOQ, dan ROP (R)
b. Jika terdapat On Hand Inventory sejumlah 40 unit, dan satu order
sebanyak 440 bor yg masih tertunda, dan tidak ada back order,
apakah gudang tersebut masih harus melakukan pemesanan?

© 2006 Prentice Hall, Inc. 12 – 68

Contoh Soal 3 (Production Model /
Economic Production Lot Size /ELS)
Seorang manager perusahaan kimia harus menentukan
ukuran lot untuk bahan kimia tertentu yang memiliki
permintaan tetap sebesar 30 barel per hari.
Laju produksi bahan kimia tersebut 190 barel per hari,
permintaan tahunannya 10.500 barel, set up cost $ 200,
holding cost tahunan $0,21 per barel, dan perusahaan
tersebut beroperasi selama 350 hari per tahun.
a. Tentukan ELS!
b. Tentukan total cost untuk persediaan bahan kimia ini!
c. Tentukan TBO (time between order) untuk ELS ini

© 2006 Prentice Hall, Inc. 12 – 69

Contoh Soal 4 (Quantity Discount Model)

Sebuah supplier bagi Rumah Sakit St. LeRoy menawarkan diskon

kuantitas untuk menarik penjualan kateter dalam jumlah lebih banyak.

Jumlah pemesanan Harga per unit

0 hingga 299 $60.00
300 hingga 499 $58.80
Di atas 500 $57.00

RS memperkirakan permintaan tahunan untuk kateter adalah 936 unit,

Ordering cost $45 per order,
dan holding cost per tahun adalah 25% dari harga kateter per unit.
Berapa banyak kateter yang mesti dipesan RS untuk meminimumkan total
cost?
Jika selanjutnya harga kateter untuk pembelian antara 300 dan 499 unity
dikurangi lagi menjadi $58, apakah RS tsb perlu merubah jumlah
pemesanan?
© 2006 Prentice Hall, Inc. 12 – 70
 Contoh Soal 12.2
Warren W. Fisher Corp. membeli 8.000 transistor setiap
tahun untuk komponen dalam komputer mini. Biaya unit
setiap transistor adalah $10, dan biaya penyimpanan satu
transistor dalam persediaan adalah $ 3. Biaya
pemesananannya adalah $30 per pesanan.
Berapakah:
a) Kuantitas pesanan optimal
b) Jumlah perkiraan pesanan yang harus dibuat dalam satu
tahun
c) Waktu yang diperkirakan antara pesanan?
d) Asumsikan bahwa perusahaan beroperasi sebanyak 200
hari kerja setahun
© 2006 Prentice Hall, Inc. 12 – 71
 Contoh Soal 12.3
Permintaan tahunan untuk penjepit buku di Meyer’s
Stationary Shop adalah 10.000 unit.
Brad Meyer mengoperasikan bisnisnya sebanyak 300 hari
kerja per tahun dan mendapati pengantaran dari
pemasoknya umumnya memakan waktu 5 hari kerja.
Hitunglah ROP-nya untuk penjepit buku!

© 2006 Prentice Hall, Inc. 12 – 72