Rationing of stocks of finished products. Calculation of the minimum stock of a unit of production The minimum stock should not be

Minimum commodity stock of a commodity unit- This is the amount of a certain product, which should always be on the remainder of the store. The calculation of the quantity of goods is carried out on the basis of past sales, taking into account the quantity required for displaying the goods. As a result, the volume of orders is planned so that at the beginning of the day there is always a minimum stock in the store. While at the end of the day there should always be a quantity of goods to maintain a beautiful display.

Required data for calculating the quantity of goods:

• - the average turnover of goods for the period (14 days)
• - display of goods (number of "faces", shelf, pallets)
• - Periods of promo, marketing and sales

Minimum inventory formula:

1. We calculate the average sales for the period - the sum of all sales divided by the number of days of sales. If in the previous period the product participated in, or another promotion, then such days must be excluded. We exclude all days in which sales exceeded the normal sales level. As a result, only regular sales are taken into account.
2. We take into account the minimum number of products according to the planogram. The store planogram specifies how many "faces" of which product should be displayed in the store.
3. Therefore, the minimum inventory is calculated as the sum of the average daily sales and the number of faces per day.

An example of calculating the minimum inventory:

1. We have sales in 3 weeks. During this period there was a promotion and a sale, sales for which should be excluded. For the rest of the days, we calculate the average sales. As a result, the average sales for the period were 6 units. in a day.
2. Let's assume that the norm of displaying our product is at least 3 pieces on the shelf.
3. Therefore, the minimum inventory is calculated as the sum of 6 pieces +3 pieces and will be 9 pieces per day.

This article will be useful to those who are starting their business in the field of trade. Start entrepreneurial activity usually associated with limited funds, so knowing the minimum stocks of goods in the store's warehouse will be extremely useful. It will save your working capital and will allow a small business to develop faster.

When I first started practicing retail building materials, then faced a number of problems associated with stocks of goods in the store's warehouse. For example:

1. Goods in demand were running out quickly enough, and the next delivery is still far away. As a result, the store was losing potential buyers and, accordingly, profits.
2. Products for which there was a low demand took up a lot of free space and "ate" the usable space in the store or in the windows, and it would be useful for more popular positions. In addition, funds have already been invested in them, which, unfortunately, are not unlimited.

After some time, having drawn conclusions and collecting statistics on sales, 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 it, so to speak, at home.

First, you need statistics, or, if you like, a report on sales for a more or less serious period of time. I've had it for a year. You can have it for a month, a quarter or half a year. Such a sales report can be generated in special program accounting (for example 1C) or do it yourself from the sales ledger (you keep some kind of accounting?).

Secondly, you will need to determine for yourself the average delivery time of 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 under the order and the lead time is so impressive. I have this term, for almost all suppliers, usually 10 days.

Let's start calculating the minimum stock of goods in the warehouse. As an example, I will take one of the store categories - "Stainless Steel Chimneys" and make a report on sales for 1 year on it (in your case, it could be a month, quarter, half year). This is easy to do in the 1c database, those who do not 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 stock

That's what I did:

Many have probably already guessed that further 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 into cell D2 "= C2 * 10". Let's copy it to all cells in column D. Let's see what happened:

As you can see from the figure, the values ​​are fractional. This cannot be the case with real goods, unless of course you have cut or weight goods. In addition, some positions have a value close to zero. But logically, this is all the necessary assortment 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 amount. Therefore, we will keep the full assortment and fill the warehouse with more popular goods, if we round up the obtained values ​​to the nearest whole. You can do this in the table using the Roundup function. Let's write the formula with this function in column E. Write in cell E2 “= Roundup (D2)” and copy it to the rest of the column cells.

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 assortment with minimal investment... You will not be able to work normally with all buyers with such a warehouse stock. For example, for the needs of assembly teams and organizations, such a stock 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.

Stocks are formed from various goods. The term “commodity” in logistics includes the actual commodity. It can be expressed in a specific, characteristic type of product.

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

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

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

Logistics looks at the firm's inventory management policy, while product policy shapes the inventory of the firm's inventory.

"Right on time"- This is a method that is applied in logistics to all components of entrepreneurship, including production, shipment and purchase of goods. The rationale behind this method is that all unwanted stocks should be kept to a minimum. Non-logistics policy assumes that products are stocked “just in case” so that unforeseen demand can be met.

This policy is costly as it involves maintaining a large area of ​​storage space to store inventory.

In the course of the company's activities, a dilemma constantly arises: to build additional storage facilities on the available space or to use cash to expand production facilities and, consequently, to increase production.

Businesses are more likely to choose the second approach, the just-in-time approach encompasses all activities during production and distribution.

The purpose of this method- to produce and ship products within a certain period for its further use.

Rapid response method involves the optimization of stocks of trading enterprises.

The use of this method reduces stocks of finished products to a certain value, but not below a level that contributes to the rapid satisfaction of the demand of the majority of buyers. Reduced reaction time logistics system on changes in demand, stocks are concentrated and replenished at specific points of sale, there is a flexible interaction of partners in an integrated logistics network, and the turnover of stocks significantly increases.

Minimum stock- This is the level of stock that ensures the continuity of meeting the demand for the entire period of execution of your own request to replenish this stock.

Maximum stock Is the stock level to which replenishment requests can be made and the stock level at the time of delivery.

Achievement of the third goal - minimization of inventories stocks - involves the creation of such a level of stocks that would correspond to the velocity of circulation. The inventory level is the volume of inventory holdings in the value chain. The reciprocal of the velocity of circulation is an indicator of the efficiency of the use of inventories over time. For conventional retail food products, the distribution channel maintains a fifteen-week inventory, which includes the product — the manufacturer's inventory — and the merchandise on store shelves. This implies that the total “turnover” of all inventory in the value chain is approximately 3.5 times a year (52 weeks / 15 weeks). The high level of turnover means that the assets invested in stockpiling have been used efficiently. Conversely, low turnover means that manufacturers, wholesalers and retailers excessive stocks are maintained. The goal is to reduce inventory to the lowest possible level while satisfying customer needs and minimizing logistics costs. Concepts such as zero inventory have become very popular as managers try to reduce the risk associated with creating inventories. This is because unsatisfactory performance in the value chain often does not manifest itself until inventory is minimized. possible level... For example, a large stock of goods on hand can mask problems caused by deviations in the production or transport link of the cycle. Seeking to eliminate all stocks of goods is impractical and can even cause problems in achieving production efficiency. It is important to remember that inventories can and do provide several important logistics benefits, including consistency in demand and supply. Inventory creation can also ensure a better use of investment by virtue of economies of scale in production or procurement. To achieve the minimum inventory goals, the logistics system achieves the coordination of inventory and velocity of circulation throughout the value chain, taking into account the interests of each participant. Expanding the scope of management material assets in a common value chain requires interpenetrating organizational planning and collaboration. Inventory management along the entire value chain reduces duplication and wasted effort caused by insufficient communication between partners.

The fourth goal of logistics is to achieve an increase in transportation volumes. Transport costs are a combined large logistic cost item, representing almost 58% of total costs. In general, shipping costs increase with distance, lot size and susceptibility to damage. Shipping costs per unit weight decrease as lot size increases on long runs. Many logistics systems are designed to use a high-speed, reliable vehicle in order to achieve high-quality service, albeit at enormous cost. Maximizing transportation volumes can help reduce transportation costs. Consolidation can be achieved by combining small batches into one large one, designed for a long run (i.e. long distance). A long-distance shipment of goods is then split to deliver the goods to each individual customer. While there are always costs of local distribution, there are still significant cost savings for long haul combined transport. The maximum consolidation requires cooperation in order to group small batches of goods. Such collaboration must fit within the overall value chain.

The fifth goal of logistics is to strive for continuous quality improvement. Quality management is a core element in all industries. A defective item or poor service reduces the chances of earning additional profits. Once the product has approached the final consumer, the logistics costs of storage and transportation cannot be covered if the product is unusable. In fact, if the quality of a product or service decreases both before and during logistics operations, then the process usually needs to be completely revised and then repeated. The logistics itself must meet the required quality standards. The problem of managing the process of achieving zero defectiveness in logistics is complicated by the fact that logistics activities are carried out over a wide geographical area at any time of the day or night. The quality problem is further exacerbated by the fact that most of the operations in logistics are carried out outside direct or indirect control. Re-shipment of a consignment as a result of improper storage or damage during transport is much more costly than doing the logistics right the first time. Logistics is a fundamental component in the continuous improvement of overall quality management (see GLOBAL QUALITY MANAGEMENT).

The last goal of logistics is to support the goods throughout life cycle... Some products are sold without any guarantee that the product will perform as advertised for a specific time period. In fact, some products, such as copiers, generate most of the profits in the aftermarket, during the Maintenance and provision of spare parts and consumables. The value of lifecycle support varies in direct proportion to consumers and products. For firms that sell durable goods or industrial equipment, product support throughout the life cycle is a mandatory requirement, as well as one of the largest items of logistics expense. The ability of logistics systems to support a product throughout its life cycle must be carefully designed. As noted earlier, return logistics, given the growing focus on caring for environment worldwide, requires recyclability and packaging materials.