• Proceedings of the Korean Operations and Management Science Society Conference
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• 2000.04a
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• pp.139-142
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• 2000

Excessive inventories result from poor scheduling, planning, and controls, and the converse is also same. With adequate inventories, supplies can transport products to customers in time without excessive delivering cost. So efficient inventory control is vital for successful logistics management operation. In terms of mass discount retailers such as Wal-Mart, Carrefour, E-Mart, and so on, they require the high-quality services such as a small-amount and a high-frequency delivery because of having small warehouse and wanting possess much more various goods. In the opposite, manufactures ask mass discount retailer to delivery more lots of goods because of reducing the number of deliveries. It goes without saying that both wish to prevent stockout(lack of inventories). Usually, mass discount retailers have the power more than manufactures. This paper proposed how to manage inventory and how many to order in view of the TPLC and supplier. We considered the economic order quantity models for multiple items so as to prevent urgent deliveries as possible as. And the tradeoff stockout costs and delivering costs.

• Fashion & Textile Research Journal
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• v.19 no.4
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• pp.434-447
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• 2017

This study investigated the effects of influencing factors on the sales volume of apparel products. Based on previous studies, weekend effect, discount rate, and meteorological factors including daily average temperature, rainfall, sea level pressure, and fine dust were selected as independent variables to calculate their effects on sales quantity of apparel products. The daily sales data during 2015 - 2016 were collected from casual brands and outdoor brands which "A" apparel manufacturing company had operated. The actual data of "A" company were analyzed using SAS(R) 9.4 and SAS(R) Enterprise Miner 14.1. The results of this study were as follows: First, the influencing factors on total sales volume of apparel products were proved to be the weekend effect, discount rate, and fine dust. Second, the analysis of influencing factors on sales volume of apparel products according to season showed: 1) In casual brands, the average temperature had a significant influence on the sales volume of spring/summer products, and the sea level pressure affected the sales volume of summer/fall/winter products significantly. 2) In outdoor brands, the average temperature and the fine dust had a significant influence on the sales volume of all season's products. The sea level pressure affected the sales volume of summer/fall/ winter products significantly. The weekend effect and the discount effect affected the sales volume of apparel products partly. Third, the effect of rainfall was not proven significant, which was different from the results of past studies.

• International Journal of Advanced Culture Technology
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• v.9 no.3
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• pp.271-276
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• 2021

In this paper we analyze the effect of the credit period on inventory policy under trade credit with ordering cost including a fixed cost and freight cost, where the freight cost has a quantity discount. For marketing purposes, some supplier offers credit period to his buyer to stimulate the demand for the product he produces. The delay in payments during the credit period has the effect of reducing the buyer's capital opportunity cost. It is also assumed that the buyer pays the freight cost for the order and hence, the ordering cost consists of a fixed ordering cost and a variable freight cost which depends on the order quantity. As a result, the possibilities of trade credit and discounts on freight costs are expected to play an important role in the buyer's inventory policy. Based on the economic order quantity inventory model, we analyze how the buyer can determine the optimal inventory policy and we examine the effect of the length of credit period on the buyer's inventory policy.

• Journal of the Korean Operations Research and Management Science Society
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• v.30 no.3
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• pp.17-39
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• 2005

The coordination of a three-level supply chain consisting of a supplier, a retailer, and a discount outlet (DCO) is studied here. We assume that the product is sold in two consecutive periods a Normal Sales Period (NSP) and a subsequent Clearance Salvage Period (CSP). A benchmark case is studied Initially in which the supply chain is coordinated by a s1n91e agent. Thus, the supplier the retailer, and the discount outlet design a common system that allows centralized decision making about stocking quantities, markdown time schedules, and policies on disposing of leftovers to deliver the greatest possible expected supply chain profit. Next, we consider a decentralized supply chain. Here, decisions are made without coordination. The objective is to maximize an individual party's expected profits. The focus of the study is on the following questions: what factors make the coordination an effective approach for the supply chain? How do we coordinate the supply chain so as to maximize the supply chain Joint expected profit? These and other related study issues are explored in this paper.

• Proceedings of the Society of Korea Industrial and System Engineering Conference
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• 2002.05a
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• pp.343-348
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• 2002

We are concerned with a long-term replenishment contract for the ARIMA demand process in a supply chain. The chain is composed of one supplier, one buyer and consumers for a product. The replenishment contract is based upon the well-known (s, Q) policy but allows us to contract future replenishments at a time with a price discount. Due to the larger forecast error of future demand, the buyer should keep a higher level of safety stock to provide the same level of service as the usual (s, Q) policy. However, the buyer can reduce his purchase cost by ordering a larger quantity at a discounted price. Hence, there exists a trade-off between the price discount and the inventory holding cost. For the ARIMA demand process, we present a model for the contract and an algorithm to find the number of the future replenishments. Numerical experiments show that the proposed algorithm is efficient and accurate.

• Journal of the Korea Safety Management & Science
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• v.2 no.4
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• pp.209-217
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• 2000

In this paper, we consider an Inventory system with multi-suppliers. A supply agreement is made with one of the suppliers, to deliver a fixed quantity Q evry review period ； That is, adapting to discounts of under the condition of free addition often implies that the timing and sizes of future replenishment orders are less predetermined. The replenishment decisions for the other supplier are governed by a replenishment policy. This paper, multiple suppliers strategy is a combination of a push system (the main supplier delivers every review period a predetermined quantity Q) and a pull system the replenishment orders placed at other suppliers are governed by replenishment policy. The costs are defined as the sum of the ordering, holding, purchasing and opportunity costs. Based on numerical results, conclusions follow about the division of the replenishment volume among the inventory policy.

• Journal of Korean Institute of Industrial Engineers
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• v.15 no.2
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• pp.23-31
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• 1989

From the supplier's point of view, we examine the existence of a Pareto superior pricing schedule for one wholesaler with multiple retailers. In the case of multiple retailers, an order quantity pricing schedule should depends on the retailer's underlying characteristics. But identification of each retailer's characteristics may be impossible; rather, the wholesaler knows only the probability distribution of each retailer's characteristics. Perfect price discrimination is impossible because a separate pricing schedule cannot be tailored for each retailer. Some degree of discrimination is possible only by using a non-linear pricing schedule. From this analysis based on the non-linear pricing, we conclude that there is no Pareto superior pricing schedule for the case of multiple retailers.

• Management Science and Financial Engineering
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• v.13 no.2
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• pp.117-139
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• 2007

This paper contributes by incorporating works addressing supply chain coordination and investing in setup reduction program. Consider a two-echelon, EOQ-like inventory system consisting of a supplier and a buyer. We assume that both the supplier and the buyer can invest in setup cost reduction programs in order to benefit from small order sizes. However, the costs of investing in setup cost reduction programs are different for the two parties, leading to mismatches in individually optimal setup costs and order cycle times. We propose a supply chain coordination contract that makes use of quantity discount as an incentive transfer scheme for supply chain coordination.

• International Journal of Advanced Culture Technology
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• v.8 no.1
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• pp.62-70
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• 2020

As an effective means of price discrimination, some suppliers offer trade credit to the distributors in order to stimulate the demand for the product they produce. The availability of the delay in payments from the supplier enables discount of the distributor's selling price from a wider range of the price option in anticipation of increased customer's demand. Since the distributor's lot-size is affected by the demand for the customer, the distributor's lot-size and the selling price determination problem is interdependent and must be solved at the same time. Also, in many common business transactions, the distributor pays the shipping cost for the order and hence, the distributor's ordering cost consists of a fixed ordering cost and the shipping cost that depend on the order quantity. In this regard, we deal with the joint lot-size and price determination problem when the supplier allows delay in payments for an order of a product. The positive effects of credit transactions can be integrated into the EOQ (economic order quantity) model through the consideration of retailing situations, where the customer's demand is a function of the distributor's selling price. It is also assumed that the distributor's order cost consists of a fixed ordering cost and the variable shipping cost. We formulate the distributor's mathematical model from which the solution algorithm is derived based on properties of an optimal solution. A numerical example is presented to illustrate the algorithm developed.

• International Journal of Advanced Culture Technology
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• v.3 no.2
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• pp.1-14
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• 2015

The purpose of this paper is to reveal two problems in the existing inventory systems in retail market, and to suggest a Two-Bin System under Automatic Ordering System considering only base-stock. Large retailers already have a sophisticated inventory system based on an automatic ordering principle. However, why does the out-of-stock (OOS) happen in large discount stores in spite of having a good inventory system? This paper suggests two systems after finding the root causes concerning the previous question. For evaluating the performance of each system, the random 200 data set in each sample group was generated from MINITAB 16 and obeyed the Poisson distribution. The existing inventory system in retail market cannot help generating OOS due to indwelling contradiction in itself. The reasons are the ordering deadline and the relationship between ordering quantity and base stock. This paper also demonstrates that these previous studies on inventory fall into the closed loop. Also the paper shows that the performance of the replenishment policy was better than traditional methods dealing with ordering quantity and base stock.