Author: Krings, Bradley, M Decreasing Inventory Cost ... · 2 Krings, Bradley M. Decreasing...

1

Author Krings Bradley M

Title Decreasing Inventory Cost through Increasing Inventory Turnover

The accompanying research report is submitted to the University of Wisconsin-Stout Graduate School in partial

completion of the requirements for the

Graduate Degree Major MS Technology Management

Research Adviser Jim Keyes PhD

Submission TermYear Spring 2012

Number of Pages 49

Style Manual Used American Psychological Association 6th

edition

I understand that this research report must be officially approved by the Graduate School and

that an electronic copy of the approved version will be made available through the University

Library website

I attest that the research report is my original work (that any copyrightable materials have been

used with the permission of the original authors) and as such it is automatically protected by the

laws rules and regulations of the US Copyright Office

My research adviser has approved the content and quality of this paper

STUDENT

NAME Bradley M Krings DATE 4242012

ADVISER (Committee Chair if MS Plan A or EdS Thesis or Field ProjectProblem)

NAME DATE

----------------------------------------------------------------------------------------------------------------------------- ----

This section for MS Plan A Thesis or EdS ThesisField Project papers only

Committee members (other than your adviser who is listed in the section above)

1 CMTE MEMBERrsquoS NAME DATE



----------------------------------------------------------------------------------------------------------------------------- ----

This section to be completed by the Graduate School This final research report has been approved by the Graduate School

Director Office of Graduate Studies DATE

2

Krings Bradley M Decreasing Inventory Cost through Increasing Inventory Turnover

Abstract

Inventory turnover is often a statistic overlooked by many industries When reading and

listening to business leaders more often than not inventory turnover is forgotten This is

unfortunate due to the importance this benchmark number represents Being that inventory

levels are critical to the efficient running of a high performing business it is concerning that

businesses do not benchmark against it There is always discussion on ROI (Return of

Investment) ROA (Return on Assets) and ROS (Return on Sales) which are important and

necessary but inventory turnover should be considered right along with these measurements

Many organizations within industries have different amounts of inventory requirements

necessary to efficiently run their businesses There are several factors that must be considered

when calculating those necessary amounts In this paper is a discussion on how and why to

consider inventory turnover as a major benchmark and focus item for your organization Several

articles and literature reviews will help identify the ins and outs of inventory turnover

3

Table of Contents

Abstract 2

List of Tables 6

List of Figures 7

Chapter I Introduction 8

Statement of the Problem 9

Purpose of the Study 9

Assumptions of the Study 10

Definition of Terms10

Limitations of Study 11

Methodology 11

Summary 12

Chapter II Literature Review 13

Inventory and Inventory Turnover 13

Importance of inventory turns 13

Causes of excess inventory 15

Maximizing distribution channels16

Loss of revenue 17

Perishable Food and Inventory 18

Rules and regulations 19

Expiration and best buy dates 20

Recall implications20

Product freshness and quality for customers 21

4

Lean Initiatives22

Production planning 23

Software and ERP Systems 24

Creating value added versus non value added activities 25

Summary 26

Chapter III Methodology 28

Project Background 29

Definition Process 29

Subject Selection and Description 30

Instrumentation for Data Analysis 31

Data Collection Procedures 31

Data Analysis 32

Planning Strategy 33

Assumptions 34

Summary 34

Chapter IV Results 36

Data Tables for Business Results 37

Inventory Ratio Calculation 38

Inventory Turnover Calculation 39

Result Inventory Turnover 40

Summary 42

Chapter V Discussion 43

Limitations 43

5

Conclusions 44

Conclusions and Implications 45

Recommendations 46

References 47

6

List of Tables

Table 1 Month Ending Sales Ending Inventory Chart Template 30

Table 2 Month Ending Inventory 37

Table 3 Month Ending Sales 38

Table 4 Inventory Ratio 38

Table 5 Current Inventory Turns 39

7

List of Figures

Figure 1 Average Inventory Turns40

Figure 2 Inventory Turns Upon Family Planning 41

8

Chapter I Introduction

Business entities are created for one thing to make money Most manufacturing

industries must acquire change and distribute some type of inventory on a consistent basis As

lean manufacturing concepts and methodologies instill supply chains new opportunities are

presented One of the challenges for most organizations is to reduce inventory stocks with

disregard to whether it is in a raw or a finished state One way to reduce the high costs of

inventory is through turning inventory stock over more frequently This means increasing the

inventory turnover metric within the organization For the purposes of this study the finished

inventory of one product will be analyzed

The plant used for the study is responsible for all domestic North American (US) finished

inventory west of the Mississippi River One particular stock keeping unit (SKU) will be

examined and analyzed to understand the difference one additional inventory turn per year could

create Differences include decreased inventory costs improved product customer service and

increased line utilization The food and beverage industry will be analyzed more specifically a

canning facility This facility produces and packages highly branded products all over the world

Historic inventory levels at this business have not been analyzed to understand what

savings an increased inventory turnover would provide as a key business metric Determining

the correct inventory levels for finished products is a vital role of this business due to high

seasonality and limited plant capacity Current plant capabilities do not allow for a build-to-

order philosophy As a result carrying a significant amount of finished inventory is necessary

going into the busy seasons The business is highly predictable as far as sales are considered and

one goal is to increase inventory turnover by one turn over the next year Reducing inventory

levels will provide reduced capital requirements for inventory storage and handling cost thus

9

increasing bottom line revenues This research was concentrated with increasing the highest

selling product by one turn per year

Contributing factors such as leaner planning of operations and reducing high amounts of

carrying costs which could increase the turnover metric of the canning facility have been

examined One of the highest costs incurred to this particular business other than material

requirements is the cost of inventory As a canning food manufacturing company there are ldquobest

buyrdquo dates on the product to ensure the product is fresh which improves customer satisfaction

Due to expiration constraints it is important to ensure the fresh product is shipped to consumers

on a timely basis A high percentage of products produced are seasonal which means a pre-

build of inventory needs to take place throughout the year An examination into lean initiatives

will enable Company XYZ to eliminate waste and better plan production capacity

Statement of the Problem

Company XYZ had an inventory turnover rate that averaged 65 turns per year over the

past five years Due to the high costs involved with carrying inventory the company set a goal to

increase inventory turnover to 75 Since inventory was a vital piece to the success of Company

XYZrsquos business strategy focused attention on increased inventory turnover would result in less

carrying costs of inventory

Purpose of the Study

The study focused on improving inventory turnover through lean initiatives in a food

canning manufacturing environment The improvement resulted in better inventory management

and reduced inventory costs The purpose of this study was to examine those factors that needed

to be considered for a more optimal finished goods inventory management strategy The

examination of inventory and developing a leaner methodology for plant planning purposes

10

resulted in better customer service and decreased inventory costs The goal for the project was to

develop an inventory management strategy that increased inventory turnover rates to 75 turns

annually

Data was analyzed for one stock keeping unit (SKU) in the organization to determine

necessary planning to increase inventory turnover by one per year The following philosophies

for increasing inventory turnover were investigated an optimal finished goods inventory level

increased customer satisfaction and an adoption of lean methodologies

Increasing the inventory turnover by one turn per year will result in a reduction of overall

inventory with stable sales This will lower inventory costs which will increase the value to the

business This in turn will allow the organization to look for other opportunities to reinvest the

freed up capital into other functional areas of the business Increasing inventory turnover will

also result in less product waste

Assumptions of the Study

This study presumed the sales volume for a particular SKU will remain stable over the

next year Actual data from Company XYZ was collected and has been assumed to be a correct

representation of the business

Definition of Terms

Business Intelligence (BI) ldquoInformation collected by an organization on customers

competitors products or services and processesrdquo (APICS Dictionary nd)

Enterprise Resource Planning (ERP) ldquoA means for an organization to share exchange

or transact information with an external business partner using internet-based technologiesrdquo

(APICS Dictionary nd)

11

Lean Production ldquoA philosophy of production that emphasizes the minimization of the

amount of all the resources (including time) used in the various activities of the enterpriserdquo


Inventory ldquoStandard component parts for finished goods along with finished goods and

raw materialsrdquo(Schonberger 1982 8)

Inventory Turnover The number of times that an inventory cycles during the yearrdquo


Shelf Life ldquoCommunicating the appropita shelf-life of products to help ensure optimal

safety when consumed by the consumerrdquo (United States Department of Health and Human

Services Food and Drug Administration Center for Food Safety and Applied Nutrition 2006)

Stock Keeping Unit (SKU) ldquoA single inventory itemrdquo (APICS Dictionary nd)

Limitations of the Study

This study will be limited to the month ending sales and finished goods numbers

provided by Company XYZ of one single product SKU within the organization The study has

been limited to only historical data compiled over the past five years which apply to this study

because of the implementation of the Business Intelligence (BI) database This study will be

constrained to the two data point numbers of sales and ending inventory for use in calculations to

illustrate historical inventory turnover numbers

Methodology

Three important business concepts were analyzed to show the importance of inventory

turnover as a metric The three concepts included in the study include inventory carrying costs

perishable food as applied in the food industry and lean methodologies Historically large

amounts of inventory were key to the success of the business The first aspect will be to

12

determine the business value that was created with increasing inventory turnover in a given year

This has required the gathering of data from previous yearsrsquo month end inventory within

Company XYZ The data used for analysis was extracted from an in-house Business Intelligence

System

The second factor examined was the sales data from the same Business Intelligence

System Once month ending sales and inventory levels had been extracted from the system the

current inventory turnover rate was calculated During this phase an analysis of Lean tools and

methodologies were applied to better determine plant and line capacities This was done by

comparing seasonality of sales of the one particular SKU to optimize inventory levels to achieve

greater inventory turnover The third step will be to analyze food expiration and how it plays a

role in ensuring products get turned appropriately before expiration

Summary

In examining inventory and sales numbers that have been compiled monthly over the past

five years there were opportunities for Company XYZ to save money in the way of reduced

inventory costs The study uses a literature review that supports limiting factors Chapter II of

this paper will present a literature review that focuses on inventory along with benefits of

increasing inventory turnover perishable food implications and lean concepts All three of these

factors play an important role in the analysis of how the increased inventory turnover will be

presented Chapter III will review the methodology used for the study including history of

inventory turnover from past years In Chapter IV results of the study will be presented and

discussed to help determine future courses of action for Company XYZ Chapter V will then

focus on limitations found throughout the study any conclusions found and the recommendation

for future management of the inventory turnover metric in the canning facility

13

Chapter II Literature Review

Finding the right strategy for the many challenges involved in increasing inventory

turnover can be a dilemma for a mid-sized canning facility The goals of the organization today

entail developing a lean and continuous improvement culture The need for increased cost

saving measures and in this study focused around inventory turnover has the potential to pay

huge dividends to the business The following review will highlight reasons supporting the

decrease of inventory within the business a review of overall inventory and its effects food

expiration concerns and lean methodologies that will support reasons why inventory turnover

was such an important metric

Inventory and Inventory Turnover

This review will start by defining inventory and inventory turnover as the terms have

been referred to in this paper Helms and Cengage (2011) define three areas of inventory (1)

raw materials are inputs to a manufacturerrsquos process that convert materials into a desired finished

product (2) work-in-progress (WIP) are all materials parts and partially assembled products

that are waiting to be processed into the desired finished good (3) finished goods are desired

completed product ready for a consumer order or pickup Inventory primarily focused on

finished goods which are ready and able to be shipped to customers Secondly inventory

turnover is a measure of how quickly a company replenishes its entire stock of materials or

merchandise on an annual basis (Vijayan 2001) This metric was often overlooked as a key

component inside business entities where opportunity lies to save large sums of money

Importance of inventory turns Most businesses share the same goal to maximize

profits According to Vijayan (2001) increasing the inventory turnover number equals fewer

inventories tied up in storage which in turn helps to improve cash flows As an example stores

14

like JC Penney in the fashion industry want to be in position to react to new trends as quickly as

possible without having an excess of old trends hanging on the racks (Lloyd 2007) Large retail

stores are an example of how and why inventories need to be turned frequently Seasonality

dictates inventory turnover because consumers are generally not looking for winter jackets in the

heat of the summer months

In a perfect world the best way to buy and sell inventory items is to sell the items before

the invoice becomes due (Steinberg 2003) Dell Computer insists that inventory turnover was a

more dominating factor in doing business than any other business function including research

and development cost of goods sold and operating costs (Xuehong Rongqiu amp Zhongiun

2005) Inventory turnover as a metric was easily calculated According to APICS Dictionary

Definition (nd) inventory turnover is defined as The number of times that an inventory cycles

during the yearrdquo Based off this calculation if sales remained constant over a given time the one

way to increase inventory turnover was to reduce the total quantity of inventory As a result if

inventory was reduced this lead to greater inventory turnover and the business would have more

money to invest in other things

According to Thomas (1969) the inventory was not only producing revenues but high

inventories were hindering the organization from doing something else with the allocated money

The opportunity cost of having this money tied up could be used to purchase a new machine-

tool finance engineering development or expanding the business premises Womack amp Jones

(2003) suggest the importance of finding the value within the product being offered which is

defined by the customer needs for that particular product If consumers cannot find value in the

products being offered the lifespan of that particular item would cease to exist

15

Causes of excess inventory There are many different reasons for having excess

inventory on hand Many industries require different amounts of inventory to conduct business

based on plant capacities Historically the aviation industry thought manufacturing planes to

carry large masses of people (the seats on the plane are inventory) was the best and only option

(Womack amp Jones 2003) However the planes could not be filled due to lack of demand for

destinations offered One of the most common causes for excess inventory is overproduction

(Schonberger 1982) It can be assumed when production runs are long and uninterrupted plant

line efficiencies are greater than when multiple changeovers take place with short production

runs This greater efficiency within the plant creates a lower cost per business unit Schonberger

(1982) suggested when large production runs were scheduled there were not only increased

inventory at the onset but the cost associated with carrying that excess inventory increased as

well As a result overproduction occurred and products were stored until sold

Overproduction was not the only factor that contributed to higher excess inventory

Direct materials required as input to the process were also considered to be causes of excess

inventory Understanding that lowering the amounts of inventory was necessary to stay

competitive manufacturers needed to work with their suppliers to develop a process to receive

materials on an as needed basis (Northey amp Southway 1993) When organizations were able to

plan at a customer demand level a flow type plant planning and inventory management strategy

developed By moving out of building inventory to forecast methodology inventory levels

would decrease thus increasing inventory turns This happens through business models that

emphasize build-to-demand or build-to-order flow manufacturing (Vijayan 2001)

Another factor resulting in excess inventory most organizations accumulate is waste

Quality programs within companies were designed to reduce the amount of defects along with

16

waste throughout the entire process (Northey amp Southway 1993) As consumer expectations

changed products and services were demanded at higher standards of quality Not only were

products demanded at higher quality standards products were requiring more add-ons and

customization This represents why larger batch size production runs were less than desirable

due to producing high amounts of products that potentially could be obsolete Financially

companies cannot carry the large cost of huge inventory stocks and the focus has shifted to

economic lot size runs (Schonberger 1982) As the planning process progressed and the

flexibility of the supply chain increased the build to forecast models disappeared

Maximizing distribution channels As products were planned and manufactured there

were some types of distribution means necessary to get the product to the end user Customer

service functions were the front line to the ultimate consumer There are many philosophies

organizations can use to increase inventory turns By the year 2000 the philosophies were rooted

in improving software and inventory management tools (IIE Solutions 1999) The intention of

implementation of an inventory management system was to ensure the right goods were

delivered to the right place and the right time to ensure a desired level of customer service

(Ismail Hashim Ghani Zulkifli amp Kamilah 2009) The software management tool allows for

better optimization of distribution lines to ensure products being delivered were at the lowest

possible cost Another inventory cost benefited by the product in transit was not having the

product taking up space in the warehouse but having the inventory go directly to the consumers

(Ismail Hashim Ghani Zulkifli amp Kamilah 2009)

Due to the sheer size of some supply chains communication across them was nearly

impossible Dell Computer would suggest this was where efforts needed to start in order to

increase turnover which resulted in carrying less inventory Peter Marks of Dell stated ldquoThe key

17

to the whole enterprise was seamless communication with suppliersrdquo (Marks 2000 p1) When

communication was maximized suppliers and vendors were capable of helping the manufacturer

manage and control their inventory levels Through working with vendors and cutting inventory

levels the amount of cash tied up in those inventories would ease other cash flows within the

business (Goldratt 1986)

Once the communication and inventory management strategies were in place a better

flow of materials to and from production were created Schonberger (1982) suggested cutting

carrying costs would result in ordering smaller quantities of inputs for production As a result

smaller batch size production runs would happen thus lowering overall inventory all the while

increasing inventory turn This leveling of the production planning has been shown to increase

efficiency along with quality (Liker 2004) Once production has been optimized the distribution

channels get more consistent sending smaller quantities of product more frequently Not only

does this create fewer inventories for the producing plant but the customers as well As an

example an organization producing 100 different items could not produce one item for a week

straight and send it to only one customer

Loss of revenue Products tied up in inventory as assets (stored products) do not produce

profits (Vijayan 2001) The product does not create any revenues and also hinders the

organization from doing something else with the money Another aspect often not thought of

was loss of product or damage As items are stored they need to be relocated at some point

which means the chance for handling damage increases Despite packaging items with the best

of care occasional accidents happen especially if products are fragile or stored in a crowded

area (Thomas 1969) Costs associated with damaged product have three direct costs associated

with them First is the time and resources required to produce the product in the first place

18

Second is the time and money it will take to dispose of the damaged product In the food

industry it usually is more complicated than disposing of product in a dumpster Lastly the

product was produced for a reason so likely a loss of sale has occurred along with the time

necessary to reproduce the discarded product

As previously stated holding inventory is expensive with the capital tied up on unsold

products and the expenses associated with storing the items (Vijayan 2001) No industry values

the inventory turn more than the computer industry Traditionally PC suppliers held about 30

days of inventory in the forms discussed above This equates to about 52000 personal

computers total throughout the supply chain (Marks 2000) One can imagine the space and cost

of storing 52000 computers and their components This drastically affects the computer

industry because technology in computers and components virtually change daily As a result

products can become outdated with newer and cheaper technology thus creating unnecessary

waste

Perishable Food and Inventory

Food safety and a sanitary work place is a science that all food manufactures must abide

by in order to take product to the marketplace Imholte (1999) stated that ldquoThe science behind

food technology requires knowledge of microbiology entomology toxicology pest animal

behavior and food technologyrdquo (p 2) Being that Company XYZ was part of the food canning

industry it was mandated that all rules and regulations were followed and the product was sent to

the market in time to be consumed There were expiration dates which factored into the

necessity that all inventory especially the food products were turned quickly The quicker the

product was consumed the better tasting it was for the consumers as product freshness came into

19

play This is another reason for the emphasis food companies should put on turning product over

as quickly as possible

Rules and regulations An examination of inventory in the food industry would not be

complete without the discussion of one important factor food is perishable Food products do

not last forever which means they need to be produced shipped and consumed in a reasonable

amount of time This makes the concept of inventory turnover very important when dealing with

a product customers require to be as fresh as possible The food industry has very strict

standards as to how long food can be stored and the ways it is to be stored

Failures to comply with food safety and food quality rules and regulations can be

problematic in some cases illegal and potentially fatal Griffith Livesey and Clayton (2010)

conclude there were three contributing organization factors which food manufacturers are

required to deliver

Food safety management- These are the activities within the manufacturing facilities that

directly control food safety to consumers The goals of food safety in all aspects of the

business include staffing planning and organizing resources required inputs for

manufacturing

Food safety management systems- There are all the documented procedures required by

governing agencies Items included in this factor are practices procedures and

documented records

Management involvement- The day-to-day operations of the facilities Managers and

operators who handle the food inputsoutputs as they pertain to food safety Included in

this realm are training quality inspections and other food related activities

20

Expiration and best buy dates Food products particularly in the canning industry

require a product date to be printed on the packaging According to United States Department

of Agriculture (USDA) (2011) the product is stamped on the package to help determine for

retailers how long that product can be sold in stores There are four different types of dates

found on perishable products (1) ldquoSell-Byrdquo is the date products need to be pulled off the

shelves (2) ldquoBest if Used By (or Before)rdquo is only a recommendation for best quality not

necessarily when the product is no longer safe for consumption (3) ldquoUse-Byrdquo is the latest date

the product should be used by a consumer (4) ldquoClosed or coded datesrdquo which are numbers used

by the manufacturer for internal purposes

On canned foods ldquoBest if Used By (or Before)rdquo is the code typically stamped on the

package of canned food This is only a recommendation for best quality and the utmost

freshness of the contents This means if canned food was stored longer than the date calls it is

still considered safe for human consumption Since the code is printed on the packaging

customers (namely retailers) will sell products at discounted prices upon exceeding a ldquoBest

Buy Daterdquo On the other hand according to Consumer Reports on Health (2010) an

expiration date will tell consumers the latest date the product can be consmed which means

discarding the product after that particular date is required These regulations place more

burden on planning manufacturing and distribution to get products to the customers as quickly

as possible As stated above if products expire on the shelves it becomes waste moreover a

loss of revenue

Recall implications Early in 2009 a recall of peanut better was conducted due to it

being contaminated with salmonella According to Christie (2009) the manufacturing plant in

Georgia not only supplied peanut butter but many other raw materials to other companies as

21

well This scenario is not all that uncommon in the food industry Depending on plant

capabilities multiple ingredients and raw materials may flow through the process which means

the possibility for cross contamination is high As a result the finished product could be worse

than just a batch of peanut butter as many other ingredients to other suppliers were affected by

this outbreak The importance of effective sanitary programs to ensure product contamination

is minimized as part of the maximum good manufacturing practice (Imholte 1999)

Another example of a recall with a little different outcome was the Castleberry situation

This recall included 10 types of canned goods that corresponded to 92 different products

(moneycnncom 2007) There are two main concerns with this type of recall First product

containing botulism is very unsafe for consumption Botulism of all forms leads to paralysis

that can spread throughout the body which worst case can cause respiratory failure

(httpwwwfdagov nd) The second concern with this product is that it involves more than

one food product As stated above 92 products were affected because of this outbreak and the

facility has now been put out of service A recall of this magnitude not only hurts the

manufacturer but also the stores that sold the product Stores such as Lowersquos Food Meijer

Morton House Piggly Wiggley and Steak nrsquo Shake were all involved due to private labeling

Castleberry was doing for them (ldquoConsumer Reportsrdquo 2007)

Product freshness and quality for customers It is apparent that the expectation of

receiving a fresh product upon purchase is vital to consumers For consumable food products

as long as the date has not expired (to their standards) and as long as the package has not been

damaged consumers will typically purchase canned goods (McClatchy-Tribune Information

Services 2008) Canned foods offer a great alternative to fresh product in certain cases Based

off this information retailers must work with their inventory on the shelves to ensure that a

22

steady rotation of inventory is happening As this occurs products with the later shelf life will

not be bought before the less fresh product is consumed

Another benefit to canned food as opposed to fresh products is the shelf life Canned

foods generally are placed in a pantry and are available to consumers as they wish A

consumer who is conscious of expiration dates may look to the back of the stocking shelf for a

longer freshness date Because of this retailers require longer shelf life times from their

vendors Products near their shelf life dates are often sought after by retailers because

customers appreciate the quicker sale at a discounted price (McClatchy-Tribune Information

Services 2008) The other important aspect to note is certain customers can get the added

benefit of purchasing a product just before or after the expiration date has elapsed because

there is no federal law to prohibit the sale of those items (Patel 2004)

The canning industry is not unlike most other manufacturing industries in that

repeatability is necessary to get the repeat customers In manufacturing processes where

customer expectations are to get the same product every time they purchase process control

and repeatability are of the most importance (Manufacturing Engineering 2011) This is

especially true in the food industry As families share their favorite home cooked meals they

need to be able to count on ingredients One unsatisfied customer due to variation in the

product may result in loss of sales in the future Due to social media the effects of damaging

a brand for one family can result in losing more than just one customer

Lean Initiatives

The Japanese word ldquomudardquo refers to waste In order to fully understand and discuss lean

initiatives a short reference to muda is required Womack and Jones (2003) define muda in

Lean Thinking as

23

ldquoSpecifically any human activity which absorbs resources but creates no value mistakes

which require rectification production of items no one wants so that inventories and

remaindered goods pile up processing steps which arenrsquot actually needed movement of

employees and transport of good from one place to another without any purpose of

people in a downstream activity standing around waiting because an upstream activity

has not delivered on time and goods and services which donrsquot meet the needs of the

customerrdquo (p 15)

Buried within a cannery there are processes that take place to create value for customers which

have the potential to create waste In continuous improvement cultures the drive to eliminate

waste and create value is a never ending battle

Production planning One way lean is defined is ldquoto maximize customer value while

minimizing wasterdquo (Jusko 2010 p 32) There are two different strategies organizations

employ to deliver their products First a push methodology is where scheduling plant

operations are not driven by actual demand and where demand uncertainty is unknown

(Northey amp Southway 1993) This transpires from base line utilization of forecasting and

quite possibly historical demand Companies use this philosophy when trying to create

demand for their products A traditional thought as to why the push strategy was popular is

because the thought of plants not producing could be inefficient and would lose cost

advantages (Goldratt 1986) The big drawback to this type of scheduling was the potential for

overproducing because demand for the product had not been created yet

Secondly a pull type methodology is where product being scheduled has demand and

where the uncertainty of sales is known (Northey amp Southway 1993) A pull strategy

encourages customers to pull products through supply chains thus eliminating the

24

overproduction scenario As a result instead of a forecasted production plan the schedules in a

pull system address actual customer needs (Savitz amp Weber 2006) Since products being

produced were essentially sold inventory numbers were lowered which increased inventory

turnover

In both the push and pull strategies the flow of the shop floor remains unchanged The

same inputs were required in either method and only the information a planner used to

schedule the plant differed (Northey amp Southway 1993) Plant operations can focus in on

productivity to ensure the products are made on time Since there were virtually no

interruptions to the production lines focus could be placed on reducing waste and other

resources required for the finished product

Software and ERP Systems A tool used by many organizations is an Enterprise

Resource Planning (ERP) system According to Jusko (2010 p 33) the journey for lean

changes the focus of management from optimizing separate technologies assets and vertical

departments to optimizing the flow of products and services through entire value streams that

flow horizontally across technologies assets and departments to customers ERP systems help

with this flow of data to better optimize what the plant is running By streamlining business

steps through an ERP system one is embracing the lean movement Seen this way an ERP

system is only a tool towards making a business leaner A clear distinction needs to be made

that an ERP system does not make a business lean it only helps along the never ending journey

to become lean Alexander (2009) puts it this way ldquoThese nonproductive aspects are the focus

of change in the system and the central point where Enterprise Resource Planning ndashERP-meets

Lean objectivesrdquo (p 46)

25

Creating value added versus non value added activities As organizations work

toward becoming lean elimination of waste becomes one of their top initiatives Finding out

which aspects within a process actually create value to the consumers is the most important

objective According to Savitz amp Weber (2006) companies must identify the sources of value

created for customers Once the sources have been identified working towards eliminating all

other activities is necessary to remain competitive in the marketplace Lean operations

continuously search their processes for better ways to do things while focusing on creating

value to loyal customers Organizations which were successful at lean initiatives find

opportunities where none existed and from there identify means to solve those exposed issues

(Mann 2009)

Another aspect worth noting when it comes to inventory turnover is the price consumers

pay for goods and services More often than not inventory is the largest investment made over

the course of the business By increasing inventory turns a lower purchasing price for a

product could possibly be obtained Customers are not willing to pay the extra cost for non-

value added activities to cover inefficiency costs associated with the product (Steinberg 2003)

Therefore this can be a win-win for both consumers and organizations when non-value added

activities are swept from processes

An additional major source of non-value added activity is rework As producers pursue

perfection out of the manufacturing process it eliminates rework Rework and scrap from

accumulated inefficiencies is a major cost to organizations According to Savitz amp Weber

(2006) it is important for processes within the plant be re-examined to deliver the utmost

quality at all stages A common goal throughout the manufacturing industry is to be as

productive as possible while not having to forgo quality at any expense Goldratt (1992)

26

suggests that anything being done in the process that does not strive to that goal is

unproductive

Lastly plant operations want to maximize flow with the minimal amount of interruptions

(Savitz amp Weber 2006) The best way to calculate this measure is through an Overall

Equipment Effectiveness (OEE) metric According to Mann (2006) this is calculated by

multiplying three different numbers (1) the amount of time a machine within the process was

supposed to be running as opposed to the time it was actually running (2) the planned speed

the machine was supposed to be running as opposed to the actual speed of the machine during

production and (3) the quality and is figured by taking the amount of parts the machine ran by

the total amount of parts that met the specific spec per quality standards In short form itrsquos the

percentages of availability speed and quality all multiplied together to give an OEE

percentage This percentage can then be compared to what the planning department plans for

that specific line to ensure the line is being properly utilized

Summary

Managing inventory effectively and efficiently is crucial to reducing inventory costs and

improving customer satisfaction More lean operations producing products desired by

customers will assist in reducing inventories Through all these processes the most important

aspect is to keep the needs of the customer as the top priority Implementation of an inventory

management structure that focuses on increasing inventory turnover will result in compliance

to rules and regulations of the food industry as well as meeting the needs of the plant in

reducing inventory costs All of the literature discussed above could be used to help Company

XYZ become more productive while providing value to customers

27

These factors play an important role in increasing profitability Implementing a strategy

to increase turns will be in compliance with the laws and regulations discussed The factors

discussed above will help Company XYZ become more productive and develop a significant

new cost saving measure for the business In Chapter III the methodology will discuss where

the data was mined for the comprehensive study for Company XYZ to increase inventory

turns It will also display how the data was compiled along with the calculations to determine

current state of inventory

28

Chapter III Methodology

The study focused on the opportunity to increase inventory turnover by one additional

turn per year from 65 to 75 Chapter II discussed three implications Company XYZ deals with

when considering strategy on inventory which included high inventory carrying costs

understanding expiration limitations of inventory and lean methodologies These three factors

were examined to help Company XYZ develop an inventory strategy for increasing the inventory

turnover of one product SKU Inventory data was collected from the past five years to better

understand where opportunities existed to decrease the amount of inventory throughout the

distribution network The high level of inventory was the root cause of lower than desired

inventory turns Due to the low number of turns the company was forgoing business

profitability The objective of the methodology was to understand and develop a lean planning

process that helped increase inventory turnover Improvements in inventory turns through a lean

planning approach helped eliminate other waste in the supply chain as sales remain constant over

the next year Through calculations to determine current inventory turnover problem solving

began to focus on reducing inventory to achieve more turns in years to come

The purpose of the study was to address one SKU and determine a process that would

increase inventory turns from 65 to 75 per year The increase of inventory turns was a direct

result of decreasing finished inventory Decreasing inventory carrying costs resulted in the

business saving large sums of money The analysis only covered one SKU one manufacturing

facility and the finished goods warehouses The study and implementation of it directly affected

the planning process of the production lines In order to make the goal of increasing inventory

turns a new philosophy of utilizing plant capacities was adopted

29

Project Background

Company XYZ was a midsized canning facility that produced edible beans to supply

primarily a domestic market There was a distribution network for which the production location

was responsible for managing inventory At the production plant there was a warehouse for

customer pick up along with three other forward warehouses which the production plant was

responsible for keeping inventory stock Customers were able to pick up products at these four

different locations within the network When referring to the network it includes all four pick-

up locations through the western half of the United States

The decision was made to use numbers only from the last five years of business (2008-

2012) The numbers gathered would be on a month end basis which meant a snapshot of

inventory levels and sales data were taken at the same specified time (at month end) in all

months for the past five years The data was taken and month end inventory levels were divided

by month end sale numbers thus giving the inventory ratio metric Once the inventory ratio

metric was calculated the number was divided by the number of days in the period thus giving

inventory turnover for the period

Definition Process

The tool being used to solve the problem statement was a spreadsheet application to

expose where inventory turns were high A spreadsheet would allow for a snapshot view to

record business performance that would highlight the importance of solving the overall goal of

the study Inventory of finished goods and sales data were examined to show importance of

inventory turnover while displaying the importance of the metric to drive business decisions

With the desired inventory turnover goal of 75 actions were needed to determine how to

efficiently align the company with their goals Table 1 highlights the categories of data that were

30

calculated to help determine where opportunity existed within the business The month labeling

for the columns represent in order the fiscal year of Company XYZ The numbers made up in

the middle of the chart were data points taken at month end and were the framework as to how

inventory turnover had been calculated

The data was represented in month end numbers retrieved from data warehousing

software with the organization The two sources of data gathered represent month ending sales

and ending inventory results Note that the number of days in the period was taken right from

the fiscal calendar of Company XYZ The number of days in the period represented days the

organization was scheduled to be open for business Tables for each set of data were entered into

two separate spreadsheets that would appear similar to the table below and the results were

displayed in Chapter IV

Table 1

Month Ending Sales Ending Inventory Chart Template 2012

FY08 FY09 FY10 FY11 FY12

April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000

Subject Selection and Description

At the onset of the study Company XYZ was turning its inventory 65 times per year

31

Due to the high inventory costs perishable food and working on the lean journey it was

necessary to work towards reducing inventory levels The goal for 2013 and the years to come

need to focus on lean initiatives and continuous improvement measures

Instrumentation for Data Analysis

The study required the use of actual data compiled from Company XYZ The data

provided was generated through the Business Intelligence database within the organization to

help understand historical data points of the inventory turnover metric As stated a thorough

investigation of performance over the past five years was conducted Company XYZ calculated

inventory turnover by using month ending sales and finished goods inventory numbers

In order to compute inventory turnover inventory ratio must first be calculated The

inventory ratio was computed by dividing the sales cost for a month (over a course of five years)

by the month ending inventory cost Then to calculate the inventory turnover divide the total

from the inventory ratio by the number days in the period An example of the calculations that

were used to determine inventory turnover for Company XYZ is explained below

Inventory Ratio = ($) Sales Cost

($) Inventory Cost

Inventory Turnover = Inventory Ratio

of days in period

Data Collection Procedures

Company XYZ had a Business Intelligence (BI) interface to access inventory levels sales

volumes and sales forecasting Through the access portal information on month ending sales

32

and inventory was acquired Access to the portal was granted also for the purpose of the study

The measurements assessed the inventory turnover ratio and the inventory turns on a monthly

and yearly basis

Data Analysis

The data analysis step of the process identified where and when data points needed to be

calculated using mathematical equations Once calculations were made the study moved to

finding improvement opportunities for Company XYZrsquos inventory turns The improvement

areas that have been focused on were high carrying costs of finished goods inventory perishable

foods that have a strict shelf life and lean methodologies As this phase was completed the

focus pointed out priorities that best dealt with the goal of increased inventory turnover

In Chapter II of this study three common factors that historically face the canning

industry were high inventory costs perishable limit of food consumption and lean

methodologies As inventory cost numbers were generated for the study it estimated each case

cost the organization $400 per month for storage As inventory reduction begins distribution

channels and transportation means had to equally be adjusted to ensure product delivery to the

right location at the right time for customer satisfaction As a result the fewer products in the

supply chain did create more revenues to allow for Company XYZ to focus on other value added

activities

The second reason for Company XYZ to focus on increasing inventory turns was

because of the product having shelf life concerns Food products in this study had a shelf life

expectancy of three years or less Being that the sales data was very consistent in the way

customers behave with their purchases of this particular product it was important for planning

33

purposes to produce product as close to the consumption point as possible This meant product

did not sit in warehouses for large amounts of time before being consumed

As inventory levels were analyzed one common factor was apparent There appeared to

be waste in the form of overproduction of this particular SKU in certain times of the calendar

year Since demand for the products historically have been moderately consistent Company

XYZrsquos attempts for obtaining one more inventory turn per year were straight forward Reducing

the amount of time between when the product was produced would be important in obtaining the

objective to increase inventory turnover

The final factor that supported lean initiatives was developing a production planning

strategy that focused on creating value for customers As a result the business would see

increased inventory turns as a direct benefit As discussed earlier a lean planning process where

a pull methodology was employed to better react to customer demand Since Company XYZ did

have capacity constraints it could not employ a fully supported pull strategy The focus changed

to getting higher selling products to a pull mentality As a result of producing product to actual

demand the inventory levels necessary to cover highs and lows of demand could quickly

disappear thus increasing inventory turns Also through increasing turns a lower purchasing

price for a product could be obtained This would all be the result of lean initiatives and

methodologies that strive to increase value to the product during the production process

Planning Strategy

For this study a different production planning strategy was instituted The plan would be

first to categorize each production SKU into two separate families thus creating family run

block strategy The differences in the families were directly correlated to the amount of sales

volume the products created The first family called ldquoArdquo were the high volume sales production

34

SKUrsquos which the product being analyzed for the study lies These products were highly

demanded from customers and were produced on a regular basis By scheduling the ldquoArdquo family

on a weekly basis a production planner would have had access to sales data from the previous

week which provided a method of pull strategy Inventory standards were created for each

production SKU and when product was pulled from the system by customers it would signal the

planner to produce that item the following week This was the first attempt to employ a pull

strategy

The second classification of production SKUrsquos were the slower moving less demanded

products In the strategy these products did not need to occupy production line time necessary

for the ldquoArdquo products The second family called ldquoCrdquo could be produced in buckets and stored in

the warehouse until sold The same philosophy would be adopted in that the family would be

scheduled and the products with the lowest inventory standard would be scheduled for

production An inventory standard methodology works the same whether itrsquos an ldquoArdquo or ldquoCrdquo

product

Assumptions

The data used for the study was provided by Company XYZrsquos BI database As the tables

and charts were erected for the study it is important to note the numbers reported represent actual

counts The only assumption was that the organizationrsquos sales data remains flat over the next

year This was assumed only because of the uncertainty with forecasting sales volumes

Summary

Chapter III examined the existing month ending sales and inventory and explained the

process of converting the data into inventory turns As inventory costs continued to rise turning

inventory more frequently would be a valuable strategy and more profitable to the business

35

When considering lean methodologies product freshness and inventory carrying costs in the

examination of inventory turnover Company XYZ had significant opportunity to make huge

efforts in cost saving measures The relationships between the cost of doing business and

inventory turnover as metrics present hidden loss of profits Chapter IV enclosed results for

Company XYZrsquos strategy to increase inventory turnover

36

Chapter IV Results

The purpose of this study was to develop an approach for an increased inventory turnover

by one turn per year This project was developed to be incorporated into Company XYZrsquos

inventory management strategy to align it for better business performance in inventory turnover

all the while saving money in the form of reduced inventory costs The goal of this project was

to develop a comprehensive study of current inventory turnover to provide specific information

and analytical data to create a practical solution to high inventory costs An examination of

business results converted into inventory turnover presented a strategy for production capacities

and finished goods inventory management Company XYZ requested the project be completed

by the end of their fiscal year in 2012 which was part of a two year project scope to reduce

inventory thus resulting in increased inventory turns in years to come

To obtain the data required of this study Company XYZ allowed access to the Business

Intelligence (BI) data warehouse for extraction of historical results The BI database also

utilized functions in Excel spreadsheets to compute inventory turnover In addition the

organization has offered the assumption that sales forecasts for the upcoming year will be flat

Under that assumption an analysis was focused on decreasing the finished goods inventory

Chapter IV reviews the historical inventory turns experienced by Company XYZ The

historical results have been discussed detailing the number of inventory turns averaged over the

past five years The data analysis detailed the specifications that were used to determine the way

Company XYZ calculates inventory turns which were consistent to the methodology in Chapter

III Lastly the goal to increase inventory turnover would be assessed which detailed and

focused on lean methodologies to achieve an increased inventory turn of one in the future

37

Data Tables for Business Results

The first step in the project was to gather the appropriate data which represents month

ending sales and month ending finished goods inventory The data mining conducted for the

purposes of this study was obtained from the organization Below are two tables that represent

actual results of the data from Company XYZrsquos performance in month ending numbers

Table 2

Month Ending Inventory


April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957

(Business Intelligence Database 2012)

Upon collection of the data the next step was to calculate the inventory turnover ratio

based off the division of sales and ending inventory Tables 2 and 3 only represent the data

necessary to calculate inventory turns for the past five years

38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800


Inventory Ratio Calculation

After gathering the data and then entering into an Excel based application the inventory

ratio was calculated The table below outlines the conversion from data into a usable inventory

turnover ratio which appears similar to the data tables above The conversion takes month

ending sales divided by month ending finished goods inventory and was displayed as follows

Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39

In total the past five years of inventory turnover performance was addressed The

inventory ratio as calculated above provided the necessary second step in the calculation of

inventory turnover The data was then calculated into inventory turns based on the number of

days for the period which in most cases was the number of days within the month

Inventory Turnover Calculation

The calculation for inventory turnover which was discussed in Chapter III is displayed

in the chart below The last piece of division needed to calculate inventory turnover was the

inventory ratio divided by the number of days in the period The days in the period only

represented days Company XYZ was open for distribution The result for performance for

Company XYZ in the form of inventory turnover was represented in the Table 5

Table 5

Current Inventory Turns


April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701

The results of inventory turns in Table 5 represent the amount in inventory turns

Company XYZ accumulated in the past five years based on month ending numbers In order to

40

obtain totals for each year the last phase in the process was to average out the inventory turns

per year over the course of the last five years The results of the average number of inventory

turns per year have been displayed in the chart below

Figure 1 Average Inventory Turns

Result Inventory Turnover

Historically throughout the past five years Company XYZ turned inventory on the

particular SKU in question averaged 648 times per year The analysis and performance obtained

quickly became a key focus for supply chain managers The key to increasing the inventory

turnover metric had to be addressed through decreasing large amounts of finished inventories

Also consideration was given to production planning as to when products were consumed to

ensure freshness and lean metholodogies to pull inventory

The strategy to increase inventory turnover was started by breaking production SKUrsquos

into two families This process for determing which SKUrsquos were assigned to which family was

discussed in detail in Chapter III The implementation of the family planning run strategy was

started in October of FY12 The initial months of the new production planning philosophy

granted positive results Under the prevous scheduling of the plant the months of April through

40

















41

September resulted in inventory turns to be 700 Upon implementation of the family run

scheduling the inventory turns increased to 761 In the months of October through March of

FY12 Company XYZ expierenced 61 increased turns from the previous six months Figure 2

highlights the results from the six month testing of family planning

Figure 2 Inventory Turns upon Family Planning

The family block production scheduling provided for better utilization of the plant

capacity Along with increasing overall inventory turns Company XYZ noticed a reduction in

the amount of time down for changeovers as well An increased uptime for the plant allowed for

production of products as close to the consumption point as possible This lean metholodogy to

pull inventory through the production process to the distribution warehouses was set on

inventory standards The inventory standard for the SKU examined in the study was actually

decreased because of the plant scheduling more time for producing it The decrease of inventory

led to lower inventory costs which fit the purpose of the study Over the past six months

through the implementation of the family production planning Company XYZ met its goal of

761 turns For future reference it will become imparitive that inventory standards and run

frequencies be re-evaluated to determine the best course of action for delivering the increase in

inventory turns

42

Summary

This study gathered the most useful data pertinent to determine most effectively the

actual amount of inventory turns Company XYZ has acquired Costs associated with the amount

of money to be saved through increased inventory turns was not calculated but at $400 per case

all options for increased turns needed to be considered The current method used for calculating

inventory turnover within Company XYZ appeared to be a thorough investigative process for

examining inventory turnover Companies XYZ in the past six months had generated enough

turns to meet the business goals set up by the management team The lean strategy to pull

demand through the supply network was proven to be a great starting point for increasing

inventory turnover

43

Chapter V Discussion

The purpose of this study was to increase inventory turnover from 65 to 75 annually

This study analyzed the existing state of inventory turnover of one particular stock keeping unit

within Company XYZ An alignment of business goals was established through lean measures

to deliver an increased turnover of inventory The implementation plan was put into place and

will be monitored in the future to access business results

Chapter I of the study highlighted the reasons for the implementation of an increased

inventory turnover strategy Chapter II surveyed the literature pertaining to factors that were

considered and applied in order for Company XYZ to increase turns The factors considered in

Chapter II included implications of high inventory costs perishable food constraints and lean

methodologies Chapter III explained the methodology used to collect and analyze the data The

analysis presented in Chapter III resulted in a proposal for a family planning philosophy which

entailed a more lean production planning process The family structure was based from

established inventory standards that allowed the product SKUrsquos to be pulled through the

manufacturing operations as the product was consumed The results of the implementation of

the lean strategy were presented in Chapter IV

This chapter will first restate the limitations of the study It will then discuss results

along with restating the findings created from the paper The conclusion will emphasize the

major achievements of the study Lastly any recommendations for improving the current state

will be highlighted

Limitations

The primary limitation on this project was that retail sales were going to remain constant

over the course of the study to allow for internal focus on increased turns It was important not

44

to fall under the assumption that sales would increase which naturally would drive an increase of

turns The purpose of this study was to examine factors which needed to be addressed for a more

optimal finished goods inventory management strategy The analysis of production planning

aided in developing leaner methodology for plant planning purposes As a result better

customer service and decreased inventory costs were obtained during the change from individual

DKU planning to family planning

This study was limited to month ending sales and finished goods numbers provided by

Company XYZ Only historical data compiled over the past five years was used to complete

data analysis The research paid no reference to industry standards for similar manufacturers

Furthermore the data warehouse for where the information was obtained still applies

today There were no changes to process of extracting the data from the system in years FY08 to

FY13 Only one of about sixty SKU was examined for the study In order for the products to be

assigned to families all were placed but for this study only one SKUrsquos inventory turnover was

analyzed

Conclusions

Business results of the study were a success based off the implementation of the family

planning structure Family planning was certainly the highlight of the study due to meeting the

goal of increased inventory turnover by one per year was completed in six months The

inventory turns for the first six months of fiscal year FY12 averaged 700 In the remaining six

months of FY12 inventory turns rose to 761 Through a pull focused demand management

strategy Company XYZ was able to exceed the goal of 75 turns

Customer service overall increased throughout the period The organization went from

about 992 order fill rate to 998 in that same six month time period of FY12 The family

45

planning structure allowed for increased flexibility in the planning process because it delayed the

SKU selection until demand could be examined

Line availability rose for the latter six month period of FY12 The first six months of

FY12 line availability which takes into account all scheduled activities that prevent the line from

running product averaged 684 Upon the implementation of family production planning the

number of changeovers decrease The line availability rose to 726 in the last six months of the

year This presented another benefit for the plant to reduce scheduled time away from the line

thus increasing plant throughput

Overall the conclusion and results of the paper match predictions made in the literature

review Increased inventory turns resulted in lowering finished goods inventory costs which

increased value to the business The family planning strategy appeared to be a solid first step in

Company XYZrsquos lean journey The additional gains of better customer service and increase line

available were also directly related to the change in production planning philosophies

Conclusions and Implications

This study found that inventory turnover within a food industry had a set of unique

challenges when it came to meeting a goal of increased turns In terms of plant efficiencies and

long-term planning reducing the amount of inventory created less cost for the business Cost

reductions in the form of lower carrying costs of inventory and a leaner scheduling of plant

operations created less changeovers From the customerrsquos perspective if all these factors were

taken into consideration additional costs may not be carried on through to the consumer This

would lead to increased profitability to the business The research showed tangible data which

allowed for recommendations and suggestions to Company XYZ to support its overall inventory

strategy

46

Supply chain managers need to be educated to understand the ratio in order to make

better business decisions when it comes to an inventory management situation This will take

continuous improvement of production planning and inventory accuracy which would result in

increased inventory turnover Investments made in education and strategy for implementation

would be of little monetary contributions

Referencing Dell to sum up the value to increasing inventory turnover ldquoWe find that the

inventory turnover is a more dominating factor than the cost of sales and investment in RampD for

the Dell miraclerdquo (Xuehong Rongqiu amp Zhongiun 2005) Stated in this manner the potential

effect inventory turnover could have on a business was increased revenues Since most

industries have inventory a continuous improvement program for inventory turnover is

imperative

Recommendations

The recommended changes to increase inventory turnover could lead to further planning

and research Any changes with the product SKUrsquos within the family blocks would need to be

analyzed for potential impact to the business Also changes inventory standards that were

implemented for pulling product through the production and distribution process will need to be

examined for cost reduction Upon an implementation of any changes to the planning process

future inventory turnover testing could be done and compared for a contrast assessment

Additional research could be conducted as to the industry standard for inventory turnover in the

food industry Another planning method could also be considered other than the family

planning The findings show that by just changing one way production is planned the potential

to yield continuous improvement initiatives in many areas of the business

47

References

APICS Dictionary Definition (nd) Retreived from httpwwwapicsorggsa-main-

searchinventory20turnover|allResults

Alexander D (2009) Go lean or go gone Enterprise Resource Planning ERP is part of the Lean

Strategy to boost bottom-line profits MAN Modern Applications News 43(5)46

Botulism (nd) Retrieved from

httpwwwfdagovNewsEventsNewsroomPressAnnouncements2007ucm109047htm

utm_source=fdaSearchamputm_medium=websiteamputm_term=botulismamputm_content=3

Canned meant and pet food may cause botulism (2007) Consumer Reports 72(10) 11

Casstleberry expands food recall (2007 July 23) Retrieved from httpmoneycnncom

Christie S (2009 MarchApril) Food Safety and the Feds Food Production Management132-

2 3

Expired products The dos and donrsquots (2010) Consumer Reports on Health10

Goldratt E M (1986) The Goal (Revised Edition) Great Barrington MA The Northern River

Press Publishing Corporation

Griffith CJ Livesey K M Clayton D (2010) The assessment of food safety culture Journal

of British Food Journal 122 439-456

Helms M amp Cengage G (2011 April 24) Inventory Types Retrieved April 24 2011 from

Encyclopedia of Management lthttpwwwenotescommanagement-encyclopedia

Imholte T I (1999) Engineering for Food Safety and Sanitation A Guide to the Sanitary

Design of Food Plants and Food Plant Equipment Medfield MA Technical Institute of

Food Safety

Inventory turnover on the rise (1999) IIE Solutions 31(12) 8

48

Ismail A R Hashim E E Ghani J A Zulkifli R R Kamilah N N amp Rahman M A

(2009) Implementation of EIS A Study at Malaysian SMES European Journal of

Scientific Research 30(2) 215-223

Jusko J (2010) Lean Confusion Industry Week 32-34

Liker JK (2004) The Toyota Way 14Management Principles from the Worldrsquos Greatest

Manufacturer Madison WI CWL Publishing Enterprises Inc

Lasers enable medical manufacturing innovation (2011) Manufacturing Engineering 146(5)

109-110 112 114-116 118-119 Retrieved from

httpsearchproquestcomdocview870059463accountid=9255

Lloyd B (2007) Hustle and Inventory Flow DNR Daily News Record 37(22) 52

Mann D (2009) Lean Measures Donrsquot Always Mean Lean Thinking Target Innovation at

Work 25(2) 7-13

Marks P (2000) Turn Turn Turn Computer-Aided Engineering 19(12) 8

Northey P Southway N (1993) Cycle Time Management The Fast Track to Time-Based

Productivity Improvement Portland OR Productivity Inc

Patel P (2004) Expiration dates arenrsquot necessarily guidelines for safety United States

Washington McClathchy ndash Tribune Information Services Retrieved from


Retailers arenrsquot required to pull most expired items from their shelves Expiration dates mainly

are a guideline to indicate a productrsquos freshness (2008) United States Washington

McClatchy-Tribune Information Services Retrieved from


Savitz A W amp Weber K (2006) The Triple Bottom Linesan Francisco CA Jossey- Bass

49

Schonberger R J (1982) Japanese Manufacturing Techniques Nine Hidden Lessons in

Simplicity New York NY The Free Press

Steinberg J (2003) Inventory Turns Can Make All The Difference To Retailers TWICE This

Week in Consumer Electronics 18(18) 24

Thomas A B (1969) Inventory Control in Productionn amp Manufacturing Boston Gower Press

Limited

United States Department of Agriculture (nd) Fact Sheets Food Labeling Food Product

Dating Retrieved from

httpwwwfsisusdagovFact_SheetsFood_Product_Datingindexasp

United States Department of Health and Human Services Food and Drug Administration Center

for Food Safety and Applied Nutrition (CFSAN) (2006) Guide to Minimize Microbial

Food Safety Hazards of Fresh-cut Fruits and Vegetables Retrieved from

httpwwwfdagovohrmsdockets98fr06d-0079-

gdl0001pdfutm_source=fdaSearchamputm_medium=websiteamputm_term=shelf life for

canning industryamputm_content=1

Vijayan J (2001) Inventory Turns Computerworld 35(19) 50

Womack J Jones D (2003) Lean Thinking Banish Waste and Create Wealth in your

Corporation New York NY Free Press

Xuehong J Rongqiu C amp Zhongjun T (2005) Grey Relational Analyzing the Sales Growth

on Dell IBM HP and Compaq Journal of Grey System 17(2) 129-132

41

















inventory turns

2

Krings Bradley M Decreasing Inventory Cost through Increasing Inventory Turnover

Abstract

Inventory turnover is often a statistic overlooked by many industries When reading and

listening to business leaders more often than not inventory turnover is forgotten This is

unfortunate due to the importance this benchmark number represents Being that inventory

levels are critical to the efficient running of a high performing business it is concerning that

businesses do not benchmark against it There is always discussion on ROI (Return of

Investment) ROA (Return on Assets) and ROS (Return on Sales) which are important and

necessary but inventory turnover should be considered right along with these measurements

Many organizations within industries have different amounts of inventory requirements

necessary to efficiently run their businesses There are several factors that must be considered

when calculating those necessary amounts In this paper is a discussion on how and why to

consider inventory turnover as a major benchmark and focus item for your organization Several

articles and literature reviews will help identify the ins and outs of inventory turnover

3

Table of Contents

Abstract 2

List of Tables 6

List of Figures 7







Methodology 11

Summary 12






Loss of revenue 17






4

Lean Initiatives22




Summary 26







Data Analysis 32


Assumptions 34

Summary 34






Summary 42


Limitations 43

5

Conclusions 44


Recommendations 46

References 47

6

List of Tables






7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

3

Table of Contents

Abstract 2

List of Tables 6

List of Figures 7







Methodology 11

Summary 12






Loss of revenue 17






4

Lean Initiatives22




Summary 26







Data Analysis 32


Assumptions 34

Summary 34






Summary 42


Limitations 43

5

Conclusions 44


Recommendations 46

References 47

6

List of Tables






7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

4

Lean Initiatives22




Summary 26







Data Analysis 32


Assumptions 34

Summary 34






Summary 42


Limitations 43

5

Conclusions 44


Recommendations 46

References 47

6

List of Tables






7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

5

Conclusions 44


Recommendations 46

References 47

6

List of Tables






7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

6

List of Tables






7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

7

List of Figures



8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

8
























9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

9
























10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

10



annually














Definition of Terms






11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

11



















Methodology





12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

12




System








Summary












13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

13
























14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

14























15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

15
























16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

16
























17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

17
























18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

18













waste










19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

19












required to deliver




manufacturing



documented records




20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

20




















loss of revenue




21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

21
























22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

22




















Lean Initiatives



Lean Thinking as

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

23
























24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

24




turnover



















25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

25










(Mann 2009)














26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

26


unproductive












Summary









27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

27








28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

28























29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

29

Project Background















Definition Process








30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

30












Table 1



April 0000 0000 0000 0000 0000

May 0000 0000 0000 0000 0000

June 0000 0000 0000 0000 0000

July 0000 0000 0000 0000 0000

August 0000 0000 0000 0000 0000

September 0000 0000 0000 0000 0000

October 0000 0000 0000 0000 0000

November 0000 0000 0000 0000 0000

December 0000 0000 0000 0000 0000

January 0000 0000 0000 0000 0000

February 0000 0000 0000 0000 0000

March 0000 0000 0000 0000 0000



31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

31
















($) Inventory Cost


of days in period




32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

32



and yearly basis

Data Analysis














activities





33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

33



















Planning Strategy





34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

34







strategy







product

Assumptions





Summary




35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

35






36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

36

Chapter IV Results






















37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

37






Table 2



April 627209 667027 744100 914721 969680

May 540094 494978 541074 714216 782363

June 435494 388459 448413 616194 744142

July 450907 465356 510962 653611 763818

August 467244 437280 537371 614760 765038

September 466429 463754 593465 596616 701121

October 501079 495299 637426 580038 713356

November 557686 511873 666389 587953 733351

December 569836 474600 684963 676032 730252

January 599787 459591 713111 661984 669628

February 649093 614269 857788 864551 715345

March 726922 667970 952140 970580 772957





38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

38

Table 3

Month Ending Sales


April 1865600 1971600 2162400 2268400 2204800

May 2798400 2957400 3243600 3402600 3307200

June 2332000 2464500 2703000 2835500 2756000

July 1865600 1971600 2162400 2268400 2204800

August 1632400 1725150 1892100 1984850 1929200

September 2332000 2464500 2703000 2835500 2756000

October 1399200 1478700 1621800 1701300 1653600

November 1865600 1971600 2162400 2268400 2204800

December 1632400 1725150 1892100 1984850 1929200

January 1865600 1971600 2162400 2268400 2204800

February 1865600 1971600 2162400 2268400 2204800

March 1865600 1971600 2162400 2268400 2204800







Table 4

Inventory Ratio


April 2974 2956 2906 2480 2274

May 5181 5975 5995 4764 4227

June 5355 6344 6028 4602 3704

July 4137 4237 4232 3471 2887

August 3494 3945 3521 3229 2522

September 5000 5314 4555 4753 3931

October 2792 2985 2544 2933 2318

November 3345 3852 3245 3858 3006

December 2865 3635 2762 2936 2642

January 3110 4290 3032 3427 3293

February 2874 3210 2521 2624 3082

March 2566 2952 2271 2337 2852

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

39











Table 5



April 672 677 688 806 880

May 483 418 417 525 591

June 373 315 332 435 540

July 483 472 473 576 693

August 716 634 710 774 991

September 400 376 439 421 509

October 716 670 786 682 863

November 747 649 770 648 832

December 698 550 724 681 757

January 643 466 660 584 607

February 870 779 992 953 811

March 779 678 881 856 701



40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

40

















40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

40

















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

42

Summary









inventory turnover

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

43




















will be highlighted

Limitations



44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

44














analyzed

Conclusions









45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

45























strategy

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

46











imperative

Recommendations











47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

47

References











2 3










Food Safety


48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

48








109-110 112 114-116 118-119 Retrieved from




Work 25(2) 7-13












49






Limited















41

















inventory turns

49






Limited















41

















inventory turns

41

















inventory turns

Author: Krings, Bradley, M Decreasing Inventory Cost ... · 2 Krings, Bradley M. Decreasing...

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Transcript of Author: Krings, Bradley, M Decreasing Inventory Cost ... · 2 Krings, Bradley M. Decreasing...