Title: Forecasting for Operations
1Forecasting for Operations
- Dr. Everette S. Gardner, Jr.
2Forecasting for operations
- Why we should forecast with models
- The importance of forecasting
- Exponential smoothing in a nutshell
- Case studies
- Customer service U.S. Navy distribution system
- Inventory investment Mfg. of snack foods
- Inventory investment Auto parts distributor
- Purchasing workload Mfg. of water filtration
systems - Recommendations How to improve forecast
accuracy
3Paper folding forecast
- A sheet of notebook paper is 1/100 of an inch
thick. - I fold the paper 40 times.
- How thick will it be after 40 folds?
4(No Transcript)
5The Importance of Forecasting
- Forecasts determine
- Master schedules
- Economic order quantities
- Safety stocks
- JIT requirements to both internal and external
suppliers
6The Importance of Forecasting (cont.)
- Better forecast accuracy always cuts inventory
investment. Example - Forecast accuracy is measured by the standard
deviation of the forecast error - Safety stocks are usually set at 3 times the
standard deviation - If the standard deviation is cut by 1, safety
stocks are cut by 3
7Exponential smoothing methods
- Forecasts are based on weighted moving averages
of - Level
- Trend
- Seasonality
- Averages give more weight to recent data
8Origins of exponential smoothing
- Simple exponential smoothing
- The thermostat model
- Error Actual data forecast
- New forecast Old Forecast (Weight x Error)
- Invented by Navy operations analyst Robert
G. Brown in 1944 - First application Using sonar data to forecast
the tracks of Japanese submarines
9Exponential smoothing at work
- A depth charge has a magnificent laxative
effect on a submariner. - Lt. Sheldon H. Kinney,
- Commander,
- USS Bronstein (DE 189)
10Forecast profiles from exponential smoothing
-
- Additive
Multiplicative -
Nonseasonal Seasonality Seasonality -
- Constant
- Level
- Linear
- Trend
-
- Exponential
- Trend
-
- Damped
- Trend
11Automatic Forecasting with the damped trend
In constant-level data, the forecasts emulate
simple exponential smoothing
12Automatic Forecasting with the damped trend
In data with consistent growth and little noise,
the forecasts usually follow a linear trend
13Automatic Forecasting with the damped trend
When the trend is erratic, the forecasts are
damped
14Automatic Forecasting with the damped trend
The damping effect increases with noise in the
data
15Case 1 U.S. Navy distribution system
- Scope
- 50,000 line items stocked at 11 supply centers
- 240,000 demand series
- 425 million inventory investment
- Decision Rules
- Simple exponential smoothing
- Replenishment by economic order quantity
- Safety stocks set to minimize backorder delay time
16U.S. Navy distribution system (cont.)
- Problems
- Customer pressure to reduce backorder delay
- No additional inventory budget available
- Characteristics of demand series
- 90 nonseasonal
- Frequent outliers and jump shifts in level
- Trends, usually erratic, in most series
- Solution
- Automatic forecasting with the damped trend
17U.S. Navy distribution system (cont.)
- Research design 1
- Random sample (5,000 items) selected
- Models tested
- Random walk benchmark
- Simple, linear-trend, and damped-trend smoothing
- Error measure
- Mean absolute percentage error (MAPE)
- Results 1
- Damped trend gave the best MAPE
- Impact of backorder delay unknown
18U.S. Navy distribution system (cont.)
- Research design 2
- The mean absolute percentage error was discarded
- Monthly inventory values were computed
- EOQ
- Standard deviation of forecast error
- Safety stock
- Average backorder delay
- Results 2
- Damped trend gave the best backorder delay
- Management was not convinced
19U.S. Navy distribution system (cont.)
- Research design 3
- 6-year simulation of inventory performance, using
actual daily demand and lead time data - Stock levels updated after each transaction
- Forecasts updated monthly
- Results 3
- Again, damped trend was the clear winner
- Results very similar to steady-state predictions
- Backorder delay reduced by 6 days (19) with no
additional inventory investment
20Average delay in filling backorders
U.S. Navy distribution system
21Case 2 Snack-food manufacturer
- Scope
- 82 snack foods
- Food stocks managed by commodity traders
- Packaging materials managed with subjective
forecasts and inventory levels - Problems
- Excess stocks of packaging materials
- Impossible to predict inventory on the balance
sheet
2211-Oz. corn chipsMonthly packaging inventory and
usage
Actual Inventory from subjective forecasts
Month
Monthly Usage
23Snack-food manufacturer (cont.)
- Solution
- Automatic forecasting with the damped trend
- Replenishment by economic order quantity
- Safety stocks set to meet target probability of
shortage
24Damped-trend performance
11-oz. corn chips
Outlier
25Investment analysis 11-oz. corn chips
26Safety stocks vs. shortages
11-oz. corn chips
27Safety stocks vs. forecast errors
11-oz. corn chips
Safety stock
Forecast errors
2811-Oz. corn chipsTarget vs. actual packaging
inventory
Actual Inventory from subjective forecasts
Actual Inventory from subjective forecasts
Target maximum inventory based on damped trend
Month
Monthly Usage
29How to forecast regional demand
- Forecast total units with the damped trend
- Forecast regional percentages with simple
exponential smoothing
30Damped-trend performance
11-oz. corn chips
Outlier
31Regional sales percentages Corn chips
32Case 3 Auto parts distributor
- Scope
- 24 distribution centers
- 350 company-owned stores, 1,600 affiliated stores
- Millions of time series
- Independent marketing, finance, and operations
forecasts - Inventory system
- Standard EOQ/safety stock
- Operations forecasting system
- Multiplicative seasonal adjustment for all time
series - Simple exponential smoothing of
seasonally-adjusted data
33Forecast profiles from exponential smoothing
-
- Additive Multiplicative
-
Nonseasonal Seasonality Seasonality -
- Constant
- Level
- Linear
- Trend
-
- Exponential
- Trend
-
- Damped
- Trend
34Seasonal adjustment procedures
- Multiplicative
- Range of seasonal fluctuation grows with the data
- Seasonal index is a ratio
- Seasonally adjusted data Actual sales / Index
- Additive
- Range of seasonal fluctuation is constant
- Seasonal index is stated in units
- Seasonally adjusted data Actual sales index
35Auto parts distributor (cont.)
- Multiplicative seasonality is infeasible for data
with zeroes - Company solution for data with zeroes
- Add a large constant to each months sales before
seasonal adjustment - Subtract the constant afterward
36Auto parts distributor (cont.)
- Effects of company seasonal adjustment procedure
- Many non-seasonal time series were adjusted
- Variance of seasonally-adjusted data was almost
always greater than original data - Inflated variance led to
- Excess safety stocks
- Purchases much larger than true requirements
- Frequent subjective adjustments of forecasts
37Auto parts distributor
Example of inflated variance
38Auto parts distributor (cont.)
- Proposals to Management
- Test for seasonality before adjustment
- Use additive seasonal adjustment, which works
regardless of zeroes in the data - Actual data index Adjusted data
- Develop tradeoff curves between inventory
investment and customer service
39Auto parts distributor
Seasonal adjustment comparisons no zeroes
40Auto parts distributor
Seasonal adjustment comparisons With zeroes
41Auto parts distributorEstimated savings
42Case 4 Water filtration systems company
- Scope
- Annual sales of 15 million
- Inventory of 5.8 million, with 24,000 stock
records - Inventory system
- Reorder monthly to maintain 3 months of stock
- Numerous subjective adjustments
- Forecasting system
- 6-month moving average
- No update to average if demand 0
- Numerous subjective adjustments
43Problems
- Purchasing and receiving workload
- 70,000 orders per year
- Forecasting
- Total forecasts on the stock records 28
million - Annual sales 15 million
- Frequent stockouts due to forecast errors
44Solutions
- Develop a decision rule for what to stock
- Forecast demand for all items with the damped
trend - Use the forecasts to do an ABC classification
- Replace the monthly ordering policy with a hybrid
inventory control system - Class A JIT
- Class B EOQ/safety stock
- Class C Annual buys
45What to stock?
- Cost to stock
- Average inventory balance x holding rate
- Number of stock orders x transportation cost
- Cost to not stock
- Number of customer orders x drop-ship
transportation cost -
- Note Transportation costs for not stocking may
be both - in-and out bound, depending on whether we choose
to - drop-ship from the vendor.
46Water filtration company
Inventory status
47 ABC classification based ondamped-trend
forecasts
Class Sales forecast System Items Dollars
A gt 36,000 JIT 3 75
B 600 - 35,999 EOQ 49 18
C lt 600 Annual buy 48 7
48The hybrid inventory control system
Control System Inventory Class Production Schedule Lead-time Behavior
JIT A, B Level Certain
MRP A, B Variable Reliable
EOQ / Safety stock A, B Variable Variable
Annual buy C Any Any
49Annual purchasing workload Total savings 58,000
orders (76)
EOQ
JIT
50Inventory investment Total savings 591,000
(15)
EOQ
JIT
51Conclusions
- Test all demand series for seasonality
- For series that pass the test, compare additive
and multiplicative seasonal adjustment - Forecast at the highest possible level of
aggregation - For total units, forecast with the damped trend
model
52Conclusions (cont.)
- Break down total forecasts with simple smoothing
applied to category percentages - Regions
- Pack sizes
- Colors
- Benchmark the forecasts with a random walk
- Get operations and marketing together and
produce one corporate forecast
53Conclusions (cont.)
- Judge forecast accuracy in financial and
operational terms - Customer service measures
- Backorder delay time
- Percent of time in stock
- Probability of stockout
- Dollars backordered
- Inventory investment on the balance sheet
- Purchasing workload or production setups
54 www.bauer.uh.edu/gardner