Forecasting for Operations - PowerPoint PPT Presentation

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Forecasting for Operations

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Inventory investment: Auto parts distributor ... Class C Annual buys. 45. 45. What to stock? Cost to stock. Average inventory balance x holding rate ... – PowerPoint PPT presentation

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Title: Forecasting for Operations


1
Forecasting for Operations
  • Dr. Everette S. Gardner, Jr.

2
Forecasting 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

3
Paper 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)
5
The Importance of Forecasting
  • Forecasts determine
  • Master schedules
  • Economic order quantities
  • Safety stocks
  • JIT requirements to both internal and external
    suppliers

6
The 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

7
Exponential smoothing methods
  • Forecasts are based on weighted moving averages
    of
  • Level
  • Trend
  • Seasonality
  • Averages give more weight to recent data

8
Origins 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

9
Exponential smoothing at work
  • A depth charge has a magnificent laxative
    effect on a submariner.
  • Lt. Sheldon H. Kinney,
  • Commander,
  • USS Bronstein (DE 189)

10
Forecast profiles from exponential smoothing
  • Additive
    Multiplicative

  • Nonseasonal Seasonality Seasonality
  • Constant
  • Level
  • Linear
  • Trend
  • Exponential
  • Trend
  • Damped
  • Trend





11
Automatic Forecasting with the damped trend
In constant-level data, the forecasts emulate
simple exponential smoothing
12
Automatic Forecasting with the damped trend
In data with consistent growth and little noise,
the forecasts usually follow a linear trend
13
Automatic Forecasting with the damped trend
When the trend is erratic, the forecasts are
damped
14
Automatic Forecasting with the damped trend
The damping effect increases with noise in the
data
15
Case 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

16
U.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

17
U.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

18
U.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

19
U.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

20
Average delay in filling backorders
U.S. Navy distribution system
21
Case 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

22
11-Oz. corn chipsMonthly packaging inventory and
usage
Actual Inventory from subjective forecasts
Month
Monthly Usage
23
Snack-food manufacturer (cont.)
  • Solution
  • Automatic forecasting with the damped trend
  • Replenishment by economic order quantity
  • Safety stocks set to meet target probability of
    shortage

24
Damped-trend performance
11-oz. corn chips
Outlier
25
Investment analysis 11-oz. corn chips
26
Safety stocks vs. shortages
11-oz. corn chips
27
Safety stocks vs. forecast errors
11-oz. corn chips
Safety stock
Forecast errors
28
11-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
29
How to forecast regional demand
  • Forecast total units with the damped trend
  • Forecast regional percentages with simple
    exponential smoothing

30
Damped-trend performance
11-oz. corn chips
Outlier
31
Regional sales percentages Corn chips
32
Case 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

33
Forecast profiles from exponential smoothing
  • Additive Multiplicative

  • Nonseasonal Seasonality Seasonality
  • Constant
  • Level
  • Linear
  • Trend
  • Exponential
  • Trend
  • Damped
  • Trend





34
Seasonal 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

35
Auto 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

36
Auto 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

37
Auto parts distributor
Example of inflated variance
38
Auto 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

39
Auto parts distributor
Seasonal adjustment comparisons no zeroes
40
Auto parts distributor
Seasonal adjustment comparisons With zeroes
41
Auto parts distributorEstimated savings
42
Case 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

43
Problems
  • 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

44
Solutions
  • 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

45
What 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.

46
Water 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
48
The 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
49
Annual purchasing workload Total savings 58,000
orders (76)
EOQ
JIT
50
Inventory investment Total savings 591,000
(15)
EOQ
JIT
51
Conclusions
  • 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

52
Conclusions (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

53
Conclusions (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
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