Ballou Ch2

CHAPTER 2

LOGISTICS/SUPPLY CHAIN STRATEGY AND PLANNING 13 The purpose of this exercise is to allow the student, in an elementary way, to examine the tradeoffs between transportation and inventory-related costs when an incentive transportation rate is offered. Whether the incentive rate should be implemented depends on the shipment size corresponding to the minimum of the sum of transportation, inventory, and order processing costs. These costs are determined for various shipping quantities that might be selected to cover the range of shipment sizes implied in the problem. Table 2-1 gives a summary of the costs to Monarch for various shipment sizes. From Monarch's point of view, the incentive rate would be beneficial. Shipment sizes should be approximately doubled so that the 40,000 lb. minimum is achieved. It is important to note that the individual cost elements are not necessarily at a minimum at low shipment sizes, whereas order-processing costs are low at high shipment sizes. They are in cost conflict with each other. Transportation costs are low at high shipment sizes, but exact costs depend on the minimum volume for which the rate is quoted. In preparation for a broader planning perspective to be considered later in the text, the student might be asked what the place of the supplier is in this decision. How does he affect the decision, and how is he affected by it? This will focus the student's attention on the broader issues of the physical distribution channel.

2

TABLE 2-1 Company

Evaluation of Alternative Shipment Sizes for the Monarch Electric

57 motors or 10,000 lb. 9×8,750 = $78,750 0.25×200×57/2 = $1,425a Current 114 motors or 20,000 lb. 5×8,750 = $43,750 0.25×200×114/2 = $2,850 171 motors or 30,000 lb. 5×8,750 = $43,750 0.25×200×171/2 = $4,275 Proposed 228 motors 285 motors or or 40,000 lb. 50,000 lb. 3×8,750 3×8,750 = $26,250 = $26,250a 0.25×200×228/2 0.25×200×285/2 = $5,700 = $7,125 5,000×15/285 = $263a 0.30×8,750 = $2,625 $36,263...