Documente Academic
Documente Profesional
Documente Cultură
on inventory problem
Of
Big bazaar
Submitted to:- submitted by :-
Nupur Sinha
Naveen kumar
Sambeet Sahoo
Shalini Kumari
Varun Grover
PREFACE
An organizational system consists of various subsystems. The
most ideal approach to optimize the performance of a system is to
consider different subsystems as an integrated single unit. In some
reality, integrating all the subsystems as a single unit will make the
problem-solving process more complex, because of its size and
different constraints. Under such situations, it is inevitable to optimize
the performance of each subsystem. Management Science for Decision
Making consists of topics to achieve each of these objectives
depending on the reality.
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ACKNOWLEDGEMENT
Through this acknowledgement, we express our sincere gratitude towards
all those people who have helped us in the preparation of this project, which has
been a learning experience.
Our sincere thanks to Mr. Hiten Bansal (Store manager, Big Bazaar),Mr.
Sudhir Ganguly (Asst. Merchandising officer, Big Bazaar)and Mr. P Prasad (Floor
Manager,Big Bazaar) under whose able guidance and kind cooperation We are
able to complete the project work titled "Analysis of Inventory Management of
Big Bazaar”.
We sincerely thank help provided by my institute “Accman Institute of
Management” which provided us the necessary material for completion of this
project. We are also thankful to our sincere MSDM faculty Mr. B.K. Soam.
We also appreciate the whole BIG BAZAAR for their ample co-operation and
help in the collection of necessary and relevant information regarding this project.
Also, we thank all respondents who supported us without their help project
completion was not possible.
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Executive Summary
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Introduction
You are in trouble if you have to keep telling customers, "I'm sorry
we're out of that size. May we order it for you?" Even though the
shirts are selling briskly, you will lose customers if you don't
have an item in stock.When the customer spends, you have got
to be ready with the goods. This is what inventory management is
all about.
In many retail and wholesale operations, the single largest
asset is inventory. Control of this investment is vital. It will
eliminate a number of the problems associated with capital
shortages and will also provide capital to permit expansion of
operations for increased sales and profit.
Literature review
Inventory management can be briefly described as:
· Acquiring an adequate supply and assortment of merchandise
from whichcustomers can buy.
· Providing safety stocks to meet unexpected demand or delays in
inventoryreplenishment.
· Maintaining clear, correct, and current records.
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· Purchasing the proper assortment of goods in quantities that will
maintaininventory levels consistent with business requirements,
while providingadequate safety stocks.
· Reducing excessive inventories promptly, so that the dollars
realized fromclearing overstocks can be invested in merchandise
with a greater marketpotential.
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Variables in an Inventory Problem:
An inventory can be defined as a stock of goods which is held for
the purpose of future production or sales. The stock of goods may
be kept in the following forms:
1. Raw Materials
2. Partly finished goods
3. Finished goods
4. Spare parts etc.
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2. The frequency of timing of acquisition – The decision maker
may have control over how often or when the inventory should
be replenished.
3. The stage of completion of stocked items – The decision maker
may have a control over the stage which the unfinished items
are held so that there is no delay in supplying customers.
The uncontrolled variables – The variable that may not be
controlled in an inventory problem are divisible into cost variables
and others.
Cost Variables (or the costs) involved in Inventory Problems:
The main cost variables involved in inventory problems are as
follows:
Holding or storage cost – The costs associated with the storage of
the inventory until it is or used are known as the holding or storage
costs. This cost is directly proportional to the various components
of the holding costs are as follows:
1. Handling costs– Which includes the cost of labour,
transportation charges etc.
2. Rent of the space or interest and the cost of depreciation on
owned space.
3. Cost of the staff to keep records.
4. Insurance and taxes.
5. Interest on the money locked for inventory.
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6. Deterioration cost etc. Which arises in the case of fashion
items or items that changes chemically during storage such as
medicines, foods etc.
Set up (or replacement or ordering) costs – This is the cost
associated with the placing of an order for purchasing goods, or it is
the cost of setting a machine before it starts production. This cost
may depend on the quantity of goods purchased because of price
breaks or quantity discounts.
Besides these cost variables there are other variables that may
not be controlled in an inventory problem
1. Demand – Demand is the number of items required per
period which is not necessarily equal to the amount sold as some
demand may go unfulfilled because of storage or delays.
The demand may be of two types:
Deterministic Demands– If the number of items required (i.e.
demand) in a subsequent period of time is known exactly then
such demand are called deterministic demands
Non deterministic Demands – If the demands over a
subsequent period of time is not known with certainty then
such demands are called non – deterministic or probabilistic
demands
2. Lead Time – The time gap between the time of placing an
order or the starting of the production and the time of arrival or
delivery of goods to the inventory is called Lead Time. Also the time
gap between the time of demand and the time of filling the
demand from the inventory is called lead time. If this time is known
(constant) and not zero then one may order in advance by an
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amount of time equal to the lead time. If it is a variable i.e., known
only probabilistically than the question of when to order is difficult.
3. Amount Delivered – The supply of goods may be
instantaneous or spread over a period of time.
Need ofInventory:
The inventory in any business is maintained to decrease the set up
costs and the shortage costs. If the demands of the customers are
not fulfilled then in then it may result in the loss of their good wills.
If the orders are cancelled then it results in the loss of the business.
Thus, there is always a need of inventory for the smooth running of
any business.
Inventory Problems
An inventoryproblem exists if the amount of the goods in stock (i.e.
inventory) is subject to control and if there is at - least one cost
that decreases as inventory increases.
Advantages and Disadvantages of Inventory:
Advantages:
(i) The economics of production with the large run sizes.
(ii) The smooth and efficient running of the business.
(iii) The economics in transportation.
(iv) The advantage of price discounts by bulk purchasing.
(v) Faster and adequate service to the customers and,
(vi) Profit from speculation in the market where price are
expected to rise.
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Disadvantages:
(i) Ware house rent.
(ii) Interest on invested capital.
(iii) Physical handling.
(iv) Accounting.
(v) Depreciation and determination.
(vi) Classification and Categories of Inventory Models:
(vii) The inventory problems (models) may be defined in to two
categories.
1. Deterministic Models – These are inventory models in which
demand is assumed to be fixed for a subsequent period of time,
and
2. Probabilistic Models – These are the inventory models in
which the demand is a random variable having a known
probabilistic distribution. Here the future demand is determined by
collecting data from the past experience.
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q = Lot size per production run. (I.e. The quantity produced per
production run)
r = Demand rate.
K = Production rate.
C = Average total cost per unit time.
t = Time interval between two consecutive replenishments of
inventory.
z = Order level or stock level.
L = lead time.
q*, t*, z* = Optimal values of q, t, z respectively for which the cost
C is minimum.
Deterministic models:
Economic Lot size Model: The most common inventory problem
faced by industry concerns the situation where stock levels are
deplenished with time and then are replenished by the arrival of
new item. The situation is given in the following economic lot size
models. The inventory problems in which the demand is assumed
to be fixed and completely predetermined are known as the
Economic Lot Size Problem or Economic Order Quantity (EOQ)
Problem.
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Model I: Economic Lot Size Model with Uniform Rate of Demand
Infinite Production Rate and having no Shortages
To determine an economic lot size formula and the minimum
average costs under the following assumptions.
(i) Demand is uniform at the rate of r units per unit time.
(ii) Production is instantaneous. (I.e. Production rate is infinite).
(iii) Lead time is zero.
(iv) C1 = Holding cost per unit time.
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Model II: Economic Lot Size Model with Different Rate of Demand
in Different Production Cycles, Infinite Production Rate and
having no Shortages.
To derive Economic Lot Size formula and the minimum
average cost under the same assumptions as in mode I except that
the demand rates are different in different production cycles.
Solution: Let q be the units of quantity produced per
production run.
Solution:
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Let K > r is the number of items produced per unit time.
If q is the number of items produced per production run then the
production will continue for a time t1 = q/K.
And the time of one complete production run (i.e. the interval
between runs) t = q/r
(Since r is demand rate and no shortage is allowed).
The situation can be illustrated as follows:
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Company Profile
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solutionsstore, Collection i, selling home furniture products and E-
Zone focused on catering to theconsumer electronics segment.
Pantaloons Retail was recently awarded the International
Retailer of the Year 2007 by the USbasedNational Retail
Federation(NRF) and the Emerging Market Retailer of the Year
2007 atthe World Retail Congress held in Barcelona.
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introduced the country to the Food Bazaar, a unique 'bazaar' within
a hypermarket,which was launched in July 2002 in Mumbai.
Embracing our leadership value, the companylaunched aLL in July
2005 in Mumbai, making us the first retailer in India to open a
fashionstore for plus size men and women.
In 2006-2007, more Indians discovered the value of shopping
in Big Bazaar. And with thelaunch of each store, we discovered
more value in terms of operational efficiency. Big Bazaarlaunched
27 new stores in 22 cities, covering over 1.40 million square feet.
As of June 2007,there were 56 Big Bazaar stores across 43 cities.
While Big Bazaar continued to expand in thelarge cities, it also
tapped consumption potential in smaller cities like Agra,
Allahabad,Coimbatore, Surat, Panipat, Palakkad, Kanpur and
Kolhapur.The year under review also witnessed realigning of
business teams with sharedexperience in category management,
sourcing, front-end operations and business planning. Inaddition,
separate teams have been formed to look into all aspects of new
store launches and tomanage mature stores. This provides more
flexibility and focus in expansion plans.The increase in SKUs in
existing categories and the introduction of new categories
encouragedthe opening of larger stores or Super Centres,
measuring 100,000 square feet or more. There arenow 5 Big Bazaar
Super Centres. Considering this scale of expansion, technologyplays
a significant facilitating role. The introduction of SAP in 2005-06
and its rollout during the year positively impacted the business.
Big Bazaar has initiated the process of Auto Replenishments
Systems, thus improvingoperational efficiencies and productivity.
The company has also rationalized nearly 250 vendorsthrough
better vendor management in terms of potential to expand, and
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for inclusion andup gradation to the online B2B platform. The
company plans to open over 60 stores across Indiain FY 2008, and
the opening of the 100th Big Bazaar store will mark the fastestever
expansionby a hypermarket format.
Today it is the fastest growing retail company in India. The
number of stores is going toincrease many folds year on year along
with the new formats coming up. The way we work isdistinctly
"Pantaloons". Our courage to dream and to turn our dreams into
reality – that changepeople’s lives, is our biggest advantage.
Pantaloons is an invitation to join a place where thereare no
boundaries to what you can achieve. It means neverhaving to stop
asking questions; itmeans never having to stop raising the bar. It is
an opportunity to take risks, and it is thispassion that makes our
dreams a reality. Come enter a world where we promise you good
daysand bad days, but never a dull moment!
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Future Group:
Future Group is one of the country’s leading business groups
present in retail, asset management, consumer finance, insurance,
retail media, retail spaces and logistics. The group’s flagship
company, Pantaloons Retail (India) Limited operates over 10 million
square feet of retail space, has over 1,000 stores and employs over
30,000 people. Future Group is present in 61 cities and 65 rural
locations in India. Some of its leading retail formats include,
Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, eZone,
Depot, Future Money and online retail format, futurebazaar.com.
Future Group companies includes, Future Capital Holdings,
Future Generali India Indus League Clothing and Galaxy
Entertainment that manages Sports Bar, Brew Bar and Bowling Co.
Future Capital Holdings, the group’s financial arm, focuses on asset
management and consumer credit.
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Italian insurance major, Generali, French retailer ETAM group, US-
based stationary products retailer, Staples Inc. and UK-based Lee
Cooper and India-based Talwalkar’s, Blue Foods and Liberty Shoes.
Future Group’s vision is to, “deliver Everything, Everywhere, Every
time to Every Indian Consumer in the most profitable manner.” The
group considers ‘Indian-ness’ as a core value and its corporate
credo is- Rewrite rules, Retain values.
Corporate Information
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Major Milestones
1987 Company incorporated as Manz Wear Private Limited.
Launch of Pantaloons trouser, India’s first formal trouser
brand.
1991 Launch of BARE, the Indian jeans brand.
1992 Initial public offer (IPO) was made in the month of May.
1994 The Pantaloons Shoppe – exclusive menswear store in
franchisee format launched across the nation. The
company starts the distribution of branded garments
through multi-brand retail outlets across the nation.
1995 John Miller – Formal shirt brand launched.
1997 Pantaloons – India’s family store launched in Kolkata.
2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first
Hypermarket chain launched.
2002 Food Bazaar, the supermarket chain is launched.
2004 Central – ‘Shop, Eat, Celebrate In The Heart Of Our City’
– India’s first seamless mall is launched in Bangalore.
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2005 Fashion Station - the popular fashion chain is launched
aLL – ‘a little larger’ - exclusive stores for plus-size
individuals is launched
2006 Future Capital Holdings, the company’s financial arm
launches real estate funds Kshitij and Horizon and
private equity fund Indivision. Plans foraysinto insurance
and consumer credit.
Multiple retail formats including Collection i, Furniture
Bazaar, Shoe actory, EZone, Depot and futurebazaar.com
are launched across the nation.
Group enters into joint venture agreements with ETAM
Group and Generali.
Notables
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Considering all the facts which we have studied, and seeing the
strategiclocation of Big Bazaar, we can say, that the location is the
best, it could havein Noida. Firstly it is in the heart of the Atta
market. Secondly it is in the shoppingmall (The Great Indian Place),
which has all types of customers coming in and their, footfalls,
beingeasily converted into sale, by the efficient employees of big
bazaar.Moreover it is at the place where traffic inception is always
high. It is nearstation, which gives it another competitive
advantage over its competitors.Transportation is also good, as one
can easily reach big bazaar through auto,private vehicles etc.
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seen the trends in the requirementof inventories, as for e.g. he told
that apparels are ordered approximatelyafter 45 days. For every
sample of clothes they have a back up of 10 pieces.However in
case, if more number of pieces are required, they first ask otherbig
bazaar location such as that of Patia etc. but if, even then they fail
tomeet the demands of customers, they go for “Transfer of
Interest”. In thisthey prefer sending the customers to pantaloons,
as it is also of FutureGroup, instead of losing them.He also told that
recently big bazaar has undergone tremendoustechnological
advancement, as its supply chain has become
completelycomputerized. Once the product is sold, automatically,
the computer sendsthe request for back up.
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As discussed earlier, the uncertain demands are met by either by
getting itthrough other outlets of big bazaar or through transfer of
interest, to otheroutlets of future group, like Pantaloons.
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When we raised the question of strategy for attracting customers,
themanager was not willing to answer us. However after
convincing him a lot,he gave us some generalized strategies. He
told us that mostly they givediscount offers. Discount offers are
basically given by manufacturers tothem, and after keeping a safe
margin of profit, they release the items ondiscounts. They also give
ads in television, go for promotional activities andput banners on
road sides.However once the customers is inside the store, then
also strategieskeep changing. They keep thing in places where they
see for longer duration,for e.g. near corners of turning, on cash
counters etc.
Area of Maintenance
Quality of Food-items
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refrigerators, whereas thosewhich can be kept anyway, are kept on
proper shelves.
Questionnaire
>10%>20%>30%>40%
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After communicating with the respondents we
found the following average results:
45000 units
400000
>10%
4000
3days
4
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Some important formulas to solve
2𝐷𝐶𝑜
Optimal Lot Size,𝑄∗ =
𝐶ℎ
𝑄∗
The optimal order cycle time, 𝑡 ∗ =
𝐷
Solution
The average price of commodity in Big Bazaar is 200
∗ 𝑄∗ 400
𝑡 = = = 0.001 year
𝐷 400000
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Conclusion
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