The value of inventory to distributors is obvious. Distributors profit by selling inventory to their customers; but for many, inventory can be a liability when it ties up capital as it sits unsold, costing more than the products per se—in warehouse space, finance charges, operational and handling expenses, and so on. As such, one would expect to see a broad-scale adoption of Lean principles in distribution, if only to better manage inventory. After all, Lean inventory management allows distributors to meet or exceed their customers’ expectations with inventory optimized for maximum profitability.
One of the common arguments against the adoption of Lean practices is that it is basically a tool for high volume manufacturing practices, and that processes such as distribution, where variability is high, can be a difficult fit for Lean. However, a recent post by Gregg Stocker on the Lessons in Lean blog disputes this strongly. The author notes that three basic questions related to the application of Lean demonstrate it is not dependent on the volume of products or services produced:
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How do your processes need to perform (i.e., what is the ideal condition)?
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How do your processes perform?
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How are you going to deal with the gaps between ideal and actual performance?
“Knowing how a process needs to perform has absolutely no relationship to the size of the organization, the volume produced, or the repetitiveness of the work,” says Stocker.
In a recent Supply Management article, procurement consultant John Hatton also considers why the well-established principles of Lean supply have yet to be more broadly embraced. Among the principal reasons he cites: supply matters such as inventory take a backseat to other areas in terms of technology and process improvement, and the awareness of Lean methods is surprisingly low.
Among the advantages that Lean management has over traditional management is lower inventory risk. “A Lean supply chain is one that produces or provides only what is needed, when it is needed, and where it is needed,” Hatton says.
To apply Lean to supply processes, he points to five guiding principles:
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Involve people: engage colleagues to improve continuously through waste elimination and problem solving.
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Build in quality: design processes to make them mistake-proof, thus preventing errors before they happen.
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Reduce lead times: establish a continuous flow of materials, equipment, and process, such that products are pulled through the supply chain at the right place, the right time, and in the right quantity.
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Standardize: document the best practices and make sure they are followed.
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Improve continuously: no matter how good a process seems, there’s always room to improve it.
After all, Lean has its deepest roots in inventory management—a fact that distributors might reflect on profitably. Lean was first developed by Kiichiro Toyoda and Taiichi Ohno in the 1960s for Toyota. They received their inspiration not from the American automotive industry, which at that time was the world's largest, but from visiting an American grocery store: Piggly Wiggly. They were impressed by how the supermarket only reordered and restocked goods once they’d been bought by customers—the precursor of the just-in-time inventory system.
Posted by the Epicor Social Media Team |
These two Business Intelligence tools were highlighted at day two of the 2013 Epicor Insights Global Customer Conference.
The Customer Buying Trend Analysis module for Epicor Prophet 21, available for v. 12.9 and higher, looks at sales history (as far back as two years), identifies normalized buying patterns (i.e., what customers should have bought), and calculates the standard deviation (using a series of Six Sigma statistical models). Any statistical anomaly beyond this deviation (excluding seasonal/erratic customer/item combinations that don’t fit any pattern) indicates that you missed a sales opportunity. The system tells you this in real time, so that you can take action with customers who have stopped buying, and shows you exactly how much each miss cost your business.
There are many ways to filter the data that is produced; for example, by sales rep, so you can send them a real-time notification. (The sales rep can then enter an annotation of a follow-up call made to the customer, and 30 days later, they’ll receive another alert if the opportunity remains open.) Other filters include by minimum sales amount, by minimum invoice lines, by supplier, etc. By selecting a number of filters, you can reduce the data down to a workable list.
Customer Buying Trend Analysis can also help a distributor’s internal buyers, finding underlying issues even before your purchasing algorithms would. It is simple to set up, and creates a powerful basis for strategy. Epicor distributors are using this functionality to anticipate customer issues and recover tens of thousands of dollars every year that would otherwise have been lost.
The Sales Master Inquiry window is a tool for distributors to analyze their customers’ revenues and bookings. Using Sales Master Inquiry, the distributor can help discern problems in the sales cycle, identify opportunities, and then take action.
Part of the CRM functionality of Epicor Prophet 21 v. 12.11 and higher, Sales Master Inquiry shows executives, Sales and Marketing which customers are trending up or down, and allows them to review customer and prospect data that suggest the creation of tasks (e.g., assignment of Customer Care calls, or targeting of prospects for a campaign). This data can help you determine where and how your Sales and Marketing teams should spend their time; e.g., which customer deserves discounts or free freight; or who didn’t buy add-ons or peripherals and might be receptive to a follow-up offer.
This tool can distinguish between sales “leaders” and “bleeders” among your customers year over year, as well as return-to-sales ratios and cost to serve. As with Customer Buying Trend Analysis, the data can be boiled down to the fields that are most relevant to you.
Posted by the Epicor Social Media Team
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Epicor experts at the 2013 Insights Global Customer Conference shared tips for managing the fundamentals in this critical area. As a distributor, your goals should be to:
· Fulfill orders accurately and on time
· Minimize cycle time (from receiving at the warehouse to shipping)
· Minimize expense.
Factors that can influence demand for your inventory include new product releases, offering proprietary vs. commodity products, minimizing inbound or outbound freight, setting minimum order quantities, providing vendor managed inventory, etc.
Many tools are available to predict demand. Forecasting involves using historical data to predict future requirements; it’s your best estimate based on what you know, excluding one-time events (statistical outliers) such as seasonal/cyclical demand, special promotions, etc.
For example, one well-known formula for setting a minimum stock level is:
Minimum stock level = re-order point – average or normal usage X normal re-order period (i.e., lead time)
Safety stock is used to make up for issues with lead time, suppliers, transportation, inconsistent demand, spoilage, promotional or discount programs, etc. You never want your safety stock to get down to zero.
Suggested ways to reduce inventory include:
· Maintain accurate minimum stock and safety stock levels
· Make more frequent purchase orders (spreading them out) – of course, always weighing this against the tradeoff of any additional cost
· Eliminate the root cause that’s requiring you to “cover yourself” with safety stock.
Posted by the Epicor Social Media Team |
You can't manage inventory properly if the counts are not correct in your system. Good counts bring better inventory management.
What is Cycle Counting?
Cycle counting means taking a manageable section of your warehouse, daily or weekly, and verifying the quantity of the item(s)—instead of doing one total year-end physical count, possibly making 3-4 passes through the warehouse.
When using the cycle count feature in Epicor Prophet 21, you have the option to count by item, bin and even ABC classes. Counting by either purchase or putaway class, the option becomes available to count specific classes such as A more often than, say, class B. One theory is to count by putaway hits, assuming the items touched the most stand a better chance of being less accurate.
Another good gage is monitoring the service level of miss-ships, and how many times during the shipping process the quantity needed to be edited. There is a company lost sales feature to help you monitor this.
When to Do It
It is always best to count in the early morning, before any pick tickets have been printed and pulled. You always need to verify items removed from the bin before the count, as the bin will be less that amount.
Most times, I recommend blind counts, meaning you don’t list the quantity that should be in the bin. This “forces” a count, demonstrating why it is better to perform the count before any activity.
The other option would be to list the quantity as well as any allocations, and then, the counter could locate the missing quantity that has been pulled, to verify the count.
Types of Counts
I always recommend bins for the best success in counting. This way, when using advance bins in Epicor Prophet 21, the counts will walk through the warehouse in a manageable path. If tracking lots, tags or serial numbers, these will be verified, as well. Keep in mind that during an item adjustment, you can check “add to the next count”; this will help verify these items being adjusted.
Another option is physical count; the physical count feature will allow you to select a range of bins, ABC purchase class, and limit by supplier. With either method, the “physical vs. on hand” report can be used to obtain a list of items to be recounted, whether by quantity or value, but the cycle count accuracy report is only a cycle count feature—not a physical count.
Cycle Counting and Wireless
When using Epicor Prophet 21 Wireless Warehouse Management System (WMS), any bin activity is captured in real time, so there is no need to verify allocations. Once the item has been picked or moved, the count sheet is updated, maintaining accurate bin counts. With WMS, there is also no need to count early in the morning, since the counting process can happen any time during the day.
Posted by Neil VanWalbeck, Senior Professional Services Consultant at Epicor Software Corporation |
As we move towards the end of the year’s opening quarter, the general consensus is that the distribution market will mirror manufacturing and continue steady if unspectacular growth. In a Wall Street Journal article, economists surveyed by the publication expected the economy to grow by 2.4 percent, the same figure they expected when predicting last year’s growth. While the Commerce Department pegged 2012 growth at 1.5 percent, experts see more supporting strength to this year’s economy.
"We're definitely in a better place now than at this time last year," said Arun Raha of Eaton Corp., who the Journal says was the most accurate individual forecaster last year. Among the reasons he cites for the improved position: domestically, strong auto sales and recovery in the housing market; internationally, renewed vigor in the Chinese economy and signs of Europe moving out of recession.
In Logistics Management, contributing editor Josh Bond agrees that modest growth is likely, but notes lower expectations among respondents to an update of McGladrey’s “Manufacturing and Distributor Monitor”: “While most executives expect some upward movement in key metrics such as net revenue and domestic sales, the percentage of executives expecting increases—and the size of their projected increases—across all key performance indicators tracked by the survey are down significantly.”
Harris Williams & Co.’s “Specialty Distribution Industry Update” calls 2013’s distribution outlook “optimistic.” They cite a PwC report that analyzes the 2013 industrial distribution outlook. According to the PwC report, 83 percent of manufacturers are forecasting revenue growth this year, a strong indicator of returning strength in the sector. “Overall sentiment among U.S. industrial manufacturers regarding the prospects for the domestic economy rose in the fourth quarter along with company growth projections, which trended higher as well,” said Bobby Bono, U.S. industrial manufacturing leader for PwC.
Elsewhere, a Global Purchasing article says that the economic climate has left distributors focused on executing existing market strategies: “Many indicate their intention to stay focused on core competencies in 2013 in the hope that a return to higher growth rates is on tap for the second half of the year. An air of uncertainty still hung in the balance as 2012 came to a close, with global economic and political climates leaving little certainty about where markets were headed.”
In the electronics sector, distributors agree that the industry’s long-term outlook is positive, due to the steady pace of research, development, and design as well as the overall increase in electronic content in all kinds of consumer goods. “Everyone has a different opinion on what’s going to happen in 2013,” says Lindsley Ruth, executive vice president of Future Electronics, to Global Purchasing. ”There’s so much global uncertainty and political uncertainty that it’s tough to predict; but we’re in an investment mode right now on a worldwide basis. Regardless of what happens in the market, we believe we can grow.”
Posted by Epicor Social Media Team |
In the first two parts of this series, we discussed the initial steps to proper management of dead stock: Identify, Prevent and Coordinate. When all of these steps have been taken and you still have excess or dead inventory on hand, the final action available is to dispose.
Dispose
Disposing of your dead inventory can help recoup some capital and save additional carry cost. Here are several options:
· Transfer stock to other locations that are actually selling the items (also referred to as “balancing inventory”).
· Substitute the “dead” items for like-moving, less expensive items. This way, the customer gets a good deal, and you move what would otherwise be dead inventory.
· Return items to your supplier, possibly for newer selling items. Some suppliers have a 2-for-1 deal: you can send one back if you buy two to replace it.
· List the items as dead with Epicor Trading Partner Connect, which will put these items before hundreds of distributors.
· Search the Internet for dead stock buyers.
· Appoint or hire a dead inventory manager. This could be a retiree, possibly paid based on results.
· Reduce the selling price to “move the items.”
· Junkyard; scrap metal; recycle.
· Donate items to a local technical college.
Conclusion
You can free up resources now tied up by dead stock, including valuable time, warehouse space, and inventory dollars, by:
• Creating ABC classes for new and dead items, as well as non-stock items.
• Managing classes every period, not just yearly or seasonally.
• Comparing high-dollar dead items to sales history reports.
• Appointing or hiring a dead inventory manager.
Posted by Neil VanWalbeck, Senior Professional Services Consultant at Epicor Software Corporation
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In the previous blog post, we covered the first step involved in reducing your company's risk of being adversely affected by excess and dead inventory: Identify. This month, the next two steps – Prevent and Coordinate – will be explained.
Prevent
One sure way to nip the dead inventory problem in the bud is to prevent the creation of new items that don’t fulfill a true business need; i.e., items that get purchased without a customer need backing up that purchase. Don’t let the Sales department make inventory stocking level decisions. Utilize the non-stock or temporary item functionality of your ERP system first. That way, temporary items get created as non-stock, just like non-stock items. The stock flag on the item / location serves many purposes. Most importantly, these items will not come into purchase requirements to be purchased—they will only come into purchase when a customer order has been placed for them.
The Purchasing department should determine stocking levels, using time-tested methods. One such method is to track items from the first period stocked:
• ABC classes work well, such as creating classes like JAN, FEB, MAR, through DEC.
• Place stock items into the ABC class for the month first stocked, using a process of elimination; then re-class after 6-9 periods:
Ø General ABC population
Ø Dead Item Classification.
• You may want to go further and use two dead items classes:
Ø Dead: items with history that have not sold in 12+ months
Ø New-Dead: newer items that have not sold in slightly less than 12 months; for example, an item created in January 2012, with no activity through January 2013.
Last but not least, do not allow branches to “hoard” slow-moving inventory, and closely monitor stock levels for your customer-specific inventory (for overexposure).
Coordinate
As you begin to track more closely, you can more accurately determine: is the item—or the customer—dead? Using sales history reports, compare to customers that were buying the items. Is the customer still active?
Involve all employees in the effort to move dead items. For example, share the Dead Inventory Report with Inside Sales, and offer deeper commissions for moving these dead items.
Coordinate management, Sales, and Purchasing to manage new items, and the quantities to maintain. Instead of just the salesperson asking to bring the item in with a stock level, work with buyers and management to determine if the item(s) bring in true value, what other customers can be sought out to purchase them, and so on.
In the final installment of this series, we will discuss the Dispose step of dead stock management.
Posted by Neil VanWalbeck, Senior Professional Services Consultant at Epicor Software Corporation |
Dead and slow-moving inventory is a harsh reality for all distributors. Proper management of dead stock is often ignored, but it is a task that requires specific action steps and careful planning. The steps involved in reducing your company's risk of being adversely affected by excess and dead inventory include: Identify, Prevent, Coordinate and Dispose.
Identify
First, decide when your inventory officially becomes “dead.” Twelve months of no sales is typically a good starting point. However, beware of seasonal items if using less than 12 months as your measure. Your trade association may also have specific recommendations.
Second, know the return policies for your suppliers. If your supplier has a return policy for items purchased under 12 months, the items need to be tracked from inception to non-moving status.
Continuously track your lot items about to expire. Make sure lots that will expire within two periods are either sold first, or returned to the supplier.
You can run an Inactive Items Report in your ERP system by a last order date, and/or last purchase date. Or create an ABC class that is set to 100% threshold.
- Commonly, 12 periods of zero sales will be considered at 100% threshold and should be grouped into a “dead” class.
- You can create multiple dead classes, such as a “going dead” class at 98.9% threshold, commonly known as “dead or dying.”
- If you have seasonal items, be careful of “seasonal dead” items; i.e., items that are good movers, just not in the current period.
Once dead items are identified, calculate the inventory value, making sure to add your carry cost. This is easier to do if using the ABC Class method than the Inactive Items Report, because the Inventory Value Report exports to Excel, whereas the Inactive Items Report does not.
It is helpful to move dead items to a specific area of the warehouse. Making these items visible will remind employees to attempt to sell/negotiate when talking with customers. This is a good practice for seasonal items, as well, to make room for moving items.
In our next blog post, we will discuss the Prevent and Coordinate steps of dead stock management.
Posted by Neil VanWalbeck, Senior Professional Services Consultant at Epicor Software Corporation
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Lost Sales is a multi-faceted feature in the Epicor Prophet 21 enterprise resource planning (ERP) solution. With it, distributors can track orders that had items cancelled, and account for quantities edited to lost quotes.
Lost Sales areas range from “cancel order,” “cancel or edit the quantity on an order” or “shipment cancelled,” to editing the quantity on a pick ticket. Each Lost Sales area can be set to auto populate a reason code, or set to prompt for reason codes.
Affecting Usage
“Affecting usage” is a helpful function for Lost Sales reason codes. It can be used to adjust for mistake entries, or to reset to “not affect usage” for not having the quantity the customer expected. Here is how it works:
When an item is entered onto an order, the actual usage goes up in increments. If the order is cancelled, the usage will then go down in decrements. This cycle is referred to as “affecting usage.” This action does not matter if the system setting to capture usage is set to “invoice” or “order entry.” With that said, if the setting is on “order entry,” then a reason code can be set to not affect usage. This will account for reasons like “out of stock,” or “could have sold the item if we had it.” This reason code set to “not affect usage” will be half the full usage cycle; in other words, the code will not reduce the usage—instead, it will keep it up, just as if the order went through.
If using CRM and Opportunities, then Lost Opportunities can be tracked, as well, along with RMAs. Lost Opportunities can be tracked with reason codes when the opportunity is lost, meaning a competitor won the bid.
In summary, the report for Lost Sales can be used to separate out not just factors such as user entry error, but also reasons where the demand was not affected. Lost Sales is a good tool to look for trends such as “priced too high” or “returned material,” and more importantly, to use the available codes to ensure the material will be on the shelf the next time!
Posted by Neil VanWalbeck, Senior Professional Services Consultant at Epicor Software Corporation
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You expect enterprise resource planning (ERP) to be the lifeline of your business, but what if it’s not producing the results you expected? If your ERP solution is not purpose-built for wholesale distribution, you may be missing necessary functionality, therefore making your company reactive instead of proactive.
A recent Mint Jutras survey on ERP solutions revealed that functionality continues to be a challenge for many wholesale distributors:
- Thirty-six percent of wholesale distributors rated “missing required functionality” as more than moderately challenging.
- “Customization-related challenges” ranked as one of the top five challenges to achieving ERP goals, a telltale sign that functionality is an issue. In fact, distributors with heavily customized systems may have spent more in creating and maintaining customizations than they would have if they’d selected a solution with a better fit.
If you are not yet realizing the full benefits of a successful ERP implementation, it is worth asking some tough questions:
- Is your current solution provider staying on top of technology by making software upgrades regularly available to your company?
- Does your current solution provider understand the intricacies of the wholesale distribution business?
- Does your existing solution easily supply the metrics that directly contribute to your company’s profitability, such as customer buying habits and margins?
Unlocking the value of ERP requires a combination of people, processes and technology. Don’t assume you have to settle for a general-purpose ERP solution. Instead, you should seek out function-driven competitive advantage that will set you apart from other wholesale distributors. |
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