0new magi
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IntroductionIt deals with manufacturing of agricultural tractorsas well as supply of tractor spare partsIt has a central store at Bangalore and 8 branchesin KarnatakaIt maintains inventories of spare parts, both ofindigenous and imported modelsPurchase of spare parts is made centrally &distributed to branchesSales are made both at the centre & branches
Magi Corporation
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Jayadev took over as manager of the spare partsdivision.In his opinion company is following the oldmethods but he want to introduce modernmethods(procedure improvement, inventorycontrol, forecasting techniques & computerization)
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Existing SystemAt each branch there is one sales assistant andone helper, where transactions are more thenumber of the helpers will be two.In case of shortage of an item, the store keeper
makes an indent passes it on to the purchasesection, which prepares 5 copies of the purchaseorder. After the signature from the manager theyare distributed to the concerned departments.The transaction between central store & branchesis controlled through a stock transfer note(STN)which is prepared in quadruplicate every time atransaction is made.
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Organization Chart for MagiManager
Purchase & Sales Engineer
Stores Assistant Purchase Assistant
SalesCounter
OutwardStation
StoreKeeper
StoresAccountant
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In case of bulk sales cash bill treated as ‘invoice’ or ‘debit note’, when the bulk sale is to Govt. a ‘debit note’is used, otherwise ‘invoice’ is used In case of outside private parties a ‘delivery note’ is
usedThe branch sent information in the form cash bill, tallysheet, bank deposit notes in every weekTally sheets were prepared for cross checking
Cash bill gives the details of quantity soldMoney received will be deposited in banks every day
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Inventory ControlProcedures
The organization keeps store ledger & bin card atcentral storeThe store keeper enters quantity issued in bin card& day to day status is known from these bin cards.Copies of cash bill are used by account dept. fordocumentationIn case of shortage of inventory, store attainderinforms store assistant for necessary actions,
judgment is based on his experience
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Jayadev introduce a consultant - Mohan, anengineer with MBA
To bring down inventory costTo suggest whether it is feasible to computerize theinformation system
Mohan’s recommendation: Procedural improvementInventory controlForecasting and Computerization
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Procedural ImprovementMohan recommended for a new sales engineer forbetter controlIntroduction of store assistant
Clerical work could be reducedPurchase order copies are reduced
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Distribution of percentage number ofitems and percentage value of
consumptionGroup
NumberConsumptio
n valuerange (Rs.)
Number ofitems
Total valueof
Consumption (Rs.)
PercentNo. of Items
Percentvalue of
consumption
1 0 to 2000 456 144154.03 80 9
22001
to10000
85 373363.24 15 22.5
3. Above10000
28 1136574.3 5 68.5
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Example
Nozzle-B item – lead time for procurement = 2months
Review period length = 2 monthsEOQ = 50 unitsAnnual usage = 300 units
Max. demand during lead time = 175 units
safety stock = 175 units
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• The average usage during the lead timeis given as follows:
300 x 2Vd/2 = ---------------- = 25
12 x 2
Maximum Level = 175 + 50 – 25 = 200
• Hence, when the review is done, if the available inventory is less than175, place an order to bring it to a level of 200 (taking intoconsideration the inventory in hand and on order. )
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Forecasting TechniquesFor total material planning some forecastingtechniques (based on seasonality index/ no. oftractor per year/ both)Mohan suggested two approaches based on
The number of tractors covered by MagiThe seasonal variation of sales.
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Feasibility ofComputerization
From the purchase order data, purchase orderoutput is producedUsing transactions tape, it shows the ledger forthe period & inventory status of each itemUpdated master tape is used to generate storage& re-order listForecasting technique can be used for future stockplanningGives total financial details
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Q.How do you evaluate the recommendation
of Mohan in respect of inventory control of A andB items? Do you agree with his views? If notwhy? Has he overlooked any vital aspect ofinventory management?
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Q.Do you agree with the view of manager
Dev regarding policies? If you were asked tosuggest policy measures what would you do?How would you use the information available?
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Q.Comment on the computerization scheme
proposed. If instead of a punched card system amodern desktop system were used, how couldyou have handled the computerization? Supportyour answer with revised system flowcharts.
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ISSUES RECEIPTS PURCHASE
FORCASTINGTECHNIQUE
CHECK LISTRUN
USAGE LISTSTORE LEDGER
FINANCIALREPORT
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Thank You...
Magi Corporation