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Imagine Rajesh & Co. Pvt. Ltd. manufactures ready-made garments. They need fabric — too little and the factory stops; too much and money is locked up in a dusty warehouse. Inventory management is the art of finding that sweet spot: holding just enough stock to keep operations running without bleeding cash.

At the heart of inventory management is the Economic Order Quantity (EOQ) — the order size that minimises the total of two costs that pull in opposite directions. Carrying costs (also called holding costs) rise as you hold more stock: think storage rent, insurance, spoilage, and the opportunity cost of money locked in inventory. Ordering costs fall as you order in bigger, less frequent batches: think paperwork, freight, and inspection charges per order. EOQ is the quantity where these two costs are exactly equal, and the formula is: EOQ = √(2 × Annual Demand × Ordering Cost per Order ÷ Carrying Cost per Unit per Year). This is a guaranteed numerical in the exam — practise it until it's muscle memory.

Beyond EOQ, you need to know the stock level formulas. Reorder Level = Maximum Consumption × Maximum Lead Time — this tells you when to place the next order. Minimum (Safety) Stock = Reorder Level − (Normal Consumption × Normal Lead Time) — your buffer against supply delays. Maximum Stock Level = Reorder Level + EOQ − (Minimum Consumption × Minimum Lead Time). Danger Level = Minimum Consumption × Emergency Lead Time — below this, the factory may stop. The exam loves asking you to compute these in sequence, so always solve them top-down: Reorder → Minimum → Maximum.

Two broader tools round out this topic. ABC Analysis classifies inventory: 'A' items are high-value, low-volume (tight control, frequent review); 'B' items are moderate; 'C' items are low-value, high-volume (loose control, bulk ordering). Just-in-Time (JIT) is the philosophy of ordering stock only when needed, eliminating carrying costs entirely — great in theory, but it requires reliable suppliers and is a common 2-mark theory question. This entire topic typically appears as a 5–8 mark numerical or a mix of a short numerical plus a theory part on ABC/JIT.

📊 Worked example

Example 1 — EOQ and Total Cost

Ms. Iyer's company uses 12,000 units of raw material annually. Ordering cost is ₹500 per order. Carrying cost is ₹2 per unit per year.

Step 1 — Calculate EOQ:

EOQ = √(2 × 12,000 × 500 ÷ 2)

EOQ = √(1,20,00,000 ÷ 2)

EOQ = √60,00,000

EOQ = 2,449 units (approx.)

Step 2 — Number of orders per year:

12,000 ÷ 2,449 = 4.9 orders ≈ 5 orders

Step 3 — Total Carrying Cost:

Average inventory = 2,449 ÷ 2 = 1,224.5 units

1,224.5 × ₹2 = ₹2,449

Step 4 — Total Ordering Cost:

5 × ₹500 = ₹2,500

Total Inventory Cost = ₹2,449 + ₹2,500 = ₹4,949

(At EOQ, both costs are approximately equal — this cross-check always works.)

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Example 2 — Stock Level Computations

Mr. Sharma's firm has: Maximum consumption = 600 units/week, Minimum consumption = 200 units/week, Normal consumption = 400 units/week, Maximum lead time = 4 weeks, Minimum lead time = 2 weeks, Normal lead time = 3 weeks, EOQ = 3,000 units.

Reorder Level = 600 × 4 = 2,400 units

Minimum (Safety) Stock = 2,400 − (400 × 3) = 2,400 − 1,200 = 1,200 units

Maximum Stock Level = 2,400 + 3,000 − (200 × 2) = 5,400 − 400 = 5,000 units

Final Answers: Reorder Level = 2,400 | Minimum Stock = 1,200 | Maximum Stock = 5,000

⚠️ Common exam mistakes

  • Forgetting to halve average inventory for carrying cost. Carrying cost applies to average stock (EOQ ÷ 2), not the full EOQ. Don't multiply carrying cost rate by the full order quantity.
  • Mixing up Reorder Level and Minimum Stock. Reorder Level tells you when to order; Minimum Stock is the buffer left after normal consumption during lead time. They are different numbers — don't equate them.
  • Using inconsistent time units. If consumption is given weekly but lead time is in days, convert everything to the same unit before calculating. This is the #1 reason students lose easy marks.
  • Ignoring the 'Normal' figures when asked for Safety Stock. Safety Stock uses Normal consumption × Normal lead time, not maximum. Using maximum figures here inflates the answer.
  • Treating JIT as always optimal. In theory questions, note JIT's limitations: it assumes zero supplier delays. In an exam scenario where lead time is uncertain, JIT is not the right recommendation — say so explicitly for full marks.
📖 Reference: Inventory Mgmt — Institute of Chartered Accountants of India
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