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An approach to estimate the back order penalty cost of a manufacturing company

机译：一种估计制造公司返回秩序惩罚成本的方法

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摘要

The classical inventory models solely rely on accurate estimate of the back order cost, with a view to establish economic order quantity (EOQ) that must be placed by a customer. Recognizing and quantifying the adverse effects of loss of customer goodwill owing to the inability of a raw material or product supplier organisation to meet customer demands should not only focus on direct penalty cost computation, but should also incorporate change in customers’ future demand owing to this backordering phenomenon. A lot of classical and mathematical approaches focused on the computation of the back order penalty cost coefficient; which gives an organisation a clue of the customer disappointment index, and not the estimated back order cost required for EOQ computation. In light of this, this paper proposes an approach that could be utilized to accurately compute the back order penalty cost of an organisation. The approach considers: (i) the number of times backordering phenomenon have occurred in an organisation, (ii) the decision a customer takes when backordering occur once or couple of times during the ordering phases of an organisation and (iii) myriads of penalties that a customer bestow on a raw material or product supplier organisation for backordering its order, to establish the backorder cost of this organisation. The approach proposed in this study serve as a useful information to suppliers in ascertaining the raw material backorder cost based on their customer responses to backordering, with a view to ensure sustainable raw material supply.
机译：经典库存模型仅依靠准确估计了后退订单成本，以建立客户必须放置的经济秩序数量（EOQ）。由于原材料或产品供应商组织无法满足客户需求的不仅要关注直接罚金成本计算，但也应纳入客户的未来需求的变化，承认和量化客户善意损失的不利影响逆转现象。很多古典和数学方法都集中在计算后退罚金成本系数的计算;这给了一个组织的客户失望指数的线索，而不是EOQ计算所需的估计返回订单成本。鉴于此，本文提出了一种可用于准确计算组织的后退秩序惩罚成本的方法。该方法考虑：（i）组织已经发生了越来越多的潮流现象，（ii）在组织的订购阶段和（iii）无数的惩罚期间，客户何时发生或几次进行次数顾客赋予原材料或产品供应商组织，用于对其订单进行抗衡，建立本组织的余额费用。本研究中提出的方法是对供应商的有用信息，以确定原材料延期交货成本，以确保可持续的原料供应。

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