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    in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to
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    1. What is the difference between inventory management and inventory reduction?

    Inventory management is the activity which ensures the availability of the inventory items in order to be able to service customers. In an MRO environment the customer will be the maintenance and production department; in a finished goods environment the customer is the external customer. Inventory management involves the coordination of purchasing, manufacturing and demand to ensure the required availability.

    Inventory reduction is the activity that minimizes the cash investment in inventory while maintaining the availability promise of inventory management. Inventory reduction focuses on identifying those items where the inventory holding is in excess, given the current actual demand and supply characteristics, and then works to reduce the cash investment in these items. This means that a significant cash release can be achieved with no change in the inventory risk profile.

    2. How does the different focus of inventory management and inventory reduction impact the outcome?

    Because inventory management aims to ensure availability, the focus is primarily on eliminating stock outs, where the availability promise is not met.

    Inventory reduction focuses on cash and eliminating any unnecessary investment in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to

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    the customer is the external customer. Inventory management involves the coordination of purchasing, manufacturing and demand to ensure the required availability.

    Inventory reduction is the activity that minimizes the cash investment in inventory while maintaining the availability promise of inventory management. Inventory reduction focuses on identifying those items where the inventory holding is in excess, given the current actual demand and supply characteristics, and then works to reduce the cash investment in these items. This means that a significant cash release can be achieved with no change in the inventory risk profile.

    2. How does the different focus of inventory management and inventory reduction impact the outcome?

    Because inventory management aims to ensure availability, the focus is primarily on eliminating stock outs, where the availability promise is not met.

    Inventory reduction focuses on cash and eliminating any unnecessary investment in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to

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    on focuses on identifying those items where the inventory holding is in excess, given the current actual demand and supply characteristics, and then works to reduce the cash investment in these items. This means that a significant cash release can be achieved with no change in the inventory risk profile.

    2. How does the different focus of inventory management and inventory reduction impact the outcome?

    Because inventory management aims to ensure availability, the focus is primarily on eliminating stock outs, where the availability promise is not met.

    Inventory reduction focuses on cash and eliminating any unnecessary investment in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to

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    How does the different focus of inventory management and inventory reduction impact the outcome?

    Because inventory management aims to ensure availability, the focus is primarily on eliminating stock outs, where the availability promise is not met.

    Inventory reduction focuses on cash and eliminating any unnecessary investment in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to

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    in inventory with no change in the inventory risk profile. The logic is this: any stock out triggers an action to restock and to typically overstock in order to avoid a future stock out. Therefore, opportunities exist for inventory reduction that will not increase risk. Where the inventory is already overstocked there is no trigger to take action, hence a specific program of activity is required.

    Eventually, inventory management must lead to an over investment of cash in inventory as people seek to eliminate stock outs, whereas, inventory reduction results in a minimized investment of cash while maintaining the availability promise.

    3. What is the difference between inventory optimization and inventory reduction?

    Inventory optimization uses the existing constraints to calculate the required level of inventory for a desired level of availability.

    Inventory reduction challenges the constraints to ensure that the result is an improvement to ‘what could be’, not just a recalculation of ‘what is’.

    4. Why can’t we just use an inventory optimization program and gain those improvements?

    Of course many companies will gain a benefit from using an inventory optimization program, however, the real issues are: is the benefit maximized, and is it sustainable?

    On its own an inventory optimization program cannot achieve the same level of benefit as an inventory reduction program. This is because optimization programs just calculate the ‘what is’ and so only optimize an element of the total equation. Inventory reduction works on the ‘what could be’ and so minimizes the whole inventory investment.

    With respect to sustainability, t

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