Improving Inventory Management and Forecasting Procedures for Komatsu Company

This document discusses the problem of excess spare part inventory and the need for better inventory management and forecasting procedures for Komatsu Company. It includes an analysis of the current inventory, strategies to reduce excess inventory, and plans for future prevention. The document also highlights the importance of short OFLT (Order Fulfilment Lead Time) for effective supply chain performance.

University
Semester
Supply Chain Management
Student ID:
Student Name:
Submission Date:
1

Table of Contents
1. Introduction................................................................................................................................3
1.1 Problem Statement.................................................................................................................4
1.2 Aim .....................................................................................................................................4
1.3 Objectives...............................................................................................................................4
2. Question 1..................................................................................................................................4
2.1 Reduce E/O Inventory............................................................................................................5
2.2 Separate the Categories..........................................................................................................8
2.3 Determine the Top items to Target........................................................................................8
2.4 Understand the Obsolete and excess inventory......................................................................9
2.5 Develop plan to disposition O/E inventory............................................................................9
2.6 Develop plan for prevention in the future..............................................................................9
3. Question 2................................................................................................................................10
3.1 Opportunities for inventory to be “pooled” for all locations...............................................10
3.2 Same material numbers purchased in multiple locations?...................................................11
3.3 Price variances or different vendors.....................................................................................12
3.4 Opportunities for Cost Reduction, Lead Time Reduction, Inventory Reduction................26
4. Question 3................................................................................................................................28
5. Results and Discussion.............................................................................................................42
6. Conclusion................................................................................................................................44
7. Future work and Recommendations.........................................................................................46
References.......................................................................................................................................47
2

1. Introduction
In the inventory management of spare parts, the breakers are utilized in the
underground and surface mining industry for crushing the materials, where the materials such
as aggregate, coal etc., are moved from the mines to the collection points like ocean and train
vessels. The process of crushing the products into small pieces is denoted as the feeder
breaker operation, which is a self-destructive process. This process results in high rate of
replacement parts. To enhance customer satisfaction, the business of spare parts plays a major
role and it maximizes the opportunities of repurchasing. Thus, for the customers it ensures to
provide optimal service levels. In spare part inventory, forecasting is essential as it helps
with predictive management of the spare parts, by utilizing the previous and existing data.
When compared to the finished products, the supply chain management of spare parts is
highly complex. It is observed that forecasting is difficult, as the demand for the spare parts is
relatively inconsistent. The Supply chain performance is often evaluated against the speed of
the service measure like the OFLT (Order Fulfilment Lead Time). OFLT measures the time
taken from when the order is placed to customer receipt. As per the spare parts supply chain
management’s nature, it is important that to have short OFLT for effective performance.
Because, most of the customers don’t prefer ordering if the equipment breaks down.
However, some customers wait for the arrival of their order. But, due to stock out, there are
chances of satisfying the order, as the customers don’t wish to have downtime. This entire
problem arises due to the lack of spare parts in the shelves, as and when required. Hence,
results in manufacturing the replacements.
Such situation can be highly risky for the organizations like Komatsu. Because, the
poor inventory management can increase the chances of losing the customers. Therefore,
Komatsu is required to improve its supply chain management by efficiently improving its
supply chain design.
1.1 Problem Statement
The problem includes the company faces increased E&O (Errors and omissions
insurance) to 6 million. It is difficult and risky for the company to spend so much on liability
insurance claims made by the clients against the company and workers’ negligent actions or
inadequate work. The other problems include reducing the excess spare part inventory and
stocking the right amount of inventory for fulfilling the customer order.
3

1.2 Aim
The main aim of this project is to help Komatsu Company improvise its inventory
management and forecasting procedures.
1.3 Objectives
The main objective of this project is to improve the inventory management of
Komatsu Company. At present, its inventory management fails to provide an effective
outcome thus resulting in loss of customers. Therefore, it aims for better utilization of
inventory management design along with an effective forecasting procedure.
According to the analysis of the inventory data, the following key points must be
understood, for improving the usage of inventory management design:
1) Evaluate the current inventory and separate by categories.
2) Determine the top items to be targeted.
3) Reduce the E/O inventory.
4) Develop a plan for the disposition of O/E inventory.
5) Develop a plan for the future prevention.
6) Look for areas to increase the turns and reduce the cost.
7) Avoid excess inventory.
2. Question 1
In this question, we use the current inventory data and display the total inventory at
the beginning of January globally. This data contains the all the CoCode category items and it
shows the 2 years and LWO based inventory data. In this question, we shall evaluate the
below mentioned points such as,
 Reduce E/O Inventory
 Separate the Categories
 Determine the Top item to target
 Understand the Obsolete and excess inventory
 Develop plan to disposition O/E inventory
 Develop plan for prevention in the future
4

2.1 Reduce E/O Inventory
To reduce the inventory item in two year, by see the 12 month use the overall
inventory data and delete the 0 values of 12 month use. Finally, we are removed the no use of
2 year inventory items. The overall inventory data has 17,698 inventory items. After, the no
use of inventory data in two year, it will reduced by 16,784. It is displayed as below
(SCMDojo, 2019).
Reduce E/O Inventory in Product division and regions
Current E/O inventory is shown below.
CRUSHING & CONVEYING JANUARY STOCK VALUES AND YEARLY USAGE VALUES
Stock Value (USD) CoCode
Category
Product
Divisions/Regions
2YR LW0 LW1 MID NEW TAR Grand
Total
CCP Surface Conveyor 6,80,638 3,66,478 4,43,421 12,00,62
1
83,44,255 17,25,07
4
1,27,60,487
AUS 1,44,698 1,65,966 2,29,041 2,08,529 65,148 1,32,767 9,46,149
BRAZIL 3,38,042 26,332 7,32,186 10,96,560
CANADA 960 893 1,853
CHILE 376 376
CHINA 68 370 33 471
POLAND 483 12 46 21 14,642 15,204
RSA 147 147
RUSSIA 85 275 10,456 1 10,817
5

UK 1,65,929 1,06,391 91,234 6,87,296 82,42,811 2,97,045 95,90,706
USA 31,025 93,834 1,23,032 2,67,027 21,136 5,62,150 10,98,204
CCP Tunnel 80,109 1,742 26,381 10,11,417 4,315 11,23,964
RSA 16 16
UK 80,109 1,742 26,381 10,11,401 4,315 11,23,948
CCP Undrgrd
Conveyor
23,55,812 9,73,931 33,07,93
8
38,06,59
7
19,44,678 54,25,11
1
1,78,14,067
AUS 6,34,831 3,50,656 11,77,63
4
8,60,733 5,77,350 3,32,004 39,33,208
BRAZIL 1,34,126 1,34,126
CANADA 197 79,686 40,604 1,57,968 2,78,455
CHILE 333 333
CHINA 879 47 71 17 105 548 1,667
MEXICO 11,021 11,021
PERU 2,389 10,312 12,701
POLAND 1 40 1,847 1,888
RSA 169 0 169
RUSSIA 9,45,455 0 15,293 4,128 41,575 0 10,06,451
UK 1,52,109 1,14,958 5,20,278 7,39,848 4,02,172 10,35,98
7
29,65,352
USA 6,08,429 3,74,144 15,94,66
2
21,22,18
4
8,72,520 38,96,75
7
94,68,696
Goodman - Hewitt 2,24,171 1,64,171 3,17,792 2,67,626 6,481 2,58,276 12,38,517
AUS 198 153 351
CANADA 1,405 1,405
CHINA 42 42
MEXICO 2,065 2,065
RUSSIA 8 661 669
USA 2,22,106 1,64,163 3,17,792 2,66,221 6,241 2,57,462 12,33,985
Grand Total 33,40,730 15,06,32
2
40,69,15
1
53,01,22
5
1,13,06,83
1
74,12,77
6
3,29,37,035
Reduced E/O inventory data based on Product division and regions is displayed as below.
CRUSHING & CONVEYING JANUARY STOCK VALUES AND YEARLY USAGE VALUES
Stock Value (USD) CoCode
Category
Product
Divisions/Regions
2YR LW0 LW1 MID NEW TAR Grand
Total
CCP Surface Conveyor 6,80,638 3,66,478 4,43,421 12,00,62
1
83,44,255 17,25,07
4
1,27,60,487
AUS 1,44,698 1,65,966 2,29,041 2,08,529 65,148 1,32,767 9,46,149
6

BRAZIL 3,38,042 26,332 7,32,186 10,96,560
CHILE 376 376
POLAND 483 12 46 21 14,642 15,204
RUSSIA 85 275 10,456 1 10,817
UK 1,65,929 1,06,391 91,234 6,87,296 82,42,811 2,97,045 95,90,706
USA 31,025 93,834 1,23,032 2,67,027 21,136 5,62,150 10,98,204
CCP Tunnel 80,109 1,742 26,381 10,11,417 4,315 11,23,964
UK 80,109 1,742 26,381 10,11,401 4,315 11,23,948
CCP Undrgrd
Conveyor
23,55,812 9,73,931 33,07,93
8
38,06,59
7
19,44,678 54,25,11
1
1,78,14,067
AUS 6,34,831 3,50,656 11,77,63
4
8,60,733 5,77,350 3,32,004 39,33,208
CANADA 197 79,686 40,604 1,57,968 2,78,455
CHILE 333 333
CHINA 879 47 71 17 105 548 1,667
MEXICO 11,021 11,021
PERU 2,389 10,312 12,701
RSA 169 0 169
RUSSIA 9,45,455 0 15,293 4,128 41,575 0 10,06,451
UK 1,52,109 1,14,958 5,20,278 7,39,848 4,02,172 10,35,98
7
29,65,352
USA 6,08,429 3,74,144 15,94,66
2
21,22,18
4
8,72,520 38,96,75
7
94,68,696
Goodman - Hewitt 2,24,171 1,64,171 3,17,792 2,67,626 6,481 2,58,276 12,38,517
MEXICO 2,065 2,065
USA 2,22,106 1,64,163 3,17,792 2,66,221 6,241 2,57,462 12,33,985
Grand Total 33,40,730 15,06,32
2
40,69,15
1
53,01,22
5
1,13,06,83
1
74,12,77
6
3,29,37,035
2.2 Separate the Categories
The separation of categories in ZLZOKN is displayed as below.
Region (All)
Stock Value
(USD)
CoCode Category
Product
Lines
2YR LW0 LW1 MID NEW TAR Grand Total
CCP Surface
Conveyor 6,92,654 2,96,757 4,31,596 11,75,205 65,87,9
76
17,76,944 1,09,61,132
CCP Tunnel
81,128 1,370 42,449 3,74,21
0
749 4,99,906
CCP Undrgrd
Conveyor 23,20,47 9,91,075 32,34,73 44,62,286 36,93,2 55,72,336 2,02,74,106
7

8 1 00
Feeder Brk
AbovG 4,11,409 2,13,683 1,49,794 3,35,105 8,80,51
9
2,28,790 22,19,300
Feeder Brk
UndG 24,60,09
2
10,28,939 17,28,80
2
39,49,821 25,72,8
58
22,16,354 1,39,56,866
Goodman -
Hewitt 2,00,736 2,41,657 3,06,409 2,83,948 32,041 2,67,793 13,32,584
Sizer
15,720 2,947 9,170 24,369 1,75,38
7
7,870 2,35,463
Grand Total
61,82,21
7
27,76,428 58,60,50
2
1,02,73,183 1,43,16
,191
1,00,70,83
6
4,94,79,357
ZLZOKN Category Criteria
2YR No Usage in 24 Month; No requirements
LW0 No Usage in 12 Month; No requirements
LW1 No Usage in 24 Months; Requirement Exists
MID Items that turn < 3 times
TAR Items that turn > 3 times
NEW Material Rec'd 1st time in 24 months with 0 on hand
2.3 Determine the Top items to Target
Based on separate categories, the Top item to target is shown below.
CCP Undrgrd
Conveyor 23,20,47
8
9,91,075 32,34,73
1
44,62,286 36,93,2
00
55,72,336 2,02,74,106
2.4 Understand the Obsolete and excess inventory
In general, obsolete inventory refers to the inventory, at the end of its product life
cycle. The obsolete inventory is the product which has not been sold or utilized for a longer
time, and even in future there are no possibilities of getting it sold. Such type of inventory is
considered as a great loss for the company. There are various reasons that cause obsolete
inventory, some of the main reasons are, poor quality product/ design and inaccurate
customer demand forecasting (DEAR Cloud Inventory Management, 2017).
Whereas, the excess inventory refers to a product which is not yet sold and is
exceeding the predicted demands of the consumer. Excess inventory denotes stock demand’s
mismanagement, due to certain factors like, inaccurate projections, over-buying, cancelled
8

orders, unexpected changes in weather, late or early delivery of goods and company’s bad
economy situation (INTURN, 2017).
Therefore, it is essential for a company to balance the inventory, and avoid both
obsolete and excess inventory, by utilizing software.
2.5 Develop plan to disposition O/E inventory
The following steps must be followed for disposing the Excess and Obsolete
inventory:
STEP 1: It is necessary to mention about the product.
STEP 2: Mention the type of dispositions which could be reported via, inventory
Change messages such as-
 Slitting the paper or cutting the rolls to sheets.
 The shipment from the present printer location to the other location.
 Requesting to hold the excess inventory, for future production.
 Requesting to destroy the excess raw materials.
STEP 3: Then, give clear instructions on how the product must be disposed by the
third/ trading parties, who receive it.
STEP 4: Take precautions to stop overstocking the obsolete inventory for a long time.
STEP 5: Take measures to dispose the obsolete inventory, this will help the company
to relieve from overstock situation.
STEP 6: Make sure to keep the inventory in a stochastic demand state.
2.6 Develop plan for prevention in the future
In future, the following steps must be followed to prevent Excess and Obsolete
inventory (SCMDojo, 2018):
STEP 1: In this company, accountability of inventory must be enforced. It is very
important, as the accountable manger can instantly and effectively manage
the inventory issues, when such problem arises.
STEP 2: It is required to create awareness of O/E inventory effects on the company.
This is possible by sharing policy related to Excess and Obsolete Inventory.
STEP 3: Develop a story on inventory accountability of the company, for assisting in
driving out this problem.
STEP 4: Ensure to develop effective communication between sales and planning.
STEP 5: Make sure to evaluate each business decision with regards to Excess and
Obsolete Inventory.
9

STEP 6: Stress more of forecasting the outcomes, instead of the final product.
STEP 7: Plan the life cycle cost of each inventory.
STEP 8: It is required to set effective rules, which must be followed in both the excess
inventory.
STEP 9: Identify the items that are in excess, and take instant actions.
STEP 10: Monitor the company's inventory, as it will help to have clear picture of the
inventory, and can help to take better decisions.
STEP 11: The important step is to analyze the causes for excess and obsolete
inventory.
3. Question 2
In this question, we are using the purchase parts and material for the past 12 months. The
files display the manufacturing location by plant number. This task focuses on the global
purchased parts inventory. So, it is able to look for areas where it can increase the turns and
reduce the cost (Fastening Supply and Inventory Management - Falcon Fastening Solutions,
2019).
3.1 Opportunities for inventory to be “pooled” for all locations
The inventory pooling is used to serving the two or more separate the markets using the
common inventory stocks. The pooled inventory is refers to a organization ability to serve the
multiple markets with their own uncertain demand form a single stock of inventory. The
multiple location pooling inventory is refers to the practice of pooling demands from the
separate geographic markets it has following opportunities such as,
 Combining the inventory from stores in the two different physical locations.
 It has become the optional norm as large geographic regions are increasingly served
by centralized stocks.
To successfully implement the single stock pool for Komatsu management, it needs real
time visibility of business inventory available in all locations and channels. The solutions of
inventory management that integrate with Enterprise resource planning and point of sale
system can deliver the visibility. The successfully implementation of single stock pool in
multiple location is requires the comprehensive approaches such as (EazyStock, 2019),
 Imports management
 Warehouse management
 Weekly sales and stock intake
10

 Distributed order management
 Pre and post allocations
 Merchandise planning
 Reintegrating stock
 Returns management
 Demand and planning forecasting
Pool inventory strategy is used to provide the following benefits such as.
 Manage several channels
 Automation
 More revenue
 Respond to the Market
3.2 Same material numbers purchased in multiple locations?
In provided purchased items, the same number of materials numbers purchased in
multiple location which is identified by Vendor. For Example, the Material ID 75003188 is
purchased in Vendor 323843 and 323727. It is displayed as below.
Mate
rial #
Description Pstng
date
Qu
antity
U
n
Stock
Value
Cu
rr.
Std. Price
per Unit
Ven
dor
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
09-
01-
2019
561 E
A
8173.77 G
BP
14.57 323
843
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
21-
08-
2018
200 E
A
2914 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
06-
09-
2018
60 E
A
874.2 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
24-
05-
2018
55 E
A
801.35 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
30-
05-
2018
55 E
A
801.35 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
11-
07-
50 E 728.5 G 14.57 323
11

2018 A BP 727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
14-
08-
2018
50 E
A
728.5 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
27-
11-
2018
50 E
A
728.5 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
05-
12-
2018
40 E
A
582.8 G
BP
14.57 323
843
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
25-
04-
2018
30 E
A
437.1 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
18-
09-
2018
30 E
A
437.1 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
27-
06-
2018
20 E
A
291.4 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
03-
04-
2018
16 E
A
233.12 G
BP
14.57 323
727
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
05-
12-
2018
10 E
A
145.7 G
BP
14.57 323
843
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
05-
12-
2018
9 E
A
131.13 G
BP
14.57 323
843
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
05-
12-
2018
8 E
A
116.56 G
BP
14.57 323
843
75003
148
HANDRAIL TUBE 25NB
33.7OD X 3.2THK 6.4LG
03-
12-
2018
4 E
A
58.28 G
BP
14.57 323
843
12

3.3 Price variances or different vendors
No, there is no price variances are different vendors same materials. All materials are
same price for different vendors. It is displayed as below (Alford and Hill, 2018).
Mat
erial
#
Description Pstng
date
Q
uanti
ty
U
n
Stoc
k
Value
C
ur
r.
Std.
Price
per Unit
Ve
nd
or
P
l
n
t
PDT
(Day
s)
6212 6212 C3 BEARING 12-02-
2018
10 E
A
77.5 G
B
P
7.75 31
63
62
3
1
5
28
6212 6212 C3 BEARING 14-03-
2018
10 E
A
77.5 G
B
P
7.75 31
63
62
3
1
5
28
6212 6212 C3 BEARING 24-04-
2018
10 E
A
77.5 G
B
P
7.75 31
63
62
3
1
5
28
6212 6212 C3 BEARING 02-07-
2018
10 E
A
77.5 G
B
P
7.75 31
63
62
3
1
5
28
6212 6212 C3 BEARING 29-01-
2019
10 E
A
77.5 G
B
P
7.75 31
63
62
3
1
5
28
1125
1006
NUT M20 NYLOC
GR8 TYPE P
14-02-
2018
250 E
A
95 G
B
P
0.38 32
39
02
3
1
5
7
1210
5055
O-
RING,ROUND,54.6
MM,2.4MM,90
SHORE
02-05-
2018
4 E
A
3.64 G
B
P
0.91 31
35
53
3
1
5
7
1210
5124
O-
RING,ROUND,64.3
MM,5.7MM,90
SHORE
14-02-
2018
8 E
A
12.32 G
B
P
1.54 31
35
53
3
1
5
7
1210
5136
O-
RING,ROUND,124.3,
5.7MM,90 SHORE
07-03-
2018
8 E
A
24.24 G
B
P
3.03 31
35
53
3
1
5
21
1222
0002
SEAL,BONDED,_
13.000mm,_
21.000mm
27-04-
2018
1 E
A
0.38 G
B
P
0.38 31
35
53
3
1
5
10
1222
0009
SEAL,BONDED,1-
1/4",BSPP,42
MM,ZINC
08-01-
2018
2 E
A
2.72 G
B
P
1.36 32
37
84
3
1
5
7
1222
0009
SEAL,BONDED,1-
1/4",BSPP,42
MM,ZINC
08-01-
2018
2 E
A
2.72 G
B
P
1.36 32
37
84
3
1
5
7
1222
0009
SEAL,BONDED,1-
1/4",BSPP,42
MM,ZINC
08-01-
2018
2 E
A
2.72 G
B
P
1.36 32
37
84
3
1
5
7
3514
9021
STRAIGHT
CONNECTOR
17-05-
2018
2 E
A
1.74 G
B
P
0.87 32
37
84
3
1
5
14
3514 STRAIGHT 17-07- 2 E 1.74 G 0.87 32 3 14
13

9021 CONNECTOR 2018 A B
P
37
84
1
5
3514
9021
STRAIGHT
CONNECTOR
14-08-
2018
2 E
A
1.74 G
B
P
0.87 32
37
84
3
1
5
14
3514
9022
SWIVEL
CONNECTOR 1/8
BSPT
20-09-
2018
6 E
A
81.9 G
B
P
13.65 32
37
84
3
1
5
14
3514
9022
SWIVEL
CONNECTOR 1/8
BSPT
17-05-
2018
2 E
A
27.3 G
B
P
13.65 32
37
84
3
1
5
14
3514
9022
SWIVEL
CONNECTOR 1/8
BSPT
17-07-
2018
2 E
A
27.3 G
B
P
13.65 32
37
84
3
1
5
14
6616
8093
SCR SOC CUP M05
012
04-04-
2018
9 E
A
0.72 G
B
P
0.08 32
39
02
3
1
5
7
6616
8093
SCR SOC CUP M05
012
30-05-
2018
6 E
A
0.48 G
B
P
0.08 32
39
02
3
1
5
7
6616
8093
SCR SOC CUP M05
012
04-07-
2018
2 E
A
0.16 G
B
P
0.08 32
39
02
3
1
5
7
6616
8093
SCR SOC CUP M05
012
10-04-
2018
1 E
A
0.08 G
B
P
0.08 32
39
02
3
1
5
7
6616
8093
SCR SOC CUP M05
012
13-06-
2018
1 E
A
0.08 G
B
P
0.08 32
39
02
3
1
5
7
6618
4363
GREASE NIPPLE
1/8IN BSP
08-05-
2018
2 E
A
0.46 G
B
P
0.23 32
37
84
3
1
5
10
6618
4363
GREASE NIPPLE
1/8IN BSP
22-08-
2018
2 E
A
0.46 G
B
P
0.23 32
37
84
3
1
5
10
6618
4363
GREASE NIPPLE
1/8IN BSP
22-08-
2018
2 E
A
0.46 G
B
P
0.23 32
37
84
3
1
5
10
6618
4363
GREASE NIPPLE
1/8IN BSP
22-08-
2018
2 E
A
0.46 G
B
P
0.23 32
37
84
3
1
5
10
6619
9161
NUT HEX M10 30-05-
2018
260 E
A
26 G
B
P
0.1 32
39
02
3
1
5
10
6619
9161
NUT HEX M10 12-04-
2018
200 E
A
20 G
B
P
0.1 32
39
02
3
1
5
10
6619
9163
NUT FULL M20 13-06-
2018
88 E
A
6.16 G
B
P
0.07 32
39
02
3
1
5
10
6619
9163
NUT FULL M20 30-05-
2018
80 E
A
5.6 G
B
P
0.07 32
39
02
3
1
5
10
6619 NUT FULL M20 04-07- 40 E 2.8 G 0.07 32 3 10
14

9163 2018 A B
P
39
02
1
5
6619
9163
NUT FULL M20 26-06-
2018
15 E
A
1.05 G
B
P
0.07 32
39
02
3
1
5
10
6620
8177
M20x1.5 Brass
Locknut
04-07-
2018
580 E
A
823.6 G
B
P
1.42 32
39
02
3
1
5
35
6620
8177
M20x1.5 Brass
Locknut
02-08-
2018
185 E
A
262.7 G
B
P
1.42 32
39
02
3
1
5
35
6620
8177
M20x1.5 Brass
Locknut
12-01-
2019
14 E
A
19.88 G
B
P
1.42 32
39
02
3
1
5
35
6620
8177
M20x1.5 Brass
Locknut
31-10-
2018
7 E
A
9.94 G
B
P
1.42 32
39
02
3
1
5
35
6800
7164
GREASE NIPPLE
1/8 BSP
31-01-
2018
4 E
A
3.04 G
B
P
0.76 32
37
84
3
1
5
14
6800
7380
CLIP,PIPE 17-07-
2018
8 E
A
5.12 G
B
P
0.64 32
37
84
3
1
5
77
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
21-06-
2018
24 E
A
85.44 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
08-05-
2018
10 E
A
35.6 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
21-06-
2018
7.5 E
A
26.7 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
21-06-
2018
4.5 E
A
16.02 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
10-10-
2018
3.3 E
A
11.75 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
11-09-
2018
3 E
A
10.68 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
02-08-
2018
2.7 E
A
9.61 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
02-05-
2018
1.07 E
A
3.81 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
09-04-
2018
1 E
A
3.56 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
08-05-
2018
1 E
A
3.56 G
B
P
3.56 32
37
84
3
1
5
28
6801 6 OD BUNDY TUBE 17-07- 1 E 3.56 G 3.56 32 3 28
15

0016 (QTY = LGTH IN M) 2018 A B
P
37
84
1
5
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
22-08-
2018
1 E
A
3.56 G
B
P
3.56 32
37
84
3
1
5
28
6801
0016
6 OD BUNDY TUBE
(QTY = LGTH IN M)
11-09-
2018
1 E
A
3.56 G
B
P
3.56 32
37
84
3
1
5
28
6851
5871
BATTERY PLATE
ADAPTOR 6 O/D
TUBE
17-07-
2018
2 E
A
47.16 G
B
P
23.58 32
37
84
3
1
5
77
6851
7539
M5 SOCKET HEAD
SELF TAPPING
SCREW X 12LG
30-08-
2018
8 E
A
0.56 G
B
P
0.07 32
39
02
3
1
5
21
6902
2648
SEAL,BONDED,_
24.000mm,_
18.400mm
28-08-
2018
6 E
A
5.16 G
B
P
0.86 31
35
53
3
1
5
21
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
304 E
A
2280 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
208 E
A
1560 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
23-08-
2018
186 E
A
1395 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
23-08-
2018
186 E
A
1395 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
25 E
A
187.5 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
23-08-
2018
18 E
A
135 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
23-08-
2018
18 E
A
135 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
16 E
A
120 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
8 E
A
60 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
29-10-
2018
8 E
A
60 G
B
P
7.5 31
49
84
3
1
5
56
7500
1266
PULLCABLE SWB
GLAND HS0116
03-10-
2018
7 E
A
52.5 G
B
P
7.5 31
49
84
3
1
5
56
7500
1476
DOUBLE ENDED
CONNECTOR 6
O/D-6 O/D
17-07-
2018
1 E
A
1.28 G
B
P
1.28 32
37
84
3
1
5
28
7500 12 MM DIA WIRE 23-07- 1 E 115.5 G 115.56 32 3 28
16

2381 ROPE X 32 METRES
LG
2018 A 6 B
P
39
44
1
5
7500
2383
BULLDOG GRIP TO
SUIT 12MM WIRE
ROPE
05-06-
2018
12 E
A
11.04 G
B
P
0.92 32
39
44
3
1
5
28
7500
2383
BULLDOG GRIP TO
SUIT 12MM WIRE
ROPE
01-11-
2018
12 E
A
11.04 G
B
P
0.92 32
39
44
3
1
5
28
7500
2383
BULLDOG GRIP TO
SUIT 12MM WIRE
ROPE
19-04-
2018
4 E
A
3.68 G
B
P
0.92 32
39
44
3
1
5
28
7500
2383
BULLDOG GRIP TO
SUIT 12MM WIRE
ROPE
05-06-
2018
4 E
A
3.68 G
B
P
0.92 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
05-06-
2018
3 E
A
2.94 G
B
P
0.98 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
01-11-
2018
3 E
A
2.94 G
B
P
0.98 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
16-10-
2018
2 E
A
1.96 G
B
P
0.98 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
19-04-
2018
1 E
A
0.98 G
B
P
0.98 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
05-06-
2018
1 E
A
0.98 G
B
P
0.98 32
39
44
3
1
5
28
7500
2384
ORDINARY
THIMBLE - 12 MM
WIRE ROPE
23-07-
2018
1 E
A
0.98 G
B
P
0.98 32
39
44
3
1
5
28
7500
2471
DRILL SCREW (5/16
) 5.5 X 25 LG
05-03-
2018
245 E
A
14.7 G
B
P
0.06 32
39
02
3
1
5
7
7500
2481
SKF EXPLORER
SPHERICAL
ROLLER BEARING
23
07-02-
2018
2 E
A
1551.
98
G
B
P
775.99 31
35
53
3
1
5
28
7500
2486
O-RING BS1693-57
84-95 SHORE
21-05-
2018
2 E
A
5.96 G
B
P
2.98 32
39
02
3
1
5
28
7500
2487
SKF LOCKNUT REF
KM36 (M180 X
3PITCH
07-02-
2018
2 E
A
64.38 G
B
P
32.19 31
35
53
3
1
5
28
7500
2488
SKF
LOCKWASHER
REF MB36 (180
DIA)
07-02-
2018
2 E
A
44.8 G
B
P
22.4 31
35
53
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
09-01-
2019
561 E
A
8173.
77
G
B
P
14.57 32
38
43
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
21-08-
2018
200 E
A
2914 G
B
14.57 32
37
3
1
28
17

3.2THK 6.4LG P 27 5
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
06-09-
2018
60 E
A
874.2 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
24-05-
2018
55 E
A
801.3
5
G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
30-05-
2018
55 E
A
801.3
5
G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
11-07-
2018
50 E
A
728.5 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
14-08-
2018
50 E
A
728.5 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
27-11-
2018
50 E
A
728.5 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
05-12-
2018
40 E
A
582.8 G
B
P
14.57 32
38
43
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
25-04-
2018
30 E
A
437.1 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
18-09-
2018
30 E
A
437.1 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
27-06-
2018
20 E
A
291.4 G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
03-04-
2018
16 E
A
233.1
2
G
B
P
14.57 32
37
27
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
05-12-
2018
10 E
A
145.7 G
B
P
14.57 32
38
43
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
05-12-
2018
9 E
A
131.1
3
G
B
P
14.57 32
38
43
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
05-12-
2018
8 E
A
116.5
6
G
B
P
14.57 32
38
43
3
1
5
28
7500
3148
HANDRAIL TUBE
25NB 33.7OD X
3.2THK 6.4LG
03-12-
2018
4 E
A
58.28 G
B
P
14.57 32
38
43
3
1
5
28
7500
3196
FLEX-LOK SKIRT
CLAMP 71052
10-04-
2018
6 E
A
1228.
56
G
B
P
204.76 31
96
87
3
1
5
56
1001
4052
2
SEAL,LIP 05-06-
2018
2 E
A
60.56 G
B
P
30.28 31
35
53
3
1
5
42
1001
4052
SEAL,LIP 05-06-
2018
2 E
A
39.16 G
B
19.58 31
35
3
1
42
18

3 P 53 5
1001
5278
5
O-
RING,ROUND,270M
M,3.50MM,70
SHORE
05-06-
2018
2 E
A
2.52 G
B
P
1.26 31
35
53
3
1
5
42
1001
6735
1
CABLE,COMMUNI
CATIONS,3
TW.PAIR,0.75mm2
23-01-
2018
10 M 194.6 G
B
P
19.46 10
01
0
3
1
5
10
1003
2041
4
BEARING, 4-7/16"
ID PBLK, CAST STL
HSNG
21-03-
2018
2 E
A
1970.
92
G
B
P
985.46 10
01
0
3
1
5
10
1003
2041
4
BEARING, 4-7/16"
ID PBLK, CAST STL
HSNG
15-02-
2018
1 E
A
985.4
6
G
B
P
985.46 10
01
0
3
1
5
10
1003
6271
2
OIL,TRANS,SYN,EP
,320,55GAL,JOY
22-08-
2018
1 E
A
976.9
8
G
B
P
976.98 10
01
0
3
1
5
10
1004
1689
7
RING,V 06-02-
2018
10 E
A
0.1 G
B
P
0.01 31
63
62
3
1
5
21
1004
2160
3
FLIGHT,56"C,3.5"P,
VERTICAL
GROUSERS
14-09-
2018
5 E
A
1418 G
B
P
283.6 10
01
0
3
1
5
10
1004
2160
7
CHAIN AND
FLIGHTS
14-09-
2018
1 E
A
19485
.7
G
B
P
19485.7 10
01
0
3
1
5
10
1004
2166
7
ASSY,BREAKER-
56"C.34"OD,5.69BR
G
14-09-
2018
1 E
A
38705
.11
G
B
P
38705.1
1
10
01
0
3
1
5
10
1004
2181
7
SHAFT,HEAD,ASSE
MBLED
14-09-
2018
1 E
A
5844.
78
G
B
P
5844.78 10
01
0
3
1
5
10
1004
3654
3
HOLDER,PICK-
INTERMEDIATE
W/STOODY
21-03-
2018
52 E
A
3988.
4
G
B
P
76.7 10
01
0
3
1
5
24
1004
7323
8
KIT,PUMP,HYDRA
ULIC
14-09-
2018
1 E
A
3374.
2
G
B
P
3374.2 10
01
0
3
1
5
10
1005
0585
2
HOUSING,BEARIN
G,ROLLER
01-02-
2018
50 E
A
117 G
B
P
2.34 10
02
0
3
1
5
10
1005
0668
7
WASHER,CUSTOM 16-01-
2019
3 E
A
17.82 G
B
P
5.94 32
39
02
3
1
5
7
1005
1194
3
HOUSING,BEARIN
G,ROLLER
22-01-
2018
1000 E
A
1250 G
B
P
1.25 32
37
96
3
1
5
84
1005
1194
3
HOUSING,BEARIN
G,ROLLER
11-04-
2018
1000 E
A
1250 G
B
P
1.25 32
37
96
3
1
5
84
1005
1194
3
HOUSING,BEARIN
G,ROLLER
30-08-
2018
1000 E
A
1250 G
B
P
1.25 32
37
96
3
1
5
84
1005 HOUSING,BEARIN 30-08- 980 E 1225 G 1.25 32 3 84
19

1194
3
G,ROLLER 2018 A B
P
37
96
1
5
1005
1194
3
HOUSING,BEARIN
G,ROLLER
12-07-
2018
20 E
A
25 G
B
P
1.25 32
37
96
3
1
5
84
1005
1194
4
HOUSING,BEARIN
G,ROLLER
10-12-
2018
2120 E
A
2713.
6
G
B
P
1.28 32
37
96
3
1
5
28
1005
1194
4
HOUSING,BEARIN
G,ROLLER
27-06-
2018
1000 E
A
1280 G
B
P
1.28 32
37
96
3
1
5
28
1005
1194
4
HOUSING,BEARIN
G,ROLLER
28-06-
2018
1000 E
A
1280 G
B
P
1.28 32
37
96
3
1
5
28
1005
3612
8
HOUSING,BEARIN
G,ROLLER
07-06-
2018
1 E
A
2.03 G
B
P
2.03 10
02
0
3
1
5
56
1005
4782
6
SEAL,BACK,ROLLE
R
21-02-
2018
694 E
A
97.16 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
30-04-
2018
500 E
A
70 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
04-06-
2018
500 E
A
70 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
17-07-
2018
500 E
A
70 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
28-08-
2018
500 E
A
70 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
06-02-
2018
490 E
A
68.6 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
05-04-
2018
416 E
A
58.24 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
30-05-
2018
240 E
A
33.6 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
25-04-
2018
16 E
A
2.24 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
6
SEAL,BACK,ROLLE
R
25-04-
2018
4 E
A
0.56 G
B
P
0.14 36
31
84
3
1
5
7
1005
4782
7
SEAL,LABYRINTH,
ROLLER
21-02-
2018
691 E
A
145.1
1
G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
7
SEAL,LABYRINTH,
ROLLER
06-02-
2018
590 E
A
123.9 G
B
P
0.21 36
31
84
3
1
5
7
1005 SEAL,LABYRINTH, 30-04- 500 E 105 G 0.21 36 3 7
20

4782
7
ROLLER 2018 A B
P
31
84
1
5
1005
4782
7
SEAL,LABYRINTH,
ROLLER
17-07-
2018
500 E
A
105 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
7
SEAL,LABYRINTH,
ROLLER
05-04-
2018
416 E
A
87.36 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
7
SEAL,LABYRINTH,
ROLLER
30-05-
2018
240 E
A
50.4 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
7
SEAL,LABYRINTH,
ROLLER
25-04-
2018
16 E
A
3.36 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
21-02-
2018
696 E
A
146.1
6
G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
30-04-
2018
500 E
A
105 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
17-07-
2018
500 E
A
105 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
05-04-
2018
416 E
A
87.36 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
30-05-
2018
240 E
A
50.4 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
06-02-
2018
85 E
A
17.85 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
8
SEAL,LABYRINTH,
ROLLER
25-04-
2018
16 E
A
3.36 G
B
P
0.21 36
31
84
3
1
5
7
1005
4782
9
CAP,CLOSING,ROL
LER
10-12-
2018
5000 E
A
1400 G
B
P
0.28 32
37
96
3
1
5
84
1005
4782
9
CAP,CLOSING,ROL
LER
30-07-
2018
4750 E
A
1330 G
B
P
0.28 32
37
96
3
1
5
84
1005
4782
9
CAP,CLOSING,ROL
LER
24-05-
2018
500 E
A
140 G
B
P
0.28 32
37
96
3
1
5
84
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
17-01-
2018
3050 E
A
244 G
B
P
0.08 36
31
84
3
1
5
7
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
21-02-
2018
700 E
A
56 G
B
P
0.08 36
31
84
3
1
5
7
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
30-04-
2018
500 E
A
40 G
B
P
0.08 36
31
84
3
1
5
7
1005 GROMMET,ROLLE 17-07- 500 E 40 G 0.08 36 3 7
21

4783
0
R,OD 53mm,LG
9mm
2018 A B
P
31
84
1
5
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
05-04-
2018
416 E
A
33.28 G
B
P
0.08 36
31
84
3
1
5
7
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
30-05-
2018
240 E
A
19.2 G
B
P
0.08 36
31
84
3
1
5
7
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
25-04-
2018
16 E
A
1.28 G
B
P
0.08 36
31
84
3
1
5
7
1005
4783
0
GROMMET,ROLLE
R,OD 53mm,LG
9mm
06-02-
2018
2 E
A
0.16 G
B
P
0.08 36
31
84
3
1
5
7
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
30-05-
2018
2549 E
A
331.3
7
G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
17-01-
2018
970 E
A
126.1 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
22-02-
2018
820 E
A
106.6 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
05-04-
2018
613 E
A
79.69 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
21-05-
2018
500 E
A
65 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
04-06-
2018
500 E
A
65 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
17-01-
2018
475 E
A
61.75 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
06-02-
2018
287 E
A
37.31 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
08-05-
2018
218 E
A
28.34 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
25-04-
2018
201 E
A
26.13 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
05-04-
2018
72 E
A
9.36 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
30-05-
2018
58 E
A
7.54 G
B
P
0.13 36
31
84
3
1
5
28
1005
4784
5
SEAL,BACK,ROLLE
R (BLACK)
21-02-
2018
24 E
A
3.12 G
B
P
0.13 36
31
84
3
1
5
28
1005 SEAL,LABYRINTH, 30-05- 2540 E 457.2 G 0.18 36 3 28
22

4784
6
ROLLER 2018 A B
P
31
84
1
5
1005
4784
6
SEAL,LABYRINTH,
ROLLER
18-04-
2018
1100 E
A
198 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
26-04-
2018
1000 E
A
180 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
22-02-
2018
820 E
A
147.6 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
06-02-
2018
522 E
A
93.96 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
25-04-
2018
500 E
A
90 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
30-04-
2018
500 E
A
90 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
10-09-
2018
500 E
A
90 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
25-04-
2018
465 E
A
83.7 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
05-04-
2018
88 E
A
15.84 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
05-04-
2018
72 E
A
12.96 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
30-05-
2018
52 E
A
9.36 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
6
SEAL,LABYRINTH,
ROLLER
21-02-
2018
24 E
A
4.32 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
30-05-
2018
2540 E
A
457.2 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
18-04-
2018
1100 E
A
198 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
22-02-
2018
820 E
A
147.6 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
06-02-
2018
715 E
A
128.7 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
24-04-
2018
600 E
A
108 G
B
P
0.18 36
31
84
3
1
5
28
1005 SEAL,LABYRINTH, 25-04- 500 E 90 G 0.18 36 3 28
23

4784
7
ROLLER 2018 A B
P
31
84
1
5
1005
4784
7
SEAL,LABYRINTH,
ROLLER
30-04-
2018
500 E
A
90 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
10-09-
2018
500 E
A
90 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
25-04-
2018
465 E
A
83.7 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
26-04-
2018
400 E
A
72 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
05-04-
2018
88 E
A
15.84 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
05-04-
2018
72 E
A
12.96 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
30-05-
2018
52 E
A
9.36 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
7
SEAL,LABYRINTH,
ROLLER
21-02-
2018
24 E
A
4.32 G
B
P
0.18 36
31
84
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
06-03-
2018
5000 E
A
1200 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
10-12-
2018
5000 E
A
1200 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
10-12-
2018
3000 E
A
720 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
30-05-
2018
2000 E
A
480 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
14-02-
2018
905 E
A
217.2 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
8
CAP,CLOSING,ROL
LER
14-02-
2018
215 E
A
51.6 G
B
P
0.24 32
37
96
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
30-05-
2018
2540 E
A
203.2 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
06-02-
2018
974 E
A
77.92 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
17-01-
2018
850 E
A
68 G
B
P
0.08 36
31
84
3
1
5
28
1005 GROMMET,ROLLE 22-02- 820 E 65.6 G 0.08 36 3 28
24

4784
9
R,OD 41mm,LG
8mm
2018 A B
P
31
84
1
5
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
25-04-
2018
500 E
A
40 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
26-04-
2018
500 E
A
40 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
17-09-
2018
500 E
A
40 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
05-04-
2018
160 E
A
12.8 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
30-05-
2018
52 E
A
4.16 G
B
P
0.08 36
31
84
3
1
5
28
1005
4784
9
GROMMET,ROLLE
R,OD 41mm,LG
8mm
21-02-
2018
24 E
A
1.92 G
B
P
0.08 36
31
84
3
1
5
28
1005
4785
2
SEAL,BACK,ROLLE
R
17-01-
2018
100 E
A
13 G
B
P
0.13 36
31
84
3
1
5
84
1005
4785
3
SEAL,LABYRINTH,
ROLLER
17-01-
2018
400 E
A
76 G
B
P
0.19 36
31
84
3
1
5
84
1005
4785
4
SEAL,LABYRINTH,
ROLLER
17-01-
2018
400 E
A
76 G
B
P
0.19 36
31
84
3
1
5
84
1005
4785
5
CAP,CLOSING,ROL
LER
01-11-
2018
104 E
A
44.72 G
B
P
0.43 10
02
0
3
1
5
10
1005
4785
5
CAP,CLOSING,ROL
LER
30-07-
2018
100 E
A
43 G
B
P
0.43 10
02
0
3
1
5
10
1005
4785
6
GROMMET,ROLLE
R,OD 47mm,LG
8mm
17-01-
2018
200 E
A
18 G
B
P
0.09 36
31
84
3
1
5
84
1005
4786
3
CAP,CLOSING,ROL
LER
16-04-
2018
85 E
A
48.45 G
B
P
0.57 32
37
96
3
1
5
56
1005
8022
3
ADAPTER,SLEEVE,
BEARING
16-10-
2018
4 E
A
256.8
8
G
B
P
64.22 31
35
53
3
1
5
21
1005
8022
3
ADAPTER,SLEEVE,
BEARING
23-01-
2019
2 E
A
128.4
4
G
B
P
64.22 31
35
53
3
1
5
21
1005
8022
5
HOUSING,BEARIN
G,PULLEY
15-11-
2018
4 E
A
379.1
2
G
B
P
94.78 31
63
62
3
1
5
49
1005
8022
5
HOUSING,BEARIN
G,PULLEY
26-01-
2019
2 E
A
189.5
6
G
B
P
94.78 31
35
53
3
1
5
49
1005 LOOSE 09-11- 4 E 314.1 G 78.53 32 3 49
25

8022
6
ROLLER,BEARING 2018 A 2 B
P
38
00
1
5
1005
8022
6
LOOSE
ROLLER,BEARING
23-01-
2019
2 E
A
157.0
6
G
B
P
78.53 31
35
53
3
1
5
49
1005
8022
8
RING,BEARING,EX
TERNAL,OD
200.00mm
22-10-
2018
4 E
A
12 G
B
P
3 31
63
62
3
1
5
49
1005
8022
8
RING,BEARING,EX
TERNAL,OD
200.00mm
25-01-
2019
2 E
A
6 G
B
P
3 31
63
62
3
1
5
49
1005
8022
9
SEAL,BEARING,LIP
,100
25-10-
2018
4 E
A
51.44 G
B
P
12.86 31
63
62
3
1
5
49
1005
8022
9
SEAL,BEARING,LIP
,100
25-01-
2019
2 E
A
25.72 G
B
P
12.86 31
63
62
3
1
5
49
1005
8023
2
PLATE,BLANKING 22-10-
2018
4 E
A
8.08 G
B
P
2.02 31
63
62
3
1
5
49
1005
8023
2
PLATE,BLANKING 25-01-
2019
2 E
A
4.04 G
B
P
2.02 31
63
62
3
1
5
49
1005
8034
1
SEAL,LABYRINTH,
ROLLER
08-01-
2018
30 E
A
24 G
B
P
0.8 10
02
0
3
1
5
10
1005
8418
0
PULLEY,NON-
DRIVE,PD
400mm,FW 1150mm
03-12-
2018
1 E
A
1697.
46
G
B
P
1697.46 32
54
45
3
1
5
69
1005
8418
1
PULLEY,NON-
DRIVE,PD
400mm,FW 1150mm
03-12-
2018
1 E
A
1162.
26
G
B
P
1162.26 32
54
45
3
1
5
63
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
01-11-
2018
3 E
A
871.1
1
G
B
P
290.37 32
37
16
3
1
5
14
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
24-10-
2018
2 E
A
580.7
4
G
B
P
290.37 32
37
16
3
1
5
14
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
15-11-
2018
2 E
A
580.7
4
G
B
P
290.37 32
37
16
3
1
5
14
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
16-10-
2018
1 E
A
290.3
7
G
B
P
290.37 32
37
16
3
1
5
14
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
01-11-
2018
1 E
A
290.3
7
G
B
P
290.37 32
37
16
3
1
5
14
1005
8418
2
SHAFT,PULLEY,D
120.0mm,L 1426mm
15-11-
2018
1 E
A
290.3
7
G
B
P
290.37 32
37
16
3
1
5
14
1005
8452
4
MESH GUARD 20-11-
2018
8 E
A
379.0
4
G
B
P
47.38 32
52
52
3
1
5
28
1005 MESH GUARD 21-11- 8 E 379.0 G 47.38 32 3 28
26

8452
4
2018 A 4 B
P
52
52
1
5
1005
8452
4
MESH GUARD 20-11-
2018
4 E
A
189.5
2
G
B
P
47.38 32
52
52
3
1
5
28
3.4 Opportunities for Cost Reduction, Lead Time Reduction, Inventory
Reduction
Cost Reduction for Inventory management
An opportunity for cost reduction in inventory management is listed in below (Brandimarte,
2011).
 Improve the Space utilization
Komatsu organization must improve the space utilization to keep the supplies
and inventory in a warehouse. If organization conduct san analyse of how well using
the storage space to determine the paying for too much space. Use the more efficient
storage strategy to reduce the amount of costs and amount of time it takes to find and
pull items. This process is used to provide the reduced rend and payroll costs.
 Use multiple suppliers
The Komatsu organization is must use the multiple suppliers because it uses
one supplier, organization eliminating the competition for your orders. So, find the
various suppliers who can compete on price and use the several of them at all times so
organization can avoid costly delays in the receiving products. And, the multiple
suppliers are protects the organization from spending the money for less than
satisfactory service.
 Move supplies Faster
The Komatsu organization must be move the supplies faster to determine the ways
to expedite the shipment from the suppliers because order time to closer, organization
needs to supplies.
 Streamline Ordering process
This process is used to examine the ordering process to see if it is causing the
waster in the order (Butler, n.d.).
 Review the customer demand patterns frequently
And, also review the customer demand patterns frequently to establish the supply
needs based on a pattern demand which is outdates. This can be cost effective to evaluate
27

the customer demand patterns frequently to see it organization seasonal and even monthly
assumptions hold up.
Lead Time Reduction for Inventory management
The opportunities for lead time reduction is used to enhance the inventory management such
as,
 Stop ordering surplus inventory
To stop ordering the surplus inventory is makes the sense on the supply chain
management. This creates the excess waste and hinders the cash flow. It increased the
safety stock actually hides the root cause of the problem that is long lead times which
makes it very difficult to forecast future demand.
 Keep an eye on inventory levels
The Maintain the inventory levels to bring the production downtime will last until
the order place with the supplier received. It increased the inventory level and it hides
the root cause of the problem that is long lead times because it makes the very
difficult to forecast future demand.
 Cut out as many steps as possible
If the supply chain processes are simplified, reducing the lead times tends to
be simpler.
 Outsource certain aspects of the supply chain
Most efficient and effective way to reduce the lead times to outsourcing the
non core competencies because it makes the sense to seriously consider the
outsourcing as much of that inventory management as possible
(Smallbusiness.chron.com, 2019).
Inventory Reduction for Inventory management
The opportunities for reduction of inventory is used to identifies the production facilities
which will allow for an optimized the manufacturing the operations and an increases the
review. It also used to improve the inventory turns times. The opportunities are,
 Inventory auditing
 Enhance the demand forecasting
 Enhancement of supplier affinity
 Order size reduction
 Flexible components
 Measuring the implementation system in Inventory management
28

4. Question 3
In this question, we are focusing on inventory turns by part number and evaluate the data
and provide the recommendations for Komatsu Company. This company needs to make the
correct stoking strategy in place for material numbers because it is used frequently to avoid
any excess inventory. The provided data set is displayed as below (EazyStock, 2019).
The below table is used to display the stock turns. Based on stock turns, we are
evaluated to avoid the excess inventory.
WINFIELD COUNT OF MATERIALS WITH
STOCK TURNS
Count of
Materials
CoCode
Category
Stock Turns 2YR LW
0
LW1 MID NEW TAR Grand
Total
0 691 408 146 80 102 9 1,436
1 7 110 38 155
0.1 2 105 3 6 116
0.3 91 2 8 101
2 69 12 81
0.2 1 70 2 6 79
0.5 68 6 4 78
0.7 1 52 8 1 62
0.8 29 12 3 2 46
4 3 42 45
29

3 1 3 40 44
0.4 40 2 1 43
1.3 32 3 35
1.4 31 3 34
1.5 1 31 2 34
1.6 32 1 33
3.1 1 31 32
2.8 30 2 32
0.9 19 9 3 31
1.7 27 2 29
2.4 29 29
1.2 27 1 28
2.5 26 2 28
1.1 27 27
5 4 23 27
1.8 24 3 27
2.2 26 26
2.3 26 26
1.9 25 25
6 2 23 25
2.1 24 1 25
2.7 23 23
4.5 3 20 23
3.4 1 21 22
0.6 18 1 3 22
2.6 19 19
3.2 1 18 19
3.6 19 19
3.8 1 18 19
4.8 18 18
5.1 18 18
3.3 18 18
3.5 18 18
4.6 17 17
7 1 4 12 17
10 17 17
4.1 16 16
6.5 16 16
4.2 2 14 16
6.7 1 14 15
4.9 15 15
6.9 1 14 15
5.2 15 15
7.3 1 14 15
6.3 1 14 15
5.3 2 13 15
30

4.3 14 14
2.9 12 2 14
3.7 13 13
3.9 1 12 13
4.7 13 13
5.5 13 13
5.4 13 13
4.4 12 12
11 1 11 12
9 2 10 12
5.7 2 10 12
6.1 11 11
5.8 11 11
6.6 11 11
6.2 1 10 11
12 11 11
17 1 9 10
7.6 10 10
5.9 10 10
7.4 10 10
6.4 9 9
8.3 9 9
14 8 8
9.5 8 8
15 1 7 8
7.7 8 8
13 1 7 8
7.1 8 8
8 7 7
19 1 6 7
7.5 7 7
8.6 1 6 7
10.4 1 6 7
9.1 7 7
8.1 7 7
9.2 7 7
8.4 1 6 7
9.3 7 7
19.3 7 7
9.7 1 6 7
11.2 1 6 7
18 1 5 6
23 6 6
16 1 5 6
8.5 6 6
17.8 1 5 6
31

11.9 6 6
21 6 6
8.2 6 6
13.6 2 4 6
9.4 5 5
10.7 5 5
7.8 5 5
10.9 5 5
11.5 5 5
14.2 5 5
10.2 5 5
9.9 5 5
9.8 5 5
30 5 5
31 5 5
5.6 1 4 5
11.3 5 5
19.8 1 3 4
29 1 3 4
8.9 4 4
14.3 4 4
12.9 4 4
7.9 4 4
13.3 4 4
15.5 4 4
26 4 4
15.6 4 4
6.8 4 4
15.9 4 4
11.1 4 4
11.7 4 4
20 4 4
10.3 4 4
22 4 4
12.3 1 3 4
23.5 4 4
17.9 4 4
28 4 4
12.8 4 4
10.6 1 3 4
18.3 4 4
18.4 4 4
11.4 4 4
7.2 4 4
37.8 3 3
25.6 3 3
32

22.5 3 3
15.1 3 3
30.3 3 3
15.4 3 3
13.8 3 3
15.7 3 3
12.2 3 3
12.5 3 3
14.5 3 3
12.7 3 3
31.7 3 3
17.2 3 3
50 3 3
17.3 3 3
9.6 3 3
17.4 3 3
72 3 3
17.5 3 3
24.7 3 3
10.5 3 3
28.6 3 3
8.7 3 3
14.6 3 3
18.5 3 3
14.8 3 3
18.6 3 3
34 3 3
13.4 3 3
39 3 3
13.5 3 3
11.8 3 3
14.1 3 3
12.6 1 1 2
13.9 2 2
37 2 2
21.2 2 2
29.2 2 2
21.3 2 2
32.5 2 2
21.4 2 2
41.7 2 2
21.7 2 2
56.5 2 2
16.7 2 2
10.8 2 2
22.2 2 2
33

19.6 2 2
22.4 2 2
412 2 2
11.6 2 2
38.5 2 2
13.1 2 2
44.9 2 2
74.8 2 2
54 2 2
119 2 2
71 2 2
12.4 2 2
29.5 2 2
24.4 2 2
14.7 2 2
17.1 2 2
19.5 2 2
25 2 2
32.3 1 1 2
25.2 2 2
33.3 2 2
15.3 2 2
35.7 2 2
25.8 2 2
10.1 2 2
25.9 2 2
20.1 2 2
*00.0 2 2
43.2 2 2
26.3 2 2
49 2 2
27.1 2 2
53 2 2
14.4 2 2
54.9 2 2
28.1 2 2
64.1 2 2
18.7 2 2
21.1 2 2
18.9 2 2
116.7 2 2
23.4 2 2
129.5 2 2
500 1 1 2
24.2 2 2
16.2 2 2
34

12.1 2 2
29.8 2 2
*67.0 1 1
173.4 1 1
106 1 1
17.7 1 1
328.5 1 1
28.4 1 1
89.1 1 1
21.8 1 1
126 1 1
21.9 1 1
239.7 1 1
19.1 1 1
790 1 1
29.3 1 1
81 1 1
19.2 1 1
98.3 1 1
22.3 1 1
26.8 1 1
16.8 1 1
139.8 1 1
30.1 1 1
204 1 1
19.4 1 1
260.2 1 1
30.6 1 1
497.4 1 1
30.7 1 1
27.7 1 1
16.9 1 1
79.4 1 1
23.1 1 1
85.5 1 1
31.9 1 1
95 1 1
23.2 1 1
103.1 1 1
23.3 1 1
111.1 1 1
32.6 1 1
120 1 1
32.9 1 1
132 1 1
33.1 1 1
35

164 1 1
14.9 1 1
181.7 1 1
33.4 1 1
223.5 1 1
33.7 1 1
241.6 1 1
19.7 1 1
291 1 1
34.2 1 1
416 1 1
34.4 1 1
583.7 1 1
34.5 1 1
922 1 1
34.6 1 1
*10.8 1 1
35 1 1
21.5 1 1
35.3 1 1
80.6 1 1
35.5 1 1
83.7 1 1
23.7 1 1
87 1 1
35.9 1 1
93.2 1 1
36 1 1
97.2 1 1
36.1 1 1
100.2 1 1
36.5 1 1
104.5 1 1
36.6 1 1
106.9 1 1
36.9 1 1
114 1 1
23.8 1 1
118.4 1 1
37.5 1 1
124.2 1 1
37.7 1 1
17.6 1 1
24 1 1
133.6 1 1
38.3 1 1
36

149 1 1
18.1 1 1
169 1 1
38.6 1 1
174.2 1 1
24.3 1 1
189 1 1
39.3 1 1
210 1 1
40 1 1
229.3 1 1
40.5 1 1
240.8 1 1
40.7 1 1
243.3 1 1
40.8 1 1
272.8 1 1
41.4 1 1
315 1 1
41.6 1 1
409 1 1
18.2 1 1
468.8 1 1
41.9 1 1
515 1 1
16.1 1 1
775 1 1
44.1 1 1
900 1 1
44.5 1 1
953.9 1 1
44.7 1 1
*06.0 1 1
24.9 1 1
*45.5 1 1
45.5 1 1
*81.0 1 1
45.8 1 1
79 1 1
46.7 1 1
79.5 1 1
47.1 1 1
80.7 1 1
47.2 1 1
81.8 1 1
47.4 1 1
37

84 1 1
47.8 1 1
86 1 1
48.1 1 1
87.5 1 1
20.3 1 1
92.9 1 1
49.9 1 1
94.9 1 1
25.1 1 1
95.5 1 1
50.1 1 1
98 1 1
50.2 1 1
98.5 1 1
50.8 1 1
102.2 1 1
50.9 1 1
104 1 1
51 1 1
105 1 1
51.2 1 1
106.3 1 1
51.5 1 1
108.7 1 1
51.6 1 1
112.8 1 1
52.1 1 1
115 1 1
52.3 1 1
116.9 1 1
52.9 1 1
27 1 1
20.4 1 1
122.5 1 1
53.3 1 1
125 1 1
53.5 1 1
126.3 1 1
25.5 1 1
131 1 1
54.5 1 1
133.3 1 1
20.8 1 1
134.2 1 1
55 1 1
38

146.4 1 1
55.1 1 1
151.6 1 1
55.3 1 1
165.6 1 1
55.8 1 1
169.6 1 1
56.3 1 1
173.7 1 1
25.7 1 1
181 1 1
57 1 1
185.4 1 1
57.9 1 1
195.7 1 1
58.3 1 1
207.8 1 1
58.5 1 1
219.6 1 1
58.6 1 1
225.8 1 1
59.3 1 1
233.3 1 1
59.8 1 1
240.4 1 1
60.7 1 1
241.3 1 1
62.5 1 1
242.5 1 1
63 1 1
250.9 1 1
63.4 1 1
267.2 1 1
15.8 1 1
277.1 1 1
64.4 1 1
301.8 1 1
64.7 1 1
317.9 1 1
65 1 1
355.5 1 1
65.4 1 1
27.5 1 1
65.6 1 1
450 1 1
66 1 1
39

475 1 1
66.7 1 1
27.6 1 1
67.5 1 1
524 1 1
67.7 1 1
694 1 1
69 1 1
783.7 1 1
69.2 1 1
844 1 1
69.7 1 1
901.3 1 1
70.3 1 1
923.4 1 1
16.3 1 1
978.7 1 1
16.5 1 1
*05.0 1 1
74 1 1
*08.0 1 1
15.2 1 1
*17.3 1 1
75 1 1
*60.0 1 1
75.2 1 1
*71.0 1 1
75.8 1 1
*90.2 1 1
76 1 1
77.3 1 1
Grand Total 695 408 651 775 283 1,574 4,386
To avoid excess the inventory item, by see the 12 month use the overall inventory
data and delete the 0 values of 12 month use. Finally, we are removed the no use of 2 year
inventory items. The overall inventory data has 4387 inventory items. After, the no use of
inventory data, it will reduced by 3284. It is displayed as below.
40

Based on data evaluation, we are recommended to avoid the excess inventory for
Komatsu organization. To avoid the excess inventory by using six key stocking strategy of
inventory control such as,
 Establishing the annual stocking policies
The Komatsu organization must be decide their minimum and maximum level
of supplies and stocks that needs to be kept in the warehouse and access of the
network of warehouse locations. And, also set the optimized re order levels,
inventory levels and safety stock levels to ensure the costs are contained.
 Preparation of inventory budgets
Basically, Komatsu organization has the annual inventory budget and they are
usually prepared well in advance before the inventory is procured. It should include
the total cost of ownership to keep inventory on hand during the year account
period. The annual inventory budget is includes the logistics costs, fixed
operational costs, materials costs, caring costs, additional miscellaneous costs and
redistribution cost which are used to contribute to the total costs of ownership
(WILLIAMSON, 2008).
 Maintaining a perpetual inventory system
The Komatsu organization is also maintaining the perpetual inventory
system which is also called as the automatic inventory system. This system is
designed to keep the constant tract of the quantity and value of the each stocked
41

item. This system also provides the inventory optimization solution to optimize the
inventory balances.
 Inventory turnover ratio
After, calculate the inventory turnover ratio which is used to determine the
how quickly inventory is used up or tuned over in the given time period. It also
ensures the product replenishment calculations are optimized and accurate.
 ABC classification and Analysis
Basically, the fastest moving products in inventory are must located closets to
the receiving, staging and shipping area in the lower right of the diagram below. If
demand for a product decreases over time, products must be migrated backwards to
free up the space for items with higher inventory turnover for high demand. It
should optimized to reduce the time spend looking for product in the back of the
warehouse (EazyStock, 2019).
 Establishment of optimized purchasing procedures
Finally, ensure the inventory is under adequate control, management must
adopt the purchasing the procedures that arrange with demand pattern data and
actual sales history. Basically, all the inventory items are have not had an turnover
of the inventory or not been sold within the accounting period. So, it must be
classified as obsolete stocked and liquated from the inventory to eliminate the
unnecessary caring costs (Thickett, 2018).
5. Results and Discussion
Komatsu Company faces increased E&O (Errors and omissions insurance) to 6
million. It is difficult and risky for the company to spend so much on liability insurance
claims made by the clients against the company and workers’ negligent actions or inadequate
42

work. The other problems include reducing the excess spare part inventory and stocking the
right amount of inventory for fulfilling the customer order. So, it needs to improve the
inventory management of Komatsu Company. At present, its inventory management fails to
provide an effective outcome thus resulting in loss of customers. Therefore, it aims for better
utilization of inventory management design along with an effective forecasting procedure
(Jacobs, Chase and Lummus, 2011).
Based on data analysis, In question one, the Komatsu organization inventory
management design is effectively provide the forecasting procedure because, the inventory
management processes are changed by reduce the E\O inventory. The overall inventory data
has 17,698 inventory items. After, the no use of inventory data in two year, it will reduced by
16,784. So, this process is provided the avoidance of excess inventory items. After, separate
the inventory item by ZLZOKN category. It is displayed as below.
Product Lines Grand total for each CoCode
Category
CCP Surface Conveyor 1,09,61,132
CCP Tunnel 4,99,906
CCP Undrgrd Conveyor 2,02,74,106
Feeder Brk AbovG 22,19,300
Feeder Brk UndG 1,39,56,866
Goodman - Hewitt 13,32,584
Sizer 2,35,463
Grand Total 4,94,79,357
It is used to determine the top items to target in the inventory management. It is shown
below.
Product Lines Grand total for each CoCode
Category
CCP Undrgrd Conveyor 2,02,74,106
After, understand the obsolete and excess inventory, develop plan to disposition O/E
inventory and Prevention in the future.
In Question two, focuses on the global purchased parts inventory to design the effective
inventory management for Komatsu organization. This process is used to provide the
opportunities for inventory to be pooled for all locations. So, it is able to look for areas where
43

it can increase the turns and reduce the cost. In global purchased parts inventory data,
identified the same materials numbers purchased in multiple location which is identified by
Vendor. For Example, the Material ID 75003188 is purchased in Vendor 323843 and 323727.
And, also identifies the price variances are different vendors in the same materials. But, there
is no price variances are different vendors. All materials are same price for different vendors.
Finally, provide the opportunities for cost reduction, lead time reduction, inventory reduction.
These are used to improve the overall the inventory management processes for Komatsu
organization (Stadtler, Kilger and Meyr, 2015).
In question three, focusing on inventory turns by part number and evaluated the data and
provide the recommendations for Komatsu Company. We are recommended to avoid the
excess inventory for Komatsu organization by using six key stocking strategy of inventory
control such as,
 Establishing the annual stocking policies
 Preparation of inventory budgets
 Maintaining a perpetual inventory system
 Inventory turnover ratio
 ABC classification and Analysis
 Establishment of optimized purchasing procedures
Finally, we are designed the effective inventory management which is provide an
effective outcome thus resulting in loss of customers. Therefore, it gives the better utilization
of inventory management design along with an effective forecasting procedure (Stamell,
n.d.).
6. Conclusion
The execution is completed successfully. In this report, the inventory management of
spare parts, the breakers is discussed. The problem encountered in this study includes a
company named Komatsu, who faces increased E&O (Errors and omissions insurance) to 6
million. It is evaluated that it is difficult and risky for the company to spend so much on
liability insurance claims made by the clients against the company and its workers’
negligence. The other main issues refer to decreasing the excess spare parts’ inventory and to
stock up with necessary amount of inventory, to satisfy the customer order. Thus, the aim of
this study is to help Komatsu Company in improving its inventory management and
forecasting procedures.
44

It is observed that Komatsu Company’s inventory management has failed to provide
an effective outcome, which has resulted in loss of customers. Thus, this study intends to
improve the utilization of inventory management design. It is also noticed that, for enhancing
customer satisfaction, the business of spare parts plays a significant role and it maximizes the
opportunities of repurchasing. For spare part inventory, forecasting is understood to be
difficult in Komatsu Company, thus an effective forecasting procedure is provided.
Forecasting is very important as it helps with respect to predictive management of the spare
parts, where the previous and existing data will be utilized. At present, Komatsu is at highly
risky due to the results of manufacturing the replacements for the spare parts. It has
encountered to have a poor inventory management and is required to improve its supply chain
management by efficiently improving its supply chain design. In comparison with the
finished products, the supply chain management of spare parts is observed to be highly
complex.
All the objectives are met, where current inventory of Komatsu is evaluated and
categorized. A brief understanding on to prevent excess inventory and obsolete inventory is
gasped. The top items to be targeted are determined and they are CCP Undrgrd Conveyor products
lines. The E/O inventory is reduced effectively. A plan for disposing the O/E inventory is
developed. A plan for preventing the Excess and Obsolete inventory in the future is also
developed. The necessary areas are increased and the cost is also reduced. We are reducing
the inventory item in two year; by look at the 12 month use the overall inventory data.
Finally, we are removed the no use of 2 year inventory items. Further, the excess inventory is
avoided. Throughout the study, the importance of balancing the inventory is understood.
Data analysis is completed successfully. Excel is used to complete the execution. In
question one, the Komatsu organization inventory management design is effectively provide
the forecasting procedure because, the inventory management processes are changed by
reduce the E\O inventory. In question two, focuses on the global purchased parts inventory to
design the effective inventory management for Komatsu organization. This process is used to
provide the opportunities for inventory to be pooled for all locations. In global purchased
parts inventory data, identified the same materials numbers purchased in multiple location
which is identified by Vendor. Opportunities for the inventory to be “pooled” for all locations
is searched and identified. The opportunities are,
 Combining the inventory from stores in the two different physical locations.
 It has become the optional norm as large geographic regions are increasingly served
by centralized stocks.
45

Whether we have the same material numbers purchased in multiple locations is determined,
which shows that Yes, it have the same material numbers purchased in multiple locations.
There is no price variances are different vendors. All materials are same price for different
vendors. The other opportunities available for cost reduction, lead time reduction, inventory
reduction are,
 Inventory auditing
 Enhance the demand forecasting
 Enhancement of supplier affinity
 Order size reduction
Flexible components
 Measuring the implementation system in Inventory management
The data is evaluated and necessary recommendations are suggested. It is ensured to have
the correct stocking strategy for the material numbers which are often utilized, and the ones
that are hardly utilized repeatedly, for avoiding the excess inventory. The products that are
not sold since two years are present in the inventory. From the analysis, such items are
removed from the inventory.
7. Future work and Recommendations
In future, the study will work to better the inventory management and effectively
design Supply chain. If the supply chain is designed effectively, then it can help in
forecasting the items to be removed from the inventory.
It is recommended to utilize effective software which are mainly designed to manage
the supply chain management, for helping such companies. This can improve the supply
chain management of the company and secure it from losing any customers.
However, any organization is recommended to improve its inventory management.
46

References
Alford, D. and Hill, J. (2018). Excel. Glebe, N.S.W.: Pascal Press.
Ayyub, B. (2011). Vulnerability, uncertainty, and risk analysis, modeling and management.
Reston, Va.: American Society of Civil Engineers.
Brandimarte, P. (2011). Quantitative methods. Hoboken, N.J.: Wiley.
Butler, M. (n.d.). Year 11 physics.
DEAR Cloud Inventory Management. (2017). Obsolete Inventory: How to Manage It, Get
Rid of It, and Prevent It. [online] Available at: https://dearsystems.com/obsolete-inventory/
[Accessed 16 Mar. 2019].
EazyStock. (2019). 5 Inventory Reduction Strategies for a More Profitable business. [online]
Available at: https://www.eazystock.com/blog/2015/11/06/5-inventory-reduction-strategies-
for-a-more-profitable-business/ [Accessed 16 Mar. 2019].
EazyStock. (2019). 6 Inventory Control Techniques for Stock Optimization. [online]
Available at: https://www.eazystock.com/blog/2015/08/03/6-inventory-control-techniques-
for-stock-optimization/ [Accessed 16 Mar. 2019].
EazyStock. (2019). How to Deal with Excess Stock in Your Inventory. [online] Available at:
https://www.eazystock.com/blog/2014/12/04/how-to-deal-with-excess-stock/ [Accessed 16
Mar. 2019].
47

Fastening Supply and Inventory Management - Falcon Fastening Solutions. (2019). 4 Ways to
Enhance Lead Time Reduction in Inventory Management. [online] Available at:
https://falconfastening.com/lean-learning/reduce-lead-times/4-ways-to-enhance-lead-time-
reduction-in-inventory-management/ [Accessed 16 Mar. 2019].
INTURN. (2017). What is Excess Inventory?. [online] Available at:
https://www.inturn.co/post/what-is-excess-inventory [Accessed 16 Mar. 2019].
Jacobs, F., Chase, R. and Lummus, R. (2011). Operations and supply chain management.
New York: McGraw-Hill Irwin.
SCMDojo. (2018). Excess and Obsolete Inventory Is Killing Your Business- 9 Ways to
Survive. [online] Available at: https://www.scmdojo.com/excess-and-obsolete-inventory/
[Accessed 16 Mar. 2019].
SCMDojo. (2019). 18 Targeted Inventory Reduction Strategies for Supply Chain
Professionals. [online] Available at: https://www.scmdojo.com/inventory-reduction-
strategies/ [Accessed 16 Mar. 2019].
Smallbusiness.chron.com. (2019). Cost Reduction Strategies in Supply Chain Management.
[online] Available at: https://smallbusiness.chron.com/cost-reduction-strategies-supply-chain-
management-69509.html [Accessed 16 Mar. 2019].
Stadtler, H., Kilger, C. and Meyr, H. (2015). Supply Chain Management and Advanced
Planning. Berlin, Heidelberg: Springer.
Stamell, J. (n.d.). Year 11 standard mathematics.
Thickett, G. (2018). Excel. [Glebe, N.S.W.]: Pascal Press.
WILLIAMSON, O. (2008). OUTSOURCING: TRANSACTION COST ECONOMICS AND
SUPPLY CHAIN MANAGEMENT. The Journal of Supply Chain Management, 44(2), pp.5-
16.
48