Maintenance & Stores

Spare Parts Reorder Point, Safety Stock & Economic Service Level

The service level is not a policy choice. It falls out of the holding cost against the stockout cost.

Demand & Lead Time What drives replacement
yr
d
Costs & Policy What holding a unit costs against what running out costs
%
h
/h
%

Reorder Point at the Policy Service Level

— units

Smallest whole stock whose Poisson cumulative probability reaches the target

Economic Optimum, Safety Stock & the Cost of the Gap

Economically Optimal Reorder Point
— units
Economically Optimal Service Level
— %
Annual Cost of Running the Policy Instead
—
Reorder Point the Normal Shortcut Would Give
— units
Expected Demand in the Lead Time
— units
Safety Stock at the Policy Level
— units
Service Level Actually Achieved
— %
Criticality Index
—

The Poisson model assumes replacements are independent and the installed population is large relative to the demand in a lead time, which holds for a wear-out part fitted in quantity and fails for a part with only two or three installed. It also assumes a constant failure rate over the lead time: a part with a strong wear-out characteristic has an age-dependent rate, and the preventive-maintenance interval tool is the right place to treat that. Lead time is taken as deterministic - lead-time variability raises the required stock above these figures, and on an imported part it is often the dominant uncertainty. The criticality bands are conventional and should be recalibrated to the plant before being used to rank a store.

Spare Parts Reorder Point, Safety Stock & Economic Service Level — free, with the formula and a worked example, at Textile School.