The Stock Control of Engineering Spares—A Case Study

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Abstract
This paper discusses the experience of an operational research group in developing a practical scheme for the control of spares in an organization with many central and subsidiary stores. It covers the development of the scheme from the choice of the method of control to the publication of control tables for use throughout the organization; it is complementary to earlier papers on the methods of cost measurement and the mathematical analysis. Reasons are given for choosing a re-order level scheme rather than a cyclical review scheme, and for using run out costs rather than levels of service. The effect of errors in estimating physical and economic parameters is discussed; in practice not all the parameters need to be considered explicitly. Several modifications made to meet practical objections are described. The paper ends with some comments on possible future developments.

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