On the economic order quantity under conditions of permissible delay in payments
In this note, I amend Goyal's model by considering the difference between unit price and unit cost. I then establish an easy analytical closed-form solution to the problem. The theoretical results obtained here reveal the following two managerial phenomena. (1) In certain cases, the economic re...
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description | In this note, I amend Goyal's model by considering the difference between unit price and unit cost. I then establish an easy analytical closed-form solution to the problem. The theoretical results obtained here reveal the following two managerial phenomena. (1) In certain cases, the economic replenishment interval and order quantity decreases under the permissible delay in payments, which contradicts to Goyal's conclusion. It makes economic sense for some customers to order less quantity (or shorten the replenishment time interval) and to take the benefits of the permissible delay more frequently. (2) If a supplier wants to reduce his/her large level of inventory, then he/she should charge an excessive interest rate on his/her customer's outstanding amount after the credit term expires. Consequently, his/her customers will order to buy more quantity than the classical economic order quantity. As a matter of fact, these two managerial phenomena have been demonstrated in the decision making of using credit cards. For example, most credit card companies provide card holders 25 days of grace period, and charge 18-20% interest on the amount past due (ie, the second phenomenon). However, for a well-established credit card holder, he/she will take the benefit of 25 days of grace period constantly, but will not spend over his/her limit and face an excessive finance charge (ie, the first phenomenon). |
doi_str_mv | 10.1057/palgrave.jors.2601410 |
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I then establish an easy analytical closed-form solution to the problem. The theoretical results obtained here reveal the following two managerial phenomena. (1) In certain cases, the economic replenishment interval and order quantity decreases under the permissible delay in payments, which contradicts to Goyal's conclusion. It makes economic sense for some customers to order less quantity (or shorten the replenishment time interval) and to take the benefits of the permissible delay more frequently. (2) If a supplier wants to reduce his/her large level of inventory, then he/she should charge an excessive interest rate on his/her customer's outstanding amount after the credit term expires. Consequently, his/her customers will order to buy more quantity than the classical economic order quantity. As a matter of fact, these two managerial phenomena have been demonstrated in the decision making of using credit cards. For example, most credit card companies provide card holders 25 days of grace period, and charge 18-20% interest on the amount past due (ie, the second phenomenon). However, for a well-established credit card holder, he/she will take the benefit of 25 days of grace period constantly, but will not spend over his/her limit and face an excessive finance charge (ie, the first phenomenon).</description><identifier>ISSN: 0160-5682</identifier><identifier>EISSN: 1476-9360</identifier><identifier>DOI: 10.1057/palgrave.jors.2601410</identifier><identifier>CODEN: JORSDZ</identifier><language>eng</language><publisher>London: Taylor & Francis</publisher><subject>Applied sciences ; Business and Management ; Business orders ; Carrying costs ; Cost per order ; Credit cards ; Customers ; Economic conditions ; Economic order quantity ; Economic theory ; Exact sciences and technology ; Finance ; Inventory control ; Inventory control, production control. Distribution ; Management ; Operational research and scientific management ; Operational research. Management science ; Operations research ; Operations Research/Decision Theory ; Order quantity ; Payments ; Studies ; Technical Note ; Technical Notes ; Total costs ; Unit costs</subject><ispartof>The Journal of the Operational Research Society, 2002-08, Vol.53 (8), p.915-918</ispartof><rights>Copyright © 2002, Palgrave Macmillan Ltd 2002</rights><rights>Copyright 2002 Operational Research Society Ltd</rights><rights>Palgrave Macmillan Ltd 2002</rights><rights>2002 INIST-CNRS</rights><rights>Copyright (c) 2002 Palgrave Macmillan Ltd</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c529t-51bc807eaa56d4cf9fceb3841f94367f589606aa73355007760234d5f20e26aa3</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/822919$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/822919$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,776,780,799,27903,27904,57995,58228</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=13771539$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Teng, J-T</creatorcontrib><title>On the economic order quantity under conditions of permissible delay in payments</title><title>The Journal of the Operational Research Society</title><addtitle>J Oper Res Soc</addtitle><description>In this note, I amend Goyal's model by considering the difference between unit price and unit cost. I then establish an easy analytical closed-form solution to the problem. The theoretical results obtained here reveal the following two managerial phenomena. (1) In certain cases, the economic replenishment interval and order quantity decreases under the permissible delay in payments, which contradicts to Goyal's conclusion. It makes economic sense for some customers to order less quantity (or shorten the replenishment time interval) and to take the benefits of the permissible delay more frequently. (2) If a supplier wants to reduce his/her large level of inventory, then he/she should charge an excessive interest rate on his/her customer's outstanding amount after the credit term expires. Consequently, his/her customers will order to buy more quantity than the classical economic order quantity. As a matter of fact, these two managerial phenomena have been demonstrated in the decision making of using credit cards. For example, most credit card companies provide card holders 25 days of grace period, and charge 18-20% interest on the amount past due (ie, the second phenomenon). However, for a well-established credit card holder, he/she will take the benefit of 25 days of grace period constantly, but will not spend over his/her limit and face an excessive finance charge (ie, the first phenomenon).</description><subject>Applied sciences</subject><subject>Business and Management</subject><subject>Business orders</subject><subject>Carrying costs</subject><subject>Cost per order</subject><subject>Credit cards</subject><subject>Customers</subject><subject>Economic conditions</subject><subject>Economic order quantity</subject><subject>Economic theory</subject><subject>Exact sciences and technology</subject><subject>Finance</subject><subject>Inventory control</subject><subject>Inventory control, production control. Distribution</subject><subject>Management</subject><subject>Operational research and scientific management</subject><subject>Operational research. Management science</subject><subject>Operations research</subject><subject>Operations Research/Decision Theory</subject><subject>Order quantity</subject><subject>Payments</subject><subject>Studies</subject><subject>Technical Note</subject><subject>Technical Notes</subject><subject>Total costs</subject><subject>Unit costs</subject><issn>0160-5682</issn><issn>1476-9360</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2002</creationdate><recordtype>article</recordtype><sourceid>8G5</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNqFkEuLFDEUhYMo2I7-AhGCoLtq86gklZ0y-IKBcaHrkE4lY5pUUpOkRurfm6Z6HHChq3Bzvnvu4QDwCqM9Rky8m3W4yfrO7o8plz3hCPcYPQI73AveScrRY7BDmKOO8YE8Bc9KOSKEJMJyB75dR1h_WmhNimnyBqY82gxvFx2rrytc4mls4uirT7HA5OBs8-RL8Ydg4WiDXqGPcNbrZGMtz8ETp0OxL87vBfjx6eP3yy_d1fXnr5cfrjrDiKwdwwczIGG1ZnzsjZPO2AMdeuxkT7lwbJAcca0FpYwhJARHhPYjcwRZ0v7pBXi7-c453S62VNUyGRuCjjYtRRHBJMN8aODrv8BjWnJs2RShmBJBMGkQ2yCTUynZOjVnP-m8KozUqWR1X7I6lazOJbe9N2dzXYwOLutofHlYpkJgRmXj-MaVJsUbmx9C_O_Ay23xWGrKf4wHQiQ-2b7fVB9dypP-lXIYVdVrSPk-C_33gd8mFrMu</recordid><startdate>20020801</startdate><enddate>20020801</enddate><creator>Teng, J-T</creator><general>Taylor & Francis</general><general>Palgrave Macmillan Press</general><general>Palgrave Macmillan UK</general><general>Palgrave</general><general>Taylor & Francis Ltd</general><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7RQ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X7</scope><scope>7XB</scope><scope>87Z</scope><scope>88E</scope><scope>8AL</scope><scope>8FE</scope><scope>8FG</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>8G5</scope><scope>ABJCF</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ARAPS</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>BGLVJ</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>HCIFZ</scope><scope>JQ2</scope><scope>K60</scope><scope>K6~</scope><scope>K7-</scope><scope>K9.</scope><scope>L.-</scope><scope>L6V</scope><scope>M0C</scope><scope>M0N</scope><scope>M0S</scope><scope>M1P</scope><scope>M2O</scope><scope>M7S</scope><scope>MBDVC</scope><scope>P5Z</scope><scope>P62</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PTHSS</scope><scope>Q9U</scope><scope>U9A</scope><scope>7SC</scope><scope>8FD</scope><scope>L7M</scope><scope>L~C</scope><scope>L~D</scope></search><sort><creationdate>20020801</creationdate><title>On the economic order quantity under conditions of permissible delay in payments</title><author>Teng, J-T</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c529t-51bc807eaa56d4cf9fceb3841f94367f589606aa73355007760234d5f20e26aa3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2002</creationdate><topic>Applied sciences</topic><topic>Business and Management</topic><topic>Business orders</topic><topic>Carrying costs</topic><topic>Cost per order</topic><topic>Credit cards</topic><topic>Customers</topic><topic>Economic conditions</topic><topic>Economic order quantity</topic><topic>Economic theory</topic><topic>Exact sciences and technology</topic><topic>Finance</topic><topic>Inventory control</topic><topic>Inventory control, production control. Distribution</topic><topic>Management</topic><topic>Operational research and scientific management</topic><topic>Operational research. Management science</topic><topic>Operations research</topic><topic>Operations Research/Decision Theory</topic><topic>Order quantity</topic><topic>Payments</topic><topic>Studies</topic><topic>Technical Note</topic><topic>Technical Notes</topic><topic>Total costs</topic><topic>Unit costs</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Teng, J-T</creatorcontrib><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>ProQuest Central (Corporate)</collection><collection>Career & Technical Education Database</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Medical Database (Alumni Edition)</collection><collection>Computing Database (Alumni Edition)</collection><collection>ProQuest SciTech Collection</collection><collection>ProQuest Technology Collection</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>Research Library (Alumni Edition)</collection><collection>Materials Science & Engineering Collection</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Advanced Technologies & Aerospace Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>Technology Collection (ProQuest)</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>SciTech Premium Collection</collection><collection>ProQuest Computer Science Collection</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>Computer Science Database</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ProQuest Engineering Collection</collection><collection>ABI/INFORM Global</collection><collection>Computing Database</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Medical Database</collection><collection>Research Library</collection><collection>Engineering Database</collection><collection>Research Library (Corporate)</collection><collection>Advanced Technologies & Aerospace Database</collection><collection>ProQuest Advanced Technologies & Aerospace Collection</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>Engineering Collection</collection><collection>ProQuest Central Basic</collection><collection>Computer and Information Systems Abstracts</collection><collection>Technology Research Database</collection><collection>Advanced Technologies Database with Aerospace</collection><collection>Computer and Information Systems Abstracts Academic</collection><collection>Computer and Information Systems Abstracts Professional</collection><jtitle>The Journal of the Operational Research Society</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Teng, J-T</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>On the economic order quantity under conditions of permissible delay in payments</atitle><jtitle>The Journal of the Operational Research Society</jtitle><stitle>J Oper Res Soc</stitle><date>2002-08-01</date><risdate>2002</risdate><volume>53</volume><issue>8</issue><spage>915</spage><epage>918</epage><pages>915-918</pages><issn>0160-5682</issn><eissn>1476-9360</eissn><coden>JORSDZ</coden><abstract>In this note, I amend Goyal's model by considering the difference between unit price and unit cost. I then establish an easy analytical closed-form solution to the problem. The theoretical results obtained here reveal the following two managerial phenomena. (1) In certain cases, the economic replenishment interval and order quantity decreases under the permissible delay in payments, which contradicts to Goyal's conclusion. It makes economic sense for some customers to order less quantity (or shorten the replenishment time interval) and to take the benefits of the permissible delay more frequently. (2) If a supplier wants to reduce his/her large level of inventory, then he/she should charge an excessive interest rate on his/her customer's outstanding amount after the credit term expires. Consequently, his/her customers will order to buy more quantity than the classical economic order quantity. As a matter of fact, these two managerial phenomena have been demonstrated in the decision making of using credit cards. For example, most credit card companies provide card holders 25 days of grace period, and charge 18-20% interest on the amount past due (ie, the second phenomenon). However, for a well-established credit card holder, he/she will take the benefit of 25 days of grace period constantly, but will not spend over his/her limit and face an excessive finance charge (ie, the first phenomenon).</abstract><cop>London</cop><pub>Taylor & Francis</pub><doi>10.1057/palgrave.jors.2601410</doi><tpages>4</tpages></addata></record> |
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subjects | Applied sciences Business and Management Business orders Carrying costs Cost per order Credit cards Customers Economic conditions Economic order quantity Economic theory Exact sciences and technology Finance Inventory control Inventory control, production control. Distribution Management Operational research and scientific management Operational research. Management science Operations research Operations Research/Decision Theory Order quantity Payments Studies Technical Note Technical Notes Total costs Unit costs |
title | On the economic order quantity under conditions of permissible delay in payments |
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