2013 Inventory Management

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InventoryManagement仓储管理课件

Begin End order order receipt receipt
Time
•InventoryManagement仓储管理
•12-20
•InventoryManagement仓储管理
•12-3
Inventory and Supply Chain Management
Bullwhip effect
demand information is distorted as it moves away from the end-use customer
▪ Ordering cost
▪ cost of replenishing inventory
▪ Shortage cost
▪ temporary or permanent loss of sales when demand cannot be met
•InventoryManagement仓储管理
PART VTPAOALTRUAELT
9 $30,6100
8 16,0200
2 1
154,,4030000
4 4,8400
3 3,9500
6 5
CL33A,,6067S00S00
10 7
$85211,,,ABC447089000000
%UOVNFALITTUOETCAOL ST%QOUFAANTNTOITNTAYUL A%L CUUSMAMGULEATIVE
▪ Demand is known with certainty and is constant over time
▪ No shortages are allowed ▪ Lead time for the receipt of orders is

企业存货管理研究

福特哈里斯(1915)在《银行货币储备的研究》中总结并提炼出了重要的库存费用模型。

而库存研究领域中的重要突破发生在1934年，该年威尔逊(R.H. Wilson)提出了经济订货批量(Economic Order Quantity，EOQ)的计算公式。

该公式是以库存费用模型作为基础得出的，其奠定了现代库存管理理论的基础，从经济的视角研究了确定最佳订货数量的方法。

在这一经典的模型被研究出来的基础上，许多学者又从不同角度出发，对这一经典模型进行了扩展，比如1989年，Pan构造了生产系统最优订货量和最优生产批量模型；1995年，WengZ.Kevin通过研究买方利益，提出与研究数量的折扣等相关的内容。

1999年，H.Jchang，CYDyed将该模型从随机供应能力的视角下进行进一步发展；而2003年，DavePiaseck研究了最优化的经济订货批量(EOQ)的问题。

彼得·德鲁克提出的“经济链”可谓是供应链理论的“开山鼻祖”，之后迈克尔·波特由此演化出了“价值链”的概念。

现在被我们熟知的供应链相关概念也是由前二者的基础上发展而来的，主要是指由制造商、供应商、配送中心和渠道商等共同组成的一条完整的物流网络。

它强调的是一种供应链运作达到最优化状态，在这种最有状态下，企业以最少的成本，满足最终客户，强调的是整个过程。

周红燕（2015）在《企业存货管理存在的主要问题及对策》中指出，存货管理是企业的一个重要的组成部分，企业的存货管理水平会对企业的生产经营情况造成影响。

目前，我国多数企业在存货管理都存在许多问题，就超市在存货管理上问题进行分析并提出解决方案。

曹玉婷，魏敏（2016）在《企业存货管理中及对策研究》中指出，存货管理的成功与否关系到企业能否在激烈的市场竞争中获得立足之地，企业需要降低存货管理成本，降低经营风险，提高企业资产利用效率，进而提高资产盈利能力，其文章从企业存货管理中存在的问题入手，给出关于存货管理的应对策略。

库存管理系统

库存管理系统在当今快速发展的商业环境中，库存管理对于企业的运营效率和成功至关重要。

库存管理系统是一种强大的工具，可以帮助企业管理库存水平，确保供应链的顺畅运作，并优化成本。

本文将探讨库存管理系统的意义，以及如何利用库存管理系统提高企业的运营效率。

一、库存管理系统的意义1、优化库存水平：库存管理系统可以通过对库存数据的实时跟踪和分析，帮助企业维持最佳的库存水平，既避免库存积压，也确保供应链的正常运作。

2、提高运营效率：通过自动化的库存管理系统，企业可以减少人工干预和错误，提高运营效率。

同时，库存管理系统还可以实时更新数据，让企业能够迅速应对市场变化。

3、提升客户服务质量：库存管理系统可以帮助企业更好地跟踪和预测客户需求，从而提供更优质的服务。

例如，通过准确的库存数据，企业可以迅速响应客户的订单，提高客户满意度。

二、如何利用库存管理系统提高运营效率1、选择合适的库存管理系统：企业应根据自身的业务需求和运营模式，选择合适的库存管理系统。

例如，一些企业可能更适合采用云计算的库存管理系统，而其他企业则可能更倾向于内部部署的系统。

2、实施实时库存监控：通过实施库存管理系统，企业可以实时监控库存水平，及时调整库存策略，以适应市场变化和客户需求。

3、集成供应链信息：一个好的库存管理系统应能够与企业的其他业务系统（如ERP、CRM等）集成，实现信息的共享和同步，从而提高供应链的透明度和响应速度。

4、建立智能预测模型：通过利用大数据和人工智能技术，库存管理系统可以建立智能预测模型，帮助企业预测未来的市场需求和供应情况，从而制定更合理的库存策略。

5、实现自动化决策：库存管理系统还可以通过自动化决策工具，帮助企业实现快速、准确的决策，提高运营效率。

例如，通过机器学习算法，系统可以自动调整补货策略，以保持最佳的库存水平。

三、结论在当今竞争激烈的商业环境中，高效的库存管理是企业成功的关键因素之一。

通过实施库存管理系统，企业可以优化库存水平，提高运营效率，并提升客户服务质量。

Inventory Management

= zsL = 2.33(22) = 51.3 = 51 boxes = DL + SS = 250 + 51 = 301 boxes
Safety stock (SS)
Reorder point
2.33 is the number of standard deviations, z, to the right of average demand during the lead time that places 99% of the area under the curve to the left of that point.
Average Average demand demand (D) during during lead lead time time
Probability of stockout (1.0 – 0.85 = 0.15)
R
zs L
12 – 5
Finding Safety Stock and R
Records show that the demand for dishwasher detergent during the lead time is normally distributed, with an average of 250 boxes and sL = 22. What safety stock should be carried for a 99 percent cycleservice level? What is R?
DL =The average demand during the lead time period
12 – 4
Finding Safety Stock
With a normal Probability Distribution for an 85% Cycle-Service Level

供应链的名词解释

供应链的名词解释供应链 (Supply Chain) 是指生产、销售和分配产品或服务所涉及的所有过程，包括从原材料采购、生产、运输、仓储、销售和售后服务等。

供应链管理 (Supply Chain Management) 是指管理供应链中各环节的运作和协调。

一些关于供应链的重要名词如下：采购 (Procurement) 指的是从供应商处购买原材料和辅料的过程。

生产 (Production) 指的是将原材料和辅料加工成产品的过程。

仓储 (Warehousing) 指的是对原材料、半成品和成品的存储和管理。

运输 (Transportation) 指的是将原材料、半成品和成品运送到不同地点的过程。

销售 (Sales) 指的是将产品或服务销售给客户的过程。

售后服务 (After-sales Service) 指的是为客户提供的售后服务，如维修、更换等。

供应商管理 (Supplier Management) 指的是与供应商进行沟通、协调和管理的过程。

客户关系管理 (Customer Relationship Management) 指的是与客户进行沟通、协调和管理的过程。

库存管理 (Inventory Management) 指的是对原材料、半成品和成品库存的管理，包括库存水平的计划和控制。

运输管理 (Transportation Management) 指的是对原材料、半成品和成品运输的管理，包括运输路线、运输成本和运输时间的计划和控制。

供应链风险管理 (Supply Chain Risk Management) 指的是识别、评估和应对供应链中各环节的风险，以确保供应链的稳定和可靠性。

物流管理 (Logistics Management) 指的是对原材料、半成品和成品的运输、仓储和配送的管理。

生产计划与控制 (Production Planning and Control) 指的是对生产活动的计划和控制,包括生产进度计划，生产计划调整,生产线调度。

存货管理风险识别方法

存货管理风险识别方法Inventory management is a critical aspect of any business, as it directly impacts the cost of goods sold, cash flow, and customer satisfaction. Therefore, it is essential for businesses to be able to identify and mitigate inventory management risks effectively.存货管理是任何企业的重要组成部分，它直接影响销售成本、现金流和客户满意度。

因此，企业必须有效地识别和减轻存货管理风险。

One method for identifying inventory management risks is through a thorough analysis of historical inventory data. By examining past trends in inventory turnover, stockouts, and excess inventory, businesses can identify patterns and potential risks that may impact their operations.一种识别存货管理风险的方法是通过彻底分析历史存货数据。

通过研究过去存货周转率、库存不足和过剩库存的趋势，企业可以识别可能影响其运营的模式和潜在风险。

Another important aspect of inventory management risk identification is the consideration of supply chain disruptions. The global supply chain is vulnerable to a wide range of disruptions, such as natural disasters, geopolitical events, and economic downturns, all of which can impact the availability of inventory.存货管理风险识别的另一个重要方面是考虑供应链中断。

进销存平衡流程英语

进销存平衡流程英语Inventory Management Balanced Flow Process。

Inventory management is a crucial aspect of any business operation. It involves overseeing the flow of goods from suppliers to customers, ensuring that the right products are available in the right quantities at the right time. A balanced flow process in inventory management is essential for maintaining efficiency, reducing costs, and maximizing profitability.The first step in achieving a balanced flow process is to accurately forecast demand. By analyzing historical data, market trends, and other relevant factors, businesses can predict future demand for their products. This allows them to adjust their inventory levels accordingly, avoiding both stockouts and excess inventory.Once demand has been forecasted, the next step is to optimize the ordering process. This involves determining the most cost-effective order quantity and timing for each product. By taking into account factors such as supplier lead times, order costs, and carrying costs, businesses can minimize the total cost of inventory while ensuring that customer demand is met.After orders have been placed with suppliers, the focus shifts to inventory storage and handling. Efficient warehouse layout and organization are essential for maximizing storage space and minimizing picking and packing times. Utilizing technologies such as barcode scanning and RFID tracking can further streamline these processes, reducing errors and improving accuracy.As products move through the warehouse, it's important to monitor inventory levels in real-time. This allows businesses to quickly identify any discrepancies or issues and take corrective action before they escalate. Automated inventory management systems can help facilitate this monitoring process, providing up-to-date information on stock levels, order status, and more.In addition to managing inbound inventory, businesses must also focus on outbound logistics. This involves coordinating the fulfillment of customer orders, including picking, packing, and shipping. By optimizing these processes, businesses can reduce order processing times and improve customer satisfaction.Finally, continuous improvement is essential for maintaining a balanced flow process in inventory management. By regularly reviewing and analyzing key performance metrics, such as inventory turnover and fill rate, businesses can identify areas for improvement and implement strategies to address them. This may involve refining forecasting models, renegotiating supplier contracts, or investing in new technology.In conclusion, achieving a balanced flow process in inventory management requires careful planning, coordination, and execution across all stages of the supply chain. By accurately forecasting demand, optimizing ordering and storage processes, monitoring inventory levels in real-time, optimizing outbound logistics, and continuously improving performance, businesses can maximize efficiency, reduce costs, and ultimately enhance profitability.。

储备管理岗英语

储备管理岗英语Inventory management is a critical function in any organization that deals with the production, distribution, or sale of physical goods. The role of an inventory management professional is to ensure that the right amount of inventory is available at the right time to meet customer demand while minimizing the costs associated with holding excess inventory. This essay will explore the key responsibilities and skills required for an effective inventory management role.One of the primary responsibilities of an inventory management professional is to develop and implement inventory control systems. This involves forecasting demand, determining optimal inventory levels, and establishing procedures for ordering, receiving, and storing inventory. Effective forecasting requires analyzing historical sales data, understanding seasonal trends, and incorporating information about upcoming promotions or new product launches. Based on this analysis, the inventory manager can determine the appropriate safety stock levels to ensure that stockouts are minimized while avoiding the costs of holding excessive inventory.In addition to forecasting and ordering, inventory managers are responsible for monitoring and controlling the flow of goods through the supply chain. This includes tracking inventory levels, identifying and addressing any discrepancies between physical and recorded inventory, and optimizing the storage and handling of goods to minimize damage, spoilage, or obsolescence. Inventory managers must also coordinate with other departments, such as production, purchasing, and sales, to ensure that inventory is aligned with customer demand and production schedules.Another critical aspect of the inventory management role is the implementation and maintenance of inventory management systems. This may involve selecting and configuring software or databases to track inventory levels, monitor stock movements, and generate reports. Inventory managers must also ensure that these systems are integrated with other enterprise systems, such as enterprise resource planning (ERP) or customer relationship management (CRM) platforms, to provide a comprehensive view of the organization's supply chain.Effective inventory management also requires strong analytical and problem-solving skills. Inventory managers must be able to interpret data, identify trends and patterns, and make informed decisions to optimize inventory levels and minimize costs. This may involveconducting ABC analysis to prioritize the management of high-value or high-turnover items, implementing just-in-time (JIT) or lean manufacturing principles to reduce waste, or developing strategies to manage the risks associated with supplier reliability or market volatility.In addition to technical skills, inventory managers must also possess strong communication and interpersonal skills. They must be able to collaborate with cross-functional teams, negotiate with suppliers, and provide clear and concise reports to management. Effective inventory management often requires balancing the needs and priorities of different stakeholders, such as production, sales, and finance, and the inventory manager must be able to navigate these competing interests effectively.Finally, inventory managers must stay up-to-date with industry trends, best practices, and regulatory requirements. This may involve participating in professional development activities, such as attending industry conferences or completing relevant certifications, as well as staying informed about changes in supply chain management, logistics, or inventory control technologies.In conclusion, the role of an inventory management professional is a complex and multifaceted one, requiring a diverse set of technical, analytical, and interpersonal skills. Effective inventory management isessential for ensuring the smooth and efficient flow of goods through the supply chain, and inventory managers play a critical role in optimizing inventory levels, reducing costs, and meeting customer demand. As organizations continue to face increasing pressure to improve supply chain efficiency and responsiveness, the importance of skilled inventory management professionals will only continue to grow.。

存货管理外文翻译(可编辑)

存货管理外文翻译（可编辑）存货管理外文翻译外文翻译inventory managementMaterial Source: spring link Author: Floyd D. Hedrick“Inventory” to many small business owners is one of the morevisible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company as purchased products. Likewise, merchandise stocks in a retail store contribute to profits only when their sale puts money into the cash register. In a literal sense, inventory refers to stocks of anything necessary to do business. These stocks represent a largeportion of the business investment and must be well managed in order to imize profits. In fact, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless inventories are controlled, they are unreliable, inefficient and costly SUCCESSFUL INVENTORY MANAGEMENTSuccessful inventory management involves balancing the costs of inventory with the benefits of inventory. Many small business ownersfail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the costof money tied up in inventory. This fine line between keeping too much inventory and not enough is not the manager's only concern. Others include: Maintaining a wide assortment of stock -- but not spreading the rapidly moving ones too thin; Increasing inventory turnover -- but not sacrificing the service level; Keeping stock low -- but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving inventory; and having an adequate inventory on hand -- but not getting caught with obsolete items The degree of success in addressing these concerns is easier to gaugefor some than for others. For example, computing the inventory turnover ratio is a simple measure of managerial performance. This value gives a rough guideline by which managers can set goals and evaluate performance, but it must be realized that the turnover rate varies with the function of inventory, the type of business and how the ratio is calculated whether on sales or cost of goods sold. Average inventory turnoverratios for individual industries can be obtained from trade associations THE PURCHASING PLANOne of the most important aspects of inventory control is to havethe items in stock at the moment they are needed. This includes goinginto the market to buy the goods early enough to ensure delivery at the proper time. Thus, buying requires advance planning to determine inventory needs for each time period and then making the commitments without procrastination For retailers, planning ahead is very crucial. Sincethey offer new items for sale months before the actual calendar date for the beginning of the new season, it is imperative that buying plans be formulated early enough to allow for intelligent buying without any last minute panic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginning of the new season as the merchandise date for the end of the old season. For example, many retailers view March 21 as the end of the spring season, June 21 as the end of summer and December 21 as the end of winter Part of your purchasing plan must include accounting for the depletion of the inventory. Before a decision can be made as to thelevel of inventory to order, you must determine how long the inventory you have in stock will last For instance, a retail firm must formulate a plan to ensure the sale of the greatest number of units. Likewise, a manufacturing business must formulate a plan to ensure enough inventory is on hand for production of a finished product In summary, the purchasing plan detail: When commitments should be placed; When thefirst delivery should be received; When the inventory should be peaked; When reorders should no longer be placed; and When the item should no longer be in stock Well planned purchases affect the price, delivery and availability of products for sale CONTROLLING YOUR INVENTORY To maintain an in-stock position of wanted items and to dispose of unwanted items, it is necessary to establish adequate controls over inventory on order and inventory in stock. There are several proven methods for inventory control. They are listed below, from simplest tomost complex. Visual control enables the manager to examine the inventory visually to determine if additional inventory is required. In very small businesses where this method is used, records may not be needed at all or only for slow moving or expensive items. Ticklercontrol enables the manager to physically count a small portion of the inventory each day so that each segment of the inventory is counted every so many days on a regular basis. Click sheet control enables the manager to record the item as it is used on a sheet of paper. Such information is then used for reorder purposes. Stub control used by retailers enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item that was sold As a business grows, it may find a need for a more sophisticated and technical form of inventory control. Today, the use of computer systems to control inventory is far more feasible for small business than ever before, both through the widespread existence of computer service organizations and the decreasing cost of small-sized computers. Often the justification for such a computer-based system is enhanced by the fact that company accounting and billing procedures can also be handled on the computer Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and actionOff-line point-of-sale terminals relay information directly to the supplier's computer who uses the information to ship additional items automatically to the buyer/inventory manager The final method forinventory control is done by an outside agency. A manufacturer's representative visits the large retailer on a scheduled basis, takes the stock count and writes the reorder. Unwanted merchandise is removed from stock and returned to the manufacturer through a predetermined, authorized procedure A principal goal for many of the methods described above is to determine the minimum possible annual cost of ordering and stocking each item. Two major control values are used: 1 the order quantity, that is, the size and frequency of order; and 2 the reorder point, that is, the minimum stock level at which additional quantities are ordered. The Economic Order Quantity EOQ formula is one widely used method of computing the minimum annual cost for ordering and stocking each item. The EOQ computation takes into account the cost of placing an order, the annual sales rate, the unit cost, and the cost of carrying inventory. Many books on management practices describe the EOQ model in detail DEVELOPMENTS IN INVENTORY MANAGEMENTIn recent years, two approaches have had a major impact on inventory management: Material Requirements Planning MRP and Just-In-Time JIT and Kanban. Their application is primarily within manufacturing but suppliers might find new requirements placed on themand sometimes buyers of manufactured items will experience a difference in delivery Material requirements planning is basically an information system in which sales are converted directly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorterand more predictable. Its primary use is with products composed of many components. MRP systems are practical for smaller firms. The computer system is only one part of the total project which is usually long-term, taking one to three years to develop Just-in-time inventory managementis an approach which works to eliminate inventories rather than optimize them. The inventory of raw materials and work-in-process falls to that needed in a single day. This is accomplished by reducing set-up timesand lead times so that small lots may be ordered. Suppliers may have to make several deliveries a day or move close to the user plants tosupport this plan TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as are listed on the delivery receipt. Carefully examine each carton for visible damage -- If damage is visible, note it on the delivery receipt and have the driver sign your copy. After delivery, immediately open all cartons and inspect for merchandise damage When damage is discovered: Retain damaged items -- All damaged materials must be held at the point received. Call carrier to report damage and request inspection. Confirm call in writing--This is not mandatory but it is one way to protect yourself Carrier inspection of damaged items. Haveall damaged items in the receiving area -- Make certain the damageditems have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing After inspection: Keep damaged materials? Damaged materials should not be used or disposed of without permission by thecarrier. Do not return damaged items without written authorization from shipper/supplier SPECIAL TIPS FOR MANUFACTURERSIf you are in the business of bidding, specifications play a very important role. In writing specifications, the following elements should be considered. Do not request features or quality that are not necessary for the items' intended use. Include full descriptions of any testing to be performedInclude procedures for adding optional items. Describe the quality of the items in clear terms The following actions can help save money when you are stocking inventory: Substitution of less costly materials without impairing required quality; Improvement in quality or changes in specifications that would lead to savings in process time or other operating savings; Developing new sources of supply; Greater use of bulk shipments; Quantity savings due to large volume, through consideration of economic order quantity; A reduction in unit prices due to negotiations;Initiating make-or-buy studies: Application of new purchasingtechniques; Using competition along with price, service and delivery whenmaking the purchase selection decision.译文存货管理资料来源:spring link作者:Floyd D. Hedrick“存货”对于许多小企业来说是一种更容易看到和有形的资产。

库存管理英文作文

库存管理英文作文英文：Inventory management is a crucial aspect of any business, as it directly impacts the company'sprofitability and customer satisfaction. Effective inventory management involves maintaining the right balance of stock to meet customer demand while minimizing the costs associated with holding excess inventory.One of the key strategies in inventory management is to use a just-in-time (JIT) approach, which involves ordering and receiving inventory only when it is needed for production or sales. This helps to reduce the amount of capital tied up in inventory and minimizes the risk of holding obsolete or perishable stock. For example, in my previous role at a retail company, we implemented a JIT system for our fast-moving consumer goods, such astoiletries and snacks. By doing so, we were able to reduce our inventory carrying costs and improve our cash flow.Another important aspect of inventory management is accurate forecasting and demand planning. By analyzing historical sales data and market trends, businesses can better predict future demand and adjust their inventory levels accordingly. For instance, at a clothing store I worked at, we used sales data from previous years to anticipate seasonal demand for certain items, such as winter coats and summer dresses. This allowed us to stock up on these items in advance and avoid stockouts during peak seasons.In addition to JIT and demand planning, technology also plays a significant role in modern inventory management. Many companies use advanced inventory management software to track stock levels, monitor product movement, and automate replenishment processes. This not only improves efficiency but also reduces the likelihood of human error. In my current role at a manufacturing company, we utilize a sophisticated inventory management system that integrates with our production schedule and sales orders, allowing us to have real-time visibility of our inventory levels andmake informed decisions.中文：库存管理是任何企业的重要组成部分，它直接影响着公司的盈利能力和客户满意度。

存货管理研究英文文献

存货管理研究英文文献Inventory Management Research LiteratureInventory management is a crucial aspect of any business that involves the management of goods or products. This process involves recording, tracking, and updating the level of stock that an organization has. Effective inventory management ensures that a business maintains optimal stock levels, reduces the risk of stockouts, and avoids overstocking, which can lead to the wastage of resources. This article will examine the available research literature that relates to inventory management.Inventory ModelsInventory models refer to mathematical models that are used to determine the optimal order quantity and reorder points in inventory management. There are various types of inventory models, including EOQ (Economic Order Quantity) and the ROP (Reorder Point) model. The EOQ model is used to determine the most efficient order quantity for a particular inventory item, while the ROP model is used to determine the point at which to reorder inventory. Research has shown that organizations that use inventory models have a better chance of reducing their holding costs, improving customer satisfaction, and increasing operational efficiency.Inventory Management SystemsInventory management systems are software programs that help businesses monitor and control their inventory levels. The systems provide real-time data on stock levels, reorder points, and inventory turnover. Research shows that inventorymanagement systems help organizations reduce the risks of stockouts, improve order fulfillment, and reduce inventory costs. Additionally, the systems help organizations optimize their inventory levels, which helps them reduce the amount of capital they need to invest in inventory.Just-In-Time (JIT) Inventory ManagementJust-In-Time (JIT) inventory management is a production strategy that aims to minimize inventory levels by producing products only when needed. This approach enablesorganizations to reduce inventory levels, increaseoperational efficiency, and optimize production processes. Research has shown that JIT inventory management can help organizations reduce their inventory holding costs by up to 30%, improve productivity, and increase customer satisfaction.ABC AnalysisABC analysis is a technique used to categorize inventory items based on their value. The technique divides inventory into three categories: A-items, B-items, and C-items. A-items are high-value items that account for the majority of an organization's inventory value. B-items are medium-value items, while C-items are low-value items that make up thebulk of the inventory. Research shows that ABC analysis helps organizations prioritize their inventory management efforts, reduce inventory holding costs, and optimize inventory levels.ConclusionEffective inventory management is essential for any business that deals with physical products or goods. The available research literature shows that various methodologies, tools, and techniques can help organizations optimize their inventory levels, reduce costs, and improve customer satisfaction. Organizations should consider adoptinginventory management systems, using inventory models, implementing JIT inventory management, and leveraging ABC analysis to optimize their inventory management practices.。

关于库存管理研究的综述

关于库存管理研究的综述一、引言库存管理（Inventory Management）是供应链上各节点企业实现合作以及供应链实现集成管理的关键。

库存管理技术也一直是供应链管理(Supply Chain Managenet)技术的重要研究领域。

在激烈变化的市场竞争环境下，供应链存在着大量的不确定性。

在供应链企业之间的合作过程中，存在着各种产生内生不确定性和外生不确定性的因素。

这些不确定性主要有两种表现形式：衔接不确定性（Uncertainty Of Interface）和运作不确定性(Uncertainty Of Operation)。

供应链的这些不确定性对供应链的库存产生了很大影响。

企业为了能及时满足客户需求，避免发生缺货或应对供应链不确定因素，需要有一定的库存库存管理的目的是在保持较高客户服务水平的前提下，对企业的库存水平进行控制，尽可能地降低库存水平，减少企业的成本负担，提高企业的市场竞争力随着供应链管理的推广和应用，供应链环境下的库存管理研究得到了学者们的广泛关注其研究目前主要集中在供应链环境下的库存建模和库存管理策略两个方面。

二、库存建模供应链环境下的库存建模主要包括复杂产品需求模式下的库存建模、复杂目标函数下的库存建模、多周期环境下的库存建模和多产品环境下的库存建模等类型。

1．复杂产品需求模式下的库存建模对于复杂产品需求模式下的库存建模，常用的建模方法包括：随机过程和微分方程概率论模糊数学以及概率论和时间序列分析等在供应链管理环境下，消费者需求的不确定性和复杂性日益增加，建立或拟合某种环境中某类产品的需求模式已经成为建立库存成本模型的前提目前，对复杂产品需求模式库存建模的研究主要集中在易变质产品需求模式随机需求模式模糊需求模式和不平稳需求模式4个方面如：Baker RC和Ueban TL最早将易变质品的需求描述为库存水平的函数，黄会然将易变质品的需求描述为时间的函数，而Giri BC和Chaudhuri KS 则进一步将易变质品的需求扩展为瞬时库存水平的函数；Reyniers提出了一种在不确定条件下求解报童问题的高——低搜索算法，寻找在需求最不利的条件下使期望利润最大的订货量；Sne A则研究了低运费需求和高运费需求两种需求模式下的报童问题，并对价格的上升和下降两种情况进行了分析，给出了最优订货量的边界。

Inventory Management(仓储管理)

20
6.0 90 11.0 40 A 15.0 130 24.0 60 30.0 B 100 40.0 % 58.0 180 OF TOTபைடு நூலகம்L QUANTITY 71.0 170 C 83.0 50 15.0 100.0 25.0 60 60.0 120
Example 10.1 12-12 12-
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
12-9 12-
ABC Classification
Class A
5 – 15 % of units 70 – 80 % of value
Class B
30 % of units 15 % of value
Class C
50 – 60 % of units 5 – 10 % of value
Copyright 2006 John Wiley & Sons, Inc.
12-16 12-
EOQ Cost Model
Deriving Qopt CcQ CoD TC = + Q 2 CoD Cc ∂TC = + Q2 2 ∂Q C0D Cc 0= + Q2 2 Qopt = 2CoD Cc Proving equality of costs at optimal point CoD CcQ = Q 2 Q2 2CoD = Cc 2CoD Cc
Two Forms of Demand
Dependent
Demand for items used to produce final products Tires stored at a Goodyear plant are an example of a dependent demand item

存货管理外文文献

What is Inventory Management什么是库存管理Effective inventory management is all about knowing what is on hand, where it is in use, and how much finished product results.Inventory management is the process of efficiently overseeing the constant flow of units into and out of an existing inventory. This process usually involves controlling the transfer in of units in order to prevent the inventory from becoming too high, or dwindling to levels that could put the operation of the company into jeopardy. Competent inventory management also seeks to control the costs associated with the inventory, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the inventory.Balancing the various tasks of inventory management means paying attention to three key aspects of any inventory. The first aspect has to do with time. In terms of materials acquired for inclusion in the total inventory, this means understanding how long it takes for a supplier to process an order and execute a delivery. Inventory management also demands that a solid understanding of how long it will take for those materials to transfer out of the inventory be established. Knowing these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production running smoothly.Calculating what is known as buffer stock is also key to effective inventory management. Essentially, buffer stock is additional units above and beyond the minimum number required to maintain production levels. For example, the manager may determine that it would be a good idea to keep one or two extra units of a given machine part on hand, just in case an emergency situation arises or one of the units proves to be defective once installed. Creating this cushion or buffer helps to minimize the chance for production to be interrupted due to a lack of essential parts in the operation supply inventory.Inventory management is not limited to documenting the delivery of raw materials and the movement of those materials into operational process. The movement of those materials as they go through the various stages of the operation is also important. Typically known as a goods or work in progress inventory, tracking materials as they are used to create finished goods also helps to identify the need to adjust ordering amounts before the raw materials inventory gets dangerously low or is inflated to an unfavorable level.。

供应链管理名词解释

供应链管理名词解释供应链管理名词解释：1.供应链管理（Supply Chn Management，简称SCM）：指的是在产品或服务从原材料供应商到最终用户的全过程中，协调和管理与生产、流通和销售相关的各个环节，以实现全流程的高效运作和降低成本。

2.供应商（Supplier）：指为供应链中的某一环节提供物料、产品或服务的企业或个人。

3.原材料（Raw Material）：指进入生产过程中，用于制造产品的基础材料，通常需要经过加工和转化才能成为最终产品。

4.销售订单（Sales Order）：是客户或分销商发出的购买产品或服务的正式要约，包括所需数量、交货日期和付款条件等细节信息。

5.生产计划（Production Plan）：是根据销售订单和预测需求确定的一种计划，用于指导企业在特定时间范围内的生产活动，包括物料需求、生产量和交货日期等。

6.物料需求计划（Material Requirements Planning，简称MRP）：是一种用于确定物料需求量和计划采购或生产的方法，通过考虑销售订单、库存、供应商交货期等因素，以保持供应链运作的连续性。

7.采购管理（Procurement Management）：指的是通过供应商采购所需的物料、产品或服务，包括供应商选择、谈判和合同签订等过程。

8.仓储与物流管理（Warehousing and Logistics Management）：是指对供应链中物料和产品的存储、分拣和配送等活动进行规划、组织和控制，以确保物流运作的高效性和准确性。

9.物流配送（Logistics Distribution）：指将产品从生产地点或仓库分配到最终用户或分销中心的过程，包括运输、装卸和卸货等环节。

10.库存管理（Inventory Management）：是一种通过详细记录和控制物料和产品数量的方法，以确保供应链中各环节的需求与供应之间的平衡和稳定。

附件：本文档涉及的附件包括：1.供应链管理流程图2.供应商评估表3.供应链成本计算表法律名词及注释：1.合同（Contract）：指双方当事人就某项权益或义务达成一致并具有法律效力的协议。

企业库存管理详述(英文版)

企业库存管理详述(英文版)Inventory management is a critical aspect of running a successful business. It involves effectively tracking, controlling, and organizing the inventory within a company. This comprehensive process ensures that the right products are available at the right time, in the right quantity, and at the right location.Effective inventory management helps businesses in multiple ways. First and foremost, it prevents stockouts and overstock situations. Stockouts can hurt customer satisfaction and lead to lost sales opportunities, while overstocking ties up a company's working capital and increases storage and holding costs. By maintaining optimal inventory levels, businesses are better able to meet customer demand while minimizing carrying costs.To achieve efficient inventory management, companies employ various techniques. One common technique is implementing an automated inventory tracking system. This system uses barcode scanning or radio-frequency identification (RFID) technology to accurately record all outgoing and incoming inventory. Real-time data is then accessible through a centralized database, allowing for timely decision-making.Another effective method is forecasting demand based on historical sales data, market trends, and seasonality. By understanding customer demand patterns, businesses can plan their inventory levels accordingly. This helps avoid overstocking during slow periods and stockouts during peak seasons. Additionally, utilizing just-in-time (JIT) inventory management can help reduce storage costs by ordering inventory only when needed.Categorizing inventory is also vital for efficient management. By classifying items based on their demand and profitability, businesses can prioritize their inventory levels and focus on fast-moving, high-margin products. This helps optimize the use of limited storage space and capital investment.Additionally, implementing a robust inventory control policy is crucial. This includes setting reorder points and safety stock levels to ensure timely replenishment. Regular cycle counts and periodic audits help identify any discrepancies between system records and physical stock and enable prompt corrective actions. Proper documentation of inventory transactions is essential to maintaining accurate records and preventing theft or pilferage.Technology plays a vital role in modern inventory management. Software systems with advanced features, such as real-time dashboards and analytical tools, provide businesses with comprehensive insights into their inventory performance. This allows for better inventory planning, optimization, and decision-making.In conclusion, effective inventory management is crucial for businesses to thrive. It involves implementing automated tracking systems, forecasting demand, categorizing inventory, and setting up robust control measures. By employing these strategies and utilizing technology, companies can enhance their inventory management processes, reduce costs, and improve customer satisfaction.在继续讨论相关内容之前，我们可以先详细了解一下为什么有效的库存管理对于企业的成功至关重要。

库存管理的讲义InventoryManagement

2009/10/281Unit 4 & 5Inventory Management(I & II)2009/10/282Outline|Functions of Inventories|Types of Inventory|Cost Elements in Inventory|Economic Order Quantity|continuous review & periodic reviewpolicies|ABC Analysis|Effective Inventory Management2009/10/283Inventory is an important performancemeasure for a supply chain|In 1998, Dell had 10 days of inventoryand Compaq had 100 days.|When the prices of PC dropped,Compaq was hurt the most ………2009/10/284What is Inventory|Inventory are materials and supplies thata business or institution carries either forsales or to provide inputs or supplies tothe production process. All business andinstitutions require inventories.|they are a substantial part of total assets.2009/10/285Inventory Management|Inventory Management is responsible for planning and controlling inventory from raw material stage to the customer. Since inventory either results from production or supports it, the two cannot be managed separately and, therefore, must be coordinated |Inventory must be considered at each of theplanning levels and is thus part of productionplanning, master production scheduling, andmaterial requirement planning.2009/10/286Role of inventory in the supplychain|Stabilizes the production andworkforce|Supply/Demand uncertainty|Material delivery lead time uncertainty|Speculation (value of item expected toincrease in the future)|Economies of scale in purchasing andtransportation2009/10/287Why Inventory ExistsRate of supply from input processInventoryRate of demandfrom output process 2009/10/288Functions of Inventories|Inventory serves as buffer between:z Supply and demandz Customer demand and finished goodsz Finished goods and componentavailabilityz Requirements for an operation and theoutput from the preceding operationz Parts and materials to begin productionand the suppliers of materials2009/10/289Factors affecting inventorylevel|There are many factors affecting theinventory level and hence the inventory costin a Supply Chain, the following are some ofthe most important ones:zService level zDemand and supply variability zLead time and lead time variability zInformation (demand information)z Supply chain cost2009/10/2810Type of Inventory|Anticipation Inventory|Buffer Inventory|Cycle Inventory|Pipeline Inventory2009/10/2811Anticipation Inventory|Anticipation inventories are built up inanticipation of future demand.|For example, they are created ahead of apeak selling season, a promotion program,vacation shutdown, or possibly the threat ofa strike.|They are built up to help level productionand to reduce the costs of changing production rates 2009/10/2812Buffer Inventory (Safety Stock)|Inventory is held to cover randomunpredictable fluctuations in supply anddemand or lead time.|If demand or lead time is greater thanforecast, a stockout will occur.|Safety stock is carried to protect againstthis possibility. Its purpose is to preventdisruptions in manufacturing or deliveries tocustomers.|Safety stock is also called reserve stock.2009/10/2813Cycle Inventory|Cycle inventory occurs becauseone or more stages in the operationcannot supply all the items itproduces simultaneously.2009/10/2814Pipeline Inventory|Pipeline inventory exist because of the timeneeded to move goods from one location toanother such as from a plant to a distributioncentre of a customer.|They are sometimes called TransportationInventory or Movement Inventory.2009/10/2815Objectives of Inventory Management|A firm wishing to maximize profit willhave at least the following objectives:•Maximum customer service•Low-cost plant operation•Minimum inventory investment 2009/10/2816Possible InventoryLocationSuppliers CustomerTotal company InventoryManufacturingDistributionCustomer Delivery Raw Materials Inventory Work-in-process Inventory Finished Product Inventory2009/10/2817Cost Elements in Inventory1.Item cost 2.Carrying costs 3.Ordering costs 4.Stockout costs 5.Capacity-associated costs 2009/10/2818Item Cost|Item cost is the price paid for a purchase item, which consists of the cost of the item and any other direct costs associated in getting the item into the plant. |These could include such things as transportation, custom duties, and insurance. The inclusive cost is often called the landed price .|For an item manufactured in-house, the cost includes direct material, direct labor, and factory overhead . |These costs can usually be obtained from eitherpurchasing or accounting.2009/10/2819Carrying Costs|Carrying Costs include all expenses incurred by the firm because of the volume of inventory carried. |As inventory increase, so do thesecosts. They can be broken downinto three categories:1.Capital costs2.Storage costs3.Risk costs 2009/10/2820Ordering Costs|Every time an order is placed to replenish stock a number of transactions are needed which incur costs to the company. |These include the clerical tasks ofpreparing the order and all thedocumentation associated with it,arranging for the delivery to be made,arranging to pay the supplier for thedelivery, and the general costs ofkeeping all the information whichallows us to do this.2009/10/2821Stockout Costs|If demand during the lead time exceeds forecast, we can expect a stockout. |A stockout can potentially be expensive because of back-order costs, lost sales, and possibly lost customers.|Stockout can be reduced by carrying extra inventory to protect against those times when the demand during lead time is greater than forecast.2009/10/2822Capacity -Associated Costs|When output levels must be changed, there may be costs for overtime, hiring, training, extra shift, and layoffs.|These capacity-associated costs can be avoided by leveling production,that is, by producing items in slack periods for sale in peak periods.|However, this builds inventory in the slack periods.2009/10/2823Cost trade-offs to Be Considered by the Purchasing Executive* The savings associated with volume buying include:Lower per-unit purchasing prices Lower transportation costsLower warehouse handling costs Lower order-processing costsLower production lot quantity costs Lower stockout costsThe costs of carrying inventory include:Capital costs associated with the inventory investment Inventory service costs (insurance and taxes)Storage space costs Inventory risk costs Cost savings associated with volume buying *Inventory carrying costs ±Source: Douglas M. Lambert and Jay U. Sterling, “Measuring Purchasing Performance,”Production and InventoryManagement Review 4, no.6 (June 1984), p. 52. Reprinted with permission from P&IM Review, June 1984. Copyright 1984 by T.D.A. Publications, Inc., Hollywood, FL.2009/10/2824Methods of Accounting for Inventory|First-in, First-out (FIFO)zStock acquired earliest is assumed to be sold first, leaving stock acquired more recently in inventory |Last-in, First-out (LIFO)zSales are made from the most recently acquired stock, leaving items acquired in the earliest time period in inventory|Average CostzEach new purchase is averaged with the remaining inventory to obtain a new average price2009/10/2825Class Exercise2009/10/2826Inventory Cycle ChartPeriods of Time (days)Q u a n t i t y o f I t e m i n S t o c kSafety LevelZero StockOperating LevelPeak inventoryOrder Lead TimeRe-Order CycleReceipt of supplyOrder PointConsumption ReplenishmentAverage Inventory2009/10/2827Economic Order Quantity Method|The EOQ method is an attempt to estimate the best order quantity by balancing the conflicting cost of holding stock and of placing replenishment orders|The large order quantity gives a much higher average stock level , and the small order quantity gives a lower average stock level |The small order quantity must bereplenished by placing many more orders than the large order quantity2009/10/2828Economic Order Quantity MethodAssumptions1.Demand is relatively constant and is known.2.The item is produced in lots or batches and not continuously3.Order preparation and inventory-carrying costs are constant and known.4.Replacement occurs all at once.2009/10/2829The Economic Order QuantityI n v e n t o r y L e v e lTimeDemand (D) = 1000 items per yearPlan A Q = 400Plan B Q = 100Average Inventory for Plan A = 200Average Inventory For Plan B = 500.1 Year0.4 Year2009/10/2830The Economic Order Quantity (2)|Average Inventory = Order Quantity/2zPlan A = 200z Plan B = 50|Number of Orders per year = Annual Demand/Order QuantityzPlan A = 1000/400 = 2.5z Plan B = 1000/100 = 10|Annual Cost of Placing Orders |Annual Cost of Carrying Inventory2009/10/2831The Economic Order Quantity (3)D =Annual Usage in Units (1000)S =Ordering Cost in Dollars Per Order ($20)i =Annual Carrying Cost rate as a % (50%)c =Unit Cost in Dollars ($2)Q=Order Quantity in Units (400, 100)|Annual Cost of Placing Ordersz Plan A (2.5 x 20 = $50)zPlan B (10 x 20 = $200)|Annual Cost of Carrying Inventoryz Plan A (400/2 x $2 x 50% = $200)zPlan B (100/2 x $2 x 50% = $50)2009/10/2832Cost & Ordered Quantity Trade-offTotal CostsCarrying CostsProcurement (ordering cost) & Out-of-stock CostsEOQQuantity OrderedT o t a l R e l e v a n t C o s t s2009/10/2833|The optimum quantity for inventory procurement when procurement cost equals to carry costEconomic Order Quantity2DS ICEOQ =D = Annual Usage in UnitsS = Ordering Cost in Dollars Per OrderI = Annual Carrying Cost rate as a % C = Unit Cost in Dollars Q = Order Quantity in Units2009/10/2834Example of EOQAnnual Demand (D): 1000 units Ordering Cost (S):$20Carrying Cost Rate (i):50%Unit Cost in $ (c):$2Q = 2(1000)(20)$2 x 0.5= 400001EOQ = 200 units2009/10/2835Example Problem|An item has an annual demand of 5000 units, Ordering costs are $20 per order, and the cost of carrying inventory is 20%. The cost per unit is $5.|What is:z D = z S = z c = zi = |Then :zEOQ =2009/10/2836Example Problem|An item has an annual demand of 5000 units, Ordering costs are $20 per order, and the cost of carrying inventory is 20%. The cost per unit is $5.|What is:z D = 5000 units z S = $20z c = $5zi = 0.2|Then :zEOQ = 2 x 5000 x 205 x 0.2= 447.21 or 448 units2009/10/2837Class exercise2009/10/2838Fixed order quantity system|Perpetual inventory system|Event triggered: Initiates order when stock depleted to a specific level.zReorder point|Inventory replaced in fixed amountszEconomic order quantities|Issues: visual signals, IT applications2009/10/2839Fixed Order Quantity Systemlead time (L)ROPcycle stockINVENTORYTIMEROP = Lead time demand2009/10/2840Safety Stock|Safety stock is held because of uncertainty in supply and/or demand|The trade-off is the cost of stocking out versus the cost of holding inventory|Safety stock levels can be calculated using statistical techniques.z e.g., Take into account standard deviation of demand2009/10/2841Fixed Order Quantity System:Cycle Stock, Safety Stock and Lead Timelead timeROPcycle stock (Q)INVENTORYTIMESafety Stock2009/10/2842Fixed time period systems|Inventory on-hand counted at specific time intervals and replenished to a desired level|Only the passage of time triggers the model2009/10/2843Fixed Time Period System :Cycle Stock, Safety Stock and Lead TimeINVENTORYTIMESafety Stockreview periodlead timeQ2009/10/2844Replenishment Policies|When to reorder?|How much to reorder?|Continuous Review : order fixed quantity when total inventory drops below reorder point (ROP)|Periodic review : order at fixed time intervals to raise total inventory to order up to level (OUL)2009/10/2845Inventory systems|Continuous Review system:zsystem that keeps track of removals from inventory continuously, thusmonitoring current levels of each item. z When stock level reaches a certain level (ROP), an order of fixed quantity (EOQ) is placed2009/10/2846Inventory systems|Periodic review system:zOrders are placed at fixed review period (RP) intervals.z The order quantity varies and is calculated to meet somepredetermined target inventory level (TIL)2009/10/2847Comparing continuous review & periodic review policies|Factors driving safety inventory in periodic review policyz Demand uncertaintyz Replenishment lead time z Service level zReorder interval|Periodic review policy is easier and cheaper to implement|Periodic review policy requires more safety inventory than continuous review policy for the same lead time and service level2009/10/2848Inventory Priorities –ABC SystemPercentage Percentage value of itemsof annual usage Class A items About 20%About 80%Class B items About 30%About 15%Class C itemsAbout 50%About 5%2009/10/2849Classifying Inventory|ABC Analysis based on Pareto ’s Law –the “80 –20 Rule ”.|Decision steps in applying ABC Analysis:zSelect criterion appropriate for inventory under consideration eg sales revenue z Rank items in descending order of importancez Calculate actual and cumulative total sales revenuez Assign items into ABC groups 2009/10/2850Product Classification Analysis (ABC)Product Number Sales (000)Percent of Sales CumulatoveSales PercentCumulatirveProducts PercentCategory145,00030.030.05A 235,00023.353.310A 325,00016.770.015A 415,00010.080.020A 58,000 5.385.325B 65,000 3.388.730B 74,000 2.791.335B 83,000 2.093.340B 92,000 1.394.745B 101,0000.795.350B 111,0000.796.055C 121,0000.796.760C 202500.2100.00100C2009/10/2851A Typical Pareto Curve with ABC AnalysisS a l e s V a l u eNumber of Products20%50%100%80%95%100%Class CClass BClass A2009/10/2852Steps in Making an ABC Analysis1.Establish the item characteristics that influence the results of inventory management. This is usually annual dollar usage but may be other criteria, such as scarcity of material.2.Classify items into groups based on the established criteria.3.Apply a degree of control in proportion to the importance of the group.2009/10/2853Control Based on ABC Classification|Different controls used with different classifications might be the following:z A items: high priority.•Tight control including complete accurate records, regular and frequent review by management, frequent review of demand forecasts, and close follow-up and expediting to reduce lead timezB items: medium priority.•Normal controls with good records, regular attention, and normal processing.zC items: lowest priority.•Simplest possible controls –make sure there are plenty.•Simple or no records; perhaps use a two-bin system or periodic review system.•Order large quantities and carry safety stock .2009/10/2854ABC AnalysisA Items|Very tight control|Order only calculated or know requirement |Accurate recording of receipts and issues |Schedules constantly reviewed |Continuous progressing|Minimal buffer stocks (probably less than 2 weeks)2009/10/2855B Items|Moderate level of control|Order against forecast from historical data |Recording of all receipts and issues |Moderate level of review of schedules |Progress items in short supply or late |Larger buffer stocks (6 –8 weeks)ABC Analysis (Cont)2009/10/2856ABC Analysis ( Cont )C Items|Lower level of control|Minimal recording of receipts/issues |Low level of schedule review |No progressing|Large safety stocks (12 weeks)2009/10/2857Class Exercise2009/10/2858Symptoms of Poor Inventory|Increasing numbers of back orders|Increasing dollar investment in inventory with back orders remaining constant.|High customer turnover rate.|Increasing number of orders being cancelled.|Periodic lack of sufficient storage space.|Wide variance in inventory turnover among distribution centers and major inventory items.Effective Inventory Management|Traditional method –adequate safetystock of inventory|Contemporary method –adoption of VMI & ECR|EIM depends highly on IT communicationnetwork require information sharingbetween suppliers and customers shiftingresponsibility for managing andreplenishing inventory to vendor2009/10/28 59。