Inventory Management
库存管理系统设计与实现-英语论文
库存管理系统设计与实现-英语论文1. IntroductionInventory management plays a crucial role in the success of any organization. It involves the control and monitoring of goods and materials that a company holds in stock. Effective inventory management ensures that the right products are available at the right time, in the right quantity, and atthe right cost. In this paper, we present a comprehensivestudy on the design and implementation of a state-of-the-art inventory management system.2. Overview of Inventory Management2.1 Importance of Inventory ManagementInventory management is essential to meet customer demand, optimize cash flow, minimize stockouts, reduce carrying costs, and improve overall operational efficiency.2.2 Challenges in Inventory ManagementManaging inventory is not without its challenges. Some common challenges include demand forecasting errors, inaccurate data entry leading to discrepancies between physical stock and system records, lack of real-time visibility into inventory levels across multiple locations or warehouses, inefficient order fulfillment processes resulting in delayed shipments or stockouts.3. Designing an Effective Inventory Management System3.1 System Requirements AnalysisBefore designing an inventory management system, it iscrucial to conduct a thorough analysis of businessrequirements such as demand forecasting methods, order fulfillment processes, lead time variability analysis, safety stock levels determination methods.3.2 Database DesignA well-designed database is essential for storing and retrieving accurate inventory data efficiently. The database should include tables for products/items master data such as SKU (Stock Keeping Unit), description, cost price; transactional data such as purchase orders (PO), sales orders (SO), stock transfers; safety stock levels; supplier information; customer information; etc.3.3 User Interface DesignA user-friendly interface plays a vital role in ensuring easy adoption and efficient usage of an inventory management system by employees across different departments within an organization.4.Implementation of Inventory Management System4 1 Technology SelectionThe choice of technology stack for implementing an inventory management system depends on various factors such as scalability, security, ease of integration with existing systems, and budget considerations. Some commonly used technologies include Java, .NET, Python, and cloud-based solutions such as Amazon Web Services (AWS) or Microsoft Azure.4.2 System IntegrationIntegration with other enterprise systems such as Enterprise Resource Planning (ERP) systems, Customer RelationshipManagement (CRM) systems, and Point of Sale (POS) systems is crucial for seamless data flow and real-time visibility into inventory levels.4.3 Testing and Quality AssuranceThorough testing of the inventory management system is essential to identify and rectify any bugs or issues before deployment. This includes unit testing, integration testing, system testing, performance testing to ensure the system can handle peak loads efficiently.5. Benefits of Implementing an Inventory Management System5.1 Improved Inventory AccuracyBy implementing an inventory management system that provides real-time visibility into stock levels across multiple locations or warehouses, organizations can ensure accurate inventory records.5.2 Cost ReductionEffective inventory management helps organizations reduce carrying costs associated with excess stock while minimizing stockouts that can lead to lost sales.5.3 Enhanced Customer SatisfactionBy ensuring the availability of products when customers need them through efficient order fulfillment processes enabled by an inventory management system leads to improved customer satisfaction levels.6.ConclusionIn conclusion, a well-designed and implemented inventory management system is essential for organizations to optimizetheir supply chain processes while ensuring customer satisfaction through improved product availability. By considering the various aspects discussed in this paper such as requirements analysis, database design,user interface design,and implementation considerations,it is possible to develop a high-quality inventory management system that meets the specific needs of any organization.。
Unit8-Inventory Management Translation
第8单元库存管理TEXT1 库存简介什么是库存库存指的是为了特定目的而保留的产品存货，例如，为了再次销售和支持生产或组装流程而持有。
库存是供应链管理成功的关键问题所在。
顾客要求他们所下定单的产品能被完全、准确且及时地送到。
也就是在正确的时间正确的地点持有正确的库存。
库存适用于成品、原材料、零件和部件、MRO（维护/维修/操作）和WIP（半成品）。
它包括新产品和现有产品。
它还包罗了所有类型的商家——几乎所有行业的制造商、分销商、批发商、零售商和其它商家。
持有库存的理由满足需求当顾客需要产品时，零售商必须保证持有该商品。
如果产品“断货”（即顾客的订单不能立即被现有的库存所履行），顾客有可能向其他商家购买。
所以，如果一件商品没有库存是有可能造成销售损失的。
保证运营的持续进行制造商必须持有一定的采购项目（原材料、零部件、或组件）以便制造它的产品。
只要有一个项目缺货就有可能阻碍制造商顺利完成成品的生产。
提前期提前期是指从发出订单一直到实际收到产品之间的时间间隔。
如果供应商不能马上提供所需求的商品，则客户公司必须保持一定量所需产品的存货。
提前期越长，公司必须持有的产品数量就越多。
数量折扣当公司采购大批量的商品时，通常都会获得一个价格折扣。
这也是常常造成库存超过当前正被需求的产品数量的原因。
库存的分类由于库存的分类影响着库存管理的方式，所以理解几种关键的库存类型是非常重要的。
最常见的分类是将库存分为周期（基本）库存、安全（缓冲）库存、在途（供应线）库存，投机库存和滞销库存。
周期（基本）库存周期库存或基本库存指的是在一个订单周期中需要用来满足正常需求的库存。
如果需求和提前期是常数，则只需持有周期库存。
安全（缓冲）库存安全库存或缓冲库存指的是在周期库存基础上另外持有的，用来对抗需求不确定性或提前期不确定性的库存。
一般情况下，缓冲库存的水平越高，公司顾客服务质量越好。
这是因为公司更少会受到缺货的冲击。
很明显，顾客服务越好，顾客满意度也就越高。
Chapter 5 Inventory Management
Safety Stock Example
L d L
1000 2 1414 SS z L (1.65)(1414 ) 2333 1 . R 16000 2333 1 . 183331 .
Inventory Control
Having the right stuff in the right place at the right time
Problems with EOQ-based Methods
Assumptions
Demand
limit applicability
is rarely constant and known Costs are difficult to identify Replenishment is not instantaneous
Reorder Point Example
Lead time for the previous product is 2 weeks. What is the Reorder Point (assume 50 weeks in a year)?
Reorder Point Example
R dL 400,000 d 50 8000(averageweekly demand) L 2 weeks R 8000(2) 16000
Steps in making an ABC analysis
1. Determine the annual usage for each item 2. Multiply the annual usage of each item by its item cost to get is total annual dollar usage 3. List the items according to their annual dollar usage
Inventory Management(仓储管理)
Beni Asllani University of Tennessee at Chattanooga
Lecture Outline
Elements of Inventory Management Inventory Control Systems Economic Order Quantity Models Quantity Discounts Reorder Point Order Quantity for a Periodic Inventory System
Copyright 2006 John Wiley & Sons, Inc.
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Inventory and Supply Chain Management
Bullwhip effect
demand information is distorted as it moves away from the end-use customer endhigher safety stock inventories to are stored to compensate
Seasonal or cyclical demand Inventory provides independence from vendors Take advantage of price discounts Inventory provides independence between stages and avoids work stop-pages stopCopyright 2006 John Wiley & Sons, Inc. 12-5 12-
Lead time Order Order placed receipt
Inventory Management IPPT课件
both have effects Cost - direct: purchasing, delivery, manufacturing
indirect: holding, stockout. HR systems may promote this-3 year postings
3
Inventory
Def. - A physical resource that a firm holds in stock with the intent of selling it or transforming it into a more valuable state.
Raw Materials Works-in-Process Finished Goods Maintenance, Repair and Operating (MRO)
Inventory Management I
1
整体概述
概况一
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概况二
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概况三
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2
Definitions
Inventory-A physical resource that a firm holds in stock with the intent of selling it or transforming it into a more valuable state.
4
Expensive Stuff
The average carrying cost of inventory across all mfg.. in the U.S. is 30-35% of its value.
chapter 5 inventery management
多周期库存模型的经济目标 －库存成本最低
库存成本最低 是指在综合考虑运营费、库存费、采购成本费用以 及缺货费等费用基础上的总库存成本最低。 总库存成本的构成 购买费（Purchasing cost） 购买费（Purchasing cost）CP 补充定货费(Recorder 补充定货费(Recorder cost) CR 维持库存费（Holding cost） 维持库存费（Holding cost）CH 缺货损失费（Shortage cost） 缺货损失费（Shortage cost）CS 总库存成本C 总库存成本CT = CP + CR + CH + CS
安全库存量 中
八、定性的库存控制方法－ABC分类法 八、定性的库存控制方法－ABC分类法
物资管理的ABC分类法是在20－ 80律 20％ 物资管理的 ABC分类法是在20－ 80律（ 20％的 因素带来80 ％ 的成果） 的指导下， 因素带来 80％ 的成果 ） 的指导下 ， 试图对物资进 行分类， 以找出占用大量资金的少数物资， 行分类 ， 以找出占用大量资金的少数物资 ， 并加 强对它们进行的控制与管理；对哪些占用少量资 金的大多数物资， 则施以较松的控制与管理。 金的大多数物资 ， 则施以较松的控制与管理 。 这 样 ， 只用 20％ 左右的精力就控制了 80％ 左右的资 只用20 ％ 左右的精力就控制了80 ％ 金。 ABC分类法将占用了65％ 80％ 价值的15％ ABC分类法将占用了65％ －80％ 价值的15％ － 20％的物品化为A类物品；将占用了15％－20％价 20％的物品化为A类物品；将占用了15％ 20％ 值的30 ％ 40％ 的物品化为B 类物品；将占用了 5 值的 30％ － 40 ％ 的物品化为 B 类物品；将占用了5 ％－15％价值的40％－55％的物品化为C类物品， 15％价值的40％ 55％的物品化为C类物品， 对A、B、C类的物品实施轻重有别的控制和管理。 类的物品实施轻重有别的控制和管理。
Lesson 6 Inventory management 英文管理会计课件 Management Accounting
6
Inventory management
1
Topic 1: Inventory management and EOQ
Learning Objective
➢ Make recommendations based on the calculation of total annual relevant costs, economic order quantity, re-order points, and safety stock levels.
8
Topic 1: Inventory management and EOQ
Major categories of costs associated with inventory management
1. Purchasing Costs
the cost of goods acquired from suppliers, including freight
➢ Required reading ➢ Chapter 20, pages 560-566.
4
Topic 1: Inventory management and EOQ
Traditional Reasons for Carrying Inventory
1. To balance ordering or setup costs and carrying costs.
inventory
4. Stockout Costs
the costs that result when a company runs out of a particular item for which there is customer demand (stockout) and the company must act quickly to meet the demand or suffer the costs of not meeting it
PPT_12Inventory Management(运营管理,英文版)
?1995 Corel Corp.
Transparency Masters to accompany Operations ?1995 Corel Corp. Management, 5E (Heizer & Render)
12-7
?1984-1994 T/Maker Co.
1998 by Prentice Hall, Inc.Co. ?1984-1994 T/Maker A Simon & Schuster Company Upper Saddle River, N.J. 07458
12-6
1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458
?
What is Inventory?
¨Stock of materials ¨Stored capacity ¨Examples
?
The Functions of Inventory
¨Provide a stock of goods to meet anticipated customer demand and provide a 搒election?of goods ¨Decouple suppliers from production and production from distribution ¨Allow one to take advantage of quantity discounts ¨To provide a hedge against inflation ¨To protect against shortages due to delivery variation ¨To permit operations to continue smoothly with the use of 搘ork-in-process
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.
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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.
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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
Inventory management 库存管理 -外文翻译
Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing ManagementInventory managementAbstractInventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its functionInventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises.Keyword：Inventory；ManagementChapterⅠ Inventory DefinitionInventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often thannot, the term "inventory" implies a stored quantity of goods that exceeds what is needed for the firm to function at the current time (e.g., within the next few hours).Chapter II The meaning of Inventory Management2.1maintain the listWhy would a firm hold more inventory than is currently necessary to ensure the firm's operation? The following is a list of reasons for maintaining what would appear to be "excess" inventory.Table 1January February March April May June Demand 50 50 0 100 200 200 Produce 100 100 100 100 100 100 Month-end inventory 50 100 200 200 100 0Table 11-6 month a business demand, production, end balance situation2.2 Meet demandIn order for a retailer to stay in business, it must have the products that the customer wants on hand when the customer wants them. If not, the retailer will have to back-order the product. If the customer can get the good from some other source, he or she may choose to do so rather than electing to allow the original retailer to meet demand later (through back-order). Hence, in many instances, if a good is not in inventory, a sale is lost forever.2.3 Keep operations runningA manufacturer must have certain purchased items (raw materials, components, or subassemblies) in order to manufacture its product. Running out of only one item can prevent a manufacturer from completing the production of its finished goods.Inventory between successive dependent operations also serves to decouple the dependency of the operations. A machine or workcenter is often dependent upon the previous operation to provide it with parts to work on. If work ceases at a workcenter, then all subsequent centers will shut down for lack of work. If a supply of work-in-process inventory is kept between eachworkcenter, then each machine can maintain its operations for a limited time, hopefully until operations resume the original center.2.4 Lead timeLead time is the time that elapses between the placing of an order (either a purchase order or a production order issued to the shop or the factory floor) and actually receiving the goods ordered. If a supplier (an external firm or an internal department or plant) cannot supply the required goods on demand, then the client firm must keep an inventory of the needed goods. The longer the lead time, the larger the quantity of goods the firm must carry in inventory.A just-in-time (JIT) manufacturing firm, such as Nissan in Smyrna, Tennessee, can maintain extremely low levels of inventory. Nissan takes delivery on truck seats as many as 18 times per day. However, steel mills may have a lead time of up to three months. That means that a firm that uses steel produced at the mill must place orders at least three months in advance of their need. In order to keep their operations running in the meantime, an on-hand inventory of three months' steel requirements would be necessary.2.5 HedgeInventory can also be used as a hedge against price increases and inflation. Salesmen routinely call purchasing agents shortly before a price increase goes into effect. This gives the buyer a chance to purchase material, in excess of current need, at a price that is lower than it would be if the buyer waited until after the price increase occurs.2.6 Smoothing requirementsSometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. Consider the demand forecast and production schedule outlined in Table1Notice how the use of inventory has allowed the firm to maintain a steady rate of output (thus avoiding the cost of hiring and training new personnel), while building up inventory in anticipation of an increase in demand. In fact, this is often called anticipation inventory. In essence, the use of inventory has allowed the firm to move demand requirements to earlier periods, thus smoothing the demand.Chapter III Controlling InventoryOften firms are given a price discount when purchasing large quantities of a good. This also frequently results in inventory in excess of what is currently needed to meet demand. However, if the discount is sufficient to offset the extra holding cost incurred as a result of the excess inventory, the decision to buy the large quantity is justified.Firms that carry hundreds or even thousands of different part numbers can be faced with the impossible task of monitoring the inventory levels of each part number. In order to facilitate this, many firm's use an ABC approach. ABC analysis is based on Pareto Analysis, also known as the "80/20" rule. The 80/20 comes from Pareto's finding that 20 percent of the populace possessed 80 percent of the wealth. From an inventory perspective it can restated thusly: approximately 20 percent of all inventory items represent 80 percent of inventory costs. Therefore, a firm can control 80 percent of its inventory costs by monitoring and controlling 20 percent of its inventory. But, it has to be the correct 20 percent.The top 20 percent of the firm's most costly items are termed "A" items (this should approximately represent 80 percent of total inventory costs). Items that are extremely inexpensive or have low demand are termed "C" items, with "B" items falling in between A and C items. The percentages may vary with each firm, but B items usually represent about 30 percent of the total inventory items and 15 percent of the costs. C items generally constitute 50 percent of all inventory items but only around 5 percent of the costs.By classifying each inventory item as an A, B or C the firm can determine the resources (time, effort and money) to dedicate to each item. Usually this means that the firm monitors A items very closely but can check on B and C items on a periodic basis (for example, monthly for B items and quarterly for C items).Another control method related to the ABC concept is cycle counting. Cycle counting is used instead of the traditional "once-a-year" inventory count where firms shut down for a short period of time and physically count all inventory assets in an attempt to reconcile any possible discrepancies in their inventory records. When cycle counting is used the firm is continually taking a physical count but not of total inventory.A firm may physically count a certain section of the plant or warehouse, moving on to other sections upon completion, until the entire facility is counted. Then the process starts all over again.The firm may also choose to count all the A items, then the B items, and finally the C items. Certainly, the counting frequency will vary with the classification of each item. In other words, A item may be counted monthly, B items quarterly, and C items yearly. In addition the required accuracy of inventory records may vary according to classification, with A items requiring the most accurate record keeping.Chapter IV SummaryTime inventory management is now faced with the defects.The advent, through altruism or legislation, of environmental management has added a new dimension to inventory management-reverse supply chain logistics. Environmental management has expanded the number of inventory types that firms have to coordinate. In addition to raw materials, work-in-process, finished goods, and MRO goods, firms now have to deal with post-consumer items such as scrap, returned goods, reusable or recyclable containers, and any number of items that require repair, reuse, recycling, or secondary use in another product. Retailers have the same type problems dealing with inventory that has been returned due to defective material or manufacture, poor fit, finish, or color, or outright "I changed my mind" responses from customers.Finally, supply chain management has had a considerable impact on inventory management. Instead of managing one's inventory to maximize profit and minimize cost for the individual firm, today's firm has to make inventory decisions that benefit the entire supply chain.References[1] D. Bertsekas. Dynamic Programming and Optimal Control, (Volumes1 and 2). Athena Scientific, 2005.[2] A. Burnetas and P. Ritchken. Option pricing with downward-slopingdemand curves: The case of supply chain options. Management Science, 51(4):566–580, 2005.[3] F. Chen and M. Parlar. Value of a put option to the risk-aversenewsvendor. IIE Transactions, 39(5):481–500, 2007.[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A SimplifiedApproach'. International Library of Critical Writings in Economics,143:461–495, 2002.[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.American Economic Review, 88(3):537–58, June 1998.[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. StanfordUniversity Press, Stanford, 2002.[7] J. Primbs. Dynamic hedging of basket options under proportionaltransaction costs using receding horizon control. Preprint, 2007.Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing Management库存管理摘要库存管理或库存控制，是为了平衡库存的需要和要求，有必要从降低成本获得和持有的库存造成的。
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。
InventoryManagement仓储管理
12-10
ABC Classification: Example
PART
1 2 3 4 5 6 7 8 9 10
UNIT COST
$ 60 350
30 80 30 20 10 320 510 20
ANNUAL USAGE
90 40 130 60 100 180 170 50 60 120
Copyright 2019 John Wiley & Sons, Inc.
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ABC Classification: Example (cont.)
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
Chapter 12
Inventory Management
Operations Management - 5th Edition
Roberta Russell & Bernard W. Taylor, III
Copyright 2019 John Wiley & Sons, Inc.
Beni Asllani University of Tennessee at Chattanooga
120
Example 10.1
Copyright 2019 John Wiley & Sons, Inc.
12-12
Economic Order Quantity (EOQ) Models
EOQ
库存管理(Inventory management)
库存管理（Inventory management）inventoryCreate time: Friday, May 1, 2009 (Friday) : 8:07 | classification: unclassified | words: 11218 | sent to my Qzone | and save as... | prints | to the calendarInventory: refers to unused resources for future purposes.Inventory: 1 inventory enables companies to achieve economies of scale 2 3 inventory can prevent inventory to balance supply and demand uncertainty, random need change and the uncertainty of the order cycle. 4 inventory plays the role of the buffer 5 inventory in the supply chain can eliminate the supply of the differences in geographic location inventory of basic goals: inventory management involves all aspects of inventory management, inventory management goal is to prevent overstock and out of stock, in the enterprise under the limitation of existing resources, with the most reasonable cost to provide the desired level of service. Classification of the status of inventory items in the process of production and distribution: raw material inventory, product inventory, maintenance inventory, finished product inventoryAccording to the inventory function classification: turnover inventory, safe stock, adjust inventory, in transit inventoryInventory cost composition: 1 purchase cost 2 order costs or expenses 3 storage (keep) the cost of 4 out of stock cost control and inventory management inventory classification: more than 1 single cycle inventory and cycle inventory 2 independentdemand inventory with the relevant requirements determine the type of inventory and random inventoryInventory management process: 1 determine demand: demand recognition and demand forecast 2 inventory recognition and coding (inventory recognition and rationalization) coding (survival) 3 order batch and order determine the time of 4 service level and the determination of safety stock 5 procurement lead time managementInventory control basic decisions and influencing factors of 1 time curve 2 inventory control decision making 3 basic factors that affect inventory control decision-making inventory control of the basic decisions: 1 to determine the time interval between two times order 2 to determine the order quantity of each order to determine each order lead time 4 to determine the service rate of inventory to meet demandOrdering costs: from the demand of confirmation to the final of the arrival of the goods, by purchasing or other ways to obtain goods or raw materials In road inventory: refers to from one place to another place in the process of transport of goods safety stock, in order to cope with the demand or supply cycle, production cycle and so on the possibility of unexpected changes in Settings: a certain amount of inventory in the supply chain around the core enterprise, through the information flow, logistics, capital control, starting from the procurement of raw materials, made of intermediate products and final products, finally by the sales network products to consumers' hands, will suppliers, manufacturers,Distributors, retailers until the end user as a whole function nets chain structure model of inventory management and control of significance: 1 in any transactions, customer require seven right: the right product, the right quality, right place. Proper time, proper form, the appropriate information when the price of a few 2 inventory management for enterprise and the entire supply chain enterprise alliance significantly lower cost has very important significance for 3 under the trend of economic globalization, more and more enterprises begin to face the global business, global manufacturing operations To sum up, good inventory management can greatly reduce the total cost for the enterprise, in order to lower the total cost to provide customers with more time or service value, so as to enhance the competitive advantage for the enterprise to make considerable contribution预测：就是人们对某一不确定的或未知的事件做出的预计与推测预测的分类:按主观因素所起的作用分类（定性预测、定量预测)按预测时间长度分类：长期预测，短期预测中期预测需求预测内容：1数量2时间3频率4范围5可预测性影响需求预测的因素：1商业周期2产品生命周期预测的一般步骤：1确定预测的目的和用途2选择预定对象，分析决定、影响需求的因素及其重要性3决定预测的时间跨度——-短期中期还是长期 4选择预测模型5收集预测所需的数据6考虑和设定无法预测的内外因素7验证预测模型8判断并作出结论，然后做出需求预测9将预测结果进行实际应用10根据实际发生的需求对预测进行监控预测应注意的问题：1判断在预测中的作用（在选择预测方法中的作用、在辨别信息中的作用、在取舍预测结果时的作用)2预测精度与成本3预测的时间范围和更新频率4稳定性与响应性定性预测方法1一般预测2市场调查3小组共识4历史类比5德尔菲法定量预测方法：1时间序列分析法2季节性预测3线性回归分析4预测模型与技术时间序列分析法：1简单平均法2加权平均法3简单移动平均法4加权移动平均法5指数平滑法误差精度测量：1平均误差2平均绝对误差3相对误差平均值4相对误差绝对值平均值5均方差6标准差Fixed order system: 1 fixed quantity system operating mechanism of the two fixed quantitative system model three fixed quantitative system the application scope of fixed interval: 1 fixed interval system the operation mechanism of 2 fixed interval model 3 fixed interval systems the application range of the four largest minimum 5 the comparison of two kinds of inventory systemThe basic principle of ABC classification is: according to the different control object value or important degree of different classified, usually according to the annual consumption amount (survival value or the number X cost) items can be divided into three categories. Category A has A variety of species that account for about 10% of the total variety, but the value is about 70% of the survival value. Class B types of stocks account for about 20% of total varieties and 20% of value war inventory. Class C stock varieties kinds accounted for about 70% of the total number of varieties, value in stock value accounted for about 10% of the ABC classification on the basis of: 1 2 supply shortage of consequences of the risk of uncertainty 3 obsolete or metamorphic ABC classification of inventory strategy: A tightly controlled, general control check B once A month, once every three months to check C free deal with ABC classification steps: 1, increase the amount of goods consumed by from big to small rank 2 calculation items occupy the capital amount of allinventory takes up the percentage of the amount of cumulative percentage of the total varieties (or) 3 according to the classification standard, namely choose breakpoints are classified, determine economic order interval ABC three items: is in regular order in the system make the minimum total inventory cost, order interval economic order interval decided to one or several items, when issued the order,The goods orders are to be carried out according to the fixed period of time the safety stock: is used for compensation within the lead time of supply actual demand than expected demand or actual order lead time more than expected order lead time demand新设备备件库存特点：1新设备采购并使用之初，其部件和整件的耗损是未知的2新设备的初始供应量的确定一般是根据制造商的建议来确定的3要确定新设备的备件库存数量，必须掌握设备的故障发生规律逆向物流：利用库存物品的可追踪性可以处理和计算退货，这就是逆向物流多余物品：也称多余物料，包括废料、富于物料和陈旧物料如何降低库存基本策略：周转库存，减少批量Q 安全库存，订货周期尽量接近需求时间，订货量尽量接近需求量调节库存，使生产速度与需求变化吻合在途库存，缩短生产-配送周期具体措施：1降低订货费用2缩短作业交换时间3利用‘相似性’增大生产批量4改善需求预测工作5缩短生产周期与订货周期6减少供应的不稳定性7增加设备与人员的柔性8尽量拉平需求波动9标准品库存要谨慎选择供应商与运输商10减少批量Q 精确库存记录维护有如下基本要求：：1 良好的库存记录----通常应用计算机来维护 2 有效的审计，来确认库存准确度3不间断的监测以发现错误、确定原因，做适当的校正，保持库存记录与存货之间的平衡4要求高精确度的管理理念--零缺陷的期望5 组织结构有助于明确责任以取得精确的库存目标6对库存精确度的提高不是一次性的改进所能完成的，而需要持续的改进过程才能实现循环检查与定期检查相比的优势：：1与间断使用库存人员相比，定期使用专业库存检查员更有效和更可靠 2 比全库检查（很少使用)造成的间断少，因为循环检查即使在存活检查期间也使收货、出库及拣货能够持续下去 3 更有可能及早发现问题，Inventory check on a regular basis means that found that 4 problems relatively late, it offers a chance for training professional inspectors, professional inspectors, able to quickly find the mistakes and modified 5 continuous monitoring inventory to maintain system integrity 6 precision record provides the foundation for continuous improvement the method 7 provides for continuous assessment of the main factors in the working capital of 8 to 9 by reducing the out of stock in order to improve customer service to ensure the supply of materials required in the production plan, reduce delays and frequent modification plan, thus improve the production efficiency by eliminating some 10 qualitative to reduce inventory investment and reduce safety stockMRP的概念：物流需求计划，是计算机生产最终产品所用到的原材料、零件和组件的系统 MRP系统的基本目标：1 采购恰当品种和数量的零部件，在恰当的时间订货，维持可能最低的库存成本 2 保证计划生产和向用户提供所需的各种材料、零件和商品 3 计划充分且负荷均衡，对于未来的负荷在计划中做适当的考虑 4 规划制造活动、交货日期和采购活动 MRP系统的输入：1 主生产计划 2 产品结构文件3库存文件 MRP系统的输出：1 零部件投入生产计划 2 原材料需求计划 3互转件计划 4 库存状态记录 5零部件完工情况统计、外购件及原材料的到货情况统计等 6 工艺装备需求计划 7 计划将要发出的订货 8 已发出订货的调整，包括改变订货期、取消和暂停某些订货等 9对生产及库存成本进行预算的报告 10 交货期模拟报告 11 优先权计划 MRP计算程序：1 总需求量G(t ）2 预计到达量S（t）3 净需求量N（t) 4 计划订货到达量P(t) 5 计划发出订货量R(t) 6预计发出订货量H(t)JIT target: 1 only existing inventory 2 improves quality when needed,实现零缺陷 3 通过减少准备时间、等候时间和批量来缩短交货时间4 消除浪费 5 以最小成本完成任务 JIT的基本构成要素：1消除浪费 2 全面质量 3 人员素质 7种形式的浪费：1过量生产2等候时间3运送4工艺流程不完善5库存6质量缺陷7缺乏整体性全面质量值得重视的6个方面：1企业高层管理2操作一体化3防止质量缺陷4产品质量检验5质量自我保障6持续改进人员素质准备包含的6各方面：1规章制度2灵活性3自主性4人力开发5工作环境6创造性大多数差错是由于容忍浪费和低水平的管理造成的，差错的原因有： 1 未按标准生产，或未能按时生产，或者生产数量不对 2 生产说明不准确 3 生产人员在图纸或生产说明完成之前就试图开始生产4 不了解客户的需求看板的形式：1卡片 2 零件箱看板 3指示灯或小圆球看板The content of operation plan: 1 to determine the order processing and order, namely 2 sorting order to determine the machine start time and completion time of each workpiece 3 situation changes, adjustments to the plan, or modify operations planning target: 1, according to customer requirements, finish the homework on time processing 2 wip inventory to minimize the response time of minimising the 3 4 6 all 5 system time to minimize the time to minimize the completion time to minimize the 7 equipment and labor to maximize operation on the 8th of idle time to minimize the delay to minimize the influence factors of operation plan: 1 homework to mode 2 equipment the proportion of the number and variety of 3 workers and machine 4 operation flow model 5 assignedpriority production material control is to control the flow of materials through the system plan, including from needs identification until into the whole process of the final product of the control of all materials.The content of the production materials: 1 requirements identified 2 materials in the production process control of the three materials procurement, storage, and distribution of material consumption composition: 1 products or parts net weight of material consumption, the consumption part of this is material 2 manufacturability: refers to the consumption of products or parts in the process of our processing, such as tailings material, chip, etc. 3 the manufacturability consumption: due to supply limitations caused by the consumption and other abnormal consumption To formulate the basic ways of material consumption quota: 1 2 calculation method of technical statistics analysis the role of the limitation of experience estimation method for sending 3:1 contributes to economic accounting, promote materials unit budget, the rational use of materials, reduce consumption, reduce waste, save resources. 2 help to establish and improve the feed accounting records, so as to supervise and control with the materials and the reasonable industrial material consumption, improve the utilization rate of material is in the correct material supply plan and provide a scientific basis for preparing materials TAB 3 help timely grasp the inventory of material, production workshop materials and wip situation, effectively supplies ready before manufacturing, to help meet the needs of the production in time 4 quotas materials development, business accounting, by conducting materials can validate the advanced nature of the material consumption quota,rationality and accuracy, timely reflect the existing problems in material consumption quota set, strengthening the management of material consumption quota, and promote the improvement of production process and operating technology of materials development on the basis of the limit: 1 2 production plan data material consumption process ration three actual production consumption dataThe role of inventory in supply chain: 1 existing in the supply chain inventory because of supply and demand do not match, the buffer between supply and demand function is implemented by inventory, inventory management is the most fundamental purpose is to ensure that the balance of supply and demand two existing in the supply chain inventory is in order to meet the requirements of planning or expectations. At this moment need to establish expected inventory 3 exist in the supply chain inventory is in order to effectively exploit market 4 to exist in the supply chain inventory and the stability of production and labor, and facilities are closely related to the effective use of five existing in the supply chain inventory can be controlled by use of economies of scale to reduce costs in the process of production and sales of 6 in supply chain, inventory of supply chain logistics also has a significant impact on time,物流时间是指物料进入供应链到物料流出供应链说花费的时间竞争的增加意味着物流管理的重点应放在以下4个问题上：缩短时间2客户服务期望3生产的全球化4供应商与客户一体化供应商一体化的特点：1主要产品只有一个采购点，即仅有一个供应商 2送货频率高--每一次生产班次中要求有几次送货 3 排场计划整合--在收到订单后，生产商才开始制造商品 4 供应商在客户的生产工厂附近设立仓库 5技术创新共享 6 供应商的人员在客户的工厂工作 7增加计划变更时的应变能力供应商一体化的局限性：1当采购方企业和供应商之间规模相差悬殊时，不利于建立供应商一体化。
仓库管理InventoryManagement基础知识
仓库管理(Inventory Management)基础知识1、物料的基本知识：1.1、物料的分类：1.1.1、依物理化学性质来分：如五金、塑胶、线材、电子元件等。
1.1.2、依形态来分：原料、半成品、成品。
1.1.3、依重要性来分：主料、辅料（如包装材料）。
1.1.4、依危害性来分：如化学品仓等。
注1：物料的分类各种各样，依工厂的规模、行业特点、仓库的规划不同而有所不同：如有些电子厂还会分防静电物料仓等。
注2：仓库的分类基本上依据物料而定如：原料仓、半成品仓、成品仓等。
故在下面就不再对仓库的分类进行特别的阐述了。
1.2、物料的承认程序：1.2.1、承认之范围：新产品、供应商变更、产品特性(如结构、性能等)的变更、客户或市场的需要等。
1.2.2、承认之程序：新供应商评估（采购、工程、生产技术、品管等部门参加）------建立合格供应商名录（采购）-------提供生产基本技术资料（如图纸、样品等）给供应商（采购）-------送样（若需开模的话则双方应谈好条件在开模，然后试模，完了才送样）------产品特性的测定-------部分产品试装/试做-------起草书面承认资料如承认书。
注：有的工厂在承认新产品的过程中会连同品质标准、潜在失败模式等一并进行确认。
2、仓库的管理：2.1、仓库的基本规划（硬件）：2.1.1、仓库的定置（地里位置）：2.1.1.1、对外：考虑远离易爆易燃高温等场所。
2.1.1.2、对内：一是要考虑方便物料的进出如一般的仓库要分进出口，且不能在同一面；（物流的方向相反或交叉操作会很不方便，且容易出错。
）二是要考虑将同类仓库尽量放置在一起；辅助材料、边角废料、不良材料等最好单独规划仓库或区域放置，因为废包装物和空箱及使用物料在同一场所堆放等都会使仓储效率不高2.1.2、仓库的面积：2.1.2.1、要考虑行业的特点、基本存量、堆放方式、搬运行走的便捷性、以及未来发展的需要。
2.1.3、仓库的安全：2.1.3.1、设施：必备的消防装置、防暴灯、以及防化学品泄漏等装置。
库存管理的主要内容
库存管理的主要内容Inventory management is a crucial aspect of running a successful business. It involves monitoring and controlling the flow of goods in and out of a company's inventory. Effective inventory management ensures that a company has the right amount of inventory on handat any given time to meet customer demand while minimizing excess inventory and associated costs. 库存管理是一个成功经营业务的关键方面。
它涉及监控和控制公司库存中物品的流动。
有效的库存管理确保公司随时具有足够的库存量，以满足客户需求，同时尽量减少多余库存和相关成本。
One of the main challenges in inventory management is striking the right balance between maintaining enough stock to fulfill orders and avoiding overstocking. Having too little inventory can lead to stockouts and lost sales, while having too much inventory ties up capital and storage space that could be used more efficiently for other purposes. Finding the optimal inventory level requires careful analysis of demand patterns, lead times, and supply chain dynamics. 库存管理中的主要挑战之一是在保持足够的库存以满足订单的同时避免库存过剩之间取得平衡。
库存管理
库存管理——是多还是少好？学号031707131姓名周梦晓库存管理——是多还是少好？库存管理, inventory management，根据外界对库存的要求，企业订购的特点，预测，计划和执行一种补充库存的行为，并对这种行为进行控制，重点在于确定如何订货，订购多少，何时定货。
不仅生产企业需要库存管理，而且在销售企业也需要库存管理。
库存多好还是库存少好呢？有的人认为是无所谓的，有的人说是越少越好。
其实，库存的量应该保持在一个水平之上。
库存的量就像是海洋里的水，企业就是海洋里的轮船，水位太低，容易触礁，将隐藏在在水里的问题都暴露出来。
所以，我们更要重视库存，把握住其中的奥义。
库存量过大所产生的问题：增加仓库面积和库存保管费用，从而提高了产品成本；占用大量的流动资金，造成资金呆滞，既加重了货款利息等负担，又会影响资金的时间价值和机会收益；造成产成品和原材料的有形损耗和无形损耗；造成企业资源的大量闲置，影响其合理配置和优化；掩盖了企业生产、经营全过程的各种矛盾和问题，不利于企业提高管理水平。
库存量过小所产生的问题：造成服务水平的下降，影响销售利润和企业信誉；造成生产系统原材料或其他物料供应不足，影响生产过程的正常进行；使订货间隔期缩短，订货次数增加，使订货（生产）成本提高；影响生产过程的均衡性和装配时的成套性。
俗话说：“巧妇难为无米之炊，”在生产企业中，没有原材料如何能生产呢？这时就发生了缺货。
缺货能给企业带来损失，库存能给企业带来负担，所以通常情况下企业在自己的仓库中，保持一定的库存量。
这个库存量又是什么呢？在通常情况下，企业都有自己设定一个安全库存，当仓库中的原材料降到一个位置时，就需要采购物原材料了。
这个安全库存，是根据以前的销售记录、需求记录而设定的。
不仅如此，还需要算上lead-time，从下采购单到入库全过程都是需要时间的。
如何采购？是不是能够岁随随便便采购任意数量的物品？随着管理工作的科学化，库存管理的理论有了很大的发展，形成许多库存模型，应用于企业管理中已得到显著的效果。
TIM-全面库存管理
TIM－全面库存管理什么叫TIM－全面库存管理呢？所谓TIM就是TotalInventoryManagement，即全面库存管理。
到目前为止，无论是学术界还是企业界，还没有人对所谓“全面库存管理”提出一个比较完整、的定义，也没有人真正地提出“全面库存管理”的思想，但我们知道已经有TQM－全面质量管理；TPM－全员生产管理。
我给TIM的简单定义是：全面参与库存管理，具体解释为：企业管理的全库存意识，企业全员参与，全流程库存控制，全面考核库存管理水平，以及需求与供应链管理合作伙伴的全部参与。
我认为，全面库存管理既是一种先进的现代企业管理思想，也是一种实现现代企业管理根本目的的根本手段。
我们首先解释一下什么叫全库存意识。
我们都知道TQM所倡导的全员质量意识，在这里我们也倡导全员库存管理意识。
所谓全员库存管理意识就是要求企业管理，从高层到底层，从企业的董事长、CEO到普通员工，大家在日常管理活动中都必须树立一种库存管理的意识与概念。
尽管我们早就知道，企业管理的“两大死点”，一个是库存，另外一个是“应收帐”（其实也是库存）－库存高了，企业不赚钱，资金链可能断裂，应收帐多了，企业也会死掉，但是在实际的企业管理过程中，我们发现，很少有企业的老总真正地关注库存问题。
实际情况往往是，企业平常不注意库存问题，等到没钱花了，资金周转不灵了，回头一看，企业的现金全部压在库存上了。
这就如同人得了糖尿病一样，平常不注意饮食，等到得了糖尿病，再去注意就有点晚了。
我之所以提出所谓“全面库存管理”思想，目的也在于此－提醒企业从上到下，要时刻关注库存问题，而且要全员关注，也就是全库存管理意识。
从某种意义上讲，全库存管理意识还应该是一个全社会应该关注的问题。
这里有两个例子可以说明问题：第一个例子是，我在芬兰学习的时候认识一个号称是“赫尔辛基炒股第一人”的专业人士，他说你们中国的股民都在盲目地炒股票，中国的上市公司大多也在欺负炒股的人不懂，他说他没有任何瞧不起中国人的意思，恰好相反，他对中国、对中国人非常有好感。
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Inventory
A stock or store of goods
Independent demand items
Items that are ready to be sold or used
Inventories are a vital part of business: (1) necessary for operations and (2) contribute to customer satisfaction A “typical” firm has roughly 30% of its current assets and as much as 90% of its working capital invested in inventory
13-11
Cycle counting
A physical count of items in inventory
Cycle counting management
How much accuracy is needed? A items: ± 0.2 percent B items: ± 1 percent C items: ± 5 percent When should cycle counting be performed?
allocating control efforts accordingly A items (very important) 10 to 20 percent of the number of items in inventory and about 60 to 70 percent of the annual dollar value B items (moderately important) C items (least important) 50 to 60 percent of the number of items in inventory but only about 10 to 15 percent of the annual dollar value
inventory management
Lead time
Time interval between ordering and receiving the order
13-9
Purchase cost
The amount paid to buy the inventory
Holding (carrying) costs
Goods-in-transit to warehouses or customers (pipeline
inventory)
13-4
Inventory management has two main concerns:
1. Level of customer service Having the right goods available in the right quantity in the right place at the right time 2. Costs of ordering and carrying inventories
Cost to carry an item in inventory for a length of time,
usually a year
Ordering costs
Costs of ordering and receiving inventory
Setup costs
The costs involved in preparing equipment for a job Analogous to ordering costs
13-7
Periodic System
Physical count of items in inventory made at periodic
intervals
Perpetual Inventory System
System that keeps track of removals from inventory
continuously, thus monitoring current levels of each item
An order is placed when inventory drops to a
predetermined minimum level
Two-bin system Two containers of inventory; reorder when the first is empty
13-15
T otalCost AnnualHolding Cost AnnualOrderingCost Q H 2 D S Q
Inventory Management
You should be able to:
1.
2. 3. 4. 5. 6. 7. 8. 9. 10.
Define the term inventory, list the major reasons for holding inventories, and list the main requirements for effective inventory management Discuss the nature and importance of service inventories Explain periodic and perpetual review systems Explain the objectives of inventory management Describe the A-B-C approach and explain how it is useful Describe the basic EOQ model and its assumptions and solve typiuction quantity model and solve typical problems Describe the quantity discount model and solve typical problems Describe reorder point models and solve typical problems Describe situations in which the single-period model would be appropriate, and solve typical problems
13-8
Forecasts Inventories are necessary to satisfy customer demands, so it is important to have a reliable estimates of the amount and timing of demand
Who should do it?
13-12
Economic order quantity models identify the optimal
order quantity by minimizing the sum of annual costs that vary with order size and frequency
Point-of-sale (POS) systems
A system that electronically records actual sales
Such demand information is very useful for enhancing forecasting and
13-14
Profile of Inventory Level Over Time
Q
Quantity on hand
Usage rate
Reorder point
Receive order
Place order
Receive order
Time Place order Receive order
Lead time
13-3
Raw materials and purchased parts
Work-in-process (WIP)
Finished goods inventories or merchandise Tools and supplies
Maintenance and repairs (MRO) inventory
quantity that will minimize total annual inventory costs Assumptions:
1. 2. 3. 4.
5.
6.
Only one product is involved Annual demand requirements are known Demand is even throughout the year Lead time does not vary Each order is received in a single delivery There are no quantity discounts
1. Measures of performance 2. Customer satisfaction Number and quantity of backorders Customer complaints 3. Inventory turnover
13-5
Management has two basic functions concerning
1.
2.
3.
The basic economic order quantity model The economic production quantity model The quantity discount model