库存管理 外文翻译
存货管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Controls for inventory management best Practices Material Source: Accounting control best practices Author: Steven M.B r a g g Overview: An enormous number of advanced systems are involved in the procurement ,handling ,and shipment of inventory ,all of which require different types of controls .In this chapter ,we discuss control systems for a wide range of system complexities, ranging from paper-based inventory acquisition systems ,through bar-coded trackingsystems，cross docking ,pick-to-light systems, and zone picking ,and on to controls for manufacturing resources planning and just-in-time systems .As usual ,the number of controls that could be installed may appear to be oppressively large ,and could certainly interfere with the efficient running of inventory-related activities .Consequently ,always be mindful of the need to install only those controls that are truly necessary to the mitigation of significant risks.4-1Controls for basic inventory acquisitionThis section describes controls over the acquisition of inventory where there is no computerization of the pross.Section4-9,'Controls for Manufacturing Resources Planning, presents a more advanced application in which purchase orders are generated automatically by the computer system.The basic acquisition process centers on the purchase order authorization，as shown in Exhibit 4.1,The warehouse issues a renumbered purchase requisition when inventory levees run low ，which is primary authorization for the creation of a multipart purchase order .One copy of purchase order goes back to the warehouse ，where it is compared to a copy of the purchase requisition to verify completeness ；another copy goes to the accounts payable department for eventual matching to the supplier invoice .A fourth copy is sent to the receiving department ，where it is used to accept incomingdeliveries，while a fifth copy is retained in the purchasing department .In short ,various copies of the purchase order drive orders to suppliers ,receiving ,and payment.The controls noted in the flowchart are described at greater length next ，in sequence from the top of the flowchart to the bottom.*Warehouse ：Prepare a renumbered purchase requisition .In the absence of a formal inventory management system, the only people who know which inventory items are running low are the warehouse staff. They must notify the purchasing department to issue purchase orders for inventory replenishments. To ensure that these requisitions are made in an orderly manner, only renumbered requisition forms should be used, and preferably they should be issued only by a limited number of warehouse staff. By limiting their use, it is less likely that multiple people will issue a requisition for the same inventory item.*Purchasing: Prepare a renumbered purchase order. The primary control over inventory in a basic inventory management system is through the purchases function ,which controls the spigot of inventory flowing into the warehouse, This control can be eliminated for small-dollar purchase for fittings and fasteners, which are typically purchased as soon as on-hand quantities reach marked reorder points in their storage bins (visual reorder system).Since the purchase order is the primary control over inventory purchases,you can avoid fake purchaseorders by using renumbered forms that are stored in a locked cabinet.*Verify that purchase order matches requisition .Once the warehouse staff receives its copy of the purchase order; it should compare the purchase order to the initiating requisition to ensure that the correct items were order. Any incorrect purchase order information should be brought to the attention of the purchasing staff at once.*Reject unauthorized deliveries, to enforce the use of purchase orders for al inventory purchases, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase order number.*Match receipts to purchase order authorization. Once an order is received, the warehouse staff should enter the receiving information into a receiving report and send the receiving report to the accounts payable department for later matching to the supplier invoice and purchase order, It should also send a copy of the report to the purchasing department for further analysis.*Cancel residual purchase order balances. Upon receipt of the receiving report from the receiving department, the purchasing staff compares it to the file of open invoices to determine which orders have not yet been received and which purchase orders with residual amounts outstanding can now be cancelled .Otherwise, additional deliveries may arrive well after the date when they were originally needed.*There-way matching with supplier invoice for payment approval. Upon receipt of the receiving report, the accounts payable staff matches it to the supplier invoice and authorizing purchase order to determine if the quantity appearing on the supplier invoice matches the amount received and that the price listed on the supplier invoice matches the price listed on the purchase order. The department pays suppliers based on the results of these matching processes.The next control is supplemental to the primary controls just noted for the inventory acquisition process.*Segregate the purchasing and receiving functions. Anyone ordering supplies should not be allowed to receive it, since that person could eliminate all traces of the initiation order and make off with the inventory .This is normally considered a primary control, but it dose not fit into the actual transaction flow noted earlier in Exhibit 4.1 and so is listed here as a supplemental control.*Require supervisory approval of purchase orders. If the purchasing staff has a low level of experience ,it may be necessary to require supervisory approval of all purchase order before they are issued, in order to spot mistake ,This approval may also be useful for large purchasing commitments.*Inform suppliers that verbal purchase orders are not accepted. Suppliers will ship deliveries on the basic of verbal authorizations,which circumvents the use of formal purchase orders. To prevent this, periodically issue reminder notices to all suppliers that deliveries based on verbal purchase orders will be rejected at the receiving dock.*Inform suppliers of who can approve purchase orders. If there is a significant perceived risk that purchase orders can be forged ,then tell suppliers which purchasing personnel are authorized to approve purchase orders and update this notice whenever the authorization list changes. This control is not heavily used, especially for large purchasing department where the authorization list constantly changes or where there are many suppliers to notify. Usually the risk of purchase order forgery is not perceived to that large.4-2 Control for basic inventory storage and movementThis section describes control for only the most basic inventory management system, where there is no perpetual inventory tracking system in place, no computerization of the inventory database ,and no formal planning system, such as manufacture resources planning(MRPII)or just-in –time(JIT). When there is no perpetual inventory tracking system in place, the key control tasks of the warehouse staff fall into four categories:1. Guard the gates .The warehouse staff must ensure that access to inventory is restricted, in order to reduce theft and unauthorized use of inventory .This also means that warehouse staff must accept onlyproperly requisitioned inventory and must conduct a standard receiving review before accepting any inventory.2. Orderly storage .All on-hand inventories must be properly organized, so it can be easily accessed, counted, and requisitioned.3.Accurate picking ,The production department depends on the warehouse for accurate picking of all items needed for the production process ,as is also the case for picking of finished goods for delivery to customers.4. Timely and accurate requisitioning, when there is no computer system or perpetual card file to indicate when inventory levels are too low, the warehouse staff must use visual reordering systems and frequent inventory inspections to produce timely requisitions for additional stock.Exhibit 4.2 expands on the general control categories just noted .In the general category of “guarding the gates,” controls include rejecting unauthorized deliveries as well as inspecting ,identifying ,and recording all receipts .The orderly storage goal entails the segregation of customer-owned inventory and the assignment of inventory to specific locations .To achieve the accurate picking goal calls for the use of a source document for picking ,while the requisitioning target requires the use of pre numbered requisitions and document matching .A number of supplement controls also bolster the control targets.The controls noted in the flowchart are described at greater length next, in sequence from the top of the flowchart to the bottom .Also; a few controls from the last section (concerning requisitions and receiving) are repeated in order to form a complete picture of all required controls.*Reject unauthorized deliveries .To enforce the use of purchase orders for all inventory purchase, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase older number.*Conduct receiving inspections with a checklist .The receiving staff is responsible for inspecting all delivered items .if staff members perform only a perfunctory inspection all delivered item .If staff members perform only a perfunctory inspection ,then the company is at risk of having accepted goods with a variety of problems .To ensure that a complete inspection is made ,create a receiving checklist describing specific inspection points ,such as timeliness of the delivery ,quality ,quantity ,and the presence of an authorizing purchase order number .Require the receiving staff to initial each item on the receiving checklist and then file it with the daily receiving report.*Identify and tag all received inventory .Many inventory items are difficult to identify once they have been removed from their shipping containers ,so it is imperative to properly identify and tag all received items prior to storage.*Put away items immediately after receipt .It is difficult for the warehouse staff to determine whether more inventory should be requisitioned if the inventory is sitting in the receiving area rather than in its designated location. Consequently, a standard part of the receiving procedure should be to put away items as soon after receipt as possible.*Conduct daily reordering review .When there is no perpetual inventory system ,the only way to ensure that sufficient quantities are on hand for expected production levels is to conduct a daily review of the inventory and place requisitions if inventory items have fallen below predetermined reorder points.*Issue pre numbered requisitions to the purchasing department .The warehouse should issue only pre numbered requisitions to the purchasing department .By doing so, the warehouse staff can maintain a log of requisition numbers used and thereby determine if any requisitions have been lost in transit to the purchasing department.*Verify that purchase order matches requisition, once the warehouse staff receives its copy of purchase order, it should compare the purchase order to the initiating requisition to ensure that the correct items were ordered .And incorrect purchase order information should be brought to the attention of the purchasing staff at once.译文:存货管理控制最佳实务概述:存货的采购、处理、和装运过程涉及很多先进的系统，所有这些都需要不同类型的控制措施。
仓储常用英语术语缩写
仓储常用英语术语缩写（最新版）目录一、引言二、仓储管理常用英语及缩写1.仓库管理系统2.库存3.仓储设备4.仓储操作5.仓储管理策略三、仓储管理术语的中文解释四、总结正文一、引言在现代物流行业中，仓储管理发挥着越来越重要的作用。
掌握仓储管理的相关知识和术语，对于提高仓储效率和降低物流成本具有重要意义。
本文将介绍一些常用的仓储管理英语术语及其缩写，以供参考。
二、仓储管理常用英语及缩写1.仓库管理系统（Warehouse Management System，WMS）：仓库管理系统是一种用于管理仓库内部物料的存储、搬运、出入库等操作的信息化管理系统。
2.库存（Inventory）：库存指企业在一定时期内储存的各种商品、物料的数量。
库存管理是仓储管理的核心内容之一。
3.仓储设备（Material Handling Equipment，MHE）：仓储设备是指用于仓库内部物料搬运、堆码、拆卸等作业的机械设备，如搬运车、堆高机、输送带等。
4.仓储操作（Warehousing Operations）：仓储操作包括货物入库、出库、盘点、库内搬运等环节，是仓储管理的具体实施过程。
5.仓储管理策略（Warehouse Management Strategies）：仓储管理策略是指为提高仓储效率、降低物流成本而采取的一系列措施，如库存优化、仓库布局、设备选型等。
三、仓储管理术语的中文解释1.仓库管理系统：仓库管理系统是指用于管理仓库内部物料的存储、搬运、出入库等操作的信息化管理系统。
2.库存：库存指企业在一定时期内储存的各种商品、物料的数量。
库存管理是仓储管理的核心内容之一。
3.仓储设备：仓储设备是指用于仓库内部物料搬运、堆码、拆卸等作业的机械设备，如搬运车、堆高机、输送带等。
4.仓储操作：仓储操作包括货物入库、出库、盘点、库内搬运等环节，是仓储管理的具体实施过程。
5.仓储管理策略：仓储管理策略是指为提高仓储效率、降低物流成本而采取的一系列措施，如库存优化、仓库布局、设备选型等。
仓库管理常见英语收集,仓储工作英语单词与中文意思对照
仓库管理常见英语收集收货组Receiving Team收货区Receiving Area散装区Bulk Storage货架区Rack Storage入库Entry入库单"Warehouse entry"收货单Receiving Note收货产品Receiving Product物品接收时间Goods Receive Date物品数量总计Goods Total Material Quantity 重量weight毛重Gross Weight净重Net Weight最大重量Maximum Weight最小重量Miximum Weight总计容量Total Capacity出库单Delivery List拣货Picking Goods拣货区Picking Area转储单Transfer Order检验报告单Inspection Document物料清单Bill of Material料号Part Number电子单据Electronics Note码盘Pallet-Sorting分拣Picking/Sorting采购订单Purchase Order（PO）手写单Hand Note到货通知Arrival Notice报关到货Importing Goods检验单Inspection Note入库扫描Entry Scanning扫描Scan存货In Stock冻结的库存Blocked Stock库存Inventory/Stock库存清单Stock List发货区Shipping Area发货单Delivery sheet盘点Count日盘Daily Count周盘Weekly Count月盘Monthly Count年盘Annual Count库位Storage Bin邮件E-Mail电话确认Confirmation by phone确认Confirmation联系方式Contact Windows封箱胶纸Seal Label包装垫Cushion外箱变形Deformed Cartoon原包装短缺Original Cartoon Shortage 二次封箱Second seal cartoon合格章Qualified Stamp检验Inspection入帐Entry System系统故障System Down冻结Block非限制Unrestriction质检Inspection转仓车Transfer Truck数量短缺Quantity Shortage原包装短缺破损Damage修改库位Modify Location 司机Driver外箱破损Cartoon Damage 换箱Exchange Cartoon协助处理Assist to Handle 合格品Qualified Goods库管员Storeman扫描仪Scanner主机DT(DeskTop)出口主机Export DT内销主机Outbound DT显示器Monitor打印机Printer扫描仪Scanner内存Memory一体机All in One(AIO)电脑包Carrying Case物料编号Part Number主机号DT Number批次号Batch Number型号Model序列号Serial Number音箱Speaker选件Option成品Finish Goods机箱Chassis电源线Power Cable电源插头Power Plug电源开关Power Switch风扇Fan电池Battery麦克风Micro Phone移动硬盘HDD(Hard Disk Drive) 投影仪Projector板卡Main Board耳机Ear Phone无线鼠标Wireless Mouse摄像头Camera商品描述Goods Description打包带Packing Strap手叉车Hand Forklift电动叉车Forklift叉车操作工Forklift Driver备货Pick-up扫描Scan盘点Cycle Count日周月年盘Daily/weekly/monthly/Annually cycle count 库位Storage Location检验Inspection入帐(过账) Post GI(goods Issue)系统故障System debug客户退机Defective On Arrival（DOA）发货单号Delivery number货物发出日期Goods issue date发货单总计Grand total deliveries捡货区Pick area流水号Serial NO发货点Shipping Point发货单位Shipping Unit库存位置Storage Location总计发运重量Total delivery weight联合运输Combined Transport直达运输 Through Transport中转运输Transfer Transport集装箱运输Container Transport整箱货Full container load (FCL)拼箱货 Less than container load (LCL)经常库存Sycle Stock安全库存Safety Stock库存周期Inventory cycle time前置期（或提前期）Lead time货垛Goods stack堆码Stacking装卸Loading and unloading包装 Package/packaging托盘包装Palletizing分拣Sorting立体仓Stereoscopic warehouse虚拟仓Virtual warehouse出口监管仓 Export supervised warehouse海关监管货物 Cargo under custom's supervision 货架Goods Shelf货场Goods Yard报关Customs Declaration报关行Customs Broker进出口商品检验Commodity Inspection库存控制Inventory Control 业务外包Outsourcing。
存货管理【外文翻译】
存货管理【外文翻译】外文翻译 inventory management MaterialSource: 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 maximize 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 cost of 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 notspreading 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 gauge for 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 turnover ratios for individual industries can be obtained from trade associations. 1 THE PURCHASING PLAN One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into 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. Since they 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 minutepanic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginningof 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 thedepletion 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 the first delivery should be received; When the inventoryshould be peaked;When reorders should no longer be placed; and When the item shouldno longer be in stock.Well planned purchases affect the price, delivery and availabilityof products for sale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanteditems, 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 to most 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. Tickler control enables the manager to 2 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 action.Off-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 for inventory 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 controlvalues 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 3 Kanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and 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 shorter and 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 management is 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 times and 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 to support 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 thedelivery 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. Have all damaged items in the receiving area -- Make certain the damaged items 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 beused or disposed of without permission by the carrier. 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 4 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 performed. Include 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 purchasing techniques; Using competition along with price, service and delivery when making 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。
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.暉炖兽樯賢懇繯蠅湾衛哝鏃譫缢级仑銫颦蛮鷴贵謫鈿铅韙欄樱虿币潜圣個隕龛档麸荭诟魇銚觊虯瘍瘋華迳氇阂輅圇呗榪购决認试覬欢篳碭。
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。
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 more visible 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 lo stocks of anything necessary lo do business. These stocks represent a large portion of the business investment and must be well managed in order to maximize profils. In facl, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless invenlories 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 owners fail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the cost of 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 slock low - but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving invenlory: and having an adequate invemory on hand - but not gelling caught with obsolete items.The degree of success in addressing these concerns is easier to gauge for 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 ol' inventory, the type of business and how the ratio is calculated (whether on sales or cost of goods sold). Average inventory turnover ratios for individual industries can be obtained from trade associations.One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into 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. Since they 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 Ihe new season as the merchandise date for ihe 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 Ihe 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 the level of inventory lo 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 the first 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 INVENTORYTo 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 to most 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. Tickler control enables the manager tophysically 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 il is used on a sheel 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 action.Off-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 for inventory control is done by an outside agency. A manufacturer's representative visits the large retailer on a scheduled basis, takes Ihe stock count and writes the reorder. Unwanted merchandise is removed from stock and returned lo Ihe manufacturer Ihrough 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 invenlory. Many books on management practices describe the EOQ model in detail.DEVELOPMENTS IN INVENTORY MANAGEMENTIn recenl years, two approaches have had a major inipacl on inventory management: Material Requirements Planning (MRP) and Just-In-Time (JIT andKanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and sometimes buyers of manufactured items will experience a difference in delivery.Material requirements planning is basically an information system in which sales arc converted dircctly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorter and 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 lo develop.Just-in-time inventory management is 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 times and 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 to support this plan.TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as arc listed on the delivery rcccipt. Carefully examine cach carton for visible damage ~ If damage is visible, note it on the delivery receipt and have Ihe driver sign your copy. After delivery, immediately open all cartons and inspcct for merchandise damage.When damage is discovered: Retain damaged items - All damaged materials must be held at Ihe 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. Have all damaged items in the receiving area - Make certain the damaged items have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing.After inspeclion: Keep damaged materials—Damaged materials should not be used or disposed of without permission by the carrier. Do not return damaged items without wrillen aulhorization 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 thai are not necessary for the items' intended use. Include full descriptions of any tesling lo be performed. Include procedures for adding optional items. Describe the quality of the items in clear terms.The following aclions can help save money when you are slocking 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 purchasing techniques; Using competition along with price, service and delivery when making the purchase selection decision.译文存货管理资料来源：s p r i n g l i n k作者•：F l o y d D. H e d r i c k “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(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。
存货管理【外文翻译】
外文翻译1 n V ent o ry man a g em e nt"In ventory" to many $ ma I 1 bus in c s s o wne r s is oneb e wel 1 managed in order to max i mize pr 0 f il s . I n f acl» ma n y small businescan n ot absorb the t yp c s of 1 0 S S esa r i $ i ng from poor i nv e nto r y mana gUnless invenlor i c s are c o ntroll c d ,they are un r eliabl c » i n eff i cient an c r e a sing i nventor y turnover — but not s a crif i cin g the Ser vice levo I : Keepingith obsol c te i tern $。
The degree o f sue c ess i n a d dress i ng the s e cone c rns S ome tha n for o ther s , F o r e x ample, comput i ng th c in v entory t u r nove r ra t i o is a $ imple m c asure of manager i al pe r fo r m a nc c . This valu c g ive $ a rough guideli n c by which ma n a g c rs can se t g o a Is and eval u at c p c rforniance» but it m u st be realized that the tu r nover rate varies w i th the function o I in v e n to r y , t he typMa t erial Source: spr i n g link Author: F 1 0yd Hedr i cki ble and t a n g i b le aspects of doing bu $ ine $ s 。
库存管理中英文对照外文翻译文献
文献信息：文献标题：A Multi-Criteria Decision Framework for Inventory Management（库存管理的多准则决策框架）国外作者：PK Krishnadevarajan，S Balasubramanian，N Kannan，V Ravichandran文献出处：《International Journal of Management》,2016,7(1):85-93 字数统计：英文 3228 单词，17138 字符；中文 5509 汉字外文文献：A Multi-Criteria Decision Framework for InventoryManagementAbstract Inventory management is a process / practice that every company undertakes. Most companies fail to apply a comprehensive set of criteria to rank their products / items. The criteria are too few or subjective in nature. Inventory is required to stay in business and meet customer needs. If it is not done right it causes deterioration in customer service and could lead to damages to both customer and supplier relations and eventually cause business breakdown. A simple multi-criteria driven holistic framework developed by industry input is critical to the success of inventory management. An inventory management framework using FIVE main- criteria categories (revenue, customer service, profitability, growth, risk), 21 (between 3 and 6 in each category) metrics and 4 ranks (A, B, C, D) is presented in this paper to assist companies with their inventory management process. The framework that is presented has been developed through literature review, surveys, interviews and focusgroups with several industry owners, inventory managers and business managers. The interaction with companies led to a set of THREE critical questions:1.Is there a comprehensive inventory managementframework?2.What inventory metrics should be tracked or monitored on a routine basis?3.How do implement a multi-criteria inventory classification?This paper is an attempt to answer these critical questions and provide a framework that is developed by bringing together existing literature available and input/findings from industry executives in the area of inventory management.Key words: Inventory, Inventory Management, Inventory Classification, Inventory Ranking, Multi-Criteria Inventory Management.1.INTRODUCTIONInventory is a critical asset and resource that is handled extensively by most businesses. Managing inventory effectively has been something that every company strives for; however, it is also an area where companies often have failed and still continue to fail. Companies handle multiple items / products but treat all items equally because the business objective is to serve the customer. As a result they end up having excess inventory of the wrong items. As businesses expand there are so many products in inventory and the company ends up having more stocking inventory for each product or end up investing more in the wrong inventory. Item/inventory stratification is the process of ranking items based on relevant factors applicable to the business environment. According to Pradip Kumar Krishnadevarajan, Gunasekaran S., Lawrence F.B. and Rao B (2015) and Pradip Kumar Krishnadevarajan, S Balasubramanian and N Kannan (2015) you should classify items into a certain number of categories (typically less than five) so that managing them day-to-day does not become unwieldy. This is especially needed when handling several hundreds orthousands of items, where identifying and focusing on the most critical items is of utmost importance to allow resources to be used effectively and efficiently. This stratification process is typically done at a physical location level (at branches or distribution centers) across the entire company, although it could be applied at higher levels (regions or the entire company). The item stratification process is usually not well-defined or given due importance, and it often gets over-simplified. The inventory stratification process should address several metrics and a multi-criteria approach must be taken for effective inventory management. This paper attempts to present a comprehensive framework that could assist companies in choosing the right set of metrics to perform inventory ranking for their business.2.FRAMEWORK DEVELOPMENTThe process of inventory classification actually begins by developing or choosing a framework that suits the company’s vision and goals. The development process of the proposed inventory framework process took place in two stages. The first stage was to look at existing literature to understand the different factors/criteria that are being used for inventory evaluation by various industries/businesses. The second stage was interaction with companies to gather input, understand metrics used and challenges faced in executing the inventory classification process.2.1.Literature Review(Pareto, 1906) observed that about 20% of the population of a country has about 80% of its wealth (also known as the 80-20 rule). This rule holds true for items sold by a firm: about 20% of items accou nt for about 80% of a firm’s revenue.(Flores and Whybark, 1987) present an inventory ranking model driven by criticality and dollar-usage. The first stage is for the users to rank the items based on criticality, the second stage ranks items based on dollar/currency usage. Based on usage, items are ranked as A, B or C.(Flores, Olson and Dorai, 1992) propose the use of AHP as a means for decision makers to custom design a formula reflecting the relative importance of each unit of inventory item based on a weighted value of the criteria utilized. The factors applied are –total annual usage (quantity), average unit cost (currency), annual usage (currency), lead time and criticality. They also present a reclassification model based on the following factors and weights: criticality (42%), followed by lead time (41%), annual dollar usage (9.2%), and average unit cost (7.8%).(Schreibfeder, 2005) recommend a combination model using cost of goods sold (procurement price from supplier), number of transactions (orders or hits), and profitability (gross margin).(Lawrence, Gunasekaran and Krishnadevarajan, 2009) state that best practices in item stratification are based on multiple factors such as sales, logistics (hits), and profitability (gross margin currency or percentage, or gross margin return on inventory investment [GMROII]) that help to attain the optimal solution in most cases. Companies, however, can include more factors specific to their business environment, such as lead time, sense of urgency, product dependency, criticality, product life cycle and logistics costs. They also present a model to classify items based on demand pattern. A demand stability index (DSI) is established using three criteria – demand frequency or usage frequency, demand size and demand variability.(Pradip Kumar Krishnadevarajan, Gunasekaran, Lawrence and Rao, 2013) rank items into 4 categories (High, medium-plus, medium-minus, low) for risk management and price sensitivity. Ranking is based on unit cost of the item. Items are also ranked based on annual usage (currency), hits, gross margin (currency) and gross margin (percentage). The final ranks are Critical (A & B items), important (C items) and non-critical (D items).(Dhoka and Choudary, 2013) classify items based on demand predictability (XYZ Analysis). Items which have uniform demand are ranked as X, varying demand as Y, and abnormal demand as Z.(Hatefi, Torabi and Bagheri, 2014) present a modified linear optimization method that enables inventory managers to classify a number of inventory items in the presence of both qualitative and quantitative criteria without any subjectivity. The four factors used are ADU (Annual dollar usage), CF (critical factor –very critical [VC], moderately critical [MC] or non-critical [NC]), AUC (Average unit cost) and LT (Lead Time). Items are ranked as A, B, or C.(Xue, 2014) connects the characteristics of materials supply and the relationship between parts and production, a classification model based on materials attributes. The several criteria applied in the decision tree model are: Parts usage rate, carrying- holding-possession costs, ordering-purchase costs, shortage cost, and delivery a bility.(Šarić, Šimunović, Pezer and Šimunović, 2014) present a research on inve ntory ABC classification using various multi-criteria methods (AHP) method and cluster analysis) and neural networks. The model uses 4 criteria –Annual cost, Criticality, Lead Time 1 and Lead Time 2.(Kumar, Rajan and Balan, 2014) rank items based on their cost in bill of materials (ABC ranking). “A” items -70% higher value of items of bill of material, “B” items –20% Medium value of items of Bill of material and “C” items – 10% Lower value of items of Bill of material. They also determine vital, essential, and desirable components required for assembly (VED analysis).(Sarmah and Moharana, 2015) present a model that has 5 criteria – consumption rate, unit price, replenishment lead time, commonality and criticality.(Pradip Kumar Krishnadevarajan, Balasubramanian, and Kannan, 2015) present a strategic business stratification framework based on: suppliers, product, demand, space, service, market, customer and people.(Pradip Kumar Krishnadevarajan, Vignesh, Balasubramanian and Kannan, 2015) present a framework for supplier classification based on several categories: convenience, customer service, profitability (financial), growth, innovation, inventory,quality and risk. A similar framework can be extended based on the supplier classification for items or products.2.2.Industry FeedbackInteraction with companies was performed through surveys, interviews and focus groups with several industry owners, inventory/purchasing managers and business managers. The objective was to get an idea of the metrics being utilized for inventory classification, challenges faced, inventory framework deployed and the effectiveness of their current inventory performance management processes. Key findings from the industry interaction were the following:•Lack of a inventory management framework. Understanding where the process began and where it ended was the key challenge. Who should take ownership of this process in the company? Often, data was missing or currently not captured in the system in-order to create various metrics to help with inventory management. Internally, all companies did not have a goal or objective regarding what they would like to achieve with the inventory management process. No concrete data driven discussions or goal setting took place. Most of the inventory ranking was based on experience.•What to track? Companies either tracked too many metrics or did not track anything. Even if they tracked too many metrics most of them were subjective and anecdotal. They lacked a significant number of quantitative metrics to act on something meaningful. Companies wanted a set of metrics they could choose from and then set a process in place to capture the relevant data to compute those metrics. If multiple metrics are used to track inventory performance, is there a methodology to combine various metrics to develop a single rank (ease of decision making) for each item/product?•Reporting and Scorecards: The next challenge was that even if a few companieshad the required data and were able to compute the metrics they did not have an effective way of reporting this information back to the purchasing team or anyone who influenced inventory decision. They lacked reporting tools and templates for the performance metrics.•Continuous Improvement: The steps that need to be established to continually improve the inventory management process at the company did not exist. Several companies had gone down the path of implementing a version of the inventory management but could not sustain the same due to lack of accountability/ownership, failing to change the metrics when the industry dynamics changed, and execution challenges.The focus of this paper is to propose a simple, yet holistic framework, list of metrics to track and a multi-criteria ranking method for inventory management.3.INVENTORY MANAGEMENT FRAMEWORKThe approach used to layout an inventory framework is bridging the gap between what was seen in the literature review and the feedback from industry. The key objectives in the framework development were the following:•Metrics should be quantitative (objective and data driven). There will be only a few qualitative metrics.•The framework should be holistic and comprehensive at the same time easy understand.•Scalability and flexibility of the framework is important as companies adopt it into their inventory management process.•Apply a multi-criteria approach but provide the ability to get one single finalrank (A, B, C or D) for a given item or product so that inventory policies and strategies can be established at a final rank level.•Provide a starting point for ranking criteria – what determines an A, B, C or D item for each metric used in the framework.Most companies measure inventory solely based on sales or usage. This is because almost all companies just focus on sales primarily. The proposed framework provides 5 categories based on which items should be ranked (shown in illustration 1). It varies from ‘revenue’ to ‘risk’. These 5 categories have a set of metrics (21 metrics in total), formula to compute the metric and a ranking scale that places each items in one of 4 ranks –A, B, C or D. Companies can choose the categories that are most relevant to their current business priority and then choose a set of factors/metrics under each category to rank their items / products.Illustration 1: Inventory Classification Categories and MetricsThe five categories of the inventory framework address several inventory metrics.The definition of each metrics, corresponding formula (calculation method) and the criteria to determine A, B, C and D ranks is listed in illustration 2. Choosing one metric from each category is recommended. However, companies should customize the framework in alignment with their growth goals and customer requirements.Illustration 2: Inventory Management – Metrics, Definition and Criteria3.1.Final Item RankVarious metrics that could be applied to determine item ranks (across 5 categories) were addressed in the previous sections. Decision-making process becomes challenging when there are multiple ranks (while using multiple metrics across the 5 categories) pointing in different directions. In this situation, a weightedstratification matrix helps determine a final rank for each item (Lawrence, Krishnadevarajan, Gunasekaran, 2011). The final item rank depends on three factors:•Weights given for each factor: This input captures the importance of eachfactor. Weights may vary depending on the environment, but an example when a company applies 5 metrics to rank their items could be: Sales currency = 25%; Hits = 20%; GMROII = 20%, Number of customers = 20%; and Pricing variability = 15%. If a company chooses to include additional factors, the weights may be distributed accordingly.•The relative importance of A, B, C, and D ranks: Example: A=40; B=30; C=20; and D=10.•Score the range for the final score: The above weights are converted to a scale of 10 to 40, resulting in a best score of 40 (ranked A in all categories) and a least score of 10 (ranked D in all categories). The 30 points in the range of 10 to 40 is divided into four groups. Example: A=32.6 to 40; B=25.1 to 32.5; C=17.6 to 25; and D=10 to 17.5.With these parameters, a final rank can be determined for a given item. If an item is ranked as A, B , Cand D according to sales currency, hits, GMROII, number of customers and pricing variability respectively; this item’s final performance score is computed as follows:Final supplier score = [(25% x 30) + (20% x 20) + (20% x 40) + (20% x 30) + (15% x 10)] = 27This score falls between the ranges of 25.1 to 32.5, so this item gets a final rank of “B”.3.2.Summary of Item RankingThe various steps that are involved in the ranking of items can be summarized asfollows:•Step 1: Customize the framework according to the company’s requirement. This includes both the categories as well as the metrics under each category.•Step 2: Determine the cut-off values for each metric – the criteria that ranks items as A, B, C or D. This is a very important step.•Step 3: Choose key metrics that will determine item ranks.•Step 4: Rank the items for each metric using company-specific cut-off values.•Step 5: Assign weights to each factor.•Step 6: Compute final rank for each item.•Step 7: Using a cross-functional team to determine inventory policies and strategies for A, B, C and D items based on the final rank.4.CONCLUSIONThe proposed inventory framework provides a guideline for companies with their inventory management process. Determining the right items to stock (inventory investment) and managing them effectively is key to good customer service and business sustainability. Measuring items on data driven objective criteria is critical to maintaining profitable-sustainable business relationships with customers and suppliers.中文译文：库存管理的多准则决策框架摘要库存管理是每个公司都需要进行的一个过程/实践。
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.
12-4 12-
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可数吗
inventory可数吗
inventory可数，inventory意思是：
n.库存;(建筑物里的物品、家具等的)清单;财产清单;(商店的)存货；
vt.开列清单；
词组短语：
inventory management 存货管理；
inventory control 存货控制；
take inventory 实地清点盘存
扩展资料
I've inventoried my father's collection of prints.
我把父亲收藏的图片列成了清单。
Before starting, he made an inventory of everything that was to stay.
开始之前，他把所有要留下的'东西列了详细的清单。
They are just happy to sell their inventory any which way they can.
只要存货能脱手，无论采取什么方式他们都愿意。
They're likely to hold big fire sales to liquidate their inventory 他们可能会举行清仓大甩卖。
Some stores inventory their stock once a week.
有些商店每周清点存货一次。
国外库存管理研究文献
国外库存管理研究文献
国外库存管理研究文献涵盖了许多方面，包括库存控制、库存规划、库存优化、库存策略等。
其中，一些经典的文献包括：
1.《物料管理》（Materials Management）：这是库存管理方面的经典著作，讲述了库存管理的基础知识和技术，如库存定单计算、库存控制方法和技术等。
2.《库存管理》（Inventory Management）：这本书主要讨论了库存管理的理论和实践，包括库存控制模型、库存管理方法、供应链管理等。
3.《库存控制与管理》（Inventory Control and Management）：这本书提供了库存管理的最新理论和实践，包括库存规划、库存优化、库存策略、库存分类等。
4.《供应链管理》（Supply Chain Management）：这本书讨论了
供应链管理的最新理论和实践，包括库存管理在供应链管理中的应用，供应链中的库存控制等。
这些文献为我们了解国外库存管理的理论和实践提供了很好的
参考和指导。
- 1 -。
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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。