库存管理A5-080433Jackson张贶
超市库存管理系统
超市库存管理系统四川大学锦江学院计算机学院毕业论文（设计）题目超市库存管理系统系部计算机科学与技术专业学生姓名学号 090512024指导教师叶晓鸣第 1 页四川大学锦江学院计算机学院超市库存管理系统计算机学院计算机科学与技术2021级（2）班【摘要】超市库存管理系统是典型的信息管理系统(MIS),其开发主要包括后台数据库的建立和维护以及前端应用程序的开发两个方面。
对于前者要求建立起数据一致性和完整性强、数据安全性好的库。
而对于后者则要求应用程序功能完备,易使用等特点。
本系统主要完成对超市的管理，包括进货管理，销售管理，库存管理和员工管理四个方面。
系统可以完成对各类信息的浏览、查询、添加、删除、修改等功能。
系统的核心是销售、库存查询和进货管理三者之间的联系，每一个表的修改都将联动的影响其它的表，当完成销售或进货操作时系统会自动地完成相对应信息的修改。
查询功能也是系统的核心之一，在系统中主要根据商品编号和商品名称等进行查询，其目的都是为了方便用户使用，以求更快的查找到各个物料和产品品质的基本信息。
系统有完整的用户添加、删除和密码修改功能，系统采用MySql来设计数据库，并使用当前优秀的开发工具―MyEclipse ，它有着最为灵活的数据库结构，对数据库应用有着良好的支持。
论文主要介绍了本课题的开发背景，所要完成的功能和开发的过程。
重点说明了系统的设计思想、难点技术和解决方案。
【关键词】：数据库超市信息系统库存管理Supermarket Stock Manage System第 2 页四川大学锦江学院计算机学院AbstractThis system chiefly accomplishes the stock management to the storehouse, includes being put in storage, goes out the warehouse and stocks, and staff’s information, six aspects such as supplier's information as well as cryptogram management etc. What the system can accomplish to various kind the information glances over and the function such as inquires about ads, deletes and modification etc.The systematic nucleus is put in storage, stocks and goes out the contact between the warehouse, and when accomplishes being put in storage or going out a warehouse, the system can accomplish voluntarily the modification of stock to other table of influence that the modification of every table all will be link geed when operating. Inquiring about the function also is one of systematic nucleus, namely having the wall scroll spare to inquire about and inquires about with many conditions in the system, also having accurately thequery to inquire about with blurring, not only there is the condition query of static state in the system, also having the condition query of trends formations, his purpose all is using for convenient user. The system has complete user to add, deletes and the cipher modification function, and has the report form and prints the function. The Access 2000 that the system adopted among Microsoft Office comes the design data warehouse, and use before one Zorach development tool - MyEclipse, it has the most nimble data base structure, and the application has the good support to the data warehouses.The development background of this the subject, course of function and the development that will be accomplished were chiefly introduced to thesis.The emphatic explanation focal point of systems design, design thought and difficult point technology and settlement scheme.Key words: data base supermarket information system Stock manage 目录第 3 页四川大学锦江学院计算机学院第1章绪论 ........................................................................... ..................... 6 1.1系统开发背景和选题意义 ................................................................. 6 1.2 国内外研究现状 ........................................................................... .... 7 1.3 研究思路和方法 ........................................................................... ... 10 1.4 研究框架和主要研究内容 .............................................................. 10 第2章系统相关技术概述 .........................................................................11 2.1 MySql简介 ........................................................................... ............. 11 2.2 MyEclipse 8.5简介 ...........................................................................11 2.3 Struts2框架结构及工作原理 ........................................................... 12 2.4Hibernate概述 ........................................................................... ........ 13 2.5 Spring 概述 ........................................................................... ............ 13 2.6 JSP技术............................................................................ ................. 15 第3章系统设计............................................................................ .............. 16 3.1需求分析............................................................................ ................ 16 3.2 系统分析............................................................................ ............. 17 3.2系统资源需求 ........................................................................... ........ 18 3.3 组织机构图 ........................................................................... .......... 19 3.4业务流程图............................................................................ ............ 19 3.5数据流程图............................................................................ ............ 20 3.6 功能模块的设计 ............................................................................22 3.7数据库设计............................................................................ ............ 23 3.7.1数据库设计 ........................................................................... ... 23 3.7.2 数据库表 ........................................................................... ...... 24 第4章详细设计与实现 ...........................................................................29 4.1主界面模块设计 ........................................................................... .... 29 4.2 系统管理模块设计 ..........................................................................30 4.3 交易管理模块设计 ..........................................................................34 4.3.1 进货登记 ........................................................................... ...... 34 4.3.2 销货登记 ........................................................................... ...... 35 4.3.3 退货登记 ........................................................................... ...... 36 4.4 查看数据表模块设计 (43)4.4.1 查看厂商数据表 (44)4.4.2 查看进货表 ........................................................................... .. 45 4.4.3 查看现存商品表 (45)第 4 页四川大学锦江学院计算机学院4.4.4 查看销货表 ........................................................................... .. 46 4.4.5 查看退货表 ........................................................................... .. 46 4.5.6 查看员工表 ........................................................................... .. 47 4.5 进货统计模块设计 ..........................................................................50 4.5.2 本月进货统计 .........................................................................51 4.5.3 本季度进货统计 (51)4.5.4 今年进货统计 .........................................................................52 4.6 销货统计模块设计 ..........................................................................52 4.6.1 今日销货统计 .........................................................................52 4.6.2 本月销货统计 .........................................................................53 4.6.3 本季度销货统计 (53)4.6.4 今年销货统计 .........................................................................54 第5章系统测试............................................................................ ............ 54 5.1系统测试............................................................................ ................ 55 5.1.1测试登录页面 ..........................................................................55 5.1.2测试进货登记 ..........................................................................56 5.1.3用户退出系统 ..........................................................................57 参考文献 ........................................................................... ............................. 58 结束语 ........................................................................... ................................. 59 致谢 ........................................................................... . (60)第 5 页感谢您的阅读，祝您生活愉快。
库存管理PPT
第七章 综合生产计划
第十二页，共三十七页。
8.3 库存问题(wèntí)模型
单周期库存问题(wèntí)模型
期望损失最小法 期望利润最大法 确定型均匀需求库存问题模型
经济订货批量模型
经济生产批量模型
Operations Management
第七章 综合生产计划
第十三页，共三十七页。
Operations Management
第七章 综合生产计划
第二页，共三十七页。
Operations Management
案例(àn lì)：戴尔公司的零库存？
在企业生产管理中，库存是由于无法预测未来需求变化，而 又要保持不断的生产经营活动必须配置的资源。但是，大量 的库存会诱发企业管理中的诸多问题，例如资金周转慢、产 品积压等。因此很多企业往往认为，如果在采购、生产、物 流、销售等经营活动中能够实现零库存，企业管理中的大局 部问题就会随之解决。零库存便成了生产企业管理中一个不 懈追求的目标。
戴尔的零库存是建立在对供给商库存的使用或者借用的根底 上，并形成3%的物料本钱优势。戴尔的零库存是因为它
第七章 综合生产计划
第三页，共三十七页。
Operations Management
案例(àn lì)：戴尔公司的零库存？
的每一个产品都是有订单的，通过成熟网络，每20s就整合 一次订单，经过充分的传播，戴尔的名声已经与零库存相联 系，所以很多人一提起戴尔，马上就想起了零库存。
独立需求的库存控制和相关需求的库存控制原理是不 相同的。独立需求对一定的库存控制系统来说，是一 种外生变量〔Exogenous Variable〕，相关需求那么 是控制系统的内生变量〔Endogeous Variable〕。
仓库管理制度 英文
仓库管理制度英文1. IntroductionThe efficient management of a warehouse is crucial to the smooth functioning of a company's supply chain. The Warehouse Management System (WMS) specifies the key guidelines, procedures, and expectations for the management and operation of a warehouse. This system aims to ensure proper organization, safety, security, and efficiency in the handling of inventory and materials. It covers all aspects of warehouse operations, from receipt of goods to dispatch, including storage, inventory control, and order picking.2. ObjectivesThe objectives of the Warehouse Management System are as follows:- Ensure the safe and secure storage of goods- Monitor and control inventory levels to prevent stockouts and overstock situations- Optimize warehouse layout and location for efficient material handling- Streamline receiving, storage, and order fulfillment processes- Minimize damage to goods during handling and storage- Implement safety measures to protect workers and goods- Electronically track and record inventory movements for accurate and real-time inventory status- Improve order accuracy and reduce order cycle times- Ensure compliance with regulatory and quality standards3. Organizational StructureThe warehouse management organizational structure consists of the following roles and responsibilities:- Warehouse Manager: Responsible for overseeing all warehouse operations, including staffing, budgeting, and strategic planning.- Warehouse Supervisor: Manages day-to-day activities, coordinates workflow, and addresses operational issues.- Inventory Control Manager: Ensures accurate inventory records, conducts audits, and implements inventory control measures.- Receiving and Shipping Clerks: Handle the receipt of incoming goods and the dispatch of outbound shipments.- Inventory Handlers: Carry out the physical movement and storage of goods.- Quality Control Inspectors: Check incoming and outgoing goods for damage, accuracy, and adherence to quality standards.- Maintenance Staff: Maintain the warehouse equipment and facilities to ensure a safe and productive working environment.4. Receiving ProceduresThe receiving process plays a critical role in maintaining accurate inventory records and minimizing the risk of receiving damaged or incorrect goods. The following procedures should be followed:- All incoming shipments must be accompanied by a packing list or bill of lading.- Receiving clerks should visually inspect and count the goods to verify quantities and condition.- Any discrepancies or damage should be noted, and the receiving report should be signed by the person receiving the goods.- Goods should be labeled and allocated to the correct storage location based on their characteristics, such as weight, fragility, or temperature sensitivity.- Information about the received items should be promptly entered into the WMS to update inventory records.5. Storage and Inventory ControlEfficient and organized storage is essential for maximizing space utilization and facilitating the movement of goods. The following guidelines should govern storage and inventory control:- Goods must be stored based on their storage requirements, such as temperature, humidity, or shelf life.- The WMS should be used to designate the exact location of each item within the warehouse.- Inventory counts should be conducted regularly to ensure accuracy, and variances should be investigated and resolved promptly.- Age, usage, or expiry date should be taken into account when prioritizing picking locations to ensure that older stock is picked first (FIFO).- The WMS must keep track of replenishment needs and the reordering of stock to prevent stockouts.6. Order Picking and DispatchEfficient order picking and dispatching processes are crucial for fulfilling customer orders accurately and promptly. The following steps should be followed:- The WMS should generate pick lists based on order requirements and prioritize them to optimize picking routes.- Picking staff should verify the items picked against the pick list to ensure accuracy.- Orders must be packed securely and labeled correctly for shipment.- Dispatch staff should use the WMS to update order status and print shipping labels.- Timely communication with logistics and transportation partners is essential to ensure on-time delivery.7. Safety and SecurityThe safety and security of warehouse personnel and goods are of utmost importance. Safety measures should be implemented and enforced, including:- Staff should be provided with appropriate personal protective equipment (PPE) and trained in safe handling practices.- Equipment and machinery should be regularly inspected and maintained to prevent accidents and injuries.- Fire prevention and emergency response procedures should be established and communicated.- Access to the warehouse should be restricted to authorized personnel, and surveillance measures may be implemented to prevent theft and vandalism.8. Reporting and Performance MetricsRegular reporting and the measurement of key performance metrics are essential for evaluating the effectiveness of warehouse operations. Key performance indicators (KPIs) may include:- Order accuracy- On-time delivery- Inventory turnover- Storage space utilization- Labor productivity- Stockout rate- Inventory accuracyThese metrics should be tracked and analyzed to identify areas for improvement and ensure that the warehouse is functioning at peak efficiency.9. ConclusionThe Warehouse Management System provides a comprehensive framework for the effective and organized management of warehouse operations. By following the guidelines and procedures outlined in this system, the company can ensure the optimal utilization of resources, accurate inventory management, and the efficient movement of goods through the supply chain. Continuous improvement and adherence to best practices are essential to meet the evolving demands of the market and deliver superior service to customers.。
超市库存管理表模板
超市库存管理表模板1. 背景介绍超市库存管理表是用于记录和管理超市商品库存的工具。
它可以帮助超市管理人员实时掌握商品的库存情况，方便进行进货和销售决策。
本文将介绍一个简单且易于使用的超市库存管理表模板。
2. 模板设计超市库存管理表模板应包含以下主要内容：2.1 商品信息每个条目应包含商品的名称、编号、分类、单位和进货单价等信息。
2.2 库存数量记录每个商品的当前库存数量。
可以通过输入或自动更新的方式记录。
2.3 进货信息跟踪每次进货的时间、数量和进货单价等信息。
2.4 销售信息记录每次销售的时间、数量和销售单价等信息。
2.5 库存变动以图表或列表的形式展示商品库存的历史变动情况，包括进货和销售记录。
3. 使用说明使用超市库存管理表模板时，需按照以下步骤进行操作：3.1 填写商品信息在表格中的相应位置填写商品的名称、编号、分类、单位和进货单价等信息。
3.2 更新库存数量根据实际情况，定期更新每个商品的库存数量。
可以手动输入或通过其他系统自动更新。
3.3 记录进货信息每次进货时，在表格中添加一条新的进货记录，包括时间、数量和进货单价等信息。
3.4 记录销售信息每次销售时，在表格中添加一条新的销售记录，包括时间、数量和销售单价等信息。
3.5 查看库存变动通过图表或列表查看商品库存的历史变动情况，了解进货和销售记录对库存的影响。
4. 使用建议以下是使用超市库存管理表模板的一些建议：- 定期更新库存数量，保持数据的准确性。
- 分析库存变动趋势，及时进行进货或调整销售策略。
- 设置警戒库存数量，避免库存紧张或积压。
- 保持备份数据，防止数据丢失或损毁。
5. 总结超市库存管理表模板是一个简单而实用的工具，可帮助超市管理人员有效管理商品库存。
使用该模板可以提高库存管理的效率和准确性，并辅助决策制定。
希望以上信息对您有所帮助！。
【运营管理】运营管理之库存管理(PPT 51页)
TC =R ·P+ C·R/Q +H ·Q/2
购买费：R · P 订货费：C · R/Q 库存保管费：H · Q/2
上海交通大学安泰经济与管理学院
经济批量及修正
R：某库存的年需求量（件/年） P：某库存的单位购买费（元/件） Q：每次订货批量 C：某库存的订货费（元/次） H：单位库存平均年库存保管费用（元/件·年)
把最佳批量 Q*的偏差记为δQ*，设订
货批量为 (1+ δ )Q* ，全年总费用
f(Q)=RP+
RQ C * +
Q
*H
2
其中 RP 与批量 Q 无关，灵敏度分析不 考虑
上海交通大学安泰经济与管理学院
经济批量及修正
当Q=(1+δ)Q *时，
f(Q)=
RQ C* +
Q*H 2
将Q * =
2CR H
代入，得
(1) 原理：连续监视，库存量下降到订货点(Reorder Point, ROP)时提出订货，经过订货提前期(Lead Time)，新的订货到达，补充库存。
库存
Q
B
B
B：订货点
L：订货提前期
L
t
上海交通大学安泰经济与管理学院
静态库存控制模型(Static Inventory Management Model)
相关需求
与其它制品所需要的时间、数量有关 确定、可控
上海交通大学安泰经济与管理学院
静态库存控制模型(Static Inventory Management Model)
不同的库存需求，有不同的方法管理 独立需求→采用“补充库存”(Inventory Replenishment)控制机制
仓库管理制度_英文
I. IntroductionThe Warehouse Management System (WMS) is a comprehensive set of guidelines and regulations designed to ensure the efficient and effective operation of the company's warehouse. The purpose of this system is to maintain the security of the company's assets, enhance customer service capabilities, and optimize warehouse operations. This document outlines the key components and responsibilities of the WMS.II. ScopeThis WMS applies to all warehouse personnel and operations within the company. It covers all aspects of warehouse management, including receiving, storing, picking, packing, and shipping of products.III. Definitions- Warehouse: A designated area for storing and managing products and materials.- Receiving: The process of accepting incoming goods and materials into the warehouse.- Storing: The process of organizing and maintaining inventory within the warehouse.- Picking: The process of selecting and gathering products from the warehouse for shipment.- Packing: The process of preparing products for shipment by packaging them appropriately.- Shipping: The process of delivering products to customers or other destinations.IV. Responsibilities4.1 Warehouse Manager- Oversee the daily operations of the warehouse and ensure compliance with the WMS.- Assign tasks to warehouse personnel and monitor their performance.- Maintain inventory accuracy and ensure timely processing of orders.- Address any issues or concerns raised by warehouse personnel or customers.4.2 Warehouse Personnel- Adhere to the WMS and follow standard operating procedures.- Report any discrepancies or issues to the warehouse manager.- Ensure the security of the warehouse and its contents.- Maintain a clean and organized workspace.4.3 Data Team- Receive and process data from the inventory team regarding incoming and outgoing products.- Verify the accuracy of the data and ensure its consistency with the system.- Update the system with real-time information regarding inventory levels.- Generate reports for management to analyze warehouse performance.V. Standard Operating Procedures5.1 Receiving- Receive incoming goods and materials promptly and accurately.- Conduct a visual inspection of the received items to ensure they meet the required specifications.- Update the system with the received items' information and quantities.- Notify the relevant departments of the incoming goods.5.2 Storing- Organize and store products in an efficient manner, following the company's storage guidelines.- Maintain proper inventory levels and rotate stock to prevent spoilage or obsolescence.- Label all storage areas and products clearly for easy identification.- Regularly inspect stored items for damage or defects.5.3 Picking- Retrieve products from the warehouse based on the order requirements.- Verify the accuracy of the picked items before proceeding with packing.- Ensure that the correct quantities and specifications are met for each order.5.4 Packing- Prepare products for shipment by packaging them appropriately.- Label the packages with the necessary information, such as order number, customer name, and delivery address.- Ensure that the packages are secure and suitable for transportation.5.5 Shipping- Coordinate with the transportation department to schedule and arrange for the shipment of products.- Monitor the progress of shipments and ensure timely delivery.- Follow up with customers regarding any shipping issues or delays.VI. ConclusionThe Warehouse Management System is an essential tool for maintaining the company's assets, enhancing customer service, and optimizing warehouse operations. By adhering to the guidelines and responsibilities outlinedin this document, the company can ensure the smooth and efficient functioning of its warehouse.。
供应链与物流管理5-库存管理
税金： 库存的国家税、财产税、保险税
保险： 随库存投资的多少而变化
储藏： 仓库、人员、设备、设施
过时成本： 产品价值的贬值
损耗成本： 储藏搬运过程中的损耗
缺货成本： 供应不足的利润损失
2020/10/17
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第5讲 库存管理
（二）库存管理的衡量指标
第二版
不同企业衡量指标不同。常用的包括：库存周转率、平均库 存值和可供应时间。
广义库存：用于将来目的，物品暂时处于闲置状态.
①存货闲置的位置②存货限制的原因。
库存具有两面性：①解决供需矛盾②增加成本
（二）库存效用
①满足需求变化 ②缩短订货提前期 ③分摊订货费用 ④保持生产过程的连续性 ⑤增将生产计划的柔性
“缓冲库存” ；“供应链系统中的平衡机制”
2020/10/17
第二版
5
第5讲 库存管理
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第高。其高度一般在5米以上，最高达到40米， 常见的立体仓库在7～25米之间。
2、立体仓库必然是机械化仓库。由于货架在5米以上，人工已难 以对货架进行进出货操作，因而必须依靠机械进行作业。而立体仓库 中的自动化立体仓库，则是当前技术水平较高的形式。
Inventory Management System /库存管理系统
2020/10/17
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第5讲 库存管理
第二版
1. 库存物流管理概述
库存克服了物品生产与消费在实践上的差异， 提供了物流的时间效用。在企业供应、生产、销售 等一系列活动中，处处涉及库存。库存控制合理与 否，库存管理是否得当，对加快物流速度，降低物 流成本，发挥物流系统整体功效至关重要。
协同式供应链库存管理（Collaborative Planning, Forecasting & Replenishment，CPFR）
第九章 库存管理
11
By Nijuan, Economics and Management College of West Anhui University
基本定量订货模型的示意图
现有 库存
时间
12
By Nijuan, Economics and Management College of West Anhui University
定期订货模型
库存盘点按照固定的时间间隔进行
• 单一物资的盘点期可利用EOQ公式确定
建立最高库存水平
建立安全库存 订货数量是变化的
19
By Nijuan, Economics and Management College of West Anhui University
定期订货模型
21
By Nijuan, Economics and Management College of West Anhui University
定期模型
定期检查系统的目标库存水平、订货量与安全库存
假定提前期是确定的
SS z T L q d (T L) z T L I = 目标库存水平当前库存水平
边补充边消耗的定量订货模型下的 经济采购批量
p d QH D TC DC S Q 2p
EOQ 2 DS p H p d
18
By Nijuan, Economics and Management College of West Anhui University
定期订货模型
库存量
订货量
目标库存量
时间
订货间隔期
7
By Nijuan, Economics and Management College of West Anhui University
样品库存管理明细表
6个月
1020
6个月
1021
6个月
1022
6个月
1023
6个月
1024
6个月
备注
0
1025
6个月
0
1026
6个月
0
1027
6个月
0
1028
6个月
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库存管理_模板参考
3.3库存管理策略
3.3.1多款、少量的生产 Zara的一个显著特征是它拥有丰富的款式，但它并不追求每一种款式都能生产到足够 多，而是致力于提供各种不同的设计 3.3.2垂直整合"的协作生产模式 在设计方案被ACK之前，我们需要对其进行全面的管控，以保证订单的顺利执行。首先， 我们需要制定一份详细的原材料采购 及生产预算，并密切关注库存的动态，同时将其 分派给合适的供应商，以及对货物的供应进行实时追溯，以避免出现供应短缺或超负荷 3.3.3强大的管理信息系统 ZARA的商业模式依赖于其先进的信息技术，通过整合ZARA的设计、制造、运输和零售 渠道，使其能够在"买得起的快速时尚"中脱颖而出 3.3.4完善的物流体系
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zara库存 管理(1)
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小组成员
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高梓航word第三
部分全部
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孙董一PPT全部
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董博文公司介绍
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王西波概述
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李云龙word排版+
总结
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1、 概述
库存管理在实体企业中是无比重要的一环节，如果吧企业比做成一个 巨大的钟表那么库存管理就是其中运作的齿轮，它不仅仅决定着企业 的物流周期还决定着整体运营效率，一个良好的库存管理可以避免囤 货积压减少更多的管理成本，同时也能减少产品的损坏以及贬值。提 高物流运转速度、降低仓储成本、提升整体的运营销量将收益最大化、 库存最小化都是企业成功的必要条件
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ZARA在去库存化和库存管理中十分突出，因此以ZARA为例子阐述库存 管理的重要性和库存管理是如何做的更加完善的
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2、 公司介绍
01
ZARA 是1975年设立于西班牙隶属Inditex集团旗下的一个 子公司，既是服装品牌也是专营ZARA品牌服装的连锁零售品
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。
库存管理现状调查问卷(1)02
安德电器物流部2014年11月仓库管理现状不记名调查问卷为真实了解公司仓库管理现状，现根据公司管理工作需要，由公司物流部组织开展一次仓库管理问卷调查活动。
本次问卷调查采用匿名形式，要求参与者本着实事求是的原则，真实作答。
1、您是（）。
A、普通仓管B、仓库管理人员D、保密2、您入职安德仓库已经有（）。
A、不到1年B、1-2年C、2-3年D、3-4年E、4年以上。
3、您认为目前部门的管理现状满意吗（）。
A、不满意，领导不重视我，来好几年不给我加薪B 、满意，感觉领导对我挺关心的，还给我工作指导C 、不满意，管理方式需要改进D 、一般吧E 很不满意4、您认为目前公司货物入库流程现状与下列哪种情况比较相近（）。
A 、货物检验合格后，库管人员根据请购单核对采购物资到货的情况，数量无误后在对方送货单签收，并办理入库手续，填制入库单。
B、货物检验合格后，库管人员根据对方送货单核对采购物资到货的情况，数量无误后在对方送货单签收，并办理入库手续，填制入库单。
C、货物检验合格后，库管人员根据对方送货单核对采购物资到货的情况，数量无误后直接在对方送货单签收，部分物资当时填制采购入库单，部分物资入库单在月底统一填制。
D、货物检验合格后，库管人员根据对方送货单核对采购物资到货的情况，数量无误后直接在对方送货单签收，当时并不填制入库单，待该物资需要领用时一并填制出库单和入库单。
5、您认为，公司仓库管理人员发现货物到货数量大于请购数量情况后，应采取哪种方式处理？（）。
A、直接将多到物资直接退回给送货单位。
B、将此信息反馈给采购部门和请购部门，如果确实需要，则将多到物资办理签收入库手续。
并要求相关人员补办请购手续，否则直接退货给送货单位。
C、将此信息反馈给采购部门和请购部门，如果确实需要，则将多到物资办理签收入库手续，否则直接退货给送货单位。
D、直接将多到物资办理签收入库手续。
6、您认为外购物料公司出现质量异议相对较多的是以下哪几种物资（）。
仓库管理异常统计表模板
仓库管理异常统计表模板Warehouse Management Exception Report Template. Section 1: General Information.Warehouse Name:Reporting Period:Section 2: Exception Summary.Total Exceptions:Top 3 Exception Types:Section 3: Exception Details.Table 1: Exception Log.Exception ID.Exception Type.Exception Description.Date and Time.Responsible Party.Resolution Status.Section 4: Root Cause Analysis.Common Causes of Exceptions.Corrective Actions Implemented.Planned Preventive Measures.Section 5: Impact Assessment.Financial Impact (e.g., lost revenue, additionalexpenses)。
Operational Impact (e.g., delays, reduced productivity)。
Customer Impact (e.g., order fulfillment errors, dissatisfaction)。
Section 6: Recommendations.Short-Term Recommendations for Immediate Action.Long-Term Recommendations for Systemic Improvement.中文回答：仓库管理异常统计表模板。
Chapter7库存管理
80%
11T
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1.5% 98.5%
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20G
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1.5% 100.0%
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第二十四页，共118页。
销售额的百分比
ABC库存分析
120% 100%
80% 60% 40% 20%
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0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
产品项的百分比
2、平均库存值
3、可供应时间
库存控制的方法主要有ABC剖析法、经济订货批量法 〔EOQ〕、订货点法等。
第二十一页，共118页。
ABC分类法〔ABC Analysis〕
ABC剖析法源于ABC曲线剖析，ABC曲线又叫帕雷托曲线，表达的是〝 关键的少数和主要的少数〞的关系。 ABC分类法，又称为重点管理法或ABC剖析法。通常将库存按年度货币 占用量分为A、B、C三类，A类是年度货币量最高的库存，这些种类可以只 占库存总数的20%，但用于它们的库存本钱却占到总数的80%；B类是年度 货币量中等的库存，这些种类占用全部库存的30%左右，占总价值的15%； C类库存种类，它们只占全部年度货币量的5%左右，但却占库存总数的 50%左右。 除货币量目的外，企业还可以依照销售量、销售额、订货延迟期、缺货 本钱等目的将库存中止分类管理。 树立在ABC分类基础上的库存管理战略： 1、破费在置办A类库存的资金应大大多于花在C类库存上； 2、对A类库存的现场管理应更严峻，它们应寄存在更平安的中央，而且 为了(wèi le)保证它们的记载准确性，更应对它们频繁地中止检验，要求有 详细的库存记载；B类库存采取正常控制，坚持正常的库存记载。C类库存 那么只需稍加控制，不需记载。 3、对A类库存在一切活动中给予最高优先级，以紧缩延迟期和库存量。 预测A类库存应比预测其他类库存更为细心精心。
现代企业库存管理知识讲义(56页)
第三章库存管理第一节库存管理过程一、库存管理过程1.库存的经济分析库存管理的任务是用最少的费用在适宜的时间和适宜的地点获取适当数量的原材料、消耗品或最终产品。
库存是包含经济价值的物质资产,购置和储存都会产生费用。
库存成本是建立库存系统时或采取经营措施所造成的结果。
库存系统的成本主要有购入成本、订货费、保管(储存)费用及缺货成本。
⑴购入成本某种物品的购入成本有两种含义:当物品从外部购买时,购入成本指单位购入价格;当由企业内部制造时,指单位生产成本。
单位成本始终要以进入库存时的成本来计算。
对购物品来说,单位成本应包括购价加上运费。
对于自制物品来说,单位成本则包括直接费、直接材料费和企业管理费用等。
⑵订货费用(或称订购成本)定货费用是从需求的确认到最终的到货,通过采购或其他途径获得物品或原材料的时候发生的费用。
订购成本包括提出订货申请单、分析货源、填写采购订货单、来料验收、跟踪定货等各项费用。
主要包括以下因素:①内部各部人员的费用,如采购、财务、原材料控制与储存人员的工资等。
②管理费用,如办公用品、电话、计算机系统的应用。
订货费用的主要特征是与采购次数直接有关 ,而与订货量的大小几乎无关。
因为这个原采购必须制定政策与战略,以便从市场上以最有效的订货批量来进行采购,而不仅仅根根据生产与需求。
⑶保管(储存)费用保管费用包括:收货、存储和搬运费用。
最重要的保管费用是机会成本,就是资金投资在库存上比投资在其他领域的收益哪个更大。
保管费用包括:①存储费用取暖、照明以及仓储建筑物的折旧。
②人员费用库存运行的人力资源。
③库存记录的保存费用管理和系统费用,包括盘点和检查库存。
④安全与保险⑤库存损坏与废弃⑥折旧这些都是可以控制的费用,用来衡量库存过程的管理效率。
⑷缺货成本缺货成本是由于外部或内部中断供应所产生的。
当企业的用户得不到他们的全部订货时,外部缺货；而当企业内部某一个班组或一个部门得不到它的全部订货时,叫做内部缺货。
库存管理PowerPoint演示文稿
1．能灵活应用各种库存管理模式； 2．能用一定的方法控制库存水平。
库存管理PowerPoint演示文稿
第一节 库存管理概述
一、库存及其作用
（一）库存的概念
库存是指企业在生产经营过程中为了将来的耗用 或者在销售过程中为了将来的销售而储备的资源。
库存管理PowerPoint演示文稿
第一节 库存管理概述
2．戴尔公司如何实现“零库存”？ 3．在库存管理方面，戴尔公司如何实现 与供应商的双赢？
库存管理PowerPoint演示文稿
学习目标
总目标 能利用一定的库存管理方法 来控制企业的库存水平。
知识目标 1．了解库存的作用； 2．熟悉库存管理模式。
技能目标
能力目标
1．能根据企业的具体情况 选择库存管理方法； 2．能控制企业的库存水平。
库存管理-PowerPoint 演示文稿
2020/11/13
库存管理PowerPoint演示文稿
第八章 库存管理
本章主要内容：
• 库存管理概述 • 库存管理模式 • 库存控制方法
库存管理PowerPoint演示文稿
案例导读
回答以下问题：
1．对于企业而言，库存到底是负担还是 必要的储备？库存有哪些积极方面的作用和消 极方面的作用？
1．寄售的概念。寄售（Consignment），是指委 托人（寄售人）先将货物运到受委托人（代销）的所 在地，由代销人按协议规定，参照当地市场价格代为 销售货物。
2．寄售的实施。寄售常用于国际贸易，现在用于 零售。寄售业务的特点是先凭协议出运货物，后成交 销出。
库存管理PowerPoint演示文稿
第二节 库存管理模式
持有成本（H） 订货成本（C1）
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Activity 5 Jackson08043324张贶Write a report about:
How do we cooperate with the suppliers?
How to balance the inventory level and customer satisfaction
How to adjust the unfitful procedures in the warehouse
So we can minimize the inventory level
At least 300 words.
Communication is the premises of enterprise and supply to cooperate, only after full exchange, the company and suppliers be mutually understand the different needs of themselves, and then tell suppliers the quality and quantity and goods arrival time which business enterprise needs, so that let suppliers work with the production plan of enterprise. On the other hand, if the supplier has the potential, companies can send technicians to help the supplier to developing and developing the service level, to achieve the business requirements, or the suppliers get into the enterprise, but the supplier have the independent decision-making, development and management team, so that contact between companies and suppliers will be more precise, on this case also cooperate will be more convenient. Based on the cooperation , they need to cooperate to find defects with the process, and then work together to address these shortcomings, so that cooperation can be improved.
Inventory levels and customer satisfaction is a contradiction of the existence, in order to improve customer satisfaction, we must maintain higher inventory levels, but this will increase the cost and inventory management costs, if we want the lowest cost, we must find a balance point between them, a method is to use ABC classification, divided the customer into three categories of ABC, A class of important customers, we need give priority to meet the needs of class A, B class and C class of customers to bring business value is not large, so we can reduce the B class and C class inventory of goods, thus this way raising a major customer satisfaction, bringing great benefits to the enterprise. On the other hand, enterprises can maintain a certain level of inventory, and improve inventory velocity of goods to meet customer needs, This requires need use of appropriate procure methods and suppliers work with enterprises . We can also improve customer satisfaction from the customer side, enhance communication with customers, understand customer needs and requirements,
and then address these needs and requirements, increase or reduce the inventory of different goods.
Staff is very familiar on the operation process, so we want to adjust the inappropriate processes need to communicate with them, understand their views and make records, and to establish a feedback mechanism to collect employee feedback on the inappropriate informations, and then report to the technical department, study and the new process will bring the advantages disadvantages and feasibility, and small-scale use new operating procedures, after the trial period, the collected information of new process, and then decide whether to use the new process.。