外文翻译库存管理

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库存管理外文文献及翻译

库存管理外文文献及翻译本科毕业论文外文文献及译文文献、资料题目: Zero Inventory Approach 文献、资料来源: The IUP Journal of SupplyChain Management文献、资料发表（出版）日期: 2012.06院（部）:管理工程学院专业: 工业工程班级:工业112姓名:张金丰学号: 2011021527指导教师:孔海花翻译日期:2015.06.14外文文献：Zero Inventory ApproachManaging optimal inventory in the supply chain is critical for an enterprise. The ability to increase inventory turns and the use of best inventory practices will reduce inventory costs across the supply chain. Moving towards zero inventory will result in effective inventory management in the business process. Inventory Optimization Solutions can be implemented easily using inventory optimization software. With Radio Frequency Identification (RFID) technology, inventory can be updated in real time without product movement, scanning or human involvement. Companies have to adopt best practices to optimize operational processes and lower their cost structure through inventory strategies.IntroductionWith supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in the flow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancing investment and service-level goals over a very large assortment of Stock-Keeping Units (SKUS). In contrast to traditional ‘one-at-a-time’ marginal stock level setting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize the costs of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:•In-house manufacturing vs. contract manufacturing;•Domestic vs. off shore;•New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented.Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. The five strategies used were: forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to forminventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment.Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory, the flow of goods from warehouse to shelves improves, employees who possess multiple skills are utilized more efficiently, better consistency of scheduling and consistency ofemployee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks like delays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is respons ible for maintaining the customer’s inventory levels. VMI is defined as a process or mechanism where the supplier creates the purchase orders based on the demand information. VMI is a combination of e-commerce, software and people. It has resulted in the dramatic reduction of inventory across the supply chain. VMI is categorized in the real world as collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting. Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the customer’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after apre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management,Inventory Management practices,Inventory Planning,Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degree by the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow somesteps like creating a strategy, integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation. Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning (ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method, network inventory and other software tools for inventory optimization. Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of items across the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines wherecapacity is to be added, calculates impact of market conditions, assesses impact of new products and the impact of a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management, is an essential component of robust network management architecture.NIMS provide information that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and develop supply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk,and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demand and supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (XIO) service as an extension of its asset and service management solutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and relateddocumentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks.Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are notorganized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUs appreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to take inventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.中文译文：零库存方法对于一个企业来说，在供应链中优化库存管理是至关重要的。

出入库管理英语

出入库管理英语出入库管理英语是指对企业物流和仓储领域中的物品出入库进行管理的一种英语表达方式。

在企业运营中，出入库管理是非常重要的一环，它涉及到货物的进出、库存的控制和管理等方面，因此需要相关的工作人员具备出入库管理的英语表达能力。

出入库管理的英语表达主要包括以下方面：1.入库管理英语表达(1) Incoming goods inspection –入库检验(2) Receiving procedure –收货流程(3) Goods receiving –货物接收(4) Unloading –卸货(5) Checking of delivery note –发货单核对(6) Checking of quantity and quality –数量和质量检查 2.出库管理英语表达(1) Dispatching procedure –发货流程(2) Picking –拣货(3) Checking of delivery note –发货单核对(4) Checking of quantity and quality –数量和质量检查(5) Loading –装货(6) Shipping –发货3.库存管理英语表达(1) Inventory control –库存控制(2) Stock-taking –盘点(3) Inventory management system –库存管理系统(4) Stock level –库存水平(5) Safety stock –安全库存(6) FIFO (First-In-First-Out) –先进先出法以上是出入库管理英语的主要内容，掌握这些英语表达可以帮助工作人员更好地进行出入库管理工作，并更好地沟通交流。

仓库管理制度英文版

1. IntroductionThis Warehouse Management System (WMS) is established to ensure the efficient and safe operation of the warehouse, optimize storage and distribution processes, and maintain the quality and integrity of goods. This system applies to all departments and individuals involved in the operation of the warehouse.2. Responsibilities2.1 The warehouse manager is responsible for the overall management of the warehouse, including personnel management, inventory management, equipment management, and safety management.2.2 The warehouse staff are responsible for the daily operation of the warehouse, such as receiving, storing, picking, and shipping goods, as well as maintaining the cleanliness and order of the warehouse.3. Warehouse Layout and Equipment3.1 The layout of the warehouse should be reasonable and efficient, ensuring the smooth flow of goods and personnel.3.2 The warehouse should be equipped with necessary storage equipment, such as shelves, racks, conveyors, and forklifts, to facilitate the storage and handling of goods.4. Inventory Management4.1 The warehouse staff shall maintain accurate inventory records, including the name, quantity, specifications, and storage location of goods.4.2 Regular inventory checks shall be conducted to ensure the accuracy of inventory records and the timely discovery of discrepancies.4.3 The inventory system shall be updated in a timely manner, reflecting the actual inventory status.5. Receiving and Inspection5.1 When receiving goods, the warehouse staff shall check the quality, quantity, and specifications of the goods against the purchase order and inspection report.5.2 Any discrepancies shall be reported to the relevant department for handling.6. Storage and Handling6.1 Goods shall be stored in designated areas according to their characteristics, such as shelf life, flammability, and toxicity.6.2 Goods shall be handled with care to prevent damage or contamination.6.3 The warehouse staff shall regularly inspect the stored goods to ensure their quality and integrity.7. Picking and Shipping7.1 Picking operations shall be conducted according to the order requirements, ensuring the accuracy and efficiency of the picking process.7.2 Goods shall be packed and labeled properly before shipping.8. Safety and Environment8.1 The warehouse shall comply with safety regulations and standards, including fire prevention, electrical safety, and personal protective equipment.8.2 The warehouse staff shall be trained on safety procedures and emergency response measures.8.3 The warehouse shall maintain a clean and tidy environment, with proper waste disposal and ventilation.9. Training and Evaluation9.1 The company shall provide regular training for the warehouse staff on warehouse management, safety, and other relevant issues.9.2 The performance of the warehouse staff shall be evaluated periodically to ensure the continuous improvement of the warehouse management system.10. Confidentiality10.1 The warehouse staff shall keep the company's business information confidential and not disclose it to unauthorized personnel.11. Violation and Punishment11.1 Any violation of this Warehouse Management System shall be subject to disciplinary measures, including warnings, fines, and termination of employment.12. Revision12.1 This Warehouse Management System may be revised and updated from time to time as needed.By implementing this Warehouse Management System, the company aims to achieve efficient, safe, and reliable warehouse operations, ensuring the satisfaction of customers and the continuous improvement of the company's competitive advantage.。

外文翻译--- 供应链管理下的库存控制

外文翻译--- 供应链管理下的库存控制在供应链管理环境下，库存控制仍然存在一些问题，需要企业及时解决。

主要问题包括以下几个方面：1.信息不对称在供应链中，不同企业之间的信息不对称问题比较严重，导致企业难以准确预测市场需求，从而影响库存控制的效果。

2.订单不稳定供应链中的订单不稳定性也是影响库存控制的重要因素之一。

订单不稳定会导致企业难以确定库存水平，从而影响供应链整体绩效。

3.物流配送问题物流配送问题也是影响库存控制的重要因素之一。

物流配送不畅会导致库存积压，增加企业的库存成本。

4.缺乏协调供应链中各个企业之间缺乏协调也是影响库存控制的重要因素之一。

缺乏协调会导致企业之间的库存信息不同步，从而影响供应链整体绩效。

为了解决这些问题，企业需要采取一系列措施，如加强信息共享、优化订单管理、完善物流配送体系、建立协调机制等，以提高供应链整体绩效和库存控制的效果。

尽管从宏观角度来看，供应链管理环境下的库存控制比传统管理更具优势，但实际操作中，由于每个企业对供应链管理的理解存在差异，存在利益冲突等问题，导致实际运用时也会出现许多问题。

其中，主要存在以下几个方面的问题：1.各企业缺乏供应链管理的整体观念，导致各自为政的行为降低了供应链整体效率。

2.交货状态数据不准确，导致客户不满和供应链中某些企业增加库存量。

3.信息传递系统低效率，导致延迟和不准确的信息，影响库存量的精确度和短期生产计划的实施。

4.缺乏合作与协调性，组织障碍是库存增加的一个重要因素。

5.产品的过程设计没有考虑供应链上库存的影响，导致成本效益被库存成本抵消，引进新产品时也会遇到问题。

因此，在供应链管理环境下，需要制定合适的库存控制策略，包括建立整体观念，提高信息传递效率，加强合作与协调性，考虑库存影响的产品设计等措施，以提高供应链整体效率。

针对库存管理问题，我们推出以下策略：1.供应商管理库存策略：VMI（Vendor Managed Inventory）库存管理模式。

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.。

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。

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。

库存管理的基本原理和方法

“库存”，在英语里面有两种表达方式：Inventory和Stock，它表示用于将来目的的资源暂时处于闲置状态。

一般情况下，人们设置库存的目的是防止短缺，就象水库里储存的水一样。

另外，它还具有保持生产过程连续性、分摊订货费用、快速满足用户订货需求的作用。

在企业生产中，尽管库存是出于种种经济考虑而存在，但是库存也是一种无奈的结果它是由于人们无法预测未来的需求变化，才不得已采用的应付外界变化的手段，也是因为人们无法使所有的工作都做得尽善尽美，才产生一些人们并不想要的冗余与囤积-不和谐的工作沉淀。

在库存理论中，人们一般根据物品需求的重复程度分为单周期库存和多周期库存。

单周期需求也叫一次性订货，这种需求的特征是偶发性和物品生命周期短，因而很少重复订货，如报纸，没有人会订过期的报纸来看，人们也不会在农历八月十六预订中秋月饼，这些都是单周期需求。

多周期需求是在长时间内需求反复发生，库存需要不断补充，在实际生活中，这种需求现象较为多见。

多周期需求又分为独立需求库存与相关需求库存两种属性。

所谓独立需求是指需求变化独立于人们的主观控制能力之外，因而其数量与出现的概率是随机的、不确定的、模糊的。

相关需求的需求数量和需求时间与其他的变量存在一定的相互关系，可以通过一定的数学关系推算得出。

对于一个相对独立的企业而言，其产品是独立的需求变量，因为其需求的数量与需求时间对于作为系统控制主体-企业管理者而言，一般是无法预先精确确定的，只能通过一定的预测方法得出。

而生产过程中的在制品以及需要的原材料，则可以通过产品的结构关系和一定的生产比例关系准确确定。

独立需求的库存控制与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），相关需求则是控制系统的内生变量（Endogenous Variable）。

不管是独立需求库存控制还是相关需求库存控制，都要回答这些问题：（1）如何优化库存成本？（2）怎样平衡生产与销售计划，来满足一定的交货要求？（3）怎样避免浪费，避免不必要的库存？（4）怎样避免需求损失和利润损失？归根到底，库存控制要解决三个主要问题：（1）确定库存检查周期；（2）确定订货量；（3）确定订货点（何时订货）。

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。

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。

仓库管理英语常用语

仓库管理英语常用语在仓库管理中，使用英语进行交流是非常重要的。

以下是一些在仓库管理中常用的英语表达：仓库和库存1.Stock: 库存物品2.Inventory: 存货清单3.Warehouse: 仓库4.Stockroom: 储藏室5.Stock level: 存货水平6.Stock control: 库存控制7.Inventory management: 库存管理8.Receiving: 收货运输和包装1.Shipping: 运输2.Packing: 包装3.Freight: 货运4.Delivery: 送货5.Shipment: 装运6.Pallet: 托盘7.Container: 集装箱8.Carton: 纸盒订单和交付1.Order processing: 订单处理2.Order confirmation: 订单确认3.Purchase order: 采购订单4.Delivery note: 交货单5.Dispatch: 发货6.Return merchandise authorization (RMA): 退货授权7.Back order: 后补订单8.Out of stock: 缺货盘点和检查1.Stocktaking: 盘点2.Checking: 检查3.Auditing: 审计4.Quality control: 质量控制5.Reconciliation: 对账6.Damaged goods: 损坏货物日常操作1.Receiving goods: 收货2.Stacking goods: 堆放货物3.Picking goods: 拣货beling: 贴标签5.Sorting: 分拣6.Shipping out: 出货7.Cycle counting: 循环计数以上是一些在仓库管理中常见的英语表达，希望这些词汇能帮助你更好地理解和应用在仓库管理中。

库房(货场)管理制度(中英文)

库房(货场)管理制度(中英文)库房（货场）管理制度 Warehouse (yard) management system第一章目的The first chapter goal为加强仓库(货场）物资管理，明确物资出入库手续和流程，确保仓库（货场）有序、安全，特制定本制度。

Order to strengthen the administration of the warehouse (yard) supplies clear material for the procedures and processes,Ensure the safety of the warehouse (yard) order, this system.第二章库房（货场）人员工作内容The first chapter Warehouse (yard) personnel work scope and content1、保持库房（货场）材料堆放整齐、标示清楚，环境干净卫生与安全。

Keep the warehouse (yard) materials piled up neatly, clearly marked, the environment clean health and safety.2、入库：根据物资设备采购计划和报关资料核查入库物资型号、规格、数量、包装是否完好，检查无误后入库并填写《开箱检查记录》、《设备材料入库台账》。

Storage: according to the material equipment purchasing plan and customs declaration data check incoming material type, specification, quantity and packing are in good condition, and so on, put in storage after inspection and correct and fill in out of the inspection records、equipment, material storage parameter.3、出库：根据工区施工人员编制的《施工作业票》发放材料，并填写《物资设备领用单》月底25日汇总填写《物资设备用料台账》。

书店库存管理英语

书店库存管理英语
书店库存管理英语指的是在书店经营过程中，负责管理书籍库存的相关英语词汇和表达方式。

这些词汇和表达方式包括但不限于：
1. Inventory management: 库存管理
2. Stocktaking: 盘点库存
3. Reorder point: 重新订货点
4. Economic order quantity (EOQ): 经济批量
5. Lead ti 提前期
6. Safety stock: 安全库存
7. Just-in-time (JIT) inventory system: 准时库存管理系统
8. Perpetual inventory system: 永久库存管理系统
9. Barcode scanning: 条码扫描
10. Point-of-sale (POS) system: 销售点管理系统
在书店经营中，合理的库存管理是保证经营成功的关键。

学习和掌握书店库存管理英语，有利于提高书店经营效率和管理水平。

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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 m aterials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company aspurchased products. Likewise, merchandise stocks in a retail store contribute to profits onlywhen 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 businessinvestment and must be well managed i n 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 i nvolves balancing the costs of inventory with the benefits of inventory. Many small business owners fail to appreciate fully the true costs of carryinginventory, 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 enoughis 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 havingan 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 forothers. For example, computing the inventory turnover ratio is a simple measure of managerialperformance. This value gives a rough guideline by which managers can set goals and evaluateperformance, 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 atthe moment they are needed. This includes going into the market to buy the goods early enoughto ensure delivery at the proper time. Thus, buying requires advance planning to determineinventory needs for each time period and then making the commitments without procrastination.THE PURCHASING PLANFor retailers, planning ahead is very crucial. Since they offer new items for sale monthsbefore 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 panicpurchases. The main reason for this early offering for sale of new items is that the retailerregards the calendar date for the beginning of Ihe new season as the merchandise date for iheend 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 longthe inventory you have in stock will last.For instance, a retail firm must formulate a plan to ensure the sale of the greatest numberof units. Likewise, a manufacturing business must formulate a plan to ensure enough inventoryis on hand for production of a finished product.In summary, the purchasing plan detail: When commitments should be placed: When the firstdelivery should be received; When t he inventory should be peaked; When r eorders 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 forsale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanted items, it isnecessary to establish adequate controls over inventory on order and inventory in stock. Thereare several proven methods for inventory control. They are listed below, from simplest to mostcomplex. Visual control enables the manager to examine the inventory visually to determine ifadditional inventory is required. In very small businesses where this method is used, recordsmay not be needed at all or only for slow moving or expensive items. Tickler control enables themanager to。

仓库管理系统外文翻译英文文献

仓库管理系统外文翻译英文文献核准通过，归档资料。

未经允许，请勿外传～Warehouse Management Systems (WMS).The evolution of warehouse management systems (WMS) is very similar to that of many other software solutions. Initially a system to control movement and storage of materials within a warehouse, the role of WMS is expanding to including light manufacturing, transportation management, order management, and complete accounting systems. To use the grandfather of operations-related software, MRP, as a comparison, material requirements planning (MRP) started as a system for planning raw material requirements in a manufacturing environment. Soon MRP evolved into manufacturing resource planning (MRPII), which took the basic MRP system and added scheduling and capacity planning logic. Eventually MRPII evolved into enterprise resource planning (ERP), incorporating all the MRPII functionality with full financials and customer and vendor management functionality. Now, whether WMS evolving into a warehouse-focused ERP system is a good thing or not is up to debate. What is clear is that the expansion of the overlap in functionality between Warehouse Management Systems, Enterprise Resource Planning, Distribution Requirements Planning, Transportation Management Systems, Supply Chain Planning, Advanced Planning and Scheduling, and Manufacturing Execution Systems will only increase the level ofconfusion among companies looking for software solutions for their operations.Even though WMS continues to gain added functionality, the initialcore functionality of a WMS has not really changed. The primary purposeof a WMS is to control the movement and storage of materials within an operation and process the associated transactions. Directed picking, directed replenishment, and directed put away are the key to WMS. The detailed setup and processing within a WMS can vary significantly fromone software vendor to another, however the basic logic will use a combination of item, location, quantity, unit of measure, and1order information to determine where to stock, where to pick, and in what sequence to perform these operations.At a bare minimum, a WMS should:Have a flexible location system.Utilize user-defined parameters to direct warehouse tasks and uselivedocuments to execute these tasks.Have some built-in level of integration with data collection devices.Do You Really Need WMS?Not every warehouse needs a WMS. Certainly any warehouse couldbenefit from some of the functionality but is the benefit great enoughto justify the initial and ongoing costs associated with WMS? Warehouse Management Systems are big, complex, data intensive, applications. They tend to require a lot of initial setup, a lot of system resources to run, and a lot of ongoing data management to continue to run. That’s ri ght, you need to "manage" your warehouse "management" system. Often times, large operations will end up creating a new IS department with the sole responsibility of managing the WMS.The Claims:WMS will reduce inventory!WMS will reduce labor costs!WMS will increase storage capacity!WMS will increase customer service!WMS will increase inventory accuracy!The Reality:The implementation of a WMS along with automated data collectionwill likely give you increases in accuracy, reduction in labor costs (provided the labor required to maintain the system is less than the labor saved on the warehouse floor), and a greater ability to servicethe customer by reducing cycle times. Expectations of inventoryreduction and increased storage capacity are less likely. Whileincreased accuracy and efficiencies in the receiving process may reduce the level of safety stock required, the impact of this reduction will likely be negligible in comparison to overall inventory levels. The predominant factors that control inventory levels are2lot sizing, lead times, and demand variability. It is unlikely that a WMS will have a significant impact on any of these factors. And while a WMS certainly provides the tools for more organized storage which may result in increased storage capacity, this improvement will be relative to just how sloppy your pre-WMS processes were.Beyond labor efficiencies, the determining factors in deciding to implement a WMS tend to be more often associated with the need to do something to service your customers that your current system does not support (or does not support well) such as first-in-first-out, cross-docking, automated pick replenishment, wave picking, lot tracking, yard management, automated data collection, automated material handling equipment, etc.SetupThe setup requirements of WMS can be extensive. The characteristics of each item and location must be maintained either at the detail level or by grouping similar items and locations into categories. An example of item characteristics at the detail level would include exact dimensions and weight of each item in each unit of measure the item is stocked (each, cases, pallets, etc) as well as information such as whether it can be mixed with other items in a location, whether it is rack able, max stack height, max quantity per location, hazard classifications, finished goods or raw material, fast versus slow mover, etc. Although some operations will need to set up each item this way,most operations will benefit by creating groups of similar products. For example, if you are a distributor of music CDs you would create groups for single CDs, and double CDs, maintaining the detailed dimension and weight information at the group level and only needing to attach the group code to each item. You would likely need to maintain detailed information on special items such as boxed sets or CDs in special packaging. You would also create groups for the different types of locations within your warehouse. An example would be to create three different groups (P1, P2, P3) for the three different sized forward picking locations you use for your CD picking. You then set up the quantity of single CDs that will fit in a P1, P2, and P3 location, quantity of double CDs that fit in a P1, P2, P3 location etc. You would likely also be setting up case quantities, and pallet quantities of each CD group and quantities of cases and pallets per each reserve storage location group.If this sounds simple, it is…well… sort of. In reality most operations have a much morediverse product mix and will require much more system setup. And setting up the physical characteristics of the product and locations is only part of the picture. You have set up enough so that the system knows where a product can fit and how many will fit in that location. You now need to set up the information needed to let the system decide exactly which location to pick3from, replenish from/to, and put away to, and in what sequence these events should occur (remember WMS is all about “directed” m ovement). You do this by assigning specific logic to the various combinations of item/order/quantity/location information that will occur.Below I have listed some of the logic used in determining actual locations and sequences.Location Sequence. This is the simplest logic; you simply define a flow through your warehouse and assign a sequence number to each location. In order picking this is used to sequence your picks to flow through the warehouse, in put away the logic would look for the first location in the sequence in which the product would fit.Zone Logic. By breaking down your storage locations into zones you can direct picking, put away, or replenishment to or from specific areas of your warehouse. Since zone logic only designates an area, you will need to combine this with some other type of logic to determine exact location within the zone.Fixed Location. Logic uses predetermined fixed locations per item in picking, put away, and replenishment. Fixed locations are most often used as the primary picking location in piece pick and case-pick operations, however, they can also be used for secondary storage.Random Location. Since computers cannot be truly random (nor would you want them to be) the term random location is a little misleading. Random locations generally refer to areas where products are not storedin designated fixed locations. Like zone logic, you will need some additional logic to determine exact locations.First-in-first-out (FIFO). Directs picking from the oldest inventory first.Last-in-first-out (LIFO). Opposite of FIFO. I didn't think there were any realapplications for this logic until a visitor to my site sent an email describing their operation that distributes perishable goods domestically and overseas. They use LIFO for their overseas customers (because of longer in-transit times) and FIFO for their domestic customers.Pick-to-clear. Logic directs picking to the locations with the smallest quantities on hand. This logic is great for space utilization.Reserved Locations. This is used when you want to predetermine specific locations to put away to or pick from. An application for reserved locations would be cross-docking, where you may specify certain quantities of an inbound shipment be moved to specific outbound staging locations or directly to an awaiting outbound trailer.Maximize Cube. Cube logic is found in most WMS systems however it is seldom used. Cube logic basically uses unit dimensions to calculate cube (cubic inches per unit) and then compares this to the cube capacity of the location to determine how much will fit. Now if the units are capable of being stacked into the location in a manner that fills every cubic inch of4space in the location, cube logic will work. Since this rarely happens in the real world, cube logic tends to be impractical.Consolidate. Looks to see if there is already a location with the same product stored in it with available capacity. May also create additional moves to consolidate like product stored in multiple locations.Lot Sequence. Used for picking or replenishment, this will use the lot number or lot date to determine locations to pick from or replenish from.It’s very common to combine multiple logic methods to determine the best location. Forexample you may chose to use pick-to-clear logic within first-in-first-out logic when there are multiple locations with the same receipt date. You also may change the logic based upon current workload. During busy periods you may chose logic that optimizes productivity while during slower periods you switch to logic that optimizes space utilization.Other Functionality/ConsiderationsWave Picking/Batch Picking/Zone Picking. Support for various picking methods variesfrom one system to another. In high-volume fulfillment operations, picking logic can be a critical factor in WMS selection. See my article on Order Picking for more info on these methods.Task Interleaving. Task interleaving describes functionality that mixes dissimilar tasks such as picking and put away to obtain maximum productivity. Used primarily in full-pallet-load operations, task interleaving will direct a lift truck operator to put away a pallet on his/her way to the next pick. In large warehouses this can greatly reduce travel time, not only increasing productivity, but also reducing wear on the lift trucks and saving on energy costs by reducing lift truck fuel consumption. Task interleaving is also used with cycle counting programs to coordinate a cycle count with a picking or put away task.Integration with Automated Material Handling Equipment. If you are planning onusing automated material handling equipment such as carousels, ASRS units, AGNS, pick-to-light systems, or separation systems, you’ll want to consider this during the software selection process. Since these types of automation are very expensive and are usually a core component of your warehouse, you may find that the equipment will drive the selection of the WMS. As with automated data collection, you should be working closely with the equipment manufacturers during the software selection process.5Advanced Shipment Notifications (ASN). If your vendors are capableof sendingadvanced shipment notifications (preferably electronically) and attaching compliance labels to the shipments you will want to make sure that the WMS can use this to automate your receiving process. In addition, if you have requirements to provide ASNs for customers, you will also want to verify this functionality.Yard Management. Yard management describes the function of managing the contents (inventory) of trailers parked outside the warehouse, or the empty trailers themselves. Yard management is generally associated with cross docking operations and may include the management of both inbound and outbound trailers.Labor Tracking/Capacity Planning. Some WMS systems provide functionality relatedto labor reporting and capacity planning. Anyone that has worked in manufacturing should be familiar with this type of logic. Basically, you set up standard labor hours and machine (usually lift trucks) hours per task and set the available labor and machine hours per shift. The WMS system will use this info to determine capacity and load. Manufacturing has been using capacity planning for decades with mixed results. The need to factor in efficiency and utilization to determine rated capacity is an example of the shortcomings of this process. Not that I’m necessarily against capacity planning in warehousing, I just think most operations don’t really need it and can avoid the disap pointment of trying to make it work. I am, however, a big advocate of labor tracking for individual productivity measurement. Most WMS maintain enough datato create productivity reporting. Since productivity is measured differently from one operation to another you can assume you will have to do some minor modifications here (usually in the form of custom reporting).Integration with existing accounting/ERP systems. Unless the WMS vendor hasalready created a specific interface with your accounting/ERP system (such as those provided by an approved business partner) you can expect to spend some significant programming dollars here. While we are all hoping that integration issues will be magically resolved someday by a standardized interface, we isn’t there yet. Ideally you’ll want an integrator that has already integrated the WMS you chose with the business software you are using. Since this is not always possible you at least want an integrator that is very familiar with one of the systems.WMS + everything else = ? As I mentioned at the beginning of this article, a lot ofother modules are being added to WMS packages. These would include full financials, light manufacturing, transportation management, purchasing, and sales order management. I don’t see t his as aunilateral move of WMS from an add-on module to a core system, but rather an optional approach that has applications in specific industries such as 3PLs. Using ERP systems6as a point of reference, it is unlikely that this add-onfunctionality will match the functionality of best-of-breed applications available separately. If warehousing/distribution is your core business function and you don’t want to have to deal with the integration issues of incorporating separate financials, order processing, etc. you mayfind these WMS based business systems are a good fit.Implementation TipsOutside of the standard “don’t underestimate”, “thoroughlytest”, “train, train, train” implementation tips that apply to any business software installation ,it’s i mportant to emphasize that WMSare very data dependent and restrictive by design. That is, you need to have all of the various data elements in place for the system tofunction properly. And, when they are in place, you must operate within the set parameters.When implementing a WMS, you are adding an additional layer of technology onto your system. And with each layer of technology there is additional overhead and additional sources of potential problems. Now don’t take this as a condemnation of Warehouse Management Systems. Coming from a warehousing background I definitely appreciate the functionality WMS have to offer, and, in many warehouses, this functionality is essential to their ability to serve their customers and remain competitive. It’s just impo rtant to note that every solution hasits downsides and having a good understanding of the potential implications will allow managers to make better decisions related to the levels of technology that best suits their unique environment.仓库管理系统( WMS )仓库管理系统( WMS )的演变与许多其他软件解决方案是非常相似的。

仓库管理制度英文

I. IntroductionThe Warehouse Management System (WMS) is designed to regulate the daily operation of the warehouse, maintain the company's assets security, and improve customer service capabilities. This system ensures that all warehouse staff strictly follow the standard operating procedures for daily handling. The purpose of this system is to optimize the storage and distribution process, reduce costs, and enhance the efficiency of the warehouse.II. Scope of ApplicationThis WMS applies to all products stored in the warehouse, including raw materials, semi-finished products, and finished products. It covers the entire process of product storage, including incoming inspection, inventory management, storage and retrieval, order picking, and outgoing delivery.III. Definitions1. Delivery Note (DN): A document issued by the supplier to confirm the delivery of goods.2. Distribution Center (DC): A facility used for the storage and distribution of goods.3. Pick & Pack (PP) Order: An order that specifies the items to be picked and packed for shipment.4. Hong Kong (HK): The location of the warehouse.5. Warehouse Delivery Schedule (WDS): A schedule that outlines the delivery dates and times for outgoing orders.6. Pending Area (PENDING): An area where goods awaiting further processing are stored.IV. Daily Management of the Warehouse1. All warehouse staff must strictly comply with the standard operating procedures for daily handling. The inventory team is responsible forproviding clear and accurate data on inbound and outbound storage operations to the data team. The data team ensures the accuracy of product data in the system and the consistency between the system data and the electronic detailed ledger.2. Incoming Inspection: Upon receiving goods, the warehouse staff must inspect the quality and quantity of the products. If there are any issues, they should promptly report them to the relevant department for further action.3. Inventory Management: The inventory team is responsible for maintaining accurate records of all products stored in the warehouse. Regular inventory checks should be conducted to ensure the accuracy of the records.4. Storage and Retrieval: Warehouse staff should follow the proper storage procedures to ensure the safety and accessibility of products. Proper labeling and organization of products are essential for efficient retrieval.5. Order Picking: The warehouse staff should carefully select the items specified in the order. They should ensure that the correct quantity and quality of products are picked for shipment.6. Outgoing Delivery: The warehouse staff should prepare the outgoing orders in accordance with the delivery schedule. They should ensure that the orders are complete and accurate before dispatching them to the customer.V. Responsibilities of Warehouse Staff1. Adhere to the standard operating procedures for daily handling.2. Report any issues or discrepancies promptly.3. Maintain the cleanliness and organization of the warehouse.4. Participate in regular training and development programs to improve their skills and knowledge.VI. ConclusionThe Warehouse Management System is an essential tool for ensuring the efficient and effective operation of the warehouse. By following this system, the company can maintain the security of its assets, improve customer satisfaction, and reduce costs. It is the responsibility of all warehouse staff to adhere to this system and contribute to the success of the company.。

出入库管理英语

出入库管理英语
出入库管理英语是指在企业生产经营过程中对物资、货物的进出流动进行管理的英语名称。

出入库管理是企业管理中的一个重要环节，涉及到物资、货物的采购、仓储、销售等各个环节。

出入库管理英语词汇主要包括以下内容：
1. 入库管理：inbound management，包括采购入库、生产入库等；
2. 出库管理：outbound management，包括销售出库、调拨出库等；
3. 库存管理：inventory management，包括库存盘点、库存周转率等；
4. 库存调拨：inventory transfer，包括仓间调拨、仓库调拨等；
5. 库存报废：inventory scrap，指因过期、损坏等原因将库存物资进行处理；
6. 物流管理：logistics management，包括运输、配送、装卸等环节；
7. 供应链管理：supply chain management，包括采购、生产、销售等全过程管理。

出入库管理英语对于企业的物流管理、供应链管理等方面都具有重要意义，掌握相关词汇和知识可以提高企业管理水平和竞争力。

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淮阴工学院毕业设计(论文)外文资料翻译学院：经济管理学院专业：信息管理与信息系统姓名：学号：外文出处：[J]. IBM Systems Journal(用外文写)2013,64(3):93-137附件： 1.外文资料翻译译文；2.外文原文。

注：请将该封面与附件装订成册。

附件1：外文资料翻译译文数字图书馆的宏观管理随着多媒体技术和通信技术的进步，Internet网络的飞速发展，数字图书馆的研究与建设已取得很大的成就。

这必将导致图书馆组织机构、工作模式和工作机理以及图书馆管理理念等方面的深刻的管理变革。

但是人们的注意力大多集中在各种载体文献的数字化技术、数字图书馆信息资源组织和检索技术等方面，对于数字图书馆的管理问题仍末引起足够的重视。

因此，数字图书馆的宏观管理越来越成为数字图书馆发展建设必需解决的重大问题。

1 数字图书馆宏观管理的新理念数字图书馆是一个数字化的信息系统，它通过计算机技术、通讯网络、信息处理等各种技术，将分散于各种载体、不同地理位置的信息资源以数字化的方式储存，以网络化的方式互相连接，提供及时利用，实现资源共享。

因此，数字图书馆的管理与传统图书馆的管理有很大的区别，应确立新的管理理念。

首先是确立“集成管理”理念。

也就是将集成思想创造性地用于数字图书馆管理实践的过程，其核心是强调运用集成的思想和观念指导数字图书馆的管理实践，实现信息技术、信息资源、信息规范、人力资源等各种资源要素的全方位优化、组合，促进各项要素、功能和优势之间的互补与匹配，最终促进整个管理效率的提高。

其次要确立“知识是数字图书馆管理最重要的资源”理念。

随着网络技术的发展和“学习型社会”的提倡，人们对社会信息与知识的需求增加，客观上要求数字图书馆不断拓宽业务范围，改善服务环境与手段，运用众多专家的知识和智慧开发知识资源。

还应确立“以人为本自主管理”理念。

数字图书馆要在未来社会中得到可持续的发展，最重大的现实问题就是如何将人本管理思想贯彻实施，这也是一项战略性的创新型管理制度。

2 数字图书馆的宏观管理2.1 数字图书馆的知识管理数字图书馆知识管理是指通过对数字图书馆所拥有的包括信息与知识各种要素在内的所有智力资本进行组织、开发和运营，实现知识创新、知识传播和知识增殖的过程。

数字图书馆本质上是一种面向用户的网络化数字资源体系、向用户提供系统化的有序的知识体系，工作重心也转向深层次的知识服务。

因此，数字图书馆实质上是一种知识型组织，同时数字图书馆建设也是一项知识创新工程，这就决定了知识管理是数字图书馆宏观管理的必然选择，是数字图书馆管理的首选模式。

数字图书馆知识管理的主要内容包括：知识创造管理（是一种开发新知识或替代现有隐性知识和显性知识的过程和行为）；知识组织管理（利用信息技术通过知识发现、知识获取、知识表示、知识存贮来组织数字图书馆知识）；知识检索管理（根据用户需求或问题的实际情况找出可利用的知识，使问题得到圆满解决，涉及到人工智能与专家系统的许多方面）；知识服务管理（包括数字化参考咨询服务管理、基于网络的个性化信息定制服务管理、基于网络的知识创建与知识共享服务管理等）；知识资本管理（包括数字图书馆的人力资本管理、知识产权资本管理等）。

为了有效地搞好数字图书馆的知识管理，首先应确定知识开发策略。

知识周期包括知识创造、知识采用、知识发布、知识评价。

除此之外，数字图书馆还可利用其他途径来获取知识。

购买是获取知识最直接、最有效的办法，包括购买拥有知识的整个机构或是雇佣拥有知识的个人。

租用是获取知识的另一常用方法，一般采取的形式是数字图书馆向某一公司或机构的研究项目提供经济援助或资金，以换取研究成果的第一商业使用权。

其次是组建知识型团队组织。

知识型团队是一种以知识的创建、传播与应用为基本出发点的由相互协作的个体所组成的正式群体。

数字图书馆知识型团队组织由资源建设团队、信息服务团队、技术支持与开发团队、高层管理团队四部分组成。

这些团队组织通过相互协作与交流，提高了数字知识的时效性，完善了数字图书馆的知识服务，改善了领导关系。

2.2 数字图书馆的用户管理数字图书馆的用户管理不仅要能有效地保证数字图书馆信息资源的充分利用，实现资源共享，同时也要能做到有效保护商用信息资源的知识产权，并尽可能使用户管理简单化，从而保证系统的高效运行。

因此，采取合适的用户管理模式对于数字图书馆来说至关重要。

综合目前有关的研究资料，笔者认为，数字图书馆合理的用户管理模式应是IP验证加防火墙隔离方式与用户认证加访问授权方式的紧密结合。

即对于数量庞大的数字图书馆Intranet用户采取IP验证加防火墙隔离方式进行管理；对于Internet上想利用该数字图书馆商用信息资源的用户和那些常常离开Intranet覆盖范围的Intranet用户可以采用用户认证加访问授权方式进行管理。

因为上述两种用户管理方式各有所长，各有所短，若单纯采用一种管理模式，势必给用户利用商用信息带来障碍；若管理的用户过多，则会影响系统的运行效率。

不难看出，它们具有优势互补的特点。

因而结合起来进行用户管理，数字图书馆就能有效地解决资源共享、知识产权保护和系统运行效率之间的关系问题。

2.3 数字图书馆的人力资源管理数字图书馆信息资源的载体、存取方式及覆盖范围都发生了前所未有的变化，呈现出多媒体、多语种、全球性分布式结构等特点，图书馆工作人员的素质、专业技术水平的高低将直接影响信息资源开发的深度和质量。

同时，数字图书馆中传统的服务模式被打破，图书馆面对的是不同用户、不同层次的需求，用户需求的多样化决定了馆员知识结构的复合化与服务内容的个性化必须得到加强。

在信息时代，人们更注意信息的传递，并更多地根据读者需求的满足率及为用户提供选择性信息的能力来评价一个图书馆。

因此，数字图书馆的人力资源建设是信息资源建设的前提，同时也是图书馆开展信息服务、保持信息服务主导地位的必然要求。

但是，受传统观念的影响，某些图书馆领导意识薄略、人才流失、人力资源管理技术落后，加之工作人员工作积极性不是太高，这些因素制约着人力资源建设的发展。

数字图书馆的人力资源管理应当从以下几方面确定发展策略：（1）以人为本，树立“能本管理”的理念。

通过有效的方法，最大限度地发挥人的能力，从而实现能力价值的最大化，把能力这种最重要的人力资源作为组织发展的推动力量。

（2）建立科学高效的管理机制，包括建立增强动力的竞争机制、建立调动积极性的激励机制和建立挖掘潜能的培养机制等，激发图书馆员的动机，发挥其内在潜力，通过在职培训或进修提高他们的综合技能，引导竞争朝良性的方向发展。

目前主要采取思想教育与知识学习相结合、引进人才与馆内培养相结合、博学与专才相结合、学术研究与实际应用相结合等方式对数字图书馆的人力资源进行管理。

2.4 数字图书馆的网络信息资源管理针对互联网上中文信息匮乏、网络信息资源管理杂乱的现状，我们应下大力气抓紧网络信息资源建设，加强其管理。

从宏观来看，可采取如下对策：（1）加强对网上信息的整合与开发，推动信息资源的开放与共享。

通过对网上信息的整合、处理，使信息上升为知识，从而使用户可以直接获取符合其需求的直接有用的知识。

对于网上的虚拟资源也应该进行整理和链接，作为网上信息整合的一部分。

要采取数据仓库、数据挖掘、人工智能等技术来获取信息中的隐含知识。

受经费、技术等条件的限制，数字环境下原始专业性资源相对传统资源更加贫乏，因而应在统一的标准规范基础上对这些资源进行开发、开放与共享。

（2）对信息资源进行深加工，并加强知识库建设。

数字资源的加工应强调数字对象的语义结构信息，注意挖掘数字对象之间显性与隐性的关系，通过建立完全的知识概念体系将所有信息资源联系起来。

数字图书馆应通过信息资源管理技术对原始信息资源进行组织，使之更加有序化，并最终形成符合用户需要的知识库。

重点建设一批重点战略性资源库，同时加快政府信息数据库的建设。

（3）加强网络知识服务。

数字图书馆应在人工智能、语义Web、数据挖掘等知识管理工具和技术的协助下，尽快建立网上知识服务体系与信息服务体系。

2.5 数字图书馆的知识产权管理数字图书馆的知识产权问题，包括信息资源建设中的知识产权问题（体现在信息资源采集、信息资源数字化过程中）、信息资源传播中的知识产权问题、信息资源服务中的知识产权问题。

它实质上是知识产权在数字技术、网络技术上的运用问题，一方面促进数字图书馆的发展，保护权利人的利益，另一方面又制约着数字图书馆的发展，制约着社会公众的利益。

数字图书馆的知识产权管理，可采取以下的对策：（1）利用《著作权法》中的“法定许可”合理使用。

可以解决部分信息采集和数据库建设中的知识产权问题。

如数字图书馆建设中的资源数字化是属于复制行为，若是基于服务的并且无任何赢利目的，也属于合理使用。

（2）建立著作权的集中管理组织。

通过这一中介，数字图书馆建设者可以获得有关信息资源建设、传播和利用的授权，从而解决数字图书馆建设中的知识产权问题。

我们熟知的超星数字图书馆、人大复印资料等就是通过这种中介组织获得授权的典型案例。

（3）与出版社合作取得授权。

资源信息数据库的建设者可以通过与出版社合作达到“双赢”的目的。

（4）建立与数字图书馆建设配套的知识产权法律体系。

随着数字技术和网络技术的飞跃，赋予数字图书馆特定的法律地位以及对信息资源数字化、网络化、共享化的专有权，已经十分必要。

只有有了健全的法律制度，才能使数字图书馆建设真正做到有法可依，违法必究。

2.6 数字图书馆的战略及标准化管理数字图书馆建设涉及到各种各样的技术、管理和服务等问题，因此，有必要从战略管理的高度处理好数字图书馆建设中的一些宏观关系，实行标准化管理。

标准化与规范化是数字图书馆建设的一个十分突出的问题，并成为实现数字图书馆资源共享的前提和根本保障，将直接影响数据库的质量和服务效果。

应当在充分调研基础上，逐步推出比较完善的标准，构建数字图书馆的标准体系，应着重考虑到：数字化信息采集标准；数字化信息组织与存储标准，如数字化信息的分类、元数据标准等；信息检索标准，如全文数据库检索；网络及网络资源标准，如网络信息资源组织标准；信息的权限管理与安全标准，如加密、水印技术等；还有文献信息系统质量管理及认证体系等其他标准。

3 小结数字图书馆的宏观管理相对较复杂，需要运用全新的管理理念和方法来予以实现。

上述6个方面既是数字图书馆管理的重要手段，而相互之间又存在着相互促进、相互依赖的关系，它们共同推动着数字图书馆建设和管理的发展。

附件2：外文原文（复印件）The macro-management of the Digital LibraryWith multimedia and communication technologies progress, the rapid development of Internet network, the digital library research and development has made great achievements. This will certainly lead to the Library organization, work patterns and work mechanism and library management philosophy, and other aspects of the management of the profound changes. However, people's attention largely focused on the literature of various carriers of digital technology, the digital library information resources organization and retrieval technology, the digital library management issues still paying sufficient attention to the end. Therefore, the macro-management of the Digital Library has increasingly become a digital library development and construction of the major issues needed to be resolved.1 Digital library of the new macro-management conceptDigital Library is a digital information system, through computer technology, communications networks, information processing, and other technology, will be scattered in various carriers in different geographical location to the information resources of the digital approach to storage to network with each other the way to providetimely use, sharing of resources. Therefore, the digital library management and traditional library management have great distinction, should be the establishment of a new management philosophy. First is to establish "integrated management" philosophy. Will mean thinking creatively integrated digital library management practices for the process, the core of which is that the use of integrated thinking and concepts guiding digital library management practices of information technology, information resources, information standards, human resources and other resources elements and all-round optimization, integration, the promotion of the elements, functions, and the complementarity between the advantages and matching, and ultimately promote the efficiency of the entire management. Second, we must establish the "knowledge digital library is the most important resource management" philosophy. With the development of network technology and the "learning society" advocates, and people with knowledge of the information society increased demand, the objective requirements of the Digital Library on continuously expanding the scope of business, the environment and means to improve services, many experts use of the knowledge and wisdom of the development of knowledge resources. Should establish a "people-oriented self-management" idea. Digital Library in the future society, in sustainable development, the most significant problem is the reality ofhow people will be thinking of the implementation of the management, this is a strategic and innovative management system.2 The macro-management of the Digital Library2.1 Digital Library of Knowledge ManagementDigital Library through knowledge management refers to the digital library, including owned by the information and knowledge of all the elements of intellectual capital, development and operation of, knowledge innovation, knowledge dissemination and knowledge proliferation process. Digital Library is essentially a user-oriented network of digital resources system, to provide users systematic and orderly system of knowledge, also the focus of work to the deep-seated knowledge services. Therefore, the digital library is essentially a knowledge-based organization, while also building a digital library of knowledge innovation project, which determines that knowledge management is a digital library of macro-management inevitable choice for the management of digital libraries is the preferred mode. Digital Library the main elements of knowledge management, including: creating knowledge management (is a development of new knowledge or replace the existing tacit knowledge and explicit knowledge of the process and acts); knowledge organization and management (through the use of information technology knowledge discovery, knowledge acquisition, knowledge that knowledge toorganize digital library storing knowledge); Knowledge Retrieval Management (according to user needs or problems can be found in the actual use of the knowledge, so that the problems that have been successfully settled, involving artificial intelligence and expert systems in many areas); knowledge management services (including digital reference service management, network-based personalized information tailored service management, network-based knowledge creation and knowledge sharing service management, etc.); intellectual capital management (including digital library of human capital management, intellectual property rights, capital management, etc.). In order to effectively improve digital library knowledge management, knowledge development should first determine strategy. Knowledge cycle including knowledge creation, knowledge use and knowledge release, knowledge evaluation. In addition, the Digital Library can also use other ways of acquiring knowledge. Buy access to knowledge is the most direct and effective way, including the purchase of the entire institution have the knowledge or the employment of individuals with knowledge. Renting access to knowledge is another common method generally take the form of the Digital Library to a company or organization's research projects or funds to provide financial assistance in exchange for the research achievements of the first commercial use of the right. This was followed by the establishment of aknowledge-based organizations team. Team is a knowledge-based knowledge creation, dissemination and application of the basic starting point for mutual cooperation from the individual groups formed by the official. Digital Library knowledge-based team organized by the Resource Development team, information services team, technical support and development team, the senior management team composed of four parts. These teams through mutual cooperation and exchanges and enhance knowledge of the figures of the time, improve the knowledge of the digital library services, and improving relations between the leadership.2.2 Digital Library User ManagementDigital Library users must be able to effectively manage not only to ensure digital libraries make full use of information resources, sharing of resources, but also can be effective protection of intellectual property rights business information resources, and where possible, to simplify user management, thus ensuring system The efficient operation. Therefore, adopting the appropriate model for user management is critical to the Digital Library. Comprehensive information on the current study, I believe that the Digital Library reasonable user management model should be verified IP and firewall isolation methods and user authentication and authorization methods to the close integration. That the huge number of Digital Library Intranetusers to take IP Verification and firewall isolation approach to management; for the Internet to take advantage of the digital library business users and information resources that are often left Intranet coverage Intranet users can visit a user authentication and authorization methods management. Because these two user management strengths, in short, if only by a management model, it is bound to bring users of business information barriers; if too many management of users, will affect the system operating efficiency. It is not difficult to see that they have complementary characteristics. Thus be integrated into the user management, digital libraries will be able to effectively address the sharing of resources and protection of intellectual property rights system and the relationship between the operating efficiency issues. 2.3 Digital Library Human Resources ManagementDigital Library Information Resources carrier, access methods and coverage have taken place in the unprecedented changes, showing a multimedia, multilingual, global distributed architecture features, the quality of library staff, professional and technical level will directly affect the level of information resource development and the depth of quality. At the same time, a digital library of traditional modes of service break, the library is facing different users different levels of demand, the diversity of user needs librarians decided the knowledge structure of the compound with the personalized services must bestrengthened. In the information age, people pay more attention to the transmission of information, and more on the basis of readers rate and meet the needs of users for the ability to provide selective information to evaluate a library. Therefore, the digital library development of human resources is the prerequisite for building information resources, as well as libraries of information services, information services to maintain the dominant position of the inevitable requirement. However, due to the traditional concept of the impact of certain libraries slightly thin sense of leadership, the brain drain, human resources management and backward technology, and the enthusiasm of the staff work is not very high, these factors constraining the development of human resources. Digital Library of human resources management from the following aspects should be defined development strategy: (1) a people-centered, foster a "can this management" philosophy. Through effective ways to maximize the ability of people to play, so as to achieve the ability to maximize the value of the capacity of this most important human resource development organization as a driving force. (2) establish a scientific and efficient management mechanism, including the establishment of a mechanism of competition enhanced power, the establishment of motivation and incentive mechanisms for the establishment of mining potential of the training mechanism, the motivation inspired librariansplay its inherent potential, through in-service training or improve education their comprehensive skills, and guide healthy competition in the direction of North Korea. At present the main ideological education to combine learning and knowledge, talent and the introduction of the Museum of combining training, and learned professionals combine academic research and practical application of methods with the integration of digital libraries of human resources management.2.4 Digital Library Network Information Resources Management Chinese information on the Internet for lack of network information resources management mess of the status quo, we should make great efforts to step up the building of network information resources, strengthen its management. From a macro point of view, to take the following measures: (1) to enhance the integration of online information and development, promote the opening up of information and sharing of resources. Through the integration of online information, processing, the information will rise to the knowledge, so that users can directly access their needs directly with useful knowledge. For online virtual resources should also organize and links, as part of integrated online information. To be taken data warehouse, data mining, and artificial intelligence techniques to obtain information implied knowledge. By funding, technology and other conditions, the digital environment original professional resources in a relatively traditionalresources more scarce and therefore should be unified standards and norms on the basis of the development of these resources, and opening up and sharing. (2) of information processing resources, and strengthening the knowledge base construction. Digital processing resources should be emphasized that the Digital Object semantic structure information, to tap digital object between dominant and recessive relationship through the establishment of the concept of complete knowledge system will be linked to all information resources. Digital Library Information Resources Management should be adopted on the original information technology resources, to make it more orderly, and ultimately consistent with the needs of the knowledge base of users. Focus on the building of a number of key strategic resource base, and speed up the construction of the database. (3) to strengthen their network knowledge services. Digital Library in artificial intelligence, Semantic Web, data mining tools such as knowledge management and technical assistance as soon as possible, the establishment of online knowledge and information service system service system.2.5 Digital Library of Intellectual Property ManagementDigital Library intellectual property issues, including information resources in the building of intellectual property rights (reflected in the collection of information resources, information resources in theprocess of figures), the dissemination of information resources in the issue of intellectual property rights, information resources in the service of intellectual property rights. It is essentially intellectual property rights in digital technology, the use of network technical issues, while promoting the development of digital libraries, and the interests of the protection of rights, on the other hand, restricts the development of digital libraries, which restricts the public's interest. Digital Library of intellectual property rights management, can take the following measures: (1) the use of the "Copyright Law" in the "statutory license" reasonable use. Can solve some of the information collection and database building in the issue of intellectual property rights. If in the construction of digital libraries of digital resources is a reproduction, if based on the services and no profit purposes, but also to the rational use. (2) the establishment of the centralized copyright management organizations. Through this intermediary, digital libraries builders to get the relevant information resources building, dissemination and utilization of the mandate, so as to solve the digital library in the building of intellectual property rights. We are aware of the Super Star Digital Library, the National People's Congress copies of this information is through an intermediary body authorized typical cases. (3) have the authority to cooperation with the publisher. Resource Information Database builders can be achieved throughcooperation with the publisher "win-win" objective. (4) Establishing and supporting the building of digital libraries of intellectual property legal system. As digital technology and networking technology leap to give specific digital library as well as the legal status of digital information resources, networking, the sharing of proprietary rights, has been very necessary. Only when we have a sound legal system in order to enable the construction of digital library truly according to the law, violators are brought to justice.2.6 Digital Library management strategies and standardization Digital Library Construction related to a wide range of technical, management and services, and therefore, there is a need from the strategic management of the high degree of handling digital library in the building of some of the macro, standardize management. Standardization and standardize the construction of digital libraries is a very prominent problem, and the realization of the digital library resource sharing and fundamental prerequisite for protection, it will directly affect the quality of the database and service effectiveness. It should be on the basis of full investigation, and gradually introduce more perfect standards, the Digital Library Construction of the standard system, should focus on taking into account: the number of information collection; digital information organization and storage standards, such as the digital information classification, metadata standards,information search criteria, such as full-text database retrieval; standard network and network resources, such as network information resources; information rights management and security standards, such as encryption and watermarking technology; also the quality of management information system documentation and certification system and other standards.3 SummaryDigital Library macroeconomic management more complicated, we need to apply the new management concepts and methods to achieve it. These six aspects of the management of Digital Library is an important means, but there are also among mutual promotion, interdependent relationship, they jointly promote the construction and management of digital library development.。

外文翻译库存管理

库存管理外文文献及翻译

出入库管理英语

仓库管理制度英文版

外文翻译--- 供应链管理下的库存控制

仓库管理制度 英文

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

inventory management 库存管理 外文翻译

库存管理的基本原理和方法

存货管理中英文对照外文翻译文献

库存管理中英文对照外文翻译文献

仓库管理英语常用语

库房(货场)管理制度(中英文)

书店库存管理英语

存货管理【外文翻译】

仓库管理系统外文翻译英文文献

仓库管理制度英文

出入库管理英语

仓库管理制度英文

inventory management 库存管理外文翻译