存货管理【外文翻译】教程文件
(完整版)存货管理的外文翻译
存货管理资料根源： Spring link作者：Floyd D. Hedrick“存货”关于很多小公司来说是一种更简单看到和有形的财产。
公司存货包含原资料、半成品和成品。
每种种类存货都厲丁公司的财产, 直到产品售出，存货变为现金。
在零售商铺中，合适的产品库存有助于获取更多销售利润，使库存变为收银机里的钱，成为真实的现金财产。
字面意义 : 存货是指公司对将来利润的投资。
这项投资占公司投资的很大多数，一定妥当管理 , 以实现利润最大化。
实质上，好多小公司都能做到存货的合理供给，除非库存有很好地控制，不然他们的库存将会出现求过于供或供大于求，存货周转率低下，成本高昂的现象。
成功的存货管理成功的存货管理就是使存货的利润和成本达到均衡。
很多小型公司未能充分理解存货的实质成本，公司拥有存货的成本，它不单包含仓储、保险和税收，而且存货限期性消耗也与成本息息有关，现仅需要关怀能否有存货，还一定做好存货的保护举措，保证存货可变性。
提取 A存货周转率，同时要保证服务水平易质量，保持低库存，不可以出现求过于供，做到最正确经济批量；作出以较低的价钱获得批量釆购的决议，滞销库存；手头有充分的库存，没有陈腐的货物囤积在库房里。
在解决这些问题的时候，能够利用一种比较简单的权衡方法。
比如，计算存货周转率来权衡管理业绩。
此值供给了一个大略的指导目标，管理人员可设定因标和评估绩效，似我们一定意识到周转率随库存的功能、业务种类、比率和销售或销售货物的成本的变化而变化，此中个别行业的均匀存货周转比率可从贸易协会获取数据。
采买计划采买计划是控制的最主要的方法，釆购计划的目的是使自己需要的存货与他们供给的存货达到一个均衡点。
这过程包含要到市购置资料，以保证及时在合适的时间交货。
冈此，购置需要早先规划以确立毎个库存存货需要的时间期里，从而不迟延实现买卖两方的交易承诺。
关于零售商来说，提早规划是特别東要的。
由于它们供给出您的物件不停翻新，事不宜迟即是拟订购置计划，以便提早的购置，不会因没购置到产品出现惊慌，而购置商品的主要原由是零售商以为商品在不一样期间要出新，一个季度结束的时候也就是新产品的开始时候即是这个出新期。
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。
物流管理专业外文翻译文--库存控制的基本方法
外文原文Basic methods of inventory controlIntroductionOne of the most important aspects of logistics concerns questions related to inventory. The amount of inventory that should be held and its location within a company’s logistics structure is vital in or der to meet customer service requirements and expectations. But,there,is,potentially,a large cost associated with holding inventory. It is vital to get right this balance of service versus cost. This part sets out to explore the basic concepts behind the inventory holding decision，as well as the basic method of inventory control.Keyword：Logistics,inventory control,Inventory management method. The significance of inventory controlInventory Control (Inventory Control) is a manufacturing or service production, management of the whole process a variety of items, finished goods and other resources to manage and control, it reserves to maintain a reasonable level in the economy. Inventory control inventory control is the use of methods to get higher profitable business tool.The main function of inventory control are: to ensure the production, management requirements under the premise that stocks always kept at a reasonable level; master inventory dynamics, timely, appropriate proposed order to avoid excess reserve or out of stock; reduce inventoryspace occupied, reducing the total cost of inventory; inventory control of funds used to accelerate cash flow.Inventory management control methods●The classification of inventory management - ABC classificationmanagement approachABC classification management approach is to inventory divided by the degree of importance of particular importance to inventory (A class of stock), the general importance of inventory (B class stock) and unimportant inventory (C Class inventory) three level, and then for different level of management and control, respectively. ABC classification management method consists of two steps: First, how to classify, the second is how to manage. In the ABC classification of inventory is followed business strategy is based on different levels of the different inventory management and control.●CV A Management ActCV A (Critical Value Analysis) Management Act is the key factor analysis. The basic idea is to inventory in accordance with the key into 3-5 categories, namely:(1) the highest priority - this is the key to hard materials, not out of stock.(2) a higher priority - This refers to the operating activities of the foundation material, allow the occasional out of stock.(3) Medium priority - mostly the more important of these materials,allowing a reasonable range of stock.(4) a lower priority - operators of these supplies required, but substitutability is high, allowing stock.●the procurement EOQ model - to determine the number of ordersThat the number of enterprises per order is directly related to inventory levels and the size of the total cost of inventory, so companies have to expect to find a number of orders when the inventory is its total production of the smallest EOQ model can meet this requirement. By balancing the procurement is the purchase cost and storage warehousing costs, determining an optimal order quantity to achieve the lowest total inventory costs. EOQ model according to need and order, the arrival time intervals to determine whether the conditions in the state can be divided into the model and determine the conditions under probabilistic model.●inventory managementSupply chain management procurement and timely procurement, also called JIT procurement are ultimately want to achieve enterprise supplies the "zero inventory" management in order to ensure that the material supply and product distribution smoothly and achieve business benefits maximized."Zero inventory" management is the material storage optimization theory that warehouse management theory in practice in the use of it does not mean that all enterprises of raw materials, semi-finished productinventory is zero, but rather to ensure the smooth progress of production and operation activities of conditions, using a variety of scientific management methods, a reasonable calculation of inventory and effective control, as a way to reduce inventory levels. Zero inventory does not mean not to reserve and without reserve, that some do not set up a separate operating entity and stockpiles of materials does not mean that other forms of storage activities canceled.The Methods to achieve zero inventory enterprises are: display production management, order production methods, punctual procurement, collaborative subcontracting, bailment way, production processes synchronization mode, tap mode, no inventory reserves and supply chain and distribution methods.SummaryInventory control should be related to the company's financial operations objectives, in particular operational cash flow by optimizing the entire demand and supply chain management processes (Supply Chain Management Processes, DSCMP), a reasonable set of ERP control strategy, supported by appropriate information processing tools, tools to achieve to ensure timely delivery of the premise, reduceing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control just to achieve our financial goals as a means of controlling the entire inventory or just a necessary part; from the perspective oforganizational functions, physical warehouse inventory control is mainly the responsibility of management, the broad inventory control should be the entire demand and supply chain management, and the whole company's responsibility.The problems arising from excessive inventory: Increase storage space and inventory storage costs, thereby increasing the cost of the product; take up a lot of liquidity, resulting in sluggish capital, not only increased the burden of loan interest, etc., and will also affect the time value of money and the opportunity revenue; finished products and raw materials caused tangible and intangible loss; caused a lot of idle corporate resources, affecting their rational allocation and optimization; mask production, management of the whole process various contradictions and problems, is not conducive to enterprises to improve their management level.Howeber ,Inventory of the problems arising from too small: cause degradation of service, affecting sales profits and corporate reputation; resulting in the production of raw materials or other material supply system, which can affect the normal production process; make ordering interval shortened, the number of orders increased, so order (production) costs; affect the balance of the production process and the assembly of complete sets.The reasonable inventory control methods help sustainabledevelopment of enterprises, reducing capital occupied, improve operational efficiency, enhance their market competitiveness.中文译文库存控制的基本方法摘要物流最重要的方面之一是研究库存的相关问题。
库存管理外文翻译文献
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 focus groups 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 management framework?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 or thousands 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 approachmust 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 account 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 ability.(Šarić, Šimunović, Pezer and Šimunović, 2014) present a research on inventory ABC classification using various multi-criteria methods (AHP) method and clusteranalysis) 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 drivendiscussions 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 companies had 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 final rank (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 thecriteria 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 weighted stratification 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 each factor. 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 as follows:•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。
多级存货管理外文文献原文+翻译 译文 4800多字
文献出处：Gümüs, A. Taskin, and A. Fuat Güneri. "Multi-echelon inventory management in supplychains with uncertain demand and lead times: literature review from an operational research perspective." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of EngineeringManufacture 221.10 (2007):1553-1570.原文Multi-echelon inventory management in supply chains with uncertain demandand lead times: literature review from an operational research perspectiveA Taskin Gu¨mu¨s* and A Fuat Gu¨neriAbstract:Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, bufferedby large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quicklyrespond to customer needs. To remain competitive and decrease inventory,these firms must use multi-echelon inventory management interactively,while reducing operating costs and improving customer service. The currentpaper reviews the literature, addressing multiechelon inventory managementin supply chains from 1996 to 2005. The behavior of the papers against demandand lead-time uncertainty is the key analysis point of the literature reviewpresented here and it is conducted from an operational research point ofview. Finally, directions for future research are suggested.Keywords: supply chain, multi-echelon inventory management, demand uncertainty, lead-time uncertainty1 INTRODUCTIONSupply chain management (SCM) is an integrative approach for planningand control of materials and information flows with suppliers and customers,as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power. SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and dis-tributed at right quantities, to the right locations, and at the right time, in order to minimize system- wide costs while satisfying service-level requirements. So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participant.Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms [4]. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.Inventories exist throughout the SC in various forms for various reasons [6]. The lack of a coordinated inventory management throughout the SC often causes the bullwhip effect, namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments, lost revenues, misguided capacity plans, ineffective transportation, missed production schedules, and poor customer service [5].Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference [7]). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing and distribution processes characterize SCs.Inventory management in multi-echelon SCs is an important issue, becausethere are many elements that have to coordinate with each other. They must also arrange their inventories to coordinate. There are many factors that complicate successful inventory management, e.g. uncertain demands, lead times, production times, product prices, costs, etc., especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally.In the current paper, a detailed literature review is presented, addressing multi-echelon inventory management in SCs from 1996 to 2005. Here, the behavior of the papers against demand and lead time uncertainty is emphasized. First, echelon concept and multi-echelon inventory management in SCs are defined. Then, the literature review conducted from an operational research point of view between 1996 and 2005, is presented. Finally, directions for future research are suggested.2 MULTI-ECHELON INVENTORY MANAGEMENT IN SUPPLY CHAINSMost manufacturing enterprises are organized into networks of manufacturing and distribution sites that procure raw material, process them into finished goods, and distribute the finish goods to customers. The terms ‘multi-echelon’ or ‘multilevel ‘production/ distribution networks are also synonymous with such networks (or SC), when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. At any manufacturing point, they may exist as raw materials, work in progress, or finished goods. They exist at the distribution warehouses, and they exist in-transit, or ‘in the pipeline’, on each path linking these facilities.Manufacturers procure raw material from suppliers and process them into finished goods, sell the finished goods to distributors, and then to retail and/ or customers. When an item moves through more than one stage before reaching the final customer, it forms a ‘multi-echelon’ inventory system [8]. The echelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minusthe backorders at its downstream stock points.The analysis of multi-echelon inventory systems that pervades the business world has a long history [10]. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studiedtheir operating characteristics under a variety of conditions and assumptions [11]. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and mod elling of inventory systems under different operating parameters and modelling assumptions [2]. Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology [8, 9, 12].Clark and Scarf [13] were the first to study the two echelon inventory model [8, 9, 10, 14–17]. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott [18] extended the Clark and Scarf [13] model to include general arborescent structures. The depot warehouse problem described above was addressed by Eppen and Schrage [19] who analysed a model with a stockless central depot [20]. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms [11, 14–17, 20–30]. Owing to the complexity and intractability of the multi-echelon problem, Hadley and Whitin [31] recommend the adoption of single-location, single-echelon models for the inventory systems .Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stockouts at the retailers arecompletely backlogged [8]. Also, Sherbrooke [32] constructed the METRIC (multi-echelon technique for recoverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a budget constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts [6, 10, 33]. Thereafter, a large set of models, which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers [27, 34–37]). In addition to analytical models, simulation models have also been developed to capture the complex interactions of the multi-echelon inventory problems.Figure 1 shows a multi-echelon system consisting of a number of suppliers, plants, warehouses, distribution centres, and customers [27, 42, 43].So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs [13]. Inventory control policy for multi-echelon systems with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock3 LITERATURE REVIEW: FROM 1996 TO 2005In this section, a detailed literature review, conducted from an operational research point of view, is presented. It addresses multi-echelon inventory management in SCs, from 1996 to 2005. The selection criteria of the papers that are reviewed are: using operational research techniques to overcome multiechelon inventory management problems, and being demand and lead time sensitive (there are uncertain demand and lead times). Here, the behavior of the papers against demand and lead time uncertainty is emphasized.The papers reviewed here are categorized into groups on the basis ofthe research techniques in which they are used. These techniques can be grouped as:(a) mathematic modelling (only);(b) mathematic modelling and other techniques (in the same paper);(c) METRIC modelling;(d) Markov decision process;(e) simulation (only);(f) Stackelberg game;(g) literature review;(h) other techniques (vari-METRIC method, heuristics, scenario analysis, fuzzy logic, etc.).While the research techniques are common for papers that are grouped according to their research techniques, the number of echelons they consider, inventory/system policies, demand and lead time assumptions, the objectives, and the solutions’ exactness may be different. Therefore these factors are also analysed.Mathematic modelling techniqueRau et al. [8], Diks and de Kok [9], Dong and Lee, Mitra and Chatterjee [45], Hariga [46], Chen, Axsater and Zhang [48], Nozick and Turnquist, and So and Zheng [50] use a mathematic modelling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok’s study [9] considers a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga [46], presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen [47], Axsater and Zhang [48], and Nozick and Turnquist [49] consider a two-stage inventory system in their papers. Axsater and Zhang [48] and Nozick and Turnquist [49] assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee [45] examine De Bodt andGraves’model(1985),which they developed in their paper ‘Continuous-review policies for a multi-echelon inventory problem with stochastic demand’, for fast moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two-echelon assembly systems. In Rau et al.’s [8] model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic and constant. So and Zheng [50] used an analytical model to analyse two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier’s lead time and forecast demand updating. They assume that the external demands faced by the retailer are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts.Furthermore, they assu me that the supplier’s delivery lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf [13] and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf [13]. Second, they show that the structure of the optimal stocking policy of Clark and Scarf [13] holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.After reviewing the literature about multiechelon inventory management in SCs using mathematic modelling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed, zero, constant, deterministic, or negligible. They gain exact or approximate solutions.Mathematic modelling and other techniques togetherDekker et al. analyses the effect of the break quantity rule on the inventory costs. The break quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers [19, 22, 24, 70, 71]. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a consid erable reduction in the retailer’s inventory costs. In Dekker et al. [54] the results of Dekker et al. [72] were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s [53] contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by van der Haiden et al. [56] is an echelon stock, periodic review, order up-to (R,S) policy, under both stochastic demand and lead times.Andersson and Markland’s [57] approach is based on an approximate cost-evaluation technique. Axsater presents a method for exact evaluation of control policies that provides the complete probability distributions of the retailer inventory levels. Mitra and Chatterjee [65] examine the effect of utilizing demand information in a multi-echelon system. Seferlis and Giannelos [41] present an optimization-based control approach that applies multivariable model-predictive control principles to the entire network. The inventory system under Seifbarghy and Jokar’s [68] consideration uses continuous review inventory policy (R,Q) and assumes constant lead times. In Moinzadeh’s paper [62], each retailer places their order to the supplier according to the well-known ‘Q,R’ policy. It is assumed that the supplier has online information about the demand, as well as inventory activities of the product at each retailer, and uses this information when making order/replenishment decisions. Tang formulae aredeveloped for solving the optimal planned lead times with the objective of minimizing total stock out and invent or holding costs. Axsater [43] assumes that the system is controlled by continuous review installation stock (R,Q) policies with given batch quantities and presents a simple technique for approximate optimization of the reorder points.Cachon and Fisher [58] and Tsiakis et al. [61] use mathematical modelling and scenario analysis in their studies. Cachon and Fisher [58] consider a twoechelon inventory system with stochastic demand, while Tsiakis et al.[61] consider a four-echelon inventory system with time-invariant demand, differently from most studies. Cachon and Fisher [58] study the value of sharing demand and inventory data in a two-echelon inventory system, while Tsiakis et al.’s objective is the minimization of the total annualized cost of the network Chiu and Huang [64] use mathematical modelling and simulated annealing algorithm in their studies and consider an N-echelon serial SC. Their paper proposes a multi-echelon integrated just-in-time inventory (MEIJITI) model with random-delivery lead times for a serial SC in which members exchange information to make purchase, production, and delivery decisions jointly.Parker and Kapuscinski [30] use mathematical modelling and Markov decision processes in their paper, and consider a two-echelon inventor system with stochastic demand. Extending the Clark and Scarf [13] model to include installations with production capacity limits, they demonstrate that a modified echelon base-stock policy is optimal in a twostage system when there is a smaller capacity at the downstream facility.A multi-product, multi-stage, and multi-period production and distribution planning model is proposed in Chen and Lee [66] to tackle the compromised sales prices and the total profit problem of a multi-echelon SC network with uncertain sales prices. They use mathematical modelling (mixed integer non-linear programming) and fuzzy optimization in their study.Jalbar et al. [67] use mathematical modelling, Schwarz heuristic, Graves and Schwarz procedure, Muckstadt and Roundy approach, and O(N log N) heuristic in their paper, and consider a two-echelon inventory system with one-warehouse and N-retailers.The goal is to determine single-cycle policies that minimize the average cost per unit time, that is, the sum of the average holding and set-up costs per unit time at the retailers and at the warehouse.In Routroy and Kodali’s paper [2] mathematical modelling and differential evolution algorithms are used. A three-echelon inventory system is considered consisting of a retailer, a warehouse, and a manufacturer.Han and Damrongwongsiri’s [69] purpose is establishing a strategic resource allocation model to capture and encapsulate the complexity of the modern global SC management problem. A mathematical model is constructed to describe the stochastic multi-period two-echelon inventory with the many to-many demand–supplier network problem. Genetic algorithm (GA) is applied to derive near optimal solutions through a two-stage optimization process. Demand in each period can be represented by the probability distribution, such as normal distribution or exponential distribution.Most of the papers reviewed here use simulation with mathematical modelling. They consider intensively two-echelon inventory system with stochastic demand, 1, 3, or N-echelon systems are rarely considered. They gain exact or approximate solutions.METRIC modelling techniqueMoinzadeh and Aggarwal [11] use METRIC modelling and simulation techniques in their study, while Andersson and Melchiors [42] and Wang et al. [73] use METRIC modelling only. The three of them consider a two-echelon inventory system with stochastic demand, and obtain approximate solutions.Moinzadeh and Aggarwal [11] study a (S-1,S)-type multi-echelon inventory system where all the stocking locations have the option toreplenish their inventory through either a normal or a more expensive emergency resupply channel. Wang et al. [73] study the impact of such centre-dependent depotreplenishment lead times (DRLTs) on system performance. Andersson and Melchiors [42] evaluate and optimize S-1,S-policies for a two-echelon inventory system consisting of one central warehouse and an arbitrary number of retailers.Markov decision process techniqueIida [74], Chen and Song [75], Chen et al. [76], and Minner et al. [77] use the Markov decision process in their studies, while Chiang and Monahan [10] use Markov decision process and scenario analysis, and Johansen [78] uses Markov de cision process, simulation, and Erlang’s loss formula together. Iida [74] and Chen and Song [75] consider an N-echelon inventory system, but under stochastic demand in the first study and Markov-modulated demand in the second one, respectively. Chen et al. [76], Minner et al. [77], and Chiang and Monahan [10] consider a two-echelon inventory system with stochastic demand. Johansen [78] considers a single-item inventory system and a sequential supply system with stochastic demand.The main purpose of Iida’s [74] paper is to show that near-myopic policies are acceptable for a multiechelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s [75] objective is to minimize the long-run average costs in the system. In the system by Chen et al. [76], each location employs a periodic-review (R,nQ), or lot-size reorder point inventory policy. They show that each location’s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. [77], the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of localOther techniquesIn multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vari-METRIC method, fuzzysets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.The paper by Chandra and Grabis quantifies the bullwhip effect in the case of serially correlated external demand, if autoregressive models are applied to obtain multiple steps demand forecasts. Here, under autoregressive demand, inventory management of a two-echelon SC consisting of a retailer and a distributor is considered. It is assumed that the lead time is deterministic. The papers using the other techniques consider (one-, two-, three-, four-, five-, or N-echelon systems) assume stochastic, constant, fuzzy, or deterministic demand and lead times. All of them obtain approximate solutions.4 FINDINGS OF THE LITERATURE REVIEWLimited echelons of a multi-echelon inventory system is usually considered in the literature. They rarely generalize their models to N-echelon. Similarly, they usually consider serial systems, instead of a tree conformation.The authors generally assume demand and lead times to be stochastic, deterministic, constant, or negligible. There are only a few studies that find these variables with heuristics, fuzzy logic, and GAs. These techniques are not examined adequately yet in inventory management in multi-echelon SC.In addition, the papers present mostly approximate models. There are a small amount of papers that give exact solutions.译文不确定的需求和交货期供应链下的多级存货管理：运筹学的角度的一个文献回顾塔斯金；费阿德摘要：从历史上看,供应链下的仓储、分销商、零售商等各层级一直都是独立管理，通过维持很多库存来保证价交易的正常进行。
存货管理制度 英文范本
存货管理制度英文范本1. IntroductionEffective inventory management is crucial for the success of any business, regardless of its size or industry. Proper management of inventory ensures that a company has the right amount of stock on hand to meet customer demand without overstocking or understocking. This document outlines the inventory management system that will be implemented in our organization to optimize the flow of goods and maximize profitability.2. ObjectivesThe primary objectives of the inventory management system are as follows:- To accurately track and monitor inventory levels- To minimize stockouts and overstock situations- To reduce carrying costs associated with excess inventory- To improve order fulfillment and customer satisfaction- To streamline inventory replenishment processes- To enhance overall operational efficiency and profitability3. Inventory ClassificationInventory will be classified into three main categories based on their demand and value:- Raw materials: Items that are used in the production of goods or services- Work-in-progress (WIP): Items that are in various stages of production- Finished goods: Items that are ready for sale or distributionEach category will be further classified into subcategories based on factors such as lead time, demand variability, and cost.4. Inventory ControlTo maintain optimal inventory levels, the inventory management system will utilize the following control measures:- Reorder point: The minimum level of inventory that triggers a reorder- Economic order quantity (EOQ): The optimal quantity of inventory to order to minimize total costs- Safety stock: An additional buffer of inventory to protect against stockouts- Just-in-time (JIT) inventory: Inventory is replenished as needed, reducing excess inventory 5. Inventory TrackingThe inventory management system will track inventory levels in real-time using a combination of manual and automated methods. Barcoding and RFID technology will be used to scan and track inventory movements throughout the supply chain. Inventory counts will be conducted regularly to ensure accuracy and prevent shrinkage.6. Inventory ReplenishmentInventory replenishment will be managed using a combination of forecasting, demand planning, and vendor management. Historical sales data, market trends, and seasonality will be used to forecast demand and determine optimal inventory levels. Vendors will be evaluated based on factors such as price, quality, and lead times to ensure timely and cost-effective replenishment.7. Inventory ValuationInventory will be valued using the following methods:- First In, First Out (FIFO): Inventory is valued based on the cost of the oldest items first- Last In, First Out (LIFO): Inventory is valued based on the cost of the newest items first- Weighted Average Cost: Inventory is valued based on the average cost of all items in stock 8. Inventory ReportingInventory reports will be generated on a regular basis to provide management with real-time visibility into inventory levels, trends, and performance metrics. Key performance indicators (KPIs) such as inventory turnover ratio, days sales of inventory, and fill rate will be monitored to assess the effectiveness of the inventory management system.9. Inventory AuditRegular audits will be conducted to ensure the accuracy and integrity of inventory records. Physical inventory counts will be compared to system records to identify discrepancies and address any issues promptly. Inventory control policies and procedures will be reviewed and updated as needed to prevent fraud and ensure compliance.10. ConclusionEffective inventory management is essential for the success of any organization. By implementing a robust inventory management system that leverages technology, data analytics, and best practices, our organization can minimize costs, optimize inventory levels, and improve customer satisfaction. With proper inventory control measures in place, we can achieve operational excellence and drive sustainable growth in the long term.。
存货管理外文文献#
What is Inventory Management?什么是库存管理？Effective inventory management is all about knowing what is on hand, where it is in use, and how much finished product results.Inventory management is the process of efficiently overseeing the constant flow of units into and out of an existing inventory. This process usually involves controlling the transfer in of units in order to prevent the inventory from becoming too high, or dwindling to levels that could put the operation of the company into jeopardy. Competent inventory management also seeks to control the costs associated with the inventory, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the inventory.Balancing the various tasks of inventory management means paying attention to three key aspects of any inventory. The first aspect has to do with time. In terms of materials acquired for inclusion in the total inventory, this means understanding how long it takes for a supplier to process an order and execute a delivery. Inventory management also demands that a solid understanding of how long it will take for those materials to transfer out of the inventory be established. Knowing these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production running smoothly.暉炖兽樯賢懇繯蠅湾衛哝鏃譫缢级仑銫颦蛮鷴贵謫鈿铅韙欄樱虿币潜圣個隕龛档麸荭诟魇銚觊虯瘍瘋華迳氇阂輅圇呗榪购决認试覬欢篳碭。
存货管理外文文献知识分享
存货管理外文文献What is Inventory Management?什么是库存管理？Effective inventory management is all about knowing what is on hand, where it is in use, and how much finished product results.Inventory management is the process of efficiently overseeing the constant flow of units into and out of an existing inventory. This process usually involves controlling the transfer in of units in order to prevent the inventory from becoming too high, or dwindling to levels that could put the operation of the company into jeopardy. Competent inventory management also seeks to control the costs associated with the inventory, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the inventory.Balancing the various tasks of inventory management means paying attention to three key aspects of any inventory. The first aspect has to do with time. In terms of materials acquired for inclusion in the total inventory, this means understanding how long it takes for a supplier to process an order and execute a delivery. Inventory management also demands that a solid understanding of how long it will take for those materials to transfer out of the inventory be established. Knowing these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production running smoothly.Calculating what is known as buffer stock is also key to effective inventory management. Essentially, buffer stock is additional units above and beyond the minimum number required to maintain production levels. For example, the manager may determine that it would be a good idea to keep one or two extra units of a given machine part on hand, just in case an emergency situation arises or one of the units proves to be defective once installed. Creating this cushion or buffer helps to minimize the chance for production to be interrupted due to a lack of essential parts in the operation supply inventory.Inventory management is not limited to documenting the delivery of raw materials and the movement of those materials into operational process. The movement of those materials as they go through the various stages of the operation is also important. Typically known as a goods or work in progress inventory, tracking materials as they are used to create finished goods also helps to identify the need to adjust ordering amounts before the raw materials inventory gets dangerously low or is inflated to an unfavorable level.。
库存管理外文文献及库存管理翻译
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）:软件学院专业:软件工程班级:姓名:学号:指导教师:翻译日期:2016.5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 thecosts 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 form inventory 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 of employee 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 likedelays 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 responsible 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 custome r’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 a pre-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 some steps 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 where capacity 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 provideinformation 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 demandand 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 related documentation. 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 not organized.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 SKUsappreciate 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。
中英文对照教学课程(产品结构--WIP存货管理)
…………………………………………………………………………………………………………………………………THIS IS A LIST OF NAMES FOR SHORT , AFTER I BECOME A PART OF MAINTEK !常見術語中英對照:MRP(MATERIAL REQUIREMENT PLAN ) 物料需求計劃MPS(MASTER PRODUCTION SCHEDULE) 主生產計劃QVL(QUALIFY VENDOR LIST) 合格廠商一覽表WIP(WORK IN PROCESS) 在製品L/T(LEAD TIME) 前置期: 下P/O單到廠商交貨所需時間ECN(ENGINEERING CHANGE NOTICE) 工程變更通知ECR(ENGINEERING CHANGE REQUIREMENT) 工程變更要求ATP(AV AILABLE TO PROMISE) 可承諾計劃(可接單料)IQC(IN-COMING QUALITY CONTROL) 進料檢驗OQC(OUT-GOING QUALITY CONTROL) 出貨檢驗IPQC(IN PROCESS QUALITY CONTROL) 在線製程品質TQC(TOTAL QUALITY CONTROL) 全面品質管制TQA(TOTAL QUALITY ASSURANCE) 全面品質保證COQ(COST OF QUALITY) 品質成本Q/T(QUALITY IMPROVEMENT TEAM) 品質改善小組DIS(QUALITY INFORMA TION SYSTEM) 品質資訊系統CQT(CERTIFICATE QUALITY TECHNICIAN) 經認證的品質技術員CQE(CERTIFICATE QUALITY ENGINEER) 經認證的品質工程師QIMC(QUALITY INFORMA TION MANAGEMENT SYSTEM) 品質資訊系統PQA(PROCESS QUALITY ASSURANCE) 製程品保RUNNING CHANGE 運行改善FQA(FINAL QUALITY ASSURANCE) 最終品質保證SQC(SUBCONTRACTOR QUALITY CONTROL) 外包協輔品管OBA(OUT OF BOX AUDIT) 出貨稽核ESD(EVIROMENT STATIC DISCHARGEMENT) 靜電防護P/L(PACKING LIST) 裝箱訂單P/O(PURCHASE ORDER) 訂單P/R(PURCHASE REQUIREMENT) 清購單M/O(MANUFACTURE ORDER) 工單OSP 有即可焊保護AOI 自動光學檢測!!!PCB是原板打好之後稱為PCBA!!!!JIT(JUST IN TIME) 流線生產S/O 受定量EE(ELECTRONIC ENGINEERING) 電子工程PHASE IN/PHASE OUT 引入/導出CSD(CUSTOMERS SERVICE DEPARTMENT) 客戶服務部門FORW ARDER 代運人轉運公司INVOICE 發貨單ETD(ESTIMATE TIME OF DEPARTURE) 預計出發時間PLM/PLP (PLAN MANUFACTURE/ PLAN PURCHASE) 供需DIP(DUAL INLINE PACKAGE) 手工插件W ARRANTY 保單DDU(DOOR TO DOOR UNIT) 戶對戶服務(送貨上門)BVI(BRITISH VIRGIN ISLAND) 英屬列島PILOT RUN 量試EVT(ENGINEER VERIFICATION TEST) 工程確認測試DVT(DESIGN VERIFICA TION TEST) 設計確認測試MVT(MANUFACTURE VERIFICATION TEST) 製程驗證MP(MANUFACTURE PRODUCTION) 量產INVENTORY 存量CONSIGNEE 收件人CONSIGNOR 發件人DPS(DAILY PLAN SCHEDULE) 日排程WPS(WEEKLY PLAN SCHEDULE) 周排程B/U (BASE UNIT) 基本部門CAP(CAPACITY) 產能EOQ(ECONOMIC ORDER QUATITY) 最經濟訂購量SMT(SURFACE MOUNTING TECHNOLOGY)HR(HUMAN RESOURCE) 人力資源FMEA(FAILURE MODE&EFFECTICE ANALYSIS) 失敗模式與影響分析CAR(CORRECTIVE ACTION REPORT) 改善報告CE(COMPONENT ENGINEER) 零件工程師IE(INDUSTRIAL ENGINEERING) 工業工程PE(PRODUCT ENGINEER) 產品工程師ME(MANUFACTURE ENGINEER) 製造工程師MC(MATERIAL CONTROL) 物控PC(PRODUCTION CONTROL) 生管PD(PRODUCTION DEPARTMENT) 製造部DM(DEPARTMENT MANAGEMENT) 部門管理F/U(FOLLOW UP) 跟催FRYR(FIRST PASS YIELD RATE) 直通率MTBF(MEAN TIME BETWEEN FAILURE) 壽命實驗TSD(TECHNOLOGY SUPPORT DEPARTMENT) 技術支援部RMA(RETURN MATERIAL ARRAGEMENT) 客戶退貨允許B/I(BURN IN),AGING 燒機F/T(FUNCTION TEST) 功能測試SPC(STATISTIC PROCESS CONTROL) 統計製程管制QRE(QUALITY RELIABILITY ENGINEERING) 品質可靠度ORT(OUT-GOING RELIABLITY TEST) 出貨可靠性測試ODD(OPTICS DISC DRIVE) 包括CD-ROM,DVD,CDRW RD(RESEARCH DESIGN) 研發庫別涵義;00庫……良品原料庫 59庫……生產線暫存庫 59x 庫……雙table 用料庫 79庫……生產線暫存庫 PEND 庫……待處理庫 CA 庫……工程借出庫 ZC 庫……報廢庫 A 庫……樣品入庫 R 庫……RMA 入庫 ZQ 庫……一般貿易庫 WZ00庫……HUB 庫 SLOW ……呆滯料庫電腦部件名稱:CHIPSET 晶片組 MEMORY IC/CHIPSET 可記憶晶片組 SYSTEM COMPONENT 系統組件PROGRAMABLE IC可編程晶片 IC(INTIGRATED CIRCUIT)積提電路 DISCRETE 晶體管PCB(PRINTTING CIRCUIT BOARD)印刷電路板 INDUCTOR 電感 RESISTOR 電阻/排阻 CONNECTOR 連接器 SRORAGE 存儲器 DISPLAY 顯示器 FAN 電扇 DIMM 內存 CASE 機殼 HARD D 硬盤 FDD 軟驅 SPS 電源供應器 CABLE 電源線 RUZUCARD 電視平衡卡 CN 序列號BOM 產品結構(BILL OF MATERIAL ) BOM 結構:零件清單 定義料號 母件(PARENT)/子件(COMPONENT) 區隔階層(LEVEL) 產品樹 几個概念認識: 工單: 發動工廠生產的動作生管依據SALES FORECAST 給出MPS 結合MPS 下發工單 工單包括的一些要素: 工單號碼 BOM 料碼 生產套數 等DA TA. 備料檔: 物管依此準備生產用材料於物控確認新舊料件 2.確定導入新料的工單 3. 工單修改4. 告知製造導入新料的工單號碼與導入時間每週四PM ALLOCATION PC排WPS MC據WPS回覆料況ok後回覆PM ALLOCATION可生產接單生產回覆ALLOCATION下訂單下周二PM5:00停止接單內銷:接單備料(LEAD TIME 為21天) 再生產PC日常工作內容: ALLOCATION(每週四下午4:00完成) 計算必頇生產數量開工單DPS 周五至下週三:了解目前生產狀況調整DPS(ECR/ECN料況異常,品質異常等) CONTROL 生產進度非週期性工作:1. 新產品PHASE IN/PHASE OUT2. 重工:改機(銷售返回,品質不良/製程不良,改換機種)如何看到工單各料狀況:1.工單維護作業2.工單狀況查詢產品材料認識材料編碼原則(見公用資料夾)產品生產製程與流程介紹MAINTEK的產品主要有:MATHERBOARD,NOTEBOOK,DESKTOP,F/S,ODD(CD-ROM,DVD)其中,ODD,MATHERBOARD的流程相似ODD: SMT____DIP____測試____組裝____包裝MATHERBOARD: SMT___DIP___測試____包裝FS,NOTEBOOK的流程類似SMT___H’MT(被焊)[DIP,測試]最簡單的是DESKTOP的流程它只有一偕----組裝偕組裝-----測試-----燒機-----包裝具體的SMT(表面粘著技術)進板機------印刷機-------高速機------泛用機------回焊爐DIP(手工插件技術)插件(Manual Insertion)-----目檢(Visual Inspection )------錫爐(Wave Soldering)------修正-----測試JIT(JUST IN TIME)SMT備料-----印刷機-----高速機-----泛用機-----回焊爐-----目檢-----DIP-----錫爐-----修整-----ICT----------TEST-----OQC-----PACKING進出口流程簡介考試試卷1, 通關的定義通關的類型:a. 一般進出口通關b. 特定減免稅進出口通關c. 保稅進出口通關d. 暫準進出口通關2.來料加工,進料加工的定義,區別來料加工:國外廠方提供全部或部分的原材料或零附件和必要的設備及技術,委託境內企業依照其要求加工裝配後給予工繳費,而成品則由國外廠商負責銷售.進料加工:境內企業進口全部或部分的原材料或零附件,在加工成半成品或成品後銷往國外市場.來料加工與進料加工的區別:來料加工進料加工貨權國外廠商企業自己購料人國外廠商企業自己收穫人國外廠商客戶負外匯不需要需要保稅屬於屬於利潤來源國外廠商付給的加工費市場上銷售營銷風險國外廠商企業自己3.清簡單寫出保稅進出口貨物的通關作業流程A.保稅加工合同登記備案B.申報C.查檢D.徵稅E.放行F保稅加工合同核銷備案4.如果某廠商來料20K,IQC檢驗後發現短少200PCS,請問該如何處理?後來發現該批料品質不良,要退還給廠商,請問該如何操作?出現第一種情況的時候,由於是20000中只缺少200,占到1%.因此可以叫廠商通過寄快件貨這就是直接帶過來的方式加以解決.遵循無代價抵償貨物程序.應用此程序有一個資金上的前提條件了;就是說過來的料總價不能超過50$.否則便會按照一般的程序進行了!出現第二種情況的時候,就必頇進行全面的退貨處理了!遵循退還進出口貨物的程序!MRP原理與實際操作應用MRP是利用主製程MPS物料清單(BOM)存貨(INVENTORY)及未交清單(OPEN ORDER)等各種資料經由計算得到各種相依材料的需求狀況提出各種新訂單補充建議及修正各種已開出訂單之一種實用形式.需求二重性獨立需求(INDEPENDENT DEMAND)相依需求(DEPENDENT DEMAND)輸入到MRP中的資料料件主檔(ITEM MASTER FILE) BOM MPSLEADTIME 採購備量安全庫存週轉天數MRP的輸出意義1.決定料件的需求(內容,數量,何時下單,交貨)2.重新調整優先順序(PRIORITY) 加單,砍單,REPOMRP輸出表中一些要素的基本概念:庫存量: 程式定義可用庫存在驗量: 已收料未入賬,IQC正在檢驗的物料替代量: 主料庫存不滿足要求,系統根據BOM表自動擷取替代料的庫存量受定量: 客戶訂單要求,主要原,物料進行銷售與其他廠商出貨單,安全庫存也被擷取工單備料:工單欠料與已開立未發的物料需求交期調整: 系統根據需求建議作交期調整數量清購量: 清購開立未轉成P/O所有總和在採量: 採購開立未發出所有總和在外量: 採購發出未交貨所有總和,包括在途量海關與加工貿易解說,三四方結轉作業定義:海關任務保稅制度保稅形式保稅制度優點保稅貨物通關程序三方結轉作業來料加工公司於進料加工公司之間所做的結轉四方結轉作業來料加工公司於來料加工公司之間所做的結轉例子:四方結轉境外BVI(台灣業務部) 大煜境內MAINTEK 大昶BVI大煜MAINTEK 大昶(大煜提供原料給大昶,同時付給大昶加工費;大昶無償將所生產的產品交與MAINTEKMAINTEK對大昶交過來的產品進行再加工,然後,轉到BVIBVI付加工費給MAINTEK,同時也要感謝大煜為之採購原料,因此,BVI也需要支付一定的費用給大煜) 三方結轉境外BVI境內MAINTEK 大昶(大昶此時的性質發生了轉變,由上面的來料加工轉成進料加工,就是說用於生產的原材料不是由哪個外商提供,而是由自己去採購.以下的流程如同四方結轉.可以看到,三方結轉少了一個提供原物料的境外廠商,結構中少掉一塊!)注意:這裡的原料均為進口,否則便不能進行三,四方結轉結轉分類(依照地域來劃分)計劃性結轉[蘇州大市內的廠商(除了張家港)](3步驟)1.廠商端手冊準備完畢即可開始交貨2.此月初物控要求廠商將上三個月所有出貨量分手冊作張整INVOICE/PACKING LIST(三份)蓋章後並連同報關單,核銷單,委託書,手冊送到名碩3.名碩進出口核對無誤後交由蘇州新區報關非計劃性結轉[非蘇州大市](6步驟)1.廠商端手冊準備完畢2.物控根據後一個月生產需求起草’三方/四方結轉合同’,並將此合同提供給廠商3.廠商依合同量作張整INVOICE/PACKING LIST(四份),連同合同及結構申請表蓋章後送到名碩蓋章4.名碩蓋完章後交給廠商,由廠商辦理”轉出地海關申批”,完成後再由名碩進出口作”轉入地海關申批”5.以上完成後,廠商即可交貨6.合同期限到或量交完,廠商將總VOICE/PACKING LIST(兩份)報關單,核銷單,委託書,手冊送到名碩報關(注意事項)1.合同生效日為轉入地海關申批完成日2.交貨期間料件單價變更,則需變更合同(前頁介紹流程重跑一遍),同時合同期限相應後延3.一個月的合同期限到,.但貨仍未交完,則也需要變更合同(前頁介紹流程重跑一遍),同時合同期限相應後延.4.交貨數量不可超出合同量5.在最後報關時,出貨數量/金額必頇\與合同一致廠商出貨資料: INVOICE PACKING/WEIGHT LIST提單主號#+廠商代碼+日期提單副號廠商手冊號物料控制與廠商交期管理(PR(清購單)/PO(訂單),L/T)作為物控經常要用到的界面有關P/R單的:3----1 清購單維護作業3----23----21有關管制PO單的:4----45交貨管制表___________D:\TEMP文件夾下清購單單頭: ?+PR(其中”?”代表部門單位)採購單號: ?+PO(“?”與上面一樣)______________這是一般的PO單?+HO (其中”H”指的是HUB庫)清購單與採購單之間的聯繫與區別通常情況下:同一個PR單可以轉成很多PO單,不過PR單與PO單的編號不一樣EPO(電子訂單)所觸及到的界面工作清單/未讀取訂單查詢作業/出貨通知廠商交期管理:每週五作為MRP的固定交期,也就是到貨時間!由此展開:每週四貨到蘇州關每週三進出口作文件完成貨從上海關轉入蘇州關的轉關動作每週二貨已經ON LORD並且與當日晚間抵達上海,INVOICE提單同時發出每週一INVOICE PACKING 出貨通知貨件於12:00之前交FORWOADER一般情況下,為了給公司贏得時間,所以,貨件需要在上星期五從工廠出,12:00之前交貨運代理~!這也只是貨源在台灣的一般情況.對於貨源在國外或者是貨源距離台灣高雄有一段路程的話,還要考慮到具體的時間.宗旨是貨最終要能夠及時抵達MAINTEK!生產,訂單與存貨之管理與控制ECN/ECR的兩種處理方式:1.立即導入2.RUNNING CHANGE(生管此時所應該做的)(物控此時應該做的)JIT與非JIT當中SMT流程的一些區別:在JIT中,SMT ICT被取消,為了能夠縮短時間,提高效率.直接把這一環節流到DIP中進行.整個看來,一條生產流水線較好的暢通.在非JIT中,由於60半成品不能直接流到下一製程,而是進入60半成品庫.有可能過一段時間才拿出投入生產,所以有必要在這過程中,加入SMT ICT!(總的來說,所有的一切都是為了提高生產效率)在實際操作中將會碰到的一些時間上的問題1.泛用機泛用機有兩台機型:QP,JSM當這兩台機型有轉換的時候,所需花費的時間:8小時2. M/B與N/B生產線組成不同MOTHERBOARD由三台高速機NOTEBOOK有兩台高速機黨因為生產方面的原因,機器需要調用的時候,所需花費的時間4小時最重要的人機料法一條生產線上,需要具備的修的點圖,以及作為標準的SOP出貨條件:包括四個因素Y*B#1. Y 代表業務確認客戶已經付款2.* 表示產品已經入成品庫3. B 產品所在的庫別4.# 進出口資料已經做完庫存週轉率/週轉天數換算與運用MAINTEK關於物流(physical distribution)的解釋狹義:材料從入廠到成品出口之前廣義:材料從供應商出廠到成品抵達客戶手中範圍:從原料市場到銷售市場,期間的經營活動有原料物流,生產物流,銷售物流對MAINTEK,以資材觀總而言,其物流在工廠各個部門之間轉作業,漸次變形,變質而最終成為製品的運作過程.一般理想狀態下:在工單發料之前,能夠立即完成下單,訂購,收貨著一系列動作,保持0庫存但是在實際情況中是不可能的,所以有庫存的必要性:庫存的正面功能:1.保持客戶服務能力2.降低成本3.確保利潤庫存的特性:1.公用性強2.使用率高用量大3.保管性好4.獲得難度高5.單價便宜庫存週轉率定義:一定期間內,原料,在製品,成品的週轉天數公式:使用數量/庫存數量=出庫金額/庫存金額=某期間的出庫金額/該期間的平均庫存金額(一般來講,主要是通過下面的公式進行計算,上面的公式存在侷限性,說白了,還是資金的問題)庫存週轉期間=1/庫存週轉率具體意義:生管目標;成品庫存週轉天數WIP存貨週轉天數訂單速成率MPS達成率ABC分類A料: 縮短供應商的L/T增加供應商的交貨頻率務必料帳一致放置於容易出入庫的明顯位置清客戶出貨平準化減少安全庫存C料: 已經濟批量訂購同一地方可以放置多重料件(B料折衷處理)MPS,DPS,WIP存貨管制物控目標1.料帳一致率=100%。
库存管理中英文对照外文翻译文献
文献信息：文献标题：A Multi-Criteria Decision Framework for Inventory Management（库存管理的多准则决策框架）国外作者：PK Krishnadevarajan，S Balasubramanian，N Kannan，V Ravichandran文献出处：《International Journal of Management》,2016,7(1):85-93 字数统计：英文 3228 单词，17138 字符；中文 5509 汉字外文文献：A Multi-Criteria Decision Framework for InventoryManagementAbstract Inventory management is a process / practice that every company undertakes. Most companies fail to apply a comprehensive set of criteria to rank their products / items. The criteria are too few or subjective in nature. Inventory is required to stay in business and meet customer needs. If it is not done right it causes deterioration in customer service and could lead to damages to both customer and supplier relations and eventually cause business breakdown. A simple multi-criteria driven holistic framework developed by industry input is critical to the success of inventory management. An inventory management framework using FIVE main- criteria categories (revenue, customer service, profitability, growth, risk), 21 (between 3 and 6 in each category) metrics and 4 ranks (A, B, C, D) is presented in this paper to assist companies with their inventory management process. The framework that is presented has been developed through literature review, surveys, interviews and focusgroups with several industry owners, inventory managers and business managers. The interaction with companies led to a set of THREE critical questions:1.Is there a comprehensive inventory managementframework?2.What inventory metrics should be tracked or monitored on a routine basis?3.How do implement a multi-criteria inventory classification?This paper is an attempt to answer these critical questions and provide a framework that is developed by bringing together existing literature available and input/findings from industry executives in the area of inventory management.Key words: Inventory, Inventory Management, Inventory Classification, Inventory Ranking, Multi-Criteria Inventory Management.1.INTRODUCTIONInventory is a critical asset and resource that is handled extensively by most businesses. Managing inventory effectively has been something that every company strives for; however, it is also an area where companies often have failed and still continue to fail. Companies handle multiple items / products but treat all items equally because the business objective is to serve the customer. As a result they end up having excess inventory of the wrong items. As businesses expand there are so many products in inventory and the company ends up having more stocking inventory for each product or end up investing more in the wrong inventory. Item/inventory stratification is the process of ranking items based on relevant factors applicable to the business environment. According to Pradip Kumar Krishnadevarajan, Gunasekaran S., Lawrence F.B. and Rao B (2015) and Pradip Kumar Krishnadevarajan, S Balasubramanian and N Kannan (2015) you should classify items into a certain number of categories (typically less than five) so that managing them day-to-day does not become unwieldy. This is especially needed when handling several hundreds orthousands of items, where identifying and focusing on the most critical items is of utmost importance to allow resources to be used effectively and efficiently. This stratification process is typically done at a physical location level (at branches or distribution centers) across the entire company, although it could be applied at higher levels (regions or the entire company). The item stratification process is usually not well-defined or given due importance, and it often gets over-simplified. The inventory stratification process should address several metrics and a multi-criteria approach must be taken for effective inventory management. This paper attempts to present a comprehensive framework that could assist companies in choosing the right set of metrics to perform inventory ranking for their business.2.FRAMEWORK DEVELOPMENTThe process of inventory classification actually begins by developing or choosing a framework that suits the company’s vision and goals. The development process of the proposed inventory framework process took place in two stages. The first stage was to look at existing literature to understand the different factors/criteria that are being used for inventory evaluation by various industries/businesses. The second stage was interaction with companies to gather input, understand metrics used and challenges faced in executing the inventory classification process.2.1.Literature Review(Pareto, 1906) observed that about 20% of the population of a country has about 80% of its wealth (also known as the 80-20 rule). This rule holds true for items sold by a firm: about 20% of items accou nt for about 80% of a firm’s revenue.(Flores and Whybark, 1987) present an inventory ranking model driven by criticality and dollar-usage. The first stage is for the users to rank the items based on criticality, the second stage ranks items based on dollar/currency usage. Based on usage, items are ranked as A, B or C.(Flores, Olson and Dorai, 1992) propose the use of AHP as a means for decision makers to custom design a formula reflecting the relative importance of each unit of inventory item based on a weighted value of the criteria utilized. The factors applied are –total annual usage (quantity), average unit cost (currency), annual usage (currency), lead time and criticality. They also present a reclassification model based on the following factors and weights: criticality (42%), followed by lead time (41%), annual dollar usage (9.2%), and average unit cost (7.8%).(Schreibfeder, 2005) recommend a combination model using cost of goods sold (procurement price from supplier), number of transactions (orders or hits), and profitability (gross margin).(Lawrence, Gunasekaran and Krishnadevarajan, 2009) state that best practices in item stratification are based on multiple factors such as sales, logistics (hits), and profitability (gross margin currency or percentage, or gross margin return on inventory investment [GMROII]) that help to attain the optimal solution in most cases. Companies, however, can include more factors specific to their business environment, such as lead time, sense of urgency, product dependency, criticality, product life cycle and logistics costs. They also present a model to classify items based on demand pattern. A demand stability index (DSI) is established using three criteria – demand frequency or usage frequency, demand size and demand variability.(Pradip Kumar Krishnadevarajan, Gunasekaran, Lawrence and Rao, 2013) rank items into 4 categories (High, medium-plus, medium-minus, low) for risk management and price sensitivity. Ranking is based on unit cost of the item. Items are also ranked based on annual usage (currency), hits, gross margin (currency) and gross margin (percentage). The final ranks are Critical (A & B items), important (C items) and non-critical (D items).(Dhoka and Choudary, 2013) classify items based on demand predictability (XYZ Analysis). Items which have uniform demand are ranked as X, varying demand as Y, and abnormal demand as Z.(Hatefi, Torabi and Bagheri, 2014) present a modified linear optimization method that enables inventory managers to classify a number of inventory items in the presence of both qualitative and quantitative criteria without any subjectivity. The four factors used are ADU (Annual dollar usage), CF (critical factor –very critical [VC], moderately critical [MC] or non-critical [NC]), AUC (Average unit cost) and LT (Lead Time). Items are ranked as A, B, or C.(Xue, 2014) connects the characteristics of materials supply and the relationship between parts and production, a classification model based on materials attributes. The several criteria applied in the decision tree model are: Parts usage rate, carrying- holding-possession costs, ordering-purchase costs, shortage cost, and delivery a bility.(Šarić, Šimunović, Pezer and Šimunović, 2014) present a research on inve ntory ABC classification using various multi-criteria methods (AHP) method and cluster analysis) and neural networks. The model uses 4 criteria –Annual cost, Criticality, Lead Time 1 and Lead Time 2.(Kumar, Rajan and Balan, 2014) rank items based on their cost in bill of materials (ABC ranking). “A” items -70% higher value of items of bill of material, “B” items –20% Medium value of items of Bill of material and “C” items – 10% Lower value of items of Bill of material. They also determine vital, essential, and desirable components required for assembly (VED analysis).(Sarmah and Moharana, 2015) present a model that has 5 criteria – consumption rate, unit price, replenishment lead time, commonality and criticality.(Pradip Kumar Krishnadevarajan, Balasubramanian, and Kannan, 2015) present a strategic business stratification framework based on: suppliers, product, demand, space, service, market, customer and people.(Pradip Kumar Krishnadevarajan, Vignesh, Balasubramanian and Kannan, 2015) present a framework for supplier classification based on several categories: convenience, customer service, profitability (financial), growth, innovation, inventory,quality and risk. A similar framework can be extended based on the supplier classification for items or products.2.2.Industry FeedbackInteraction with companies was performed through surveys, interviews and focus groups with several industry owners, inventory/purchasing managers and business managers. The objective was to get an idea of the metrics being utilized for inventory classification, challenges faced, inventory framework deployed and the effectiveness of their current inventory performance management processes. Key findings from the industry interaction were the following:•Lack of a inventory management framework. Understanding where the process began and where it ended was the key challenge. Who should take ownership of this process in the company? Often, data was missing or currently not captured in the system in-order to create various metrics to help with inventory management. Internally, all companies did not have a goal or objective regarding what they would like to achieve with the inventory management process. No concrete data driven discussions or goal setting took place. Most of the inventory ranking was based on experience.•What to track? Companies either tracked too many metrics or did not track anything. Even if they tracked too many metrics most of them were subjective and anecdotal. They lacked a significant number of quantitative metrics to act on something meaningful. Companies wanted a set of metrics they could choose from and then set a process in place to capture the relevant data to compute those metrics. If multiple metrics are used to track inventory performance, is there a methodology to combine various metrics to develop a single rank (ease of decision making) for each item/product?•Reporting and Scorecards: The next challenge was that even if a few companieshad the required data and were able to compute the metrics they did not have an effective way of reporting this information back to the purchasing team or anyone who influenced inventory decision. They lacked reporting tools and templates for the performance metrics.•Continuous Improvement: The steps that need to be established to continually improve the inventory management process at the company did not exist. Several companies had gone down the path of implementing a version of the inventory management but could not sustain the same due to lack of accountability/ownership, failing to change the metrics when the industry dynamics changed, and execution challenges.The focus of this paper is to propose a simple, yet holistic framework, list of metrics to track and a multi-criteria ranking method for inventory management.3.INVENTORY MANAGEMENT FRAMEWORKThe approach used to layout an inventory framework is bridging the gap between what was seen in the literature review and the feedback from industry. The key objectives in the framework development were the following:•Metrics should be quantitative (objective and data driven). There will be only a few qualitative metrics.•The framework should be holistic and comprehensive at the same time easy understand.•Scalability and flexibility of the framework is important as companies adopt it into their inventory management process.•Apply a multi-criteria approach but provide the ability to get one single finalrank (A, B, C or D) for a given item or product so that inventory policies and strategies can be established at a final rank level.•Provide a starting point for ranking criteria – what determines an A, B, C or D item for each metric used in the framework.Most companies measure inventory solely based on sales or usage. This is because almost all companies just focus on sales primarily. The proposed framework provides 5 categories based on which items should be ranked (shown in illustration 1). It varies from ‘revenue’ to ‘risk’. These 5 categories have a set of metrics (21 metrics in total), formula to compute the metric and a ranking scale that places each items in one of 4 ranks –A, B, C or D. Companies can choose the categories that are most relevant to their current business priority and then choose a set of factors/metrics under each category to rank their items / products.Illustration 1: Inventory Classification Categories and MetricsThe five categories of the inventory framework address several inventory metrics.The definition of each metrics, corresponding formula (calculation method) and the criteria to determine A, B, C and D ranks is listed in illustration 2. Choosing one metric from each category is recommended. However, companies should customize the framework in alignment with their growth goals and customer requirements.Illustration 2: Inventory Management – Metrics, Definition and Criteria3.1.Final Item RankVarious metrics that could be applied to determine item ranks (across 5 categories) were addressed in the previous sections. Decision-making process becomes challenging when there are multiple ranks (while using multiple metrics across the 5 categories) pointing in different directions. In this situation, a weightedstratification matrix helps determine a final rank for each item (Lawrence, Krishnadevarajan, Gunasekaran, 2011). The final item rank depends on three factors:•Weights given for each factor: This input captures the importance of eachfactor. Weights may vary depending on the environment, but an example when a company applies 5 metrics to rank their items could be: Sales currency = 25%; Hits = 20%; GMROII = 20%, Number of customers = 20%; and Pricing variability = 15%. If a company chooses to include additional factors, the weights may be distributed accordingly.•The relative importance of A, B, C, and D ranks: Example: A=40; B=30; C=20; and D=10.•Score the range for the final score: The above weights are converted to a scale of 10 to 40, resulting in a best score of 40 (ranked A in all categories) and a least score of 10 (ranked D in all categories). The 30 points in the range of 10 to 40 is divided into four groups. Example: A=32.6 to 40; B=25.1 to 32.5; C=17.6 to 25; and D=10 to 17.5.With these parameters, a final rank can be determined for a given item. If an item is ranked as A, B , Cand D according to sales currency, hits, GMROII, number of customers and pricing variability respectively; this item’s final performance score is computed as follows:Final supplier score = [(25% x 30) + (20% x 20) + (20% x 40) + (20% x 30) + (15% x 10)] = 27This score falls between the ranges of 25.1 to 32.5, so this item gets a final rank of “B”.3.2.Summary of Item RankingThe various steps that are involved in the ranking of items can be summarized asfollows:•Step 1: Customize the framework according to the company’s requirement. This includes both the categories as well as the metrics under each category.•Step 2: Determine the cut-off values for each metric – the criteria that ranks items as A, B, C or D. This is a very important step.•Step 3: Choose key metrics that will determine item ranks.•Step 4: Rank the items for each metric using company-specific cut-off values.•Step 5: Assign weights to each factor.•Step 6: Compute final rank for each item.•Step 7: Using a cross-functional team to determine inventory policies and strategies for A, B, C and D items based on the final rank.4.CONCLUSIONThe proposed inventory framework provides a guideline for companies with their inventory management process. Determining the right items to stock (inventory investment) and managing them effectively is key to good customer service and business sustainability. Measuring items on data driven objective criteria is critical to maintaining profitable-sustainable business relationships with customers and suppliers.中文译文：库存管理的多准则决策框架摘要库存管理是每个公司都需要进行的一个过程/实践。
Inventory management 库存管理 -外文翻译
Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing ManagementInventory managementAbstractInventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its functionInventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises.Keyword：Inventory；ManagementChapterⅠ Inventory DefinitionInventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often thannot, the term "inventory" implies a stored quantity of goods that exceeds what is needed for the firm to function at the current time (e.g., within the next few hours).Chapter II The meaning of Inventory Management2.1maintain the listWhy would a firm hold more inventory than is currently necessary to ensure the firm's operation? The following is a list of reasons for maintaining what would appear to be "excess" inventory.Table 1January February March April May June Demand 50 50 0 100 200 200 Produce 100 100 100 100 100 100 Month-end inventory 50 100 200 200 100 0Table 11-6 month a business demand, production, end balance situation2.2 Meet demandIn order for a retailer to stay in business, it must have the products that the customer wants on hand when the customer wants them. If not, the retailer will have to back-order the product. If the customer can get the good from some other source, he or she may choose to do so rather than electing to allow the original retailer to meet demand later (through back-order). Hence, in many instances, if a good is not in inventory, a sale is lost forever.2.3 Keep operations runningA manufacturer must have certain purchased items (raw materials, components, or subassemblies) in order to manufacture its product. Running out of only one item can prevent a manufacturer from completing the production of its finished goods.Inventory between successive dependent operations also serves to decouple the dependency of the operations. A machine or workcenter is often dependent upon the previous operation to provide it with parts to work on. If work ceases at a workcenter, then all subsequent centers will shut down for lack of work. If a supply of work-in-process inventory is kept between eachworkcenter, then each machine can maintain its operations for a limited time, hopefully until operations resume the original center.2.4 Lead timeLead time is the time that elapses between the placing of an order (either a purchase order or a production order issued to the shop or the factory floor) and actually receiving the goods ordered. If a supplier (an external firm or an internal department or plant) cannot supply the required goods on demand, then the client firm must keep an inventory of the needed goods. The longer the lead time, the larger the quantity of goods the firm must carry in inventory.A just-in-time (JIT) manufacturing firm, such as Nissan in Smyrna, Tennessee, can maintain extremely low levels of inventory. Nissan takes delivery on truck seats as many as 18 times per day. However, steel mills may have a lead time of up to three months. That means that a firm that uses steel produced at the mill must place orders at least three months in advance of their need. In order to keep their operations running in the meantime, an on-hand inventory of three months' steel requirements would be necessary.2.5 HedgeInventory can also be used as a hedge against price increases and inflation. Salesmen routinely call purchasing agents shortly before a price increase goes into effect. This gives the buyer a chance to purchase material, in excess of current need, at a price that is lower than it would be if the buyer waited until after the price increase occurs.2.6 Smoothing requirementsSometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. Consider the demand forecast and production schedule outlined in Table1Notice how the use of inventory has allowed the firm to maintain a steady rate of output (thus avoiding the cost of hiring and training new personnel), while building up inventory in anticipation of an increase in demand. In fact, this is often called anticipation inventory. In essence, the use of inventory has allowed the firm to move demand requirements to earlier periods, thus smoothing the demand.Chapter III Controlling InventoryOften firms are given a price discount when purchasing large quantities of a good. This also frequently results in inventory in excess of what is currently needed to meet demand. However, if the discount is sufficient to offset the extra holding cost incurred as a result of the excess inventory, the decision to buy the large quantity is justified.Firms that carry hundreds or even thousands of different part numbers can be faced with the impossible task of monitoring the inventory levels of each part number. In order to facilitate this, many firm's use an ABC approach. ABC analysis is based on Pareto Analysis, also known as the "80/20" rule. The 80/20 comes from Pareto's finding that 20 percent of the populace possessed 80 percent of the wealth. From an inventory perspective it can restated thusly: approximately 20 percent of all inventory items represent 80 percent of inventory costs. Therefore, a firm can control 80 percent of its inventory costs by monitoring and controlling 20 percent of its inventory. But, it has to be the correct 20 percent.The top 20 percent of the firm's most costly items are termed "A" items (this should approximately represent 80 percent of total inventory costs). Items that are extremely inexpensive or have low demand are termed "C" items, with "B" items falling in between A and C items. The percentages may vary with each firm, but B items usually represent about 30 percent of the total inventory items and 15 percent of the costs. C items generally constitute 50 percent of all inventory items but only around 5 percent of the costs.By classifying each inventory item as an A, B or C the firm can determine the resources (time, effort and money) to dedicate to each item. Usually this means that the firm monitors A items very closely but can check on B and C items on a periodic basis (for example, monthly for B items and quarterly for C items).Another control method related to the ABC concept is cycle counting. Cycle counting is used instead of the traditional "once-a-year" inventory count where firms shut down for a short period of time and physically count all inventory assets in an attempt to reconcile any possible discrepancies in their inventory records. When cycle counting is used the firm is continually taking a physical count but not of total inventory.A firm may physically count a certain section of the plant or warehouse, moving on to other sections upon completion, until the entire facility is counted. Then the process starts all over again.The firm may also choose to count all the A items, then the B items, and finally the C items. Certainly, the counting frequency will vary with the classification of each item. In other words, A item may be counted monthly, B items quarterly, and C items yearly. In addition the required accuracy of inventory records may vary according to classification, with A items requiring the most accurate record keeping.Chapter IV SummaryTime inventory management is now faced with the defects.The advent, through altruism or legislation, of environmental management has added a new dimension to inventory management-reverse supply chain logistics. Environmental management has expanded the number of inventory types that firms have to coordinate. In addition to raw materials, work-in-process, finished goods, and MRO goods, firms now have to deal with post-consumer items such as scrap, returned goods, reusable or recyclable containers, and any number of items that require repair, reuse, recycling, or secondary use in another product. Retailers have the same type problems dealing with inventory that has been returned due to defective material or manufacture, poor fit, finish, or color, or outright "I changed my mind" responses from customers.Finally, supply chain management has had a considerable impact on inventory management. Instead of managing one's inventory to maximize profit and minimize cost for the individual firm, today's firm has to make inventory decisions that benefit the entire supply chain.References[1] D. Bertsekas. Dynamic Programming and Optimal Control, (Volumes1 and 2). Athena Scientific, 2005.[2] A. Burnetas and P. Ritchken. Option pricing with downward-slopingdemand curves: The case of supply chain options. Management Science, 51(4):566–580, 2005.[3] F. Chen and M. Parlar. Value of a put option to the risk-aversenewsvendor. IIE Transactions, 39(5):481–500, 2007.[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A SimplifiedApproach'. International Library of Critical Writings in Economics,143:461–495, 2002.[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.American Economic Review, 88(3):537–58, June 1998.[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. StanfordUniversity Press, Stanford, 2002.[7] J. Primbs. Dynamic hedging of basket options under proportionaltransaction costs using receding horizon control. Preprint, 2007.Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing Management库存管理摘要库存管理或库存控制，是为了平衡库存的需要和要求，有必要从降低成本获得和持有的库存造成的。
存货管理【外文翻译】
外文翻译inventory managementMaterial Source: spring link Author: Floyd D. Hedrick“Inventory” to many small business owners is one of the more visible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company as purchased products. Likewise, merchandise stocks in a retail store contribute to profits only when their sale puts money into the cash register. In a literal sense, inventory refers lo stocks of anything necessary lo do business. These stocks represent a large portion of the business investment and must be well managed in order to maximize profils. In facl, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless invenlories are controlled, they are unreliable, inefficient and costly.SUCCESSFUL INVENTORY MANAGEMENTSuccessful inventory management involves balancing the costs of inventory with the benefits of inventory. Many small business owners fail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the cost of money tied up in inventory. This fine line between keeping too much inventory and not enough is not the manager's only concern. Others include: Maintaining a wide assortment of stock •• but not spreading the rapidly moving ones too thin: Increasing inventory turnover - but not sacrificing the service level: Keeping slock low - but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving invenlory: and having an adequate invemory on hand - but not gelling caught with obsolete items.The degree of success in addressing these concerns is easier to gauge for some than for others. For example, computing the inventory turnover ratio is a simple measure of managerial performance. This value gives a rough guideline by which managers can set goals and evaluate performance, but it must be realized that the turnover rate varies with the function ol' inventory, the type of business and how the ratio is calculated (whether on sales or cost of goods sold). Average inventory turnover ratios for individual industries can be obtained from trade associations.One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into the market to buy the goods early enough to ensure delivery at the proper time. Thus, buying requires advance planning to determine inventory needs for each time period and then making the commitments without procrastination.For retailers, planning ahead is very crucial. Since they offer new items for sale months before the actual calendar date for the beginning of the new season, it is imperative that buying plans be formulated, early enough to allow for intelligent buying without any last minute panic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginning of Ihe new season as the merchandise date for ihe end of the old season. For example, many retailers view March 21 as the end of the spring season, June 21 as the end of summer and December 21 as Ihe end of winter.Part of your purchasing plan must include accounting for the depletion of the inventory. Before a decision can be made as to the level of inventory lo order, you must determine how long the inventory you have in stock will last.For instance, a retail firm must formulate a plan to ensure the sale of the greatest number of units. Likewise, a manufacturing business must formulate a plan to ensure enough inventory is on hand for production of a finished product.In summary, the purchasing plan detail: When commitments should be placed: When the first delivery should be received; When the inventory should be peaked; When reorders should no longer be placed: and When the item should no longer be in stock.Well planned purchases affect the price, delivery and availability of products for sale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanted items, it is necessary to establish adequate controls over inventory on order and inventory in stock. There are several proven methods for inventory control. They are listed below, from simplest to most complex. Visual control enables the manager to examine the inventory visually to determine if additional inventory is required. In very small businesses where this method is used, records may not be needed at all or only for slow moving or expensive items. Tickler control enables the manager tophysically count a small portion of the inventory each day so that each segment of the inventory is counted every so many days on a regular basis. Click sheet control enables the manager to record the item as il is used on a sheel of paper. Such information is then used for reorder purposes. Stub control (used by retailers) enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item that was sold.As a business grows, it may find a need for a more sophisticated and technical form of inventory control. Today, the use of computer systems to control inventory is far more feasible for small business than ever before, both through the widespread existence of computer service organizations and the decreasing cost of small-sized computers. Often the justification for such a computer-based system is enhanced by the fact that company accounting and billing procedures can also be handled on the computer.Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and action.Off-line point-of-sale terminals relay information directly to the supplier's computer who uses the information to ship additional items automatically to the buyer/inventory manager.The final method for inventory control is done by an outside agency. A manufacturer's representative visits the large retailer on a scheduled basis, takes Ihe stock count and writes the reorder. Unwanted merchandise is removed from stock and returned lo Ihe manufacturer Ihrough a predetermined, authorized procedure.A principal goal for many of the methods described above is to determine the minimum possible annual cost of ordering and stocking each item. Two major control values are used: 1) the order quantity, that is, the size and frequency of order: and 2) the reorder point, that is, the minimum stock level at which additional quantities are ordered. The Economic Order Quantity (EOQ) formula is one widely used method of computing the minimum annual cost for ordering and stocking each item. The EOQ computation takes into account the cost of placing an order, the annual sales rate, the unit cost、and the cost of carrying invenlory. Many books on management practices describe the EOQ model in detail.DEVELOPMENTS IN INVENTORY MANAGEMENTIn recenl years, two approaches have had a major inipacl on inventory management: Material Requirements Planning (MRP) and Just-In-Time (JIT andKanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and sometimes buyers of manufactured items will experience a difference in delivery.Material requirements planning is basically an information system in which sales arc converted dircctly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorter and more predictable. Its primary use is with products composed of many components. MRP systems are practical for smaller firms. The computer system is only one part of the total project which is usually long-term, taking one to three years lo develop.Just-in-time inventory management is an approach which works to eliminate inventories rather than optimize them. The inventory of raw materials and work-in-process falls to that needed in a single day. This is accomplished by reducing set-up times and lead times so that small lots may be ordered. Suppliers may have to make several deliveries a day or move close to the user plants to support this plan.TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as arc listed on the delivery rcccipt. Carefully examine cach carton for visible damage ~ If damage is visible, note it on the delivery receipt and have Ihe driver sign your copy. After delivery, immediately open all cartons and inspcct for merchandise damage.When damage is discovered: Retain damaged items - All damaged materials must be held at Ihe point received. Call carrier to report damage and request inspection. Confirm call in writing—This is not mandatory but it is one way to protect yourself.Carrier inspection of damaged items. Have all damaged items in the receiving area - Make certain the damaged items have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing.After inspeclion: Keep damaged materials—Damaged materials should not be used or disposed of without permission by the carrier. Do not return damaged items without wrillen aulhorization from shipper/supplier.SPECIAL TIPS FOR MANUFACTURERSIf you are in the business of bidding, specifications play a very important role. In writing specifications, the following elements should be considered. Do not request features or quality thai are not necessary for the items' intended use. Include full descriptions of any tesling lo be performed. Include procedures for adding optional items. Describe the quality of the items in clear terms.The following aclions can help save money when you are slocking inventory: Substitution of less costly materials without impairing required quality: Improvement in quality or changes in specifications that would lead to savings in process time or other operating savings; Developing new sources of supply; Greater use of bulk shipments; Quantity savings due to large volume, through consideration of economic order quantity: A reduction in unit prices due to negotiations:Initiating make-or-buy studies: Application of new purchasing techniques; Using competition along with price, service and delivery when making the purchase selection decision.译文存货管理资料来源：s p r i n g l i n k作者•：F l o y d D. H e d r i c k “存货”对于许多小企业来说是一种更容易看到和有形的资产。
供应链下的多级存货管理【外文翻译】
本科毕业论文（设计）外文翻译原文：Multi-echelon inventory management in supply chains Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service.Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers, as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations and at the right time, in order to minimize system-wide costs while satisfying service-level requirements .So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participants.Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore, inventory management policies prove critical in determining the profit of such firms. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.Inventories exist throughout the SC in various forms for various reasons. Thelack of a coordinated inventory management throughout the SC often causes the bullwhip effect, namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments, lost revenues, misguided capacity plans, ineffective transportation, missed production schedules,and poor customer service.Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing and distribution processes characterize SCs.Inventory management in multi-echelon SCs is an important issue, because thereare many elements that have to coordinate with each other. They must also arrangetheir inventories to coordinate. There are many factors that complicate successful inventory management, e.g. uncertain demands, lead times, production times, product prices, costs, etc., especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally.Most manufacturing enterprises are organized into networks of manufacturingand distribution sites that procure raw material, process them into finished goods, and distribute the finish goods to customers. The terms ‘multi-echelon’ or ‘multilevel‘production/distribution networks are also synonymous with such networks(or SC), when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. Atany manufacturing point, they may exist as raw materials, work in progress, or finished goods. They exist at the distribution warehouses, and they exist in-transit, or‘in the pipeline’, on each path linking these facilities.Manufacturers procure raw material from suppliers and process them into finished goods, sell the finished goods to distributors, and then to retail and/or customers. When an item moves through more than one stage before reaching thefinal customer, it forms a ‘multi-echelon’ inventory system. The echelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minus the backorders at its downstream stock points.The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott extended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with a stockless central depot. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity and intractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location, single-echelon models for the inventory systems.Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also, Sherbrooke constructed the METRIC (multi-echelon technique for coverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a bud get constraint. This modelis the first multi-echelon inventory model for managing the inventory of service parts. Thereafter, a large set of models which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers. In addition to analytical models, simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems.So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock.Rau et al. , Diks and de Kok , Dong and Lee ,Mitra and Chatterjee , Hariga , Chen ,Axsater and Zhang , Nozick and Turnquist ,and So and Zheng use a mathematic modeling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok’s study considers a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga, presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series. Chen, Axsater and Zhang, and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves’ model (1985), which they developed in their paper’ Continuous-review policies for a multi-echelon inventory problem with stochastic demand’, for fast-moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two -echelon assembly systems. In Rau et al.’s model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic and constant. So and Zheng used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced bysemiconductor manufacturers: supplier’s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts. Furthermore, they assume that the supplier’s delivery lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second, they show that the structure of the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed, zero, constant, deterministic, or negligible. They gain exact or approximate solutions.Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse–N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a considerable reduction in the retailer’s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by V ander Heijden et al. is an echelon stock, periodicreview, order-up-to policy, under both stochastic demand and lead times.The main purpose of Iida’s paper is to show that near-myopic policies are acceptable for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s objective is to minimize the long-run average costs in the system. In the system by Chen et al., each location employs a periodic-review, or lot-size reorder point inventory policy. They show that each location’s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al., the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of local stock points is investigated. Chiang and Monahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouse (upper echelon) and a retail store (lower echelon), and the product is available in two supply channels: a traditional retail store and an internet-enabled direct channel. Johansen’s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times are compared.To sum up, these papers consider two- or N-echelon inventory systems, with generally stochastic demand, except for one study that considers Markov-modulated demand. They generally assume constant lead time, but two of them accept it to be stochastic. They gain exact or approximate solutions.In multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vary-METRIC method, fuzzy sets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.A multi-product, multi-stage, and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for a multi-echelon SC network with uncertain market demands and product prices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities, and the fuzzy sets are used for describing the sellers’ and buyers’ incompatible preference on product prices.In the current paper, a detailed literature review, conducted from an operational research point of view, is presented, addressing multi-echelon inventory management in supply chains from 1996 to 2005.Here, the behavior of the papers, against demand and lead time uncertainty, is emphasized.The summary of literature review is given as: the most used research technique is simulation. Also, analytic, mathematic, and stochastic modeling techniques are commonly used in literature. Recently, heuristics as fuzzy logic and GAs have gradually started to be used.Source: A Taskin Gu¨mu¨s* and A Fuat Gu¨neri Turkey, 2007. “Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective”. IMechE V ol. 221 Part B: J. Engineering Manufacture. June, pp.1553-1570.译文：供应链下的多级存货管理从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。
存货计价管理方法外文文献翻译2014年译文3565字
文献出处：Michalski G. Efficiency of accounts receivable management in Polish institutions [J]. European Financial Systems, 2014,15(3):61-80. （本译文归百度文库所有，完整译文请到百度文库）原文The effect of inventory valuation methods on enterprise accountingMichalski GAbstractIn this paper, Inventory is an important part of enterprise liquid assets, its value is real final have the integrity of the value of the enterprise has the important and directly influence. Therefore, we need to the ending inventory of the enterprise value to calculate. At present, the enterprise inventory valuation method has a variety of, in the field of enterprise accounting, different stock price method will affect the enterprise accounting process. This paper first introduces the related enterprise inventory valuation method choice, on the basis of further exploration for inventory valuation method, the specific influence to the enterprise accounting, but the first-in, first-out method and weighted average method of these two kinds of inventory valuation method is this article will focus on analysis of the content.Key words: Inventory valuation method; Accounting; First-in, First-out method; The weighted average methodInventory is an important part of enterprise liquid assets, its value is the value of the enterprise final has authenticity has important and directly influence. Because of this, for the computation of the ending inventory value to the enterprise accounting is of great importance to the enterprise. But now the inventory calculation method has very many, the choice of different inventory valuation methods to the enterprise accounting and finance Condition has a direct impact, this mainly displaysin, different valuation methods will lead to different inventory valuation and corporate reporting profits, and in turn affect the enterprise's tax revenue burden, operating performance, cash flow and a series of aspects. Therefore, choosing the appropriate inventory valuation method but also an important content of the accounting policy. Therefore, whether from theory or from practice level, any enterprises should be combined with its own actual situation, and within the scope of the law to allow the most beneficial to enterprise management and inventory valuation methods for accounting and nuclear. And our process of this study is based on the above understanding to show open.1 Inventory valuation methodEnterprise inventory is itself an important asset. It mainly includes the inventory products, raw materials, in the raw products, low-value consumption goods, etc. In the process of actual production and operation, the enterprise inventory is constantly in flux, and the order of the inventory of material flow and cost flow sequence is not consistent. In general enterprise, therefore, only need according to the different cost flow in order to clear the inventory costs and inventory costs can be issued. So, businesses will need to be based on a set of cost flow assumptions, to implement the ending inventory and cost allocation between inventory, which is known as a stock valuation method. In this respect, our country in 2006 issued new guidelines to further clarify the content such as inventory valuation method and adjustment. And according to the regulation of this criterion, the current domestic enterprise inventory valuation methods mainly include FIFO, LIFO method, the specific identification method, moving weighted average method, weighted average method, etc.Below we will briefly compare to these specific inventory valuation methods and analysis.In the inventory valuation method, the first-in, first-out method isbased on the inventory flow first bought stock, first a hypothesis, on the basis of this method is characterized by its inventory is close to the new purchases of inventory cost. And last in first out rule and relative, the former refers to the stock bought since start of the basic assumptions to line into the inventory valuation method, its characteristic is issued inventory cost is close to the current market price, especially in the case of prices continue to rise, LIFO method can accurately the performance of the enterprise performance, convenient enterprises to evaluate the inspection at the same time. Specific identification rule is based on the actual cost of each inventory program to calculate the ending inventory costs and inventory costs, this method can accurate equilibrium quantity inventory cost, more in line with the reality, but the downside is huge workload, generally not suitable for large and medium-sized enterprises to adopt. While moving weighted average method and the weighted average rule in the form of a weighted average management of inventory valuation method, the costs of the inventories calculated by these two methods by price fluctuations of relatively small, but the results of their calculations are usually can not match with the current sales profit ratio, and is difficult to reflect the price change reality factors, so the disadvantages are more obvious.Through the comparative analysis we can see that in the inventory valuation methods to first in first out and last in first out method is relatively reasonable, especially under the condition of the modern computer technology is widely used, the two pricing methods in practice also got great development. Below we will be the first to introduce the general accounting process of inventory valuation method, then compare research first in first out and last in first out method the influence of these two kinds of inventory valuation method.2 The inventory valuation method for the influence of the relative indexof enterprise financial ratio analysisCorporate liquidity ratio formula is: current ratio = current assets present current liabilities. The index is one of the measures of corporate short-term solvency, the higher the ratio, to reflect the stronger the short-term debt paying ability, the rights and interests of creditors, the more assured. Enterprise as determined using the first-in, first-out method of inventory final value is greater than the LIFO method is used to determine the final value of the inventory, the same enterprise due to the two different inventory valuation methods, it is concluded that the value of the current ratio is different, thus creditors will make different decisions of the firm.According to the above introduction, the enterprise will take different inventory valuation methods to the enterprise's financial condition, the tax burden, and important aspects of influence, it mainly includes the following several aspects: first, the related items in the balance sheet of the enterprise inventory valuation method has a direct impact. The items on the balance sheet as owners' equity, calculation of the project such as the total current assets will be affected by the valuation method selected, the concrete numerical value will be changed according to the different inventory valuation methods. The second is, the inventory valuation method for the measure of enterprise profit and loss situation has a direct impact. Its main performance is that if the initial (final) inventory valuation is low, current earnings may thus will increase (reduce);On the contrary, if the initial (final) inventory valuation is higher, the current earnings may be so will decrease (increase).So the choice of inventory valuation methods influence on corporate earnings are very obvious. Three is that different inventory valuation methods have great influence to the enterprise income tax. This is because the different choice of inventory valuation method may leadto different current cost of sales, and then the calculation of current profits will be different, therefore, will be the impact to the enterprise shall pay the income tax amount. And this also means that, in fact, the enterprise can be in accordance with the rules of choosing the most conducive to their own business valuation methods of goods. Below, we will with the setting background of rising prices, valuation methods of remaining goods affect the circumstances of the accounting system of the enterprise are analyzed.2.1 Cash flow of the enterprise and the impact of taxIn fact, in the long run, if other conditions are the same or consistent, is whether companies to adopt what kind of inventory valuation method, under normal circumstances all the inventory cost will be converted to the cost of sales, cost of sales amount that is to say a few accounting period is the same. As a result, the pre-tax profits to the enterprise, the total amount of income tax, profit after tax, the influence of the total cash inflows projects such as there is a difference. Is to say, all these items to different inventory valuation methods should be consistent. Of course, if the specific conditions of different, choose different valuation methods will take tax for cash flow and enterprise produce distinct effect.2.2 Impact on corporate valueRise in the price level in society, such as using the first-in, first-out method, then the ending inventory will be effected according to the table, the price level of calculation, so the result is close to the actual situation, so the enterprise asset value estimation is reasonable. On the other hand, such as using the LIFO method, is easy to cause the company gross profit empty, will affect the implementation of the enterprise value. In the case of the social level fluctuations, moving weighted average method and calculated by weighted average method ofenterprise value is often more "average", suitable as a reference measure of enterprise value.2.3 Impact on enterprise management performanceBecause of the principal-agent problems on the economics, so owners often to the managers' performance measure to reflect the degree of managers' efforts. In this regard, different inventory valuation methods on managers' performance evaluation and award will impact excitation measures. According to the practical results, if the managers' reward mechanism is positively correlated with its performance evaluation, the rising price level in the society in general cases, managers will often go on the first-in, first-out method as the valuation methods of cargo. This is because, this method can improve the operation performance of managers, which will bring more for its current reward.3 The first-in, first-out method and further comparative study of the weighted average method3.1 Two inventory valuation methods influence on enterprise tax and financialIn the case of a rise in the price level, the enterprise using the first-in, first-out method as inventory valuation method, means that the cost of products sold during the accounting period is determined by the early inventory and the price level, which can cause enterprise has issued stock value is lower than the market value of the enterprise sales cost is low, causing business profits inflated again at the same time, and to further increase the tax burden of enterprises. In contrast, the weighted average rule makes the enterprise in the period of cost - revenue accounting is relatively close to the average level, but also reasonable to a certain extent, reduce the tax burden of enterprises. However, for many large and medium-sized enterprises, although first-in, first-out method increased the enterprise tax credits, but also could improve theenterprise reputation and win more government support and bank loans. As a result, most large and medium-sized enterprises from considering tend to choose the first-in, first-out method. But for those who have just set up small businesses, try to reduce the corporate tax burden, improve enterprise financial situation is they must be a priority, so that enterprises tend to adopt the weighted average method for inventory valuation method.3.2 Two inventory valuation methods influence on enterprise financial ratio analysis indicatorsEnterprise financial ratio analysis index mainly includes the enterprise short-term debt paying ability index, long-term solvency, profitability ratios, liquidity ratios analysis indicators, etc. Using different methods of inventory valuation indexes will produce different influence to the enterprises. First, in terms of short-term solvency and liquidity ratio index, using the first-in, first-out method for inventory valuation methods will lead to save goods turnover is low, and the corresponding flow ratio and inventory turnover period will be on the high side. In contrast, the weighted average method under the condition of the above indicators "shrinkage" would have been required. Secondly, in terms of corporate profitability ratio analysis indicators, its direct measure can eventually embodies in terms of corporate profits, therefore Using the first-in, first-out method usually improve enterprise profitability indicators, and using the weighted average rule will reduce the indicators to some extent. Again, from the perspective of enterprise long-term debt paying ability index, because the FIFO will overestimate the pre-tax profits of the enterprise, so this kind of valuation method in fact overestimates the long period of solvency indicators of the enterprise.4 ConclusionIn the actual business operation, there are many enterprise inventoryvaluation methods, but different inventory valuation methods on the effects of the enterprise accounting is not the same. When enterprise in the choice of inventory valuation method, therefore, must consider the enterprise external environment condition, their own operating conditions and to achieve the goal of enterprise main body, and in consideration of the production and operation of an enterprise under the premise of all factors, foster strengths and circumvent weaknesses to select the appropriate inventory valuation method, thus reasonable to improve their business performance.译文存货计价方法对企业会计的影响米尔斯基摘要存货是企业流动资产的重要组成部分，其价值是否真实对企业期末拥有价值的真实性具有重要而直接的影响。
存货管理【外文翻译】
外文翻译1 n V ent o ry man a g em e nt"In ventory" to many $ ma I 1 bus in c s s o wne r s is oneb e wel 1 managed in order to max i mize pr 0 f il s . I n f acl» ma n y small businescan n ot absorb the t yp c s of 1 0 S S esa r i $ i ng from poor i nv e nto r y mana gUnless invenlor i c s are c o ntroll c d ,they are un r eliabl c » i n eff i cient an c r e a sing i nventor y turnover — but not s a crif i cin g the Ser vice levo I : Keepingith obsol c te i tern $。
The degree o f sue c ess i n a d dress i ng the s e cone c rns S ome tha n for o ther s , F o r e x ample, comput i ng th c in v entory t u r nove r ra t i o is a $ imple m c asure of manager i al pe r fo r m a nc c . This valu c g ive $ a rough guideli n c by which ma n a g c rs can se t g o a Is and eval u at c p c rforniance» but it m u st be realized that the tu r nover rate varies w i th the function o I in v e n to r y , t he typMa t erial Source: spr i n g link Author: F 1 0yd Hedr i cki ble and t a n g i b le aspects of doing bu $ ine $ s 。
多级存货管理外文文献原文+翻译 译文 4800多字
文献出处：Gümüs, A. Taskin, and A. Fuat Güneri. "Multi-echelon inventory management in supplychains with uncertain demand and lead times: literature review from an operational research perspective." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of EngineeringManufacture 221.10 (2007):1553-1570.原文Multi-echelon inventory management in supply chains with uncertain demandand lead times: literature review from an operational research perspectiveA Taskin Gu¨mu¨s* and A Fuat Gu¨neriAbstract:Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, bufferedby large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quicklyrespond to customer needs. To remain competitive and decrease inventory,these firms must use multi-echelon inventory management interactively,while reducing operating costs and improving customer service. The currentpaper reviews the literature, addressing multiechelon inventory managementin supply chains from 1996 to 2005. The behavior of the papers against demandand lead-time uncertainty is the key analysis point of the literature reviewpresented here and it is conducted from an operational research point ofview. Finally, directions for future research are suggested.Keywords: supply chain, multi-echelon inventory management, demand uncertainty, lead-time uncertainty1 INTRODUCTIONSupply chain management (SCM) is an integrative approach for planningand control of materials and information flows with suppliers and customers,as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power. SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and dis-tributed at right quantities, to the right locations, and at the right time, in order to minimize system- wide costs while satisfying service-level requirements. So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participant.Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms [4]. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.Inventories exist throughout the SC in various forms for various reasons [6]. The lack of a coordinated inventory management throughout the SC often causes the bullwhip effect, namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments, lost revenues, misguided capacity plans, ineffective transportation, missed production schedules, and poor customer service [5].Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference [7]). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing and distribution processes characterize SCs.Inventory management in multi-echelon SCs is an important issue, becausethere are many elements that have to coordinate with each other. They must also arrange their inventories to coordinate. There are many factors that complicate successful inventory management, e.g. uncertain demands, lead times, production times, product prices, costs, etc., especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally.In the current paper, a detailed literature review is presented, addressing multi-echelon inventory management in SCs from 1996 to 2005. Here, the behavior of the papers against demand and lead time uncertainty is emphasized. First, echelon concept and multi-echelon inventory management in SCs are defined. Then, the literature review conducted from an operational research point of view between 1996 and 2005, is presented. Finally, directions for future research are suggested.2 MULTI-ECHELON INVENTORY MANAGEMENT IN SUPPLY CHAINSMost manufacturing enterprises are organized into networks of manufacturing and distribution sites that procure raw material, process them into finished goods, and distribute the finish goods to customers. The terms ‘multi-echelon’ or ‘multilevel ‘production/ distribution networks are also synonymous with such networks (or SC), when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. At any manufacturing point, they may exist as raw materials, work in progress, or finished goods. They exist at the distribution warehouses, and they exist in-transit, or ‘in the pipeline’, on each path linking these facilities.Manufacturers procure raw material from suppliers and process them into finished goods, sell the finished goods to distributors, and then to retail and/ or customers. When an item moves through more than one stage before reaching the final customer, it forms a ‘multi-echelon’ inventory system [8]. The echelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minusthe backorders at its downstream stock points.The analysis of multi-echelon inventory systems that pervades the business world has a long history [10]. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studiedtheir operating characteristics under a variety of conditions and assumptions [11]. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and mod elling of inventory systems under different operating parameters and modelling assumptions [2]. Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology [8, 9, 12].Clark and Scarf [13] were the first to study the two echelon inventory model [8, 9, 10, 14–17]. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott [18] extended the Clark and Scarf [13] model to include general arborescent structures. The depot warehouse problem described above was addressed by Eppen and Schrage [19] who analysed a model with a stockless central depot [20]. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms [11, 14–17, 20–30]. Owing to the complexity and intractability of the multi-echelon problem, Hadley and Whitin [31] recommend the adoption of single-location, single-echelon models for the inventory systems .Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stockouts at the retailers arecompletely backlogged [8]. Also, Sherbrooke [32] constructed the METRIC (multi-echelon technique for recoverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a budget constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts [6, 10, 33]. Thereafter, a large set of models, which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers [27, 34–37]). In addition to analytical models, simulation models have also been developed to capture the complex interactions of the multi-echelon inventory problems.Figure 1 shows a multi-echelon system consisting of a number of suppliers, plants, warehouses, distribution centres, and customers [27, 42, 43].So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs [13]. Inventory control policy for multi-echelon systems with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock3 LITERATURE REVIEW: FROM 1996 TO 2005In this section, a detailed literature review, conducted from an operational research point of view, is presented. It addresses multi-echelon inventory management in SCs, from 1996 to 2005. The selection criteria of the papers that are reviewed are: using operational research techniques to overcome multiechelon inventory management problems, and being demand and lead time sensitive (there are uncertain demand and lead times). Here, the behavior of the papers against demand and lead time uncertainty is emphasized.The papers reviewed here are categorized into groups on the basis ofthe research techniques in which they are used. These techniques can be grouped as:(a) mathematic modelling (only);(b) mathematic modelling and other techniques (in the same paper);(c) METRIC modelling;(d) Markov decision process;(e) simulation (only);(f) Stackelberg game;(g) literature review;(h) other techniques (vari-METRIC method, heuristics, scenario analysis, fuzzy logic, etc.).While the research techniques are common for papers that are grouped according to their research techniques, the number of echelons they consider, inventory/system policies, demand and lead time assumptions, the objectives, and the solutions’ exact ness may be different. Therefore these factors are also analysed.Mathematic modelling techniqueRau et al. [8], Diks and de Kok [9], Dong and Lee, Mitra and Chatterjee [45], Hariga [46], Chen, Axsater and Zhang [48], Nozick and Turnquist, and So and Zheng [50] use a mathematic modelling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok’s study [9] con siders a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga [46], presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen [47], Axsater and Zhang [48], and Nozick and Turnquist [49] consider a two-stage inventory system in their papers. Axsater and Zhang [48] and Nozick and Turnquist [49] assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee [45] examine De Bodt andGraves’model(1985),which they developed in their paper ‘Continuous-review policies for a multi-echelon inventory problem wi th stochastic demand’, for fast moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two-echelon assembly systems. In Rau et al.’s [8] model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic and constant. So and Zheng [50] used an analytical model to analyse two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier’s lead time and forecast demand updating. They assume that the external demands faced by the retailer are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts.Furthermore, they assu me that the supplier’s deli very lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf [13] and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf [13]. Second, they show that the structure of the optimal stocking policy of Clark and Scarf [13] holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.After reviewing the literature about multiechelon inventory management in SCs using mathematic modelling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed, zero, constant, deterministic, or negligible. They gain exact or approximate solutions.Mathematic modelling and other techniques togetherDekker et al. analyses the effect of the break quantity rule on the inventory costs. The break quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers [19, 22, 24, 70, 71]. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a consid erable reduction in the retailer’s inventory costs. In Dekker et al. [54] the results of Dekker et al. [72] were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s [53] contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by van der Haiden et al. [56] is an echelon stock, periodic review, order up-to (R,S) policy, under both stochastic demand and lead times.Andersson and Markland’s [57] approach is based on an approximate cost-evaluation technique. Axsater presents a method for exact evaluation of control policies that provides the complete probability distributions of the retailer inventory levels. Mitra and Chatterjee [65] examine the effect of utilizing demand information in a multi-echelon system. Seferlis and Giannelos [41] present an optimization-based control approach that applies multivariable model-predictive control principles to the entire network. The invent ory system under Seifbarghy and Jokar’s [68] consideration uses continuous review inventory policy (R,Q) and assumes constant lead times. In Moinzadeh’s paper [62], each retailer places their order to the supplier according to the well-known ‘Q,R’ policy. It is assumed that the supplier has online information about the demand, as well as inventory activities of the product at each retailer, and uses this information when making order/replenishment decisions. Tang formulae aredeveloped for solving the optimal planned lead times with the objective of minimizing total stock out and invent or holding costs. Axsater [43] assumes that the system is controlled by continuous review installation stock (R,Q) policies with given batch quantities and presents a simple technique for approximate optimization of the reorder points.Cachon and Fisher [58] and Tsiakis et al. [61] use mathematical modelling and scenario analysis in their studies. Cachon and Fisher [58] consider a twoechelon inventory system with stochastic demand, while Tsiakis et al.[61] consider a four-echelon inventory system with time-invariant demand, differently from most studies. Cachon and Fisher [58] study the value of sharing demand and inventory data in a two-echelon inventory system, while Tsiakis et al.’s objective is the minimization of the total annualized cost of the network Chiu and Huang [64] use mathematical modelling and simulated annealing algorithm in their studies and consider an N-echelon serial SC. Their paper proposes a multi-echelon integrated just-in-time inventory (MEIJITI) model with random-delivery lead times for a serial SC in which members exchange information to make purchase, production, and delivery decisions jointly.Parker and Kapuscinski [30] use mathematical modelling and Markov decision processes in their paper, and consider a two-echelon inventor system with stochastic demand. Extending the Clark and Scarf [13] model to include installations with production capacity limits, they demonstrate that a modified echelon base-stock policy is optimal in a twostage system when there is a smaller capacity at the downstream facility.A multi-product, multi-stage, and multi-period production and distribution planning model is proposed in Chen and Lee [66] to tackle the compromised sales prices and the total profit problem of a multi-echelon SC network with uncertain sales prices. They use mathematical modelling (mixed integer non-linear programming) and fuzzy optimization in their study.Jalbar et al. [67] use mathematical modelling, Schwarz heuristic, Graves and Schwarz procedure, Muckstadt and Roundy approach, and O(N log N) heuristic in their paper, and consider a two-echelon inventory system with one-warehouse and N-retailers.The goal is to determine single-cycle policies that minimize the average cost per unit time, that is, the sum of the average holding and set-up costs per unit time at the retailers and at the warehouse.In Routroy and Koda li’s paper [2] mathematical mod elling and differential evolution algorithms are used. A three-echelon inventory system is considered consisting of a retailer, a warehouse, and a manufacturer.Han and Damrongwongsiri’s [69] purpose is establishing a strategic resource allocation model to capture and encapsulate the complexity of the modern global SC management problem. A mathematical model is constructed to describe the stochastic multi-period two-echelon inventory with the many to-many demand–supplier network problem. Genetic algorithm (GA) is applied to derive near optimal solutions through a two-stage optimization process. Demand in each period can be represented by the probability distribution, such as normal distribution or exponential distribution.Most of the papers reviewed here use simulation with mathematical modelling. They consider intensively two-echelon inventory system with stochastic demand, 1, 3, or N-echelon systems are rarely considered. They gain exact or approximate solutions.METRIC modelling techniqueMoinzadeh and Aggarwal [11] use METRIC modelling and simulation techniques in their study, while Andersson and Melchiors [42] and Wang et al. [73] use METRIC modelling only. The three of them consider a two-echelon inventory system with stochastic demand, and obtain approximate solutions.Moinzadeh and Aggarwal [11] study a (S-1,S)-type multi-echelon inventory system where all the stocking locations have the option toreplenish their inventory through either a normal or a more expensive emergency resupply channel. Wang et al. [73] study the impact of such centre-dependent depotreplenishment lead times (DRLTs) on system performance. Andersson and Melchiors [42] evaluate and optimize S-1,S-policies for a two-echelon inventory system consisting of one central warehouse and an arbitrary number of retailers.Markov decision process techniqueIida [74], Chen and Song [75], Chen et al. [76], and Minner et al. [77] use the Markov decision process in their studies, while Chiang and Monahan [10] use Markov decision process and scenario analysis, and Johansen [78] uses Markov decision process, simulation, and Erlang’s loss formula together. Iida [74] and Chen and Song [75] consider an N-echelon inventory system, but under stochastic demand in the first study and Markov-modulated demand in the second one, respectively. Chen et al. [76], Minner et al. [77], and Chiang and Monahan [10] consider a two-echelon inventory system with stochastic demand. Johansen [78] considers a single-item inventory system and a sequential supply system with stochastic demand.The main purpose of Iida’s [74] paper is to show that near-myopic policies are acceptable for a multiechelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s[75] objective is to minimize the long-run average costs in the system. In the system by Chen et al. [76], each location employs a periodic-review (R,nQ), or lot-size reorder point inventory policy. They show that each location’s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. [77], the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of localOther techniquesIn multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vari-METRIC method, fuzzysets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.The paper by Chandra and Grabis quantifies the bullwhip effect in the case of serially correlated external demand, if autoregressive models are applied to obtain multiple steps demand forecasts. Here, under autoregressive demand, inventory management of a two-echelon SC consisting of a retailer and a distributor is considered. It is assumed that the lead time is deterministic. The papers using the other techniques consider (one-, two-, three-, four-, five-, or N-echelon systems) assume stochastic, constant, fuzzy, or deterministic demand and lead times. All of them obtain approximate solutions.4 FINDINGS OF THE LITERATURE REVIEWLimited echelons of a multi-echelon inventory system is usually considered in the literature. They rarely generalize their models to N-echelon. Similarly, they usually consider serial systems, instead of a tree conformation.The authors generally assume demand and lead times to be stochastic, deterministic, constant, or negligible. There are only a few studies that find these variables with heuristics, fuzzy logic, and GAs. These techniques are not examined adequately yet in inventory management in multi-echelon SC.In addition, the papers present mostly approximate models. There are a small amount of papers that give exact solutions.译文不确定的需求和交货期供应链下的多级存货管理：运筹学的角度的一个文献回顾塔斯金；费阿德摘要：从历史上看,供应链下的仓储、分销商、零售商等各层级一直都是独立管理，通过维持很多库存来保证价交易的正常进行。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
外文翻译inventory managementMaterial Source: spring link Author: Floyd D. Hedrick“Inventory” to many small business owners is one of the mor e visible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company as purchased products. Likewise, merchandise stocks in a retail store contribute to profits only when their sale puts money into the cash register. In a literal sense, inventory refers lo stocks of anything necessary lo do business. These stocks represent a large portion of the business investment and must be well managed in order to maximize profils. In facl, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless invenlories are controlled, they are unreliable, inefficient and costly.SUCCESSFUL INVENTORY MANAGEMENTSuccessful inventory management involves balancing the costs of inventory with the benefits of inventory. Many small business owners fail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the cost of money tied up in inventory. This fine line between keeping too much inventory and not enough is not the manager's only concern. Others include: Maintaining a wide assortment of stock •• but not spreading the rapidly moving ones too thin: Increasing inventory turnover - but not sacrificing the service level: Keeping slock low - but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving invenlory: and having an adequate invemory on hand - but not gelling caught with obsolete items.The degree of success in addressing these concerns is easier to gauge for some than for others. For example, computing the inventory turnover ratio is a simple measure of managerial performance. This value gives a rough guideline by which managers can set goals and evaluate performance, but it must be realized that the turnover rate varies with the function ol' inventory, the type of business and how the ratio is calculated (whether on sales or cost of goods sold). Average inventory turnover ratios for individual industries can be obtained from trade associations.One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into the market to buy the goods early enoughto ensure delivery at the proper time. Thus, buying requires advance planning to determine inventory needs for each time period and then making the commitments without procrastination.For retailers, planning ahead is very crucial. Since they offer new items for sale months before the actual calendar date for the beginning of the new season, it is imperative that buying plans be formulated, early enough to allow for intelligent buying without any last minute panic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginning of Ihe new season as the merchandise date for ihe end of the old season. For example, many retailers view March 21 as the end of the spring season, June 21 as the end of summer and December 21 as Ihe end of winter.Part of your purchasing plan must include accounting for the depletion of the inventory. Before a decision can be made as to the level of inventory lo order, you must determine how long the inventory you have in stock will last.For instance, a retail firm must formulate a plan to ensure the sale of the greatest number of units. Likewise, a manufacturing business must formulate a plan to ensure enough inventory is on hand for production of a finished product.In summary, the purchasing plan detail: When commitments should be placed: When the first delivery should be received; When the inventory should be peaked; When reorders should no longer be placed: and When the item should no longer be in stock.Well planned purchases affect the price, delivery and availability of products for sale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanted items, it is necessary to establish adequate controls over inventory on order and inventory in stock. There are several proven methods for inventory control. They are listed below, from simplest to most complex. Visual control enables the manager to examine the inventory visually to determine if additional inventory is required. In very small businesses where this method is used, records may not be needed at all or only for slow moving or expensive items. Tickler control enables the manager tophysically count a small portion of the inventory each day so that each segment of the inventory is counted every so many days on a regular basis. Click sheet control enables the manager to record the item as il is used on a sheel of paper. Such information is then used for reorder purposes. Stub control (used by retailers) enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item that was sold.As a business grows, it may find a need for a more sophisticated and technical form of inventory control. Today, the use of computer systems to control inventory is far more feasible for small business than ever before, both through the widespread existence of computer service organizations and the decreasing cost of small-sized computers. Often the justification for such a computer-based system is enhanced by the fact that company accounting and billing procedures can also be handled on the computer.Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and action.Off-line point-of-sale terminals relay information directly to the supplier's computer who uses the information to ship additional items automatically to the buyer/inventory manager.The final method for inventory control is done by an outside agency. A manufacturer's representative visits the large retailer on a scheduled basis, takes Ihe stock count and writes the reorder. Unwanted merchandise is removed from stock and returned lo Ihe manufacturer Ihrough a predetermined, authorized procedure.A principal goal for many of the methods described above is to determine the minimum possible annual cost of ordering and stocking each item. Two major control values are used: 1) the order quantity, that is, the size and frequency of order: and 2) the reorder point, that is, the minimum stock level at which additional quantities are ordered. The Economic Order Quantity (EOQ) formula is one widely used method of computing the minimum annual cost for ordering and stocking each item. The EOQ computation takes into account the cost of placing an order, the annual sales rate, the unit cost、and the cost of carrying invenlory. Many books on management practices describe the EOQ model in detail.DEVELOPMENTS IN INVENTORY MANAGEMENTIn recenl years, two approaches have had a major inipacl on inventory management: Material Requirements Planning (MRP) and Just-In-Time (JIT andKanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and sometimes buyers of manufactured items will experience a difference in delivery.Material requirements planning is basically an information system in which sales arc converted dircctly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorter and more predictable. Its primary use is with products composed of many components. MRP systems are practical for smaller firms. The computer system is only one part of the total project which is usually long-term, taking one to three years lo develop.Just-in-time inventory management is an approach which works to eliminate inventories rather than optimize them. The inventory of raw materials and work-in-process falls to that needed in a single day. This is accomplished by reducing set-up times and lead times so that small lots may be ordered. Suppliers may have to make several deliveries a day or move close to the user plants to support this plan.TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as arc listed on the delivery rcccipt. Carefully examine cach carton for visible damage ~ If damage is visible, note it on the delivery receipt and have Ihe driver sign your copy. After delivery, immediately open all cartons and inspcct for merchandise damage.When damage is discovered: Retain damaged items - All damaged materials must be held at Ihe point received. Call carrier to report damage and request inspection. Confirm call in writing—This is not mandatory but it is one way to protect yourself.Carrier inspection of damaged items. Have all damaged items in the receiving area - Make certain the damaged items have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing.After inspeclion: Keep damaged materials—Damaged materials should not be used or disposed of without permission by the carrier. Do not return damaged items without wrillen aulhorization from shipper/supplier.SPECIAL TIPS FOR MANUFACTURERSIf you are in the business of bidding, specifications play a very important role. In writing specifications, the following elements should be considered. Do not request features or quality thai are not necessary for the items' intended use. Include full descriptions of any tesling lo be performed. Include procedures for adding optional items. Describe the quality of the items in clear terms.The following aclions can help save money when you are slocking inventory: Substitution of less costly materials without impairing required quality: Improvement in quality or changes in specifications that would lead to savings in process time or other operating savings; Developing new sources of supply; Greater use of bulk shipments; Quantity savings due to large volume, through consideration of economic order quantity: A reduction in unit prices due to negotiations:Initiating make-or-buy studies: Application of new purchasing techniques; Using competition along with price, service and delivery when making the purchase selection decision.译文存货管理资料来源：s p r i n g l i n k作者•：F l o y d D. H e d r i c k “存货”对于许多小企业来说是一种更容易看到和有形的资产。