企业库存管理中英文对照外文中英文翻译文献

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存货的管理英文作文

存货的管理英文作文英文：Inventory management is a crucial aspect of any business. It involves managing and controlling the flow of goods and materials in and out of the company. Effective inventory management ensures that the company has enough stock to meet customer demand while avoiding overstocking and wastage.One key aspect of inventory management is forecasting demand. By analyzing past sales data and market trends, businesses can predict the demand for their products and adjust their inventory levels accordingly. This helps to avoid stockouts and excess inventory, which can both be costly for the business.Another important aspect of inventory management is tracking inventory levels. This involves monitoring the quantity and location of inventory items in real-time. Bydoing so, businesses can quickly identify any discrepancies or shortages and take corrective action.Furthermore, inventory management involves implementing efficient storage and handling systems. This includes organizing inventory items in a logical and easily accessible manner, as well as implementing proper storage conditions for items that require it (such as perishable goods).In addition to these strategies, businesses may alsouse technology to aid in their inventory management efforts. This can include using inventory management software totrack inventory levels and automate certain processes, such as reordering.Overall, effective inventory management is essentialfor any business that deals with physical goods. By implementing the right strategies and tools, businesses can ensure that they have the right amount of stock at theright time, while minimizing waste and costs.中文：存货管理是任何企业的关键方面。

毕业论文英文参考文献与译文

Inventory managementInventory ControlOn the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field ofthese big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.In fact, from the perspective of broadly understood, inventory control, shouldinclude the following:First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicatorsin large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprisesto exploreThe role of inventory controlInventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: increased warehouse space andinventory storage costs, thereby increasing product costs; take a lot of liquidity, resultingin sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.NotesInventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.Second, starting from the level of service and economic benefits to determine howto ensure inventories and supplementary questions.The two problems with the inventory in the logistics process functions.In general, the inventory function:(1)to prevent interrupted. Received orders to shorten the delivery of goods fromthe time in order to ensure quality service, at the same time to prevent out of stock.(2)to ensure proper inventory levels, saving inventory costs.(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.(5)display function.(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.库存管理库存控制在谈到所谓“库存控制”的时候，很多人将其理解为“仓储管理”，这实际上是个很大的曲解。

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

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仓库管理制度英文版范文

Warehouse Management System (English Version Draft)1. IntroductionThe purpose of this document is to provide an English version draft of the Warehouse Management System. The Warehouse Management System (WMS) is a set of guidelines and procedures that aim to effectively manage and control the operations within a warehouse facility. This document outlines the key aspects and guidelines for implementing an efficient warehouse management system.2. ScopeThe Warehouse Management System covers all aspects related to the management and operation of a warehouse facility. This includes receiving and storing materials, inventory control, order fulfillment, and shipping. The guidelines provided in this document are applicable to all personnel involved in the warehouse operations, including managers, supervisors, and staff.3. ObjectivesThe primary objectives of the Warehouse Management System are as follows: •Optimize warehouse space utilization to ensure maximum storage capacity.•Maintain accurate inventory records to facilitate efficient order fulfillment and minimize stockouts.•Improve operational efficiency by streamlining warehouse processes and reducing lead times.•Enhance customer satisfaction through timely and accurate order processing and delivery.•Minimize inventory carrying costs through effective inventory control and management.•Ensure workplace safety by implementing appropriate safety measures and practices.4. Roles and Responsibilities4.1 Warehouse Manager•Develop and implement the warehouse management system.•Provide training to warehouse personnel on the proper usage of the system.•Monitor warehouse performance and implement necessary improvements.•Ensure compliance with safety regulations and guidelines.•Oversee inventory control and management.4.2 Warehouse Supervisor•Supervise and coordinate daily warehouse operations.•Monitor receiving, storage, and order fulfillment activities.•Conduct regular inspections to ensure adherence to safety and quality standards.•Provide guidance and support to warehouse staff.•Generate performance reports and recommend any necessary corrective actions.4.3 Warehouse Staff•Receive incoming materials and verify their accuracy and condition.•Label and store materials in designated locations.•Pick, pack, and ship orders according to specified procedures.•Carry out regular cycle counting and participate in annual inventory audits.•Maintain cleanliness and organization within the warehouse facility.5. Warehouse Processes5.1 Receiving•Receive and inspect incoming materials for accuracy and quality.•Update inventory records upon receipt of materials.•Properly label and store materials in designated locations.•Report any discrepancies or damages to the warehouse supervisor. 5.2 Storage•Allocate storage space based on material specifications and inventory levels.•Follow proper labeling and documentation procedures for easy material identification.•Implement an organized and efficient shelving system.•Regularly monitor and assess storage capacity to optimize space utilization.5.3 Order Fulfillment•Receive and process customer orders in a timely manner.•Pick and pack orders accurately and according to specified procedures.•Prepare appropriate shipping documents and labels.•Coordinate with shipping carriers for timely delivery.5.4 Inventory Control•Conduct regular cycle counting to ensure inventory accuracy.•Perform periodic full inventory audits.•Implement a bin location system for easy material identification.•Maintain appropriate stock levels to meet customer demand while minimizing excess inventory.5.5 Shipping•Verify the accuracy and completeness of outgoing shipments.•Prepare shipping documents and labels.•Coordinate with carriers for pickup and delivery.•Update inventory records upon shipment.6. Safety Measures•Provide safety training to all warehouse personnel.•Implement proper signage and labeling.•Ensure the presence and proper use of personal protective equipment.•Regularly inspect equipment and ensure they are in good working condition.•Maintain a clean and organized work environment to minimize hazards.7. ConclusionThe Warehouse Management System is essential for optimizing warehouse operations, ensuring efficient inventory management, and enhancing customer satisfaction. By following the guidelines outlined in this document, warehouse personnel can effectively manage and control all aspects of warehouse operations, resulting in improved productivity, reduced costs, and a safe working environment.。

企业库存管理中英文对照外文翻译文献

企业库存管理中英文对照外文翻译文献(文档含英文原文和中文翻译)外文：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.Introduction With 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 ‘one-at-a--at-a--at-a-time’ time’ marginal stock levelsetting, 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 skillsare 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 c ustomer’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 worldas collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the customer’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after 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 impactof 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 managementsolutions.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 popularin 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 bicyclesused 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 takeinventory 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.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。

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。

库存管理英文作文

库存管理英文作文英文：Inventory management is a crucial aspect of any business, as it directly impacts the company'sprofitability and customer satisfaction. Effective inventory management involves maintaining the right balance of stock to meet customer demand while minimizing the costs associated with holding excess inventory.One of the key strategies in inventory management is to use a just-in-time (JIT) approach, which involves ordering and receiving inventory only when it is needed for production or sales. This helps to reduce the amount of capital tied up in inventory and minimizes the risk of holding obsolete or perishable stock. For example, in my previous role at a retail company, we implemented a JIT system for our fast-moving consumer goods, such astoiletries and snacks. By doing so, we were able to reduce our inventory carrying costs and improve our cash flow.Another important aspect of inventory management is accurate forecasting and demand planning. By analyzing historical sales data and market trends, businesses can better predict future demand and adjust their inventory levels accordingly. For instance, at a clothing store I worked at, we used sales data from previous years to anticipate seasonal demand for certain items, such as winter coats and summer dresses. This allowed us to stock up on these items in advance and avoid stockouts during peak seasons.In addition to JIT and demand planning, technology also plays a significant role in modern inventory management. Many companies use advanced inventory management software to track stock levels, monitor product movement, and automate replenishment processes. This not only improves efficiency but also reduces the likelihood of human error. In my current role at a manufacturing company, we utilize a sophisticated inventory management system that integrates with our production schedule and sales orders, allowing us to have real-time visibility of our inventory levels andmake informed decisions.中文：库存管理是任何企业的重要组成部分，它直接影响着公司的盈利能力和客户满意度。

供应商管理库存系统外文文献翻译最新译文

供应商管理库存系统外文文献翻译最新译文文献出处：Kannan G, Grigore M C, Devika K, et al. An analysis of the general benefits of a centralised VMI system based on the EOQ model [J]. International Journal of Production Research, 2013, 51(1): 172-188.An analysis of the general benefits of a centralised VMI systembased on the EOQ modelG. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1.IntroductionDue to the global expansion of large companies, competition all over the world is becoming stronger and therefore an increasing need to obtain competitive prices is pushing industries to take on new challenging, strategic methods. One of the recently recognised methods is the replacement of the traditional supply chain with the vendor-managed inventory (VMI) supply chain. It has been proven in many different papers that the VMI supply chain is superior to the traditional supply chain and can bring significant cost savings to the participants.A traditional supply chain refers to the system within which each of the members at the different stages make decisions regarding replenishment quantities and timing so as to minimise cost at their end of the supply chain. The supply chain usually consists of all stages, starting at the raw material supplier and continuing on until the finished product reaches the end customer. All the different stages are linked by their common aim of providing the right product to the right customer in the promised time.VMI is a replenishment supply chain technique that has beenimplemented since the beginning of the 1980s by Wall-Mart and Procter & Gamble (Waller et al. 1999), and has its roots back in 1958 when Magee (1958) first introduced the concept.Within a VMI agreement, the upstream supply chain member (the vendor) takes responsibility for managing the inventory of the downstream member (the buyer) within specific levels previously agreed upon without the need for orders from the customer side to be placed. Therefore, the vendor can focus on optimising production efficiency and capacity planning, while the customer has to improve forecastaccuracy.The success of VMI is dependent on communication between the partners, their willingness to share data, collaboration and coordination, and an information technology system which enables fast access to critical information (Duchessi and Chengalur-Smith 2008).The general characteristics of a traditional supply chain and of a VMI supply chain, formed by three stage.The research here is meant to offer a simple overview of the possible outcomes after VMI implementation in a two-stage supply chain, between the vendor and its multiple buyers. The analysis focuses on the overall supply chain cost impact, which VMI can show under specific conditions, based on the practical experience learned in the pharmaceutical industry.Using VMI in a supply chain brings transparency regarding essential information among the partners, thus giving the opportunity at each stage to adjust the decisions in a timely manner and avoid emergency situations.The VMI supply chain implies coordination between the partnering stages, continuous information sharing, and regularmeetings where critical issues are discussed and follow-up actions are noted.The general benefits model analysed in this paper is based on the economic ordering quantity (EOQ) model and is an extension of Bookbinder et al.'s (2010) paper. As an extension of the aforementioned work, the model has been adjusted to integrate different requirements and constraints from within the pharmaceutical industry. It has been further extended from analysing a one-vendor, one-buyer deterministic demand case to analysing a one-vendor, multiple-buyer stochastic demand case.The mathematical model applies to two echelons, the vendor and its multiple buyers. An observation is made here to distinguish that the buyers are not the end-consumers but represent sales organisations from each country. At the same time both the vendor and buyers belong to the same organisation.In the literature, one of the main challenges when implementing VMI has beenidentified in providing the right incentives for all partners to do their best for the supply chain and the right contract to share the overall profits (Nagarajan and Rajagopalan 2008).The fact that both stages belong to the same organisation facilitates simpler developments further. There is no need for complicated contracts for profit sharing between the two partners in a VMI case, as the most important thing is the total supply chain profit. It can be assumed that both partners have the right incentives to increase overall supply chain profits.Based on the assumptions above, the traditional supply chain model is developed according to its general characteristics within which the centralised organisation does not show anyimpact, while the VMI model is developed as and when decisions are taken centrally to obtain overall supply chain cost reductions.2. Literature reviewThe literature review of this paper is divided into two categories: first, an overview of general positive characteristics observed after the VMI implementation (or) assumed to occur behind the theoretical model and then the second part looks at the literature which clearly focused on the EOQ modeling to determine the potential benefits of a VMI supply chain.2.1 General characteristics of VMI outcomesThis section verifies the outcomes of a VMI relationship and presents a short literature review of different benefits which have been recognised by other authors to be the outcome of VMI partnerships. A couple of articles have directly addressed the general benefits which can be achieved from a VMI partnership without necessarily developing a model to prove their arguments but through empirical research.Lee et al. (2008) analysed how lean systems would perform with VMI, Collaborative Planning, Forecasting and Replenishment (CPFR), and continuous replenishment and identified that expenses can be significantly decreased and flexibility improved under VMI. Elvander et al. (2007) developed a framework for a VMI configuration with four categories: inventory-related dimensions, information-related dimensions, decision-making dimensions, and a systemintegration level. Dorling et al. (2006) evaluated VMI under oligopolistic competition and defined five steps towards VMI implementation. Donget al. (2007) surveyed the literature and identified that VMI is adopted when the supplier deals with high market competitiveness and when there is good cooperationbetween the supplier and the buyer.Blatherwick (1998), Disney et al. (2003), and Sari (2008) identified that VMI can be outperformed by other strategies in specific situations.2.2 General benefits models of VMI based on the EOQ modelThe literature review presented below focuses strictly on research papers which have developed specific models to evaluate the benefits of a VMI supply chain based on EOQ modelling.Bookbinder et al. (2010), Yao et al. (2007), and Razmi et al. (2010) evaluated the supply chain costs under a traditional supply chain compared to a VMI situation. All cases considered a two-echelon model formed by a vendor and a buyer, and the model development was based on the EOQ formula.Bookbinder et al. (2010) compared three cases: the traditional supply chain, VMI, and central decision making. The difference between traditional supply chains and VMI was obtained through transferring the cost of placing an order, which was incurred by the buyer, to the vendor under the VMI. Also, the vendor's cost of placing an order has been considered to be lower than the buyer's. One of the findings of the model is that both the vendor and the buyer are better off as long as the vendor's holding costs divided by the buyer's holding cost are higher than the ordering cost.Yao et al. (2007) showed that total costs can be decreased under VMI as long as the ordering cost of the vendor is lower than that of the buyer. However, results also show that the buyer has greater benefits than the vendor.Razmi et al. (2010) effectuated a sensitivity analysis by varying the parameter values of the total cost function whileincluding a backordering cost in the calculation. While in the traditional supply chain model both the vendor and the customer incurred costs, in the case of VMI all the costs have been attributed to the vendor. Pasandideh et al. (2010) used an EOQ model to evaluate the impact of differentparameters on the total cost when applying VMI and when shortage is backlogged. The EOQ model developed showed that VMI could bring important cost savings but this has its limitations on the values of the ordering costs of the two participants.Zhang et al. (2007) analysed the total cost function incurred under a VMI partnership where an exponential function of the ordering costs was taken. The model was applied to a one-vendor, one-buyer case and proved that decreasing the ordering cost represents an investment which brings lower costs for all buyers. Teng et al. (2005) used integer programming to extend the classic economic production quantity (EPQ) model to allow for time varying cost, with deterministic demand. The findings showed that the total cost is a convex function of the number of replenishments, for which the minimum number should be identified for savings to be obtained. Chen and Wei (2011) examined the optimal dynamic joint decisions using a calculus-based formulation combined with dynamic programming techniques in a vertically decentralised single manufacturer Stackelberg and single-retailer channel over a multi-period planning horizon subject to deteriorating goods and multivariate demand function. Niranjan et al. (2011) analysed the issues surrounding the VMI implementation using 15 features categorised as product related, company related, or supplier related. In addition to the researchers mentioned in Table 1, the following researchers have also analysed the benefits of the VMIsystem (Disney and Towill 2002b, Sourirajan et al. 2008, Bakal and Geunes 2009, Battini et al. 2009, Wang 2009, Liu and ?etinkaya 2010, Borade et al. 2011).Zhang et al. (2007) developed an integrated VMI, where a joint cost model was built under the assumption of constant demand rate and production. The model evaluates the impact on the total cost function when varying the ordering cost. Ordering costs can be reduced through a VMI partnership, and the partners can share the benefits. Later, a model to indicate the general benefits which a VMI partnership could bring, and adjusted to the pharmaceutical case, will be developed.Many authors have focused their attention on the analysis of the VMI performance based on constant demand characteristics, for which the EOQ model represents the basis for the analysis. While researching the general benefits of VMIbased on EOQ model literature, one of the gaps identified is the fact that evaluations were done strictly between one vendor and one buyer. The only exception is identified in Zhang et al. (2007), who considered two buyers but focused on order cost reduction evaluation.Based on the findings in the literature, this paper extends previous research and analyses the possible benefits when dealing with one vendor and multiple buyers assuming a stochastic, constant type of demand.3. Problem definition and research scopeThe objective of this paper is to develop a relevant model which integrates specific constraints from the pharmaceutical industry and which has the ability to project the possible cost differences between a traditional supply chain and a VMI supply chain.Some of the aspects which the model will integrate are: constant demand, variable demand, evaluation of a two-stage supply chain composed of a vendor and his multiple buyers, and identification of the importance of fast reaction to demand changes and maintenance of a high customer service level as defined by the industry.The characteristics are integrated in both traditional and VMI supply chains, while the model is based on the EOQ model rational with the purpose of highlighting cost differences between the two. Under the VMI supply chain, the transportation cost and the cost of issuing an order are transferred from the buyer to the vendor.The structure of the paper is as follows: Section 4 develops the mathematical model for the traditional and VMI supply chains, and this is then numerically applied in Section 5. The results of the numerical application are discussed in Section 6, and Section 7 presents an overall conclusion of the paper and identifies directions for further research opportunities.3.1 Research highlightsThe model developed in this paper extends previous works which based their analysis of traditional versus VMI supply chains on EOQ models by acknowledging demand variability and integrating preventive actions.Another difference which is captured within this model represents the extendednumber of buyers evaluated. While previous research focused on one-vendor, one-buyer cases, the model here integrates one vendor and multiple buyers.Evaluating the situation of multiple buyers with whom the vendor has the possibility to establish VMI partnerships givesmore flexibility to the vendor to consolidate specific product demands. Based on this opportunity, the model is structured to evaluate benefits depending on the number of products shared among more buyers.译文基于经济订购量模式的供应商管理库存系统的综合效益分析G. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1 引言由于大公司的全球化扩张，世界各地的竞争越来越强烈，因此越来越需要获得具有竞争力的价格，这对企业来说是一个全新的挑战，但也是推动产业发展的战略方法。

外文文献及翻译-仓库管理系统(WMS)

仓库管理系统（WMS）仓库管理系统（WMS）的演变与许多其他软件解决方案是非常相似的。

最初的系统用来控制物料在仓库内的流动和贮存，仓库的作用正在延伸到包括轻型制造业，交通运输管理，订单管理，和完整的会计制度中。

利用与先前的业务有关的软件，制造资源计划，作为一个比较，材料需求计划（MRP）开始作为一个规划要求，原材料的生产环境的系统。

物料需求计划很快演变成以MRP系统，补充调度和容量规划为基础的逻辑制造资源计划（MRPII系统）。

最终MRPII系统演变成企业资源规划（ERP），吸收所有的MRPII系统的功能包括充分的财务与客户和供应商管理功能。

现在，无论仓库管理系统演变成一个以仓库为中心的ERP系统是一件好事或不可达的辩论。

清楚的是，在仓库管理系统，企业资源规划，布局规划要求，交通运输管理系统，供应链计划，高级计划与排程，以及制造执行系统之间扩大重叠功能性只会增加那些寻找软件解决方案业务的公司混乱水平。

尽管仓库继续获得额外的功能，最初的仓库管理系统的核心功能还没有真正改变。

其主要目的是控制管理系统在工艺操作相关联的交易中的流动和材料储存。

定向采摘，定向补充，定向收集是仓库的关键。

从一个软件供应商到另一个在一个管理系统中详细的安装和处理可以有一个很大的差别，但是其基本逻辑将使用相结合的项目，地点，数量，度量单位，并以收集信息以确定在哪里储存，在哪里挑选，以及以何种顺序执行这些操作。

一最低限度，一个仓库管理系统应采取下列措施有一个灵活的定位系统。

利用用户定义的参数，指导仓库任务和使用Live文件来执行这些任务。

有一些内置的一体化和数据收集设备结合体。

您是否真的需要仓库管理系统？并非每一个仓库需要一个仓库管理系统。

当然，任何仓库可受益于其中一些功能，但这些受益是否足以证明管理系统最初的二声明1）仓库管理系统将减少库存！2）仓库管理系统将减少劳动力成本！3）仓库管理系统将增加存储容量！4）仓库管理系统将提高客户服务！5）仓库管理系统将增加库存的准确性！和正在进行的相关费用是正确的？仓库管理系统是大的，复杂的，数据密集型的应用。

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。

仓储物流外文文献翻译中英文原文及译文2023-2023

仓储物流外文文献翻译中英文原文及译文2023-2023原文1：The Current Trends in Warehouse Management and LogisticsWarehouse management is an essential component of any supply chain and plays a crucial role in the overall efficiency and effectiveness of logistics operations. With the rapid advancement of technology and changing customer demands, the field of warehouse management and logistics has seen several trends emerge in recent years.One significant trend is the increasing adoption of automation and robotics in warehouse operations. Automated systems such as conveyor belts, robotic pickers, and driverless vehicles have revolutionized the way warehouses function. These technologies not only improve accuracy and speed but also reduce labor costs and increase safety.Another trend is the implementation of real-time tracking and visibility systems. Through the use of RFID (radio-frequency identification) tags and GPS (global positioning system) technology, warehouse managers can monitor the movement of goods throughout the entire supply chain. This level of visibility enables better inventory management, reduces stockouts, and improves customer satisfaction.Additionally, there is a growing focus on sustainability in warehouse management and logistics. Many companies are implementing environmentally friendly practices such as energy-efficient lighting, recycling programs, and alternativetransportation methods. These initiatives not only contribute to reducing carbon emissions but also result in cost savings and improved brand image.Furthermore, artificial intelligence (AI) and machine learning have become integral parts of warehouse management. AI-powered systems can analyze large volumes of data to optimize inventory levels, forecast demand accurately, and improve operational efficiency. Machine learning algorithms can also identify patterns and anomalies, enabling proactive maintenance and minimizing downtime.In conclusion, warehouse management and logistics are continuously evolving fields, driven by technological advancements and changing market demands. The trends discussed in this article highlight the importance of adopting innovative solutions to enhance efficiency, visibility, sustainability, and overall performance in warehouse operations.译文1：仓储物流管理的当前趋势仓储物流管理是任何供应链的重要组成部分，并在物流运营的整体效率和效力中发挥着至关重要的作用。

企业库存管理详述(英文版)

企业库存管理详述(英文版)Inventory management is a critical aspect of running a successful business. It involves effectively tracking, controlling, and organizing the inventory within a company. This comprehensive process ensures that the right products are available at the right time, in the right quantity, and at the right location.Effective inventory management helps businesses in multiple ways. First and foremost, it prevents stockouts and overstock situations. Stockouts can hurt customer satisfaction and lead to lost sales opportunities, while overstocking ties up a company's working capital and increases storage and holding costs. By maintaining optimal inventory levels, businesses are better able to meet customer demand while minimizing carrying costs.To achieve efficient inventory management, companies employ various techniques. One common technique is implementing an automated inventory tracking system. This system uses barcode scanning or radio-frequency identification (RFID) technology to accurately record all outgoing and incoming inventory. Real-time data is then accessible through a centralized database, allowing for timely decision-making.Another effective method is forecasting demand based on historical sales data, market trends, and seasonality. By understanding customer demand patterns, businesses can plan their inventory levels accordingly. This helps avoid overstocking during slow periods and stockouts during peak seasons. Additionally, utilizing just-in-time (JIT) inventory management can help reduce storage costs by ordering inventory only when needed.Categorizing inventory is also vital for efficient management. By classifying items based on their demand and profitability, businesses can prioritize their inventory levels and focus on fast-moving, high-margin products. This helps optimize the use of limited storage space and capital investment.Additionally, implementing a robust inventory control policy is crucial. This includes setting reorder points and safety stock levels to ensure timely replenishment. Regular cycle counts and periodic audits help identify any discrepancies between system records and physical stock and enable prompt corrective actions. Proper documentation of inventory transactions is essential to maintaining accurate records and preventing theft or pilferage.Technology plays a vital role in modern inventory management. Software systems with advanced features, such as real-time dashboards and analytical tools, provide businesses with comprehensive insights into their inventory performance. This allows for better inventory planning, optimization, and decision-making.In conclusion, effective inventory management is crucial for businesses to thrive. It involves implementing automated tracking systems, forecasting demand, categorizing inventory, and setting up robust control measures. By employing these strategies and utilizing technology, companies can enhance their inventory management processes, reduce costs, and improve customer satisfaction.在继续讨论相关内容之前，我们可以先详细了解一下为什么有效的库存管理对于企业的成功至关重要。

某工厂库存管理办法(英文版)

某工厂库存管理办法(英文版)Inventory Management Practices in a FactoryIntroduction:Inventory management plays a crucial role in the efficient functioning of a factory. It involves the supervision and control of the flow of materials to ensure that the right amount of inventory is maintained at all times. Effective inventory management leads to cost savings, improved productivity, and customer satisfaction. This article will outline some key inventory management practices adopted in a factory.1. Accurate Forecasting:Accurate forecasting of demand is essential for effective inventory management. The factory should utilize historical sales data, market trends, and customer feedback to forecast future demand. This will help in determining the appropriate reorder levels and minimizing the risk of overstocking or stockouts.2. Centralized Inventory Control:A centralized inventory control system should be implemented to eliminate duplication and ensure real-time visibility of inventory levels throughout the factory. This can be achieved by utilizing advanced inventory management software that tracks inventory, generates reports, and sends alerts when inventory levels reach predetermined thresholds.3. ABC Analysis:ABC analysis is an essential tool in inventory classification. It categorizes inventory items based on their usage and value. ClassA items are high-value items with low usage, ClassB items are moderate-value items with moderate usage, and ClassC items are low-value items with high usage. This analysis helps in prioritizing inventory management efforts and identifying items that require more attention.4. Just-In-Time (JIT) Inventory:The adoption of a Just-In-Time (JIT) inventory management system can help reduce carrying costs and optimize inventory levels. Under this system, inventory is ordered and delivered just in time for production or customer demand. This practice minimizes excess inventory and reduces the risk of obsolescence.5. Implementing Safety Stock Levels:In order to avoid stockouts during unexpected fluctuations in demand or supply disruptions, it is necessary to maintain safety stock levels. These levels act as a buffer to cover uncertainties and ensure that the factory can continue its operations smoothly. Safety stock levels should be determined based on factors such as lead time, demand variability, and supplier reliability.6. Regular Cycle Counting:Regular cycle counting involves conducting frequent physical counts of inventory items to ensure accuracy and prevent discrepancies between recorded and actual inventory levels. This practice helps in identifying and correcting any errors or discrepancies promptly.7. Supplier Collaboration:Maintaining a good relationship with suppliers is crucial forefficient inventory management. Collaboration with suppliers can lead to improved lead times, better order management, and reliable delivery schedules. Regular communication and sharing of demand forecasts can help suppliers plan their production schedules and ensure timely supply of materials.8. Continuous Improvement:Inventory management is an ongoing process that requires continuous evaluation and improvement. The factory should regularly review its inventory policies and procedures, identify areas for improvement, and implement changes accordingly. Analysis of key performance indicators such as inventory turnover ratio, stockout rate, and carrying costs can help in measuring the effectiveness of inventory management practices.Conclusion:Implementing effective inventory management practices is essential for a factory to maximize operational efficiency, reduce costs, and meet customer demands. Accurate forecasting, centralized inventory control, ABC analysis, JIT inventory, safety stock levels, regular cycle counting, supplier collaboration, and continuous improvement are key practices that contribute to successful inventory management. By adopting these practices, a factory can optimize its inventory levels, minimize stockouts and overstocking, and enhance overall productivity.Certainly! Here are some additional points to consider when it comes to inventory management practices in a factory:9. Implementing Stock Rotation:To prevent the occurrence of obsolete or expired inventory,factories should follow the practice of stock rotation. This involves arranging inventory in such a way that older items are utilized before newer ones. This helps in reducing the risk of holding onto obsolete stock and ensures that fresher products are being used in the manufacturing process.10. Demand Planning and Collaboration:Factories should actively collaborate with sales and marketing teams to forecast demand accurately. By closely monitoring market trends, analyzing customer preferences, and understanding upcoming promotions or events, factories can align their production and inventory levels accordingly. This collaboration can help reduce guesswork and ensure that the right amount of stock is available to meet customer demands.11. Utilization of Cross-Docking:Cross-docking is a technique that eliminates the need for storing inventory in a warehouse. Instead, products are directly transferred from supplier trucks to outgoing trucks or directly to the production line. This practice reduces inventory holding costs, minimizes handling time, and improves overall supply chain efficiency.12. Implementing FIFO and LIFO:Factories should adopt the principles of both First-In, First-Out (FIFO) and Last-In, First-Out (LIFO) to manage inventory effectively. FIFO ensures that the oldest inventory is utilized first, reducing the risk of expiration or obsolescence. LIFO, on the other hand, can be utilized for certain product categories where handling newer inventory is more cost-efficient. By implementing bothstrategies, factories can strike a balance between cost and inventory management.13. Batch Tracking and Serialization:For factories that deal with perishable or regulated products, implementing batch tracking and serialization is crucial. By assigning unique batch numbers or serial numbers to each item, factories can track product movement throughout the supply chain. This allows for better traceability and recall management in case of any quality issues, reducing the risk of costly product recalls. 14. Cross-Training of Employees:Factories should consider cross-training their employees in different areas of the production process. This allows for more flexibility in workforce allocation and reduces dependency on specific individuals. In terms of inventory management, cross-training ensures that multiple employees are knowledgeable about inventory handling, cycle counts, and replenishment procedures, reducing the likelihood of errors or delays.15. Automated Replenishment Systems:Implementing automated replenishment systems can streamline the inventory management process. By utilizing technologies such as barcode scanning, RFID, and automated data collection, factories can eliminate manual data entry and reduce the risk of human errors. These systems can automatically generate purchase orders or production orders based on predetermined inventory levels, ensuring timely replenishment.16. Regular Data Analysis:Factories should regularly analyze inventory data to identify trends, patterns, and areas for improvement. By monitoring key performance indicators such as stock turnover rates, stockouts, carrying costs, and lead times, factories can identify inefficiencies or bottlenecks in the inventory management process. This data analysis can lead to informed decision-making and the implementation of effective strategies.17. Continuous Training and Education:Inventory management practices and technologies continue to evolve. It is important for factories to provide continuous training and education to their employees to keep them updated with the latest trends and techniques. This can be achieved through workshops, seminars, online courses, or internal training programs. Well-trained employees are better equipped to handle inventory management responsibilities and contribute to overall operational efficiency.In conclusion, effective inventory management practices are crucial for the smooth operation of a factory. By implementing accurate forecasting, centralized inventory control, ABC analysis, JIT inventory, safety stock levels, regular cycle counting, supplier collaboration, and continuous improvement, factories can optimize inventory levels, reduce costs, and meet customer demands efficiently. Incorporating additional practices such as stock rotation, demand planning, cross-docking, FIFO/LIFO, batch tracking, cross-training, automated systems, data analysis, and continuous training can further enhance the effectiveness of inventory management in a factory.。

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。

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