多级存货管理外文翻译文献
存货管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Controls for inventory management best Practices Material Source: Accounting control best practices Author: Steven M.B r a g g Overview: An enormous number of advanced systems are involved in the procurement ,handling ,and shipment of inventory ,all of which require different types of controls .In this chapter ,we discuss control systems for a wide range of system complexities, ranging from paper-based inventory acquisition systems ,through bar-coded trackingsystems，cross docking ,pick-to-light systems, and zone picking ,and on to controls for manufacturing resources planning and just-in-time systems .As usual ,the number of controls that could be installed may appear to be oppressively large ,and could certainly interfere with the efficient running of inventory-related activities .Consequently ,always be mindful of the need to install only those controls that are truly necessary to the mitigation of significant risks.4-1Controls for basic inventory acquisitionThis section describes controls over the acquisition of inventory where there is no computerization of the pross.Section4-9,'Controls for Manufacturing Resources Planning, presents a more advanced application in which purchase orders are generated automatically by the computer system.The basic acquisition process centers on the purchase order authorization，as shown in Exhibit 4.1,The warehouse issues a renumbered purchase requisition when inventory levees run low ，which is primary authorization for the creation of a multipart purchase order .One copy of purchase order goes back to the warehouse ，where it is compared to a copy of the purchase requisition to verify completeness ；another copy goes to the accounts payable department for eventual matching to the supplier invoice .A fourth copy is sent to the receiving department ，where it is used to accept incomingdeliveries，while a fifth copy is retained in the purchasing department .In short ,various copies of the purchase order drive orders to suppliers ,receiving ,and payment.The controls noted in the flowchart are described at greater length next ，in sequence from the top of the flowchart to the bottom.*Warehouse ：Prepare a renumbered purchase requisition .In the absence of a formal inventory management system, the only people who know which inventory items are running low are the warehouse staff. They must notify the purchasing department to issue purchase orders for inventory replenishments. To ensure that these requisitions are made in an orderly manner, only renumbered requisition forms should be used, and preferably they should be issued only by a limited number of warehouse staff. By limiting their use, it is less likely that multiple people will issue a requisition for the same inventory item.*Purchasing: Prepare a renumbered purchase order. The primary control over inventory in a basic inventory management system is through the purchases function ,which controls the spigot of inventory flowing into the warehouse, This control can be eliminated for small-dollar purchase for fittings and fasteners, which are typically purchased as soon as on-hand quantities reach marked reorder points in their storage bins (visual reorder system).Since the purchase order is the primary control over inventory purchases,you can avoid fake purchaseorders by using renumbered forms that are stored in a locked cabinet.*Verify that purchase order matches requisition .Once the warehouse staff receives its copy of the purchase order; it should compare the purchase order to the initiating requisition to ensure that the correct items were order. Any incorrect purchase order information should be brought to the attention of the purchasing staff at once.*Reject unauthorized deliveries, to enforce the use of purchase orders for al inventory purchases, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase order number.*Match receipts to purchase order authorization. Once an order is received, the warehouse staff should enter the receiving information into a receiving report and send the receiving report to the accounts payable department for later matching to the supplier invoice and purchase order, It should also send a copy of the report to the purchasing department for further analysis.*Cancel residual purchase order balances. Upon receipt of the receiving report from the receiving department, the purchasing staff compares it to the file of open invoices to determine which orders have not yet been received and which purchase orders with residual amounts outstanding can now be cancelled .Otherwise, additional deliveries may arrive well after the date when they were originally needed.*There-way matching with supplier invoice for payment approval. Upon receipt of the receiving report, the accounts payable staff matches it to the supplier invoice and authorizing purchase order to determine if the quantity appearing on the supplier invoice matches the amount received and that the price listed on the supplier invoice matches the price listed on the purchase order. The department pays suppliers based on the results of these matching processes.The next control is supplemental to the primary controls just noted for the inventory acquisition process.*Segregate the purchasing and receiving functions. Anyone ordering supplies should not be allowed to receive it, since that person could eliminate all traces of the initiation order and make off with the inventory .This is normally considered a primary control, but it dose not fit into the actual transaction flow noted earlier in Exhibit 4.1 and so is listed here as a supplemental control.*Require supervisory approval of purchase orders. If the purchasing staff has a low level of experience ,it may be necessary to require supervisory approval of all purchase order before they are issued, in order to spot mistake ,This approval may also be useful for large purchasing commitments.*Inform suppliers that verbal purchase orders are not accepted. Suppliers will ship deliveries on the basic of verbal authorizations,which circumvents the use of formal purchase orders. To prevent this, periodically issue reminder notices to all suppliers that deliveries based on verbal purchase orders will be rejected at the receiving dock.*Inform suppliers of who can approve purchase orders. If there is a significant perceived risk that purchase orders can be forged ,then tell suppliers which purchasing personnel are authorized to approve purchase orders and update this notice whenever the authorization list changes. This control is not heavily used, especially for large purchasing department where the authorization list constantly changes or where there are many suppliers to notify. Usually the risk of purchase order forgery is not perceived to that large.4-2 Control for basic inventory storage and movementThis section describes control for only the most basic inventory management system, where there is no perpetual inventory tracking system in place, no computerization of the inventory database ,and no formal planning system, such as manufacture resources planning(MRPII)or just-in –time(JIT). When there is no perpetual inventory tracking system in place, the key control tasks of the warehouse staff fall into four categories:1. Guard the gates .The warehouse staff must ensure that access to inventory is restricted, in order to reduce theft and unauthorized use of inventory .This also means that warehouse staff must accept onlyproperly requisitioned inventory and must conduct a standard receiving review before accepting any inventory.2. Orderly storage .All on-hand inventories must be properly organized, so it can be easily accessed, counted, and requisitioned.3.Accurate picking ,The production department depends on the warehouse for accurate picking of all items needed for the production process ,as is also the case for picking of finished goods for delivery to customers.4. Timely and accurate requisitioning, when there is no computer system or perpetual card file to indicate when inventory levels are too low, the warehouse staff must use visual reordering systems and frequent inventory inspections to produce timely requisitions for additional stock.Exhibit 4.2 expands on the general control categories just noted .In the general category of “guarding the gates,” controls include rejecting unauthorized deliveries as well as inspecting ,identifying ,and recording all receipts .The orderly storage goal entails the segregation of customer-owned inventory and the assignment of inventory to specific locations .To achieve the accurate picking goal calls for the use of a source document for picking ,while the requisitioning target requires the use of pre numbered requisitions and document matching .A number of supplement controls also bolster the control targets.The controls noted in the flowchart are described at greater length next, in sequence from the top of the flowchart to the bottom .Also; a few controls from the last section (concerning requisitions and receiving) are repeated in order to form a complete picture of all required controls.*Reject unauthorized deliveries .To enforce the use of purchase orders for all inventory purchase, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase older number.*Conduct receiving inspections with a checklist .The receiving staff is responsible for inspecting all delivered items .if staff members perform only a perfunctory inspection all delivered item .If staff members perform only a perfunctory inspection ,then the company is at risk of having accepted goods with a variety of problems .To ensure that a complete inspection is made ,create a receiving checklist describing specific inspection points ,such as timeliness of the delivery ,quality ,quantity ,and the presence of an authorizing purchase order number .Require the receiving staff to initial each item on the receiving checklist and then file it with the daily receiving report.*Identify and tag all received inventory .Many inventory items are difficult to identify once they have been removed from their shipping containers ,so it is imperative to properly identify and tag all received items prior to storage.*Put away items immediately after receipt .It is difficult for the warehouse staff to determine whether more inventory should be requisitioned if the inventory is sitting in the receiving area rather than in its designated location. Consequently, a standard part of the receiving procedure should be to put away items as soon after receipt as possible.*Conduct daily reordering review .When there is no perpetual inventory system ,the only way to ensure that sufficient quantities are on hand for expected production levels is to conduct a daily review of the inventory and place requisitions if inventory items have fallen below predetermined reorder points.*Issue pre numbered requisitions to the purchasing department .The warehouse should issue only pre numbered requisitions to the purchasing department .By doing so, the warehouse staff can maintain a log of requisition numbers used and thereby determine if any requisitions have been lost in transit to the purchasing department.*Verify that purchase order matches requisition, once the warehouse staff receives its copy of purchase order, it should compare the purchase order to the initiating requisition to ensure that the correct items were ordered .And incorrect purchase order information should be brought to the attention of the purchasing staff at once.译文:存货管理控制最佳实务概述:存货的采购、处理、和装运过程涉及很多先进的系统，所有这些都需要不同类型的控制措施。
存货管理参考文献国外
存货管理参考文献国外在国外，存货管理是企业管理中非常重要的一环。
以下是一些关于存货管理的参考文献。
1. "Inventory Control and Management" by Donald Waters这本书是存货管理方面的经典之作。
它涵盖了存货管理的基本原则和技术，包括经济订货量模型、安全库存水平、质量控制、库存网络等方面。
作者通过实际案例和数据为读者提供了自己的观点。
2. "Effective Inventory Management" by Thomas T. Stallkamp本书作者是一位经验丰富的运营管理专家，他根据自己的实践经验，在存货管理领域中提出了很多独到的见解。
书中涵盖了存货管理的各个方面，包括减少库存、物料需求计划、设备维护等。
3. "Inventory Management Explained: A Focus on Forecasting, Lot Sizing, Safety Stock, and Ordering" by David J. Piasecki这本书专注于存货管理中的预测、批量大小、安全库存和订货等方面。
它提供了各种数学模型和公式，帮助读者更好地理解存货管理中的数学思维。
4. "Inventory Management Best Practices" by Steven M. Bragg这本书是一本从实践中总结出来的存货管理指南。
书中提供了大量建议和技巧，帮助企业在存货管理方面实现高效和最大化收益。
5. "World-Class Warehousing and Material Handling" by Edward Frazelle这本书不仅讨论了存货管理方面，还涵盖了物流、材料管理和仓储方面的问题。
它提供了基于实践的解决方案，帮助企业更好地提高存货管理效率。
存货管理【外文翻译】
存货管理【外文翻译】外文翻译 inventory management MaterialSource: spring link Author: Floyd D. Hedrick“Inventory” to many small business owners is one of the morevisible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company as purchased products. Likewise, merchandise stocks in a retail store contribute to profits only when their sale puts money into the cash register. In a literal sense, inventory refers to stocks of anything necessary to do business. These stocks represent a largeportion of the business investment and must be well managed in order to maximize profits. In fact, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless inventories are controlled, they are unreliable, inefficient and costly.SUCCESSFUL INVENTORY MANAGEMENTSuccessful inventory management involves balancing the costs of inventory with the benefits of inventory. Many small business ownersfail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the cost of money tied up in inventory. This fine line between keeping too much inventory and not enough is not the manager's only concern. Others include: Maintaining a wide assortment of stock -- but notspreading the rapidly moving ones too thin; Increasing inventory turnover -- but not sacrificing the service level; Keeping stock low -- but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving inventory; and having an adequate inventory on hand -- but not getting caught with obsolete items.The degree of success in addressing these concerns is easier to gauge for some than for others. For example, computing the inventory turnover ratio is a simple measure of managerial performance. This value gives a rough guideline by which managers can set goals and evaluate performance, but it must be realized that the turnover rate varies with the function of inventory, the type of business and how the ratio is calculated (whether on sales or cost of goods sold). Average inventory turnover ratios for individual industries can be obtained from trade associations. 1 THE PURCHASING PLAN One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into the market to buy the goods early enough to ensure delivery at the proper time. Thus, buying requires advance planning to determine inventory needs for each time period and then making the commitments without procrastination.For retailers, planning ahead is very crucial. Since they offer new items for sale months before the actual calendar date for the beginning of the new season, it is imperative that buying plans be formulated early enough to allow for intelligent buying without any last minutepanic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginningof the new season as the merchandise date for the end of the old season.For example, many retailers view March 21 as the end of the spring season, June 21 as the end of summer and December 21 as the end of winter.Part of your purchasing plan must include accounting for thedepletion of the inventory. Before a decision can be made as to thelevel of inventory to order, you must determine how long the inventory you have in stock will last.For instance, a retail firm must formulate a plan to ensure the sale of the greatest number of units. Likewise, a manufacturing business must formulate a plan to ensure enough inventory is on hand for production of a finished product.In summary, the purchasing plan detail: When commitments should be placed;When the first delivery should be received; When the inventoryshould be peaked;When reorders should no longer be placed; and When the item shouldno longer be in stock.Well planned purchases affect the price, delivery and availabilityof products for sale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanteditems, it is necessary to establish adequate controls over inventory on order and inventory in stock. There are several proven methods for inventory control. They are listed below, from simplest to most complex. Visual control enables the manager to examine the inventory visually to determine if additional inventory is required. In very small businesses where this method is used, records may not be needed at all or only for slow moving or expensive items. Tickler control enables the manager to 2 physically count a small portion of the inventory each day so that each segment of the inventory is counted every so many days on a regular basis. Click sheet control enables the manager to record the item as it is used on a sheet of paper. Such information is then used for reorder purposes. Stub control (used by retailers) enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item that was sold.As a business grows, it may find a need for a more sophisticated and technical form of inventory control. Today, the use of computer systems to control inventory is far more feasible for small business than ever before, both through the widespread existence of computer service organizations and the decreasing cost of small-sized computers. Often the justification for such a computer-based system is enhanced by the fact that company accounting and billing procedures can also be handled on the computer.Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and action.Off-line point-of-sale terminals relay information directly to the supplier's computer who uses the information to ship additional items automatically to the buyer/inventory manager.The final method for inventory control is done by an outside agency.A manufacturer's representative visits the large retailer on a scheduled basis, takes the stock count and writes the reorder. Unwanted merchandise is removed from stock and returned to the manufacturer through a predetermined, authorized procedure.A principal goal for many of the methods described above is to determine the minimum possible annual cost of ordering and stocking each item. Two major controlvalues are used: 1) the order quantity, that is, the size and frequency of order; and 2) the reorder point, that is, the minimum stock level at which additional quantities are ordered. The Economic Order Quantity (EOQ) formula is one widely used method of computing the minimum annual cost for ordering and stocking each item. The EOQ computation takes into account the cost of placing an order, the annual sales rate, the unit cost, and the cost of carrying inventory. Many books on management practices describe the EOQ model in detail.DEVELOPMENTS IN INVENTORY MANAGEMENTIn recent years, two approaches have had a major impact on inventory management: Material Requirements Planning (MRP) and Just-In-Time (JIT and 3 Kanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and sometimes buyers of manufactured items will experience a difference in delivery.Material requirements planning is basically an information system in which sales are converted directly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorter and more predictable. Its primary use is with products composed of many components. MRP systems are practical for smaller firms. The computer system is only one part of the total project which is usually long-term, taking one to three years to develop.Just-in-time inventory management is an approach which works to eliminate inventories rather than optimize them. The inventory of raw materials and work-in-process falls to that needed in a single day. This is accomplished by reducing set-up times and lead times so that small lots may be ordered. Suppliers may have to make several deliveries a day or move close to the user plants to support this plan. TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as are listed on the delivery receipt. Carefully examine each carton for visible damage -- If damage is visible, note it on thedelivery receipt and have the driver sign your copy. After delivery, immediately open all cartons and inspect for merchandise damage.When damage is discovered: Retain damaged items -- All damaged materials must be held at the point received. Call carrier to report damage and request inspection. Confirm call in writing--This is not mandatory but it is one way to protect yourself.Carrier inspection of damaged items. Have all damaged items in the receiving area -- Make certain the damaged items have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing.After inspection: Keep damaged materials— Damaged materials should not beused or disposed of without permission by the carrier. Do not return damaged items without written authorization from shipper/supplier.SPECIAL TIPS FOR MANUFACTURERSIf you are in the business of bidding, specifications play a very important role. In 4 writing specifications, the following elements should be considered. Do not request features or quality that are not necessary for the items' intended use. Include full descriptions of any testing to be performed. Include procedures for adding optional items. Describe the quality of the items in clear terms.The following actions can help save money when you are stocking inventory:Substitution of less costly materials without impairing required quality; Improvement in quality or changes in specifications that would lead to savings in process time or other operating savings; Developing new sources of supply; Greater use of bulk shipments; Quantity savings due to large volume, through consideration of economic order quantity; A reduction in unit prices due to negotiations;Initiating make-or-buy studies: Application of new purchasing techniques; Using competition along with price, service and delivery when making the purchase selection decision. 译文存货管理资料来源:spring link 作者:Floyd D. Hedrick“存货”对于许多小企业来说是一种更容易看到和有形的资产。
存货管理问题研究的外文参考文献2020年
存货管理是企业运营中一个重要的环节，对于企业的盈利能力、资金周转以及客户满意度都有着重要的影响。
在国内外学者之间，对于存货管理问题的研究也是一个热门的话题。
早在2020年，就有许多外文参考文献对于存货管理问题进行了深入探讨和研究。
接下来，将会介绍几篇在2020年发表的有代表性的外文参考文献，并进行综合分析和比较，以期为国内相关研究提供一定的借鉴和启发。
1. "Inventory management practices and performance of small and medium scale enterprises in Nigeria" (Ojo, A. et al., 2020)这篇文章主要研究了尼日利亚的中小企业的存货管理实践及其对企业绩效的影响。
通过对200家中小企业的调查研究发现，存货管理实践水平较低，存在多样化的问题，而且这些问题对企业的盈利能力产生了负面影响。
对于这方面的问题，研究者也提出了相关的建议，并希望可以引起企业和政府的重视。
2. "Inventory Management and Performance of Small and Medium Enterprises in Kisumu Municipality, Kenya" (Owino, C., 2020)该文研究对象为肯尼亚基苏木市的中小企业，重点分析了存货管理与企业绩效之间的关系。
通过问卷调查和深入访谈，研究发现存货管理水平和企业绩效之间存在显著的正相关关系，而且在中小企业影响下的情况下，存货管理在企业绩效中具有重要作用。
研究者也提出了管理建议，旨在帮助企业提高存货管理水平，提升自身绩效。
3. "The effect of inventory management on firm performance: evidence from the Jua Kali Sector in Nakuru Town, Kenya" (Sirma, K. et al., 2020)该研究以肯尼亚纳库鲁镇的小规模制造业为研究对象，探讨了存货管理对企业绩效的影响。
库存管理外文文献及库存管理翻译
本科毕业论文外文文献及译文文献、资料题目: Zero Inventory Approach 文献、资料来源: The IUP Journal of SupplyChain Management文献、资料发表（出版）日期: 2012.06院（部）:软件学院专业:软件工程班级:姓名:学号:指导教师:翻译日期:2016.5外文文献：Zero Inventory ApproachManaging optimal inventory in the supply chain is critical for an enterprise. The ability to increase inventory turns and the use of best inventory practices will reduce inventory costs across the supply chain. Moving towards zero inventory will result in effective inventory management in the business process. Inventory Optimization Solutions can be implemented easily using inventory optimization software. With Radio Frequency Identification (RFID) technology, inventory can be updated in real time without product movement, scanning or human involvement. Companies have to adopt best practices to optimize operational processes and lower their cost structure through inventory strategies.IntroductionWith supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in the flow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancing investment and service-level goals over a very large assortment of Stock-Keeping Units (SKUS). In contrast to traditional ‘one-at-a-time’ marginal stock level setting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize thecosts of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:•In-house manufacturing vs. contract manufacturing;•Domestic vs. off shore;•New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented.Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. The five strategies used were: forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to form inventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment. Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory, the flow of goods from warehouse to shelves improves, employees who possess multiple skills are utilized more efficiently, better consistency of scheduling and consistency of employee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks likedelays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is responsible for maintaining the customer’s inventory levels. VMI is defined as a process or mechanism where the supplier creates the purchase orders based on the demand information. VMI is a combination of e-commerce, software and people. It has resulted in the dramatic reduction of inventory across the supply chain. VMI is categorized in the real world as collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the custome r’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after a pre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management,Inventory Management practices,Inventory Planning,Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degree by the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow some steps like creating a strategy, integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation.Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning(ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method, network inventory and other software tools for inventory optimization.Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of items across the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines where capacity is to be added, calculates impact of market conditions, assesses impact of new products and the impact of a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management, is an essential component of robust network management architecture.NIMS provideinformation that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and develop supply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk, and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demandand supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (XIO) service as an extension of its asset and service management solutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and related documentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks. Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUsappreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to take inventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.中文译文：零库存方法对于一个企业来说，在供应链中优化库存管理是至关重要的。
存货管理研究英文文献
存货管理研究英文文献Inventory Management Research LiteratureInventory management is a crucial aspect of any business that involves the management of goods or products. This process involves recording, tracking, and updating the level of stock that an organization has. Effective inventory management ensures that a business maintains optimal stock levels, reduces the risk of stockouts, and avoids overstocking, which can lead to the wastage of resources. This article will examine the available research literature that relates to inventory management.Inventory ModelsInventory models refer to mathematical models that are used to determine the optimal order quantity and reorder points in inventory management. There are various types of inventory models, including EOQ (Economic Order Quantity) and the ROP (Reorder Point) model. The EOQ model is used to determine the most efficient order quantity for a particular inventory item, while the ROP model is used to determine the point at which to reorder inventory. Research has shown that organizations that use inventory models have a better chance of reducing their holding costs, improving customer satisfaction, and increasing operational efficiency.Inventory Management SystemsInventory management systems are software programs that help businesses monitor and control their inventory levels. The systems provide real-time data on stock levels, reorder points, and inventory turnover. Research shows that inventorymanagement systems help organizations reduce the risks of stockouts, improve order fulfillment, and reduce inventory costs. Additionally, the systems help organizations optimize their inventory levels, which helps them reduce the amount of capital they need to invest in inventory.Just-In-Time (JIT) Inventory ManagementJust-In-Time (JIT) inventory management is a production strategy that aims to minimize inventory levels by producing products only when needed. This approach enablesorganizations to reduce inventory levels, increaseoperational efficiency, and optimize production processes. Research has shown that JIT inventory management can help organizations reduce their inventory holding costs by up to 30%, improve productivity, and increase customer satisfaction.ABC AnalysisABC analysis is a technique used to categorize inventory items based on their value. The technique divides inventory into three categories: A-items, B-items, and C-items. A-items are high-value items that account for the majority of an organization's inventory value. B-items are medium-value items, while C-items are low-value items that make up thebulk of the inventory. Research shows that ABC analysis helps organizations prioritize their inventory management efforts, reduce inventory holding costs, and optimize inventory levels.ConclusionEffective inventory management is essential for any business that deals with physical products or goods. The available research literature shows that various methodologies, tools, and techniques can help organizations optimize their inventory levels, reduce costs, and improve customer satisfaction. Organizations should consider adoptinginventory management systems, using inventory models, implementing JIT inventory management, and leveraging ABC analysis to optimize their inventory management practices.。
供应链下的多级存货管理外文文献
供应链下的多级存货管理外文文献1、IntroductionIn today's globalized and interconnected business environment, supply chain management has become an essential component of enterprise success. One of the key elements of supply chain management is inventory management, which involves the effective management of inventory levels across multiple tiers of the supply chain. This article examines the concept of multi-level inventory management within the context of supply chain management and explores relevant literature from foreign sources.2、Supply Chain Management and Inventory ManagementSupply chain management involves the integration and coordination of various activities across all levels of a supply chain, from suppliers to manufacturers, distributors, and consumers. Inventory management, specifically, refers to the effective management of inventory levels in order to meet demand while minimizing costs and risks. It involves theidentification of demand patterns, the determination of appropriate inventory levels, and the implementation of policies and procedures to ensure that inventory is rotated and utilized effectively.3、Multi-Level Inventory Management in the Supply ChainMulti-level inventory management refers to the management of inventory across multiple tiers or levels within a supply chain. It involves the coordination and synchronization of inventory levels across different stages of the supply chain to ensure efficient flow of goods and materials. By managing inventory at multiple levels simultaneously, enterprises can optimize overall inventory levels while ensuring that each tier of the supply chain is able to meet demand.4、Foreign Literature Review on Multi-Level Inventory ManagementA review of foreign literature on multi-level inventory management reveals a growing body of research on this topic. Studies have focused on various aspects of multi-levelinventory management, including demand forecasting, inventory policies, and supply chain coordination. Notably, research has shown that multi-level inventory management can significantly improve overall supply chain performance by reducing costs and increasing efficiency.5、ConclusionThe concept of multi-level inventory management within the context of supply chain management has gained significant attention in recent years. A review of foreign literature suggests that effective multi-level inventory management can lead to significant improvements in overall supply chain performance by optimizing inventory levels across different stages of the supply chain. Enterprises that adopt multi-level inventory management strategies can expect to achieve cost savings, increased efficiency, and a more robust supply chain overall.6、Recommendations for Future ResearchDespite the growing body of research on multi-level inventorymanagement, there are still several areas that require further exploration. Future research could focus on developing more advanced demand forecasting techniques to improve accuracy and reduce demand uncertnty. Additionally, studies could investigate novel inventory policies and strategies that can further optimize inventory levels across different tiers of the supply chn. Finally, research could also examine the role of technology in supporting multi-level inventory management, including the use of artificial intelligence, big data analytics, and other emerging technologies.供应链管理外文翻译供应链管理是一种全面的管理方法，旨在优化供应链的运作，提高效率和竞争力。
物流管理专业外文翻译外文文献英文文献
物流管理专业外文翻译外文文献英文文献附录英文资料原文:From the perspective of modern logistics systems, storage is an important part of logistics is the logistics system, distribution center, hoping for effective logistics warehouse here, scientific management and control, so that the logistics system more smoothly, more reasonable to run. In this paper, the importance of starting from the warehouse, combining theory and practice, through an enterprise storage andlogistics activities in the "space" and "cargo space" to analyze how the activities in the warehouse through the "space" and "cargo space "management to improve storage efficiency, reduce storage costs.Case Background: Photoelectric Technology Co., Ltd. of a storage management. A Photoelectric Technology Co., Ltd. located in Guangdong Huizhou Jinyuan Industrial Zone, which was established in 1998, is a professional lighting devices and electrical equipment manufacturers, it is the industry's leading enterprises. With excellent product quality, excellent service, the access to the customer's extensive approval and praise. In order to adapt to the new form of strategic development needs, the Company's existing network of integrated customer relationship, across the country set up the 35 operations centers, improve the company's supply chain, logistics, warehousing and distribution systems and customer service system. The company is headquartered Total finishedgoods warehouse 3, namely a set of finished products warehouse, finished products and finished second group of three storage warehouses. They are based on different types of products in different product sub-warehouses: one product a warehouse on the first floor is to facilitate the shipment into, so it is relatively types of goods stored there are more point, such as lamp, lamp panel and so on. And all of the export goods are stored in a group. Finished second group is mainly warehouse track lights, metal halide lamp, T4 lamp, T5 lamp and light. The company's several light sources are stored in the warehouse two groups finished. Three major stored product warehouse specific grid lamps, ceiling lamps, track lights, and some other companies products.1 An analysis of warehouse storage spaceWarehouse storage system's main elements include storage space, goods, personnel and equipment and other factors. Storage is the storage of the core functions and key links, storage area plan is reasonable or not directly affect the operational efficiency of warehouse and storage capacity. Therefore, the effective use of storage space as warehouse management is one important factor of good or bad. The company'sproducts sell well. Frequency of a large warehouse storage, goods flow also great. The company's warehouse space layout is stored on theshelves of goods, three-dimensional space utilization is not high, sohe's warehouse is not very high degree of mechanization, storage, only forklifts, including hand trucks and electric forklift. Warehouse operation methods, generally with a forklift, rarely manpower for thereceipt of goods, which are materials used to send and receive cards, every time shipping and receiving cards will be done in the send and receive registration materials, so we usually check very convenient goods such as some of the follow-up results from the present work seems to still relatively high efficiency, operation is quite easy. So the whole way of operating the company's warehouse is quite reasonable. The warehouse usually because the storage space is often not enough and the goods stored in the work space position. Particularly in the sales season, the warehouse storage products especially crowded, working up inside people feel a little depressedfeeling. So not very reasonable storage operating environment. The warehouse, data storage costs a statistical look fairly reasonable, because it costs very little equipment, fixed storage cost is not very high, while the storage cost is the cost of the class structure, so storage costs are therefore not very high.Storage warehouse for storage of goods that is as functional space.Storage space = potential use of physical space + space + space + operations useless space. Physical space, which means the goods were in fact occupied the space. The company's warehouse, its physical space accounted for 75% of the warehouse; the potential use of space accounted for 10%; work space and accounts for about 10% as the company's warehouse mechanization is not high, so a small point of space does not work What effect, its security is also essential to meet the requirements intermittent; his useless space accounted for about 5%. Onthe whole, the warehouse space utilization is high, there is a little crowded phenomenon. Analysis: the relative reduction should be the use of some physical space to increase the number of intermittent operations such as space, safety of space use. In addition, space and vertical space from the plane of view, the level of space has been put to good use, but the use of vertical space is not high, it can be considered top shelf, or high-level automatic three-dimensional shelf, to make better use of vertical space.2 rack management analysisRack management refers to the goods into warehouse, on the goods handling, how to put, place, etc. where a reasonable and effective planning and management. The disposal of goods, how to place, mainly by the strategic decision taken by the storage of goods of a specific storage location, will have to combine the principles of location assignment related to the decision. The company's warehouse storage rack management approach is used in positioning guidelines to follow. Positioning refers to each type of storage or storage of goods are fixed for each cargo space, cargo space of goods can not be interoperable. Therefore, when planning cargo space, cargo space for each volume of goods shall not be less than the possible maximum amount in the bank. However, in actual operation, the positioning of different storage conditions generally done in accordance with appropriate adjustments, it will make changes based on the actual situation. Cargo space in the warehouse management in the work by the staff of the company, combiningtheory with practice, carried out positioning, fixed-point, quantitative management principles, therefore, Ta cargo-bit capability is not Quanbu Anzhaozuida conducted in the library volume positioning, as the company's products belong to relatively large seasonal variations in the product, if the maximum amount set in the library space utilization will fall to the warehouse, so wastage of resources.- As all the libraries in the digital warehouse are stored with the principles of positioning, in accordance with the current situation of the company's warehouse, all use the principle of positioning is not very reasonable storage should be in accordance with the different characteristics of products and storage requirements, the product classification For important product, a small number of products used variety store positioning. And because almost all of the company's products feature the same features they are not mutually exclusive, this product features from the point of view is they could be put together randomly.In addition, the company's warehouse management, distribution of cargo spaces You are also a number of principles: (1) FIFO principle, Ji is the ancestor of goods, first-out library library principles, the principles generally applicable to a short life cycle of goods. (2) the principle of facing channel, referring to the goods of the mark, name the face of passageways so that theoperator can easily simple identification, it allows the retentionof goods, access to easy and efficient manner, which is to the warehouseto be fluent in the basic principles of operation. (3) weight characteristics of the principle, meaning that according to the weight of different goods to determine the level of goods in the storage location of places. In general, the weight should be kept on the ground or the lower shelf position, light goods were kept in the upper shelf location. In the case of manual handling operations carried out when the people of waist height for the custody of heavy or large items, while above the waist height of the light used to keep the goods or small items. This principle, the use of the safety and shelf manual handling operations have great significance. According to this principle, the company's warehouse stocking on the use of the fruit picking type. In this way, the storage requirements of the company's present situation is very reasonable, but also for staff is also very convenient.In the specific cargo space management process, we can see that the above description: they still use more modern management methods and principles. These methods and principles. For most of the moretraditional business management for storage or a more scientific and reasonable. Of course, in the management of the process there will be issues, such as operation in practice, some operators do not pay attention, not careful, careless also makes some of the principles of our implementation is not good enough. In the company's product sales, and warehouse management appears cargo space confusion, some products will be stored in the operating channel and the secure channel, so that is not conducive to our operations, warehouse operations particularlyaffect the safety of personnel, there are security risks. Because these problems often are especially prominent when the season, so these problems, the author suggested that some of the goods stored in the open yard, but the time to do well in the storage protection. 3 proposed ABC Classified Management ApplicationsTo conduct an effective inventory management and control, we mustfirst sort of inventory, only then can we better manage the goods and control. Therefore, I analyzed that in the original storage facilities under the same conditions, using ABC classification of goods for the implementation and management. This can effectively use the original storage space and cargo space. Through the analysis of goods to identify the primary and secondary, classification queue. According to Barrett curve reveals the "critical few and minor majority" rule should be applied in the management. Therefore, in accordance with product value, sales, shortage cost, or order in advance of other indicators toclassify the product. A class of products which are the highest value of inventory, general inventory of its total inventory of 15%, while the value of it is accounted for 70% ~ 80%; B products are middle of the stock value of these species 30% of the total inventory value of the total value of 15% to 25%; while the C class product is the value of the bottom of the inventory, its value is only 5% of the total value, but it accounts for the total inventory stocks 55%. Storage can be classified by goods and different products for each type of different management strategies developed to implement different control measures. In themanagement process, the products for A to require warehousing products are all everyday to inspect and inventory, the operation should be careful, can significantly embodiment up such products other products Butong between, were the focus of management; on B products, managed by sub-key can be 2 to 3 days to inspect and inventory. At the same time,do not neglect the management of products on the C, C products every week to conduct an inspection and inventory.We know from the analysis, storage operations, "space", "cargo space" and its scientific and rational management is an important partof warehouse management, warehousing costs alsoaffect the cost of important factors. Through practical examples of some of the storagemanagement problem analysis and research, through analysis and study of these issues, so wehave deeper storage management to understand, storage has its own management principles, weshould abide by and seriously the implementation of these principles. When in use thecombination of theory and practice, so that our warehouse and our theory more in tune with theactual operation. Only the combination of theory and practice to our knowledge to the limits.中文译文从现代物流系统观点来看,仓储是物流的一个重要环节,是物流系统的调运中心,希望在仓储这里对物流进行有效、科学地管理与控制,使物流系统更顺畅、更合理地运行。
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。
供应链下的多级存货管理
本科毕业论文设计外文翻译原文Multi-echelon inventory management in supply chains Historically the echelons of the supply chain warehouse distributors retailers etc. have been managed independently buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory these firms must use multi-echelon inventory management interactively while reducing operating costs and improving customer service. Supply chain management SCM is an integrative approach for planning and control of materials and information flows with suppliers and customers as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers manufacturers warehouses and stores efficiently so that merchandise is produced and distributed at right quantities to the right locations and at the right time in order to minimize system-wide costs while satisfyingservice-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 ofparticipants. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms. Inventory management is to a greater extent relevant when a whole supply chain SC namely a network of procurement transformation and delivering firms is considered. Inventory management is indeed a major issue in SCM i.e. an approach that addresses SC issues under an integrated perspective. Inventories exist throughout the SC in various forms for various reasons. 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. Many scholars have studied these problems as well as emphasized the need of integration among SC stages to make the chain effectively and efficiently satisfy customer requests e.g. reference. Beside the integration issue uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply e.g. lead times and demand information delays associated with the manufacturing anddistribution processes characterize SCs. Inventory management in multi-echelon SCs is an important issue because there 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. Most 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 �6�7multi-echelon�6�8 or �6�7multilevel�6�7production/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�6�7in the pipeline�6�8 on each path linking these facilities. Manufacturers procure raw material from suppliers and process them into finished goods sell the finished goods to distributorsand then to retail and/or customers. When an item moves through more than one stage before reaching the final customer it forms a �6�7multi-echelon�6�8 inventory system. The echelon stock of a stock point equals all stock at this stock point plus in-transit to or on-hand at any of its downstream stock points minus the backorders at its downstream stock points. The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity EOQ formula by Harris 1913 researchers and practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality ofa base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott extended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with a stockless central depot. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity and intractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location single-echelon models for the inventory systems. Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also Sherbrooke constructed the METRIC multi-echelon technique for coverable item control model which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a bud get constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts. Thereafter a large set of models which generally seek to identifyoptimal lot sizes and safety stocks in a multi-echelon framework were produced by many researchers. In addition to analytical models simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems. So far literature has devoted major attention to the forecasting of lumpy demand and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning available in periodic review policies can be obtained in continuous review policies by defining the reorder levels of different stages in terms of echelon stock rather than installation stock. Rau et al. Diks and de Kok Dong and Lee Mitra and Chatterjee Hariga Chen Axsater and Zhang Nozick and Turnquist and So and Zheng use a mathematic modeling technique in their studies to managemulti-echelon inventory in SCs. Diks and de Kok�6�8s study considers a divergent multi-echelon inventory system such as a distribution system or a production system and assumes that the order arrives after a fixed lead time. Hariga presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen Axsater and Zhang and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves�6�8 model 1985 which they developed in their paper�6�8 Continuous-review policies for a multi-echelon inventory problem with stochastic demand�6�8 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.�6�8s model shortage is not allowed lead time is assumed to be negligible and demand rate and production rate is deterministic and constant. So and Zheng used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier�6�8s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts. Furthermore they assume that the supplier�6�8s delivery lead times are variable and are affected by the retailer�6�8s orderquantities. Dong and Lee�6�8s paper revisits the serialmulti-echelon inventory system of Clark and Scarf and develops three key results. First they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second they show that the structure of the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third they extend the approximation to thetime-correlated demand process and study in particular for an autoregressive demand model the impact of lead times and autocorrelation on the performance of the serial inventory system. After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique it can be said that in summary these papers consider two three or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed zero constant deterministic or negligible. They gain exact or approximate solutions. Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse and small orders from the nearest retailer where a so-called break quantity determineswhether an order is small or large. In mostl-warehouse–N-retailers distribution systems it is assumed that all customer demand takes place at the retailers. However it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a considerable reduction in theretailer�6�8s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi andPosner�6�8s 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 Vander Heijden et al. is an echelon stock periodic review order-up-to policy under both stochastic demand and lead times. The main purpose of Iida�6�8s paper is to show that near-myopic policies are acceptable for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song�6�8s objective is to minimize the long-run average costs in the system. In the system by Chen et al. each location employs a periodic-review or lot-size reorder point inventory policy. They show that each location�6�8s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. theimpact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of local stock points is investigated. Chiang and Monahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouse upper echelon and a retail store lower echelon and the product is available in two supply channels: a traditional retail store and an internet-enabled direct channel. Johansen�6�8s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times are compared. To sum up these papers consider two- or N-echelon inventory systems with generally stochastic demand except for one study that considers Markov-modulated demand. They generally assume constant lead time but two of them accept it to be stochastic. They gain exact or approximate solutions. In multi-echelon inventory management there are some other research techniques used in literature such as heuristicsvary-METRIC method fuzzy sets model predictive control scenario analysis statistical analysis and GAs. These methods are used rarely and only by a few authors. A multi-product multi-stage and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for amulti-echelon SC network with uncertain market demands and product prices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities and the fuzzy sets are used for describing the sellers�6�8 andbuyers�6�8 incompatible preference on product prices. In the current paper a detailed literature review conducted from an operational research point of view is presented addressing multi-echelon inventory management in supply chains from 1996 to 2005.Here the behavior of the papers against demand and lead time uncertainty is emphasized. The summary of literature review is given as: the most used research technique is simulation. Also analytic mathematic and stochastic modeling techniques are commonly used in literature. Recently heuristics as fuzzy logic and GAs have gradually started to be used. Source: A Taskin Gu¨mu¨s and A Fuat Gu¨neri Turkey 2007. “Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective”. IMechE Vol. 221 Part B: J. Engineering Manufacture. June pp.1553-1570. 译文供应链下的多级存货管理从历史上看多级供应链、仓库、分销商、零售商等已经通过大量的库存缓冲被独立管理。
存货管理论文外文文献
存货管理论文外文文献存货管理论文外文文献存货管理是将厂商的存货政策和价值链的存货政策进行作业化的综合过程。
下面是存货管理论文外文文献，欢迎参考借鉴！存货管理论文参考文献一：[1]陈军.防范资金风险与资金管理研究[J].财会研究.2009（18）[2]孙静芹着.集团公司资金集中管理研究[M].中国经济出版社，2004[3]刘霄仑主译，英国皇家银行学会（CIB）着.现金流量管理[M].中信出版社，2002[4]宋倪影.信用“5C”分析法的探究[J].会计师.2009（08）[5]曹中新，孙华生，孟晓霖.基于国际化发展过程中的`海外资金风险管理--中海油服建立全面的资金风险控制体系的实践综述[J].中国石油和化工经济分析.2008（05）[6]王之君，杨文静.集团资金管理模式研究[J].中央财经大学学报.2006（11）[7]袁琳.构筑集团企业资金结算与集中控制的新系统-中国石化集团财务公司资金结算与集中控制案例研究[J].会计研究.2003（02）[8]王珞.石油工程造价分析应用研究[D].中国石油大学2010[9]王俐.石油工程项目物资采购招评标研究[D].东北石油大学2012 存货管理论文参考文献二：[1]王禹博.ZYLH石油工程有限公司税务筹划研究[D].辽宁大学2014[2]王俐.石油工程项目物资采购招评标研究[D].东北石油大学2012[3]龚国杨.石油工程项目成本控制模式研究[D].西南财经大学2013[4]王红.胜利石油管理局资金集中管理优化方案研究[D].中国石油大学（华东）2012[5]时甜甜.基于供应链管理理论的企业营运资金管理研究[D].河南大学2014[6]李志东.胜利石油工程有限公司人力资源管理研究[D].中国石油大学（华东）2013[7]龚国杨.石油工程项目成本控制模式研究[D].西南财经大学2013[8]吕哲海.境内外一体化下的石油工程企业资金管理问题研究[D].中国石油大学（华东）2013存货管理论文参考文献三：[1]时甜甜.基于供应链管理理论的企业营运资金管理研究[D].河南大学2014[2]罗道永.大型建筑施工企业“资金池”模式研究[D].西南财经大学2013[3]朱静.油田企业物资供应全生命周期成本管理模式研究[D].中国石油大学（华东）2013[4]程树英.石油钻井工程板块成本消耗定额的编制及管理应用研究[D].中国石油大学（华东）2013[5]张涛.基于单井单元核算的油田企业内部配产优化机制研究[D].中国石油大学（华东）2013[6]陈枫.PR控股集团现金流管理研究[D].中南大学2014[7]杜蕾.基于石油安全的石油工程风险管理研究[D].中南大学2013[8]刘宏江.油田企业预算后评估体系的设计及应用研究[D].中国石油大学（华东）2013。
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.IntroductionWith supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in the flow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancing investment and service-level goals over a very large assortment of Stock-Keeping Units (SKUS). In contrast to traditional ‘one-at-a-time’ marginal stock level setting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize thecosts of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:•In-house manufacturing vs. contract manufacturing;•Domestic vs. off shore;•New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented.Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. The five strategies used were: forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to form inventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment. Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory, the flow of goods from warehouse to shelves improves, employees who possess multiple skills are utilized more efficiently, better consistency of scheduling and consistency of employee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks likedelays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is responsible for maintaining the 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 world as collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the customer’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after a pre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management,Inventory Management practices,Inventory Planning,Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degree by the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow some steps like creating a strategy, integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation.Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning(ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method, network inventory and other software tools for inventory optimization.Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of items across the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines where capacity is to be added, calculates impact of market conditions, assesses impact of new products and the impact of a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management, is an essential component of robust network management architecture.NIMS provideinformation that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and develop supply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk, and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demandand supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (XIO) service as an extension of its asset and service management solutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and related documentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks. Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUsappreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to take inventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.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。
Inventory management 库存管理 -外文翻译
Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing ManagementInventory managementAbstractInventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its functionInventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises.Keyword：Inventory；ManagementChapterⅠ Inventory DefinitionInventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often thannot, the term "inventory" implies a stored quantity of goods that exceeds what is needed for the firm to function at the current time (e.g., within the next few hours).Chapter II The meaning of Inventory Management2.1maintain the listWhy would a firm hold more inventory than is currently necessary to ensure the firm's operation? The following is a list of reasons for maintaining what would appear to be "excess" inventory.Table 1January February March April May June Demand 50 50 0 100 200 200 Produce 100 100 100 100 100 100 Month-end inventory 50 100 200 200 100 0Table 11-6 month a business demand, production, end balance situation2.2 Meet demandIn order for a retailer to stay in business, it must have the products that the customer wants on hand when the customer wants them. If not, the retailer will have to back-order the product. If the customer can get the good from some other source, he or she may choose to do so rather than electing to allow the original retailer to meet demand later (through back-order). Hence, in many instances, if a good is not in inventory, a sale is lost forever.2.3 Keep operations runningA manufacturer must have certain purchased items (raw materials, components, or subassemblies) in order to manufacture its product. Running out of only one item can prevent a manufacturer from completing the production of its finished goods.Inventory between successive dependent operations also serves to decouple the dependency of the operations. A machine or workcenter is often dependent upon the previous operation to provide it with parts to work on. If work ceases at a workcenter, then all subsequent centers will shut down for lack of work. If a supply of work-in-process inventory is kept between eachworkcenter, then each machine can maintain its operations for a limited time, hopefully until operations resume the original center.2.4 Lead timeLead time is the time that elapses between the placing of an order (either a purchase order or a production order issued to the shop or the factory floor) and actually receiving the goods ordered. If a supplier (an external firm or an internal department or plant) cannot supply the required goods on demand, then the client firm must keep an inventory of the needed goods. The longer the lead time, the larger the quantity of goods the firm must carry in inventory.A just-in-time (JIT) manufacturing firm, such as Nissan in Smyrna, Tennessee, can maintain extremely low levels of inventory. Nissan takes delivery on truck seats as many as 18 times per day. However, steel mills may have a lead time of up to three months. That means that a firm that uses steel produced at the mill must place orders at least three months in advance of their need. In order to keep their operations running in the meantime, an on-hand inventory of three months' steel requirements would be necessary.2.5 HedgeInventory can also be used as a hedge against price increases and inflation. Salesmen routinely call purchasing agents shortly before a price increase goes into effect. This gives the buyer a chance to purchase material, in excess of current need, at a price that is lower than it would be if the buyer waited until after the price increase occurs.2.6 Smoothing requirementsSometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. Consider the demand forecast and production schedule outlined in Table1Notice how the use of inventory has allowed the firm to maintain a steady rate of output (thus avoiding the cost of hiring and training new personnel), while building up inventory in anticipation of an increase in demand. In fact, this is often called anticipation inventory. In essence, the use of inventory has allowed the firm to move demand requirements to earlier periods, thus smoothing the demand.Chapter III Controlling InventoryOften firms are given a price discount when purchasing large quantities of a good. This also frequently results in inventory in excess of what is currently needed to meet demand. However, if the discount is sufficient to offset the extra holding cost incurred as a result of the excess inventory, the decision to buy the large quantity is justified.Firms that carry hundreds or even thousands of different part numbers can be faced with the impossible task of monitoring the inventory levels of each part number. In order to facilitate this, many firm's use an ABC approach. ABC analysis is based on Pareto Analysis, also known as the "80/20" rule. The 80/20 comes from Pareto's finding that 20 percent of the populace possessed 80 percent of the wealth. From an inventory perspective it can restated thusly: approximately 20 percent of all inventory items represent 80 percent of inventory costs. Therefore, a firm can control 80 percent of its inventory costs by monitoring and controlling 20 percent of its inventory. But, it has to be the correct 20 percent.The top 20 percent of the firm's most costly items are termed "A" items (this should approximately represent 80 percent of total inventory costs). Items that are extremely inexpensive or have low demand are termed "C" items, with "B" items falling in between A and C items. The percentages may vary with each firm, but B items usually represent about 30 percent of the total inventory items and 15 percent of the costs. C items generally constitute 50 percent of all inventory items but only around 5 percent of the costs.By classifying each inventory item as an A, B or C the firm can determine the resources (time, effort and money) to dedicate to each item. Usually this means that the firm monitors A items very closely but can check on B and C items on a periodic basis (for example, monthly for B items and quarterly for C items).Another control method related to the ABC concept is cycle counting. Cycle counting is used instead of the traditional "once-a-year" inventory count where firms shut down for a short period of time and physically count all inventory assets in an attempt to reconcile any possible discrepancies in their inventory records. When cycle counting is used the firm is continually taking a physical count but not of total inventory.A firm may physically count a certain section of the plant or warehouse, moving on to other sections upon completion, until the entire facility is counted. Then the process starts all over again.The firm may also choose to count all the A items, then the B items, and finally the C items. Certainly, the counting frequency will vary with the classification of each item. In other words, A item may be counted monthly, B items quarterly, and C items yearly. In addition the required accuracy of inventory records may vary according to classification, with A items requiring the most accurate record keeping.Chapter IV SummaryTime inventory management is now faced with the defects.The advent, through altruism or legislation, of environmental management has added a new dimension to inventory management-reverse supply chain logistics. Environmental management has expanded the number of inventory types that firms have to coordinate. In addition to raw materials, work-in-process, finished goods, and MRO goods, firms now have to deal with post-consumer items such as scrap, returned goods, reusable or recyclable containers, and any number of items that require repair, reuse, recycling, or secondary use in another product. Retailers have the same type problems dealing with inventory that has been returned due to defective material or manufacture, poor fit, finish, or color, or outright "I changed my mind" responses from customers.Finally, supply chain management has had a considerable impact on inventory management. Instead of managing one's inventory to maximize profit and minimize cost for the individual firm, today's firm has to make inventory decisions that benefit the entire supply chain.References[1] D. Bertsekas. Dynamic Programming and Optimal Control, (Volumes1 and 2). Athena Scientific, 2005.[2] A. Burnetas and P. Ritchken. Option pricing with downward-slopingdemand curves: The case of supply chain options. Management Science, 51(4):566–580, 2005.[3] F. Chen and M. Parlar. Value of a put option to the risk-aversenewsvendor. IIE Transactions, 39(5):481–500, 2007.[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A SimplifiedApproach'. International Library of Critical Writings in Economics,143:461–495, 2002.[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.American Economic Review, 88(3):537–58, June 1998.[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. StanfordUniversity Press, Stanford, 2002.[7] J. Primbs. Dynamic hedging of basket options under proportionaltransaction costs using receding horizon control. Preprint, 2007.Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing Management库存管理摘要库存管理或库存控制，是为了平衡库存的需要和要求，有必要从降低成本获得和持有的库存造成的。
存货管理论文外文文献
三一文库（）/论文〔存货管理论文外文文献〕存货管理是将厂商的存货政策和价值链的存货政策进行作业化的综合过程。
下面是存货管理论文外文文献，欢迎参考借鉴！存货管理论文参考文献一：[1]陈军.防范资金风险与资金管理研究[J].财会研究.2009（18）[2]孙静芹着.集团公司资金集中管理研究[].中国经济出版社，2004[3]刘霄仑主译，英国皇家银行学会（IB）着.现金流量管理[].中信出版社，2002[4]宋倪影.信用“5”分析法的探究[J].会计师.2009（08）[5]曹中新，孙华生，孟晓霖.基于国际化发展过程中的海外资金风险管理--中海油服建立全面的资金风险控制体系的实践综述[J].中国石油和化工经济分析.2008（05）[6]王之君，杨文静.集团资金管理模式研究[J].中央财经大学学报.2006（11）第1页共3页[7]袁琳.构筑集团企业资金结算与集中控制的新系统-中国石化集团财务公司资金结算与集中控制案例研究[J].会计研究.2003（02）[8]王珞.石油工程造价分析应用研究[D].中国石油大学2010[9]王俐.石油工程项目物资采购招评标研究[D].东北石油大学2012存货管理论文参考文献二：[1]王禹博.ZYL石油工程有限公司税务筹划研究[D].辽宁大学2014[2]王俐.石油工程项目物资采购招评标研究[D].东北石油大学2012[3]龚国杨.石油工程项目成本控制模式研究[D].西南财经大学2013[4]王红.胜利石油管理局资金集中管理优化方案研究[D].中国石油大学（华东）2012[5]时甜甜.基于供应链管理理论的企业营运资金管理研究[D].河南大学2014[6]李志东.胜利石油工程有限公司人力资源管理研究[D].中国石油大学（华东）2013[7]龚国杨.石油工程项目成本控制模式研究[D].西南财经大学2013[8]吕哲海.境内外一体化下的石油工程企业资金管理23。
存货管理【外文翻译】
存货管理【外文翻译】外文翻译 inventory management MaterialSource: spring link Author: Floyd D. Hedrick“Inventory” to many small business owners is one of the morevisible and tangible aspects of doing business. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money Tied up until the inventory leaves the company as purchased products. Likewise, merchandise stocks in a retail store contribute to profits only when their sale puts money into the cash register. In a literal sense, inventory refers to stocks of anything necessary to do business. These stocks represent a largeportion of the business investment and must be well managed in order to maximize profits. In fact, many small businesses cannot absorb the types of losses arising from poor inventory management. Unless inventories are controlled, they are unreliable, inefficient and costly.SUCCESSFUL INVENTORY MANAGEMENTSuccessful inventory management involves balancing the costs of inventory with the benefits of inventory. Many small business ownersfail to appreciate fully the true costs of carrying inventory, which include not only direct costs of storage, insurance and taxes, but also the cost of money tied up in inventory. This fine line between keeping too much inventory and not enough is not the manager's only concern. Others include: Maintaining a wide assortment of stock -- but notspreading the rapidly moving ones too thin; Increasing inventory turnover -- but not sacrificing the service level; Keeping stock low -- but not sacrificing service or performance. Obtaining lower prices by making volume purchases -- but not ending up with slow-moving inventory; and having an adequate inventory on hand -- but not getting caught with obsolete items.The degree of success in addressing these concerns is easier to gauge for some than for others. For example, computing the inventory turnover ratio is a simple measure of managerial performance. This value gives a rough guideline by which managers can set goals and evaluate performance, but it must be realized that the turnover rate varies with the function of inventory, the type of business and how the ratio is calculated (whether on sales or cost of goods sold). Average inventory turnover ratios for individual industries can be obtained from trade associations. 1 THE PURCHASING PLAN One of the most important aspects of inventory control is to have the items in stock at the moment they are needed. This includes going into the market to buy the goods early enough to ensure delivery at the proper time. Thus, buying requires advance planning to determine inventory needs for each time period and then making the commitments without procrastination.For retailers, planning ahead is very crucial. Since they offer new items for sale months before the actual calendar date for the beginning of the new season, it is imperative that buying plans be formulated early enough to allow for intelligent buying without any last minutepanic purchases. The main reason for this early offering for sale of new items is that the retailer regards the calendar date for the beginningof the new season as the merchandise date for the end of the old season.For example, many retailers view March 21 as the end of the spring season, June 21 as the end of summer and December 21 as the end of winter.Part of your purchasing plan must include accounting for thedepletion of the inventory. Before a decision can be made as to thelevel of inventory to order, you must determine how long the inventory you have in stock will last.For instance, a retail firm must formulate a plan to ensure the sale of the greatest number of units. Likewise, a manufacturing business must formulate a plan to ensure enough inventory is on hand for production of a finished product.In summary, the purchasing plan detail: When commitments should be placed;When the first delivery should be received; When the inventoryshould be peaked;When reorders should no longer be placed; and When the item shouldno longer be in stock.Well planned purchases affect the price, delivery and availabilityof products for sale.CONTROLLING YOUR INVENTORYTo maintain an in-stock position of wanted items and to dispose of unwanteditems, it is necessary to establish adequate controls over inventory on order and inventory in stock. There are several proven methods for inventory control. They are listed below, from simplest to most complex. Visual control enables the manager to examine the inventory visually to determine if additional inventory is required. In very small businesses where this method is used, records may not be needed at all or only for slow moving or expensive items. Tickler control enables the manager to 2 physically count a small portion of the inventory each day so that each segment of the inventory is counted every so many days on a regular basis. Click sheet control enables the manager to record the item as it is used on a sheet of paper. Such information is then used for reorder purposes. Stub control (used by retailers) enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item that was sold.As a business grows, it may find a need for a more sophisticated and technical form of inventory control. Today, the use of computer systems to control inventory is far more feasible for small business than ever before, both through the widespread existence of computer service organizations and the decreasing cost of small-sized computers. Often the justification for such a computer-based system is enhanced by the fact that company accounting and billing procedures can also be handled on the computer.Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and action.Off-line point-of-sale terminals relay information directly to the supplier's computer who uses the information to ship additional items automatically to the buyer/inventory manager.The final method for inventory control is done by an outside agency.A manufacturer's representative visits the large retailer on a scheduled basis, takes the stock count and writes the reorder. Unwanted merchandise is removed from stock and returned to the manufacturer through a predetermined, authorized procedure.A principal goal for many of the methods described above is to determine the minimum possible annual cost of ordering and stocking each item. Two major controlvalues are used: 1) the order quantity, that is, the size and frequency of order; and 2) the reorder point, that is, the minimum stock level at which additional quantities are ordered. The Economic Order Quantity (EOQ) formula is one widely used method of computing the minimum annual cost for ordering and stocking each item. The EOQ computation takes into account the cost of placing an order, the annual sales rate, the unit cost, and the cost of carrying inventory. Many books on management practices describe the EOQ model in detail.DEVELOPMENTS IN INVENTORY MANAGEMENTIn recent years, two approaches have had a major impact on inventory management: Material Requirements Planning (MRP) and Just-In-Time (JIT and 3 Kanban). Their application is primarily within manufacturing but suppliers might find new requirements placed on them and sometimes buyers of manufactured items will experience a difference in delivery.Material requirements planning is basically an information system in which sales are converted directly into loads on the facility by sub-unit and time period. Materials are scheduled more closely, thereby reducing inventories, and delivery times become shorter and more predictable. Its primary use is with products composed of many components. MRP systems are practical for smaller firms. The computer system is only one part of the total project which is usually long-term, taking one to three years to develop.Just-in-time inventory management is an approach which works to eliminate inventories rather than optimize them. The inventory of raw materials and work-in-process falls to that needed in a single day. This is accomplished by reducing set-up times and lead times so that small lots may be ordered. Suppliers may have to make several deliveries a day or move close to the user plants to support this plan. TIPS FOR BETTER INVENTORY MANAGEMENTAt time of delivery. Verify count -- Make sure you are receiving as many cartons as are listed on the delivery receipt. Carefully examine each carton for visible damage -- If damage is visible, note it on thedelivery receipt and have the driver sign your copy. After delivery, immediately open all cartons and inspect for merchandise damage.When damage is discovered: Retain damaged items -- All damaged materials must be held at the point received. Call carrier to report damage and request inspection. Confirm call in writing--This is not mandatory but it is one way to protect yourself.Carrier inspection of damaged items. Have all damaged items in the receiving area -- Make certain the damaged items have not moved from the receiving area prior to inspection by carrier. After carrier /inspector prepares damage report, carefully read before signing.After inspection: Keep damaged materials— Damaged materials should not beused or disposed of without permission by the carrier. Do not return damaged items without written authorization from shipper/supplier.SPECIAL TIPS FOR MANUFACTURERSIf you are in the business of bidding, specifications play a very important role. In 4 writing specifications, the following elements should be considered. Do not request features or quality that are not necessary for the items' intended use. Include full descriptions of any testing to be performed. Include procedures for adding optional items. Describe the quality of the items in clear terms.The following actions can help save money when you are stocking inventory:Substitution of less costly materials without impairing required quality; Improvement in quality or changes in specifications that would lead to savings in process time or other operating savings; Developing new sources of supply; Greater use of bulk shipments; Quantity savings due to large volume, through consideration of economic order quantity; A reduction in unit prices due to negotiations;Initiating make-or-buy studies: Application of new purchasing techniques; Using competition along with price, service and delivery when making the purchase selection decision. 译文存货管理资料来源:spring link 作者:Floyd D. Hedrick“存货”对于许多小企业来说是一种更容易看到和有形的资产。
存货管理【外文翻译】
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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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多级存货管理外文翻译文献(文档含英文原文和中文翻译)译文:供应链下的多级存货管理从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。
竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。
为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。
因各种不同的原因，存货以不同形式存在在供应链中。
在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。
这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。
许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。
除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。
除了对供应和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。
多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。
它们还必须对它们的库存进行协调安排。
有许多因素使成功的库存管理变得复杂，例如。
需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。
大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。
当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相同。
因各种不用的原因，存货以不用的形式存在在整个供应链中。
在任何一个制造过程中，它们可能作为原材料、在制品或者产成品存在。
它们存在于配送仓库，存在于运输途中，或者存在于管道里，它们存在于这些设备的每个链接处。
制造商从供应商处采购原材料，将它们加工成产品并销售给分销商，然后由分销商销售给零售商或者用户。
当一个产品经过多个阶段才到达最终用户，它就形成了一个多级库存系统。
某一库存节点的级库存等于这个库存节点上的所有库存加上转移或者正在转移的任何一个后续节点的库存，减去后续节点的缺货。
在商界有关多级库存系统的分析已经有着悠久的历史。
在许多领域，多级库存管理系统被广泛运用于向客户分销产品。
鉴于这些系统的重要性，许多研究人员通过各种各样的条件和假设开始研究他们的运行特点。
自从哈里斯提出经济订货批量模型以来，研究人员和实际工作者更加积极地关注在不同操作参数和模型假设条件下系统的分析和模型设计。
在过去的十年里，对于多级库存管理模型的研究已经获得了重要成就，主要是因为通过利用现代信息技术，使各个过程和分销阶段的供应链的整体控制逐渐变成可能。
克拉克和斯卡夫最早研究两阶段存货模型。
他们证实了库存系统的基础存货政策的最优性，并提出了一种用于计算最佳订货批量的政策。
贝斯勒和凡诺特进一步发展了两阶段模型，使其包含一般块茎结构。
上面提到的车间仓库问题通过埃本和施拉格分析一个缺货的中央仓库模型解决了。
他们在相等的订货点分配假设条件下，对订购批量做出了更近似的表述。
一些作者也已经考虑到了在各种形式下的这个问题。
由于多阶段问题的复杂和棘手，哈德利和怀廷建议对库存系统采用单层次、单阶级模型。
夏布鲁克把一个订购政策看做是一个仓储和零售商的两级模型，他假设零售商的缺货是完全积压的，而且，夏布鲁克还建立了矩阵（可收回项目控制的多级技术）模型，它明确了在有预算约束的一个低级阶段中使库存水平最小化，这个模型是管理服务部分库存的第一个多级模型，此后，很多研究者提出了一大套模型，他们一般都是在多级框架下寻求最佳批量和安全库存。
除了分析性模型，仿真模型也被开发了出来用于研究多级库存问题中复杂的相互作用问题。
到目前为止，相关的一些文献主要关注于对需求的预测，以及对多阶段供应链库存政策的发展。
需求随机的多阶段系统的存货控制政策已经具有了一个广泛的研究领域。
近年来有许多论文都包含了斯尔福和派克的观点。
用于定期评估标准的统一采购的优点是可以通过规定不同阶段的订购水平获得连续不断的评估标准，这是就所有库存而言，而不是单指设备。
劳以及其他人，迪克斯和戴科克，唐格和里，密特拉和查特基，哈里加，陈，阿克斯特和章，诺齐克和特纳基斯特以及赛欧和郑都在他们的研究中利用了数学模型技术去管理供应链中的多级存货。
迪克斯和戴科克的研究考虑到了不同的多级存货系统，比如配送系统或者生产系统，并且假设订单在一个固定的时间内到达。
哈里加提出了由若干个装配或者整理和储存设备串联在一起组成的单个周期生产系统的随机模型。
阿克斯特，诺齐克和特纳基斯特在他们的文章中都提到了两阶段库存系统。
阿克斯特和特纳基斯特认为零售商都面临不变的无偏好的泊松需要。
麦彻和查特基研究了博特和格拉夫模型，并在他们关于实行快速配送商品的观点的论文“对随机需求下的多级存货问题策略不间断回顾”中进行了进一步的阐述。
这个模型的提出和改进能够扩展多个阶段和两阶段配送系统的内容。
在劳尔的模型中，假设订货时间忽略不计，需求率和生产率是确定的，而且保持固定不变的情况下，缺货是不允许的。
赛欧和郑运用分析模型分析两个重要因素，这两个因素能够帮助半导体制造商根据经验推测订单数量变化的最高程度：一个是供应商的订货时间，另一个是预测的需求更新情况。
他们认为那儿的零售商面临的外部需求与两个连续的时间段相联系，并且零售商利用最新的需求信息来更新它们未来的需求预测。
此外，他们还认为供应商的供货时间是变动的，而且受零售商的订货量的影响。
顿和里在他们的论文中再次阐述了克拉克和斯卡夫的连续多级存货系统并得出了三个关键的结论。
第一，他们提出了最佳多级存货水平的最小近似值以及克拉克和斯卡夫关于基本模型的整个系统成本的最大值。
第二，他们利用马丁格尔预测理论模型说明了克拉克和斯卡夫的最优存货政策结构保留了在与时间线关联下的按需处理。
第三，他们把近似值拓展到了与时间相关联的需求的过程和研究，特别是对于一个回归需求模型，订货时间的影响和一系列存货系统性能的相关性。
通过对有关利用数学模型技术研究供应链下的多级存货管理的文献的回顾，总括起来，可以说，这些文章都考虑到了具有不确定的或者确定的需求的两级，三级或者若干级系统。
他们认为订货时间是固定的，为零，是一个常量，确定的或者是可以忽略的。
他们获得了准确的或者是相似的结论。
德克尔等人分析了数量分段规律对存货成本的影响。
数量分段规律是指传递来自供应商的大订单, 以及来自最近的零售商的小订单, 也就是所谓的进行分段数量判定订单是小型的还是大型。
在由一个供应商和多个零售商组成的系统中,假设所有零售商的客户都存在需求。
然而,德克尔等人指出传递来自供应商的那些大型的订单会导致零售商们考虑降低自身的存货成本。
德克尔等人的研究成果还涉及到了供应商的存货成本。
在莫诃比和波斯纳的研究中包含了存在补充订单和销售损失的不断审查的存货系统的成本分析。
在范德等人的文章中考虑到了当同时存在需求和订货时间不确定情况下的多级存货，周期审查，订制点这些政策。
饭田这篇文章的主要目的是表明近期政策对于多级库存问题是可接受的。
他假设在各阶段的订货时间是固定的。
陈和宋的目标是缩小系统中的长期平均成本。
在陈的系统中，各地应用一种定期回顾或者订货点库存政策。
他们表明各地的库存位置是稳定的，并且这种稳定的分销是均匀且独立于其他的。
在明纳等人的研究中，他调查了在一个由中心仓库和一些当地库存点组成的分销网络中，生产不确定性对库存投资的影响。
将和莫纳罕论述了一个两梯队双通道库存模型，在这个模型中库存是由生产商仓库（上游）和零售店（下游）共同负责的，而产品使用两种供应渠道：传统的零售店和网络直销。
约翰森的系统被假设由基本库存策略控制，其中比较了独立的和随机不独立的订货期。
总之，这些文章都基于一般随机需求来考虑两梯队或者Ｎ梯队库存系统，但有一篇例外，它考虑了马尔可夫需求调节。
通常他们假设固定的订货点，但是其中有两个认为那是随机的。
而他们得出了一样或者相近的解决方法。
在这些多级库存管理文献中用到了很多其他研究方法，比如启发法、变化度量法、隐约集法、模型预测控制法、情景分析法、数据分析法和汇编语言，这些方法很少用而且只有少数作者会用到。
陈和李提出了一个多产品、多阶段、多时期计划模型来解决带有市场需求和产品价格不确定性的多级存货供应网络中的多目标。
其中不确定的市场需求通过一系列各种可能性建成的离散方案模型解释，而模糊设置用于解释买卖者基于产品价格的不相容偏好。
原文:Multi-echelon inventory management in supplychainsHistorically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service.Inventories exist throughout the SC in various forms for various reasons. 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.Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing anddistribution processes characterize SCs.Inventory management in multi-echelon SCs is an important issue, because there 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.Most 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’, o n 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. Theechelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minus the backorders at its downstream stock points.The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and V einott extended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with astockless central depot. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity and intractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location, single-echelon models for the inventory systems.Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also, Sherbrooke constructed the METRIC (multi-echelon technique for coverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a bud get constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts. Thereafter, a large set of models which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers. In addition to analytical models, simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems.So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have beencovered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock.Rau et al. , Diks and de Kok , Dong and Lee ,Mitra and Chatterjee , Hariga , Chen ,Axsater and Zhang , Nozick and Turnquist ,and So and Zheng use a mathematic modeling technique in their studies to manage multi-echelo n inventory in SCs. Diks and de Kok’s study considers a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga, presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series. Chen, Axsater and Zhang, and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves’ model (1985), which they developed in their paper’ Continuous-review policies for a multi-echelon inventory problem with stochastic deman d’, for fast-moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two -echelon assembly systems. In Rau et al.’s model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic andconstant. So and Zheng used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturer s: supplier’s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand foreca sts. Furthermore, they assume that the supplier’s delivery lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second, they show that the structure of the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed,zero, constant, deterministic, or negligible. They gain exact or approximate solutions.Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse–N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a considerable reduction in the retailer’s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by Vander Heijden et al. is an echelon stock, periodic review, order-up-to policy, under both stochastic demand and lead times.The main purpose of Iida’s paper is to show that near-myopic policies are acceptable for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s objective is to minimize the long-run average costs in the system. In the system by Chen et al., each location employs a periodic-review, or lot-size reorder point inventory policy. They show that each location’s inventory positions arestationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al., the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of local stock points is investigated. Chiang and Monahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouse (upper echelon) and a retail store (lower echelon), and the product is available in two supply channels: a traditional retail store and an internet-enabled direct channel. Johansen’s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times are compared.To sum up, these papers consider two- or N-echelon inventory systems, with generally stochastic demand, except for one study that considers Markov-modulated demand. They generally assume constant lead time, but two of them accept it to be stochastic. They gain exact or approximate solutions.In multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vary-METRIC method, fuzzy sets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.A multi-product, multi-stage, and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for a multi-echelon SC network with uncertain market demands and productprices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities, and the fuzzy sets are used for describing the sellers’ and buyers’ incom patible preference on product prices.。