外文翻译--- 供应链管理下的库存控制
供应商管理库存规划(英文版).pptx
• Consolidate the physical flow through the HUB • Increase Supply Chain visibility • Increase Manageability : standard process across BUs • Optimize demand/supply management
傳統產銷模式
物料
Suppliers
TIO
存貨 非保稅 factories
Accessories & Monitors
TIO
存貨
Resellers & Customers
物料
TIO
存貨 保稅 factories
VMI 產 銷 模 式
Suppliers
Accessories 物料 & Monitors 物料
• Hub:
– 對供應商的表現每月作出評報 , Hub Down 或者 ETA 可信度 – 每月提供庫存變動給供應商和FOXCONN .
–GS P: – 平衡過去 performance data within evaluation process – 必要時進行強制手段.
•Supplier:
– 維護供應商Scoreboard , 及時溝通並找出解決方式.
• GSP:
– 選擇最好的供應商. – 平衡各事業處需求. – 與BUs 合作制定相應的供應鏈模式. – 制定FOXCONN / 供應商合同. – 為供應商和BUs 提供溝通的機會. – 為Hub 提供一些標準給供應商 , 如棧板規格限制等. – 通過溝通或Ts&Cs 訊流及時更新數據. – 管理責任:
毕业论文英文参考文献与译文
Inventory managementInventory ControlOn the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field ofthese big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.In fact, from the perspective of broadly understood, inventory control, shouldinclude the following:First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicatorsin large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprisesto exploreThe role of inventory controlInventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: increased warehouse space andinventory storage costs, thereby increasing product costs; take a lot of liquidity, resultingin sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.NotesInventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.Second, starting from the level of service and economic benefits to determine howto ensure inventories and supplementary questions.The two problems with the inventory in the logistics process functions.In general, the inventory function:(1)to prevent interrupted. Received orders to shorten the delivery of goods fromthe time in order to ensure quality service, at the same time to prevent out of stock.(2)to ensure proper inventory levels, saving inventory costs.(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.(5)display function.(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.库存管理库存控制在谈到所谓“库存控制”的时候，很多人将其理解为“仓储管理”，这实际上是个很大的曲解。
外文翻译--- 供应链管理下的库存控制
外文翻译--- 供应链管理下的库存控制在供应链管理环境下，库存控制仍然存在一些问题，需要企业及时解决。
主要问题包括以下几个方面：1.信息不对称在供应链中，不同企业之间的信息不对称问题比较严重，导致企业难以准确预测市场需求，从而影响库存控制的效果。
2.订单不稳定供应链中的订单不稳定性也是影响库存控制的重要因素之一。
订单不稳定会导致企业难以确定库存水平，从而影响供应链整体绩效。
3.物流配送问题物流配送问题也是影响库存控制的重要因素之一。
物流配送不畅会导致库存积压，增加企业的库存成本。
4.缺乏协调供应链中各个企业之间缺乏协调也是影响库存控制的重要因素之一。
缺乏协调会导致企业之间的库存信息不同步，从而影响供应链整体绩效。
为了解决这些问题，企业需要采取一系列措施，如加强信息共享、优化订单管理、完善物流配送体系、建立协调机制等，以提高供应链整体绩效和库存控制的效果。
尽管从宏观角度来看，供应链管理环境下的库存控制比传统管理更具优势，但实际操作中，由于每个企业对供应链管理的理解存在差异，存在利益冲突等问题，导致实际运用时也会出现许多问题。
其中，主要存在以下几个方面的问题：1.各企业缺乏供应链管理的整体观念，导致各自为政的行为降低了供应链整体效率。
2.交货状态数据不准确，导致客户不满和供应链中某些企业增加库存量。
3.信息传递系统低效率，导致延迟和不准确的信息，影响库存量的精确度和短期生产计划的实施。
4.缺乏合作与协调性，组织障碍是库存增加的一个重要因素。
5.产品的过程设计没有考虑供应链上库存的影响，导致成本效益被库存成本抵消，引进新产品时也会遇到问题。
因此，在供应链管理环境下，需要制定合适的库存控制策略，包括建立整体观念，提高信息传递效率，加强合作与协调性，考虑库存影响的产品设计等措施，以提高供应链整体效率。
针对库存管理问题，我们推出以下策略：1.供应商管理库存策略：VMI（Vendor Managed Inventory）库存管理模式。
物流管理专业外文翻译文--库存控制的基本方法
外文原文Basic methods of inventory controlIntroductionOne of the most important aspects of logistics concerns questions related to inventory. The amount of inventory that should be held and its location within a company’s logistics structure is vital in or der to meet customer service requirements and expectations. But,there,is,potentially,a large cost associated with holding inventory. It is vital to get right this balance of service versus cost. This part sets out to explore the basic concepts behind the inventory holding decision，as well as the basic method of inventory control.Keyword：Logistics,inventory control,Inventory management method. The significance of inventory controlInventory Control (Inventory Control) is a manufacturing or service production, management of the whole process a variety of items, finished goods and other resources to manage and control, it reserves to maintain a reasonable level in the economy. Inventory control inventory control is the use of methods to get higher profitable business tool.The main function of inventory control are: to ensure the production, management requirements under the premise that stocks always kept at a reasonable level; master inventory dynamics, timely, appropriate proposed order to avoid excess reserve or out of stock; reduce inventoryspace occupied, reducing the total cost of inventory; inventory control of funds used to accelerate cash flow.Inventory management control methods●The classification of inventory management - ABC classificationmanagement approachABC classification management approach is to inventory divided by the degree of importance of particular importance to inventory (A class of stock), the general importance of inventory (B class stock) and unimportant inventory (C Class inventory) three level, and then for different level of management and control, respectively. ABC classification management method consists of two steps: First, how to classify, the second is how to manage. In the ABC classification of inventory is followed business strategy is based on different levels of the different inventory management and control.●CV A Management ActCV A (Critical Value Analysis) Management Act is the key factor analysis. The basic idea is to inventory in accordance with the key into 3-5 categories, namely:(1) the highest priority - this is the key to hard materials, not out of stock.(2) a higher priority - This refers to the operating activities of the foundation material, allow the occasional out of stock.(3) Medium priority - mostly the more important of these materials,allowing a reasonable range of stock.(4) a lower priority - operators of these supplies required, but substitutability is high, allowing stock.●the procurement EOQ model - to determine the number of ordersThat the number of enterprises per order is directly related to inventory levels and the size of the total cost of inventory, so companies have to expect to find a number of orders when the inventory is its total production of the smallest EOQ model can meet this requirement. By balancing the procurement is the purchase cost and storage warehousing costs, determining an optimal order quantity to achieve the lowest total inventory costs. EOQ model according to need and order, the arrival time intervals to determine whether the conditions in the state can be divided into the model and determine the conditions under probabilistic model.●inventory managementSupply chain management procurement and timely procurement, also called JIT procurement are ultimately want to achieve enterprise supplies the "zero inventory" management in order to ensure that the material supply and product distribution smoothly and achieve business benefits maximized."Zero inventory" management is the material storage optimization theory that warehouse management theory in practice in the use of it does not mean that all enterprises of raw materials, semi-finished productinventory is zero, but rather to ensure the smooth progress of production and operation activities of conditions, using a variety of scientific management methods, a reasonable calculation of inventory and effective control, as a way to reduce inventory levels. Zero inventory does not mean not to reserve and without reserve, that some do not set up a separate operating entity and stockpiles of materials does not mean that other forms of storage activities canceled.The Methods to achieve zero inventory enterprises are: display production management, order production methods, punctual procurement, collaborative subcontracting, bailment way, production processes synchronization mode, tap mode, no inventory reserves and supply chain and distribution methods.SummaryInventory control should be related to the company's financial operations objectives, in particular operational cash flow by optimizing the entire demand and supply chain management processes (Supply Chain Management Processes, DSCMP), a reasonable set of ERP control strategy, supported by appropriate information processing tools, tools to achieve to ensure timely delivery of the premise, reduceing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control just to achieve our financial goals as a means of controlling the entire inventory or just a necessary part; from the perspective oforganizational functions, physical warehouse inventory control is mainly the responsibility of management, the broad inventory control should be the entire demand and supply chain management, and the whole company's responsibility.The problems arising from excessive inventory: Increase storage space and inventory storage costs, thereby increasing the cost of the product; take up a lot of liquidity, resulting in sluggish capital, not only increased the burden of loan interest, etc., and will also affect the time value of money and the opportunity revenue; finished products and raw materials caused tangible and intangible loss; caused a lot of idle corporate resources, affecting their rational allocation and optimization; mask production, management of the whole process various contradictions and problems, is not conducive to enterprises to improve their management level.Howeber ,Inventory of the problems arising from too small: cause degradation of service, affecting sales profits and corporate reputation; resulting in the production of raw materials or other material supply system, which can affect the normal production process; make ordering interval shortened, the number of orders increased, so order (production) costs; affect the balance of the production process and the assembly of complete sets.The reasonable inventory control methods help sustainabledevelopment of enterprises, reducing capital occupied, improve operational efficiency, enhance their market competitiveness.中文译文库存控制的基本方法摘要物流最重要的方面之一是研究库存的相关问题。
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
毕业论文外文翻译供应链下的多级存货管理
毕业设计(论文)外文资料翻译系（院）：专业：会计学姓名：学号：外文出处：The American Society of Mechanical (用外文写)Engineers Agency，2007:27-33附件： 1.外文资料翻译译文；2.外文原文。
附件1：外文资料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。
供应链管理中的库存控制--ambivalent
9
库存的ABC分类
按实际使用成本进行分类（20/80原则）
数量
2019/11/23
5-15%
A
60-80%
C
20-30%
B
深圳市博维企业管理咨询有限公司
物料种类
10
库存的ABC分类
在ABC分类基础上的库存管理策略：
1． 花费在A类库存的资金应大大多于花费在C类库存上 的资金。 2． 对A类库存的管理应更严格，它们应存放在更安全的 地方，而且为了保证它们的记录准确性，应对它们更频 繁地进行盘点。 3． A类物料的计划与采购应比B、C类物料更为严格。
2019/11/23
深圳市博维企业管理咨询有限公司
5
库存是浪费？ 库存是必要的储备？
库存是企业生产运作及供应链管理全过程的
“无缝连接器”！
2019/11/23
深圳市博维企业管理咨询有限公司
6
不合理的库存管理曾使许多国际大公司 陷入困境：
-- 诺基亚（NOKIA) -- 戴尔电脑 （DELL) -- 国际商用机器 （IBM） -- 思科（CISCO) -- 爱立信
16
2. 集中策略和分散策略
安全库存：集中库存同时也集中了风险，库存越集中，抵 御缺货风险能力越强，安全库存水平越低。
提前期：集中库存的提前期长，库存分散使库存更加靠近 需求点。
管理费用：集中仓库所需的管理费用低于分散仓库管理费 用。
运输成本和客户服务水平：仓库越多，运输总距离长，成 本越高，但由于接近客户点，送货成本会降低，客户满意 度也较高。
染色 Dyeing
50
深圳市博维企业管理咨询有限公司
22
补充：VMI库存管理方法
企业库存管理中英文对照外文翻译文献
企业库存管理中英文对照外文翻译文献(文档含英文原文和中文翻译)外文：Zero Inventory ApproachManaging optimal inventory in the supply chain is critical for an enterprise. The ability to increase inventory turns and the use of best inventory practices will reduce inventory costs across the supply chain. Moving towards zero inventory will result in effective inventory management in the business process. Inventory Optimization Solutions can be implemented easily using inventory optimization software. With Radio Frequency Identification (RFID) technology, inventory can be updated in real time without product movement, scanning or human involvement. Companies have to adopt best practices to optimize operational processes and lower their cost structure through inventory strategies.Introduction With supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in the flow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancing investment and service-level goals over a very large assortment of Stock-Keeping Units (SKUS). In contrast to traditional ‘one ‘one-at-a--at-a--at-a-time’ time’ marginal stock levelsetting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize thecosts of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:• In-house manufacturing vs. contract manufacturing;• Domestic vs. off shore;• New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented.Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. The five strategies used were:forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to form inventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment. Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory, the flow of goods from warehouse to shelves improves, employees who possess multiple skillsare utilized more efficiently, better consistency of scheduling and consistency of employee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks likedelays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is responsible for maintaining the c ustomer’s inventory levels. VMI is defined as a process or mechanism where the supplier creates the purchase orders based on the demand information. VMI is a combination of e-commerce, software and people. It has resulted in the dramatic reduction of inventory across the supply chain. VMI is categorized in the real worldas collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the customer’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after a pre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management,Inventory Management practices,Inventory Planning,Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degree by the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow some steps like creating a strategy,integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation.Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning(ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method,network inventory and other software tools for inventory optimization.Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of items across the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines where capacity is to be added, calculates impact of market conditions, assesses impact of new products and the impactof a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management,is an essential component of robust network management architecture.NIMS provideinformation that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and develop supply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk, and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demandand supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (XIO) service as an extension of its asset and service managementsolutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and related documentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks. Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popularin Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicyclesused to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUsappreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to takeinventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.译文：零库存方法对于一个企业来说，在供应链中优化库存管理是至关重要的。
供应商管理库存系统外文文献翻译最新译文
供应商管理库存系统外文文献翻译最新译文文献出处：Kannan G, Grigore M C, Devika K, et al. An analysis of the general benefits of a centralised VMI system based on the EOQ model [J]. International Journal of Production Research, 2013, 51(1): 172-188.An analysis of the general benefits of a centralised VMI systembased on the EOQ modelG. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1.IntroductionDue to the global expansion of large companies, competition all over the world is becoming stronger and therefore an increasing need to obtain competitive prices is pushing industries to take on new challenging, strategic methods. One of the recently recognised methods is the replacement of the traditional supply chain with the vendor-managed inventory (VMI) supply chain. It has been proven in many different papers that the VMI supply chain is superior to the traditional supply chain and can bring significant cost savings to the participants.A traditional supply chain refers to the system within which each of the members at the different stages make decisions regarding replenishment quantities and timing so as to minimise cost at their end of the supply chain. The supply chain usually consists of all stages, starting at the raw material supplier and continuing on until the finished product reaches the end customer. All the different stages are linked by their common aim of providing the right product to the right customer in the promised time.VMI is a replenishment supply chain technique that has beenimplemented since the beginning of the 1980s by Wall-Mart and Procter & Gamble (Waller et al. 1999), and has its roots back in 1958 when Magee (1958) first introduced the concept.Within a VMI agreement, the upstream supply chain member (the vendor) takes responsibility for managing the inventory of the downstream member (the buyer) within specific levels previously agreed upon without the need for orders from the customer side to be placed. Therefore, the vendor can focus on optimising production efficiency and capacity planning, while the customer has to improve forecastaccuracy.The success of VMI is dependent on communication between the partners, their willingness to share data, collaboration and coordination, and an information technology system which enables fast access to critical information (Duchessi and Chengalur-Smith 2008).The general characteristics of a traditional supply chain and of a VMI supply chain, formed by three stage.The research here is meant to offer a simple overview of the possible outcomes after VMI implementation in a two-stage supply chain, between the vendor and its multiple buyers. The analysis focuses on the overall supply chain cost impact, which VMI can show under specific conditions, based on the practical experience learned in the pharmaceutical industry.Using VMI in a supply chain brings transparency regarding essential information among the partners, thus giving the opportunity at each stage to adjust the decisions in a timely manner and avoid emergency situations.The VMI supply chain implies coordination between the partnering stages, continuous information sharing, and regularmeetings where critical issues are discussed and follow-up actions are noted.The general benefits model analysed in this paper is based on the economic ordering quantity (EOQ) model and is an extension of Bookbinder et al.'s (2010) paper. As an extension of the aforementioned work, the model has been adjusted to integrate different requirements and constraints from within the pharmaceutical industry. It has been further extended from analysing a one-vendor, one-buyer deterministic demand case to analysing a one-vendor, multiple-buyer stochastic demand case.The mathematical model applies to two echelons, the vendor and its multiple buyers. An observation is made here to distinguish that the buyers are not the end-consumers but represent sales organisations from each country. At the same time both the vendor and buyers belong to the same organisation.In the literature, one of the main challenges when implementing VMI has beenidentified in providing the right incentives for all partners to do their best for the supply chain and the right contract to share the overall profits (Nagarajan and Rajagopalan 2008).The fact that both stages belong to the same organisation facilitates simpler developments further. There is no need for complicated contracts for profit sharing between the two partners in a VMI case, as the most important thing is the total supply chain profit. It can be assumed that both partners have the right incentives to increase overall supply chain profits.Based on the assumptions above, the traditional supply chain model is developed according to its general characteristics within which the centralised organisation does not show anyimpact, while the VMI model is developed as and when decisions are taken centrally to obtain overall supply chain cost reductions.2. Literature reviewThe literature review of this paper is divided into two categories: first, an overview of general positive characteristics observed after the VMI implementation (or) assumed to occur behind the theoretical model and then the second part looks at the literature which clearly focused on the EOQ modeling to determine the potential benefits of a VMI supply chain.2.1 General characteristics of VMI outcomesThis section verifies the outcomes of a VMI relationship and presents a short literature review of different benefits which have been recognised by other authors to be the outcome of VMI partnerships. A couple of articles have directly addressed the general benefits which can be achieved from a VMI partnership without necessarily developing a model to prove their arguments but through empirical research.Lee et al. (2008) analysed how lean systems would perform with VMI, Collaborative Planning, Forecasting and Replenishment (CPFR), and continuous replenishment and identified that expenses can be significantly decreased and flexibility improved under VMI. Elvander et al. (2007) developed a framework for a VMI configuration with four categories: inventory-related dimensions, information-related dimensions, decision-making dimensions, and a systemintegration level. Dorling et al. (2006) evaluated VMI under oligopolistic competition and defined five steps towards VMI implementation. Donget al. (2007) surveyed the literature and identified that VMI is adopted when the supplier deals with high market competitiveness and when there is good cooperationbetween the supplier and the buyer.Blatherwick (1998), Disney et al. (2003), and Sari (2008) identified that VMI can be outperformed by other strategies in specific situations.2.2 General benefits models of VMI based on the EOQ modelThe literature review presented below focuses strictly on research papers which have developed specific models to evaluate the benefits of a VMI supply chain based on EOQ modelling.Bookbinder et al. (2010), Yao et al. (2007), and Razmi et al. (2010) evaluated the supply chain costs under a traditional supply chain compared to a VMI situation. All cases considered a two-echelon model formed by a vendor and a buyer, and the model development was based on the EOQ formula.Bookbinder et al. (2010) compared three cases: the traditional supply chain, VMI, and central decision making. The difference between traditional supply chains and VMI was obtained through transferring the cost of placing an order, which was incurred by the buyer, to the vendor under the VMI. Also, the vendor's cost of placing an order has been considered to be lower than the buyer's. One of the findings of the model is that both the vendor and the buyer are better off as long as the vendor's holding costs divided by the buyer's holding cost are higher than the ordering cost.Yao et al. (2007) showed that total costs can be decreased under VMI as long as the ordering cost of the vendor is lower than that of the buyer. However, results also show that the buyer has greater benefits than the vendor.Razmi et al. (2010) effectuated a sensitivity analysis by varying the parameter values of the total cost function whileincluding a backordering cost in the calculation. While in the traditional supply chain model both the vendor and the customer incurred costs, in the case of VMI all the costs have been attributed to the vendor. Pasandideh et al. (2010) used an EOQ model to evaluate the impact of differentparameters on the total cost when applying VMI and when shortage is backlogged. The EOQ model developed showed that VMI could bring important cost savings but this has its limitations on the values of the ordering costs of the two participants.Zhang et al. (2007) analysed the total cost function incurred under a VMI partnership where an exponential function of the ordering costs was taken. The model was applied to a one-vendor, one-buyer case and proved that decreasing the ordering cost represents an investment which brings lower costs for all buyers. Teng et al. (2005) used integer programming to extend the classic economic production quantity (EPQ) model to allow for time varying cost, with deterministic demand. The findings showed that the total cost is a convex function of the number of replenishments, for which the minimum number should be identified for savings to be obtained. Chen and Wei (2011) examined the optimal dynamic joint decisions using a calculus-based formulation combined with dynamic programming techniques in a vertically decentralised single manufacturer Stackelberg and single-retailer channel over a multi-period planning horizon subject to deteriorating goods and multivariate demand function. Niranjan et al. (2011) analysed the issues surrounding the VMI implementation using 15 features categorised as product related, company related, or supplier related. In addition to the researchers mentioned in Table 1, the following researchers have also analysed the benefits of the VMIsystem (Disney and Towill 2002b, Sourirajan et al. 2008, Bakal and Geunes 2009, Battini et al. 2009, Wang 2009, Liu and ?etinkaya 2010, Borade et al. 2011).Zhang et al. (2007) developed an integrated VMI, where a joint cost model was built under the assumption of constant demand rate and production. The model evaluates the impact on the total cost function when varying the ordering cost. Ordering costs can be reduced through a VMI partnership, and the partners can share the benefits. Later, a model to indicate the general benefits which a VMI partnership could bring, and adjusted to the pharmaceutical case, will be developed.Many authors have focused their attention on the analysis of the VMI performance based on constant demand characteristics, for which the EOQ model represents the basis for the analysis. While researching the general benefits of VMIbased on EOQ model literature, one of the gaps identified is the fact that evaluations were done strictly between one vendor and one buyer. The only exception is identified in Zhang et al. (2007), who considered two buyers but focused on order cost reduction evaluation.Based on the findings in the literature, this paper extends previous research and analyses the possible benefits when dealing with one vendor and multiple buyers assuming a stochastic, constant type of demand.3. Problem definition and research scopeThe objective of this paper is to develop a relevant model which integrates specific constraints from the pharmaceutical industry and which has the ability to project the possible cost differences between a traditional supply chain and a VMI supply chain.Some of the aspects which the model will integrate are: constant demand, variable demand, evaluation of a two-stage supply chain composed of a vendor and his multiple buyers, and identification of the importance of fast reaction to demand changes and maintenance of a high customer service level as defined by the industry.The characteristics are integrated in both traditional and VMI supply chains, while the model is based on the EOQ model rational with the purpose of highlighting cost differences between the two. Under the VMI supply chain, the transportation cost and the cost of issuing an order are transferred from the buyer to the vendor.The structure of the paper is as follows: Section 4 develops the mathematical model for the traditional and VMI supply chains, and this is then numerically applied in Section 5. The results of the numerical application are discussed in Section 6, and Section 7 presents an overall conclusion of the paper and identifies directions for further research opportunities.3.1 Research highlightsThe model developed in this paper extends previous works which based their analysis of traditional versus VMI supply chains on EOQ models by acknowledging demand variability and integrating preventive actions.Another difference which is captured within this model represents the extendednumber of buyers evaluated. While previous research focused on one-vendor, one-buyer cases, the model here integrates one vendor and multiple buyers.Evaluating the situation of multiple buyers with whom the vendor has the possibility to establish VMI partnerships givesmore flexibility to the vendor to consolidate specific product demands. Based on this opportunity, the model is structured to evaluate benefits depending on the number of products shared among more buyers.译文基于经济订购量模式的供应商管理库存系统的综合效益分析G. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1 引言由于大公司的全球化扩张，世界各地的竞争越来越强烈，因此越来越需要获得具有竞争力的价格，这对企业来说是一个全新的挑战，但也是推动产业发展的战略方法。
供应链管理(SCM)：供应链管理下的库存控制
平均库存
概率
服务水平 95%
安全库存 最大库存
库存量
四、独立需求库存控制方法
四、 ABC分类
– 基本思想：
▪ ABC分类采用的指导思想是20-80原则， ▪ 20%左右的因素占有(或提供)80%的成果， ▪ 实际上采用的是重点管理法的思想， ▪ 找出占用资金量大的少数物料加以重点管理和控制。
– 物料的分类：
• 库存补给策略：
– (Q, R)策略
(R, S)策略
– (t, S)策略
(t, R, S)策略
第一节 库存管理的基本原理和方法
二、定期库存控制(Periodic inventory control)
库存量 订货量Q
目标库存量S
订货间隔期
安全库存
时间 提 发出订货 前 订货到达 期
– 目标库存量=(订货间隔期+提前期) ×日需求量+安全库存 – 定期检查库存水平并订货 – 订货量=目标库存量-现有库存量-在途库存； – 没有规定订货点，关键是要确定订货间隔期和预定的库存水平。
第一节 库存管理的基本原理和方法
1)经济订货批量(EOQ ：Economic Order Quantity )
– 基本假设：
▪ 需求是均匀的(单位时间内的需求量不变)，需求是已知的常数； ▪ 不允许发生缺货； ▪ 订货提前期是已知的，且为常数； ▪ 交货提前期为零，即瞬时交货； ▪ 产品成本不随批量而变化(没有数量折扣)； ▪ 订货费与订货批量无关； ▪ 维持库存费是库存量的线性函数。
第四节 供应商管理库存(VMI)
一、VMI管理系统
• 在20世纪80年代以后，全球性市场竞争日趋激烈，企业为 了提高竞争力，不断寻求各种措施提高企业对市场需求的 响应速度。VMI便是其中一种。
供应链物流管理专业词汇整理
Chapter11.supply chain management 供应链管理2.zero defect 零缺陷3.perfect order 完美订单4.six-sigma performance 六西格玛管理体系5.marketing channel 营销渠道6.economic value 经济价值7.economy of scale 规模效益8.market value 市场价值9.trade-off 背反关系rmation sharing paradigm 信息共享模式11.process specialization paradigm 过程专业化模式12.electronic data interchange（EDI）电子信息交换13.made to plan（MTP）根据计划推测生产14.lead-time 交货期15.made to order（MTO）根据订单生产16.logistic outsourcing 物流外包17.stock keeping unit（SKU）库存单位18.integrated service provider（ISP）一体化服务供应商19.public warehouse公共仓库20.value-added service 增值服务21.third-party service provider 3PL 第三方物流服务供应商22.fourth-party service provider 4PL 第四方物流服务供应商23.anticipatory business model（push）预测性商业模式24.responsive business model（pull）快速响应型商业模式25.logistics postponement 物流延迟26.cash-to-cash conversion 现金转化周期27.dead net pricing 完全净价28.cash spin 现金周转29.operational performance 运作绩效30.order processing 订单处理31.customer accommodation 市场分销Chapter2 Inbound logistics 采购运筹，进口物流1.Procurement perspective and strategies 采购远景和策略2.continuous supply 持续供应3.minimize inventory investment 减少存货投资-JIT4.quality improvement 质量改进5.lowest total cost of ownership-TCO 所有权总成本最低6.supplier-buyer integration 供方买方整合7.value management 价值管理8.sales synergy 销售协同9.Manufacturing perspective and strategies 生产远景和策略10.brand power 品牌力11.Lead time 备货期12.Make-to-stock（MTS）备货型生产13.Make-to-order（MTO）订货型生产14.Assemble-to-order（ATO）面向订单装配15.Material Requirement Planning(MRP) 物料需求计划Chapter3 Outbound Logistics 出货物流1.Supply chain service output 供应链营运功率2.Spatial convenience 空间便利性3.Lot size 批量4.Waiting time 等待时间5.Stock out frequency 缺货率6.Fill rate 供应比率7. Sales and operations planning 销售和运作计划8.Order shipped complete 订货完成率9.Operation Performance 运行性能：10.Service Reliability 服务可靠性11.Customer Satisfaction 顾客满意度：12.Value added service 增值业务：13.Customer-focused services顾客导向之服务14.Promotion-focused services促销导向之服务15.Manufacturing-focused services 生产导向之服务16.Time-based services 基于时间的服务17.Distribution Resource Planning (DRP) 配送资源计划18.Total Quality Management全面质量管理19.customer relationship management（CRM）客户关系管理20.International Organization for Standardization（ISO）国际标准化组织21.European Article Numbering(EAN)欧洲物品编码22.Total Cost of Ownership所有权的总成本23.Economic Order Quantity(EOQ）经济订货量24.authorized economic operator授权经济运营25.make-to-plan（MTP)计划型生产26.Assemble-to-order面向订单装配27.materials requirements planning(MRP）物料需求计划28.performance-based logistics基于性能的物流29.Master Production Schedule主生产计划30.Bill of Materials 物料清单31.Distribution Resource Planning分销资源计划32.Supply chain information systems 供应链信息系统33.Enterprise Resource Planning（ERP)企业资源规划34.transportation management system运输管理系统35.Warehouse management system存货管理系统36.Yard management system堆场管理系统Advanced Planning and Scheduling(APS) 高级计划与排程系统37. available to promise 可行性承诺38.Collaborative Planning, Forecasting and Replenishment(CPFR)协同规划，预测和补货39.bills of lading提单40. proof of delivery交货证明Chapter4Geographical specialization 地域专门化Decoupling 库存的“分离”作用Balancing supply and demand 平衡供需Buffering uncertainty 降低不确定性因素Service lever 服务水平Average inventory 平均库存Inventory policy 存货政策Cycle inventory, or base stock 周转库存Safety stock inventory 安全库存Transit inventory 在途库存Order quantity 订购数量Transit inventory 已中转存货Obsolete inventory陈旧存货Speculative inventory投机性存货Safety stock 安全储备Reorder point 再订货点Inventory turns库存周转次数performance cycle or lead time绩效循环Inventory carrying cost 库存持有成本Volume Transportation Rates体积运输率Free On board (FOB) 船上交货价Quantity Discount大批量折扣Other EOQ Adjustments其他存货调整Demand uncertainty 需求的不确定性Performance cycle uncertainty 运行周期的不确定性Standard deviation 标准差Poisson distribution 泊松分布Safety Stock with Combined Uncertainty安全库存结合的不确定性Numerical compounding 精确合成Estimating Fill Rate估计填充率Dependent Demand Replenishment相关需求补给Safety time 安全时间Over planning top-level demand 对高水平需求的超额预测Inventory control 库存控制Perpetual Review 永续盘存Periodic Review 定期盘存Reactive inventory system 反应式库存系统Pull inventory system 拉动式库存系统Fair Share Allocation 公平份额分配法Distribution Requirements Planning (DRP) 配送需求计划Collaborate Inventory Replenishment 联合库存补充Vendor-Managed Inventory (VMI) 供应商管理存货Profile Replenishment (PR) 系列补货Product Classification Analysis (ABC) 产品分类分析Product/Market Classification 产品/市场分类Segment Strategy Definition 战略定义Policies and Parameters 政策和参数Chapter5,6(第八、九、十章）第八章Transportation InfrastructureIn-transit inventory在途库存Diversion转移Economy of scale规模经济 economy of distance 距离经济Tapering principle 远距离递减原则Consignor 发货人 consignee 收货人United States Postal Service （USPS）美国邮政服务Department of Transportation（DOT）运输部门Interstate Commerce Commission (ICC) 洲际商会Surface Transportation Board (STB) 陆地运输局Rights-of-way 通行权Ton-mile 吨英里Truckload（TL) 整车运输less—than—truckload（LTL) 零担运输specialty 专项运输North America Free Trade Agreement (NAFTA) 北美自由贸易协定Central America Free Trade Act (CAFTA) 中美洲自由贸易法United Parcel Service (UPS) 联合包裹运输服务公司Piggyback service 驼背式运输服务Land bridge 大陆桥Freight forwarders 货运代理人第九章Transportation OperationsStowability 装载能力Hundredweight （CWT) 英担Transport lane 运输通道Back-haul 可带回去Deadheaded 空车返回Variable costs 可变成本Fixed costs 固定成本Joint costs 连带成本Common costs公共成本Cost-of-service 服务成本策略Value-of-service 服务价值策略Combination pricing strategy 组合定价策略Net-rate pricing 净费率定价策略Tariff 费率表Class rate 费率类别Minimum charges and surcharges最低收费和附加费Commodity rate 商品费率Exception rates 特价费率Aggregate tender rate累计费率Limited service rate 有限服务费率Shipper load and count rate 发货人装载和清点费率Released value rate 免责价值费率Freight-all-kind (FAK) rates 均价费率Local rate 地方费率Single-line rate单线费率Joint rate 联合费率Proportional rate比例费率Transit service 转运服务Diversion and reconsignment 转移并变更收货人Split delivery 分票交付Demurrage 滞期费Detention 滞留费用Special or accessorial service 特别的或者附属的费用Special equipment charges 特殊设备使用费Transportation management system （TMS）运输管理系统Core carrier strategy 核心承运人战略Integrated service providers （ISPs）Reactive and proactive反应性和主动性Market area 市场范围法Scheduled area delivery 定期运送Pooled delivery集中运送Preorder planning 预订计划Multi-vendor consolidation 多卖主集拼Expediting 加急Hours of service（HOS) 服务时间Federal Motor Carrier Safety Administration联邦汽车运输安全管理局Loss or damage 货物丢失和损伤Overcharge/undercharge索价过低Preaudit 事前审核Post audit 事后审核Bill of lading 提货单Order-notified 待命提单Freight bill运费账单Prepaid or collect 预付或到付Shipment manifest装货清单Free on board船上交货Freight on board 离岸价格F.O.B. Origin FOB原产地价格F.O.B. Destination pricing FOB交货地价格F.O.B. 离岸价Delivered pricing 交货价Single-zone delivered pricing单地区定价Multiple-zone delivered pricing多地区定价Base—point pricing system基点定价系统Phantom freight在售价上加计的运费Freight absorption 运费免收Substantially lessen competition 大大减少竞争Forward-buy 提前购买Every Day Low Pricing（EDLP）天天低价Activity-based costing 作业成本法Total cost-to-serve model总成本与服务模型第十章 WarehousingDistribution center 分销中心Just-in-time （JIT）准时制生产Cross-docking 越库式转运Mixing组合作业Assembly 装配作业Lead suppliers or tier one suppliers 主供应商或一级供应商Environmental Protection Agency（EPA）环境保护机构Food and Drug Administration（FDA）食品药物监管会Occupational Safety and Health Administration（OSHA）职业安全与卫生管理局Spot-stocked 定点储存Value-added services（VAS）增值服务Transfer and selection 货物的转移和分拣作业Flow-through or cross-dock distribution通过式配送或越库式转运Extended storage 长期储存Contract warehousing 合同仓储Selection or picking area 分拣作业的区域Discrete selection and wave selection 单独分拣和区域分拣Batch selection 批次挑选Chapter 7 Integrated Operations PlanningSupply Chain Planning供应链计划Supply chain visibility供应链的可见性Simultaneous resource consideration资源的同步考虑Resource utilization资源的利用率Supply Chain Planning Applications供应链计划应用系统Demand Planning需求计划Product Planning生产计划Logistics Planning 物流计划Sales and Operations Planning (S&OP)销售和作业计划系统Maximize production产量最大化Stable schedule稳定的生产进度Long lead times长的提前期Lower margins较低的利润Aggregate forecasts总体预测Rapid response 快速响应Maximize revenue 利润最大化Collaborative planning协同计划Exponential smoothing指数平滑法extended exponential smoothing扩展平滑法Adaptive smoothing调节性平滑法Multiple regression多元回归Chapter 8 Global Supply ChainGlobal Supply Chain Integration全球供应链一体化Stages of international development国际化发展的阶段Use restriction使用限制Price surcharges价格附加费Local presence本地经营Global Sourcing 国际采购Rationale for Low-Cost-Country sourcing低成本国家采购的理由Guidelines for sourcing采购的指导方针Achieve economies of scale实现规模经济Reduce direct cost减少直接成本Reduce market access uncertainty减少市场准入的不确定性Enhance sustainability增强可持续性Combined transport document联运单据Commercial invoice商业发票Insurance certificate保险证书Certificate of origin原产地证书Logistics Performance Index（LPI）物流绩效指数Chapter 9 Chapter 10(第十五、十六章)SDWT--self-directed work teams 自我指导工作小组Balanced scorecards 平衡计分卡Balance sheet 资产负债表Income statement 利润表The great divide 严重断层Reliability-based trust 以可靠性为基础的信任Character-based trust 以特性为基础的信任Average order cycle time 平均订货周期时间Order cycle consistency 订货周期一致性On-time delivery 准时交货Downtime 停工期Inventory turnover rate 库存周转率ROA---return on assets 资产回报率ROI---return on investment 投资回报率RONW---return on net worth 净值回报率Contribution approach 贡献毛利法Net profit approach 净利润法SPM---Strategic Profit Model 战略盈利模型CMROI---contribution margin return on inventory investment库存投资利润贡献率。
Inventory management 库存管理 -外文翻译
Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing ManagementInventory managementAbstractInventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its functionInventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises.Keyword：Inventory；ManagementChapterⅠ Inventory DefinitionInventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often thannot, the term "inventory" implies a stored quantity of goods that exceeds what is needed for the firm to function at the current time (e.g., within the next few hours).Chapter II The meaning of Inventory Management2.1maintain the listWhy would a firm hold more inventory than is currently necessary to ensure the firm's operation? The following is a list of reasons for maintaining what would appear to be "excess" inventory.Table 1January February March April May June Demand 50 50 0 100 200 200 Produce 100 100 100 100 100 100 Month-end inventory 50 100 200 200 100 0Table 11-6 month a business demand, production, end balance situation2.2 Meet demandIn order for a retailer to stay in business, it must have the products that the customer wants on hand when the customer wants them. If not, the retailer will have to back-order the product. If the customer can get the good from some other source, he or she may choose to do so rather than electing to allow the original retailer to meet demand later (through back-order). Hence, in many instances, if a good is not in inventory, a sale is lost forever.2.3 Keep operations runningA manufacturer must have certain purchased items (raw materials, components, or subassemblies) in order to manufacture its product. Running out of only one item can prevent a manufacturer from completing the production of its finished goods.Inventory between successive dependent operations also serves to decouple the dependency of the operations. A machine or workcenter is often dependent upon the previous operation to provide it with parts to work on. If work ceases at a workcenter, then all subsequent centers will shut down for lack of work. If a supply of work-in-process inventory is kept between eachworkcenter, then each machine can maintain its operations for a limited time, hopefully until operations resume the original center.2.4 Lead timeLead time is the time that elapses between the placing of an order (either a purchase order or a production order issued to the shop or the factory floor) and actually receiving the goods ordered. If a supplier (an external firm or an internal department or plant) cannot supply the required goods on demand, then the client firm must keep an inventory of the needed goods. The longer the lead time, the larger the quantity of goods the firm must carry in inventory.A just-in-time (JIT) manufacturing firm, such as Nissan in Smyrna, Tennessee, can maintain extremely low levels of inventory. Nissan takes delivery on truck seats as many as 18 times per day. However, steel mills may have a lead time of up to three months. That means that a firm that uses steel produced at the mill must place orders at least three months in advance of their need. In order to keep their operations running in the meantime, an on-hand inventory of three months' steel requirements would be necessary.2.5 HedgeInventory can also be used as a hedge against price increases and inflation. Salesmen routinely call purchasing agents shortly before a price increase goes into effect. This gives the buyer a chance to purchase material, in excess of current need, at a price that is lower than it would be if the buyer waited until after the price increase occurs.2.6 Smoothing requirementsSometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. Consider the demand forecast and production schedule outlined in Table1Notice how the use of inventory has allowed the firm to maintain a steady rate of output (thus avoiding the cost of hiring and training new personnel), while building up inventory in anticipation of an increase in demand. In fact, this is often called anticipation inventory. In essence, the use of inventory has allowed the firm to move demand requirements to earlier periods, thus smoothing the demand.Chapter III Controlling InventoryOften firms are given a price discount when purchasing large quantities of a good. This also frequently results in inventory in excess of what is currently needed to meet demand. However, if the discount is sufficient to offset the extra holding cost incurred as a result of the excess inventory, the decision to buy the large quantity is justified.Firms that carry hundreds or even thousands of different part numbers can be faced with the impossible task of monitoring the inventory levels of each part number. In order to facilitate this, many firm's use an ABC approach. ABC analysis is based on Pareto Analysis, also known as the "80/20" rule. The 80/20 comes from Pareto's finding that 20 percent of the populace possessed 80 percent of the wealth. From an inventory perspective it can restated thusly: approximately 20 percent of all inventory items represent 80 percent of inventory costs. Therefore, a firm can control 80 percent of its inventory costs by monitoring and controlling 20 percent of its inventory. But, it has to be the correct 20 percent.The top 20 percent of the firm's most costly items are termed "A" items (this should approximately represent 80 percent of total inventory costs). Items that are extremely inexpensive or have low demand are termed "C" items, with "B" items falling in between A and C items. The percentages may vary with each firm, but B items usually represent about 30 percent of the total inventory items and 15 percent of the costs. C items generally constitute 50 percent of all inventory items but only around 5 percent of the costs.By classifying each inventory item as an A, B or C the firm can determine the resources (time, effort and money) to dedicate to each item. Usually this means that the firm monitors A items very closely but can check on B and C items on a periodic basis (for example, monthly for B items and quarterly for C items).Another control method related to the ABC concept is cycle counting. Cycle counting is used instead of the traditional "once-a-year" inventory count where firms shut down for a short period of time and physically count all inventory assets in an attempt to reconcile any possible discrepancies in their inventory records. When cycle counting is used the firm is continually taking a physical count but not of total inventory.A firm may physically count a certain section of the plant or warehouse, moving on to other sections upon completion, until the entire facility is counted. Then the process starts all over again.The firm may also choose to count all the A items, then the B items, and finally the C items. Certainly, the counting frequency will vary with the classification of each item. In other words, A item may be counted monthly, B items quarterly, and C items yearly. In addition the required accuracy of inventory records may vary according to classification, with A items requiring the most accurate record keeping.Chapter IV SummaryTime inventory management is now faced with the defects.The advent, through altruism or legislation, of environmental management has added a new dimension to inventory management-reverse supply chain logistics. Environmental management has expanded the number of inventory types that firms have to coordinate. In addition to raw materials, work-in-process, finished goods, and MRO goods, firms now have to deal with post-consumer items such as scrap, returned goods, reusable or recyclable containers, and any number of items that require repair, reuse, recycling, or secondary use in another product. Retailers have the same type problems dealing with inventory that has been returned due to defective material or manufacture, poor fit, finish, or color, or outright "I changed my mind" responses from customers.Finally, supply chain management has had a considerable impact on inventory management. Instead of managing one's inventory to maximize profit and minimize cost for the individual firm, today's firm has to make inventory decisions that benefit the entire supply chain.References[1] D. Bertsekas. Dynamic Programming and Optimal Control, (Volumes1 and 2). Athena Scientific, 2005.[2] A. Burnetas and P. Ritchken. Option pricing with downward-slopingdemand curves: The case of supply chain options. Management Science, 51(4):566–580, 2005.[3] F. Chen and M. Parlar. Value of a put option to the risk-aversenewsvendor. IIE Transactions, 39(5):481–500, 2007.[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A SimplifiedApproach'. International Library of Critical Writings in Economics,143:461–495, 2002.[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.American Economic Review, 88(3):537–58, June 1998.[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. StanfordUniversity Press, Stanford, 2002.[7] J. Primbs. Dynamic hedging of basket options under proportionaltransaction costs using receding horizon control. Preprint, 2007.Floyd D. Hedrick, Library of Congress, Washington, D.C.Editor: Jeannette Budding, Communications ManagerNational Association of Purchasing Management库存管理摘要库存管理或库存控制，是为了平衡库存的需要和要求，有必要从降低成本获得和持有的库存造成的。
仓储物流外文文献翻译中英文原文及译文2023-2023
仓储物流外文文献翻译中英文原文及译文2023-2023原文1：The Current Trends in Warehouse Management and LogisticsWarehouse management is an essential component of any supply chain and plays a crucial role in the overall efficiency and effectiveness of logistics operations. With the rapid advancement of technology and changing customer demands, the field of warehouse management and logistics has seen several trends emerge in recent years.One significant trend is the increasing adoption of automation and robotics in warehouse operations. Automated systems such as conveyor belts, robotic pickers, and driverless vehicles have revolutionized the way warehouses function. These technologies not only improve accuracy and speed but also reduce labor costs and increase safety.Another trend is the implementation of real-time tracking and visibility systems. Through the use of RFID (radio-frequency identification) tags and GPS (global positioning system) technology, warehouse managers can monitor the movement of goods throughout the entire supply chain. This level of visibility enables better inventory management, reduces stockouts, and improves customer satisfaction.Additionally, there is a growing focus on sustainability in warehouse management and logistics. Many companies are implementing environmentally friendly practices such as energy-efficient lighting, recycling programs, and alternativetransportation methods. These initiatives not only contribute to reducing carbon emissions but also result in cost savings and improved brand image.Furthermore, artificial intelligence (AI) and machine learning have become integral parts of warehouse management. AI-powered systems can analyze large volumes of data to optimize inventory levels, forecast demand accurately, and improve operational efficiency. Machine learning algorithms can also identify patterns and anomalies, enabling proactive maintenance and minimizing downtime.In conclusion, warehouse management and logistics are continuously evolving fields, driven by technological advancements and changing market demands. The trends discussed in this article highlight the importance of adopting innovative solutions to enhance efficiency, visibility, sustainability, and overall performance in warehouse operations.译文1：仓储物流管理的当前趋势仓储物流管理是任何供应链的重要组成部分，并在物流运营的整体效率和效力中发挥着至关重要的作用。
供应链管理中的库存控制
未来发展趋势和 挑战
建立供应链协同机制：明确各参与方的职责和利益，制定协同规则和流程，确保信息 共享和沟通畅通。
强化供应链信息平台建设：通过建立统一的信息平台，实现各参与方之间的信息共享 和协同操作，提高供应链的透明度和响应速度。
优化供应链物流运作：通过优化物流运作流程，降低库存成本和运输成本，提高物流 效率和响应速度，实现供应链的快速响应和协同。
汇报人：
特点：订货批量固定，订货时间灵活，适用于需求量稳定且可预测的情况。
订货点确定：订货点通常根据历史需求数据、安全库存等因素来确定，以确保库存量在到达订货点之前能够满足 需求。
实施步骤：实施定量订货策略需要确定订货批量、订货点、安全库存等参数，并定期检查库存水平，当库存量下 降到订货点时，发出订货。
定义：按照固定的 时间间隔进行订货， 以补充库存
加强供应链风险管理：通过建立风险评估机制和应对措施，降低供应链中断的风险， 确保供应链的稳定性和可靠性。
数字化供应链协同：利 用大数据、人工智能等 技术实现供应链各环节 的实时数据共享和协同 工作。
智能化供应链协同：通 过智能算法和自动化设 备实现供应链各环节的 智能预测、优化和决策。
绿色化供应链协同：注 重环保和可持续发展， 推动绿色供应链建设， 减少资源浪费和环境污 染。
缺点：需要准确的预测数据和合理的安全库存水平设置，否则可能导致库存波动过大或过小。 应用场景：适用于需求变化较大、波动性较强的产品或服务。
适用范围：适用于需求稳定、 波动较小的情况
固定订货间隔时间策略：按照 固定的订货间隔时间进行库存 补充，不考虑订货量
固定订货量策略：按照固定的 订货量进行库存补充，不考虑 订货间隔时间
优点：可以减少订 货次数，提高工作 效率
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
附录一中文译文供应链管理下的库存控制供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的功能网链结构模式。
它是一个范围更广的企业结构模式，它包含所有加盟的节点企业。
这条链上的节点企业必须达到同步，协调运行，才有可能使链上的所有企业都能受益。
这也就是供应链管理理论的核心所在。
库存控制是影响供应链管理成败的重要因素之一。
它直接关系着供应链成本的高低和服务质量的好坏。
在供应链管理环境下，库存控制不再仅仅是某个单独企业如何降低库存水平的问题，更需要企业有全局观念，促使供应链整体绩效达到最优。
只有了解供应链管理环境下库存控制的特点及存在的问题才能有针对性地提出解决问题的策略和方法。
一、供应链环境下的库存控制的特点供应链环境下的库存控制不是简单的需求预测和补给，而是通过库存控制获得用户服务与利润的优化。
供应链环境下的库存控制模式的最高境界是实现供应链的无缝连接，消除供应链企业之间的高库存现象。
供应链管理模式赋予库存控制以下四个方面的新特点：1.供应链管理能够暴露出企业库存控制过程中的潜在问题和危机，加强库存控制程度2.供应链管理可以有效地降低社会库存量，减少库存控制成本供应链的形成，要求对组成供应链的各个环节作出优化，建立良好的协作关系，这种关系有利于促进产品快速流通，降低社会库存量，避免库存浪费和资金占用。
3.供应链管理有利于企业从“库存实物控制”向“库存信息控制”的转变，实现信息化库存控制的目标4.供应链管理确保了企业库存控制的柔性和快速反应能力供应链管理环境下，企业库存得到了优化，整个供应链中多余，呆滞的库存降到了最低点，面对市场需求的变化，企业可以迅速作出反应，调整产品或是改变策略，有效地规避了企业的经营风险。
二、供应链管理环境下库存控制存在的问题虽然从宏观理论上说，供应链管理环境下的库存控制较之传统管理下的库存控制有诸多优势，但整个供应链毕竟是由多个单一企业所构成，在实际操作中，由于每个企业对供应链管理的理解存在差异，对自身企业获利程度存在担忧，甚至有些企业的独立目标与供应链的总体目标相悖等种种原因，导致在实际运用供应链管理环境下的库存控制理论和方法时，也不免会暴露出许多现实问题。
目前在实践中，主要存在几个方面的问题：1.“链”上各企业仍然缺乏供应链管理的整体观念虽然我们知道供应链的整体绩效取决于各个供应链上的节点的绩效，但是从客观上说，各个部门又都是各自独立的单元，都有各自独立的使命和经营目标。
有些目标和供应链的整体目标是不相干的，更有可能是冲突的。
各自为政的行为必然导致供应链整体效率的低下。
2.不准确的交货状态数据当顾客下订单时，他们想确定什么时候能交货。
在等待交货的过程中，也可能会对订单交货状态进行修改，特别是当交货被延迟以后。
许多企业并没有及时而准确地把推迟的订单交货的修改数据提供给用户，其结果是用户的不满和良好愿望的损失。
交货状态数据不及时、不准确的主要原因是信息传递系统的问题。
这种数据传递的不及时，不准确，会导致客户满意度的下降，也会造成供应链中某些环节的企业为减少因这种状况的投诉过多，而不得不增加库存量。
3.低效率的信息传递系统在供应链中，各个供应链节点企业之间的需求预测，库存状态，生产计划都是供应链管理的重要数据，这些数据分布在不同的供应链组织之间，要做到有效地快速响应用户需求，目前许多企业的信息系统并没有很好地集成起来，当供应商需要了解用户的需求信息时，常常得到的是延迟的信息和不准确的信息。
由于延迟引起误差和影响库存量的精确度，短期生产计划的实施也会遇到困难。
4.缺乏合作与协调性在供应链管理下的库存控制中，组织障碍是库存增加的一个重要因素。
供应链是一个整体，需要协调各方活动，才能取得最佳的运作效果。
5.产品的过程设计没有考虑供应链上库存的影响现代产品设计与先进制造技术的层出不穷，使产品的生产效率大幅度提高，而且具有较高的成本效益，但是供应链库存的复杂性常常被忽视了。
结果所有节省下来的成本都被供应链上的分销与库存成本给抵消了。
同样，在引进新产品时，如果不进行供应链的规划，也会产生如运输时间过长，库存成本高等原因而无法获得成功。
三、供应链管理环境下的库存控制策略针对以上问题，结合国内外企业实践经验及理论研究成果，主要推出以下策略：1.供应商管理库存策略即VMI（Vendor Managed Inventory）库存管理模式。
供应商管理库存策略是指一种在用户和供应商之间的合作性策略，其基本设想是力图通过集成供应链上各节点企业的库存控制职能，从而达到降低整体库存费用的目的。
VMI的主要思想是供应商在用户的允许下设立库存，确定库存水平，补给策略和拥有库存控制权。
在这种库存控制策略下，允许上游组织对下游组织的库存策略，订货策略进行计划和管理。
VMI已广泛应用于供应链管理环境下的库存控制中。
2.联合库存管理策略实践中，VMI管理模式给供应商带来了巨大压力。
在VMI基础上又发展起来了一种新的库存管理策略，即联合库存管理模式JMI（Joint Managed Inventory）。
JMI是一种上游企业和下游企业权利责任平衡和风险共担的库存管理模式。
JMI体现了战略供应商联盟的新型企业合作关系，强调了供应链企业之间双方的互利合作关系。
联合库存管理是解决供应链系统中由于各节点企业的相互独立库存运作模式导致的需求放大现象，提高供应链的同步化程度的一种有效方法。
联合库存管理强调供应链中各个节点同时参与，共同制定库存计划，使供应链过程中的每个库存管理者都从相互之间的协调性考虑，保持供应链各个节点之间的库存管理者对需求的预期保持一致，从而消除了需求变异放大现象。
任何相邻节点需求的确定都是供需双方协调的结果，库存管理不再是各自为政的独立运作过程，而是供需连接的纽带和协调中心。
3.协同式供应链库存管理策略协同式供应链库存管理策略（Collaborative Planning Forecasting & Replenishment），简称CPFR，它是建立在VMI和JMI的最佳分级实践基础上，同时抛弃了二者缺乏供应链集成等主要缺点，能同时降低分销商的存货量，增加供应商的销售量。
它应用一系列处理过程和技术模型，覆盖整个供应链合作过程，通过共同管理业务过程和共享信息来改善分销商和供应商的伙伴关系，提高预测的准确度，最终达到提高供应链效率，降低库存和提高客户满意度的目的。
4.多级库存优化与控制策略基于协调中心的联合库存管理是一种联邦式供应链库存管理策略，是对供应链的局部优化控制，而要进行供应链的全局性优化与控制，则必须采用多级库存优化与控制策略。
多级库存优化与控制是在单级库存控制的基础上形成的。
多级库存控制的方法有两种：一种是非中心化（分布式）策略，另一种是中心化（集中式）策略。
(1)非中心化的库存控制策略。
非中心化库存控制是把供应链的库存控制分为三个成本归结中心，即制造成本中心，分销成本中心，零售商的成本中心，各中心根据自己的库存成本做出优化的控制策略。
非中心化的库存控制要取得整体的供应链优化效果，需要增加供应链的信息共享程度，使供应链的各个部门都共享统一的市场信息。
非中心化多级库存控制策略能够使企业根据自己的实际情况独立做出快速决策，有利于发挥企业自己的独立自主性和灵活机动性。
非中心化的多级库存优化策略管理上比较简单，但是并不能保证产生整体的供应链优化。
它需要企业之间的协调性比较好，如果协调性差，信息共享度低，有可能导致各自为政的局面。
(2)中心化库存控制。
中心化控制是将控制中心放在核心企业上，由核心企业对供应链系统的库存进行控制，协调上游与下游企业的库存活动。
这样核心企业也就成了供应链上的数据中心（数据仓库），担负着数据的集成、协调功能。
中心化库存优化控制的目标是使供应链上总的库存成本最低。
用中心化策略，所有库存点的控制参数是同时决定的，考虑了各个库存点的相互关系，通过协调的办法获得库存的优化。
但是中心化策略在管理上协调的难度较大，特别是供应链的层次比较多，即供应链的长度增加时，更增加了协调控制的难度。
综上所述，企业要想在竞争中取胜，必须迅速从传统的管理模式向供应链管理模式转变，逐渐打破库存控制中各自为政的局面，树立全局观念。
根据企业所在供应链面临的库存控制实际问题，找到适合自身及供应链发展的管理策略，多种方法相结合，有的放矢，才能有效改善整个供应链的运作效率，提高其系统性和集成性，从而使各个企业在供应链中达到共赢目标。
附录二外文资料原文Supply chain management of inventory controlSupply chain is around the core enterprise, through to the information flow, logistics, cash flow control, purchasing raw materials from the beginning, intermediate products and the final product is made, and finally by the sales network products to the hands of consumers will suppliers, manufacturers, distributors and retailers, until the end user of a whole repeatedly function nets chain structure model. It is a broader enterprise structure mode, it contains all join node enterprise. This chain of nodes on the enterprise must synchronization, coordinated operation, could keep the chain of all enterprises can benefit. This is the key of the supply chain management theory. Inventory control effect the success or failure of the supply chain management is one of the important factors. It relates directly to the discretion of the supply chain cost and service quality. In under the environment of supply chain management, inventory control is no longer just a single enterprise how to reduce inventory level problem, need more enterprise have global concept, and to promote the supply chain performance to achieve optimal. Only know under the environment of supply chain management inventory control characteristics and problems of can pertinently put forward the solution to the problem of strategies and methods.A, supply chain under the environment of the characteristics of the inventory control Under the environment of supply chain inventory control is not a simple demand forecasting and supplies, but through the inventory control for customer service and profit optimization. Under the environment of supply chain inventory control mode is the highest realm of the supply chain seamless connection, eliminate supply chain between enterprise's high inventory phenomenon. Supply chain management mode gives inventory control the following four new features:1.The supply chain management can be exposed in the process of enterprise inventory control potential problems and crises, strengthen the inventory control degree2.Supply chain management can effectively reduce the social inventory levels, reduce inventory control costsThe formation of the supply chain, the requirements of various aspects of the supply chain to make optimization, establish good cooperation relationship that promote rapid product circulation, reduce social inventories, avoid inventory waste and capital to take up.3.Supply chain management benefit to the enterprise from the "physical inventory control" to "inventory control" change, realize the goal of informatization inventory control4.Supply chain management ensures that the enterprise inventory control of flexible and rapid response capabilityunder the environment of supply chain management, enterprise inventory are optimized, the whole supply chain the extra, dazed inventory have hit bottom, with the change of market demand, the enterprise can make a quick reaction, adjustment of product or to change strategy, effectively evade the operating risk of an enterprise.Second, under the environment of supply chain management inventory control problems Although from the macro theory, under the environment of supply chain management inventory control compared to the traditional management of inventory control have many advantages, but the whole supply chain after all is by many single enterprise form, in practice, since each enterprise on supply chain management understanding different, to own enterprise profit level concerns exist, and even some enterprise goal of independence and supply chain the overall target of abhorrent wait for a variety of causes, in actual use under the environment of supply chain management inventory control theory and method, unavoidable also can reveal many practical problems. At present in practice, there are several main aspects of the problem:1. "chain" on each enterprise still lack of supply chain management of overall conceptthough we know of the whole supply chain performance on all nodes on the performance of the supply chain, but objectively, each department and are independent units, all have their own independent mission and business objectives. Some goals and supply chain of the overall aim is irrelevant, the more likely is the conflict. The behavior of its own free will inevitably leads to low efficiency of the whole supply chain.2.Not accurate delivery statedata when the customer orders, they want to make sure when can you deliver. Waiting for the delivery process, also may order to delivery status is changed, especially when delivery is delayed after. Many firms have not timely and accurate delivery of order of the delay modify data provided to the user, the result is the user of discontent and the loss of good wishes. State data delivery in time, not accurate not is the main reason of the information system. This kind of data transmission is not seasonable, inaccurate, will lead to the decline of customer satisfaction, also can cause somelink in the supply chain of the enterprise to reduce this situation because too many complaints, and had to increase inventories.3.The low efficiency of information systemin the supply chain, each node of the supply chain between enterprises demand forecast, stock situation, production plan is the supply chain management all the important data, these data distribution in different between the organization of supply chain, to do efficiently and rapidly respond to user demand, at present a lot of enterprise information system have not well integrated, when supplier need to understand the needs of the users information, often get the information and no delay accurate information. Delay due to cause errors and influence the accuracy of the stock, short-term production the implementation of the plan will also face difficulties.ck of cooperation and coordinationin the supply chain management of inventory control, the organization obstacle is the increase of the inventory is an important factor. Supply chain is a whole, need to coordinate all activities, to achieve the best effect of operation.5.The process of product design without considering the influence of the supply chain inventorymodern product design and advanced manufacturing technology emerge in endlessly, make the product production efficiency greatly improved, and with high cost benefit, but the complexity of the supply chain inventory is often ignored. Results all saving cost is the distribution and supply chain to offset the cost of inventory. Similarly, in introducing new products, if not to supply chain planning, also can produce such as transportation time is too long, inventory cost is high and cannot succeed reasons.Three, under the environment of supply chain management inventory control strategy according to the problems,combining domestic and foreign enterprise practice experience and theory research, mainly launch the following strategy:1 supplier management Inventory strategythat is VMI (Vendor Managed Inventory) Inventory management mode. Vendor management inventory strategy is to point to a way between suppliers and users of cooperative strategy, the basic idea is to through the integrated supply chain on the nodal enterprises of the inventory control functions, so as to achieve the purpose of lower overall inventory costs.VMI is the main ideas of the supplier in the user's permission set up under the inventory, confirmthe inventory level, supply strategy and have stock control. In this inventory control strategy, allow the organization to upstream of the downstream tissues inventory strategy, ordering strategy planning and management. VMI has been widely used in under the environment of supply chain management in the inventory control.2.Joint inventory management strategyin practice, VMI management mode to suppliers to bring a lot of pressure. VMI in again on the foundation developed a new Inventory management strategy, is the Inventory management mode JMI (Joint Managed Inventory).JMI is a kind of upstream and downstream enterprise right enterprise responsibility balance and share the risk of inventory management mode. JMI embodies the strategic supplier alliance's new enterprise cooperation relations, the emphasis on the supply chain enterprise mutually beneficial cooperation between both sides.Joint inventory management is to solve the supply chain system because each node in the enterprise independent inventory operation mode in demand amplification phenomenon, improve the supply chain of the synchronization degree of a kind of effective method. Joint inventory management emphasis on each node in the supply chain and participate in, make joint stock plan, make each of the supply chain process inventory managers have come from mutual coordination consideration, keep supply chain between each node of the inventory managers of demand expectations remain consistent, thus eliminating the demand variation amplification phenomenon. Any adjacent node determine the demand is both the supply and the demand coordination of result, inventory management is no longer the fragmented independent operation process, but the supply and demand of the connection link and the coordination center.3.XieTongShi supply chain inventory management strategyXieTongShi supply chain inventory management strategy (Collaborative Planning Forecasting and Replenishment), hereinafter referred to as the CPFR, it is based on the best classification JMI and VMI based on practice, and abandon the lack of supply chain integration between main faults, can also reduce the amount of stock of distributors, increase sales of suppliers. It used a series of treatment process and technology model, covering the whole supply chain cooperation process, through the joint management business process and share information to improve the distributors and suppliers of partnership, increase the prediction accuracy,eventually to improve the supply chain efficiency, reduce inventory and the purpose of improving customer satisfaction.4.Multilevel inventory optimization and control strategybased on coordination center of inventory management is a joint LianBangShi supply chain inventory management strategy, is to supply chain of local optimization control, but must carry on the supply chain global optimization and control, it must use multilevel inventory optimization and control strategy. Multi-stage inventory optimization and control is in the single stage formed on the basis of the inventory control. Multi-stage inventory control method has two kinds: one kind is suppressive (distributed) strategy, and the other is the suppressive (centralized) strategy. （1）the suppressive inventory control strategy. The suppressive inventory control is the supply chain inventory control can be divided into three cost down center, namely the manufacturing cost center, distribution cost center, retailers, and cost center, each center according to their own inventory cost optimization control strategy is made. The suppressive inventory control to get the whole supply chain optimization effect, need to increase supply chain information sharing degree that the supply chain in every sector of the uniform market will share information. The multi-level inventory control strategy suppressive can make the enterprise according to the actual conditions of the independent decision making fast, to play enterprise their own initiative and flexible mobility. The multi-level inventory of suppressive optimization strategy management is simple, but does not guarantee the produce of the whole supply chain optimization. It requires the coordination between enterprises is better, if poor coordination, low degree of information sharing, may lead to a fragmented situation.(2) suppressive inventory control. Suppressive control is in the core enterprise will control center, by the core enterprise supply chain system inventory control, coordinate with the downstream enterprises inventory of the activities. So the core enterprise become a supply chain data center (data warehouse), a data integration, responsible for coordinating function. Inventory optimal control of suppressive goal is to make the minimum total inventory cost supply chain. Suppressive with strategy, all inventory point control parameters are also decide, considering the inventory of the relationship between each point, through the coordination of the optimization of the way to get inventory. But in the management of coordination suppressive strategy of difficulty bigger, especially the level of supply chain is more, namely the length of the supply chain is increased, themore increased coordination control of difficulty.To sum up, the enterprise in the competition to win and must be quickly from traditional management mode to supply chain management model change, and gradually break inventory control of the situation of each does things in his own way, establish the overall concept. According to the enterprise is facing the supply chain inventory control problems, find suitable for their own and the development of supply chain management strategy, a variety of methods, and the combination of targeted, can effectively improve the operational efficiency of the supply chain, and improve the systemic and integration, so that each enterprise in the supply chain to achieve win-win goals.。