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1、<p><b> 中文1785字</b></p><p> Basic methods of inventory control</p><p> Introduction </p><p> One of the most important aspects of logistics concerns questions r
2、elated to inventory. The amount of inventory that should be held and its location within a company’s logistics structure is vital in order to meet customer service requirements and expectations. But,there,is,potentially,
3、a</p><p> 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,a
4、s well as the basic method of inventory control.</p><p> Keyword:Logistics,inventory control,Inventory management method.</p><p> The significance of inventory control</p><p> In
5、ventory 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 reason
6、able level in the economy. Inventory control inventory control is the use of methods to get higher profitable business tool.</p><p> The main function of inventory control are: to ensure the production, man
7、agement 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 inventory space occupied
8、, reducing the total cost of inventory; inventory control of funds used to accelerate cash flow.</p><p> Inventory management control methods</p><p> The classification of inventory management
9、 - ABC classification management approach</p><p> ABC classification management approach is to inventory divided by the degree of importance of particular importance to inventory (A class of stock), the gen
10、eral 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
11、of two steps: First, how to classify, the second is how to manage. In the ABC classification of inventory is followed busine</p><p> CVA Management Act</p><p> CVA (Critical Value Analysis) Ma
12、nagement Act is the key factor analysis. The basic idea is to inventory in accordance with the key into 3-5 categories, namely:</p><p> (1) the highest priority - this is the key to hard materials, not out
13、of stock.</p><p> (2) a higher priority - This refers to the operating activities of the foundation material, allow the occasional out of stock.</p><p> (3) Medium priority - mostly the more i
14、mportant of these materials, allowing a reasonable range of stock.</p><p> (4) a lower priority - operators of these supplies required, but substitutability is high, allowing stock.</p><p> th
15、e procurement EOQ model - to determine the number of orders</p><p> That the number of enterprises per order is directly related to inventory levels and the size of the total cost of inventory, so companies
16、 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,
17、determining an optimal order quantity to achieve the lowest total inventory costs. EOQ model according to need and order, the arrival time int</p><p> inventory management</p><p> Supply chain
18、 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 pro
19、duct distribution smoothly and achieve business benefits maximized.</p><p> "Zero inventory" management is the material storage optimization theory that warehouse management theory in practice in
20、the use of it does not mean that all enterprises of raw materials, semi-finished product inventory is zero, but rather to ensure the smooth progress of production and operation activities of conditions, using a variety o
21、f scientific management methods, a reasonable calculation of inventory and effective control, as a way to reduce inventory levels. Zero inventory does not mean </p><p> The Methods to achieve zero inventory
22、 enterprises are: display production management, order production methods, punctual procurement, collaborative subcontracting, bailment way, production processes synchronization mode, tap mode, no inventory reserves and
23、supply chain and distribution methods.</p><p><b> Summary</b></p><p> Inventory control should be related to the company's financial operations objectives, in particular operat
24、ional 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
25、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</p><p> The problems arising fr
26、om 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 int
27、erest, 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 ra
28、tional allocation and optimization; m</p><p> Howeber ,Inventory of the problems arising from too small: cause degradation of service, affecting sales profits and corporate reputation; resulting in the prod
29、uction 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 o
30、f the production process and the assembly of complete sets.</p><p> The reasonable inventory control methods help sustainable development of enterprises, reducing capital occupied, improve operational effic
31、iency, enhance their market competitiveness.</p><p><b> 摘要</b></p><p> 物流最重要的方面之一是研究庫(kù)存的相關(guān)問(wèn)題。為了滿足客戶的需求與期望,我們必須持有一定量的庫(kù)存并且這些庫(kù)存存在公司物流結(jié)構(gòu)中的地位也是很重要的。但是持有庫(kù)存需要大量成本,是服務(wù)與成本之間保持平衡是很重要的。本文探究了庫(kù)存
32、持有決策背后的一些基本概念,以及庫(kù)存控制的基本方法。</p><p> 關(guān)鍵詞:物流,庫(kù)存控制,庫(kù)存管理方法</p><p><b> 庫(kù)存控制的意義</b></p><p> 庫(kù)存控制(Inventory Control)是對(duì)制造業(yè)或服務(wù)業(yè)生產(chǎn)、經(jīng)營(yíng)全過(guò)程的各種物品,產(chǎn)成品以及其他資源進(jìn)行管理和控制,使其儲(chǔ)備保持在經(jīng)濟(jì)合理的水平上。庫(kù)存
33、控制是使用控制庫(kù)存的方法,得到更高的盈利的商業(yè)手段。</p><p> 庫(kù)存控制的作用主要是:在保證企業(yè)生產(chǎn)、經(jīng)營(yíng)需求的前提下,使庫(kù)存量經(jīng)常保持在合理的水平上;掌握庫(kù)存量動(dòng)態(tài),適時(shí)、適量提出訂貨,避免超儲(chǔ)或缺貨;減少庫(kù)存空間占用,降低庫(kù)存總費(fèi)用;控制庫(kù)存資金占用,加速資金周轉(zhuǎn)。</p><p><b> 庫(kù)存管理的控制方法</b></p><p
34、> 1、庫(kù)存的分類管理——ABC分類管理方法</p><p> ABC分類管理方法就是將庫(kù)存物資按重要程度分為特別重要的庫(kù)存(A類庫(kù)存)、一般重要的庫(kù)存(B類庫(kù)存)和不重要的庫(kù)存(C類庫(kù)存)三個(gè)等級(jí),然后針對(duì)不同的級(jí)別分別進(jìn)行管理和控制。ABC分類管理方法 包括兩個(gè)步驟:一是如何進(jìn)行分類,二是如何進(jìn)行管理。在對(duì)庫(kù)存進(jìn)行ABC分類之后接著便是根據(jù)企業(yè)的經(jīng)營(yíng)戰(zhàn)略對(duì)不同級(jí)別的庫(kù)存進(jìn)行不同的管理和控制。<
35、/p><p> 這是指經(jīng)營(yíng)活動(dòng)中的基礎(chǔ)性物質(zhì),允許偶爾缺貨。</p><p> (3)中等優(yōu)先級(jí)——這類多屬于比較重要的物資,允許合理范圍內(nèi)的缺貨。</p><p> ?。?)較低優(yōu)先級(jí)——經(jīng)營(yíng)者、中需用這些物資,但可替代性高,允許缺貨。</p><p> 3、采購(gòu)經(jīng)濟(jì)批量模型——2、CVA管理法</p><p>
36、 CVA(Critical Value Analysis)管理法就是關(guān)鍵因素分析法。它的基本思想是把存貨按照關(guān)鍵性分成3~5類,即:</p><p> (1)最高優(yōu)先級(jí)——這是較硬的關(guān)鍵物資,不允許缺貨。</p><p> (2)較高優(yōu)先級(jí)——訂貨數(shù)量的確定</p><p> 企業(yè)每次訂貨的數(shù)量多少直接關(guān)系到庫(kù)存的水平和庫(kù)存總成本的大小,因此企業(yè)希望找到一個(gè)何
37、時(shí)得訂貨數(shù)量是它的庫(kù)存總產(chǎn)本最小,經(jīng)濟(jì)批量模型能滿足這一要求。就是通過(guò)平衡采購(gòu)進(jìn)貨成本和保管倉(cāng)儲(chǔ)成本,確定一個(gè)最佳的訂貨數(shù)量來(lái)實(shí)現(xiàn)最低總庫(kù)存成本的方法。經(jīng)濟(jì)批量模型根據(jù)需要和訂貨、到貨間隔時(shí)間等條件是否處于確定狀態(tài)可分為確定條件下的模型和概率統(tǒng)計(jì)條件下的模型。</p><p><b> 4、零庫(kù)存管理</b></p><p> 供應(yīng)鏈管理中的采購(gòu)和準(zhǔn)時(shí)采購(gòu)也叫JI
38、T采購(gòu)最終都是想要實(shí)現(xiàn)企業(yè)物料供應(yīng)的“零庫(kù)存”管理,以保證物料供應(yīng)和產(chǎn)品分配的順暢,實(shí)現(xiàn)企業(yè)利益最大化。</p><p> “零庫(kù)存”管理是物資存儲(chǔ)優(yōu)化理論,即倉(cāng)儲(chǔ)理論在管理實(shí)踐中的運(yùn)用,它并不是指企業(yè)所有的原材料、半成品、產(chǎn)品的庫(kù)存為零,而是指在確保企業(yè)生產(chǎn)經(jīng)營(yíng)活動(dòng)順利進(jìn)行的條件下,采用各種科學(xué)的管理手段,對(duì)庫(kù)存進(jìn)行合理的計(jì)算和有效的控制,盡可能降低庫(kù)存量的一種方法。零庫(kù)存并不等于不要儲(chǔ)備和沒(méi)有儲(chǔ)備,也就是說(shuō)
39、某些經(jīng)營(yíng)實(shí)體不單獨(dú)設(shè)立庫(kù)存和儲(chǔ)存物資并不等于取消其他形式的儲(chǔ)存活動(dòng)。</p><p> 實(shí)現(xiàn)企業(yè)零庫(kù)存的方法主要有:看板生產(chǎn)管理、按訂單生產(chǎn)方式、準(zhǔn)時(shí)采購(gòu)、協(xié)作分包方式、委托保管方式、生產(chǎn)環(huán)節(jié)同步方式、水龍頭方式、無(wú)庫(kù)存儲(chǔ)備和供應(yīng)鏈配送方式等。</p><p><b> 總結(jié)</b></p><p> 庫(kù)存控制應(yīng)該是為了達(dá)到公司的財(cái)務(wù)運(yùn)營(yíng)
40、目標(biāo),特別是現(xiàn)金流運(yùn)作,通過(guò)優(yōu)化整個(gè)需求與供應(yīng)鏈管理流程(Supply Chain Management Processes,DSCMP),合理設(shè)置ERP控制策略,并輔之以相應(yīng)的信息處理手段、工具,從而實(shí)現(xiàn)在保證及時(shí)交貨的前提下,盡可能降低庫(kù)存水平,減少庫(kù)存積壓與報(bào)廢、貶值的風(fēng)險(xiǎn)。從這個(gè)意義上講,實(shí)物庫(kù)存控制僅僅是實(shí)現(xiàn)公司財(cái)務(wù)目標(biāo)的一種手段,或者僅僅是整個(gè)庫(kù)存控制的一個(gè)必要的環(huán)節(jié);從組織功能的角度講,實(shí)物庫(kù)存控制主要是倉(cāng)儲(chǔ)管理部門的責(zé)任
41、,而廣義的庫(kù)存控制應(yīng)該是整個(gè)需求與供應(yīng)鏈管理部門,乃至整個(gè)公司的責(zé)任。</p><p> 庫(kù)存量過(guò)大所產(chǎn)生的問(wèn)題:增加倉(cāng)庫(kù)面積和庫(kù)存保管費(fèi)用,從而提高了產(chǎn)品成本;占用大量的流動(dòng)資金,造成資金呆滯,既加重了貨款利息等負(fù)擔(dān),又會(huì)影響資金的時(shí)間價(jià)值和機(jī)會(huì)收益;造成產(chǎn)成品和原材料的有形損耗和無(wú)形損耗;造成企業(yè)資源的大量閑置,影響其合理配置和優(yōu)化;掩蓋了企業(yè)生產(chǎn)、經(jīng)營(yíng)全過(guò)程的各種矛盾和問(wèn)題,不利于企業(yè)提高管理水平。<
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