庫存管理外文文獻及翻譯

本科畢業(yè)論文外文文獻及譯文文獻、資料題目:ZeroInventoryApproach文獻、資料來源:TheIUPJournalofSupplyChainManagement文獻、資料發(fā)表〔出版〕日期:2023.06院〔部〕:管理工程學院專業(yè):工業(yè)工程班級:工業(yè)112姓名:張金豐學號:2023021527指導(dǎo)教師:孔?；ǚg日期:2外文文獻：ZeroInventoryApproachManagingoptimalinventoryinthesupplychainiscriticalforanenterprise.Theabilitytoincreaseinventoryturnsandtheuseofbestinventorypracticeswillreduceinventorycostsacrossthesupplychain.Movingtowardszeroinventorywillresultineffectiveinventorymanagementinthebusinessprocess.InventoryOptimizationSolutionscanbeimplementedeasilyusinginventoryoptimizationsoftware.WithRadioFrequencyIdentification(RFID)technology,inventorycanbeupdatedinrealtimewithoutproductmovement,scanningorhumaninvolvement.Companieshavetoadoptbestpracticestooptimizeoperationalprocessesandlowertheircoststructurethroughinventorystrategies.IntroductionWithsupplychainplanningandlatestsoftware,companiesaremanagingtheirinventoryinthebestpossiblemanner,keepinginventoryholdingstotheminimumwithoutsacrificingthecustomerserviceneeds.Thezeroinventoryconcepthasbeenaroundsincethe1980s.Ittriestoreduceinventorytoaminimumandenhancesprofitmarginsbyreducingtheneedforwarehousingandexpensesrelatedtoit.Theconceptofasupplychainistohaveitemsflowingfromonestageofsupplytothenext,bothwithinthebusinessandoutside,inaseamlessfashion.Anystockinthesystemiscausedbyeitherdelaybetweentheprocesses(demand,distribution,transfer,recordingandproduction)orbythevariationintheflow.Eliminating/reducingstockcanbeachievedby:linkingprocesses,makingthesamethroughputrateonprocesses,locatingprocessesneareachotherandcoordinatingflows.Recentadvancedsoftwarehasmadezeroinventorystrategyexecutable."Inventoryoptimizationisanemergingpracticalapproachtobalancinginvestmentandservice-levelgoalsoveraverylargeassortmentofStock-KeepingUnits(SKUS).Incontrasttotraditional‘one-at-a-time’marginalstocklevelsetting,inventoryoptimizationsimultaneouslydeterminesallSKUstocklevelstofulfilltotalserviceandinvestmentconstraintsorobjectives".Inventoryoptimizationtechniquesprovideanewlogictodrivethesystemwithinformationsystems.Toeffectivelymanageinventory,businessesmustalsooptimizethecostsofbuying,holding,producing,movingandsellinginventory.Theobjectiveofinventoryoptimizationistosustainminimallevelsofinventorywhileprovidingthemaximumpossiblelevelsofservice.SupplyChainDesignandOptimization(SCDO)isaninventoryoptimizationsolutionwhichhelpscompaniessatisfycustomerdemandswhilebalancinglimitationsonsupplyandtheneedforoperationalefficiency.Inventoryoptimizationfocusesonmodelinguncertaintyandvariabilityandminimizingtheriskstheyimposeonthesupplychain.Inventoryoptimizationcanhelpresolvetotalsupplychaincostoptionslike:?In-housemanufacturingvs.contractmanufacturing;?Domesticvs.offshore;?Newsupplier'scostvs.currentsuppliers'cost.Companiescanbenefitfrominventoryoptimization,providedtheycontroltheirsupplychainprocessesandthecomplexityofsupplychain.Incasethesupplychainisverycomplex,besidesinventoryoptimization,networkdesignhastobeusedtoreapthebenefitsfully.ThispapercoversvariousinventorymodelsthatareavailableandthendescribesthetechnologieslikeRadioFrequencyIdentification(RFID)andnetworkingusedfortheoptimizationofinventory.Thepaperalsodescribesthesoftwaresolutionsavailableforachievingthesame.Itconcludesbygivingafewexampleswhereinventoryoptimizationhasbeensuccessfullyimplemented.InventoryModelsHexagonModelThehexagonmodelwasdevelopedduetotheneedtostructureday-to-daywork,reduceheadcountandotherinventorycostsandimprovecustomersatisfaction.Inthefirstphase,operationstrategieswereestablishedinalignmentwithinte-rnalcustomers.Later,continuousimprovementplansandbusinesscontinuitypl-answereadded.Thefivestrategiesusedwere:forecastingfutureconsumption,settingfinancialtargetstominimizeinventorycosts,preparingdailyreportstomonitorinventoryoperationalperformance,studyingcriticalsuccessindicatorstotracktheaccomplishments,toforminventorystrategicobjectivesandinventor-yhealthandoperatingstrategies.Thehexagonmodelisacombinationoftwotriangularstructures(Figure1).Theuppertrianglefocusesonthesoftmanagementofhumanresources,customerorientationandsupplierrelations;thelowerfocusesontheexecutionofinventoryplanswiththeirsuccesscriteria,continuousimprovementmethodologyandbusinesscontinuityplans.Theinventoryindicatorsare:totalinventoryvalue,availabilityofspares,daysofinventory,costofinventory,costsavingandcashsavingoutputexpen-ditureandqualityimprovement.Thehexagonmodelcombinestheelementsofthepeopleinvolvedinmanaginginventorywithoperationalexcellence(Figur2).Managinginventorywithoperationalexcellencewasachievedbyreducingthenumberofemployeesinthematerialdepartment,changingthemixofpeopleskillssuchasintroducingengineeringintothedepartmentstructureandreducingthecostofownershipofthematerialdepartmenttotheoperationthatitsupports.Normally,thisisimplementedwithreductioninheadcountofmaterialdepartment,havinglesspeoplewithengineeringskillsinthedepartment.Operationresultsinclude,improvementinrawmaterialsupplylinequalityindicators,competitivedaysofinventoryandimprovedandstabilizedsparesavailability.Andthefinancialresultsinclude,increaseincostsavingsandreducedcostofinventory.Itcanbeestablishedbyoutsourcingsomeoftheinventoryfunctionsasrequired.Thelevelofefficiencyoftheinventorymanagedcanbemeasuredtoaspecificrisklevel,changingrequirementsorchangesintheenvironment.Just-In-Time(JIT)Just-in-time(JIT)inventorysystemisaconceptdevelopedbytheJapanese,wherein,thesuppliersdeliverthematerialstothefactoryJITfortheirprocessing,eliminatingtheneedforstorageandretrieval.Therateofoutputandtherateofsupplyofinputsaresynchronized,tomanageazeroinventory.ThemainbenefitsofJITare:setuptimesaresignificantlyreducedinthefactory,theflowofgoodsfromwarehousetoshelvesimproves,employeeswhopossessmultipleskillsareutilizedmoreefficiently,betterconsistencyofschedulingandconsistencyofemployeeworkhours,increasedemphasisonsupplierrelationshipsandcontinuousroundtheclocksupplieskeepingworkersproductiveandbusinessesfocusedonturnover.AndthoughaJITsystemmightevenbeanecessity,giventheinventorydemandsofcertainbusinesstypes,itsmanyadvantagesarerealizedonlywhensomesignificantriskslikedelaysinmovementofgoodsoverlongdistancesaremitigated.Vendor-ManagedInventory(VMI)Vendor-ManagedInventory(VMI)isaplanningandmanagementsysteminwhichthevendorisresponsibleformaintainingthecustomer’sinventorylevels.VMIisdefinedasaprocessormechanismwherethesuppliercreatesthepurchaseordersbasedonthedemandinformation.VMIisacombinationofe-commerce,softwareandpeople.Ithasresultedinthedramaticreductionofinventoryacrossthesupplychain.VMIiscategorizedintherealworldascollaboration,automationandcosttransference.ThemainobjectivesofVMIarebetter,cheaperandfastertransactions.InordertoestablishtheVMIprocess,managementcommitment,datasynchronization,settingupagreements,dataexchange,ordering,invoicematchingandmeasurementhavetobeundertaken.ThebenefitsofVMItoanorganizationarereductionininventorybesidesreductionofstock-outsandincreaseincustomersatisfaction.Accurateinformationwhichisrequiredforoptimizingthesupplychainisfacilitatedbyefficienttransferofinformation.TheconceptofVMIwouldbesuccessfulonlywhenthereistrustbetweentheorganizationanditssuppliersasallthedemandinformationisavailabletothesupplierswhichcanberevealedtothecompetitors.VMIoptimizesinventoryinsupplychainandreducesstock-outsbyproperplanningandcentralizedforecasting.ConsignmentModelConsignmentinventorymodelisanextensionofVMIwherethevendorplacesinventoryatthecustomer’slocationwhileretainingownershipoftheinventory.Theconsignmentinventorymodelworksbestinthecaseofnewandunprovenproductswherethereisahighdegreeofdemanduncertainty,highlyexpensiveproductsandservicepartsforcriticalequipment.Thetypesofconsignmentinventoryownershiptransfermodelsare:payassoldduringapre-definedperiod,ownershipchangesafterapre-definedperiod,andordertoorderconsignment.TheissuesthattheVMIandconsignmentinventorymodelencounterarecostofdevelopingVMIsystem,invoicingproblems,cashflowproblems,ElectronicDataInterchange(EDI)problemsandobsoletestock.EnablingPracticesThedecisionmakershavetomakeprudentdecisionsonfuturecourseofactionofaprojectrelatingtothefollowingvariables:ForecastingandInventoryManagement,InventoryManagementpractices,InventoryPlanning,Optimalpurchase,MultichannelInventory,Movingtowardszeroinventory.Toimproveinventorymanagementforbetterforecasting,the14bestpracticesthatwillmostlikelybenefitbusinessthemostare:?Synchronizepromotions;?Revamptheorganizationalstructure;?Takealongerviewofitemplanning;?Enforcevendorcompliance;?Trackkeyinventorymetrics;?Selecttherightsystems;?Mastertheartofmasterscheduling;?Adheretoexceptionreporting;?Identifylostdemands;?Planbyassortment;?Trackinboundreceipts;?Createcoveragereports;?Balanceunderstock/overstock;and?OptimizeSKUs.Thiswillleveragetheretailer’sabilitytobuylargerquantitiesacrossallchannelswhilebuyingonlywhatisrequiredforaspecifiedperiodinordertomanageriskinabetterway.Inmostmultichannelcompanies,inventoryisthelargestassetonthebalancesheet,whichmeansthattheirprofitabilitywillbedeterminedtoalargedegreebythewaytheyplan,forecast,andmanageinventory(CurtBarry,2007).Theycanfollowsomestepslikecreatingastrategy,integratingplanningandforecasting,equippingwiththebest-laidplansandbuildingstrongvendorrelationshipsandeffectiveliquidation.MovingTowardsZeroInventoryAttheforeisthedevelopmentandwidespreadadoptionofnimble,sophisticatedsoftwaresystemssuchasManufacturingResourcePlanning(MRPII),EnterpriseResourcePlanning(ERP),andAdvancedPlanningandScheduling(APS)systems,aswellasdedicatedsupplychainmanagementsoftwaresystems.Thesesystemsoffermanufacturersgreaterfunctionality.Toimplement‘ZeroStock’system,companiesneedtohaveagoodinformationsystemtohandlecustomerorders,sub-contractororders,productinventoryandallissuesrelatedtoproduction.IfthecompanyhasnoITinfrastructure,itwillneedtobuilditfromthescratch.Agoodinformationsystemcanhelpmanagerstogetaccuratedataandmakestrategicdecisions.ITinfrastructureisnotacost,butaninvestment.AcompanycanuseRFIDmethod,networkinventoryandothersoftwaretoolsforinventoryoptimization.RadioFrequencyIdentification(RFID)RFIDisanautomaticidentificationmethod,whichreliesonstoringandremotelyretrievingdatausingdevicescalledRFIDtagsortransponders.RFIDuseinenterprisesupplychainmanagementincreasestheefficiencyofinventorytrackingandmanagement.RFIDapplicationdevelopsassetutilizationbytrackingreusableassetsandprovidesvisibility,improvesqualitycontrolbytaggingrawmaterial,work-in-progress,andfinishedgoodsinventory,improvesproductionexecutionandsupplychainperformancebyprovidingaccurate,timelyanddetailedinformationtoenterpriseresourceplanningandmanufacturingexecutionsystem.ThestatusofinventorycanbeobtainedautomaticallybyusingRFID.TherearemanybenefitsofusingRFIDsuchasreducedinventory,reducedtime,reducederrors,accessibilityincrease,highsecurity,etc.NetworkInventoryANetworkInventoryManagementSystem(NIMS)tracksmovementofitemsacrossthesystemandthuscanlocatemalfunctioningequipment/processandprovideinformationrequiredtodiagnoseandcorrectproblemareas.Italsodetermineswherecapacityistobeadded,calculatesimpactofmarketconditions,assessesimpactofnewproductsandtheimpactofanewcustomer.NIMSisveryimportantwhenthecomplexityofasupplychainishigh.Itdeterminesthemanufacturinganddistributionstrategiesforthefuture.Itshouldtakeintoconsiderationproduction,location,inventoryandtransportation.TheNIMSsoftware,includingassetconfigurationinformationandchangemanagement,isanessentialcomponentofrobustnetworkmanagementarchitecture.NIMSprovideinformationthatadministratorscanusetoimprovenetworkmanagementperformanceandhelpdevelopeffectivenetworkassetcontrolprocesses.Anetworkinventorysolutionmanagesnetworkresourceinformationformultiplenetworktechnologiesaswellasmultiplevendorsinonecommonaccuratedatabase.Itisanextremelyusefultoolforimprovingseveraloperationprocesses,suchasresourcetroublemanagement,serviceassurance,networkplanningandprovisioning,fieldmaintenanceandsparepartsmanagement.TheNIMSsoftware,includingassetconfigurationinformationandchangemanagement,isanessentialcomponentofstrongnetworkmanagementarchitecture.Inaddition,softwaretoolsthatprovideplanning,designandlifecyclemanagementfornetworkassetsshouldprominentlyappearonenterpriseradarscreens.InventoryOptimizationSoftwarei2InventoryOptimizationi2solutionsenablecustomerstorealizetopandbottom-linebenefitsthroughtheuseofsuperiorinventorymanagementpractices.i2InventoryOptimizationcanhelpcompaniesmonitor,manage,andoptimizestrategiestodecide—whattomake,whattobuyandfromwhom,whatinventoriestocarry,where,inwhatformandhowmuch—acrossthesupplychain.Itenablescustomerstolearnandcontinuouslyimproveinventorymanagementpoliciesandprocesses,strategicanalysisandoptimization.Product-orientedindustrycaninstalli2InventoryOptimizationanddevelopsupplychain.Throughthis,thecompanycanreduceinventorylevelsandoveralllogisticscosts.Itcanalsogethigherservicelevelperformance,greatercustomersatisfaction,improvedassetutilization,acceleratedinventoryturns,betterproductavailability,reducedrisk,andmorepreciseandcomprehensivesupplychainvisibility.OracleInventoryOptimizationOracleInventoryOptimizationconsidersthedemand,supply,constraintsandvariabilityinextendedsupplychaintooptimizestrategicinventoryinvestmentdecisions.Itallowsretailerstoprovidehigherservicelevelstocustomersatalowertotalcost.OracleInventoryOptimizationispartoftheOraclee-BusinessSuite,anintegratedsetofapplicationsthatareengineeredtoworktogether.OracleInventoryOptimizationprovidessolutionswhendemandandsupplyareinambiguity.Itprovidesgraphicrepresentationoftheplan.Itcalculatescostandrisk.MROSoftwareMROSoftware(nowapartofIBM'sTivolisoftwarebusiness)announcedamarketingalliancewithinventoryoptimizationspecialistsXtivitytoenhancetheserviceofferingofinventorymanagementsolutionsforMROSoftwarecustomers.MROoffersXtivity'sInventoryOptimizer(XIO)serviceasanextensionofitsassetandservicemanagementsolutions.StructuredQueryLanguage(SQL)Successfulimplementationofaninventoryoptimizationsolutionrequiressignificanteffortandcanposecertainriskstocompaniesimplementingsuchsolutions.StructuredQueryLanguage(SQL)canbeusedonacommonERPplatform.Anoptimalinventorypolicycanbedeterminedbyusingit.Alongwithit,othermetricssuchasprojectedinventorylevels,projectedbacklogsandtheirconfidencebandscanalsobecalculated.Theonlydrawbackofthismethodisthatitmaynotbepossibletoobtainquickreal-timeresultsbecauseofarchitecturalandalgorithmiccomplexity.However,potentialscenarioscanbeanalyzedinanticipationofresultsstoredpriortouserrequests.SomeExamplesToyota’sPracticeinIndiaToyota,aqualityconsciouscompanyworkingtowardszeroinventoryhasselectedMitsuiandTransportCorporationofIndiaLtd.(TCI)fortheirentirelogisticsolutionsencompassingplanning,transportation,warehousing,distributionandMISandrelateddocumentation.InfrastructureisabottleneckthatcontinuestodogeconomicgrowthinIndia.Transystemrendersserviceslikeprocurement,consolidationandtransportationoforiginalequipmentmanufacturer'sparts,throughmilkrunoperationsfromvarioussuppliersalloverIndiaonaJITbasis,transportationofCompleteBuilt-upUnits(CBU)fromplanttoalldealersinthecountryandoperationofCBUyards,coordinationandtransportationofKnockDown(KD)partsfromportofentrytomanufacturingplant,transportationofaftermarketpartstodealersbyroadandairtoToyotaKirloskarMotorsPvt.Ltd.Wal-MartWal-MartisthelargestretailerintheUnitedStates,withanestimated20%oftheretailgroceryandconsumablesbusiness,aswellasthelargesttoysellerintheUS,withanestimated22%shareofthetoymarket.Wal-MartalsooperatesinArgentina,Brazil,Canada,Japan,Mexico,PuertoRicoandUK.Wal-Martkeepsclosetrackoftheinventoriesbyextensivelyadoptingvendor-managedinventorytostreamlinetheflowofgoodsfrommanufacturertothestoreshelf.Thisresultsinmoreturnsandthereforefewerinventories.Wal-MartisanearlyadopterofRFIDtomonitorthemovementofstocksindifferentstagesofsupplychain.ThecompanykeepstabsonallofitsmerchandizebyoutfittingitsproductswithRFID.Wal-Marthasindicatedrecentlythatitismovingtowardstheaggressivetheoreticalzeroinventorymodel.ChordusInc.ChordusInc.hasthelargestdivisionofofficefurnitureinUSA.Ithasadvancedlogisticsandamodelofzeroinventory.IthasInternet-basedsystemfordistributionnetworkwithreal-timeupdatesandlowcosts.ChordusdeterminedthatonlySAPR/3couldaccommodatethiscutting-edgeoperationalmodelforitsnetworkof150dealer-ownedfranchisesin44statessupportedbyfivenationwideDistributionCenters(DCs)andafleetof65deliverytrucks.SmallScaleCycleIndustryAroundLudhianaInandaroundLudhiana,therearemanysmallbicycleunits,whicharenotorganized.Theyhaveasharpfocusonfinancialandrawmaterialmanagementenjoyingalowemployeeturnover.TheyhavebeenpracticingzeroinventorymodelswhichbecamepopularinJapanonlymuchlater.Rawmaterialisbroughtintotheunitinthemorning,processedduringthedayandbyeveningthefinishedproductispassedontothenextunit.Thus,thechaincontinuestilltheultimatefinishedproductismanufactured.Inthisway,thebicyclesusedtobeproducedinLudhianaathalftheproductioncostofTICycles.Eventhelargemanufacturersofcycles,likeHerocycles,AtlascyclesandAvoncyclesarereportedtomaintainonlyoneweek'sinventory.ConclusionInventorymanagersarefacedwithhighservice-levelrequirementsandmanySKUsappreciatethecomplexityofinventoryoptimization,aswellastheexplicitcontrolthatisneededovertotalinvestmentinwarehousing,movingandlogistics.Inventoryoptimizationcanprovidebothanenormousperformanceimprovementforthesupplychainandongoingcontinuousimprovementsovercompetitors.Thecompanyachievesthestabilityneededtohaveenoughstocktomeetunpredictabledemandswithoutwastefulallocationofcapital.Havingtherightamountofstockintherightplaceattherighttimeimprovescustomersatisfaction,marketshareandbottomline.Certainly,theorganizationsthatareabletotakeinventoryoptimizationtotheenterpriselevelwillreapgreaterbenefits.Zeroinventorymaybewishfulthinking,butembracingnewtechnologiesandprocessestomanageone'sinventorymoreefficientlycouldmoveonemuchclosertothatideal.中文譯文：零庫存方法對于一個企業(yè)來說，在供給鏈中優(yōu)化庫存管理是至關(guān)重要的。增大庫存周轉(zhuǎn)和使用最正確庫存方法將會減少供給鏈中的庫存本錢。以零庫存為目標將促進業(yè)務(wù)流程中有效的庫存管理。庫存優(yōu)化方案可以運用庫存優(yōu)化軟件很方便的實施。運用RIDF技術(shù)，庫存可以在沒有產(chǎn)品移動、掃描以及人員參與的情況下實時更新。公司必須通過庫存策略采取最正確方法去優(yōu)化操作流程和降低本錢結(jié)構(gòu)。引言運用供給鏈規(guī)劃和最新的軟件，企業(yè)用盡可能最好的方式管理庫存，在不犧牲顧客效勞需求的條件下保持庫存量最低。零庫存思想產(chǎn)生于上世紀80年代。它試圖將庫存降到最低并通過減少需要倉儲及相關(guān)費用來提高利潤。供給鏈的概念是，工程從一個階段流向另一個階段，在業(yè)務(wù)流程內(nèi)外，無間隙融合。系統(tǒng)中的任何庫存都是由流程之間的延遲〔需求、分配、轉(zhuǎn)接、記錄和生產(chǎn)〕或者流量的變更引起的。消除/減少庫存可用以下方法實現(xiàn)：使各流程相鏈接，流程間使用相同的吞吐量，流程相互定位并協(xié)調(diào)流動。最近的先進軟件使零庫存策略得以執(zhí)行。在大品種庫存單位〔型號〕下，庫存優(yōu)化是一個新興的切實可行的平衡投資和效勞水平目標的方法。比照傳統(tǒng)的“一次一個〞邊際庫存水平設(shè)置，庫存優(yōu)化，同時決定所有的SKU的庫存水平和實現(xiàn)整個效勞和投資的限制或目標。庫存優(yōu)化系統(tǒng)提供了一個新的邏輯，用信息系統(tǒng)來驅(qū)動系統(tǒng)。為了有效的管理庫存，企業(yè)也必須優(yōu)化購置本錢，持有本錢，運輸本錢和銷售本錢。庫存優(yōu)化的目的是維持最低的庫存水平，同時提供最大可能的效勞水平。供給鏈設(shè)計和優(yōu)化是一個庫存優(yōu)化方案，它能幫助公司滿足顧客需求的同時平衡供給和運行效率之間的限制。庫存優(yōu)化致力于對在供給鏈中所應(yīng)用的風險的不確定性，變異性和減少風險進行建模。庫存優(yōu)化能幫助解決整體供給鏈本錢的方案，例如：?內(nèi)部生產(chǎn)和外包生產(chǎn)?國內(nèi)和國外的?新供給商本錢和原有供給商本錢只要企業(yè)可以控制自己的供給鏈流程和供給鏈復(fù)雜性研究，企業(yè)就可以受益于庫存優(yōu)化。如果供給鏈非常復(fù)雜，除了庫存優(yōu)化，網(wǎng)絡(luò)設(shè)計也被用來獲取利潤。本論文介紹了有效的多庫存模型，RFID技術(shù)和庫存優(yōu)化網(wǎng)絡(luò)技術(shù)。本論文也介紹了可以到達同樣目的的、可行的軟件解決方案。論文以一些成功實施的庫存優(yōu)化例子結(jié)束。庫存模型六邊形模型六邊形模型是由于需要組織一天的日常工作，減少員工人數(shù)和其他庫存本錢和提高顧客滿意度而開發(fā)的。在第一階段，經(jīng)營策略是保持與內(nèi)部客戶一致。后來，添加了持續(xù)改良方案和業(yè)務(wù)連續(xù)性方案。運用的五大戰(zhàn)略是：預(yù)測未來的消費；設(shè)置財務(wù)目標，以最大限度的降低庫存；準備每日報告監(jiān)察庫存經(jīng)營業(yè)績；研究關(guān)鍵成功指標以追蹤所取得的成就；形成庫存戰(zhàn)略目標和庫存健康及經(jīng)營策略。六邊形模型是兩個三角形結(jié)構(gòu)的組合。上三角側(cè)重于人力資源，客戶管理取向和供給商關(guān)系這些軟資源的管理；下三角集中于執(zhí)行有成功準那么的庫存方案，連續(xù)改良方法和業(yè)務(wù)連續(xù)性方案。庫存指標是：總存貨價值，備件供給，日庫存，庫存本錢，節(jié)約本錢及現(xiàn)金節(jié)省輸出支出和質(zhì)量改良。六邊形模型結(jié)合了參與卓越經(jīng)營庫存管理人員的因素。卓越經(jīng)營庫存管理是通過減少材料部門的員工數(shù)量，改變?nèi)说募寄芙M合，如向部門結(jié)構(gòu)中引進工程，減少材料部門擁有獨立操作所有權(quán)的本錢。通常，這是與材料部門人員的減少一起實施的，使更少的人掌握工程技術(shù)。上述操作結(jié)果是，原材料供給線質(zhì)量指標的改善，日存貨的競爭和備件的改善與穩(wěn)定。財務(wù)結(jié)果是，本錢節(jié)約增加，庫存本錢減少。卓越經(jīng)營庫存管理根據(jù)一些庫存功能需要建立外包政策。庫存管理有效性的水平可以衡量一個特定風險水平，需求的改變或是環(huán)境的變化。準時制生產(chǎn)準時庫存系統(tǒng)概念產(chǎn)生于日本，其中，供給商向工廠生產(chǎn)流程準時提供材料以消除存儲和檢索的需要。為了零庫存管理，輸出速率和供給的投入率應(yīng)是同步的。準時制生產(chǎn)的好處是，工廠中的時間浪費大大減少，商品從倉庫到貨架的流通得到改善，擁有多技能的員工被更有效的利用，在時間安排和員工工作時間上有更好的一致性，供給商關(guān)系得以強調(diào)，連續(xù)不間斷的全天候的物資供給使員工工作更有效率和企業(yè)在營業(yè)額上得以積累。盡管一個JIT系統(tǒng)甚至可能是必要的，給出了某些業(yè)務(wù)類型的庫存要求，但是其優(yōu)點是只有當一些重要的風險如由于長距離運輸而延誤的風險能夠減輕時才能表達。供給商管理庫存供給商管理庫存是供給商對維護客戶的庫存水平負責的規(guī)劃和管理系統(tǒng)。VMI定義為供給商基于需求信息創(chuàng)立的采購訂單的一種過程或機制。VMI是集電子商務(wù)，軟件，人的因素為一體。它使整個供給鏈中的庫存大幅度降低。VMI在現(xiàn)實世界中分為協(xié)作，自動化和本錢轉(zhuǎn)移。VMI的主要目標是更好，更廉價和更快的交易。為了建立VMI流程，管理承諾，數(shù)據(jù)同步，設(shè)定協(xié)議，數(shù)據(jù)交換，訂貨，發(fā)票匹配，和測量是必要環(huán)節(jié)。對一個公司來說，VMI的好處除了可以減少缺貨，增加客戶滿意度，還可以降低庫存。優(yōu)化供給鏈所需求的準確信息通過信息的有效傳輸可以方便的獲得。VMI理念，只有在企業(yè)和其供給商之間相互信任，比方所有的可以透漏給競爭對手的需求信息對供給商都是可獲得的，才能獲得成功。VMI通過適宜的方案和集中預(yù)測來優(yōu)化供給鏈中的庫存和減少缺貨。寄售模式寄售庫存模式是在供給商將庫存清單存放在客戶那里同時保存庫存清單的所有權(quán)的情況下的VMI的一個延伸。在新的和未經(jīng)證實的產(chǎn)品的情況下寄售庫存模型效果最好，這種情況需求不確定性程度高，產(chǎn)品非常昂貴，有關(guān)鍵設(shè)備的維修零件。寄售庫存的所有權(quán)類型傳輸模式是：支付和銷售在一個預(yù)定義時間內(nèi)，預(yù)定義時間后所有權(quán)變更，安排訂購貨物。VMI和寄售庫存模式所遭遇的問題是以開發(fā)VMI系統(tǒng)，發(fā)票問題，現(xiàn)金流問題，電子數(shù)據(jù)交換問題和陳舊存貨為代價的。EnablingPractices決策者必須對今后的和以下變量相關(guān)的工程行動方針做出謹慎的決策：預(yù)測和庫存管理，庫存管理方法，庫存方案，最正確采購，多通道庫存，實現(xiàn)零庫存。為了改善庫存管理去更好的預(yù)測，十四個對業(yè)務(wù)最有利的最正確實踐是：?同步提升；?過程重組；?制定較長的工程規(guī)劃；?實施供給商承諾；?追蹤關(guān)鍵庫存指標；?選擇適宜的系統(tǒng)；?掌握主要時序安排的技術(shù)；?堅持異常報告；?確認喪失的需求；?進行分類方案；?追蹤本地進款；?建立覆蓋報告；?平衡庫存和積壓；?優(yōu)化SKUs；這將利用零售商的購置能力，為了更好的管理風險，通過各種渠道都買在制定時期所需求的。在大多數(shù)多渠道公司，庫存占有資產(chǎn)負債表上最大的份量，這就意味著他們的盈利在很大程度上將會取決于他們的規(guī)劃，預(yù)測，和庫存管理的方法。他們可以按照一些步驟，創(chuàng)立一個策略，綜合規(guī)劃和預(yù)測，配備最完美的方案，并建立強有力的供給商關(guān)系和有效的清算。零庫存目標首先是開展和廣泛采用靈活的，先進的如制造資源方案〔MRPII〕，企業(yè)資源規(guī)劃〔ERP〕，先進的規(guī)劃與排程〔APS系統(tǒng)〕，以及專門的供給鏈管理軟件系統(tǒng)。這些系統(tǒng)提供有更強大功能的廠商。為了實施零庫存系統(tǒng)，企業(yè)需要有一個好的信息系統(tǒng)去處理客戶訂單，分包商的訂單，生產(chǎn)庫存和所有和生產(chǎn)相關(guān)