Inventory management 庫(kù)存管理外文翻譯

1、floyd d. hedrick, library of congress, washington, d.c.editor: jeannette budding, communications managernational association of purchasing managementinventory managementabstract inventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to min

2、imize 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 readers understanding of inventory and its function inventory manageme

3、nt 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

4、 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 companys average occupancy level o

5、f 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； managem

6、entchapter 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;

7、 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 than not, 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., with

8、in the next few hours). chapter ii the meaning of inventory management2.1 maintain the listwhy would a firm hold more inventory than is currently necessary to ensure the firms operation? the following is a list of reasons for maintaining what would appear to be excess inventory. table 1 january febr

9、uary 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 0 table 1 1-6 month a business demand, production, end balance situation2.2 meet demand in order for a retailer to stay in business, it must have the products that the customer

10、 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

11、instances, if a good is not in inventory, a sale is lost forever. 2.3 keep operations running a 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 th

12、e 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 subsequ

13、ent centers will shut down for lack of work. if a supply of work-in-process inventory is kept between each workcenter, then each machine can maintain its operations for a limited time, hopefully until operations resume the original center. 2.4 lead time lead time is the time that elapses between the

14、 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 inv

15、entory 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 ti

16、mes 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

17、steel requirements would be necessary. 2.5 hedge inventory 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

18、a price that is lower than it would be if the buyer waited until after the price increase occurs.2.6 smoothing requirements sometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. consider the demand forecast and production schedule outlined in table1n

19、otice 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 in

20、ventory 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

21、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 mo

22、nitoring the inventory levels of each part number. in order to facilitate this, many firms use an abc approach. abc analysis is based on pareto analysis, also known as the 80/20 rule. the 80/20 comes from paretos finding that 20 percent of the populace possessed 80 percent of the wealth. from an inv

23、entory 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

24、 top 20 percent of the firms 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 f

25、irm, 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

26、 (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. cyc

27、le 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

28、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, t

29、hen 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 classificatio

30、n, 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. environment

31、al 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 it

32、ems 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, s

33、upply chain management has had a considerable impact on inventory management. instead of managing ones inventory to maximize profit and minimize cost for the individual firm, todays firm has to make inventory decisions that benefit the entire supply chain. references1 d. bertsekas. dynamic programmi

34、ng 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):566580, 2005.3 f. chen and m. parlar. value of a put option to the risk-aversenewsvendor. ii

35、e transactions, 39(5):481500, 2007.4 j. cox, s. ross, and m. rubinstein. option pricing: a simplifiedapproach. international library of critical writings in economics,143:461495, 2002.5 r. levine and s. zervos. stock markets, banks, and economic growth.american economic review, 88(3):53758, june 199

36、8.6 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: jea

37、nnette budding, communications managernational association of purchasing management庫(kù)存管理摘要庫(kù)存管理或庫(kù)存控制，是為了平衡庫(kù)存的需要和要求，有必要從降低成本獲得和持有的庫(kù)存造成的。有一些企業(yè)或?qū)W校的思想管理都不盡相同，這些將得到解決。但首先我們提出了一個(gè)基礎(chǔ)，以方便讀者的理解庫(kù)存和其功能 。庫(kù)存管理簡(jiǎn)而言之就是存貨的管理，存貨作為一項(xiàng)重要的流動(dòng)資產(chǎn)，它的存在勢(shì)必占用大量的流動(dòng)資金。一般情況下，存貨占工業(yè)企業(yè)總資產(chǎn)的30%左右，商業(yè)流通企業(yè)的則更高，其管理利用情況如何，直接關(guān)系到企業(yè)的資金占用水平以及資產(chǎn)運(yùn)作效

38、率。因此，一個(gè)企業(yè)若要保持較高的盈利能力，應(yīng)當(dāng)十分重視存貨的管理。在不同的存貨管理水平下，企業(yè)的平均資金占用水平差別是很大的。通過(guò)實(shí)施正確的存貨管理方法，來(lái)降低企業(yè)的平均資金占用水平，提高存貨的流轉(zhuǎn)速度和總資產(chǎn)周轉(zhuǎn)率，才能最終提高企業(yè)的經(jīng)濟(jì)效益。 關(guān)鍵詞：庫(kù)存；管理第一章 庫(kù)存的定義 庫(kù)存數(shù)量或者是某些目的或用途（這個(gè)詞也可以用作動(dòng)詞，意思是把庫(kù)存或庫(kù)存的數(shù)量在所有商品）持有的商品商店。庫(kù)存可能會(huì)保持“內(nèi)部”，在該處所或附近即時(shí)使用的意義，或者它可能是一個(gè)遙遠(yuǎn)舉行倉(cāng)庫(kù)或配送中心供日后使用。隨著公司的異常利用剛剛在時(shí)間的方法，往往不是中，“庫(kù)存”意味著商品儲(chǔ)存量超過(guò)所需要的公司，在當(dāng)前時(shí)間功能（

39、例如，在未來(lái)數(shù)小時(shí)）。第二章 庫(kù)存管理的意義2.1 保持清單一個(gè)公司持有更多的存貨比目前要確保公司的運(yùn)作似乎顯得更為重要？以下是為什么要維護(hù)存貨“過(guò)剩”原因列表。 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 0 table1一個(gè)企業(yè)1-6月份的需求、生產(chǎn)、月末結(jié)存情況2.2 滿足需求 為了使零售商繼續(xù)經(jīng)營(yíng)，他們必須對(duì)我們的產(chǎn)品，客戶手頭上的資料，以及倉(cāng)庫(kù)里

40、面的存存貨必須有所了解，當(dāng)顧客想用他們時(shí)，如果沒(méi)有，零售商將不得不回到原來(lái)的產(chǎn)品。如果這些客戶可以從其他來(lái)源更好的供應(yīng)商，他們就可以選擇的作比較，使原來(lái)的零售商以應(yīng)付需求后（通過(guò)回訂單）。因此，在許多情況下，如果沒(méi)有一個(gè)良好的庫(kù)存，銷售是永遠(yuǎn)失去了。2.3 保持工作的順利 一個(gè)制造商必須具備一定的購(gòu)買物品（原材料，零部件或部件）能力，以及制造出自己的產(chǎn)品的能力。在許許多多的生產(chǎn)環(huán)節(jié)中往往創(chuàng)新突破的只有一個(gè)項(xiàng)目，這個(gè)項(xiàng)目不僅可以改變你從其他的渠道獲得產(chǎn)品，而且還讓你的企業(yè)獲得更高的知名度與利潤(rùn)。連續(xù)相關(guān)的操作之間的庫(kù)存也有助于解決整個(gè)行動(dòng)的依賴。在工作中心的機(jī)器往往是根據(jù)工人提供的部分工作依賴于

41、它。如果一個(gè)工作中心的機(jī)器在工作中停止，那么所有的后續(xù)工作將無(wú)法進(jìn)行，則必定會(huì)影響工作的穩(wěn)定性。如果一個(gè)工作在制造庫(kù)存是每個(gè)工作中心之間，那么每一臺(tái)機(jī)器可以在有限時(shí)間內(nèi)保持其運(yùn)作，希望恢復(fù)到原來(lái)的操作中心保持供應(yīng)。 2.4 節(jié)省時(shí)間 交貨期是時(shí)間之間的命令（一個(gè)采購(gòu)訂單或生產(chǎn)訂單發(fā)出到店或工廠車間）和實(shí)際接收的貨物擺放是有一定的間隔。 如果供應(yīng)商（外部公司或內(nèi)部部門或植物）不能按要求提供所需商品，然后在客戶端企業(yè)必須保持一個(gè)必要的商品庫(kù)存。前置時(shí)間越長(zhǎng)，規(guī)模較大的商品量的企業(yè)必須進(jìn)行庫(kù)存管理。保持好企業(yè)的存貨供應(yīng)充足。 一個(gè)剛剛實(shí)行（jit）的制造公司，如在士麥那，田納西州的日產(chǎn)，能保持極低的

42、庫(kù)存水平。日產(chǎn)汽車座位上需要交付高達(dá)18次之多每天。然而，鋼廠可能有一個(gè)準(zhǔn)備時(shí)間長(zhǎng)達(dá)三個(gè)月。這意味著，一個(gè)公司，使用在工廠生產(chǎn)的訂單，必須在他們需要至少提前三個(gè)月鋼鐵。為了保持其業(yè)務(wù)運(yùn)行的同時(shí)，一個(gè)三個(gè)月的鋼鐵需求對(duì)現(xiàn)有庫(kù)存是必要的。 2.5 數(shù)量?jī)?yōu)惠 通常公司都會(huì)給予價(jià)格折扣時(shí)購(gòu)買大量的好。在目前需要什么是多余的庫(kù)存來(lái)滿足需求，這也是很多企業(yè)在降低產(chǎn)品成本的原因。但是，如果折扣足以抵消額外的持有成本作為多余的庫(kù)存而產(chǎn)生的，決定購(gòu)買的大量使用是合理的。 2.6 平滑要求 有時(shí)候，庫(kù)存是用來(lái)平滑市場(chǎng)需求的地方，是有點(diǎn)古怪的需求要求?？紤]需求預(yù)測(cè)和生產(chǎn)進(jìn)度表1所述。 同時(shí)必須得注意的是如何使用的庫(kù)

43、存使得公司能夠保持穩(wěn)定的輸出率（從而避免了新的招聘和培訓(xùn)人員的費(fèi)用），從而建立在預(yù)期的需求增加庫(kù)存。事實(shí)上，這通常被稱為預(yù)期庫(kù)存。從本質(zhì)上講，存貨的使用使企業(yè)移動(dòng)需求的要求，從而平滑的需求。 第三章 控制庫(kù)存量庫(kù)存還可以用來(lái)作為打擊價(jià)格上漲和通貨膨脹的手段。銷售人員經(jīng)常打電話給采購(gòu)商協(xié)商提高價(jià)格前不久生效。這使買方有機(jī)會(huì)購(gòu)買材料，在目前需要在一個(gè)多余的價(jià)格低。如果買方價(jià)格上漲之后才發(fā)生的就不算是控制庫(kù)存量。某個(gè)公司攜帶數(shù)百甚至不同的零件編號(hào)，可面對(duì)成千上萬(wàn)的監(jiān)測(cè)各部分?jǐn)?shù)量的庫(kù)存水平不可能完成的任務(wù)。為了促進(jìn)這一點(diǎn)，許多公司使用abc辦法。 abc分析是基于帕累托分析，也為“80/20”規(guī)則而聞

44、名。 80/20來(lái)自帕累托的發(fā)現(xiàn)，百分之二十的民眾擁有百分之八十的財(cái)富。從庫(kù)存角度看，可以重申正是如此：約百分20之代表所有庫(kù)存物品的庫(kù)存成本的百分之80。因此，公司可以控制的監(jiān)測(cè)和控制其庫(kù)存的百分20之百分之80的庫(kù)存成本。但是，它必須是正確的百分之二十。 排名前20的公司最昂貴的項(xiàng)目占百分之20的稱為“a”的項(xiàng)目（這應(yīng)該是近似代表總數(shù)的百分之80庫(kù)存成本）。非常便宜的物品或有低需求被稱為的“c”與“b”的a和c之間的物品掉落物品物品。該百分比可能會(huì)隨每個(gè)企業(yè)的不同而不同，但b項(xiàng)目通常約占百分之三十的項(xiàng)目，總庫(kù)存成本的百分之十五。 c項(xiàng)目一般占所有庫(kù)存物品的百分之五十，但只有大約百分之五的費(fèi)用。 通過(guò)劃分為a，b或c各存貨項(xiàng)目的公司可以決定的資源（時(shí)間，精力和金錢）奉獻(xiàn)給每一個(gè)項(xiàng)目。通常這意味著該公司的項(xiàng)目非常密切監(jiān)視，但可以在b和c項(xiàng)定期檢查（例如，每月為b項(xiàng)和c項(xiàng)季刊）。 另一種控制方法相關(guān)的abc