庫(kù)存管理外文文獻(xiàn)及翻譯

本科畢業(yè)論文外文文獻(xiàn)及譯文文獻(xiàn)、資料題目:ZeroInventoryApproach文獻(xiàn)、資料來(lái)源:TheIUPJournalofSupplyChainManagement文獻(xiàn)、資料發(fā)表〔出版〕日期:2023.06院〔部〕:管理工程學(xué)院專業(yè):工業(yè)工程班級(jí):工業(yè)112姓名:張金豐學(xué)號(hào):2023021527指導(dǎo)教師:孔海花翻譯日期:2外文文獻(xiàn)：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(kù)存方法對(duì)于一個(gè)企業(yè)來(lái)說(shuō)，在供給鏈中優(yōu)化庫(kù)存管理是至關(guān)重要的。增大庫(kù)存周轉(zhuǎn)和使用最正確庫(kù)存方法將會(huì)減少供給鏈中的庫(kù)存本錢。以零庫(kù)存為目標(biāo)將促進(jìn)業(yè)務(wù)流程中有效的庫(kù)存管理。庫(kù)存優(yōu)化方案可以運(yùn)用庫(kù)存優(yōu)化軟件很方便的實(shí)施。運(yùn)用RIDF技術(shù)，庫(kù)存可以在沒(méi)有產(chǎn)品移動(dòng)、掃描以及人員參與的情況下實(shí)時(shí)更新。公司必須通過(guò)庫(kù)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(yùn)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(kù)存，在不犧牲顧客效勞需求的條件下保持庫(kù)存量最低。零庫(kù)存思想產(chǎn)生于上世紀(jì)80年代。它試圖將庫(kù)存降到最低并通過(guò)減少需要倉(cāng)儲(chǔ)及相關(guān)費(fèi)用來(lái)提高利潤(rùn)。供給鏈的概念是，工程從一個(gè)階段流向另一個(gè)階段，在業(yè)務(wù)流程內(nèi)外，無(wú)間隙融合。系統(tǒng)中的任何庫(kù)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(kù)存可用以下方法實(shí)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(dòng)。最近的先進(jìn)軟件使零庫(kù)存策略得以執(zhí)行。在大品種庫(kù)存單位〔型號(hào)〕下，庫(kù)存優(yōu)化是一個(gè)新興的切實(shí)可行的平衡投資和效勞水平目標(biāo)的方法。比照傳統(tǒng)的“一次一個(gè)〞邊際庫(kù)存水平設(shè)置，庫(kù)存優(yōu)化，同時(shí)決定所有的SKU的庫(kù)存水平和實(shí)現(xiàn)整個(gè)效勞和投資的限制或目標(biāo)。庫(kù)存優(yōu)化系統(tǒng)提供了一個(gè)新的邏輯，用信息系統(tǒng)來(lái)驅(qū)動(dòng)系統(tǒng)。為了有效的管理庫(kù)存，企業(yè)也必須優(yōu)化購(gòu)置本錢，持有本錢，運(yùn)輸本錢和銷售本錢。庫(kù)存優(yōu)化的目的是維持最低的庫(kù)存水平，同時(shí)提供最大可能的效勞水平。供給鏈設(shè)計(jì)和優(yōu)化是一個(gè)庫(kù)存優(yōu)化方案，它能幫助公司滿足顧客需求的同時(shí)平衡供給和運(yùn)行效率之間的限制。庫(kù)存優(yōu)化致力于對(duì)在供給鏈中所應(yīng)用的風(fēng)險(xiǎn)的不確定性，變異性和減少風(fēng)險(xiǎn)進(jìn)行建模。庫(kù)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(guó)內(nèi)和國(guó)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(kù)存優(yōu)化。如果供給鏈非常復(fù)雜，除了庫(kù)存優(yōu)化，網(wǎng)絡(luò)設(shè)計(jì)也被用來(lái)獲取利潤(rùn)。本論文介紹了有效的多庫(kù)存模型，RFID技術(shù)和庫(kù)存優(yōu)化網(wǎng)絡(luò)技術(shù)。本論文也介紹了可以到達(dá)同樣目的的、可行的軟件解決方案。論文以一些成功實(shí)施的庫(kù)存優(yōu)化例子結(jié)束。庫(kù)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(kù)存本錢和提高顧客滿意度而開發(fā)的。在第一階段，經(jīng)營(yíng)策略是保持與內(nèi)部客戶一致。后來(lái)，添加了持續(xù)改良方案和業(yè)務(wù)連續(xù)性方案。運(yùn)用的五大戰(zhàn)略是：預(yù)測(cè)未來(lái)的消費(fèi)；設(shè)置財(cái)務(wù)目標(biāo)，以最大限度的降低庫(kù)存；準(zhǔn)備每日?qǐng)?bào)告監(jiān)察庫(kù)存經(jīng)營(yíng)業(yè)績(jī)；研究關(guān)鍵成功指標(biāo)以追蹤所取得的成就；形成庫(kù)存戰(zhàn)略目標(biāo)和庫(kù)存健康及經(jīng)營(yíng)策略。六邊形模型是兩個(gè)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(zhǔn)那么的庫(kù)存方案，連續(xù)改良方法和業(yè)務(wù)連續(xù)性方案。庫(kù)存指標(biāo)是：總存貨價(jià)值，備件供給，日庫(kù)存，庫(kù)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(yíng)庫(kù)存管理人員的因素。卓越經(jīng)營(yíng)庫(kù)存管理是通過(guò)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(jìn)工程，減少材料部門擁有獨(dú)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(shí)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(biāo)的改善，日存貨的競(jìng)爭(zhēng)和備件的改善與穩(wěn)定。財(cái)務(wù)結(jié)果是，本錢節(jié)約增加，庫(kù)存本錢減少。卓越經(jīng)營(yíng)庫(kù)存管理根據(jù)一些庫(kù)存功能需要建立外包政策。庫(kù)存管理有效性的水平可以衡量一個(gè)特定風(fēng)險(xiǎn)水平，需求的改變或是環(huán)境的變化。準(zhǔn)時(shí)制生產(chǎn)準(zhǔn)時(shí)庫(kù)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(zhǔn)時(shí)提供材料以消除存儲(chǔ)和檢索的需要。為了零庫(kù)存管理，輸出速率和供給的投入率應(yīng)是同步的。準(zhǔn)時(shí)制生產(chǎn)的好處是，工廠中的時(shí)間浪費(fèi)大大減少，商品從倉(cāng)庫(kù)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(shí)間安排和員工工作時(shí)間上有更好的一致性，供給商關(guān)系得以強(qiáng)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(yíng)業(yè)額上得以積累。盡管一個(gè)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(kù)存要求，但是其優(yōu)點(diǎn)是只有當(dāng)一些重要的風(fēng)險(xiǎn)如由于長(zhǎng)距離運(yùn)輸而延誤的風(fēng)險(xiǎn)能夠減輕時(shí)才能表達(dá)。供給商管理庫(kù)存供給商管理庫(kù)存是供給商對(duì)維護(hù)客戶的庫(kù)存水平負(fù)責(zé)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(gòu)訂單的一種過(guò)程或機(jī)制。VMI是集電子商務(wù)，軟件，人的因素為一體。它使整個(gè)供給鏈中的庫(kù)存大幅度降低。VMI在現(xiàn)實(shí)世界中分為協(xié)作，自動(dòng)化和本錢轉(zhuǎn)移。VMI的主要目標(biāo)是更好，更廉價(jià)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(cè)量是必要環(huán)節(jié)。對(duì)一個(gè)公司來(lái)說(shuō)，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(kù)存。優(yōu)化供給鏈所需求的準(zhǔn)確信息通過(guò)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(jìng)爭(zhēng)對(duì)手的需求信息對(duì)供給商都是可獲得的，才能獲得成功。VMI通過(guò)適宜的方案和集中預(yù)測(cè)來(lái)優(yōu)化供給鏈中的庫(kù)存和減少缺貨。寄售模式寄售庫(kù)存模式是在供給商將庫(kù)存清單存放在客戶那里同時(shí)保存庫(kù)存清單的所有權(quán)的情況下的VMI的一個(gè)延伸。在新的和未經(jīng)證實(shí)的產(chǎn)品的情況下寄售庫(kù)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(kù)存的所有權(quán)類型傳輸模式是：支付和銷售在一個(gè)預(yù)定義時(shí)間內(nèi)，預(yù)定義時(shí)間后所有權(quán)變更，安排訂購(gòu)貨物。VMI和寄售庫(kù)存模式所遭遇的問(wèn)題是以開發(fā)VMI系統(tǒng)，發(fā)票問(wèn)題，現(xiàn)金流問(wèn)題，電子數(shù)據(jù)交換問(wèn)題和陳舊存貨為代價(jià)的。EnablingPractices決策者必須對(duì)今后的和以下變量相關(guān)的工程行動(dòng)方針做出謹(jǐn)慎的決策：預(yù)測(cè)和庫(kù)存管理，庫(kù)存管理方法，庫(kù)存方案，最正確采購(gòu)，多通道庫(kù)存，實(shí)現(xiàn)零庫(kù)存。為了改善庫(kù)存管理去更好的預(yù)測(cè)，十四個(gè)對(duì)業(yè)務(wù)最有利的最正確實(shí)踐是：?同步提升；?過(guò)程重組；?制定較長(zhǎng)的工程規(guī)劃；?實(shí)施供給商承諾；?追蹤關(guān)鍵庫(kù)存指標(biāo)；?選擇適宜的系統(tǒng)；?掌握主要時(shí)序安排的技術(shù)；?堅(jiān)持異常報(bào)告；?確認(rèn)喪失的需求；?進(jìn)行分類方案；?追蹤本地進(jìn)款；?建立覆蓋報(bào)告；?平衡庫(kù)存和積壓；?優(yōu)化SKUs；這將利用零售商的購(gòu)置能力，為了更好的管理風(fēng)險(xiǎn)，通過(guò)各種渠道都買在制定時(shí)期所需求的。在大多數(shù)多渠道公司，庫(kù)存占有資產(chǎn)負(fù)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(huì)取決于他們的規(guī)劃，預(yù)測(cè)，和庫(kù)存管理的方法。他們可以按照一些步驟，創(chuàng)立一個(gè)策略，綜合規(guī)劃和預(yù)測(cè)，配備最完美的方案，并建立強(qiáng)有力的供給商關(guān)系和有效的清算。零庫(kù)存目標(biāo)首先是開展和廣泛采用靈活的，先進(jìn)的如制造資源方案〔MRPII〕，企業(yè)資源規(guī)劃〔ERP〕，先進(jìn)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(qiáng)大功能的廠商。為了實(shí)施零庫(kù)存系統(tǒng)，企業(yè)需要有一個(gè)好的信息系統(tǒng)去處理客戶訂單，分包商的訂單，生產(chǎn)庫(kù)存和所有和生產(chǎn)相關(guān)