库存管理Inventory management.docx
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库存管理Inventory management.docx
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库存管理Inventorymanagement
库存管理(Inventorymanagement)
inventory
Createtime:
Friday,May1,2009(Friday):
8:
07|classification:
unclassified|words:
11218|senttomyQzone|andsaveas...|prints|tothecalendar
Inventory:
referstounusedresourcesforfuturepurposes.
Inventory:
1inventoryenablescompaniestoachieveeconomiesofscale23inventorycanpreventinventorytobalancesupplyanddemanduncertainty,randomneedchangeandtheuncertaintyoftheordercycle.4inventoryplaystheroleofthebuffer5inventoryinthesupplychaincaneliminatethesupplyofthedifferencesingeographiclocationinventoryofbasicgoals:
inventorymanagementinvolvesallaspectsofinventorymanagement,inventorymanagementgoalistopreventoverstockandoutofstock,intheenterpriseunderthelimitationofexistingresources,withthemostreasonablecosttoprovidethedesiredlevelofservice.Classificationofthestatusofinventoryitemsintheprocessofproductionanddistribution:
rawmaterialinventory,productinventory,maintenanceinventory,finishedproductinventory
Accordingtotheinventoryfunctionclassification:
turnoverinventory,safestock,adjustinventory,intransitinventory
Inventorycostcomposition:
1purchasecost2ordercostsorexpenses3storage(keep)thecostof4outofstockcostcontrolandinventorymanagementinventoryclassification:
morethan1singlecycleinventoryandcycleinventory2independentdemandinventorywiththerelevantrequirementsdeterminethetypeofinventoryandrandominventory
Inventorymanagementprocess:
1determinedemand:
demandrecognitionanddemandforecast2inventoryrecognitionandcoding(inventoryrecognitionandrationalization)coding(survival)3orderbatchandorderdeterminethetimeof4servicelevelandthedeterminationofsafetystock5procurementleadtimemanagement
Inventorycontrolbasicdecisionsandinfluencingfactorsof1timecurve2inventorycontroldecisionmaking3basicfactorsthataffectinventorycontroldecision-makinginventorycontrolofthebasicdecisions:
1todeterminethetimeintervalbetweentwotimesorder2todeterminetheorderquantityofeachordertodetermineeachorderleadtime4todeterminetheservicerateofinventorytomeetdemand
Orderingcosts:
fromthedemandofconfirmationtothefinalofthearrivalofthegoods,bypurchasingorotherwaystoobtaingoodsorrawmaterialsInroadinventory:
referstofromoneplacetoanotherplaceintheprocessoftransportofgoodssafetystock,inordertocopewiththedemandorsupplycycle,productioncycleandsoonthepossibilityofunexpectedchangesinSettings:
acertainamountofinventoryinthesupplychainaroundthecoreenterprise,throughtheinformationflow,logistics,capitalcontrol,startingfromtheprocurementofrawmaterials,madeofintermediateproductsandfinalproducts,finallybythesalesnetworkproductstoconsumers'hands,willsuppliers,manufacturers,
Distributors,retailersuntiltheenduserasawholefunctionnetschainstructuremodelofinventorymanagementandcontrolofsignificance:
1inanytransactions,customerrequiresevenright:
therightproduct,therightquality,rightplace.Propertime,properform,theappropriateinformationwhenthepriceofafew2inventorymanagementforenterpriseandtheentiresupplychainenterprisealliancesignificantlylowercosthasveryimportantsignificancefor3underthetrendofeconomicglobalization,moreandmoreenterprisesbegintofacetheglobalbusiness,globalmanufacturingoperationsTosumup,goodinventorymanagementcangreatlyreducethetotalcostfortheenterprise,inordertolowerthetotalcosttoprovidecustomerswithmoretimeorservicevalue,soastoenhancethecompetitiveadvantagefortheenterprisetomakeconsiderablecontribution
预测:
就是人们对某一不确定的或未知的事件做出的预计与推测预测的分类:
按主观因素所起的作用分类(定性预测、定量预测)按预测时间长度分类:
长期预测,短期预测中期预测需求预测内容:
1数量2时间3频率4范围5可预测性影响需求预测的因素:
1商业周期2产品生命周期预测的一般步骤:
1确定预测的目的和用途2选择预定对象,分析决定、影响需求的因素及其重要性3决定预测的时间跨度——-短期中期还是长期4选择预测模型5收集预测所需的数据6考虑和设定无法预测的内外因素7验证预测模型8判断并作出结论,
然后做出需求预测9将预测结果进行实际应用10根据实际发生的需求对预测进行监控预测应注意的问题:
1判断在预测中的作用(在选择预测方法中的作用、在辨别信息中的作用、在取舍预测结果时的作用)2预测精度与成本3预测的时间范围和更新频率4稳定性与响应性定性预测方法1一般预测2市场调查3小组共识4历史类比5德尔菲法定量预测方法:
1时间序列分析法2季节性预测3线性回归分析4预测模型与技术时间序列分析法:
1简单平均法2加权平均法3简单移动平均法4加权移动平均法5指数平滑法误差精度测量:
1平均误差2平均绝对误差3相对误差平均值4相对误差绝对值平均值5均方差6标准差
Fixedordersystem:
1fixedquantitysystemoperatingmechanismofthetwofixedquantitativesystemmodelthreefixedquantitativesystemtheapplicationscopeoffixedinterval:
1fixedintervalsystemtheoperationmechanismof2fixedintervalmodel3fixedintervalsystemstheapplicationrangeofthefourlargestminimum5thecomparisonoftwokindsofinventorysystem
ThebasicprincipleofABCclassificationis:
accordingtothedifferentcontrolobjectvalueorimportantdegreeofdifferentclassified,usuallyaccordingtotheannualconsumptionamount(survivalvalueorthenumberXcost)itemscanbedividedintothreecategories.CategoryAhasAvarietyofspeciesthataccountforabout10%ofthetotalvariety,butthevalueisabout70%ofthesurvivalvalue.ClassBtypesofstocksaccountforabout20%oftotalvarietiesand20%ofvaluewarinventory.ClassCstockvarietieskindsaccountedforabout70%ofthetotalnumberofvarieties,valueinstockvalueaccountedforabout10%oftheABCclassificationonthebasisof:
12supplyshortageofconsequencesoftheriskofuncertainty3obsoleteormetamorphicABCclassificationofinventorystrategy:
Atightlycontrolled,generalcontrolcheckBonceAmonth,onceeverythreemonthstocheckCfreedealwithABCclassificationsteps:
1,increasetheamountofgoodsconsumedbyfrombigtosmallrank2calculationitemsoccupythecapitalamountofallinventorytakesupthepercentageoftheamountofcumulativepercentageofthetotalvarieties(or)3accordingtotheclassificationstandard,namelychoosebreakpointsareclassified,determineeconomicorderintervalABCthreeitems:
isinregularorderinthesystemmaketheminimumtotalinventorycost,orderintervaleconomicorderintervaldecidedtooneorseveralitems,whenissuedtheorder,
Thegoodsordersaretobecarriedoutaccordingtothefixedperiodoftimethesafetystock:
isusedforcompensationwithintheleadtimeofsupplyactualdemandthanexpecteddemandoractualorderleadtimemorethanexpectedorderleadtimedemand
新设备备件库存特点:
1新设备采购并使用之初,其部件和整件的耗损是未知的2新设备的初始供应量的确定一般是根据制造商的建议来确定的3要确定新设备的备件库存数量,必须掌握设备的故障发生规律逆向物流:
利用库存物品的可追踪性可以处理和计算退货,这就是逆向物流多余物品:
也称多余物料,包括废料、富于物料和陈旧物料如何降低库存基本策略:
周转库存,减少批量Q安全库存,订货周期尽量接近需求时间,订货量尽量接近需求量调节库存,使生产速度与需求变化吻合在途库存,缩短生产-配送周期具体措施:
1降低订货费用2缩短作业交换时间3利用‘相似性’增大生产批量4改善需求预测工作5缩短生产周期与订货周期6减少供应的不稳定性7增加设备与人员的柔性8尽量拉平需求波动9标准品库存要谨慎选择供应商与运输商10减少批量Q精确库存记录维护有如下基本要求:
:
1良好的库存记录----通常应用计算机来维护2有效的审计,来确认库存准确度3不间断的监测以发现错误、确定原因,做适当的校正,保持库存记录与存货之间的平衡4要求高精确度的管理理念--零缺陷的期望5组织结构有助于明确责任以取得精确的库存目标6对库存精确度的提高不是一次性的改进所能完成的,而需要持续的改进过程才能实现循环检查与定期检查相比的优势:
:
1与间断使用库存人员相比,定期使用专业库存检查员更有效和更可靠2比全库检查(很少使用)造成的间断少,因为循环检查即使在存活检查期间也使收货、出库及拣货能够持续下去3更有可能及早发现问题,
Inventorycheckonaregularbasismeansthatfoundthat4problemsrelativelylate,itoffersachancefortrainingprofessionalinspectors,professionalinspectors,abletoquicklyfindthemistakesandmodified5continuousmonitoringinventorytomaintainsystemintegrity6precisionrecordprovidesthefoundationforcontinuousimprovementthemethod7providesforcontinuousassessmentofthemainfactorsintheworkingcapitalof8to9byreducingtheoutofstockinordertoimprovecustomerservicetoensurethesupplyofmaterialsrequiredintheproductionplan,reducedelaysandfrequentmodificationplan,thusimprovetheproductionefficiencybyeliminatingsome10qualitativetoreduceinventoryinvestmentandreducesafetystock
MRP的概念:
物流需求计划,是计算机生产最终产品所用到的原材料、零件和组件的系统MRP系统的基本目标:
1采购恰当品种和数量的零部件,在恰当的时间订货,维持可能最低的库存成本2保证计划生产和向用户提供所需的各种材料、零件和商品3计划充分且负荷均衡,对于未来的负荷在计划中做适当的考虑4规划制造活动、交货日期和采购活动MRP系统的输入:
1主生产计划2产品结构文件3库存文件MRP系统的输出:
1零部件投入生产计划2原材料需求计划3互转件计划4库存状态记录5零部件完工情况统计、外购件及原材料的到货情况统计等6工艺装备需求计划7计划将要发出的订货8已发出订货的调整,包括改变订货期、取消和暂停某些订货等9对生产及库存成本进行预算的报告10交货期模拟报告11优先权计划MRP计算程序:
1总需求量G(t)2预计到达量S(t)3净需求量N(t)4计划订货到达量P(t)5计划发出订货量R(t)6预计发出订货量H(t)
JITtarget:
1onlyexistinginventory2improvesqualitywhenneeded,
实现零缺陷3通过减少准备时间、等候时间和批量来缩短交货时间4消除浪费5以最小成本完成任务JIT的基本构成要素:
1消除浪费2全面质量3人员素质7种形式的浪费:
1过量生产2等候时间3运送4工艺流程不完善5库存6质量缺陷7缺乏整体性全面质量值得重视的6个方面:
1企业高层管理2操作一体化3防止质量缺陷4产品质量检验5质量自我保障6持续改进人员素质准备包含的6各方面:
1规章制度2灵活性3自主性4人力开发5工作环境6创造性大多数差错是由于容忍浪费和低水平的管理造成的,差错的原因有:
1未按标准生产,或未能按时生产,或者生产数量不对2生产说明不准确3生产人员在图纸或生产说明完成之前就试图开始生产4不了解客户的需求看板的形式:
1卡片2零件箱看板3指示灯或小圆球看板
Thecontentofoperationplan:
1todeterminetheorderprocessingandorder,namely2sortingordertodeterminethemachinestarttimeandcompletiontimeofeachworkpiece3situationchanges,adjustmentstotheplan,ormodifyoperationsplanningtarget:
1,accordingtocustomerrequirements,finishthehomeworkontimeprocessing2wipinventorytominimizetheresponsetimeofminimisingthe346all5systemtimetominimizethetimetominimizethecompletiontimetominimizethe7equipmentandlabortomaximizeoperationonthe8thofidletimetominimizethedelaytominimizetheinfluencefactorsofoperationplan:
1homeworktomode2equipmenttheproportionofthenumberandvarietyof3workersandmachine4operationflowmodel5assignedpriorityproductionmaterialcontrolistocontroltheflowofmaterialsthroughthesystemplan,includingfromneedsidentificationuntilintothewholeprocessofthefinalproductofthecontrolofallmaterials.
Thecontentoftheproductionmaterials:
1requirementsidentified2materialsintheproductionprocesscontrolofthethreematerialsprocurement,storage,anddistributionof
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- 关 键 词:
- 库存管理Inventory management 库存 管理 Inventory