1、本科毕业设计（论文）外文翻译题目嘉兴裕德服装有限公司库存管理的问题及对策研究学院专业工商管理班级学号学生姓名指导教师完成日期原文一THEFIRSTSTEPSTOINVENTORYMANAGEMENTINTRODUCTIONHOLDINGINVENTORYISOFTENINTERPRETEDASCARRYINGANASSETBUTALSOMEANSCARRYINGRISKINTERMSOFOBSOLESCENCE,DETERIORATIONANDQUALITYFAULTS1INFINANCIALTERMSINVENTORYIMPACTSTHEBALANCESHEET,CASHFLOWANDPRO
2、FITANDLOSSACCOUNTSOPERATIONALLYINVENTORYAFFECTSPRODUCTIONEFFICIENCIESANDONTIMEDELIVERYINHISBOOKTHEGOALGOLDRATT2IDENTIFIESINVENTORYASAKEYCOMPONENTFORMEASURINGBUSINESSPERFORMANCEINAMANUFACTURINGENVIRONMENTINSHORT,GOODINVENTORYMANAGEMENTISESSENTIALTOACHIEVINGBUSINESSOBJECTIVESANDBUILDINGCOMPETITIVEADVA
3、NTAGEYETTHETRADITIONALTECHNIQUESMOSTOFTENUSEDTOMANAGEINVENTORYDONOTALWAYSPROVIDEOPTIMALSOLUTIONSDRIVENBYAGREATEREMPHASISONCUSTOMERSERVICEANDCOSTCONTROLANDTHEADVENTOFNEWTECHNOLOGIES,INVENTORYMANAGEMENTISRAPIDLYMOVINGTOAHIGHERLEVELOFSOPHISTICATIONTHISPAPERISTHEFIRSTINASERIESOFTHREETHATLOOKSATTHEALTERN
4、ATIVEOPTIONSAVAILABLETOOPTIMIZEINVENTORYHELDATANAGGREGATEANDPARTLEVELBYCONSIDERINGTHESTEPSNECESSARYTOMOVETOWARDSINVENTORYOPTIMIZATIONTHEINTENTOFTHESEPAPERSISTOPROVIDEASIMPLEGUIDETOENABLEMANAGERSWITHINMANUFACTURINGINDUSTRIESTOADVANCETHEIRORGANIZATIONTOTHENEXTLEVELOFINVENTORYMANAGEMENTSO,WHETHERYOUARE
5、ANEXPERIENCEDINVENTORYMANAGERWITHADEEPUNDERSTANDINGOFINVENTORYMATTERSWORKINGWITHASOPHISTICATEDSTOCKSYSTEMORARELATIVEBEGINNERINANORGANIZATIONWITHNOSYSTEMATALL,THERESHOULDBESOMETHINGOFVALUEFORYOUANDYOURORGANIZATIONHERETHEFOCUSOFTHISPAPERISONTHEBASICSANDLOOKSATTHEFIRSTSTEPSTOINVENTORYMANAGEMENTTHROUGHA
6、CHIEVINGINVENTORYCONTROLANDINSTIGATINGASIMPLE3CLASSMANAGEMENTSYSTEMTHESECONDPAPERTITLEDPROFESSIONALINVENTORYMANAGEMENTINTRODUCESFURTHERINVENTORYMANAGEMENTPRINCIPLES,SUCHASTHEUSEOF6ORMORECLASSESANDTHEANALYSISOFSAFETYSTOCKTHATEXTENDTHEOPTIONSFORMANAGERSTOIMPROVEINVENTORYPERFORMANCETHETHIRDANDLASTPAPER
7、ADVANCEDINVENTORYMANAGEMENTLOOKSATKCURVETHEORYANDTHEIMPACTOFSYSTEMPARAMETERSONSTOCKLEVELSEACHPAPERISSTRUCTUREDALONGSIMILARLINESANDCONTAINSBACKGROUNDTHEORY,THEREQUIREMENTSFOROPERATINGATTHELEVELUNDERDISCUSSION,AWORKEDEXAMPLEUSINGDATAFROMTHEMANUFACTURINGINDUSTRYANDACONCLUDINGSUMMARYTHEFIRSTSTEPSTOINVEN
8、TORYMANAGEMENTINTHIS,THEFIRSTOFATHREEPARTSERIES,WESTARTWITHTHEBASICCONCEPTSREQUIREDTOACHIEVEINVENTORYCONTROLANDLAYTHEFOUNDATIONSFORASIMPLE3CLASSINVENTORYSYSTEMWHATISINVENTORYALLOPERATIONSKEEPINVENTORY,WHICHREFERSTOTHESTOREDMATERIALSTHATEXISTWITHINANORGANIZATIONANDAPPLIESTORAWMATERIALS,PURCHASEDPARTS
9、,WORKINPROGRESSANDFINISHEDGOODSTHETERMSINVENTORYANDSTOCKAREUSEDINTERCHANGEABLY,ASISTHECASEHERE,ALTHOUGHBYDEFINITIONINVENTORYISUSUALLYREFERREDTOINVALUEPOUNDS,DOLLARSANDSTOCKINQUANTITYKG,100S,METREINVENTORYPRIMARILYARISESBECAUSEOFDIFFERENCESINTHETIMINGORRATEOFSUPPLYANDDEMANDANDISUSEDTOBALANCETHESEINVE
10、NTORYMAYALSOOCCURDUETOECONOMICBATCHSIZESFORANOPERATION,WIP,PRODUCTSEASONALITYANDINVESTMENTFORNEWPRODUCTRANGESINVENTORYCONTROL,MANAGEMENTANDPLANNINGINVENTORYCONTROLREFERSTOTHEEVENTSORACTIVITIESTHATAFFECTINVENTORYDURINGTHEPROCESSOFTRANSFORMINGINPUTRESOURCESANDMATERIALSTOOUTPUTGOODSDIFFERENTSTOCKITEMSA
11、REHOWEVERCONTROLLEDINDIFFERENTWAYS,FOREXAMPLEINANASSEMBLYOPERATIONNUTSANDBOLTSARENOTTREATEDINTHESAMEWAYASHIGHVALUE,LONGLEADTIMEPARTSCONTROLISANECESSARYSTEPONTHEROADTOOPTIMIZINGINVENTORYANDREQUIRESTHATRELEVANTBUSINESSPROCESSESAREINPLACETOENABLEMATERIALSTOBETRACKEDTHROUGHTHESYSTEMANDACCURATEDATARECORD
12、SMAINTAINEDINTHISWAYTHEQUANTITYANDLOCATIONOFPHYSICALSTOCKARETIEDTOSYSTEMDATARECORDSTWOCOMMONLYUSEDMEASURESINDICATIVEOFGOODINVENTORYCONTROLAREATHEBOOKTOACTUALSTOCKVARIANCESFOLLOWINGPERIODICSTOCKTAKES,WHICHSHOULDSHOWACUMULATIVEVARIANCEOF5ANDIDEALLYDECREASEOVERTIMEBINSTANCESOFMISMATCHEDPHYSICALSTOCKAND
13、SYSTEMDATA,WHICHOFTENMANIFESTTHEMSELVESASASHORTAGEORAZEROPHYSICALSTOCKWHENTHESYSTEMSHOWSACERTAINNUMBEROFITEMSINSTOCKAGAINTHEINSTANCESSHOULDSHOWATRENDDECREASEOVERTIMETHEUSEOFCYCLECOUNTINGORPERPETUALPHYSICALINVENTORYPPICHECKINGTOVERIFYTHATTHEDATARECORDSFORQUANTITYANDLOCATIONMATCHTHEPHYSICALSTOCKPROVID
14、ESINFORMATIONONTHELEVELOFCONTROLACHIEVEDANDALLOWSTARGETSTOBESETANDMONITOREDACHIEVINGINVENTORYCONTROLISAPRECURSORTOINVENTORYMANAGEMENT,WHICHISCONCERNEDWITHTHEMEANSUSEDTOBALANCECONFLICTINGORGANIZATIONALOBJECTIVESONTHEOVERALLLEVELOFSTOCKHELD,ANDTODETERMINEOPTIMALINVENTORYLEVELSFOREACHITEMTHESECONFLICTI
15、NGOBJECTIVESINCLUDEACHIEVINGMANUFACTURINGEFFICIENCIES,AHIGHLEVELOFCUSTOMERSERVICEANDLOWPROCUREMENTCOSTSANDDRIVESOMEPARTSOFTHEBUSINESSTOINCREASEINVENTORYANDOTHERPARTSTODECREASEITFOREXAMPLE,SALESAREPRIMARILYCONCERNEDWITHDELIVERYOFTHEDESIREDPRODUCTINTHEBESTTIMEFRAMETOSATISFYCUSTOMERDEMAND,ANDTHEREFOREE
16、NCOURAGETHEBUSINESSTOKEEPFINISHEDGOODSSTOCKSHIGHPRODUCTIONWANTALLPARTSTOBEAVAILABLETOKEEPLINEEFFICIENCYHIGHANDRUNLARGEBATCHSIZES,AGAININCREASINGINVENTORYPURCHASINGORDERLARGEBATCHESOFMATERIALSTOACHIEVEBETTERCOSTBREAKSONCEAGAININCREASINGINVENTORYONTHEOTHERHAND,PRODUCTDEVELOPMENTMAYWANTTOKEEPINVENTORYL
17、OWTOHASTENTHEINTRODUCTIONOFNEWPRODUCTSANDSENIORMANAGEMENTWILLWANTTODECREASEINVENTORYASITTIESUPCASHFLOWOFTENTHEBUSINESSSWINGSFROMONEEXTREMETOTHEOTHERWITHOUTACHIEVINGADESIRABLEBALANCEINONECOMMONSCENARIOCUSTOMERDEMAND,MANUFACTURINGEFFICIENCIESANDLOWPROCUREMENTCOSTSLEADTOUNTENABLYHIGHSTOCKLEVELSTHATRESU
18、LTINHIGHCARRYINGCOSTSANDLARGEWRITEOFFSFOROBSOLESCENCEANOTHERSCENARIOISATTHEOTHEREXTREMEWHERESTOCKLEVELSARELOWRESULTINGINPOORSERVICELEVELSANDMISSEDSALES,MANUFACTURINGEFFICIENCIESSUFFERDUETOLACKOFPARTSANDMATERIALCOSTSAREHIGHTHESEISSUESANDTHEIRASSOCIATEDCOSTSMUSTBEMANAGEDANDINVENTORYPLANNINGATTEMPTSTOR
19、ECONCILETHEDISCREPANCIESBETWEENSUPPLYANDDEMANDANDSTRIKEAWORKINGBALANCEBETWEENTHECARRYINGCOSTS,OPPORTUNITYCOSTSANDSTOCKOUTCOSTSSIMILARLY,OPERATIONALEFFORTS,SUCHASJUSTINTIMEJIT,TRYTOMATCHSUPPLYANDDEMANDANDCANSUCCEEDINREDUCINGINVENTORYLEVELSONEASPECTOFINVENTORYPLANNING,DEMANDFORECASTINGACCURACY,ISCRITI
20、CALTOACHIEVINGOPTIMALINVENTORYLEVELSDUETOITSIMPACTONBUFFERSTOCKASWILLBESEENINTHESECONDPAPERINVENTORYCONTROL,MANAGEMENTANDPLANNINGAREKEYTOIMPROVINGINVENTORYPERFORMANCEANDARETHERESPONSIBILITYOFALLEMPLOYEESWHOHAVEANIMPACTONINVENTORYWHETHERTHROUGHFORECASTING,ORDERING,RECEIVING,QUALITYASSESSMENT,STORAGE,
21、DISTRIBUTIONORUSEINMANUFACTUREEDUCATINGSTAFFONTHEIMPACTOFTHEIRACTIONS,SETTINGTARGETS,MEASURINGANDCOMMUNICATINGPERFORMANCEARETHUSESSENTIALACTIVITIESINTHEOPTIMIZATIONPROCESSDEFINITIONOFTERMSFOROURPURPOSESHERETOTALINVENTORYISCONSIDEREDASCOMPOSEDOFTWOSEPARATE,BUTRELATEDCOMPONENTSBATCHSTOCKANDBUFFERSTOCK
22、MOSTPEOPLEAREFAMILIARWITHBATCHSTOCKORCYCLESTOCKASTHESTOCKORDEREDONAREGULARBASISTOMEETDEMANDANDALLOWOPERATIONSTOCOPEWITHNOTMAKINGALLPRODUCTSSIMULTANEOUSLYBATCHSTOCKCYCLESATTHEIRSIMPLESTAREREPRESENTEDBYTHEFAMILIARSAWTOOTHPATTERNALTHOUGHINPRACTICETHISCANLOOKMUCHMOREIRREGULARINVENTORYDECREASESGRADUALLYB
23、ASEDONDEMANDPOINTAANDRISESSHARPLYASINCOMINGORDERSAREDELIVEREDPOINTBASPREVIOUSLYMENTIONED,TOTALINVENTORYISMEASUREDINVALUEBUFFERSTOCKORSAFETYSTOCKISOFTENTHEMAINFOCUSOFMANAGEMENTATTENTIONDUETOITSRELATIONSHIPTOCUSTOMERSERVICELEVELSITISUSEDTOCOMPENSATEFORUNCERTAINTIESINTHETIMINGANDVOLUMEOFSUPPLYANDDEMAND
24、ANDOFTENBUILDSTHROUGHOVERPRODUCTIONINRESPONSETOPOORAVAILABILITYWITHTHEINTENTTOSAFEGUARDAGAINSTFUTURESHORTAGESBUFFERSTOCKSAREDISCUSSEDINMOREDETAILINTHESECONDANDTHIRDPAPERSANOTHERUSEFULMEASUREOFINVENTORYISTHEANNUALUSAGEVALUEAUV,WHICHATAPARTLEVELISGIVENBYTHEAVERAGEONANANNUALIZEDBASISCOSTOFTHEITEMMULTIP
25、LIEDBYITSANNUALUSEINSINGLESFOREXAMPLE,ANITEMWITHANAVERAGEANNUALCOSTOF250ANDANANNUALUSEOF40,000WILLHAVEANAUVOF100,000ASWILLBESEENLATER,KNOWINGTHEAUVALLOWSTHEAVERAGEINVENTORYTOBECALCULATEDATTHEAGGREGATELEVELTHISISTHESUMOFTHEBUFFERSTOCKANDBATCHSTOCKATPARTLEVELATAPOINTINTIMEANDATTHISSTAGENOFURTHERDISTIN
26、CTIONISMADEBETWEENTHETWOASTHISISDEALTWITHINTHEFURTHERARTICLESAMEASURERELATEDTOAUVISTHEDAILYGOINGRATEDGRTHISISEQUALTOTHEAUVDIVIDEDBYTHENUMBEROFWORKINGDAYSANDGIVESANAVERAGEDEMANDPERDAYFIGURESIMPLESTOCKCLASSIFICATIONASSUMINGTHATAGOODDEGREEOFINVENTORYCONTROLHASBEENACHIEVED,ASMEASUREDBYSTOCKVARIANCEORSHO
27、RTAGEINSTANCES,THEFIRSTSTEPININVENTORYMANAGEMENTISTOCATEGORIZETHEDIFFERENTITEMSOFSTOCK,INSHORTACLASSIFICATIONSYSTEMTHEREAREMANYTOOLSANDMETHODSFORCLASSIFYINGINVENTORYUSINGDIFFERENTBASESVALUE,VOLUME,SEASONALITYETCHOWEVERTHEMOSTCOMMONMEANSOFCLASSIFYINGSTOCKISTHEABCTECHNIQUEABCCLASSIFICATIONUSESAPARETOD
28、ISTRIBUTIONOFCUMULATIVEANNUALUSAGEVALUES,SUCHASTHATSHOWNINFIGURE3,TOASSIGNPARTSTOEACHOFTHREECLASSESFORTHETRADITIONAL3CLASSSYSTEM,PARTSWITHCUMULATIVEANNUALUSAGEVALUESFROM0TOBETWEEN7585ARETYPICALLYCATEGORIZEDASCLASSAITEMS,FROM75TOBETWEEN8598ASBITEMSANDTHEREMAINDERTO100ASCITEMSTHESETTINGOFTHECLASSBOUND
29、ARIESINPERCENTAGETERMSISCRITICALTOTHEOVERALLINVENTORYVALUEBUTOFTENTHESEBOUNDARIESARESETBYREFERENCETOPREVIOUSLYUSEDVALUESORBYFEELTHISMAYINPARTBEDUETOTHELACKOFREADYINFORMATIONAVAILABLEONTHEIMPACTOFDIFFERENTBOUNDARYPOINTSINTHISWAYTHOSEFAMILIARWITHTHE8020RULEWOULDTENDTOSETTHEACLASSBOUNDARYAT80ONCEALLITE
30、MSHAVEBEENALLOCATEDTOACLASSANORDERFREQUENCYCOMPATIBLEWITHTHEBUSINESSCYCLEISSET,TYPICALLYINOUR3CLASSSYSTEMTHISISWEEKLYFORACLASSITEMS,MONTHLYOR4WEEKLYFORBCLASSANDBIANNUALLYORANNUALLYFORCCLASSTHE3CLASSESMAYALSOBETREATEDINDIFFERENTWAYSFORTHEMETHODOFORDERING,FOREXAMPLECLASSCITEMSMAYBEORDEREDONAKANBANTWOB
31、INBASIS,CLASSBBYMRPANDCLASSATHROUGHAJITSYSTEMTHEAVERAGEINVENTORYIA,IB,IC,FOREACHCLASSISGIVENBYIA1/2AUVAFA1AUVANNUALUSAGEVALUEANNUALDEMANDXUNITCOSTFORDERORDELIVERYFREQUENCYPANOOFWORKINGDAYSBATCHDAYSALTERNATIVELYUSINGDGRIA1/2BATCHDAYSAXDGRA2BATCHDAYSNOOFDAYSBETWEENORDERS2DGRDAILYGOINGRATEAUVNOOFWORKIN
32、GDAYSSUMMINGTHEAVERAGEINVENTORYFOREACHCLASSFROMEQUATIONANDREPEATINGFORDIFFERENTCLASSBOUNDARIESGIVESAPOSSIBLERANGEOFTOTALINVENTORYVALUESINEACHCASETHENUMBEROFBATCHESORORDERSREQUIREDPERCLASSCANALSOBECALCULATEDBYMULTIPLYINGTHENUMBEROFPARTSPERCLASSBYTHEORDERFREQUENCYINTHISWAYINVENTORYCANBEMANAGEDATTHEAGG
33、REGATELEVELTHROUGHTARGETINGADESIREDOVERALLSTOCKHOLDINGANDTHERESOURCESREQUIREDTOMANAGEINVENTORYINTERMSOFTHENUMBERSOFORDERSTHATNEEDTOBEPLACED,DELIVERIESRECEIVED,INSPECTIONSCARRIEDOUTANDSTOCKPUTAWAYATTHECLASSLEVELTHEORDERFREQUENCYANDMEANSOFORDERINGCANBEDECIDEDWHILEATPARTLEVELANASSESSMENTCANBEMADEONHOWI
34、NDIVIDUALPARTSSHOULDBEORDEREDANDMANAGEDAWORKEDEXAMPLEOFANABCCLASSIFICATIONANABCCLASSIFICATIONCANBEEASILYCONDUCTEDUSINGASPREADSHEETPROGRAMMESUCHASLOTUS123ORMICROSOFTEXCELTHEONLYDATAREQUIREMENTSAREALISTOFALLSTOCKITEMSBYPARTNUMBER,THEIRUNITCOSTANDANNUALUSAGEQUANTITYTHESTEPSREQUIREDARE1IMPORTDATAINTOTHE
35、SPREADSHEETOFTENTHISISBESTACCOMPLISHEDTHROUGHAFLATTEXTFILE2ADDCOLUMNSFORAUV,CUMULATIVEAUV,CUMULATIVEAUVASOFTOTALAUVANDCALCULATEAAUVFOREACHITEMAUVUNITCOSTXANNUALQUANTITYUSAGEANDSORTINDESCENDINGORDEROFVALUEBCUMULATIVEAUVFOREACHITEMCCUMULATIVEAUVNOTETHATTHISISEQUIVALENTTOTHEYAXISAPARETOGRAPHCANBEDRAWNB
36、YPLOTTINGTHECUMULATIVEOFPARTSALONGTHEXAXIS3DECIDEBREAKPOINTSINPERCENTAGETERMSOFCUMULATIVEAUVFOREACHCLASSTHEEXAMPLEBELOWSTARTSWITHA80,B90,C100ANDASSIGNANORDERFREQUENCYTOEACHCLASSTHEEXAMPLEBELOWUSESA5WORKINGDAYS,B20WORKINGDAYS,C250WORKINGDAYS,BASEDONA5DAYWORKINGWEEKANDA250DAYWORKINGYEARCALCULATEAAVERA
37、GEINVENTORYPERCLASSANDTOTALAVERAGEINVENTORYCLASSINVENTORYISDERIVEDFROM05XSUMOFAUVFORCLASS/FREQUENCYOFORDERSBNUMBEROFPARTSPERCLASSCORDERSPERANNUMPERCLASSANDTOTALORDERS4VARYTHEPARAMETERSFORCLASSBOUNDARIESANDORDERFREQUENCYPERCLASSTOARRIVEATALTERNATIVESCENARIOSFORAVERAGEINVENTORYANDTOTALORDERSFORREFEREN
38、CETHEPARETODISTRIBUTIONOFTHESTOCKINOUREXAMPLEISABOUT80/10,IE10OFTHEPARTSREPRESENTABOUT80OFTHEANNUALUSAGEVALUEAFURTHERBUSINESSMEASURE,TURNOVER,CANBEDERIVEDASFOLLOWSTURNOVERAUVAVERAGEINVENTORYALTERNATIVESCENARIOSCANEASILYBEPREPAREDBYVARYINGTHECLASSBOUNDARIESTOGIVEARANGEOFVALUESANANALYSISOFTHISSORTAIDS
39、UNDERSTANDINGATTHEAGGREGATE,CLASSANDPARTLEVELSATTHEAGGREGATELEVELTHEOVERALLAVERAGEINVENTORYCARRIEDANDTHENUMBEROFORDERSPROCESSEDCANBEDERIVEDASSIGNINGANINVENTORYCARRYINGCOSTGIVESANINDICATIONOFTHECASHTIEDUPINSTOCKANDISOFTENASTIMULUSTOACTIONSIMILARLYIFTHEREISANAGREEDCOSTFORORDERPROCESSINGANOTORIOUSLYDIF
40、FICULTFIGURETODERIVEANOVERALLCOSTCANBEASSIGNEDTOTHESEACTIVITIESSETTINGFINANCIALTARGETSFOROVERALLINVENTORYANDORDERPROCESSINGRESOURCESALLOWSTHECOSTSCALCULATEDTOBEASSESSEDINTHECONTEXTOFTHEFINANCIALREQUIREMENTSOFTHEBUSINESSANDCANINITIATEDEBATEONTHEDESIREDINVENTORYANDRESOURCELEVELSUMMARYOFTHEFIRSTSTEPSTO
41、INVENTORYMANAGEMENTTHISARTICLEHASLOOKEDATTHEBASICSOFANDFIRSTSTEPSTOACHIEVINGINVENTORYMANAGEMENTBEGINNINGWITHINVENTORYCONTROLSTEP1INVENTORYCONTROLINSTIGATEAPPROPRIATEBUSINESSPROCESSES,MINIMIZINGMANUALINTERVENTIONTIESYSTEMDATAONSTOCKLOCATIONANDQUANTITYTOPHYSICALSTOCKINSISTONACCURATEDATARECORDSSETTARGE
42、TSANDMEASURETHEDEGREEOFCONTROLTHROUGHINVENTORYVARIANCESBOOKTOACTUALANDINSTANCESOFPHYSICALINVENTORYSHORTFALLSEDUCATESTAFFSTEP2BASICINVENTORYMANAGEMENTCLASSIFYINVENTORYUSINGA3CLASSABCSYSTEMBASEDONANNUALUSAGEVALUEDETERMINEAPPROPRIATEORDERFREQUENCYANDORDERMEANSFOREACHINVENTORYCLASSTRYDIFFERENTCLASSBOUND
43、ARIESANDANALYZETHERESULTSATAGGREGATE,CLASSANDPARTLEVELANDTAKEAPPROPRIATEACTIONINTHENEXTPAPERPROFESSIONALINVENTORYMANAGEMENTWEINTRODUCETHECONCEPTOFOVERAGE,LOOKATWHATHAPPENSWHENTHENUMBEROFCLASSESISINCREASEDANDTHEIMPACTOFSAFETYSTOCKONOVERALLINVENTORYANDSERVICELEVELSSOURCEGEOFFRELPH，THEFIRSTSTEPSTOINVEN
44、TORYMANAGEMENT，IBMINDUSTRIALPRACTICE，2003译文一库存管理的第一个步骤引言持有的库存通常解释为账面资产，但同时也意味着产品过时、变质和质量故障方面的风险。在财政方面的库存影响着资产负债表、现金流量及损益账。在操作方面的库存影响生产效率和交货准时性。GOLDRATT在他的著作目标中指出在制造业领域库存是衡量业务绩效的重要组成部分。简而言之，良好的库存管理要实现业务目标，并建立竞争优势。然而，传统的技术用于管理库存通常不能提供最佳的解决方案。在重点客户服务和成本控制及新技术问世的驱动下，库存管理正在向一个更复杂的高层次迈进。本文首先探讨三大系列，将库存优化备选
45、方案进行信息汇总，并分步考虑必要步骤，迈向库存优化。这些文件的目的是提供一个简单的指南，使管理者在制造业在促进组织下一步的库存管理。所以，不管你是一个具有深刻的库存问题和复杂存货的管理者或是一个在组织中没有系统初学者，应该有为你和你的组织有意义的东西。本文的重点是基础知识，通过库存控制进行库存管理的第一步，和一个简单的3级库存管理系统。第二篇论文名为专业库存管理，介绍了进一步库存控制的原则，例如6个或更多的类别的安全库存分析，延长管理人员的选项以提高库存绩效。第三篇也是最后一篇先进的库存管理。K曲线理论和系统参数影响库存水平。每篇论文的结构都是沿着类似的路线，并包含背景理论，在所讨论的一级运作
46、的要求，使用工作中的例子来自制造业的数据和结论的摘要。库存管理的第一步三部分系列的第一是我们首先需要实现库存控制和奠定一个简单的3级库存系统的基础的基本概念。什么是库存所有业务保持库存，它指的是在一个组织中储存的材料，应用于原材料、外购件、在制品和成品。库存和存货的术语可以互换使用，像这里的例子，通常定义库存为价值（磅，美元）和存货数量为（公斤，100秒，米）。库存主要是因为不同的时间或汇率的供给与需求,使这两者之间达到平衡。库存可能也会发生,由于经济的批量造作,在制品和产品季节性及新产品的投资范围。库存控制，管理和规划库存控制是指影响投入资源转化为输出的商品和材料制品库存的事件或活动。然而不
47、同的库存项目有不同的控制方式，例如，在很长一段时间，螺母和螺栓装配操作不被视为相同价值。控制是对库存进行优化道路的必要步骤，并要求通过系统跟踪和准确的数据记录使相关业务流程的材料保存在适当位置。这样，就能系统记录实际存货数量和位置的相关数据。良好的库存控制指标是两个常用的措施A）这本书给实际股票差异证明定期存货需要,应该显示累积方差。另外,最好是能够减少5B）管理信息系统的实例匹配的实际库存和系统数据往往表现为短缺或实际库存为零时，系统显示一定数量的库存项目。同样的实例应该表现出随时间下降的趋势。计数的循环使用或永久盘点（生产者价格指数）检查，以确认数量和位置的数据记录是否符合有关信息控制提供
48、的实际库存水平，并达到允许设定和监控的目标。实现库存控制是库存管理的先导，用相关手段来平衡持有库存在整体组织目标中的冲突，并确定每个项目的最佳库存水平。这些相互冲突的目标包括实现生产效率，高水平的客户服务和较低的采购成本，推动一些增加库存业务和减少库存业务。例如，销售主要关注与期望的是产品交付的最佳时间，以满足客户需求，并因此鼓励企业保持较高成品库存。希望所有生产的部件可保持高效率和大批量，再次使库存增加。订货大批量的材料能更好的节约成本，再次使库存增加。另一方面，要加快新产品的开发应当保持低库存，而高级管理人员也希望减少库存积压，因为大量库存使现金流受限。通常，业务从一个极端摇摆到另一个极端
49、没有达到理想的平衡。一个常见的客户需求方案，生产效率和低采购成本导致高库存水平难以维持，致使运输成本高，大量的账面价值无法平衡。另一种情况是在另一个极端，库存水平低造成服务水平欠佳并错过销售，由于应有的零件和材料成本高的影响，生产效率受到制约。这些问题及其相关的成本必须加以管理，库存计划试图协调供应和需求之间的差异，还包括协调运输成本、机会成本和库存成本之间的平衡。同样，业务工作，如准时制（JIT），尝试供应和需求的匹配，并能成功地减少库存水平。一个库存规划和需求预测的准确性，对于实现最佳的库存水平是非常重要的方面，因为，在第二份文件将看到缓冲库存的影响。库存控制，管理和规划是改进库存性能，通过预测、订货、收货、质量评价、储存、分销或生产使用判定所有员工谁对库存影响有责任的关键。教育工作人员，使其在行动影响、目标确定测量和交流表现方面优化，是必不可少的活动。术语定义在这里，我们的总库存被认为是由两个独立的，但相关的组成部分批量库存和缓冲库存。大多数人都知道批量库存（或循环库存）是作为定期订购来满足需求并允许用来配合产品能同时操作的。在实践中最简单的锯齿模式比循环批量库存看起来更不规则。库存根据需求（点A）逐渐降低和收到的订单（B点）急剧上升交付。如前所述，总库存是衡量价值。缓冲库存（或安全库存）往往因为关系到客户服务水平而
