1、Inventory managementInventory Control On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion. The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing

2、, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, f

3、rom a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control stra

4、tegy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve fin

5、ancial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the who

6、le company's responsibility. Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored: First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good bu

7、siness, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to

8、buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field o

9、f these big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control. In fact, from

10、 the perspective of broadly understood, inventory control, should include the following: First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and t

11、his is actually the fundamental objective of inventory control. Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big war

12、ehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw

13、materials, distribution and delivery of the strategy, and even customs management processes. And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supp

14、ly management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand. Third, inventory control, organizational structure and assessment. Since inventory control is the

15、 demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe

16、 warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficul

17、t to "prevent inventory" for the simple reason that they assessment indicators in large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is

18、 a question many of our enterprises to explore The role of inventory control Inventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also d

19、irectly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise

20、, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: inc

21、reased warehouse space and inventory storage costs, thereby increasing product costs; take a lot of liquidity, resulting in sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials c

22、aused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level. Inventory

23、 is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of

24、orders, so order (production) costs; affect the balance of production and assembly of complete sets. Notes Inventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we shou

25、ld consider where, how much storage. Second, starting from the level of service and economic benefits to determine how to ensure inventories and supplementary questions. The two problems with the inventory in the logistics process functions. In general, the inventory function: (1) to prevent interru

26、pted. Received orders to shorten the delivery of goods from the time in order to ensure quality service, at the same time to prevent out of stock. (2) to ensure proper inventory levels, saving inventory costs. (3) to reduce logistics costs. Supplement with the appropriate time interval compatible wi

27、th the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations. (4) ensure the production planning, smooth to eliminate or avoid sales fluctuations. (5) display function. (6) reserve. Mass storage when the price falls, reduce losses, to respond to dis

28、asters and other contingencies. About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary

29、principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities. 庫存管理庫存控制 在談到所謂“庫存控制”的時(shí)候，很多人將其理解為“倉儲(chǔ)管理”，這實(shí)際上是個(gè)很大的曲解。 傳統(tǒng)的狹義觀點(diǎn)認(rèn)為，庫存控制主要是針對(duì)倉庫的物料進(jìn)行盤點(diǎn)、數(shù)據(jù)處理、保管、發(fā)放等，通過執(zhí)行防腐、溫

30、濕度控制等手段，達(dá)到使保管的實(shí)物庫存保持最佳狀態(tài)的目的。這只是庫存控制的一種表現(xiàn)形式，或者可以定義為實(shí)物庫存控制。那么，如何從廣義的角度去理解庫存控制呢？庫存控制應(yīng)該是為了達(dá)到公司的財(cái)務(wù)運(yùn)營(yíng)目標(biāo)，特別是現(xiàn)金流運(yùn)作，通過優(yōu)化整個(gè)需求與供應(yīng)鏈管理流程(DSCM)，合理設(shè)置ERP控制策略，并輔之以相應(yīng)的信息處理手段、工具，從而實(shí)現(xiàn)在保證及時(shí)交貨的前提下，盡可能降低庫存水平，減少庫存積壓與報(bào)廢、貶值的風(fēng)險(xiǎn)。從這個(gè)意義上講，實(shí)物庫存控制僅僅是實(shí)現(xiàn)公司財(cái)務(wù)目標(biāo)的一種手段，或者僅僅是整個(gè)庫存控制的一個(gè)必要的環(huán)節(jié)；從組織功能的角度講，實(shí)物庫存控制主要是倉儲(chǔ)管理部門的責(zé)任，而廣義的庫存控制應(yīng)該是整個(gè)需求與供應(yīng)鏈

31、管理部門，乃至整個(gè)公司的責(zé)任。 為什么直到現(xiàn)在還有很多人對(duì)庫存控制的理解僅僅局限于實(shí)物庫存控制呢？以下兩方面的原因是不可忽視的： 第一、我們的企業(yè)不重視庫存控制。特別是那些效益比較好的企業(yè)，只要有錢賺，就很少有人去考慮庫存周轉(zhuǎn)的問題。庫存控制被簡(jiǎn)單地理解為倉儲(chǔ)管理，除非到了沒錢花的時(shí)候，才可能有人去看庫存問題，而看的結(jié)果也往往是很簡(jiǎn)單，采購買多了，或者是倉儲(chǔ)部門的工作沒有做好。 第二、ERP的誤導(dǎo)。一些簡(jiǎn)單的進(jìn)銷存軟件被大言不慚地稱之為ERP，企業(yè)上了他們的所謂ERP就可以降低多少庫存，似乎庫存控制就靠他們的小軟件就可以搞定了。即使像SAP、BAAN這些世界ERP領(lǐng)域的老大們，也在他們的功能模

32、塊里面把簡(jiǎn)單的倉儲(chǔ)管理功能定義為“庫存管理”或者“庫存控制”。這樣就使得本來就不太明白什么叫庫存控制的我們，更搞不清楚什么叫庫存控制了。 其實(shí)，從廣義地角度理解庫存控制，應(yīng)該包括以下幾點(diǎn)： 第一、庫存控制的根本目的。我們知道，所謂世界級(jí)制造的兩個(gè)關(guān)鍵考核指標(biāo)(KPI)就是，客戶滿意度以及庫存周轉(zhuǎn)率，而這個(gè)庫存周轉(zhuǎn)率實(shí)際上就是庫存控制的根本目的所在。 第二、庫存控制的手段。庫存周轉(zhuǎn)率的提高，單單靠所謂的實(shí)物庫存控制是遠(yuǎn)遠(yuǎn)不夠的，它應(yīng)該是整個(gè)需求與供應(yīng)鏈管理這個(gè)大流程流程的輸出，而這個(gè)大流程除了包括倉儲(chǔ)管理這個(gè)環(huán)節(jié)之外，更重要的部分還包括：預(yù)測(cè)與訂單處理，生產(chǎn)計(jì)劃與控制，物料計(jì)劃與采購控制，庫存計(jì)劃與預(yù)測(cè)本身，以及成品、原材料的配送與發(fā)貨的策略，甚至包括海關(guān)管理流程。而伴隨著需求與供應(yīng)鏈管理流程的整個(gè)過程，則是信息流與資金流的管理。也就是說，庫存本身是貫穿于整個(gè)需求與供應(yīng)管理流程的各個(gè)環(huán)節(jié)，要想達(dá)到庫存控制的根本目的，就必須控制好各個(gè)環(huán)節(jié)上的庫存，而不是僅僅管理好已經(jīng)到手的實(shí)物庫存。 第三、庫存控制的組織結(jié)構(gòu)與考核。既然庫存控制是整個(gè)需求與供應(yīng)鏈管理流程的輸出，要實(shí)現(xiàn)庫存控制的根本目的就必須要有一個(gè)與這個(gè)流程相適應(yīng)的合理的組織結(jié)構(gòu)。直到現(xiàn)在，我們可以發(fā)現(xiàn)，很多企業(yè)只有一個(gè)采購部，采購部下面管倉庫。這是遠(yuǎn)不能適應(yīng)庫存控制要求的。從需求與供應(yīng)鏈的