物流专业英语论文

中原工学院信息商务学院《物流专业英语》课程论文工商管理专业 101 班级

题目库存控制的基本方法

姓名韩栓铭学号 201004014133 二О一三年六月二日

Basic methods of inventory control

Introduction

One of the most important aspects of logistics concerns questions related to inventory. The amount of inventory that should be held and its location within a company’s logistics structure is vital in order to meet customer service requirements and expectations. But,there,is,potentially,a large cost associated with holding inventory. It is vital to get right this balance of service versus cost. This part sets out to explore the basic concepts behind the inventory holding decision，as well as the basic method of inventory control.

Keyword：Logistics,inventory control,Inventory management method. The significance of inventory control

Inventory Control (Inventory Control) is a manufacturing or service production, management of the whole process a variety of items, finished goods and other resources to manage and control, it reserves to maintain a reasonable level in the economy. Inventory control inventory control is the use of methods to get higher profitable business tool.

The main function of inventory control are: to ensure the production, management requirements under the premise that stocks always kept at a reasonable level; master inventory dynamics, timely, appropriate proposed order to avoid excess reserve or out of stock; reduce inventory space occupied, reducing the total cost of inventory; inventory control of

funds used to accelerate cash flow.

Inventory management control methods

●The classification of inventory management - ABC classification

management approach

ABC classification management approach is to inventory divided by the degree of importance of particular importance to inventory (A class of stock), the general importance of inventory (B class stock) and unimportant inventory (C Class inventory) three level, and then for different level of management and control, respectively. ABC classification management method consists of two steps: First, how to classify, the second is how to manage. In the ABC classification of inventory is followed business strategy is based on different levels of the different inventory management and control.

●CV A Management Act

CV A (Critical Value Analysis) Management Act is the key factor analysis. The basic idea is to inventory in accordance with the key into 3-5 categories, namely:

(1) the highest priority - this is the key to hard materials, not out of stock.

(2) a higher priority - This refers to the operating activities of the foundation material, allow the occasional out of stock.

(3) Medium priority - mostly the more important of these materials, allowing a reasonable range of stock.

(4) a lower priority - operators of these supplies required, but substitutability is high, allowing stock.

●the procurement EOQ model - to determine the number of orders

That the number of enterprises per order is directly related to inventory levels and the size of the total cost of inventory, so companies have to expect to find a number of orders when the inventory is its total production of the smallest EOQ model can meet this requirement. By balancing the procurement is the purchase cost and storage warehousing costs, determining an optimal order quantity to achieve the lowest total inventory costs. EOQ model according to need and order, the arrival time intervals to determine whether the conditions in the state can be divided into the model and determine the conditions under probabilistic model.

●inventory management

Supply chain management procurement and timely procurement, also called JIT procurement are ultimately want to achieve enterprise supplies the "zero inventory" management in order to ensure that the material supply and product distribution smoothly and achieve business benefits maximized.

"Zero inventory" management is the material storage optimization theory that warehouse management theory in practice in the use of it does not mean that all enterprises of raw materials, semi-finished product inventory is zero, but rather to ensure the smooth progress of production

and operation activities of conditions, using a variety of scientific management methods, a reasonable calculation of inventory and effective control, as a way to reduce inventory levels. Zero inventory does not mean not to reserve and without reserve, that some do not set up a separate operating entity and stockpiles of materials does not mean that other forms of storage activities canceled.

The Methods to achieve zero inventory enterprises are: display production management, order production methods, punctual procurement, collaborative subcontracting, bailment way, production processes synchronization mode, tap mode, no inventory reserves and supply chain and distribution methods.

Summary

Inventory control should be related to the company's financial operations objectives, in particular operational cash flow by optimizing the entire demand and supply chain management processes (Supply Chain Management Processes, DSCMP), a reasonable set of ERP control strategy, supported by appropriate information processing tools, tools to achieve to ensure timely delivery of the premise, reduceing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control just to achieve our financial goals as a means of controlling the entire inventory or just a necessary part; from the perspective of organizational functions, physical warehouse inventory control is mainly

the responsibility of management, the broad inventory control should be the entire demand and supply chain management, and the whole company's responsibility.

The problems arising from excessive inventory: Increase storage space and inventory storage costs, thereby increasing the cost of the product; take up a lot of liquidity, resulting in sluggish capital, not only increased the burden of loan interest, etc., and will also affect the time value of money and the opportunity revenue; finished products and raw materials caused tangible and intangible loss; caused a lot of idle corporate resources, affecting their rational allocation and optimization; mask production, management of the whole process various contradictions and problems, is not conducive to enterprises to improve their management level.

Howeber ,Inventory of the problems arising from too small: cause degradation of service, affecting sales profits and corporate reputation; resulting in the production of raw materials or other material supply system, which can affect the normal production process; make ordering interval shortened, the number of orders increased, so order (production) costs; affect the balance of the production process and the assembly of complete sets.

The reasonable inventory control methods help sustainable development of enterprises, reducing capital occupied, improve

operational efficiency, enhance their market competitiveness.

摘要

物流最重要的方面之一是研究库存的相关问题。为了满足客户的需求与期望，我们必须持有一定量的库存并且这些库存存在公司物流结构中的地位也是很重要的。但是持有库存需要大量成本，是服务与成本之间保持平衡是很重要的。本文探究了库存持有决策背后的一些基本概念，以及库存控制的基本方法。

关键词：物流，库存控制，库存管理方法

●库存控制的意义

库存控制（Inventory Control）是对制造业或服务业生产、经营全过程的各种物品，产成品以及其他资源进行管理和控制，使其储备保持在经济合理的水平上。库存控制是使用控制库存的方法，得到更高的盈利的商业手段。

库存控制的作用主要是：在保证企业生产、经营需求的前提下，使库存量经常保持在合理的水平上；掌握库存量动态，适时、适量提出订货，避免超储或缺货；减少库存空间占用，降低库存总费用；控制库存资金占用，加速资金周转。

●库存管理的控制方法

1、库存的分类管理——ABC分类管理方法

ABC分类管理方法就是将库存物资按重要程度分为特别重要的库存（A类库存）、一般重要的库存（B类库存）和不重要的库存（C类库存）三个等级，然后针对不同的级别分别进行管理和控制。ABC分类管理方法包括两个步骤：一是如何进行分类，二是如何进行管理。在对库存进行ABC分类之后接着便是根据企业的经营战略对不同级别的库存进行不同的管理和控制。

这是指经营活动中的基础性物质，允许偶尔缺货。

（3）中等优先级——这类多属于比较重要的物资，允许合理范围内的缺货。（4）较低优先级——经营者、中需用这些物资，但可替代性高，允许缺货。3、采购经济批量模型——2、CVA管理法

CVA（Critical Value Analysis）管理法就是关键因素分析法。它的基本思想是把存货按照关键性分成3~5类，即：

（1）最高优先级——这是较硬的关键物资，不允许缺货。

（2）较高优先级——订货数量的确定

企业每次订货的数量多少直接关系到库存的水平和库存总成本的大小，因此企业希望找到一个何时得订货数量是它的库存总产本最小，经济批量模型能满足这一要求。就是通过平衡采购进货成本和保管仓储成本，确定一个最佳的订货数量来实现最低总库存成本的方法。经济批量模型根据需要和订货、到货间隔时间等条件是否处于确定状态可分为确定条件下的模型和概率统计条件下的模型。4、零库存管理

供应链管理中的采购和准时采购也叫JIT采购最终都是想要实现企业物料供应的“零库存”管理，以保证物料供应和产品分配的顺畅，实现企业利益最大化。

“零库存”管理是物资存储优化理论，即仓储理论在管理实践中的运用，它并不是指企业所有的原材料、半成品、产品的库存为零，而是指在确保企业生产经营活动顺利进行的条件下，采用各种科学的管理手段，对库存进行合理的计算和有效的控制，尽可能降低库存量的一种方法。零库存并不等于不要储备和没有储备，也就是说某些经营实体不单独设立库存和储存物资并不等于取消其他形式的储存活动。

实现企业零库存的方法主要有：看板生产管理、按订单生产方式、准时采购、协作分包方式、委托保管方式、生产环节同步方式、水龙头方式、无库存储备和供应链配送方式等。

总结

库存控制应该是为了达到公司的财务运营目标，特别是现金流运作，通过优化整个需求与供应链管理流程（Supply Chain Management Processes，DSCMP），合理设置ERP控制策略，并辅之以相应的信息处理手段、工具，从而实现在保证及时交货的前提下，尽可能降低库存水平，减少库存积压与报废、贬值的风险。从这个意义上讲，实物库存控制仅仅是实现公司财务目标的一种手段，或者仅仅是整个库存控制的一个必要的环节；从组织功能的角度讲，实物库存控制主要是仓储管理部门的责任，而广义的库存控制应该是整个需求与供应链

管理部门，乃至整个公司的责任。

库存量过大所产生的问题：增加仓库面积和库存保管费用，从而提高了产品成本；占用大量的流动资金，造成资金呆滞，既加重了货款利息等负担，又会影响资金的时间价值和机会收益；造成产成品和原材料的有形损耗和无形损耗；造成企业资源的大量闲置，影响其合理配置和优化；掩盖了企业生产、经营全过程的各种矛盾和问题，不利于企业提高管理水平。

库存量过小所产生的问题：造成服务水平的下降，影响销售利润和企业信誉；造成生产系统原材料或其他物料供应不足，影响生产过程的正常进行；使订货间隔期缩短，订货次数增加，使订货（生产）成本提高；影响生产过程的均衡性和装配时的成套性。

合理的库存控制方法有助于企业的可持续发展，减少资本占用，提高运作效率，增强企业的市场竞争力。