庫存管理 外文翻譯

1、<p>　　Floyd D. Hedrick, Library of Congress, Washington, D.C.</p><p>　　Editor: Jeannette Budding, Communications Manager</p><p>　　National Association of Purchasing Management</p>&l

2、t;p>　　Inventory management</p><p><b>　　Abstract</b></p><p>　　Inventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to

3、 minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to f

4、acilitate the reader's understanding of inventory and its function Inventory management is inventory management in short .As an important inventory of liquid a</p><p><b>　　朗讀</b></p>

5、<p>　　顯示對應的拉丁字符的拼音</p><p>　　Keyword： Inventory； Management</p><p>　　ChapterⅠ Inventory Definition</p><p>　　Inventory is a quantity or store of goods that is held for some pur

6、pose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it

7、 may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often than not, the term "inventory" implies a stored quantity of good

8、s that exceed</p><p>　　Chapter II The meaning of Inventory Management</p><p>　　maintain the list</p><p>　　Why would a firm hold more inventory than is currently necessary to ensure

9、 the firm's operation? The following is a list of reasons for maintaining what would appear to be "excess" inventory. </p><p><b>　　Table 1 </b></p><p>　　Table 1 1-6 mon

10、th a business demand, production, end balance situation</p><p>　　2.2 Meet demand </p><p>　　In order for a retailer to stay in business, it must have the products that the customer wants on han

11、d when the customer wants them. If not, the retailer will have to back-order the product. If the customer can get the good from some other source, he or she may choose to do so rather than electing to allow the original

12、retailer to meet demand later (through back-order). Hence, in many instances, if a good is not in inventory, a sale is lost forever.</p><p>　　2.3 Keep operations running </p><p>　　A manufacture

13、r must have certain purchased items (raw materials, components, or subassemblies) in order to manufacture its product. Running out of only one item can prevent a manufacturer from completing the production of its finishe

14、d goods. </p><p>　　Inventory between successive dependent operations also serves to decouple the dependency of the operations. A machine or workcenter is often dependent upon the previous operation to provid

15、e it with parts to work on. If work ceases at a workcenter, then all subsequent centers will shut down for lack of work. If a supply of work-in-process inventory is kept between each workcenter, then each machine can mai

16、ntain its operations for a limited time, hopefully until operations resume the original cent</p><p>　　2.4 Lead time </p><p>　　Lead time is the time that elapses between the placing of an order

17、(either a purchase order or a production order issued to the shop or the factory floor) and actually receiving the goods ordered. If a supplier (an external firm or an internal department or plant) ca

18、nnot supply the required goods on demand, then the client firm must keep an inventory of the needed goods. The longer the lead time, the larger the quantity of goods the firm must carry in inventory. </p><p>

19、;　　A just-in-time (JIT) manufacturing firm, such as Nissan in Smyrna, Tennessee, can maintain extremely low levels of inventory. Nissan takes delivery on truck seats as many as 18 times per day. However, steel mills may

20、have a lead time of up to three months. That means that a firm that uses steel produced at the mill must place orders at least three months in advance of their need. In order to keep their operations running in the meant

21、ime, an on-hand inventory of three months' steel requirements w</p><p>　　2.5 Hedge </p><p>　　Inventory can also be used as a hedge against price increases and inflation. Salesmen routinely

22、call purchasing agents shortly before a price increase goes into effect. This gives the buyer a chance to purchase material, in excess of current need, at a price that is lower than it would be if the buyer waited until

23、after the price increase occurs.</p><p>　　2.6 Smoothing requirements </p><p>　　Sometimes inventory is used to smooth demand requirements in a market where demand is somewhat erratic. Consider t

24、he demand forecast and production schedule outlined in Table1</p><p>　　Notice how the use of inventory has allowed the firm to maintain a steady rate of output (thus avoiding the cost of hiring and training

25、new personnel), while building up inventory in anticipation of an increase in demand. In fact, this is often called anticipation inventory. In essence, the use of inventory has allowed the firm to move demand requirement

26、s to earlier periods, thus smoothing the demand. </p><p>　　Chapter III Controlling Inventory</p><p>　　Often firms are given a price discount when purchasing large quantities of a good. This als

27、o frequently results in inventory in excess of what is currently needed to meet demand. However, if the discount is sufficient to offset the extra holding cost incurred as a result of the excess inventory, the decision t

28、o buy the large quantity is justified. </p><p>　　Firms that carry hundreds or even thousands of different part numbers can be faced with the impossible task of monitoring the inventory levels of each part nu

29、mber. In order to facilitate this, many firm's use an ABC approach. ABC analysis is based on Pareto Analysis, also known as the "80/20" rule. The 80/20 comes from Pareto's finding that 20 percent of the

30、 populace possessed 80 percent of the wealth. From an inventory perspective it can restated thusly: approximately 20 percent of all inventor</p><p>　　The top 20 percent of the firm's most costly items ar

31、e termed "A" items (this should approximately represent 80 percent of total inventory costs). Items that are extremely inexpensive or have low demand are termed "C" items, with "B" items fal

32、ling in between A and C items. The percentages may vary with each firm, but B items usually represent about 30 percent of the total inventory items and 15 percent of the costs. C items generally constitute 50 percent of

33、all inventory items but only around 5</p><p>　　By classifying each inventory item as an A, B or C the firm can determine the resources (time, effort and money) to dedicate to each item. Usually this means th

34、at the firm monitors A items very closely but can check on B and C items on a periodic basis (for example, monthly for B items and quarterly for C items). </p><p>　　Another control method related to the ABC

35、concept is cycle counting. Cycle counting is used instead of the traditional "once-a-year" inventory count where firms shut down for a short period of time and physically count all inventory assets in an attemp

36、t to reconcile any possible discrepancies in their inventory records. When cycle counting is used the firm is continually taking a physical count but not of total inventory. </p><p>　　A firm may physically c

37、ount a certain section of the plant or warehouse, moving on to other sections upon completion, until the entire facility is counted. Then the process starts all over again. </p><p>　　The firm may also choose

38、 to count all the A items, then the B items, and finally the C items. Certainly, the counting frequency will vary with the classification of each item. In other words, A item may be counted monthly, B items quarterly, an

39、d C items yearly. In addition the required accuracy of inventory records may vary according to classification, with A items requiring the most accurate record keeping. </p><p>　　Chapter IV Summary</p>

40、<p>　　Time inventory management is now faced with the defects.The advent, through altruism or legislation, of environmental management has added a new dimension to inventory management-reverse supply chain logisti

41、cs. Environmental management has expanded the number of inventory types that firms have to coordinate. In addition to raw materials, work-in-process, finished goods, and MRO goods, firms now have to deal with post-consum

42、er items such as scrap, returned goods, reusable or recyclable containers</p><p>　　Finally, supply chain management has had a considerable impact on inventory management. Instead of managing one's invent

43、ory to maximize profit and minimize cost for the individual firm, today's firm has to make inventory decisions that benefit the entire supply chain. </p><p>　　References</p><p>　　[1] D. Ber

44、tsekas. Dynamic Programming and Optimal Control, (Volumes</p><p>　　1 and 2). Athena Scientific, 2005.</p><p>　　[2] A. Burnetas and P. Ritchken. Option pricing with downward-sloping</p>&

45、lt;p>　　demand curves: The case of supply chain options. Management Science, 51(4):566–580, 2005.</p><p>　　[3] F. Chen and M. Parlar. Value of a put option to the risk-averse</p><p>　　newsven

46、dor. IIE Transactions, 39(5):481–500, 2007.</p><p>　　[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A Simplified</p><p>　　Approach'. International Library of Critical Writings in E

47、conomics,</p><p>　　143:461–495, 2002.</p><p>　　[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.</p><p>　　American Economic Review, 88(3):537–58, June 1998.&l

48、t;/p><p>　　[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. Stanford</p><p>　　University Press, Stanford, 2002.</p><p>　　[7] J. Primbs. Dynamic hedging of basket option

49、s under proportional</p><p>　　transaction costs using receding horizon control. Preprint, 2007.</p><p>　　Floyd D. Hedrick, Library of Congress, Washington, D.C.</p><p>　　Editor: Jea

50、nnette Budding, Communications Manager</p><p>　　National Association of Purchasing Management</p><p><b>　　庫存管理</b></p><p><b>　　摘要</b></p><p>　　庫

51、存管理或庫存控制，是為了平衡庫存的需要和要求，有必要從降低成本獲得和持有的庫存造成的。有一些企業(yè)或學校的思想管理都不盡相同，這些將得到解決。但首先我們提出了一個基礎，以方便讀者的理解庫存和其功能 。</p><p>　　庫存管理簡而言之就是存貨的管理，存貨作為一項重要的流動資產(chǎn)，它的存在勢必占用大量的流動資金。一般情況下，存貨占工業(yè)企業(yè)總資產(chǎn)的30%左右，商業(yè)流通企業(yè)的則更高，其管理利用情況如何，直接關系到企業(yè)的

52、資金占用水平以及資產(chǎn)運作效率。因此，一個企業(yè)若要保持較高的盈利能力，應當十分重視存貨的管理。在不同的存貨管理水平下，企業(yè)的平均資金占用水平差別是很大的。通過實施正確的存貨管理方法，來降低企業(yè)的平均資金占用水平，提高存貨的流轉速度和總資產(chǎn)周轉率，才能最終提高企業(yè)的經(jīng)濟效益。 </p><p><b>　　關鍵詞：庫存；管理</b></p><p><b>　　

53、第一章 庫存的定義</b></p><p>　　庫存數(shù)量或者是某些目的或用途（這個詞也可以用作動詞，意思是把庫存或庫存的數(shù)量在所有商品）持有的商品商店。庫存可能會保持“內(nèi)部”，在該處所或附近即時使用的意義，或者它可能是一個遙遠舉行</p><p>　　倉庫或配送中心供日后使用。隨著公司的異常利用剛剛在時間的方法，往往不是中，“庫存”意味著商品儲存量超過所需要的公司，在當前時間功

54、能（例如，在未來數(shù)小時）。</p><p><b>　　庫存管理的意義</b></p><p><b>　　2.1 保持清單</b></p><p>　　一個公司持有更多的存貨比目前要確保公司的運作似乎顯得更為重要？以下是為什么要維護存貨“過?！痹蛄斜?。 </p><p><b>　　

55、Table 1</b></p><p>　　Table1一個企業(yè)1-6月份的需求、生產(chǎn)、月末結存情況</p><p>　　2.2 滿足需求 </p><p>　　為了使零售商繼續(xù)經(jīng)營，他們必須對我們的產(chǎn)品，客戶手頭上的資料，以及倉庫里面的存存貨必須有所了解，當顧客想用他們時，如果沒有，零售商將不得不回到原來的產(chǎn)品。如果這些客戶可以從其他來源更好的供應商

56、，他們就可以選擇的作比較，使原來的零售商以應付需求后（通過回訂單）。因此，在許多情況下，如果沒有一個良好的庫存，銷售是永遠失去了。</p><p>　　2.3 保持工作的順利 </p><p>　　一個制造商必須具備一定的購買物品（原材料，零部件或部件）能力，以及制造出自己的產(chǎn)品的能力。在許許多多的生產(chǎn)環(huán)節(jié)中往往創(chuàng)新突破的只有</p><p>　　一個項目，這個項

57、目不僅可以改變你從其他的渠道獲得產(chǎn)品，而且還讓你的企業(yè)獲得更高的知名度與利潤。</p><p>　　連續(xù)相關的操作之間的庫存也有助于解決整個行動的依賴。在工作中心的機器往往是根據(jù)工人提供的部分工作依賴于它。如果一個工作中心的機器在工作中停止，那么所有的后續(xù)工作將無法進行，則必定會影響工作的穩(wěn)定性。如果一個工作在制造庫存是每個工作中心之間，那么每一臺機器可以在有限時間內(nèi)保持其運作，希望恢復到原來的操作中心保持供應。

58、 </p><p>　　2.4 節(jié)省時間 </p><p>　　交貨期是時間之間的命令（一個采購訂單或生產(chǎn)訂單發(fā)出到店或工廠車間）和實際接收的貨物擺放是有一定的間隔。 如果供應商（外部公司或內(nèi)部部門或植物）不能按要求提供所需商品，然后在客戶端企業(yè)必須保持一個必要的商品庫存。前置時間越長，規(guī)模較大的商品量的企業(yè)必須進行庫存管理。保持好企業(yè)的存貨供應充足。 一個剛剛實行（JIT

59、）的制造公司，如在士麥那，田納西州的日產(chǎn)，能保持極低的庫存水平。日產(chǎn)汽車座位上需要交付高達18次之多每天。然而，鋼廠可能有一個準備時間長達三個月。這意味著，一個公司，使用在工廠生產(chǎn)的訂單，必須在他們需要至少提前三個月鋼鐵。為了保持其業(yè)務運行的同時，一個三個月的鋼鐵需求對現(xiàn)有庫存是必要的。 </p><p><b>　　2.5 數(shù)量優(yōu)惠 </b></p><p>　　通

60、常公司都會給予價格折扣時購買大量的好。在目前需要什么是多余的庫存來滿足需求，這也是很多企業(yè)在降低產(chǎn)品成本的原因。但是，如果折扣足以抵消額外的持有成本作為多余的庫存而產(chǎn)生的，決定購買的大量使用是合理的。 </p><p><b>　　2.6 平滑要求 </b></p><p>　　有時候，庫存是用來平滑市場需求的地方，是有點古怪的需求要求?？紤]需求預測和生產(chǎn)進度表1所述

61、。 同時必須得注意的是如何使用的庫存使得公司能夠保持穩(wěn)定的輸出率（從而避免了新的招聘和培訓人員的費用），從而建立在預期的需求增加庫存。事實上，這通常被稱為預期庫存。從本質上講，存貨的使用使企業(yè)移動需求的要求，從而平滑的需求。 </p><p><b>　　第三章 控制庫存量</b></p><p>　　庫存還可以用來作為打擊價格上漲和通貨膨脹的手段。銷售人員經(jīng)常

62、打電話給采購商協(xié)商提高價格前不久生效。這使買方有機會購買材料，在目前需要在一個多余的價格低。如果買方價格上漲之后才發(fā)生的就不算是控制庫存量。</p><p>　　某個公司攜帶數(shù)百甚至不同的零件編號，可面對成千上萬的監(jiān)測各部分數(shù)量的庫存水平不可能完成的任務。為了促進這一點，許多公司使用ABC辦法。 ABC分析是基于帕累托分析，也為“80/20”規(guī)則而聞名。 80/20來自帕累托的發(fā)現(xiàn)，百分之二十的民眾擁有百分之八十

63、的財富。從庫存角度看，可以重申正是如此：約百分20之代表所有庫存物品的庫存成本的百分之80。因此，公司可以控制的監(jiān)測和控制其庫存的百分20之百分之80的庫存成本。但是，它必須是正確的百分之二十。 排名前20的公司最昂貴的項目占百分之20的稱為“A”的項目（這應該是近似代表總數(shù)的百分之80庫存成本）。非常便宜的物品或有低需求被稱為的“C”與“B”的A和C之間的物品掉落物品物品。該百分比可能會隨每個企業(yè)的不同而不同，但B項目通常約占

64、百分之三十的項目，總庫存成本的百分之十五。 C項目一般占所有庫存物品的百分之五十，但只有大約百分之五的費用。 通過劃分為A，B或C各存貨項目的公司可以決定的資源（時間，精力和金錢）奉獻給每一個項目。通常這意味著該公司的項目非常密切監(jiān)視，但可以在B和C項定期檢查（例如，每月為B項和C項季刊）。 </p><p><b>　　第四章 總結</b></p><p&g

65、t;　　面對著現(xiàn)時段的庫存管理的缺陷，期待著未來存貨管理的到來，通過利他主義或法律環(huán)境管理，又增加了一個新的層面，庫存管理，逆向供應鏈物流。環(huán)境管理，擴大了公司的存貨類型必須協(xié)調的數(shù)目。除了原材料，在產(chǎn)品，產(chǎn)成品，商品和維修，公司現(xiàn)在必須處理后的消費項目，如廢棄，退貨，可重復使用或可回收容器，以及任何需要維修的項目的數(shù)量，再利用，再循環(huán)，或在其他產(chǎn)品的二次利用。零售商是同一類型的問題與庫存已返回因材料或制造缺陷，或直接交易“改變了我們的

66、庫存環(huán)境，不過這些都可以從客戶的反應上能反映出企業(yè)存貨管理存在的一些問題。 最后，供應鏈管理，已對庫存管理產(chǎn)生重大影響。不僅是管理自己的庫存，而且以利潤最大化和盡量減少單個企業(yè)的成本，今天的公司必須做出庫存決策，造福于整個供應鏈。 </p><p><b>　　參考文獻</b></p><p>　　[1] D. Bertsekas. Dynamic Pro

67、gramming and Optimal Control, (Volumes</p><p>　　1 and 2). Athena Scientific, 2005.</p><p>　　[2] A. Burnetas and P. Ritchken. Option pricing with downward-sloping</p><p>　　demand cu

68、rves: The case of supply chain options. Management Science, 51(4):566–580, 2005.</p><p>　　[3] F. Chen and M. Parlar. Value of a put option to the risk-averse</p><p>　　newsvendor. IIE Transactio

69、ns, 39(5):481–500, 2007.</p><p>　　[4] J. Cox, S. Ross, and M. Rubinstein. Option Pricing: A Simplified</p><p>　　Approach'. International Library of Critical Writings in Economics,</p>

70、<p>　　143:461–495, 2002.</p><p>　　[5] R. Levine and S. Zervos. Stock markets, banks, and economic growth.</p><p>　　American Economic Review, 88(3):537–58, June 1998.</p><p>

71、　　[6] E. L. Porteus. Foundations of Stochastic Inventory Theory. Stanford</p><p>　　University Press, Stanford, 2002.</p><p>　　[7] J. Primbs. Dynamic hedging of basket options under proportiona