畢業(yè)論文英文參考文獻(xiàn)及譯文

InventorymanagementInventoryControlOntheso-called"inventorycontrol",manypeoplewillinterpretitasa"storagemanagement",whichisactuallyabigdistortion.Thetraditionalnarrowview,mainlyforwarehouseinventorycontrolofmaterialsforinventory,dataprocessing,storage,distribution,etc.,throughtheimplementationofanti-corrosion,temperatureandhumiditycontrolmeans,tomakethecustodyofthephysicalinventorytomaintainoptimumpurposes.Thisisjustaformofinventorycontrol,orcanbedefinedasthephysicalinventorycontrol.How,then,fromabroadperspectivetounderstandinventorycontrol?Inventorycontrolshouldberelatedtothecompany'sfinancialandoperationalobjectives,inparticularoperatingcashflowbyoptimizingtheentiredemandandsupplychainmanagementprocesses(DSCM),areasonablesetofERPcontrolstrategy,andsupportedbyappropriateinformationprocessingtools,toolstoachievedinensuringthetimelydeliveryofthepremise,asfaraspossibletoreduceinventorylevels,reducinginventoryandobsolescence,theriskofdevaluation.Inthissense,thephysicalinventorycontroltoachievefinancialgoalsisjustameanstocontroltheentireinventoryorjustanecessarypart;fromtheperspectiveoforganizationalfunctions,physicalinventorycontrol,warehousemanagementismainlytheresponsibilityofThebroadinventorycontrolisthedemandandsupplychainmanagement,andthewholecompany'sresponsibility.Whyuntilnowmanypeople'sunderstandingofinventorycontrol,limitedphysicalinventorycontrol?Thefollowingtworeasonscannotbeignored:First,ourenterprisesdonotattachimportancetoinventorycontrol.Especiallythosewhobenefitrelativelygoodbusiness,aslongasthereismoneyonthefewpeopletoconsidertheproblemofinventoryturnover.Inventorycontrolissimplyinterpretedaswarehousemanagement,unlessthetimetospendmoney,itmayhavebeentoseetheinventoryproblem,andseetheresultsareoftenverysimpleprocurementtobuymore,ordidnotdowarehousedepartments.Second,ERPmisleading.InvoicingsoftwareissimpleaudacitytocallitERP,companiesontheirso-calledERPcanreducethenumberofinventory,inventorycontrol,seemstorelyontheirsmallsoftwarecanget.EvenasSAP,BAANERPworld,thefieldofthesebigboys,butalsotheirsimplemodulesinsidethewarehousemanagementfunctionalityisdefinedas"inventorymanagement"or"inventorycontrol."Thismakesthealreadynotquiteunderstandwhatourinventorycontrol,butnotsurewhatisinventorycontrol.Infact,fromtheperspectiveofbroadlyunderstood,inventorycontrol,shouldincludethefollowing:First,thefundamentalpurposeofinventorycontrol.Weknowthattheso-calledworld-classmanufacturing,twokeyassessmentindicators(KPI)is,customersatisfactionandinventoryturns,inventoryturnsandthisisactuallythefundamentalobjectiveofinventorycontrol.Second,inventorycontrolmeans.Increaseinventoryturns,relyingsolelyontheso-calledphysicalinventorycontrolisnotenough,itshouldbethedemandandsupplychainmanagementprocessflowofthislargeoutput,andthisbigwarehousemanagementprocessesinadditiontoincludingthislink,themoreimportantThesectionalsoincludes:forecastingandorderprocessing,productionplanningandcontrol,materialsplanningandpurchasingcontrol,inventoryplanningandforecastinginitself,aswellasfinishedproducts,rawmaterials,distributionanddeliveryofthestrategy,andevencustomsmanagementprocesses.Andwiththedemandandsupplychainmanagementprocessesthroughouttheprocess,itistheinformationflowandcapitalflowmanagement.Inotherwords,inventoryitselfisacrosstheentiredemandandsupplymanagementprocessesinallaspectsofinventorycontrolinordertoachievethefundamentalpurpose,itmustcontrolallaspectsofinventory,ratherthanjustmanagethephysicalinventoryathand.Third,inventorycontrol,organizationalstructureandassessment.Sinceinventorycontrolisthedemandandsupplychainmanagementprocesses,output,inventorycontroltoachievethefundamentalpurposeofthisprocessmustbecompatiblewitharationalorganizationalstructure.Untilnow,wecanseethatmanycompanieshaveonlyonepurchasingdepartment,purchasingdepartmentfollowingpipewarehouse.Thisisfarshortofinventorycontrolrequirements.Fromthedemandandsupplychainmanagementprocessanalysis,weknowthatpurchasingandwarehousemanagementistheexecutivearmofthetypical,andinventorycontrolshouldfocusonprevention,theexecutivebranchisverydifficultto"preventinventory"forthesimplereasonthattheyassessmentindicatorsinlargeparttoensuresupply(production,customer).Howtheactualsituation,areasonabledemandandsupplychainmanagementprocesses,andthussetthecorrespondingrationalorganizationalstructureandisaquestionmanyofourenterprisestoexploreTheroleofinventorycontrolInventorymanagementisanimportantpartofbusinessmanagement.Intheproductionandoperationactivities,inventorymanagementmustensurethatboththeproductionplantforrawmaterials,sparepartsdemand,butalsodirectlyaffectthepurchasing,salesofshare,salesactivities.Tomakeaninventoryofcorporateliquidity,acceleratecashflow,thesecurityofsupplyunderthepremiseofminimizingYakufunds,directlyaffectstheoperationalefficiency.Ensuretheproductionandoperationneedsofthepremise,sokeepinventoriesatareasonablelevel;dynamicinventorycontrol,timely,appropriateproposedordertoavoidoverstorageoroutofstock;reduceinventoryfootprint,lowertotalcostofinventory;controlstockfundsusedtoacceleratecashflow.Problemsarisingfromexcessiveinventory:increasedwarehousespaceandinventorystoragecosts,therebyincreasingproductcosts;takealotofliquidity,resultinginsluggishcapital,notonlyincreasedtheburdenofpaymentofinterest,etc.,wouldaffectthetimevalueofmoneyandopportunityincome;finishedproductsandrawmaterialscausedbyphysicallossandintangiblelosses;alargenumberofenterpriseresourceidle,affectingtheirrationalallocationandoptimization;covertheproduction,operationofthewholeprocessofthevariouscontradictionsandproblems,isnotconducivetoimprovethemanagementlevel.Inventoryistoosmalltheresultingproblems:servicelevelscausedadeclineintheprofitimpactofmarketingandcorporatereputation;productionsystemcausedbyinadequatesupplyofrawmaterialsorothermaterials,affectingthenormalproductionprocess;toshortenleadtimes,increasethenumberoforders,soorder(production)costs;affectthebalanceofproductionandassemblyofcompletesets.NotesInventorymanagementshouldparticularlyconsiderthefollowingtwoquestions:First,accordingtosalesplans,accordingtotheplannedproductionofthegoodscirculatedinthemarket,weshouldconsiderwhere,howmuchstorage.Second,startingfromthelevelofserviceandeconomicbenefitstodeterminehowtoensureinventoriesandsupplementaryquestions.Thetwoproblemswiththeinventoryinthelogisticsprocessfunctions.Ingeneral,theinventoryfunction:(1)topreventinterrupted.Receivedorderstoshortenthedeliveryofgoodsfromthetimeinordertoensurequalityservice,atthesametimetopreventoutofstock.(2)toensureproperinventorylevels,savinginventorycosts.(3)toreducelogisticscosts.Supplementwiththeappropriatetimeintervalcompatiblewiththereasonabledemandofthecargoinordertoreducelogisticscosts,eliminateoravoidsalesfluctuations.(4)ensuretheproductionplanning,smoothtoeliminateoravoidsalesfluctuations.(5)displayfunction.(6)reserve.Massstoragewhenthepricefalls,reducelosses,torespondtodisastersandothercontingencies.Aboutthewarehouse(inventory)onwhatthequestion,wemustconsiderthenumberandlocation.Ifthedistributioncenter,itshouldbepossibleaccordingtocustomerneeds,setatanappropriateplace;ifitisstoredincentralplacestominimizethecomplementaryprincipletothedistributioncenters,thereisnoplacecertainrequirements.Whenthestockbaseisestablished,willhavetotakeintoaccountarestoredinvariouslocationsinwhatcommodities. 庫(kù)存管理庫(kù)存控制在談到所謂“庫(kù)存控制〞的時(shí)候，很多人將其理解為“HYPERLINK\o"倉(cāng)儲(chǔ)管理"倉(cāng)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(kù)存控制主要是針對(duì)倉(cāng)庫(kù)的物料進(jìn)展盤點(diǎn)、數(shù)據(jù)處理、保管、發(fā)放等，通過(guò)執(zhí)行防腐、溫濕度控制等手段，到達(dá)使保管的實(shí)物庫(kù)存保持最正確狀態(tài)的目的。這只是庫(kù)存控制的一種表現(xiàn)形式，或者可以定義為實(shí)物庫(kù)存控制。那么，如何從廣義的角度去理解庫(kù)存控制呢？庫(kù)存控制應(yīng)該是為了到達(dá)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(guò)優(yōu)化整個(gè)需求與供給鏈管理流程(HYPERLINK\o"DSCM"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(kù)存水平，減少庫(kù)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(kù)存控制僅僅是實(shí)現(xiàn)公司HYPERLINK\o"財(cái)務(wù)目標(biāo)"財(cái)務(wù)目標(biāo)的一種手段，或者僅僅是整個(gè)庫(kù)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(kù)存控制主要是倉(cāng)儲(chǔ)管理部門的責(zé)任，而廣義的庫(kù)存控制應(yīng)該是整個(gè)需求與供給鏈管理部門，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(kù)存控制的理解僅僅局限于實(shí)物庫(kù)存控制呢？以下兩方面的原因是不可無(wú)視的：第一、我們的企業(yè)不重視庫(kù)存控制。特別是那些效益比擬好的企業(yè)，只要有錢賺，就很少有人去考慮庫(kù)存周轉(zhuǎn)的問(wèn)題。庫(kù)存控制被簡(jiǎn)單地理解為倉(cāng)儲(chǔ)管理，除非到了沒(méi)錢花的時(shí)候，才可能有人去看庫(kù)存問(wèn)題，而看的結(jié)果也往往是很簡(jiǎn)單，采購(gòu)置多了，或者是HYPERLINK\o"倉(cāng)儲(chǔ)"倉(cāng)儲(chǔ)部門的工作沒(méi)有做好。第二、HYPERLINK\o"ERP"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(kù)存，似乎庫(kù)存控制就靠他們的小軟件就可以搞定了。即使像HYPERLINK\o"SAP"SAP、HYPERLINK\o"BAAN"BAAN這些世界ERP領(lǐng)域的老大們，也在他們的功能模塊里面把簡(jiǎn)單的倉(cāng)儲(chǔ)管理功能定義為“庫(kù)存管理〞或者“庫(kù)存控制〞。這樣就使得本來(lái)就不太明白什么叫庫(kù)存控制的我們，更搞不清楚什么叫庫(kù)存控制了。其實(shí)，從廣義地角度理解庫(kù)存控制，應(yīng)該包括以下幾點(diǎn)：第一、庫(kù)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)(HYPERLINK\o"KPI"KPI)就是，HYPERLINK\o"客戶滿意度"客戶滿意度以及HYPERLINK\o"庫(kù)存周轉(zhuǎn)率"庫(kù)存周轉(zhuǎn)率，而這個(gè)庫(kù)存周轉(zhuǎn)率實(shí)際上就是庫(kù)存控制的根本目的所在。第二、庫(kù)存控制的手段。庫(kù)存周轉(zhuǎn)率的提高，單單靠所謂的實(shí)物庫(kù)存控制是遠(yuǎn)遠(yuǎn)不夠的，它應(yīng)該是整個(gè)需求與供給鏈管理這個(gè)大流程流程的輸出，而這個(gè)大流程除了包括倉(cāng)儲(chǔ)管理這個(gè)環(huán)節(jié)之外，更重要的局部還包括：HYPERLINK\o"預(yù)測(cè)"預(yù)測(cè)與HYPERLINK\o"訂單處理"訂單處理，生產(chǎn)方案與控制，物料方案與采購(gòu)控制，庫(kù)存方案與預(yù)測(cè)本身，以及成品、原材料的HYPERLINK\o"配送"配送與發(fā)貨的策略，甚至包括海關(guān)管理流程。而伴隨著需求與供給鏈管理流程的整個(gè)過(guò)程，那么是HYPERLINK\o"信息流"信息流與HYPERLINK\o"資金流"資金流的管理。也就是說(shuō)，庫(kù)存本身是貫穿于整個(gè)需求與供給管理流程的各個(gè)環(huán)節(jié)，要想到達(dá)庫(kù)存控制的根本目的，就必須控制好各個(gè)環(huán)節(jié)上的庫(kù)存，而不是僅僅管理好已經(jīng)到手的實(shí)物庫(kù)存。第三、庫(kù)存控制的HYPERLINK\o"組織構(gòu)造"組織構(gòu)造與考核。既然庫(kù)存控制是整個(gè)需求與供給鏈管理流程的輸出，要實(shí)現(xiàn)庫(kù)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)的合理的組織構(gòu)造。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(gòu)部，采購(gòu)部下面管倉(cāng)庫(kù)。這是遠(yuǎn)不能適應(yīng)庫(kù)存控制要求的。從需求與HYPERLINK\o"供給鏈"供給鏈的管理流程分析，我們知道，采購(gòu)與倉(cāng)儲(chǔ)管理都是典型的執(zhí)行部門，而庫(kù)存的控制應(yīng)該預(yù)防為主，執(zhí)行部門是很難去“預(yù)防庫(kù)存〞的，原因很簡(jiǎn)單，他們的考核指標(biāo)在很大程度上是為了保證供給(生產(chǎn)、客戶)。如何根據(jù)企業(yè)的實(shí)際情況，建立合理的需求與供給鏈管理流程，從而設(shè)置與之相應(yīng)的合理的組織構(gòu)造，是