关于Husky公司库存管理问题的探讨
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摘要
传统的库存管理,就是物料管理。人们花大量的时间与精力去优化库存(物料成本优化),但是效果却总是没有达到预期效果。随着各企业界及学术界对库存重要性的逐步认识,形成了一套在采用JIT的基础上实施库存管理的策略,以达到降低库存成本的目的。
由于Husky公司的原材料库存占总库存的90%以上,为降低库存水平,本论文以Husky公司热流道部门的原材料库存为研究对象,结合热流道部门的实际库存情况,研究库存结构、库存周转率、呆滞库存等;分析高库存产生的原因;引入零库存概念,运用库存管理方法对Husky公司热流道部门的看板系统提出改进,重新设置物料Baan系统中有关采购的各项重要参数,并加强JIT采购和第三方物流合作。
在剖析库存管理方法和存在问题的基础上,最后结合供应链库存控制策略,对库存零件进行ABC分类,针对不同类别的零件分别实施寄售或供应商库存管理,最大程度的将库存维持在合理水平,以达到“防止超储积压或不足,满足生产与销售的需要,减少资金占用”的目的,使库存总成本最低,并提高企业竞争力。
In the tradition view, inventory management is simply equal to material management. People took a large of time and energy to optimize the inventory (emphasize on material cost), however, the result didn't meet anticipation. With the further knowledge of inventory importance in business circle and academic circle, there are a series of strategies of inventory management based on Just-in-time implement to achieve the goal of inventory cost reduction.
As the material inventory is above 90% of total inventory in Husky, to decrease the inventory level, here the thesis focuses on the research of material inventory control in Hot Runner Department of Husky Company. According to the actual situation of material inventory, the thesis investigates the structure of inventory, inventory turns, dead inventory etc., analyzes the reason of high or unreasonable inventory; introduces the conception of zero inventories; applies the methods of inventory management to improve Kanban system, resets the important fields of purchasing in Baan system, and strengthens Just-in-Time purchasing and corporation with TPL in Hot Runner of Husky.
On the foundation of methods knowledge of inventory management and current problem analysis, the thesis finally combines the strategies of inventory control, such as ABC code classification, consignment and VMI (vendor managed inventory) to keep the inventory to be a more reasonable level and realize the target of "preventing excess and shortage, meeting the requirements of production and sales, improving the capital flow", meanwhile, to minimize inventory cost and strengthen the competitive power of enterprise.
由于Husky公司的原材料库存占总库存的90%以上,为降低库存水平,本论文以Husky公司热流道部门的原材料库存为研究对象,结合热流道部门的实际库存情况,研究库存结构、库存周转率、呆滞库存等;分析高库存产生的原因;引入零库存概念,运用库存管理方法对Husky公司热流道部门的看板系统提出改进,重新设置物料Baan系统中有关采购的各项重要参数,并加强JIT采购和第三方物流合作。
在剖析库存管理方法和存在问题的基础上,最后结合供应链库存控制策略,对库存零件进行ABC分类,针对不同类别的零件分别实施寄售或供应商库存管理,最大程度的将库存维持在合理水平,以达到“防止超储积压或不足,满足生产与销售的需要,减少资金占用”的目的,使库存总成本最低,并提高企业竞争力。
In the tradition view, inventory management is simply equal to material management. People took a large of time and energy to optimize the inventory (emphasize on material cost), however, the result didn't meet anticipation. With the further knowledge of inventory importance in business circle and academic circle, there are a series of strategies of inventory management based on Just-in-time implement to achieve the goal of inventory cost reduction.
As the material inventory is above 90% of total inventory in Husky, to decrease the inventory level, here the thesis focuses on the research of material inventory control in Hot Runner Department of Husky Company. According to the actual situation of material inventory, the thesis investigates the structure of inventory, inventory turns, dead inventory etc., analyzes the reason of high or unreasonable inventory; introduces the conception of zero inventories; applies the methods of inventory management to improve Kanban system, resets the important fields of purchasing in Baan system, and strengthens Just-in-Time purchasing and corporation with TPL in Hot Runner of Husky.
On the foundation of methods knowledge of inventory management and current problem analysis, the thesis finally combines the strategies of inventory control, such as ABC code classification, consignment and VMI (vendor managed inventory) to keep the inventory to be a more reasonable level and realize the target of "preventing excess and shortage, meeting the requirements of production and sales, improving the capital flow", meanwhile, to minimize inventory cost and strengthen the competitive power of enterprise.
引文
[1]柳键 基于时变需求的供应链库存决策研究中国科学技术大学出版社2005年9月P24-25
[2]同上
[1]上海现代物流教材编写委员会 现代物流管理教程(中级)2004.2 P323
[1]柳键 基于时变需求的供应链库存决策研究 中国科学技术大学出版社2005年9月P24-25
[1]Monahan J P.A Quantity Discount Pricing Model to Increase Vendor's Profits.Management Science,1984,30;720-726
[2]Lee H L,Rosenbllatt M J.A Generalized Quantity Discount Pricing Model to Increase Supplier Profits.Management Science,1986,32(9);1177-1185
[3]Banerjee A.A Joint Economic Lot Size Model for Purchaser and Vendor,Decision Sciences,1986,17;292-311
[4]Kohli R,Park H.Coordinating Buyer-seller Transactions Across Multiple Products.Management Science,1994,40(9);45-50
[5]邵晓峰,黄培清,季建华.供应链中供需双方合作批量模型的研究.管理工程学报,2001(2)
[6]David I,Eben-Chaime M.How Far Should JIT Vendor-buyer Relationships Go? Int.J production Economics,2003,81;361-368
[7]Joglekar P N.Comments on "A quantity Discount Pricing Model to Increase Vendor Profits".Management Science,1988,34;1393-1398
[8]DongY,Kefeng X.A Supply Chain Model of Vendor Managed Inventory.Transportation Research Part E,2002,38;9075-9095
[1]达庆利、张钦、沈厚 才管理科学学报2003年6月第6卷第3期
[1]资料来源;摘自Robert Landeros and David M.Lyth,"Economic-Lot-Size Models for cooperative Inter-Organizational Relationship" Journal of Business Logistics 10,no.2(1989);149
[2]Douglas M.Lamber and Bernard J.Lalonde,"Inventory Carrying Costs," Management Accounting(August 1976);31-35.
[1]柳健.基于时变需求的供应链库存决策研究.第1版.合肥;中国科学技术大学出版社.2005.9;1-2,14-19
[2]上海现代物流教材编写委员会.现代物流管理教程(中级).第1版.上海;上海三联书店.2004.2;355-358
[3]Monahan J P.A Quantity Discount Pricing Model to Increase Vendor's Profits.Management Science,1984,30;720-726
[4]Lee H L,Rosenbllatt M J.A Generalized Quantity Discount Pricing Model to Increase Supplier Profits.Management Science,1986,32(9);1177-1185
[5]Banerjee A.A Joint Economic Lot Size Model for Purchaser and Vendor,Decision Sciences,1986,17;292-311
[6]Kohli R,Park H.Coordinating Buyer-seller Transactions Across Multiple Products.Management Science,1994,40(9);45-50
[7]邵晓峰,黄培清,季建华.供应链中供需双方合作批量模型的研究.管理工程学报,2001(2)
[8]David I,Eben-Chaime M.How Far Should JIT Vendor-buyer Relationships Go? Int.J production Economics,2003,81;361-368
[9]Joglekar P N.Comments on "A quantity Discount Pricing Model to Increase Vendor Profits".Management Science,1988,34;1393-1398
[10]Dong Y,Kefeng X.A Supply Chain Model of Vendor Managed Inventory.Transportation Research Part E,2002,38;9075-9095
[11]Robert Landeros and David M.Lyth,"Economic-Lot-Size Models for cooperative Inter-Organizational Relationship" Journal of Business Logistics 10,no.2(1989);149
[12]Douglas M.Lamber and Bernard J.Lalonde,"Inventory Carrying Costs," Management Accounting(August 1976);31-35.
[13]Husky Purchasing Scorecards Metrics 2006.9 Husky公司内部采购数据
[14]Husky Slow Moving Criteria
[15]Husky Financial and Sales Report公司内部财务及销售数据
[16]Ronald H.Ballou,企业物流管理——供应链的规划、组织和控制(王晓东, 胡瑞娟译)北京.机械工业出版社.2006.2;255-257
[17]蔡临宁.物流系统规划——建模及实例分析.第1版.北京;机械工业出版社.2005.8;P149-150
[18]赵刚 物流运筹.第1版.四川;四川人民出版社.2002.10;120-133
[19]马士华,林勇.供应链管理.第2版.北京;机械工业出版社.2005.8;341-348
[20]达庆利,张钦,沈厚才 管理科学学报2003.6第6卷第3期
[21]Stefan Minner.Strategic Safety Stocks in reverse logistics supply chain[dissertation].Faculty of Economics and Management,Otto-von-Guericke-University of Magdeburg,Germany 2001
[22]Jeremy Shapiro.Modeling the Supply Chain 影印版 北京;中信出版社.2002.5;477-486
[23]Sunil Chopra,Peter Meindl.Supply Chain Management—Strategy,Planning,and Operation.影印版 北京;清华大学出版社.2001.9;180-185
[24]Steven Nahmias.Production and Operations Analysis 4th Edition影印版北京;清华大学出版社.2003.7;21-23,194-201,275,387-397
[25]王焰.一体化的供应链——战略、设计与管理.北京;中国物资出版社,2002.1;102-105
[26]兰洪杰,施先亮,赵启兰.供应链与企业物流管理.北京;清华大学出版社,2004;202-210
[27]Ellram L M.Supply Chain Management;The Industrial Organization Perspective.International Journal of Physical Distribution & Logistics Management,1991,21(1);13-22
[2]同上
[1]上海现代物流教材编写委员会 现代物流管理教程(中级)2004.2 P323
[1]柳键 基于时变需求的供应链库存决策研究 中国科学技术大学出版社2005年9月P24-25
[1]Monahan J P.A Quantity Discount Pricing Model to Increase Vendor's Profits.Management Science,1984,30;720-726
[2]Lee H L,Rosenbllatt M J.A Generalized Quantity Discount Pricing Model to Increase Supplier Profits.Management Science,1986,32(9);1177-1185
[3]Banerjee A.A Joint Economic Lot Size Model for Purchaser and Vendor,Decision Sciences,1986,17;292-311
[4]Kohli R,Park H.Coordinating Buyer-seller Transactions Across Multiple Products.Management Science,1994,40(9);45-50
[5]邵晓峰,黄培清,季建华.供应链中供需双方合作批量模型的研究.管理工程学报,2001(2)
[6]David I,Eben-Chaime M.How Far Should JIT Vendor-buyer Relationships Go? Int.J production Economics,2003,81;361-368
[7]Joglekar P N.Comments on "A quantity Discount Pricing Model to Increase Vendor Profits".Management Science,1988,34;1393-1398
[8]DongY,Kefeng X.A Supply Chain Model of Vendor Managed Inventory.Transportation Research Part E,2002,38;9075-9095
[1]达庆利、张钦、沈厚 才管理科学学报2003年6月第6卷第3期
[1]资料来源;摘自Robert Landeros and David M.Lyth,"Economic-Lot-Size Models for cooperative Inter-Organizational Relationship" Journal of Business Logistics 10,no.2(1989);149
[2]Douglas M.Lamber and Bernard J.Lalonde,"Inventory Carrying Costs," Management Accounting(August 1976);31-35.
[1]柳健.基于时变需求的供应链库存决策研究.第1版.合肥;中国科学技术大学出版社.2005.9;1-2,14-19
[2]上海现代物流教材编写委员会.现代物流管理教程(中级).第1版.上海;上海三联书店.2004.2;355-358
[3]Monahan J P.A Quantity Discount Pricing Model to Increase Vendor's Profits.Management Science,1984,30;720-726
[4]Lee H L,Rosenbllatt M J.A Generalized Quantity Discount Pricing Model to Increase Supplier Profits.Management Science,1986,32(9);1177-1185
[5]Banerjee A.A Joint Economic Lot Size Model for Purchaser and Vendor,Decision Sciences,1986,17;292-311
[6]Kohli R,Park H.Coordinating Buyer-seller Transactions Across Multiple Products.Management Science,1994,40(9);45-50
[7]邵晓峰,黄培清,季建华.供应链中供需双方合作批量模型的研究.管理工程学报,2001(2)
[8]David I,Eben-Chaime M.How Far Should JIT Vendor-buyer Relationships Go? Int.J production Economics,2003,81;361-368
[9]Joglekar P N.Comments on "A quantity Discount Pricing Model to Increase Vendor Profits".Management Science,1988,34;1393-1398
[10]Dong Y,Kefeng X.A Supply Chain Model of Vendor Managed Inventory.Transportation Research Part E,2002,38;9075-9095
[11]Robert Landeros and David M.Lyth,"Economic-Lot-Size Models for cooperative Inter-Organizational Relationship" Journal of Business Logistics 10,no.2(1989);149
[12]Douglas M.Lamber and Bernard J.Lalonde,"Inventory Carrying Costs," Management Accounting(August 1976);31-35.
[13]Husky Purchasing Scorecards Metrics 2006.9 Husky公司内部采购数据
[14]Husky Slow Moving Criteria
[15]Husky Financial and Sales Report公司内部财务及销售数据
[16]Ronald H.Ballou,企业物流管理——供应链的规划、组织和控制(王晓东, 胡瑞娟译)北京.机械工业出版社.2006.2;255-257
[17]蔡临宁.物流系统规划——建模及实例分析.第1版.北京;机械工业出版社.2005.8;P149-150
[18]赵刚 物流运筹.第1版.四川;四川人民出版社.2002.10;120-133
[19]马士华,林勇.供应链管理.第2版.北京;机械工业出版社.2005.8;341-348
[20]达庆利,张钦,沈厚才 管理科学学报2003.6第6卷第3期
[21]Stefan Minner.Strategic Safety Stocks in reverse logistics supply chain[dissertation].Faculty of Economics and Management,Otto-von-Guericke-University of Magdeburg,Germany 2001
[22]Jeremy Shapiro.Modeling the Supply Chain 影印版 北京;中信出版社.2002.5;477-486
[23]Sunil Chopra,Peter Meindl.Supply Chain Management—Strategy,Planning,and Operation.影印版 北京;清华大学出版社.2001.9;180-185
[24]Steven Nahmias.Production and Operations Analysis 4th Edition影印版北京;清华大学出版社.2003.7;21-23,194-201,275,387-397
[25]王焰.一体化的供应链——战略、设计与管理.北京;中国物资出版社,2002.1;102-105
[26]兰洪杰,施先亮,赵启兰.供应链与企业物流管理.北京;清华大学出版社,2004;202-210
[27]Ellram L M.Supply Chain Management;The Industrial Organization Perspective.International Journal of Physical Distribution & Logistics Management,1991,21(1);13-22