【正文】 庫存決策 CR (2023) Prentice Hall, Inc. Chapter 9 每一個管理上的失誤最后都會變成庫存。 “Every management mistake ends up in inventory.” Michael C. Bergerac Former Chief Executive Revlon, Inc. 1 產(chǎn)品計劃三角形 Product in the Planning Triangle CR (2023) Prentice Hall, Inc. PLANNING ORGANIZING CONTROLLING Transport Strategy ? Transport fundamentals ? Transport decisions Customer service goals ? The product ? Logistics service ? Ord . proc. info. sys. Inventory Strategy ? Forecasting ? Inventory decisions ? Purchasing and supply scheduling decisions ? Storage fundamentals ? Storage decisions Location Strategy ? Location decisions ? The work planning process 計劃 組織 控制 product 庫存戰(zhàn)略 預(yù)測 客戶服務(wù)目標(biāo) 采購和供應(yīng)時間決策 存儲基礎(chǔ)知識 存儲決策 產(chǎn)品 物流服務(wù) 訂單管理和信息系統(tǒng) 庫存決策 運輸戰(zhàn)略 運輸基礎(chǔ)知識 運輸決策 選址戰(zhàn)略 選址決策 網(wǎng)絡(luò)規(guī)劃流程 2 Inventory Decisions in Strategy CR (2023) Prentice Hall, Inc. PLANNING ORGANIZING CONTROLLING Transport Strategy ? Transport fundamentals ? Transport decisions Customer service goals ? The product ? Logistics service ? Ord . proc. info. sys. Inventory Strategy ? Forecasting ? Inventory decisions ? Purchasing and supply scheduling decisions ? Storage fundamentals ? Storage decisions Location Strategy ? Location decisions ? The work planning process PLANNING ORGANIZING CONTROLLING 3 CR (2023) Prentice Hall, Inc. 什么是庫存 What are Inventories? ?庫存就是在企業(yè)生產(chǎn)和物流渠道中各點堆積的原材料、供給品、零部件、半成品和成品。 4 CR (2023) Prentice Hall, Inc. Where are Inventories? Material sources Inbound transportation Production Outbound transportation Finished goods warehousing Customers Inventory locations Finished goods Shipping Inventories inprocess Receiving Production materials 94 原料來源 生產(chǎn) 內(nèi)向運輸 外向運輸 成品儲存 客戶 原材料 半成品 成品 庫存選址 5 CR (2023) Prentice Hall, Inc. Reasons for Inventories 首先，保有庫存可以使生產(chǎn)的批量更大、批次更少，運作水平更高，因而產(chǎn)生經(jīng)濟(jì)效益 其次，保有庫存有助于實現(xiàn)采購和運輸中的成本節(jié)約 第三，先期購買可以在當(dāng)前交易的低價位購買額外數(shù)量的產(chǎn)品。 第四，抵銷生產(chǎn)和運輸過程中的不確定性 第五，應(yīng)付突發(fā)事件。 6 CR (2023) Prentice Hall, Inc. Reasons for Inventories ?Improve customer service Provides immediacy in product availability ?Encourage production, purchase, and transportation economies Allows for long production runs Takes advantage of pricequantity discounts Allows for transport economies from larger shipment sizes ?Act as a hedge against price changes Allows purchasing to take place under most favorable price terms ?Protect against uncertainties in demand and lead times Provides a measure of safety to keep operations running when demand levels and lead times cannot be known for sure ?Act as a hedge against contingencies Buffers against such events as strikes, fires, and disruptions in supply 7 CR (2023) Prentice Hall, Inc. Reasons Against Inventories ?第一，庫存被認(rèn)為是一種浪費 ?第二，庫存可能掩蓋質(zhì)量問題 ?第三，保有庫存鼓勵人們以獨立的觀點來看待物流渠道整體的管理問題 8 CR (2023) Prentice Hall, Inc. Reasons Against Inventories ?They consume capital resources that might be put to better use elsewhere in the firm ?They too often mask quality problems that would more immediately be solved without their presence ?They divert management’s attention away from careful planning and control of the supply and distribution channels by promoting an insular attitude about channel management 9 ?流通渠道 Pipeline （ Inventories in transit） ?投機 Speculative Goods purchased in anticipation of price increases ?定期性或周期性特征 Regular/Cyclical/Seasonal Inventories held to meet normal operating needs ?安全 Safety Extra stocks held in anticipation of demand and lead time uncertainties ?倉耗 Obsolete/Dead Stock Inventories that are of little or no value due to being out of date, spoiled, damaged, etc. Types of Inventories 10 ?持久性需求 Perpetual demand Continues well into the foreseeable future ?季節(jié)性需求 Seasonal demand Varies with regular peaks and valleys throughout the year ?尖峰需求 Lumpy demand Highly variable ?規(guī)律性需求 Regular demand Not highly variable (3? Mean) ?終端需求 Terminating demand Demand goes to 0 in foreseeable future ?派生需求 Derived demand Demand is determined from the demand of another item of which it is a part Nature of Demand Accurately forecasting demand is singly the most important factor in good inventory management 11 CR (2023) Prentice Hall, Inc. ?拉動式庫存管理法 Pull 基于每個倉庫的特定需求以一定的訂貨批量補足庫存 每一個存儲點獨立 Each stocking location is considered independent 最大化控制庫存 Maximizes local control of inventories ?推動式庫存管理法 Push 根據(jù)總需求分配產(chǎn)品到庫存點 鼓勵規(guī)模生產(chǎn) 準(zhǔn)時生產(chǎn)制 Justintime 同步庫存流量以滿足需求 Attempts to synchronize stock flows so as to just meet demand as it occurs 最小化庫存 Minimizes the need for inventory Inventory Management Philosophies 12 CR (2023) Prentice Hall, Inc. ?拉動式庫存管理法 Pull Draws inventory into the stocking location Each stocking location is considered independent Maximizes local control of inventories ?推動式庫存管理法 Push Allocates production to stocking locations based on overall demand Encourages economies of scale in production ?準(zhǔn)時生產(chǎn)制 Justintime Attempts to synchronize stock flows so as to just meet demand as it occurs Minimizes the need for inventory Inventory Management Philosophies 13 CR (2023) Prentice Hall, Inc. ?供給驅(qū)動 SupplyDriven 供應(yīng)量和時間未知 Supply quantities and timing are unknown 所有的供應(yīng)必須接受和處理 All supply must be accepted and processed 通過需求控制庫存 Inventories are controlled through demand ?聯(lián)合控制 Aggregate Control ?項目分類 ?項目