【正文】 零庫(kù)存是一種理想化的意愿，但是擁有新的技術(shù)和流程使庫(kù)存管理更有效將會(huì)理那個(gè)理想更進(jìn)一步。庫(kù)存優(yōu)化可以提供比競(jìng)爭(zhēng)對(duì)手大的供應(yīng)鏈業(yè)績(jī)改善和正在進(jìn)行的持續(xù)改善。因此，這條生產(chǎn)線一直運(yùn)行直至成品被制造出來(lái)。Ludhiana小規(guī)模自行車產(chǎn)業(yè) 在Ludhiana內(nèi)和其周圍，有許多非正規(guī)小型自行車廠。沃爾瑪最近宣布他們正在向有挑戰(zhàn)性的理論零庫(kù)存模型邁進(jìn)。沃爾瑪通過(guò)廣泛的采用供應(yīng)商庫(kù)存管理使貨物從制造到商場(chǎng)貨架成為流線型來(lái)和庫(kù)存保持緊密的聯(lián)系。基礎(chǔ)設(shè)施是繼續(xù)尾隨印度經(jīng)濟(jì)增長(zhǎng)的瓶頸環(huán)節(jié)。與它一起，還可以計(jì)算出其他的指標(biāo)，如預(yù)期的庫(kù)存水平，預(yù)計(jì)積壓和their confidence bands 。MRO表示將Xtivity的庫(kù)存優(yōu)化程序（xIO）作為其資產(chǎn)和服務(wù)管理方案的一個(gè)擴(kuò)展。當(dāng)需求和供給不確定時(shí)，Oracle庫(kù)存優(yōu)化系統(tǒng)可以提供解決方案。它也可以得到更高的服務(wù)水平，提高客戶滿意度，提高資產(chǎn)利用率，加速庫(kù)存周轉(zhuǎn)，提高產(chǎn)品的可用性，降低風(fēng)險(xiǎn)，更準(zhǔn)確和更全面的供應(yīng)鏈可視性。在整個(gè)供應(yīng)鏈中，I2庫(kù)存優(yōu)化可以幫助公司的監(jiān)控，管理和優(yōu)化決策，以決定生產(chǎn)什么，購(gòu)買什么以及從誰(shuí)那購(gòu)買，進(jìn)行何種形式和數(shù)量的存貨。它對(duì)改善一些操作流程，例如資源問題管理，服務(wù)保障和規(guī)劃，現(xiàn)場(chǎng)維修和備件管理是極其有用的工具。它需要考慮生產(chǎn)，定位，庫(kù)存和運(yùn)輸。網(wǎng)絡(luò)庫(kù)存一個(gè)網(wǎng)絡(luò)庫(kù)存系統(tǒng)通過(guò)系統(tǒng)來(lái)追蹤物品的移動(dòng)，然后可以找到故障設(shè)備/過(guò)程，并且向要診斷和糾正問題的地方提供所需資料。 在企業(yè)供應(yīng)鏈管理中應(yīng)用RFID技術(shù)可以增加庫(kù)存追蹤和管理的效率。 一個(gè)好的信息系統(tǒng)可以幫助管理者得到準(zhǔn)確的數(shù)據(jù)和做出戰(zhàn)略決策。零庫(kù)存目標(biāo) 首先是發(fā)展和廣泛采用靈活的，先進(jìn)的如制造資源計(jì)劃（MRPII），企業(yè)資源規(guī)劃（ERP），先進(jìn)的規(guī)劃與排程（APS系統(tǒng)），以及專門的供應(yīng)鏈管理軟件系統(tǒng)。Enabling Practices決策者必須對(duì)今后的和下列變量相關(guān)的項(xiàng)目行動(dòng)方針做出謹(jǐn)慎的決策：預(yù)測(cè)和庫(kù)存管理，庫(kù)存管理方法，庫(kù)存計(jì)劃，最佳采購(gòu)，多通道庫(kù)存，實(shí)現(xiàn)零庫(kù)存。寄售模式寄售庫(kù)存模式是在供應(yīng)商將庫(kù)存清單存放在客戶那里同時(shí)保留庫(kù)存清單的所有權(quán)的情況下的VMI的一個(gè)延伸。對(duì)一個(gè)公司來(lái)說(shuō)，VMI的好處除了可以減少缺貨，增加客戶滿意度，還可以降低庫(kù)存。它使整個(gè)供應(yīng)鏈中的庫(kù)存大幅度降低。盡管一個(gè)JIT系統(tǒng)甚至可能是必要的，給出了某些業(yè)務(wù)類型的庫(kù)存要求，但是其優(yōu)點(diǎn)是只有當(dāng)一些重要的風(fēng)險(xiǎn)如由于長(zhǎng)距離運(yùn)輸而延誤的風(fēng)險(xiǎn)能夠減輕時(shí)才能體現(xiàn)。庫(kù)存管理有效性的水平可以衡量一個(gè)特定風(fēng)險(xiǎn)水平，需求的改變或是環(huán)境的變化。通常，這是與材料部門人員的減少一起實(shí)施的，使更少的人掌握工程技術(shù)。上三角側(cè)重于人力資源，客戶管理取向和供應(yīng)商關(guān)系這些軟資源的管理；下三角集中于執(zhí)行有成功準(zhǔn)則的庫(kù)存計(jì)劃，連續(xù)改進(jìn)方法和業(yè)務(wù)連續(xù)性計(jì)劃。在第一階段，經(jīng)營(yíng)策略是保持與內(nèi)部客戶一致。本論文介紹了有效的多庫(kù)存模型，RFID技術(shù)和庫(kù)存優(yōu)化網(wǎng)絡(luò)技術(shù)。供應(yīng)鏈設(shè)計(jì)和優(yōu)化是一個(gè)庫(kù)存優(yōu)化方案，它能幫助公司滿足顧客需求的同時(shí)平衡供給和運(yùn)行效率之間的限制。對(duì)比傳統(tǒng)的“一次一個(gè)”邊際庫(kù)存水平設(shè)置，庫(kù)存優(yōu)化，同時(shí)決定所有的SKU的庫(kù)存水平和實(shí)現(xiàn)整個(gè)服務(wù)和投資的限制或目標(biāo)。系統(tǒng)中的任何庫(kù)存都是由流程之間的延遲（需求、分配、轉(zhuǎn)接、記錄和生產(chǎn)）或者流量的變更引起的。引言運(yùn)用供應(yīng)鏈規(guī)劃和最新的軟件，企業(yè)用盡可能最好的方式管理庫(kù)存，在不犧牲顧客服務(wù)需求的條件下保持庫(kù)存量最低。以零庫(kù)存為目標(biāo)將促進(jìn)業(yè)務(wù)流程中有效的庫(kù)存管理。s parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Builtup Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.WalMartWalMart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. WalMart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK. WalMart keeps close track of the inventories by extensively adopting vendormanaged inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.WalMart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The pany keeps tabs on all of its merchandize by outfitting its products with RFID.WalMart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internetbased system for distribution network with realtime updates and low costs. Chordus determined that only SAP R/3 could acmodate this cuttingedge operational model for its network of 150 dealerowned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks.Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week39。 ?Balance under stock/overstock。 ?Identify lost demands。 ?Track key inventory metrics。 the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expenditure and quality improvement. The hexagon model bines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, petitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourci