装备保障信息化建设研究

推进装备保障信息化建设,应在理论上科学认识装备保障信息化的内涵、建设内容和关键技术。文章在给出装备保障信息化概念的基础上,提出了装备保障信息化建设的总体目标及主要内容,分析了信息化建设所依赖的主要技术,论述了如何进行信息化管理。     

装备保障物流信息化系统评估研究

本文依据装备保障物流信息化系统建设的特点，结合当前信息化评估技术的最新研究成果，全面分析了系统评估的指标建模原则，并提出了装备保障物流信息化系统评估的指标体系结构，为装备保障物流信息化系统的评估提供了指导方法。     

装备保障信息化评价指标体系的构建与分析

在装备保障信息化建设中，需要建立一套信息化指标评价体系，用于科学评价目前的信息化建设水平并指导今后的信息化建设。本文针对我军装备保障信息化建设的现状并借鉴国家信息化评价体系的研究方法，构建装备保障信息化指标体系．对其权重和量纲及评价方法进行分析。     

战时装备器材应急保障探析

就高技术条件下装备器材保障的新要求、存在的主要问题以及保障对策等问题进行了深入、系统的探讨。旨在为高技术局部战争装备器材保障提供理论依据。     

部队信息化条件下装备保障研究

现代战争是信息化战争,战场信息化将成为未来战场的基本特征。分析了信息化战争的特点以及对装备保障速度、手段和指挥方面的影响,提出了战时信息化装备保障的基本要求,并从装备保障网络、装备保障指挥和装备保障技术建设方面的发展趋势进行了探索。     

信息化条件下军交运输保障装备建设

伴随着我军信息化进程的发展,军交运输保障装备逐渐装备部队,并在部队现代化建设中发挥着越来越重要的作用。本文主要针对未来信息化战争对军交运输保障装备的要求,分析了我军现阶段军交运输保障装备的建设现状,对我军军交运输保障装备信息化建设进行了初探。     

装备保障信息化建设对策研究

在新军事革命的推动下,装备保障信息化是装备保障发展的必然要求.本文着眼于装备保障的发展需求,对装备保障信息化的特征及内容进行了深入阐述,对装备保障管理、装备技术保障、装备保障指挥、装备物流保障四个方面的信息化建设提出发展构想.在此基础上,提出为加快我军装备保障信息化建设应采取的对策和建议.     

装备器材保障物联网构架及应用研究

物联网技术是继互联网技术之后又一次新的信息浪潮。正确合理将物联网技术运用到装备器材保障领域,将对我军的装备器材保障能力起到快速提升作用。装备器材保障物联网就是将物联网技术在装备器材保障里的综合应用,作者通过分析理解装备保障物联网的概念,针对具体保障业务建立理论模型以及研究物联网技术在具体业务应用,从而挖掘物联网在装备保障当中的巨大潜力以及研究重点,并分析利弊,为我军发展装备器材保障物联网起了一定的建言作用。     

关于装备保障信息化建设标准化的思考

本文以提高基于信息系统的体系作战能力为根本着力点,分析军队装备保障信息化建设对标准化工作的需求,在阐明装备保障信息化标准体系内涵的基础上,建立了装备保障信息化标准体系。     

车辆装备保障信息化课程教学研究

本文介绍了车辆装备保障信息化课程建设目标,分析了车辆装备保障指挥专业车辆装备保障信息化课程教学过程中普遍存在的一些问题,从完善授课内容与方法、提高信息化教学条件、加强实践教学环节等方面提出了解决问题的方法。     

基于HLA的器材保障物流系统仿真模型研究

为探讨基于HLA的建模仿真技术在器材保障物流仿真领域中的应用,作者在分析器材保障物流系统运行框架的基础上,结合FEDEP模型,构建了基于HLA的器材保障物流系统仿真模型,接着研究了仿真模型中的联邦功能模型,开发了仿真联邦成员,建立了联邦体系结构模型,并对联邦运行模型中的初始化、仿真运行、仿真结束三个阶段分别进行了分析,实现高效、精确模拟器材保障物流系统的运行过程。     

A new focus on inventory performance and bottom-line profits

This article is about a new way to measure inventory performance and about putting a dollar focus on inventory management priorities. It reviews the financial impact of inventories and shows how the information from any materiel requirements planning (MRP), MRP II, ERP, DRP, or orderpoint system can be used for setting individual objectives for inventory reduction, measuring performance by inventory segment, and monitoring continuous improvement. It will also consider the merits of paying performance bonuses to materiel planners and review some inventory reduction results.     

The 1990s: prescription for success

MCH materiel management has successfully utilized an information system to achieve the objectives of the past decade, and it is now well into accomplishing the objectives of the 1990s. Those objectives revolved around revenue enhancement, which will occur through further integration of the information system throughout the institution. Currently the information system links accounts payable, general ledger, budgeting, and, to a lesser degree, nursing and the ancillaries. However, the plan is to enhance its integration to all departments in order to control and track not only official inventory but all patient chargeable items. This system will be able to ensure that all patient chargeable items are infact billed. One should consider, for example, the revenue effect in the surgery department, considering the dollar volume of noninventory purchases. Thus it becomes apparent that for materiel management in the 1990s there are many opportunities and challenges. Management must be able to utilize the resources available to find success and excel toward achievement of future goals.     

航材供应链管理的集成体系

基于现代物流供应链集成管理理论,结合航材工作的军事特征,给出航材供应链管理的基本内涵。在此基础上,系统提出以航材供应链的战略管理、航材供应链的信息管理、航材供应链的流程重组及航材供应链的风险管理等为主要构成的航材供应链管理的集成体系。     

面向订单式制造的企业物流管理系统研究

以湖北高中压阀门有限公司物流管理为例,分析了订单式制造企业进销存管理特点,研究了订单式制造企业物流管理信息系统组成、功能结构、物料编码、信息模型和数据库设计等关键问题;提出了订单式制造企业物流管理系统实施方案。     

Strategic imperatives for managing materiel into the next century

The next century of opportunity is less than a decade away. Materiel management must involve itself in the strategic changes occurring within the health care industry and its respective institutions. Those materiel managers who are aggressively ensuring that their operations are supported by a well-developed and well-orchestrated operational infrastructure are now well positioned to address the future challenges of this decade. Unfortunately, many other materiel managers are focusing their attention and efforts solely on the management of materiel for which they currently have control. Materiel managers must develop an acute awareness of the support needs of their respective organizations. Those who are not apprehensive about venturing from the traditional materiel management world will be exposed to incredible educational opportunities and will receive responsibilities of unparalleled organizational importance.     

How is your materiel management audit program?

This article has provided a view from the auditor's eyes of some key components inherent in a sound materiel management system. Every system, however, has its own unique characteristics, some of which may contain internal control situations that are not addressed herein. Although most will apply, not every comment contained in this article will be practical to all systems. The hospital size, utilization, patient mix, service mix, physical outlay, organizational structure, financial condition, and management philosophy will all have an influence on the role of materiel management. Automation of various materiel management functions can be beneficial by providing informational and control enhancements not feasible in a manual system. However, automation also raises new internal-control concerns that need to be addressed. Strong internal control techniques and compliance with adequate policies and procedures will prepare materiel management for its role in future hospital operations.     

The materiel manager-chief financial officer alliance.

There is a gold mine of potential inventory reductions, expense reductions, and revenue increases in most hospitals that can be tapped by more intensive materiel management. The first step is incorporating the necessary ingredients for a strong materiel management effort--the right people and a state-of-the-art computer program. Reorganization may be necessary to establish a more unified, consolidated approach to materiel management. Second, conduct an audit of the entire hospital to identify opportunities for improvement and to establish baseline management data. Finally, push forward the process of system changes (which also establishes necessary controls) until results are accomplished--a process that usually requires one to three years. The alliance between the materiel manager and the CFO is definitely beneficial to the hospital and to the individuals involved.     

The materiel manager's role in executive management

The ability to achieve advancement for materiel management is a potential that few have challenged and achieved. Reasons for this lack of growth vary in degree, but the opportunities in the 1990s will be tremendous. The political skill and team leadership ability expressed by materiel managers throughout hospitals will ultimately result in whether this challenge is met or not. Materiel managers will need certainly to change their perception of their own role, as well as the perception of hospitals, in order to achieve this. The road will be challenging, but with the winning attitude, skill building, and proven management ability, I believe that materiel managers will become successful in hospital executive management in the 1990s.