Six ways to reduce inventory

The purpose of this presentation is to help you reduce the inventory in your operation. We will accomplish that task by discussing six specific methods that companies have used successfully to reduce their inventory. One common attribute of these successes is that they also build teamwork among the people. Every business operation today is concerned with methods to improve customer service. The real trick is to accomplish that task without increasing inventory. We are all concerned with improving our skills at keeping inventory low.     

服装企业的零库存管理 基于美特斯邦威的个案研究

零库存现今越来越受重视,服装企业由于其特性,如果能实现零库存必将给其带来长久的利益。美特斯邦威是国内知名的服装企业,文中通过对美邦零库存的实现进行分析,来了解实现零库存应实施的措施和零库存管理的优越性。     

Managing unofficial inventory: a piece of the materiel management foundation

The implementation plan will remain the same: target an area of opportunity, measure and document the amount and value of the unofficial inventory, establish PAR levels, implement the use of hand-held terminals to assist in inventory control, and integrate inventory control with the implementation of new programs that will impact ordering, receiving, distribution, and invoicing. It is anticipated that the inventory in the main OR alone can be reduced by $1.5 million if we move forward with a stockless JIT system. This would reduce the days of inventory on hand from approximately 100 days to between 7 and 14 days. This could also mean a holding cost reduction of $150,000. The merit of reducing unofficial inventory is evident. Managing unofficial inventory is merely one piece of the successful materiel management foundation. The other foundation pieces include contract compliance and price negotiations, systematic methods of ordering products, and timely distribution of products to the end user. PHS cannot effectively move forward to a new, innovative materiel system for the future until we first measure, analyze, and document the present conditions. Once the foundation is laid by improving present business practices, then the framework of the structure can be designed and constructed. The goal is to implement a system that utilizes the full potential of people, equipment, logistics, and information so that our customers, the patient caretakers, do not have to worry about anything except the delivery of quality care.(ABSTRACT TRUNCATED AT 250 WORDS)     

What inventories tell us about aggregate fluctuations—A tractable approach to (S,s) policies

We estimate a DSGE model with (S,s) inventory policies. We find that (i) taking inventories into account can significantly improve the empirical fit of DSGE models in matching the standard business-cycle moments (in addition to explaining inventory fluctuations); (ii) (S,s) inventory policies can significantly amplify aggregate output fluctuations, in contrast to the findings of the recent general-equilibrium inventory literature; and (iii) aggregate demand shocks become more important than technology shocks in explaining the business cycle once inventories are incorporated into the model. An independent contribution of our paper is that we develop a solution method for analytically solving (S,s) inventory policies in general equilibrium models with heterogeneous firms and a large aggregate state space, and we illustrate how standard log-linearization methods can be used to solve various versions of our inventory model, generate impulse response functions, and estimate the model׳s deep structural parameters.     

Materiel management in the operating room: a case study

The hospital continues to be pleased with the progress of our material services program in all areas, but especially surgery. It took a few simple, basic methods, such as exchange carts and inventory control, mixed them with people who actually care about doing a good job, and the whole program moved forward dramatically. People, both in materiel services and surgery, have accomplished a tremendous amount in the past two years. They have made, and will continue to improve, an already excellent program.     

发出存货计价方法浅析

选择不同的存货计价方法将会导致不同的成本水平、报告利润和存货估价,并对企业的税收负担,现金流量产生较大影响。文章在分析影响发出存货计价方法选择因素的基础上,提出基于税务筹划的发出存货计价方法。     

Maintenance management: Keeping up with production's changing trends and technologies

Current trends in manufacturing have led to reduced levels of work-in-process inventory and increased levels of automation and machine complexity. These changes have two important implications for maintenance management. First, machine breakdowns not only cause a loss of output from the down machine, but also result in lost production on downstream machines. This occurs because of the elimination of buffer stock between workstations. Second, the gap between the technological expertise of the operators and the technological sophistication of their machines has widened. This gap decreases the ability of operators to make adjustments and minor repairs to their own machines.These two factors cause an increase in maintenance costs associated with machine downtime and maintenance labor. Historically, the proportion of preventive and corrective maintenance has attempted to balance these costs. As buffer stock is reduced and more machines are coupled, the costs of downtime will increase, increasing the need for preventive maintenance and decreasing its cost compared to the cost of lost production.Increases in the use of computer-based planning systems have resulted in the development of computerized preventive maintenance systems that have proven to be successful in planning for maintenance labor and materials. Integrating planning methods with corrective maintenance tasks will help reduce breakdowns, make more efficient use of maintenance craft labor, and provide information for inventory control of maintenance, repair, and operating (MRO) materials.This article examines methods of reducing machine downtime costs, maintenance labor costs, and MRO inventory costs in today's changing production environment. Techniques for reducing these costs are explored in the areas of maintenance planning, maintenance methods improvement, and MRO inventory control.     

Using Quick Response to manage the material flow

The long-awaited "paperless society" now truly appears to be within our grasp. Quick Response will reduce the mounds of paper on which we depend and minimise the time and expense needed to satisfy customers' demands/requirements. Quick Response will accomplish this while keeping inventory level at a minimum. Quick Response will significantly increase the bottom line.     

财务报告成本和税收利益之间的权衡--基于存货计价方法选择的理论分析

文章以存货计价方法选择为例分析了企业如何选择会计政策的问题。当企业不考虑税收利益时,存在薪酬计划和处于债务违约边缘的公司将选择先进先出法,面临较大政治成本的公司将选择后进先出法;当企业考虑税收利益时,管理者权益比例较高且财务杠杆比例较低的公司将选择后进先出法。最后,文章指出在进行会计政策选择时,还必须综合考虑政府政策的影响。     

阶跃型顾客需求下供应链系统恢复稳定能力研究

建立了由供应商、零售商和顾客构成的简单供应链的库存决策模型,证明了在顾客需求发生突变前库存是稳定的,需求突变后库存发生震荡,但经过一段时间后库存又趋向于新的稳定状态。计算了从库存发生震荡到库存重新恢复稳定所需要的时间,分析了影响库存恢复稳定时间的主要因素,利用Matlab软件仿真验证了计算结果,并提出了相关管理建议。     

装甲装备周转器材多级库存控制优化研究

分析了我军装甲装备周转器材库存控制现状,借鉴供应链管理环境下的多级库存优化控制思想和美军先进的速率管理理论,采用联合库存管理和多级库存优化控制策略对周转器材库存进行优化控制。     

供应链管理模式下零库存理论及其在企业中的应用

主要分析了影响企业库存管理的因素，介绍了实现企业零库存的主要方法，针对目前国内企业的库存现状，提出了实现零库存的库存控制理论、实施方法和途径及在实现过程中应注意的问题。     

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.     

超市库存商品的需求预测

超市中的库存管理就是对各种商品进行保管与控制,如果库存中的商品留存过多,则会造成资金的浪费．进而影响效益;如果库存中的商品留存过少,当有顾客需要时不能有效的提供,影响企业信誉。因此,对于库存量的把握就成为了库存管理的关键。所以对库存商品的需求预铡是非常必要的。文章用GM（1,1）模型对库存商品进行需求预测,并进行精度、关联度分析,得出了较准确的结论,对超市库存管理者具有指导意义。     

移动加权平均法库存差异原因的仿真分析

主要分析移动加权平均法下库存差异的形成原因。通过构建库存差异的系统动力学模型,对可能影响差异的各种因素进行仿真分析,明确了库存差异产生的原因,进而提出了控制与降低库存差异的方法。     

基于供应链的连锁零售业库存改进研究

论文分析了目前连锁零售行业库存管理中存在的一些问题,并针对这些问题,通过一个连锁超市的库存管理案例,从供应链的视角研究分析了现代连锁零售业的库存管理及优化方法,对连锁零售市场的库存管理提出了较为可行的、科学合理的改进方案。     

Accounting methods and managerial discretion: The case of dollar-value LIFO

This paper focuses on inconsistencies in cost-flow behavior associated with the use of dollarvalue LIFO. These inconsistencies can lead to confusing inventory valuations, potentially misleading accounting reports, incorrect purchasing decisions, and unanticipated tax results. Understanding these effects will enhance the use of dollar-value LIFO as a management tool and will improve the interpretation of financial accounting information. With dollar-value LIFO for multiple items, much of the conventional wisdom about LIFO vanishes. The relationships among inventory purchases, inventory liquidations, and gross margin are derived.     

汽车维修配件库存规模影响因素及确定方法研究

从汽车配件库存管理的目的出发,研究了影响配件库存规模的几大因素,最后由因推果,提出了优化汽车配件库存的方法和建议,指出要通过分析库存结构,关注计划及市场指标,探索物流规律,改进工作系统,拓宽销售途径,转变经营观念来确定合理的配件库存规模,做到既不影响车辆维修对配件的随机需求,又将配件库存成本和管理成本资金占用量降至最低,使整个汽车维修行业不断规范化,达到行业人员盈利和客户满意度的双重提高。     

库存与配送管理联合决策分析

文章基于系统、集成化的思想,以江苏省电力公司电力科学研究院计量中心为例,针对一个配送中心和多个需求商组成的两级供应链系统下库存运输问题(ITIO)开展研究,运用了多级线性规划理论建立了库存/配送一体化模型,从而将库存、配送两方面成本统一起来,在两者之间寻求一个平衡点进行一体化决策,对于降低电力企业的物流总成本具有重要意义。     

VMI系统中供应商的成本变化研究

供应商管理库存(VMI)是目前供应链管理中的重要方法之一。一般来说,在独立的单个零售商和单个供应商间导入VMI系统后,零售商在短期和长期内都能获利,而供应商的利润变化则是不确定的。实行VMI后供应商的成本将会发生很大变化,这是供应商进行决策的主要依据。在指出已有文献存在研究缺陷的基础上,文章对实行VMI后供应商的成本变化进行了进一步的研究。