VMI模式对配套供应商的经济效益影响

VMI库存控制模式对于整个供应链和下游企业效益的提高是非常明显的。但是VMI模式对供应商的经济效益的影响一直处于争论之中。本文依据配套供应商和成套企业组成的供应链,分析了供应商在实施VMI前后经济效益的变化。从而得出结论只要上下游的合作是真诚的长期的,无论是长期还是短期供应商都能够从VMI模式中获利。     

集中协调VMI-TPL仿真模式下的仿真研究

随着全球经济的发展,任一独立公司想成为商业顶尖公司都变得困难,除非与上游或者下游公司的合作.VMI和TPL概念的提出,为公司与其上游或者下游公司的密切合作开创了行之有效的模式.本文首先阐述了供应商管理库存(VMI),第三方物流(TPL)和供应链管理(SCM)与供应链整合(SCI)的概念,通过模型推导并运用仿真软件对第三方物流服务的物流成本比较和实际的数据分析从而得到一个集中协调VMI-TPL的新模型.     

供应链环境下的库存控制策略研究

本文分析了供应链管理下的库存控制存在的问题,随后探讨了在供应链管理环境下,企业实施VMI模式的必要性,并分析了VMI模式的特点及其实施方法。最终通过实例证明企业运用VMI模式有助于企业降低库存成本,提高整体竞争水平。     

VMI模式下信息共享对违约风险的防范和控制

供应商管理库存（Vender Managed Inventory,VMI）是21世纪前沿的供应链管理模式,VMI对供应链的新形式供应的形成和发展都产生了影响。但由于我国信息化起步晚,使得很多企业在实施VMI模式时仍存在不同程度的风险。为了实现对VMI违约风险防范和控制的有效性,供应链上的各个企业越来越注重供应链成员之间的协调关系,而这就需要以供应链上各个节点的成员企业进行高质量的信息传递和及时完整的信息共享为基础来建立和完善整个VMI系统。研究供应商实施VMI的过程中所面临的违约风险,重点分析VMI模式下信息共享对违约风险防范控制作用,可有效地实现信息共享以降低VMI模式下的违约风险。     

基于动态联盟的供应链管理模式——供应商库存管理模式

探讨在供应链管理(SCM)环境下,企业实施VMI模式(供应商库存管理模式)的必要性,并分析了VMI模式的特点与利弊;最后通过dell的具体实例,证明企业运用VMI模式有助于企业降低库存成本,提高供应链的整体竞争水平。     

供应链环境下的供应商管理库存研究

供应商管理库存(Vendor Managed Inventory,VMI)能够有效解决"牛鞭效应",体现了供应链集成化管理的思想。本文在分析传统的库存控制模式存在问题基础上,分析了VMI模式的特点和业务流程;进而设计了面向VMI的决策支持系统,给出了决策支持系统的框架结构,以及主要功能。实例分析证明企业运用VMI模式有助于降低库存成本,提高供应链的整体竞争力。     

VMI在供应链管理中的应用研究

本文首先介绍VMI的基本概念和特点,讨论了VMI在管理思想、预测体系、补货模式、决策方面的优越性和先进性。接着论述了在供应链管理环境下,企业实施VMI的步骤和对供应商的管理,概括了VMI系统的工作流程。在综合分析VMI优缺点的基础上,最后总结了VMI在实践中给供应商、零售商带来的收益和竞争优势。     

浅析供应链库存管理之供应商管理库存(VMI)

近年来,供应商管理库存(VMI)作为一种供应链管理工具被发展和应用,日益受到制造型企业和零售商的青睐。本文简要分析了VMI的概念、内涵,VMI给企业带来好处,以及实施VMI的要素和方法。     

VMI(供应商管理库存)模式及其改进方式探讨

在信息快速发展的时代,供应链模式已经不能满足企业的需要,供应商管理库存(Vender Managed Inventory,VMI)应运而生。它作为一种目前国际上前沿的供应链库存管理模式对整个供应链的形成发展都产生了影响,并得到广泛的应用。由于它也存在着局限性,VMI也需要改进。联合库存管理(Jointly Managed Inventory,JMI)就是在VMI的基础上,针对它的局限性而产生的。本文着重分析了VMI的产生、实施模式、实施条件和局限性,并简要阐述JMI的原理和它的四种实施模式。     

供应商管理用户库存(VMI)的风险防范

供应商管理用户库存(Vendor Managed Inventory,简称VMI)是近年来才受国内企业重视的供应链环境下库存管理模式,该模式在帮助供应链降低成本,提高效益的同时,也带来了各种风险。本文在分析VMI风险来源的基础上,探讨了VMI风险防范的措施,从而保证VMI在国内的顺利实施。     

供应商管理库存对供应链收益的影响机理研究

供应商管理库存模式作为一种供应链环境下的库存运作模式,突破了传统的条块分割的库存管理模式,以系统化、集成化的思想实施库存管理,能够提升供应链的整体竞争力。供应商管理库存模式是一种以供应链各环节企业都能实现最低成本为目的,在一个共同协议下由供应商管理库存,不断监督协议执行情况并修正协议内容,使库存管理得以持续改进的合作性策略,具有合作性、互利性、协议性、连续改进性等特点。实施供应商管理库存模式,可以降低零售商和供应链整体的库存成本,增加二者的收益水平。尽管在实施初期,可能会导致供应商库存成本的增加以及收益的减少,但从长期来看,由于供应商对库存的专业化管理以及零售商将更多资源用于商品的市场营销活动之中,可以有效扩大商品的市场销售规模,降低库存管理成本,从而最终提高供应商收益水平。     

SUPPLY CHAIN INFORMATION SHARING IN A VENDOR MANAGED INVENTORY PARTNERSHIP

Vendor Managed Inventory (VMI) involves the vendor making the replenishment decision for products supplied to a customer based on various inventory and supply chain policies. Information sharing between supply chain members is required in VMI. Sometimes VMI decisions are delayed and/or the information shared is inaccurate. This research examines the effects of information delay and accuracy, and the sharing of sales and forecast information in a VMI environment facing stationary and nonstationary demand. The simulation experiments show the impact of information delay, information inaccuracy, and information sharing on a variety of performance measures, including inventory levels and fill rates.     

基于转移支付的供应链VMI库存协调策略研究

以制造商和分销商组成的简单二阶段供应链系统为研究对象,分别建立了独立库存控制策略和VMI库存控制策略下的供应链产品库存控制模型,并对两种策略下的供应双方利润变化进行了分析;然后在此基础上,提出了基于转移支付补偿方式的VMI库存协调策略,并得出了转移支付产品库存协调策略实施的有效性条件;最后,通过仿真试验对相关结论进行了验证和分析。     

MANAGING VENDOR INVENTORY IN A DUAL LEVEL DISTRIBUTION SYSTEM

Collaborative arrangements among members of the supply chain have received a great deal of interest in recent years as a means of reducing costs. One such arrangement is vendor managed inventory (VMI). VMI allows the vendor to make decisions concerning the quantity and timing of deliveries to the retailer. Such an arrangement offers the potential of a more efficient supply chain by removing the negative effects of retail ordering policies. A thorough review of the literature was conducted to identify factors likely to impact the performance of a VMI partnership. Computer simulation was used to study the effects of these factors from both the vendor's and retailer's perspectives. The results lend insight into the performance of VMI and guidance for managers as to the environments in which VMI is most effective.     

VMI&TPL供应链集成机理研究

20世纪80年代后期,VMI在企业中广泛应用,然而由于买方数量的不断增加,供应商的物流能力和信息能力已严重影响VMI的实施效果,为此中外许多供应商将目光转移到寻求与第三方物流(TPL)的合作。但是,对大多数企业来说,实施VMI&TPL供应链感到无所适从,缺乏相关理论指导,亟待从理论上说明VMI&TPL供应链集成机理,设计出VMI&TPL供应链的运作流程,以便为企业实施VMI&TPL供应链提供理论支撑和参考数据。     

供应商管理库存在我国制造企业的应用研究

本文认为,制造企业普遍实施供应商管理库存(VMI)来减少企业存货,提高存货周转率。相互信任的伙伴关系、信息技术基础和供应商拥有存货的所有权是实施VMI的关键点,但是并不一定是实施VMI的必要条件。文章认为,我国制造商实施VMI的主要目的在于降低存货成本和延长付款周期,从长期来看,VMI的机制有利于降低整个供应链的存货水平;VMI的实施需要理念的灌输、合适的产品和一个好的评估方法体系。     

VMI在中国的发展与应用——日本近铁国际物流公司实施VMI案例研究

目前,国外许多企业应用VMI已经获得很大的收益,相对而言,国内企业应用VMI还是一个相对较新的课题。文章透过一家第三方物流公司(3PL)——日本近铁国际物流公司实施的VMI为例,阐述VMI管理的思想,分析中国VMI发展现状及障碍。我国企业应根据当前的发展阶段,分析推行VMI的条件是否已完善,并非先进思想就一味引进,而应依靠企业自身特色和优势,采用适当库存管理方法。     

Business process innovation in the supply chain – a case study of implementing vendor managed inventory

A growing number of international companies operate in a standard business systems environment. This suggests that standard business system solutions, e.g. from SAP R/3, might be adopted rather than introducing new problem specific systems solutions for new business requirements. This could be a cost efficient alternative in a situation when supply chain sophistication and integration demands from customers are increasing. In the Nordic countries vendor managed inventory (VMI) is an example of a new way of doing business that can give pioneers a competitive edge. The vendor in this case is the first supplier to go into a full-scale VMI relationship with the wholesaler – and has, through this, substantially reduced delivery costs to the retail trade. The case VMI implementation demonstrates that it is possible to arrive at a simple but efficient solution in a standard systems environment. The case shows how VMI can be implemented in a SAP R/3 environment based on the EDIFACT inventory report.     

Stock replenishment policies for a vendor-managed inventory in a retailing system

Using Vendor Managed Inventory (VMI), the vendor determines the replenishment decisions at the location of buyers (retailers). This strategy is used primarily for handling demand fluctuations stemming from the Bullwhip effect, leading the system to prevent from holding excessive inventory that result in a reduction in the overall cost of the supply chain. The main advantages of VMI for vendors are higher levels of accessibility to inventory information and more direct contact with the customers. Similarly, VMI has some pros for the buyers, such as shared risk with upper levels of supply chain and reduction in their holding costs of inventory. In this paper, a vendor-managed inventory system is developed containing one vendor and two buyers in which the main assumption is that back-ordering and lost sales are permitted. In this system, (r, Q) and (R, T) replenishment policies are compared according to their performances to see which one performs more cost-efficiently when partial back-ordering is allowed. In accordance, mathematical models utilizing (r, Q) and (R, T) replenishment policies are developed, and algorithms for deriving the optimal replenishment decision variables are proposed. Moreover, significant differences between the two replenishment policies are discussed. The main finding obtained by this research is that when shortage is permitted, both (r, Q) and (R, T) replenishment policies under VMI have pros and cons in different contexts.