企业运营能力指标之一-存货的有效管理

企业运营能力指标之一-存货的有效管理

课程背景：

企业购销管理的核心之一就是存货管理，从日本丰田公司的即时生产(JUST IN TIME,简称JIT)技术：“只在需要的时候，按需要的量，生产所需的产品“，追求一种无库存货低库存量，到数控技术，计算机技术的应用(整备工作的加快，间接成本的减少)，再到互联网技术和信息技术在企业中的应用(如ERP，MRP)等，和存货管理息息相关的这三次革命，无不体现着企业对存货管理的看重，尽力在各种成本与存货效益之间做出权衡，达到两者的最佳结合。

然而，即使如此，企业在面临存货管理时，仍然存在着各种各样的问题：

——因库存量大，导致流动资金占用额高，有的企业存货储备要占到流动资金总额的６０％以上，给企业流动资金周转带来很大的困难

——为控制流动资金占用额，在日常存货管理中尽量降低库存占用量，减少进货量，从而影响了正常生产经营所需要的合理存货储备量

——毁损待报废、超储积压存货储备在每年一次的清产核资中都要作为重点问题进行上报，但每年都是只上报，没有上级主管部门的批示，没有处理结果，致使毁损待报废、超储积压存货储备量像滚雪球一样越滚越大，没有从根本上解决问题。

……

F-council希望通过本次活动，帮助各位会员分析哪些途径可以提高企业存货管理水平。同时，结合企业在运营管理中的经验以及实际操作时的问题，分享库存管理中的精彩价值

本期价值要点：

        ●  如何解决存货的储量不合理，资金占用过大的问题？

        ●  如何建立存货管理的内部控制体系？

        ●  ABC存货管理方法解析

        ●  VMI(供应商存货管理)内容分享

同行困惑：

情景一：公司是生产企业，物流特别落后，原材料，外购件，半成品，成品大量积压在工厂，管理费又一直在加，如何处理？

情景二：比较困惑如何确定大宗材料的安全库存，主要考虑哪方面，如何制定合理的库存？

情景三：对于价格波动比较大的产品，设置KPI指标是否有好的建议，设定采购价格，付款条款等会受到价格影响，采购部觉得市场有往上涨的趋势，无法考核，是否有好的建议？

特邀分享嘉宾

Chanser Chen  陈忠港  奥星衡迅国际贸易(上海)有限公司副总经理，集团供应链负责人

奥星集团是集医药工程设计与施工、制药设备制造及销售代理、医药包材生产、技术服务于一体的集团化企业。目前，奥星公司已有30多家全球性合作伙伴，在中国及海外有500多家国内大型制药企业、相关科研机构及著名跨国制药集团的客户。奥星以领先的技术、卓越的产品质量和诚实可信的服务赢得了中外客户及合作伙伴的广泛赞誉。Chanser作为香港奥星集团北京制造中心供应链总监及副总经理，对于企业供应链环节的成本控制有10多年的丰富经验。

企业观察员
美克国际家私(天津)制造有限公司
德图仪表(深圳)有限公司 财务经理

流程安排：

14:00 会议开始 主持人致辞

14:05 库存管理的结构分析及注意点

            ——如何合理规划控制不同用途库存量

            ——系统(ERP等)对于库存数据的支持能力

14:20 ABC分类管理在库存管理上的应用

            ——什么是ABC分类管理

            ——ABC分类管理对于库存控制的意义

14:35 VMI(供应商库存管理)

           ——VMI的优劣

           ——VMI适用的企业

           ——企业如何形成VMI协作

15:15 Q&A

15:30 活动结束

Background:

One of the core of enterprise marketing management is inventory management. From the technique of TOYOTA which called JIT(Just in time): “Only when needed ,the amount as required, required to produce the products.” Pursuit of low inventory goods inventories, to the application of numerical control technology, computer technology (the speeding up of the servicing work, reduce the indirect costs). And the application of internet technology and information technology such as ERP, MRP, this three revolution which linked to inventory management reflecting the enterprise value of inventory management, try best to tradeoff between the various cost and inventory efficiency, to achieve the best combination.

However, even so, the enterprise in the face of the inventory management, there are still various problems.

——Liquidity caused by large inventories, takes up the forehead is high, some enterprises inventory reserves to account for more than 60% of the total amount of working capital, bring great difficulty in enterprise working capital turnover

——To control the flow of capital takes up the forehead, minimize inventory footprint in the daily inventory management, reduce carried out, which affect the normal production and management needs of the reasonable inventory reserves

——Damage to scrap, overstock inventory backlog of reserves in the means of once a year all have to be reported as a key problem, but is only reported every year, not the competent department of instruction, no processing results, causing damage to scrap, the greater the backlog of overstock inventory reserves like a snowball rolling, not fundamentally solve the problem.

……

F - council hope that through this activity, to help members analysis which way can improve the level of enterprise inventory management. At the same time, combining with the enterprise in the operation management experience and the actual operation, share the great value in inventory management

Key point:

         ●  How to solve the unreasonable inventory reserves, capital takes up too much of the problem?

         ●  How to set up inventory management system of internal control?

Peers confuse:

Situation 1: Company is a production enterprise, logistics special backward, raw materials, purchased parts, semi-finished products, finished a lot of backlog in the factory, management fee and have been added, how to deal with it?

Situation 2: A puzzling how to determine the safety stock for bulk materials, main consideration which aspects, how to develop the reasonable inventory?

Situation 3: For product price volatility is larger, if there is a good advice, set KPI set the purchase price, payment terms will be affected by price, purchasing to think the market has to the trend of rising, can't appraisal, are there any good Suggestions?

Speaker:

Chanser Chen  AUSTAR Corporate management

Agenda:

14:00 Opening

14:05 The structure of the inventory management analysis and attention points

            ——How to reasonable planning control different uses inventory

            ——System(ERP) support for the inventory data

14:35 The application of ABC classification management in inventory management

            ——what’s the meaning of ABC management

            ——how the ABC management used in inventory management

15:00 VMI (Vendor Managed inventory)

            ——advantage and disadvantage of VMI

            ——What kind of empress is suitable for VMI

            ——How to control the VMI

……

15:15 Q&A

15:30 End

相关资料：

        ●  F-Council以往举办关于库存相关的活动

财务如何面对企业的库存管理