优化库存计划.doc

AA优化库存计划Inventory Optimization Plan资源管理/Resource Management ProcessVersion 1版本1Page4 of 4 第4页共 4页This cover is saved in quality department本封面保存于工厂质保QSVersion版本Date日期Revision reason修改原因12008.10.16新编制分发部门Version 版本1Version版本2Version版本3Version版本4Version版本5Qty数量Signature签字Qty数量Signature签字Qty数量Signature签字Qty数量Signature签字Qty数量Signature签字质量部QS物流部Logs1生产部1PT1生产部2PT2目的/Objective实现最低库存，减少资产负担和提高存货的周转速度。Fulfill minimum inventory,decrease assets burden and improve the stock turnover. 1. 适用范围/Application Scope适用于物流部门负责材料采购和仓库管理人员。This document is applicable to logistics department staffs responsible for material purchase and warehouse management.2. 描述/流程 Description/Process2.1 零件分类管理Parts classified management2.1.1 将库存物品按供应商的品种和占用资金的多少进行分类Classify stock parts according to suppliers category and rates for outstanding funds.2.1.2 A类为特别重要的库存，该类产品品种比重虽小，但具有较高的价值，且数量大，须占用仓库大部分库位，对此类物品需要加强管理，经常进行盘点，以确保库存的准确性。降低此类零件的安全库存可以有效地减少仓库价值。Grade A is especially important stock,although the proportion of this kind of parts is not so big but have higher value,also with big quantity,need occupy most of warehouse stock spaces. warehouse need enhance management,do stocktaking usually in order to ensure the correct inventory.Reduce the safety stock of this kind of parts may reduce the warehouse value effecively.2.1.3 B类为一般重要的库存，该类产品供应商提供的品种比重和价值中等，需要进行常规管理，定期进行盘点，确保库存始终处于合理的水平。Grade B is generally important stock,this kind of parts have medium proportion in category and value, need to do general management, take regular stocktaking to ensure inventory at a reasonable level.2.1.4 C类为不重要的库存，该类产品供应商提供的品种少且价值不高，对此类物品可进行一般性的管理，不定期进行盘点，同时注意先进先出，以免出现呆料。Grade C is non-important stock,this kind of parts have not only small proportion but also little value,take standard management and non-scheduled stocktaking,pay attention to FIFO to avoid idle stock.2.1.5 通过ABC分类管理法，可以压缩仓库的总库存量，减少库存成本，同时使仓库内零件的结构合理化，节约了管理上的人力和物力投入。By means of ABC classified management to cut down the total inventory,reduce stock cost and rationalize the structure of warehouse parts,save manpower and resources input in management.2.2 时间管理Time management2.2.1 缩短采购期，与供应商协调缩短原材料采购时间。Reduce leadtime,coordinate reducing raw material leadtime with supplier.2.2.2 缩短材料，成品运输时间，与货代沟通协调，不断优化物流运输方案。Reduce the transportation time of material or finished parts,coordinate with forwarder to optimize logistics transportation scenario continually.2.2.3 缩短生产提前期，与生产部门协调，提高生产爬坡效率，逐渐缩短生产提前期。Reduce production preparation time,coordinate with production department to improve the ramp up efficiency,shorten the production preparation time gradually.2.2.4 减少安全库存，缩短材料在仓库的滞留时间，提高库存周转率。Reduce safety stock,shorten the retention time of material in warehouse,improve inventory turnover.2.3 信息传递、共享Information transfer,sharing2.3.1 及时将客户预测或需求传递给供应商，做好备料，必要时可以将材料库存剩余数量及预计入货时间通知供应商，降低库存。Forward customers forecast to supplier in time,make material prepartion arrangement,inform supplier our stock quantity and ETA if necessary to reduce inventory.2.3.2 了解供应商的最小包装量，尽可能减小单次采购数量，降低库存。Know about MOQ in suppliers side,reduce single purchase quantity as much as possible to reduce inventory. 2.4 系统管理System management2.4.1 通过设置不同的参数由系统对原材料，在制品，产成品进行控制和计算，不断优化和改进库存数量，以达到理想的进出流通循环。Make use of system to control and calculate the quantity of raw material,semi-products and finished products by setting different parameters,optimize and improve inventory to achieve ideal in and out circulation ITPUB个人空间Uq*j2E3Q+_I+K)Xc1bt+gL9N/S;0 ITPUB个人空间$C:W3m vl4m9F3. 适用文件/Application documents库存周转率记录及分析表 Inventory Turnover Record and Analysis SheetFile文件Effect