物流专业英语-第2单元 Procurement and Inventory Management

物流专业英语LogisticsEnglish—Unit2Unit2:ProcurementandInventoryManagementAgendaKeytermsandExpressionsOverviewofProcurementManagementInventoryManagementQuickCheckUnit2:ProcurementandInventoryManagementKeytermsandExpressionsKeytermsProcurementResourceallocationSupplierrelationshipmanagementContractmanagementProcessoptimizationE-procurementBigdataanalyticsCloudcomputingInternetofThings(IoT)Procurement中文采购资源分配供应商关系管理合同管理过程优化电子采购大数据分析云计算物联网采购Unit2:ProcurementandInventoryManagementKeytermsandExpressionsKeytermsMachinelearningWork-in-Process(WIP)Semi-finishedProductStockoutHoldingCostsEconomicOrderQuantity(EOQ)TurnoverRatesReplenishment中文机器学习在制品半成品缺货持有成本经济订货量周转率补货KeytermsDronesCloudTechnologyOutsourceInfrastructureScalability中文无人机云技术外包基础设施可扩展性1.ConceptsofProcurementManagementProcurementmanagementinvolvetheprocessofacquiringgoodsandservicesnecessaryforthecompany’soperation.TheEssenceofProcurementManagement：identifyingrequiredgoodsandservicessourcingandevaluatingsuppliersnegotiatingcontractsexecutingpurchaseordersmonitoringsupplierperformance.

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement1.ConceptsofProcurementManagementTheEssenceofProcurementManagement：Procurementextendsto:supplierrelationshipmanagementmarketanalysispricenegotiationcontractsigning.

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement1.ConceptsofProcurementManagementKeyElementsofEffectiveProcurementManagement：CostefficiencyStrongsupplierrelationshipsQualitycontrolRiskmanagementEffectivecontractmanagementContinuousmarketanalysis

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagementDemandforecastingandplanningProcessoptimizationTechnologyandinnovationInternalcoordination

2.EvolutionofProcurementFromTransactionaltoStrategic(TheEarlyStages)：

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagementPhaseRolesCharacteristicsEarlyindustrialeraProcurementasatransactionalfunctionFocusedondailypurchasingtasksandensuringthetimelysupplyofmaterialsandservicesneededontheproductionlineCostcontrolstageProcurementevolvedintoanimportantcostcenterFocusedonidentifyingcost-savingopportunities,suchasbulkpurchasingdiscountsandpricenegotiationsLate20thcenturyProcurementtransitionedfromatransactionalexecutortoastrategicpartnerMovedbeyondmerelyfocusingoncostsandbegancreatinggreatervaluethroughsupplierrelationshipmanagement,totalcostanalysis,andsupplychainintegration2.EvolutionofProcurementGlobalizationandTechnologicalAdvancements：

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagementPhaseRolesCharacteristicsGlobalizationstageGlobalorinternationalprocurementSourcefromsuppliersaroundtheworld;reducecostsandobtainhigh-qualityproducts;introducedchallengessuchassupplychaincomplexity,cross-culturalcommunication,andinternationallogisticsmanagementInternettechnologystageRiseofe-procurementUseonlineplatformsforprocurementactivities;includeselectronicinquiries,onlinebidding,electronicorderprocessing,andsuppliermanagement;makestheprocurementprocessmoreefficientandtransparentwhilereducingcosts2.EvolutionofProcurementSustainabilityandIntegration：

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagementPhaseRolesCharacteristicsGreenProcurementCompaniesconsidertheenvironmentalimpactofprocurementactivitiesProcureproductsandservicesthatareenvironmentallyfriendly,renewable,orrecyclableSupplyChainIntegrationProcurementmanagementiscloselyintegratedwiththeentiresupplychainProcurementdecisionsarebasedonunderstandingandoptimizationoftheentiresupplychainprocess,includingproduction,inventory,distribution,andcustomerservice2.EvolutionofProcurementTheFutureofProcurement

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagementPhaseRolesCharacteristicsProcurement4.0ProcuremententersanewerawithemergingtechnologiesUtilizesbigdataanalytics,cloudcomputing,artificialintelligence,InternetofThings(IoT),andmachinelearningtoimproveprocurementprocesses;emphasizesintelligenceandautomationtoenhanceefficiencyandresponsivenessStrategicPartneringProcurementdepartmentsestablishdeeperstrategicpartnershipswithkeysuppliersGoesbeyondtraditionalbuyer-sellerinteractions;focusesonlong-termcollaboration,jointdevelopmentandinnovation,andsharedrisksandrewards2.EvolutionofProcurementThecorefeatureoftheevolutionofprocurementmanagementisthatprocurementhasgraduallydevelopedfromtraditionaltransactionaloperationsintoastrategicfunctionthatsupportsenterprisedevelopment.Itsfocusisnolongerlimitedtodailypurchasingtasks

and

costcontrol,buthasexpandedtovaluecreation,globalprocurement,e-procurement,greenprocurement,andtheestablishmentoflong-termpartnershipswithsuppliers.

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement1)InitiatingtheProcurementProcessDemandidentificationBasedon:ChangesininventorylevelsProductionplansMarketdemandSpecificrequestsfrominternalusersUnit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement1)InitiatingtheProcurementProcessDemandidentificationRequiresdetailedandclearspecificationsoftherequireditemsQuantitiesExpecteddeliverytimesBudgetlimitations

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement1)InitiatingtheProcurementProcessSupplymarketanalysisUnderstanding:AvailablesuppliersMarketpricesforproductsorservicesQualityanddeliverycapabilitiesofpotentialsuppliers

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement1)InitiatingtheProcurementProcessSupplymarketanalysisMayinclude:MarketresearchSupplierinterviewsHistoricaldataanalysis

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement2)SupplierSelectionandNegotiationIdentifyandevaluatepotentialsuppliersBasedoncomprehensivemarketanalysisEvaluationcriteria:Price,Quality,Reputation,DeliverycapabilityServicelevelSupplierselectionNegotiationsFormalpurchasecontract

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement3)OrderManagementandPerformanceMonitoringIssueaformalPurchaseOrder(PO)ManagetheorderprocessMonitorsupplierperformanceVerifyreceiptandconductnecessaryinspectionsArrangepayment

Unit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement4)RecordKeepingandContinuousImprovementMaintaindetaileddocumentationRegularassessmentOftheefficiencyandeffectivenessOftheentire:IdentifypotentialissuesandopportunitiesforimprovementUnit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement5)ProcurementCostManagementCostmanagementInvolves:PlanningprocurementcostsControllingprocurementcostsReducingprocurementcostsProcurementcostsEncompass:PurchasepriceofproductsorservicesAllotherexpensesincurredduringtheprocurementprocessUnit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement5)ProcurementCostManagementProcurementcostanalysisinvolvesdetailedevaluationsof:DirectcostsRawmaterialcostsTransportationfeesIndirectcostsAdministrativefeesStorageexpensesUnit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement3.MainTasksofProcurementManagement5)ProcurementCostManagementReducingtotalcostofownership(TCO)Methods:ValueengineeringmethodsInformationtechnologyThrough:StrengtheningsuppliermanagementNegotiatingcontractsManaginginventoryUnit2:ProcurementandInventoryManagement1.OverviewofProcurementManagement1.IntroductiontoInventoryManagementInventoryconsistsofrawmaterials,work-in-processitems,semi-finishedproducts,finishedgoods,anditemsreadyforsale.ClassificationofInventory：RawmaterialinventoryWork-in-process(WIP)inventorySemi-finishedproductinventoryFinishedgoodsinventoryMaintenance,Repair,andOperating(MRO)suppliesinventory

Unit2:ProcurementandInventoryManagement2.InventoryManagement1.IntroductiontoInventoryManagementFunctionalCategoriesofInventory：CycleinventorySafetyinventorySpeculativeinventorySeasonalinventory

Unit2:ProcurementandInventoryManagement2.InventoryManagement1.IntroductiontoInventoryManagementImportanceofEffectiveInventoryManagement：Managinginventoryeffectivelyensuresmeetingcustomerdemandatminimalcost,balancingcostsandservicelevels.

Unit2:ProcurementandInventoryManagement2.InventoryManagementSupplierCustomerInventory(Buffer)1.IntroductiontoInventoryManagementStrategiesforOptimalInventoryManagement:Just-in-time(JIT)systemsEconomicOrderQuantity(EOQ)modelsAdvancedforecastinganddemandplanningtools

Unit2:ProcurementandInventoryManagement2.InventoryManagement2.DefinitionandRoleofInventoryManagementInventorymanagementinvolvesplanning,organizing,directing,coordinating,andcontrollingtheprocurement,storage,usage,andsaleofacompany'sinventory.KeyObjectivesofInventoryManagement:CostminimizationEnhancingservicelevelsImprovingoperationalefficiencyEnhancingsupplychainflexibilityOptimizingreturnsoninventoryinvestment

Unit2:ProcurementandInventoryManagement2.InventoryManagement2.DefinitionandRoleofInventoryManagementStrategiesforEffectiveInventoryManagement:LeaninventorymanagementAdvanceddemandforecastingOptimizedreplenishmentstrategiesInventorymanagementsoftware

Unit2:ProcurementandInventoryManagement2.InventoryManagement3.InventoryCostManagement:AComprehensiveApproachUnderstandingInventoryCosts:ProcurementcostsHoldingcostsStockoutcostsOrderingcostsSafetystockcosts

Unit2:ProcurementandInventoryManagement2.InventoryManagement3.InventoryCostManagement:AComprehensiveApproachStrategiesforOptimizingInventoryCosts:LeaninventorymethodsImproveddemandforecastingEfficientreplenishmentstrategiesAutomatedinventorymanagementsystems

Unit2:ProcurementandInventoryManagement2.InventoryManagement3.InventoryCostManagement:AComprehensiveApproachKeyFocusAreasinInventoryCostManagement:ReducingholdingcostsbyoptimizinginventorylevelsLoweringorderingcoststhroughmoreefficientprocessesPreventingstockoutsviaaccurateforecastingandtimelyreplenishmentEnhancingsupplychaincollaborationWithsuppliersanddistributorsImprovedemandpredictionsReduceredundantinventory

Unit2:ProcurementandInventoryManagement2.InventoryManagement3.InventoryCostManagement:AComprehensiveApproachKeyFocusAreasinInventoryCostManagement:ReducingholdingcostsbyoptimizinginventorylevelsRegularauditsandefficientmanagementsystemstomaintaininventoryaccuracyInventorycostmanagementstrategiesJust-In-Time(JIT)Vendor-ManagedInventory(VMI)ContinuousReplenishmentPrograms(CRP)OngoingmonitoringandadjustmentUnit2:ProcurementandInventoryManagement2.InventoryManagement4.QualitativeInventoryManagementMethodsExpertOpinionMethod.ItusestheknowledgeandintuitionofindividualstomanageinventoryExpertsystems.Itcansimulateexpertdecision-makingwithsimilardecision-makingcapabilitiesthroughasetofrules.Combiningexpertopinionswithquantitativeanalysis.ItcanenhancedecisionaccuracyThekeyistofullyutilizeexperts'knowledgewhileacknowledginglimitationslikesubjectivebiasanddifferingopinions.Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--AssumptionsDemand(D)isconstantandknownOrderingcost(S)andholdingcost(H)areconstantInstantaneousreplenishment;noshortagesUnitpriceisconstant;noquantitydiscountsSingleitem;continuousreviewinbackgroundUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--Notation&UnitsD:units/year（年需求量）S:¥/order（每次订货成本）H:¥/(unit·year)（单位·年持有成本）Q:unitsperorder（每次订货量）Consistency:keepallonayearlybasis（全部年化，单位一致）Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--TotalCostFunctionAnnualtotalcost(excludingpurchasecost):TC(Q)isSmooth,convexin(Q>0)（在Q>0上光滑凸）Unit2:ProcurementandInventoryManagement2.InventoryManagementOrderingcostperyearHoldingcostperyearWhyistherenopurchasecost?5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--DerivationofEOQFirst-ordercondition:SolveforQ*:Propertyatoptimum:Orderingcost=Holdingcost（最优点OC=HC）Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--ComparativeStatics—Direction&ElasticityDirection:D↑

Q*↑S↑

Q*↑H↑

Q*↓Elasticity(log-derivatives)Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--ComparativeStatics—Direction&ElasticityInterpretation:10%changeinDorSmovesQ*by~5%（半弹性)Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--OutputOptimalorderquantity:Ordersperyear:N=D/Q*Averageinventory:Iavg=Q*/2Annualcosts:OC=(D/Q*)S;HC=(Q*/2)H;TC=OC+HCUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods1)EconomicOrderQuantity(EOQ)Model--LimitsofBasicEOQNotcovered:quantitydiscounts,variabledemand,finitereplenishmentratesLeadtime(L>0):requires(ROP),safetystockforuncertaintyShortages/backorders:differentmodelsandcosttermsMulti-itemconstraints:space/budgetcouplingacrossSKUsUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods2)ReorderPointROP（再订货点）,Safetystock（安全库存）,CSL（服务水平）Variability（波动性）,JIT（准时化）,VMI（供应商管理库存）Min–Max,PeriodicReviewUnit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagementEOQItEOQItROPLDemandLeadtime

Unit2:ProcurementandInventoryManagement2.InventoryManagementEOQItROPLSafetyStock5.QuantitativeInventoryManagementMethods2)ReorderPoint—WhatisSafetyStock?Buffersdemandand/orlead-timevariability;raisesservicelevel(probabilityofnostockoutduringL)Costscapital/space;Increasesholdingcost;designviatargetCSLandvariabilityUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods2)ReorderPoint—ServiceLevelChoicesCSL(CycleServiceLevel,α):P{nostockoutduringL}（周期服务水平）Fillrate(β):fractionofdemandfulfilledimmediatelyToday:useCSLtopickz（本课以CSL为主，选z）Unit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods2)ReorderPoint—CoreFormulas(Demandrandom,Lfixed)Safetystock:Unit2:ProcurementandInventoryManagement2.InventoryManagementEOQItROPLSS5.QuantitativeInventoryManagementMethods2)ReorderPoint—WorkedExampleUnit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods2)ReorderPoint—ScenarioChoicesImpactranking(typical):IfLhalves→SSdrops~30–40%⇒largesteffectσd−20%⇒SS−20%（线性）z:1.96→1.65⇒SS−16%（有限）Constraints:A:Supplierreliability,transportcadence,contracttermsB:Dataquality,mixvolatility,promotioneffectsC:Higherstockoutrisk,servicepenalties,brandimpactConclusion:choosebytotalcost,notbySSaloneUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods3)Min–MaxSystem—BasicsDefinitions:Min:reordertrigger,often≈ROPMax:targetafterreplenishmentSimpleconfiguration:Min≈ROPMax≈Min+Q∗(uselastsession’sQ∗)Notes:Goodforstabledemand,predictableleadtimeVisual,easytooperate（直观易操作）Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods3)Min–MaxSystem—BasicsUnit2:ProcurementandInventoryManagement2.InventoryManagementMaxItMin(ROP)LSSQ*

Unit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement

Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods4)PeriodicReview—Basics（定期评审）Unit2:ProcurementandInventoryManagement2.InventoryManagementSItLSSQTTL

Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods4)PeriodicReview—ContinuousvsPeriodic(Comparison)Unit2:ProcurementandInventoryManagement2.InventoryManagementAspectContinuous(Q,ROP)Periodic(T,S)TriggerInventorypositionhitsROPReviewatfixedtimeTOrderqtyUsuallyfixedQ*VariabletoreachSBufferwindowLL+TProsResponsive,lowerbuffer,LoweraverageinventoryEasierscheduling,batchingConsNeedsreal-timetrackingLargerbuffers,lessresponsiveSuitableHighValue/HighVolatilityManySKUs

orfixeddeliverywindows5.QuantitativeInventoryManagementMethods5)VMI—VendorManagedInventoryConcept:Suppliermonitorscustomerinventoryanddecidesreplenishment（供应商代管）Effectsonbuffers:SSshiftsupstreamorsharedPotentiallylowerσd

frombettervisibilityNot“zeroinventory”:Uncertaintyremains;whoholdsthebufferchangesUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods5)VMI—VendorManagedInventoryUnit2:ProcurementandInventoryManagement2.InventoryManagementSupplier/VendorSS+OrdinaryInventoryCustomer/FactoryTraditionalPartofInventorySupplier/VendorPartofInventoryCustomer/FactoryVMI5.QuantitativeInventoryManagementMethods5)VMI—VendorManagedInventoryKPIs:OTIF,fillrate,daysofsupply,stockoutrateForecastaccuracyatsharedinterfaceContracts:Ownership,consignmentterms（寄售/所有权）Servicelevelsandpenalties（服务水平与违约）Systems:EDI/API,shareddashboards,exceptionalertsUnit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods6)ABCAnalysisAitems(mostimportant).Aitemsoftencompriseasmallinventoryfractionbutholdthegreatestvalue.80%ofinventoryvaluetypicallycomesfrom20%ofitemsBitems(moderatelyimportant)Citems(leastimportant).Unit2:ProcurementandInventoryManagement2.InventoryManagement5.QuantitativeInventoryManagementMethods6)ABCAnalysisStepsinABCAnalysis:(1)DataCollection:Gatherdataonitemcostsandconsumptionoveraperiod.(2)AnnualConsumptionValue:Calculatethisbymultiplyingunitcostbyannualconsumption.(3)Sorting:Rankitemsbydescendingconsumptionvalue.(4)ClassificationandManagement.Unit2:ProcurementandInventoryManagement2.InventoryManagement6.TrendsinInventoryManagement1)AdvancedHardwareTechnologyinInventoryManagementInternetofThings(IoT)Automationandrob