What is Inventory Management?
什么是库存管理？
Effective inventory management is all about knowing what is on hand, where it is in use, and how much finished product results.
Inventory management is the process of efficiently overseeing the constant flow of units into and out of an existing inventory. This process usually involves controlling the transfer in of units in order to prevent the inventory from becoming too high, or dwindling to levels that could put the operation of the company into jeopardy. Competent inventory management also seeks to control the costs associated with the inventory, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the inventory.
Balancing the various tasks of inventory management means paying attention to three key aspects of any inventory. The first aspect has to do with time. In terms of materials acquired for inclusion in the total inventory, this means understanding how long it takes for a supplier to process an order and execute a delivery. Inventory management also demands that a solid understanding of how long it will take for those materials to transfer out of the inventory be established. Knowing these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production running smoothly.暉炖兽樯賢懇繯蠅湾衛哝鏃譫缢级仑銫颦蛮鷴贵謫鈿铅韙欄樱虿币潜圣個隕龛档麸荭诟魇銚觊虯瘍瘋華迳氇阂輅圇呗榪购决認试覬欢篳碭。
Calculating what is known as buffer stock is also key to effective inventory management. Essentially, buffer stock is additional units above and beyond the minimum number required to maintain production levels. For example, the manager may determine that it would be a good idea to keep one or two extra units of a given machine part on hand, just in case an emergency situation arises or one of the units proves to be defective once installed. Creating this cushion or buffer helps to minimize the chance for production to be interrupted due to a lack of essential parts in the operation supply inventory.
Inventory management is not limited to documenting the delivery of raw materials and the movement of those materials into operational process. The movement of those materials as they go through the various stages of the operation is also important. Typically known as a goods or
work in progress inventory, tracking materials as they are used to create finished goods also helps to identify the need to adjust ordering amounts before the raw materials inventory gets dangerously low or is inflated to an unfavorable level.。
Finally, inventory management has to do with keeping accurate records of finished goods that are ready for shipment. This often means posting the production of newly completed goods to the inventory totals as well as subtracting the most recent shipments of finished goods to buyers. When the company has a return policy in place, there is usually a sub-category contained in the finished goods inventory to account for any returned goods that are reclassified as refurbished or second grade quality. Accurately maintaining figures on the finished goods inventory makes it possible to quickly convey information to sales personnel as to what is available and ready for shipment at any given time. In additi on to maintaining control of the volume and movement of various inventories, inventory management also makes it possible to prepare accurate records that are used for accessing any taxes due on each inventory type. Without precise data regarding unit volumes within each phase of the overall operation, the company cannot accurately calculate the tax amounts. This could lead to underpaying the taxes due and possibly incurring stiff penalties in the event of an independent audit.
有效的存货管理就是知道什么是手上、在使用中，哪里和多少成品的结果。
库存管理是有效监督不断流动的单位传入和传出现有库存的过程。此过程通常涉及控制调入单位为了防止库存变得过高，或者减少到可以把危险的公司运作的水平。主管库存管理亦旨在控制库存、相关费用都从生成的清单的累积价值的税务负担及所包括的货物总价值的角度。
平衡库存管理的各项任务，就是要注意三个关键环节，任何库存。第一个方面，随着时间的推移。在总库存中获得的材料，这意味着供应商需要多长时间，处理订单并执行交付的理解。库存管理还要求建立一个坚实的理解，将这些材料的库存转移多久。了解这两个重要的带头作用时间，使我们能够知道什么时候下订单，并必须订购多少个单位，以保持生产顺利进行亙內駟掄鄆厨岭慣帏緲蛏雋矿銓侨碛讪釷愾约绚髋潤餑緱郐熒鏹寵錙漚丝购溈梔娄怃钭囈阵嚕襤谯辊觐嘍鉍揀违亙傖詆会贶鈐嘰郓爭钐专。
计算所谓的缓冲库存也是有效的存货管理的关键。实质上，缓冲库存是额外单位超出维护生产水平所需的最小数目。例如，经理可能确定它会保持一个或两个额外单位的给定的计算机部件在手上，万一出现紧急情况或单位之一证明是有缺陷的一旦安装了一个好主意。创建此垫或缓冲区有助于生产中断的操作供应库存中的基本部分缺乏机会减至最低。
库存管理，并不限于记录提供原材料和运动到业务流程中的这些材料。这些物料的运动，他们经过各阶段的操作也很重要。通常称为货物或正在进行的工作清单，跟踪材料以及用于创
建成品还有助于确定是否需要调整原材料库存获取危险低或不利的水平充气之前订购量
最后，库存管理有准确记录的成品都准备运做。这通常意味着过帐到库存总计新建商品的生产，以及减去最新的买家成品运输。当该公司在地方退货策略时，通常有任何退货，被列为翻新或第二个等级质量考虑到成品库存中所载的子类别。准确地保持成品库存数字，使能够迅速传达怎样为可用，并准备在任何给定时间运到销售人员信息。
除了维持量控制与运动的各种库存，库存管理还使它可能准备用于访问任何税项的准确记录由于每种库存类型。没有有关单位卷内的每个阶段的整体运作的精确数据，该公司不能准确地计算税款数额。这可能会导致短付工资的税款，并可能产生独立审计事件中的严厉处罚。
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1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。Answer: FALSE 2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。 3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE 供应链可以更准确地描述为供应网络。 4) The objective of every supply chain is to maximize the overall value generated. TRUE 每一个供应链的目的是生成的整体价值最大化。 5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FALSE 每一个供应链的目标是最大化为供应链的制造组件生成价值。 6) Every supply chain must include all 5 stages.Answer: FALSE 每个供应链必须包括所有5 个阶段。 7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages.Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。 8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FALSE 供应链周期观点认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TRUE 供应链推/拉认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 10) The push/pull view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. FALSE 供应链推/拉认为在供应链流程分为一系列的活动上演在连续阶段之间的接口。 11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders.Answer: TRUE 客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。 12) The objective of the customer arrival process is to ensure that orders are quickly and accurately
Floyd D. Hedrick, Library of Congress, Washington, D.C. Editor: Jeannette Budding, Communications Manager National Association of Purchasing Management Inventory management Abstract Inventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its function Inventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises. Keyword：Inventory；Management ChapterⅠ Inventory Definition Inventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often than
互利共赢的供应商质量控制 前言 近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。 1、质量与企业共存 质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？ （１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
本科毕业论文（设计） 外文翻译 原文： Multi-echelon inventory management in supply chains Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service. Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers, as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations and at the right time, in order to minimize system-wide costs while satisfying service-level requirements .So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participants. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore, inventory management policies prove critical in determining the profit of such firms. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.
淮阴工学院 毕业设计(论文)外文资料翻译 系（院）：江淮学院 专业：会计学 姓名：孙露铭 学号：3082113127 外文出处：The American Society of Mechanical (用外文写)Engineers Agency，2007:27-33 附件： 1.外文资料翻译译文；2.外文原文。
附件1：外文资料翻译译文 供应链下的多级存货管理 从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。 因各种不同的原因，存货以不同形式存在在供应链中。在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。 许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。除了对供应和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。 多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。它们还必须对它们的库存进行协调安排。有许多因素使成功的库存管理变得复杂，例如。需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。 大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相
外文翻译 原文 Supply chain management for agricultural products Resource: MBA (IT), IIIT Allahabad Pulastya Roy Agriculture is a significant sector of most of the economy of world. Agriculture derives its importance from the fact that it provides any a country self reliance in terms of food for their people, providing huge direct and indirect employment and more over huge revenue by export of surplus food grain. Agriculture is backbone of the economy and infrastructure for many countries like India, Brazil and others. Due to technical advancement, improved irrigation system and several other reasons production in agriculture has increased several folds. To meet this increased production and business in agriculture sector an equally reliable supply chain support is imperative. Supply chain is basically-“a set of processes functioning synergistically to satisfy a customer’s demand”. Any supply chain trades off between two main attributes of supply chain, “Efficiency and Responsiveness”. Any supply chain is adopted or designed keeping only this two attributes in mind because it defines about which kind of customer the supply chain wants to cater and what is the scale of “return on investment” is being planned for. Agricultural industry uses bo th kind of supply chain as per the need. Designing supply chain for agricultural products: Most of the produce in agriculture can not be sold directly; as per their mode of consumption they can be categorized as follows.There are some products which are not highly perishable like cereals but needed to be processed like- rice is polished, and wheat has to be husked.Some products are highly perishable so they must be sent to market very fast or otherwise needed to be processed and packaged well. For designing a supply chain for any Agriculture product, it’s important to know which kind of agriculture products is that, and accordingly a responsive or efficient supply chain is designed. Supply chain for non perishable items: Most all the cereals like Wheat, Rice, Maize etc. and some vegetables like
淮阴工学院 毕业设计(论文)外文资料翻译系（院） ：江淮学院 专业： 会计学 姓名： 孙露铭 学号： 外文出处：(用外文写) 3082113127 The American Society of Mechanical Engineers Agency，2007:27-33 附件： 1.外文资料翻译译文； 2.外文原文。
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附件1：外文资料翻译译文 供应链下的多级存货管理 从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。 因各种不同的原因，存货以不同形式存在在供应链中。在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。 许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。除了对供应和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。 多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。它们还必须对它们的库存进行协调安排。有许多因素使成功的库存管理变得复杂，例如。需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。 大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相同。因各种不用的原因，存货以不用的形式存在在整个供应链中。在任何一个制造过程中，它们可能作为原材料、在制品或者产成品存在。它们存在于配送仓库，存在于运输途中，或者存在于管道里，它们存在于这些设备的每个链接处。 制造商从供应商处采购原材料，将它们加工成产品并销售给分销商，然后由分销商销售给零售商或者用户。当一个产品经过多个阶段才到达最终用户，它就形成了一个多级库存系统。某一库存节点的级库存等于这个库存节点上的所有库
库存控制方法的文献综述 专业：物流管理 班级：1552 学号： 姓名： 摘要：在保证企业生产、经营需求的前提下，使库存量经常保持在合理的水平上；掌握库存量动态，适时、适量提出订货，避免超储或缺货；减少库存空间占用，降低库存总费用；控制库存资金占用，加速资金周转。本文参考了相关文献，总结了一系列物流库存控制方法，开展进一步研究。 关键词：库存量、控制方法 一、前言 库存量过大所产生的问题：增加仓库面积和库存保管费用，从而提高了产品成本；占用大量的流动资金，造成资金呆滞，既加重了货款利息等负担，又会影响资金的时间价值和机会收益；造成产成品和原材料的有形损耗和无形损耗；造成企业资源的大量闲置，影响其合理配置和优化；掩盖了企业生产、经营全过程的各种矛盾和问题，不利于企业提高管理水平。 库存量过小所产生的问题：造成服务水平的下降，影响销售利润和企业信誉；造成生产系统原材料或其他物料供应不足，影响生产过程的正常进行；使订货间隔期缩短，订货次数增加，使订货（生产）成本提高；影响生产过程的均衡性和装配时的成套性。
二、正文 目前，在库存管理中常用的方法有两种类型，一种是传统的库存管理方法，另一种是现代的库存管理方法。对于传统的库存管理方法，主要有定量订购与定期订购方法、ABC库存控制方法和经济订货批量等。对于现代库存控制方法，主要有MRP与MRPn库存控制方法、企业资源计划(ERP)和及时生产(JIT)库存控制方法等。 （一）、定量订货法 定量订货法是指当库存量下降到预定的最低库存量（订货点）时，按规定进行订货补充的一种库存控制方法。当库存量下降到订货点时，即按预先确定的订货量发出订单，经过订货期、交货周期，库存量继续下降，到达安全库存量时，收到订货，库存水平回升。采用定量订货方式必须预先确定订货点和订货量（见图1）。图1 定量定货法原理 其中：Q——批量或订货量，T——周转期，S——安全库存 1. 订货点的确定 通常订货点的确定主要取决于需求率和订货交货周期这两个因素。在需求为固定、均匀和订货交货期不变的情况下，订货点由以下公式确定： 订货点 = 平均交货期全年需求量 / 365 + 安全库存量（1）
文献综述 供应链管理环境下家电企业第三方物流模式初探 中国目前正在成为世界家电的制造中心，在2000年前后，家电企业的规模效应就已经充分显现，国内市场处于供过于求的状态，企业承受着原材料涨价和价格战的双重压力，生产领域可挖掘的降低企业成本的潜力已不太大而在产品流通环节的竞争中却出现了最后一公里不能到位的情况，严重影响了企业的形象。高磊在《供应链一体化条件下我国家电企业物流管理的研究》一书中认为，随着家电行业价格战愈演愈烈，以及我国加入WTO国内家电生产企业遇到外来产品的冲击,家电业的利润空间持续萎缩。物流管理作为家电企业的第三利润源泉,如何降低其物流成本提高物流服务成为众多企业关注的焦点。 供应链目前尚未形成统一的定义，许多学者从不同的角度出发给出了许多不同的定义。早期的观点认为供应链是制造企业中的一个内部过程，它是指把从企业外部采购的原材料和零部件，通过生产转换和销售等活动，再传递到零售商和用户的一个过程。传统的供应链概念局限于企业的内部操作层上，注重企业自身的资源利用。哈理森（Harrison）将供应链定义为：“供应链是执行采购原材料、将它们转换为中间产品和成品、并且将成品销售到用户的功能网”。“供应链”作为一个引发行业热潮的词出现在1993 年左右, 吴清一在《现代物流概论》书中将供应链定义为：产品生产和流通过程中所涉及的原材料供应商、生产商、批发商、零售商以及最终消费者组成的供需网络，即由物料获取、物料加工、并将成品送到用户手中这一过程所涉及的企业和企业部门组成的一个网络。 “供应链管理”产生于20世纪80年代晚期，20世纪90年代得以广泛传播。Lambert，James Stock，Lisa Ellram在《Fundamentals of Logistics Management》将供应链定义为供应链是那些把产品或服务提供给市场的公司排列。供应链是一个设备和分销选择的网络，它的功能是获取原材料，把这些原材料转变成中间产品和最终产品，并把最终产品传递到顾客手中。 Douglas Lambert，James Stock，Lisa Ellram，在其著作《物流管理》中将供应链管理定义为：从终端用户到提供产品、服务和信息的初始供应商的业务过程的整合，综合考虑了供应链中物资、服务和商品的输入流和输出流，代表一种较新的业务运作方法和对所涉及的业务流程的不同观点，是一种高度互动而且复杂的系统方法，需要同时进行许多权衡。供应链管理是在供应链参与者中进行生产、存货、选址和运输的协调，从而在所服务的市场达到响应和效率的最佳组合，不仅包括传统的物流还包括诸如市场营销、新产品开发、金融和顾客服务等行为。 第三方物流一词是从国外引进的，其英文表达为Thrid Party Logistics，简称3TPL，是20世纪80年代中后期才在欧美发达国家出现的概念，源自业务外包。将业务外包引入物流管理领域就产生了第三方物流的概念。Robert C.Lieb认为，第三方物流指的是用外部公司去完成传统上由组织内部完成的物流功能，这些功能包括全部物流功能或所选择的部分物流功能。David Simchi—Levi等认为，第三方物流就是利用一家外部的公司完成企业全部或部分物料管理和产品配送职能。 美国物流管理协会于2002年10月1日公布的《物流术语词条2002升级版》的解释是：第三方物流是将企业的全部或部分物流运作任务外包给专业公司管理经营，
企业存货管理存在的问题与对策文献综述企业存货管理存在的问题与对策文献综述 xxx 科技学院学生毕业设计(论文) 文献综述题目企业存货管理存在的问题及对策文院(系) 经济管理学院专业班级会计学本科 2006 级学生姓名 xxx 学号 xxx指导教师(签字) xxx 文献综述要求 1.文献综述是要求学生对所进行的课题搜集大量情报资料后综合分析而写出的一种学术论文。其特点“综”是要求对文献资料进行综合分析、归纳整理，使“述”就是要求对综合整理后的文献进行比较材料更加精练明确、更有逻辑层次;专门的、全面的、深入的、系统的描述和评价。 2.文献综述中引用的中外文资料，内容必须与课题或专业方向紧密相关，理工类不得少于 10 篇，其它不少于 12 篇。 3.文献综述不少于 2000 字。其所附注释、参考文献格式要求同正文。文献综述的评阅评阅要求:应根据学校“文献综述要求”，对学生的文献综述内容的相关性、阅读数量以及综述的文字表述情况等作具体的评价。指导教师的评语: 指导教师(签字) 年月日xxx 科技学院本科生毕业论文企业存货管理存在的问题及对策文 企业存货管理存在的问题及对策文摘要:存货管理是现代企业管理的重要组成部分加强存货管理是保证生产正常进行的物质基础，并能有效地服务于基本生产、技术改造的全过程。存货管理的好坏已成为衡量企业管理制度是否完善、存货储备是否合理、流动资金占用是否最低的重要标志关键词:存货管理，存货问题，对策随着经济体制改 革的深入及市场竞争的不断加剧，原有的企业存货管理方式不论是在管理模式上还是在管理效果上都已经不能满足现今市场经济的要求。原有的存货管理方式不但存在较大的风险，而且在成本的控制上属于薄弱环节，这对企业的发展造成了很大的负担及限制。本课题希望能通过对一些存货管理中存在的问题的分析研究，找
中文4400字 本科毕业论文外文翻译 外文题目：A logistics and supply chain management approach to port performance measurement 出处：MARIT. POL. MGMT 作者：Khalid Bichou and Richard Gray 原文： A logistics and supply chain management approach to port performance measurement By Khalid Bichou and Richard Gray MARIT. POL. MGMT 2004VOL. 31, NO. 1, 47–67 ABSTRACT Although there is widespread recognition of the potential of ports as logistics centres, widely accepted performance measurements for such centres have yet to be developed. The essence of logistics and supply chain management is an integrative approach to the interaction of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satisfaction. The logistics approach often adopts a cost trade-off analysis between functions, processes and even supply chains. This approach could be beneficial to port efficiency by directing port strategy towards relevant value-added logistics activities. This paper seeks to show that through conceptualizing ports from a logistics and supply chain management approach, it is possible to suggest a relevant framework of port performance. A proposed framework is tested in a survey of port managers and other international experts.
中文4800字，3200单词，1.9万英文字符 出处：Proceedings of the Institution of Mechanical Engineers Part B Journal of Engineering Manufacture, 2007, 221(10):1553-1570. 原文 Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective A TaskinGu¨mu¨s* and A FuatGu¨neri Abstract: Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service. The current paper reviews the literature, addressing multiechelon inventory management in supply chains from 1996 to 2005. The behavior of the papers against demand and lead-time uncertainty is the key analysis point of the literature review presented here and it is conducted from an operational research point of view. Finally, directions for future research are suggested. Keywords: supply chain, multi-echelon inventory management, demand uncertainty, lead-time uncertainty 1 INTRODUCTION Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers,as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power. SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations, and at the right time, in order to minimize system- wide costs while satisfying service-level requirements. So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participant. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms [4]. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective. Inventories exist throughout the SC in various forms for various reasons. The lack of a coordinated inventory management throughout the SC often causes the