VMI (Vendor Managed Inventory), the vendor managed inventory, supply chain management in recent years, a study of more inventory management. VMI embodies the integrated management of key supply chain thinking, the enterprises and their supply chain upstream business in the enterprise procurement conduct closely tied together, to break with the past for business and do not loose the trust between the co-operation, establish collaboration oriented procurement model. VMI spirit of cooperation, mutual benefit, maintain a stable long-term supply and demand, and jointly improve processes. It is worth emphasizing that the discussion here is not simply the sense of VMI's SOI (Supplier Owned Inventory), the supplier has stock, but the discussion of enterprise-class procurement mode VMI.
1, VMI implementation of the elements and can bring benefits
Extensive research shows that VMI implementation cycles for enterprise applications in general need more time, and and business process management and information technology are closely combined. For the manufacturing sector, in most cases, VMI's successful implementation of the first requires the following three key conditions:
(1) information system and sharing platform
Because VMI stress real-time, so enterprises must establish a reliable information-sharing platform, will be the key plan information through platform sharing, real-time inventory information to the network platform to deliver, through the power of information technology to achieve the timely flow of information flow. VMI also means the need for access to information and business integration between other applications, real-time, effective information sharing.
(2) classification of supply relationship management and supply
In addition, as requested by the supplier VMI support, with the same automatic replenishment agreements and business processes with the ability to seamlessly dock. Difficult to do because all the VMI class of materials and individual all involved, a company must effectively classified materials, and participate in related programs provider screened for key maintenance. To improve the supply relationship, companies need to put in more effort.
(3) statistical and mining techniques
As the VMI supplier must be able to support analysis and decision making online, so companies need to provide sufficient operational data to do analysis, to data mining, and continuous improvement of data mining technology, technical achievement into the system to enterprise applications.
Past cases show that the successful implementation of the VMI of the operating companies can have better performance indicators, such as delivery accuracy, quality levels, lead times are an important key to enhance performance on. The author believes that the shortening of the supply cycle is one of the most important improvement to time as the original variables to shorten the supply cycle can also bring a series of chain reactions. Therefore I would like to VMI in the time variables analyzed.
2, VMI analysis in the time variable
In supply chain management has three basic primitive variables is most worthy of attention: time, batch and volume. Can be said that the most basic logistics costs - service system is also relying on the three original variables do support any changes in one variable affect other variables are given. For example, the simple rule that Little: Time * efficiency = inventory, time, inventory levels is an important decision variable, time variable and efficiency are often inversely proportional to the increase, leading to an increase in inventory. Because VMI in supply chain management can significantly shorten the supply cycle, so that there is a clear reduction in inventory levels, so here I will mainly affect the variables of time to analyze.
To an actual case of manufacturing enterprises, for example, for the procurement of critical materials, the traditional mode of procurement practices of the enterprise is in the process of manufacturing continued consumption of inventory, inventory consumption reaches a certain point in time, the relevant decision-makers need to purchase orders to suppliers, vendors began to be made to order (if any stock on the direct supply), production started after the completion of the supply of providers, warehousing companies to receive and implement relevant financial work. Although the key suppliers of materials is only 20 kilometers away from the company about the journey, but the entire procurement cycle is still very long, so companies have to maintain large inventories to cope with change.
Obviously, there are several issues worthy of analysis. First of all relevant business managers in determining the timing of when purchasing more subjective or miss the best time to purchase that may result in insufficient supply or inventory backlog, while suppliers may not be stocked for the demand side (in the many varieties of small batch production mode Next stocking is very difficult to piece things), resulting in the production and then delivery must. As a result, the demand side for the entire procurement cycle will be a long, planned variation, the time variable value becomes higher, also followed by increased uncertainty. And because each purchase order must be considered under the minimum order quantity, so the company must also be a passive acceptance of supply-side supply of large quantities of small batches of behavior, leading storage capacity is tight, liquidity has been devoured by the ever-increasing inventory, materials and production order corresponds to poor. Although the analysis leading to the emergence of drama out of the average inventory level is high, but the phenomenon remains a serious shortage of material, there is the result of idle lag materials.
浣嗗湪VMI妯″紡涓嬶紝璇ヤ紒涓氱殑鐩稿叧娴佺▼鍙戠敓浜嗛噸瑕佸彉鍖栵紝瑙佷笅琛細
浼犵粺閲囪喘妯″紡
闇?眰鏂孤犅?涓嬮噰璐鍗暵犅犅犅?鎸佺画娑堣?搴撳瓨聽聽聽聽聽聽聽 鎸佺画娑堣?搴撳瓨聽聽聽聽聽聽聽 鑾峰緱淇℃伅锛屽苟纭聽聽聽聽聽聽聽聽聽聽聽聽聽聽 鏀惰揣锛岀粨绠楋紝浠樻绛?br />
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VMI涓嬬殑閲囪喘妯″紡锛?br />
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渚涘簲鏂?鐧婚檰绯荤粺鍒嗘瀽搴撳瓨鐘跺喌 涓嬪巶绾х敓浜ц鍒捖犅?閫氱煡瀹㈡埛鏀惰揣锛屽苟琛ュ厖搴撳瓨鍒板鎴峰伐鍘偮犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅犅?寮?彂绁?br />
濡備笂琛ㄦ墍绀猴紝璇ヤ紒涓氬湪浼犵粺妯″紡涓嬬殑涓?釜閲囪喘鍛ㄦ湡涓?埇闇?瓒呰繃3鍛ㄧ殑鏃堕棿锛屽苟闇?涓鸿繖3鍛ㄧ殑鐢熶骇娑堣?鑰屽噯澶囪兘澶熸寔缁秷鑰楃殑搴撳瓨銆傝?VMI鐨勯噰璐ā寮忎笅璇ヤ紒涓氬彲浠ュ湪寰堢煭鐨勫懆鏈熷唴鑾峰緱鎵?渶瑕佺殑搴撳瓨锛屼緵搴旀棩鏈熷崟浣嶄互鏃ヤ负鍗曚綅杩涜璁＄畻锛屽钩鍧囬棿闅?.1澶╁氨鏈変竴娆¤ˉ璐с?渚涙柟鏍规嵁瀵规柟瀹為檯搴撳瓨娑堣?鎯呭喌涓庣敓浜ц鍒掔瓑淇℃伅鍒ゆ柇浣曟椂寮?鐢熶骇锛熶綍鏃惰ˉ鍏呭簱瀛橈紵琛ュ厖澶氬皯搴撳瓨锛熻?涓旂敱浜庤浼佷笟搴旂敤鐨刅MI妯″紡鍏锋湁SOI鐨勭壒鎬э紝鎵?湁鏉冨彂鐢熻浆绉绘槸鍦ㄩ鏂欒?闈炲叆搴撻樁娈碉紝鍥犳璇ヤ紒涓氫笉蹇呮瘡娆′笌渚涙柟杩涜缁撶畻锛屽彧闇?湪鍗忚浠锋牸涓嬪湪姣忔湀鍒濈殑5鍙蜂笌璇ヤ紒涓氭牴鎹疄闄呴鐢ㄦ枡鏁伴噺缁撶畻涓婃湀璐ф銆傚悓鏃讹紝閬囧埌绱ф?瑕佽揣鐨勬儏鍐碉紝渚涙柟鍙洿鎺ラ?璐у埌瀹㈡埛鐨勭嚎杈逛粨锛屽ぇ澶х缉鐭簡娴佺▼娴佽浆鏃堕棿銆傜敱浜庢祦绋嬫祦杞椂闂寸殑缂╃煭鍜岃ˉ璐ч鐜囩殑澧炲姞锛屽鑷翠緵搴旀壒娆″澶氾紝浣嗘壒閲忓噺灏戙?铏界劧鎵规澧炲锛屼絾涔熷苟娌℃湁瀵艰嚧杩愯緭璐圭敤澧炲姞锛屽洜涓烘槸鎸夎溅娆¤绠楁垚鏈紝鍥犳鍦ㄤ竴瀹氭椂闂磋法搴﹀唴鏉ョ湅鎬昏溅娆￠噺澧炲姞骞朵笉鏄庢樉锛岃?渚涙柟鍗磋兘澶熷彇寰楃敓浜ц鍒掑潎琛″寲涓庡簱瀛樺噺灏戠殑鏁堝簲銆?br />
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鏃堕棿鏄鍒掑埗璁㈢殑閲嶈鍙傜収鍙橀噺锛屾椂闂撮┍鍔ㄧ潃璁″垝鐨勫畬鎴愶紝鍙互璇存椂闂村彉閲忕殑琛ㄧ幇鐩存帴褰卞搷璁″垝鐨勭瀛︽?涓庡悎鐞嗘?銆傝?浠庢暣涓緵搴旈摼绯荤粺鐨勮搴︾湅锛孷MI涓哄帇缂╂祦绋嬫祦杞椂闂翠骇鐢熶簡宸ㄥぇ鐨勪綔鐢紝涓鸿鍒掔殑鍒惰鎻愪緵浜嗘湁鏁堜繚闅溿?浜嬪疄涓婏紝鏃堕棿涔熸槸鏁翠釜渚涘簲閾剧郴缁熺殑鍏抽敭鍙橀噺锛岃櫧鐒剁洰鍓峍MI鐨勬帹琛岃繕瀛樺湪璇稿灞?檺锛屼絾浠庝互寰?殑鎴愬姛妗堜緥鏉ョ湅锛孷MI浣滀负涓?妯″紡鎴栦竴绉嶅伐鍏凤紝鍦ㄦ椂闂村彉閲忚〃鐜扮殑鏀瑰杽涓婂凡缁忓仛鍑轰簡涓嶅彲纾ㄧ伃鐨勮础鐚?
琛?鎴樼暐鎬х墿娴佹垚鏈鐞嗕綋绯?br />
绗笁锛屽浜庨潰鍚戜笂娓镐緵搴斿晢鐨勭墿娴佹垚鏈鐞嗭紝鍏舵枃鍖栧拰缁勭粐灞傛鐨勭洰鏍囧湪浜庝紭鍖栦紒涓氱殑渚涘簲浣撶郴锛屽皢鏈夐檺鐨勮祫婧愬?鏂滃埌鍏抽敭渚涘簲鍟嗭紝浠ユ敮鎸佸叾鏀瑰杽涓氬姟娴佺▼锛岄檷浣庣墿娴佹垚鏈紝骞朵笖鍦ㄥ彲鑳界殑鎯呭喌涓嬶紝璁╁叧閿緵搴斿晢鍦ㄤ紒涓氫緵搴旈摼璁捐鍜岃繍浣滅殑鏃╂湡闃舵浠嬪叆杩涙潵锛屽叡鍚屾潵瑙勫垝鍜屽疄鏂戒緵搴旈摼娲诲姩锛岃繖鏍蜂笉浠呬紒涓氶棿鐨勪緵搴斾綋绯昏兘澶熸湁鏁堝缓绔嬶紝鑰屼笖鐗╂祦鎴愭湰鑳藉鐪熸浼樺寲锛岄槻姝簡鍚庣画璋冩暣鎴愭湰鐨勫彂鐢熴?闄ゆ涔嬪锛屽府鍔╀緵搴斿晢寮哄寲鎴愭湰绠＄悊涔熸槸褰撲粖浼佷笟瀹炴柦鐗╂祦鎴愭湰绠＄悊鐨勫叧閿洜绱狅紝鍙湁涓婃父浼佷笟鑳藉緢濂藉湴瀹炴柦鐗╂祦鎴愭湰绠＄悊锛屾墠鑳藉疄鐜颁緵搴旀垚鏈殑浼樺寲銆傛敮鎸佷簬涓婅堪鐩爣锛屼粠娴嬪害鍜屾牳绠楀眰娆′笂鐪嬶紝闇?瑙ｅ喅鐨勪竴鏂归潰鏄緵搴斿晢璁よ瘉鍜岀粏鍒嗙鐞嗭紱鍙︿竴涓柟闈㈡牴鎹璇佹儏鍐靛拰渚涘簲鍟嗗畾浣嶏紝纭珛鍚堢悊鐨勪緵搴斿叧绯诲拰缁╂晥濂栧姳鏈哄埗锛屼粠鑰屼娇渚涘簲浣撶郴鐨勪紭鍖栬惤鍦ㄥ彲搴﹂噺鐨勫眰娆°?鍦ㄤ俊鎭拰娌熼?灞傛涓婏紝鍔犲己涓庝緵搴斿晢鐨勬矡閫氶潪甯搁噸瑕侊紝杩欑娌熼?涓嶄粎鍖呮嫭閲囪喘渚涘簲鐨勫晢娴佽绱?鍗充氦鏄撶殑鏉′欢銆佷环鏍笺?鍝佺銆佽川閲忕瓑)锛岃?涓旇繕搴旇鍖呮嫭绠＄悊瑕佺礌(绠＄悊鐨勫噯鍒欍?浜ゆ槗鐨勪緥澶栧拰澶勭悊鍘熷垯鍜屾柟娉曘?鏃ュ父娌熼?鐨勬満鍒剁瓑)銆佷俊鎭绱?璁㈠崟澶勭悊鍜屽弽棣堢殑瑙勫垯銆佷俊鎭郴缁熺殑鎺ュ彛銆佷俊鎭垎浜殑鍏蜂綋瑙勫畾绛?鍜岀墿娴佽绱?鍏蜂綋鐨勭墿娴佽姹傘?鐗╂祦绯荤粺瑙勫垯鍜岀墿娴佽繍浣滅殑缁嗚妭瑙勫畾绛?銆?br />
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