庫存控制的編制角度分析理論和案例研究外文翻譯

1、<p><b>　　交通與汽車工程學(xué)院</b></p><p>　　本科生畢業(yè)設(shè)計(jì)（論文）</p><p><b>　　英文翻譯</b></p><p>　　學(xué)生姓名： </p><p>　　學(xué) 號： </p><p>　　

2、專 業(yè)： </p><p>　　年 級： </p><p>　　指導(dǎo)教師： </p><p>　　日 期： </p><p>　　交通與汽車工程學(xué)院制</p><p>　　庫存控制的編制角度分析：理論和案例研究&l

3、t;/p><p>　　作者：Leonieke G. Zomerdijk*, Jan de Vries</p><p><b>　　摘 要</b></p><p>　　庫存控制在物流領(lǐng)域得到了深入討論?，F(xiàn)今，許多觀念和技術(shù)都可以有效地控制庫存。例如許多隨機(jī)模型被用來確定訂購數(shù)量、技術(shù)預(yù)測需求還有不同的ABC分析法。顯而易見，這些觀念和技術(shù)的理論背

4、景都顯示出了大量的相似之處：他們都源于運(yùn)營管理學(xué)和運(yùn)籌學(xué)。盡管這些觀念有著可用價(jià)值，但是這種片面的方法在實(shí)踐中有著他自身的局限性。在這篇文章中，我認(rèn)為在處理實(shí)際的庫存控制的問題時(shí)要采取更為全面的思考。首先，就是要形成一種編制角度的庫存控制。這個(gè)觀點(diǎn)的中心思想庫存編制環(huán)境的重要性。這就意味著除了傳統(tǒng)的注意事項(xiàng)，訂單數(shù)量和補(bǔ)貨策略以及其他方面也需要注意。例如：職責(zé)的分配，庫存管理權(quán)利的分配，庫存信息的質(zhì)量和相關(guān)的決策過程等等。這些情境因素以

5、及傳統(tǒng)因素形成了一個(gè)用于解決實(shí)際庫存控制問題的框架圖。而這個(gè)框架圖的其中一個(gè)主要特征就是在分析和重新設(shè)計(jì)庫存情況時(shí)事非常有用的。其次，這篇文章描述了一個(gè)研究結(jié)果的案例，而這個(gè)案例是關(guān)于從應(yīng)用程序的編制視角來解決實(shí)際庫存控制問題。案例研究的中心問題時(shí)非洲傳教士航空組織的備件庫存。案例研究表明：該編制視角在處理庫存控制問題上市非常有用的。這表明：庫存編制環(huán)境尤其是有關(guān)人員的職責(zé)和權(quán)</p><p>　　關(guān)鍵詞：案例研

6、究，庫存控制，編制角度</p><p><b>　　1.前言</b></p><p>　　在過去的幾十年里，庫存控制一直是許多論文的熱門話題。它也可以當(dāng)之無愧的被叫做運(yùn)營領(lǐng)域的精華。因此，大量的觀念和技術(shù)都可有效地控制庫存。例如，隨機(jī)模型來確定訂購數(shù)量、技術(shù)預(yù)測需求以及不同類型的ABC分析。近來，管理系統(tǒng)，如制造資源計(jì)劃（MRP）和企業(yè)資源規(guī)劃（ERP）已被添加進(jìn)入這

7、一系統(tǒng)，然而，大多數(shù)這些計(jì)劃都有著相似的理論背景，運(yùn)營管理和運(yùn)營研究。這就意味著這些觀念和技術(shù)主要基于數(shù)學(xué)的假設(shè)和建模的庫存情況。雖然這種方法建立的庫存控制已被證明在確定庫存參數(shù)和規(guī)劃資源上是很有價(jià)值的，而其價(jià)值就在于能夠質(zhì)疑在處理實(shí)際庫存控制時(shí)出現(xiàn)的問題。例如：普羅素（Plossl）和韋爾奇（Welch）認(rèn)為許多企業(yè)利用庫存控制技術(shù)來工作但庫存并沒減少。另一方面，許多企業(yè)即使沒有利用這些觀念和技術(shù)也可以在管理總庫存投資方面做得很好（P

8、lossl and Welch, 1797, p.26）。此外，如今許多學(xué)者認(rèn)為許多定量方法領(lǐng)域的運(yùn)營管理學(xué)和運(yùn)籌學(xué)不足以應(yīng)付今天編制的復(fù)雜性（如：Hayes, 1998; Lovejoy, 1998; Machuca,1998）。這些學(xué)者在運(yùn)營管理問題上支持一個(gè)更為廣泛的范圍，</p><p>　　在本文中，我們認(rèn)為在處理庫存控制問題時(shí)采取編制庫存環(huán)境是非常重要的。這就意味著除了傳統(tǒng)的注意事項(xiàng)，如訂單數(shù)量和補(bǔ)貨

9、策略，環(huán)境方面也需要注意。例如：職責(zé)和庫存管理權(quán)限的分配、庫存信息的質(zhì)量和相關(guān)的決策過程。這些環(huán)境因素以及傳統(tǒng)因素都可以在庫存控制方面形成一個(gè)編制的視角。所以，這篇文章的主題就是這個(gè)編制視角的形成和實(shí)際應(yīng)用。</p><p>　　文章結(jié)構(gòu)如下：首先，形成一個(gè)編制視角，為此，就需要研究編制庫存環(huán)境來確定庫存控制的各個(gè)方面；其次，提出一個(gè)框架圖以應(yīng)用編制視角來解決實(shí)際庫存控制問題；然后，介紹一個(gè)已經(jīng)應(yīng)用了編制視角的案

10、例的研究方法。而且該案例與非洲傳教士航空組織的備件庫存有關(guān)。第四部分，從案例研究中得出結(jié)論。而這個(gè)結(jié)論就是運(yùn)用編制環(huán)境視角能是人們更好地理解問題，而且能夠重新設(shè)計(jì)一個(gè)更適合的庫存情況；最后一部分總結(jié)全文。</p><p>　　2.庫存控制的編制視角</p><p>　　在運(yùn)營管理學(xué)和運(yùn)籌學(xué)中可以找到關(guān)于庫存控制的許多觀點(diǎn)。傳統(tǒng)上，有些人關(guān)注三個(gè)方面：訂單數(shù)量、訂購區(qū)間和庫存控制系統(tǒng)，而且他

11、們被公認(rèn)為在庫存控制中扮演著重要的角色。比如說：Plossl(1985)和Silveretal(1998)。第一個(gè)方面關(guān)注于訂單數(shù)量或者訂購多少。為了確定經(jīng)濟(jì)訂貨量，一些相關(guān)庫存成本發(fā)揮著一定的作用，如訂購成本和庫存成本。第二個(gè)方面與訂購區(qū)間或者訂購時(shí)間有關(guān)。考慮到這一點(diǎn)，需求量和更換規(guī)模的過程是非常重要的。最后，第三個(gè)方面就是庫存管理系統(tǒng)。然而，一般常見與系統(tǒng)控制有關(guān)的主題就是ABC分類和信息系統(tǒng)。這三個(gè)方面代表了傳統(tǒng)的庫存情況，此外

12、，這三個(gè)方面還被認(rèn)為是提高庫存控制的起點(diǎn)。過去的二十年間，隨著運(yùn)營管理學(xué)的發(fā)展和成熟，一些新觀念已經(jīng)被添加到庫存控制的主題中。這些管理主題包括MRP，即JIT和ERP（Hayes, 1998; Leschke, 1998）。盡管近期的這些觀點(diǎn)有著更多的定性性質(zhì)，但是他們與以前的觀點(diǎn)一樣在庫存控制當(dāng)面都有著片面性。事實(shí)上，大多數(shù)觀點(diǎn)對大多數(shù)庫存處在同一個(gè)環(huán)境中這一事實(shí)關(guān)注很少或者根本不關(guān)注。</p><p>　　從

13、實(shí)用的觀點(diǎn)來看，不能忽視庫存的環(huán)境設(shè)置，許多同處于一個(gè)編制環(huán)境的其他幾個(gè)因素在庫存控制中起著一定的作用。一般來說，這些因素是在運(yùn)營管理學(xué)和運(yùn)籌學(xué)之外但是還是要被考慮到這些領(lǐng)域之內(nèi)。大多數(shù)因素與環(huán)境整合庫存和信息流動(dòng)有關(guān)。一個(gè)顯著的例子就是庫存管理職責(zé)和權(quán)限的分配。例如當(dāng)企業(yè)中如果沒有人負(fù)責(zé)庫存或者負(fù)責(zé)人沒有足夠的權(quán)力時(shí)就很容易出現(xiàn)庫存控制問題。同樣的，一個(gè)缺乏控制的高庫存可能是不正確的庫存記錄的結(jié)果或者是記錄系統(tǒng)操作失誤的結(jié)果。因此，編

14、制環(huán)境庫存也包括其他幾個(gè)可以影響庫存控制的方面。</p><p>　　為了能夠辨別庫存編制環(huán)境的重要幾個(gè)方面，它可以分為四個(gè)維度：分配任務(wù)、決策過程、溝通過程和工作人員。首先，分配任務(wù)是庫存編制環(huán)境的一個(gè)重要的維度。根據(jù)洛夫喬伊（1998）所說，這個(gè)維度應(yīng)該是運(yùn)營管理問題上的部分問題，而在這方面的相關(guān)特征是負(fù)責(zé)庫存管理人員數(shù)量、他們的作用及其在企業(yè)中的職位。另一個(gè)相關(guān)特征就是責(zé)任與當(dāng)局之間的分配。這些特點(diǎn)中的每一

15、個(gè)特點(diǎn)都有可能會(huì)影響庫存控制的有效性。</p><p>　　其次，編制理論表明：決策過程會(huì)形成一個(gè)重要的編制維度（如，Daft, 1998）。就像其他編制領(lǐng)域，許多庫存管理的決策是從年度戰(zhàn)略到日?；顒?dòng)的運(yùn)營決策產(chǎn)生的。因此，這些決策就會(huì)影響最終的庫存控制。此外，庫存控制的有效性取決于庫存決策方式之間的相互關(guān)系。例如，很明顯，由于錯(cuò)誤信息而形成的矛盾的決定或者決策會(huì)影響庫存控制的有效性。</p>&l

16、t;p>　　然后，溝通過程代表編制庫存環(huán)境的另一個(gè)維度。正如編制行為學(xué)家所強(qiáng)調(diào)的，溝通是所有編制操作的關(guān)鍵環(huán)節(jié)（如，格林伯格和巴倫，1993；羅賓斯，1993）。在這方面，考慮到庫存控制溝通過程的影響是非常重要的。例如：轉(zhuǎn)發(fā)的庫存信息、信息質(zhì)量和商品的反饋都對庫存控制的有效性有重大影響。</p><p>　　第四個(gè)也就是最后一個(gè)編制環(huán)境維度庫存控制工作人員的行為。自從霍桑三四十年代的實(shí)驗(yàn)之后，人們普遍認(rèn)識到

17、社會(huì)各方面影響影響編制的功能（德賽爾，1988；保羅，1994）。洛夫喬伊（1998）指出人類的行為不應(yīng)該在運(yùn)營管理問題上被忽略。事實(shí)上，社會(huì)各方面都可以影響庫存控制的有效性。例如，沖突可能會(huì)妨礙人們傳遞重要的庫存信息。此外，權(quán)力可以阻礙庫存的決策過程。同樣，獎(jiǎng)賞制度、不確定性以及不適當(dāng)性都會(huì)影響庫存任務(wù)的執(zhí)行。因此，不僅要考慮到任務(wù)分配、決策過程和溝通過程等正面方面，還要考慮到行為和潛在因素的非正面方面，這一點(diǎn)是非常重要的。</

18、p><p>　　因此，在庫存控制中扮演著重要角色的四個(gè)維度應(yīng)該加以識別。所以在處理庫存控制的實(shí)際問題時(shí)應(yīng)該考慮到這些維度，以及運(yùn)營管理學(xué)和運(yùn)籌學(xué)的其他注意事項(xiàng)。由此產(chǎn)生一個(gè)叫做庫存控制的編制透析。而且，它有兩個(gè)重要的特征。首先，庫存控制這一觀點(diǎn)著重于多樣的觀點(diǎn)。這就意味著不再只是關(guān)注于訂單數(shù)量、訂購區(qū)間和庫存控制系統(tǒng)。而且，從屬于編制理論和編制行為的其他方面的庫存控制也會(huì)得到關(guān)注。其次，庫存控制這一觀點(diǎn)是從一個(gè)綜合的

19、觀點(diǎn)切入的。這不僅意味著許多庫存控制的不同方面得到了討論，而且不同維度之間的相關(guān)性也得到了廣泛關(guān)注。這是至關(guān)重要的一個(gè)方面。因?yàn)榫褪沁@個(gè)相關(guān)性最終決定著實(shí)際情況中庫存控制的有效性。例如，適當(dāng)?shù)难a(bǔ)貨策略可以抵消不恰當(dāng)?shù)呢?zé)任分配帶來的弊端。同樣，不良的行為也可能阻礙決策和溝通過程。相關(guān)性的缺乏很容易導(dǎo)致利益沖突。因?yàn)楸娝苤?，編制人員參與銷售、生產(chǎn)和財(cái)務(wù)等不同的庫存控制。（Plossl, 1985; Silver et al, 1998）。

20、因此，需要注意幾個(gè)維度在庫存控制方面的相互反應(yīng)，而不是各自的傳統(tǒng)方面或者交流過程。本文的下一部分將呈現(xiàn)一個(gè)框架圖，而這個(gè)框架圖可應(yīng)用于編制視角來解決實(shí)際的庫</p><p><b>　　3.集成框架圖</b></p><p>　　事實(shí)上，就業(yè)的庫存控制編制視角可以通過圖2很好的展示出來。該框架圖顯示出了一個(gè)更能接近實(shí)際的庫存控制問題的方法，它是基于一個(gè)基本的控制回路來

21、顯示底層解決問題的過程。一般來說，解決一個(gè)問題的起點(diǎn)是一個(gè)執(zhí)行預(yù)先設(shè)定的標(biāo)準(zhǔn)以下的庫存系統(tǒng)，在許多情況下，這些預(yù)先設(shè)定的標(biāo)準(zhǔn)時(shí)根據(jù)成本定義的。例如，一些有關(guān)成本的“性能”的庫存系統(tǒng)是存儲成本、缺貨成本、訂貨正本和過時(shí)成本。然而，庫存系統(tǒng)的性能是指不僅僅是明確定義的成本的標(biāo)準(zhǔn)。實(shí)際上，存貨管理的主要目的是為了促進(jìn)供求關(guān)系的平衡。所以任何表明不平衡的供求關(guān)系也可能指的是表現(xiàn)不佳的庫存系統(tǒng)。這兒有些例子癥狀就是（生產(chǎn)）計(jì)劃過程的不穩(wěn)定性，加急

22、訂單的出現(xiàn)和低效運(yùn)行的生產(chǎn)設(shè)備。在許多情況下，一個(gè)偏離軌道的庫存系統(tǒng)會(huì)激活一個(gè)庫存系統(tǒng)的識別功能，而這個(gè)庫存系統(tǒng)的許多方面都得到了研究。然后，這個(gè)識別功能能夠重新設(shè)計(jì)一個(gè)新的庫存系統(tǒng)。在這個(gè)框架圖中，有一些指南識別和與設(shè)計(jì)階段相呼應(yīng)的庫存控制編制視角的應(yīng)用程序。首先，應(yīng)用編制在解決一個(gè)庫存控制的問題上在一定程度決定了編制的識別過程。這一階段的目標(biāo)就是在庫存情況上達(dá)到一個(gè)清晰的認(rèn)識，在庫存控制問題的原因上達(dá)到一個(gè)全方面</p>

23、<p>　　An organizational perspective on inventory control: Theory and a case study</p><p><b>　　Abstract</b></p><p>　　Inventory control is a well-covered area in literature. Now

24、adays, many concepts and techniques are available for effectively controlling inventories. Eminent examples are stochastic models to determine order quantities, techniques for forecasting demand and different kinds of AB

25、C analysis. Remarkably enough, the theoretical backgrounds of these concepts and techniques show a great deal of similarity: they all stem from the field of operations management and operations research. Despite the valu

26、e</p><p>　　1. Introduction</p><p>　　During the last few decades inventory control has been the topic of many publications. It may fairly be called one of the classics in operations literature. A

27、s a result, a large collection of concepts and techniques is available for effectively controlling inventories. There are for example stochastic models to determine order quantities,techniques for forecasting demand and

28、different kinds of ABC analysis. Recently management systems such as manufacturing resource planning(MRP) and enterprise r</p><p>　　areas in an organization. Therefore, there seems to be a need for an extend

29、ed view on inventory control.</p><p>　　In this article we argue that it is highly important to take the organizational context of inventories into account when dealing with inventory control problems. This m

30、eans that in addition to the traditional points for attention, such as order quantities and replenishment strategies,contextual aspects need attention as well.They are for example the allocation of responsibilities and a

31、uthorities regarding inventory management,the quality of inventory information and the relevant decision-making </p><p>　　The article is organized as follows. First, the organizational perspective on invento

32、ry control is developed. To that end, the organizational context of inventories is investigated to determine aspects that play a part in inventory control. Second, a framework is presented to facilitate the application o

33、f the organizational perspective to practical inventory control problems. The third section of this article describes the research methodology of a performed case study in which the organizationa</p><p>　　2.

34、 An organizational perspective on inventory control</p><p>　　Within the area of operations management and operations research many contributions regarding inventory control can be found. Traditionally they f

35、ocus on three topics that are widely recognized to play an important part in inventory control: order quantities, order intervals and inventory control systems. See, for example, Plossl (1985) and Silveret al. (1998). Th

36、e first topic regards order quantities or how much to order. In order to determine economic order quantities, several costs associated</p><p>　　From a practical point of view it seems that the organizational

37、 setting of inventories should not be disregarded. Being situated within an organizational context several other factors play a part in inventory control. In general these factors lie outside the field of operations mana

38、gement and operations research but should nevertheless be taken into consideration. Most factors regard the organizational incorporation of inventories and the associated information flows. A significant example conce<

39、;/p><p>　　In order to identify significant aspects in the organizational context of inventories four dimensions can be distinguished. They are the allocation of tasks, decision-making processes, communication p

40、rocesses and behavior of the parties involved,as displayed in Fig. 1. First, the allocation of tasks is an important dimension in the organizational context of inventories. According to Lovejoy (1998) this dimension shou

41、ld be part of the foundations of an integrated view on operations management iss</p><p>　　Second, organizational theory shows that decision-making processes form a significant organizational dimension (e.g.

42、Daft, 1998). Like in other organizational areas, many decisions are made in inventory management, varying from annual strategic decisions to operational decisions concerning day-to-day activities. The resulting inventory

43、 control is influenced by how these decisions are made. Furthermore, the effectiveness of inventory control depends on the ways in which inventory decisions relate</p><p>　　Third, communication processes rep

44、resent another dimension in the organizational context of inventories. As stressed by organizational behaviorists,communication is a key process underlying all aspects of organizational operations (e.g.Greenberg and Baro

45、n, 1993; Robbins, 1993). In this respect it is important to consider the influence of communication processes on inventory control.For example, the forwarding of inventory information,the quality of that information and

46、the provision of feedback </p><p>　　The fourth and final dimension of the organizational context that is important with respect to inventory control is the behavior of the parties involved. Since the Hawthor

47、ne experiments in the thirties it is widely recognized that social aspects influence the functioning of organizations (Dessler,1986; Paul et al., 1994). Lovejoy (1998) points out that human behavior should not be ignored

48、 in operations management issues. In fact, social aspects can be significant determinants of the effectivenes</p><p>　　Hence, in the organizational context of inventories four dimensions that play a signific

49、ant part in inventory control can be identified. These dimensions should be taken into consideration when dealing with practical inventory control problems, additional to the traditional points for attention following fr

50、om the field of operations management and operations research. The resulting approach can be called an organizational perspective on inventory control. This approach has two important characte</p><p>　　3. An

51、 integrated framework</p><p>　　The employment of the organizational perspective on inventory control in practice can be facilitated by means of the framework presented in Fig. 2. The framework displays a way

52、 of approaching practical inventory control problems.It is based on a basic control loop to represent the underlying problem-solving process. In general,the starting point for a problem-solving process is an inventory sy

53、stem that performs below pre-set standards. In many cases, these pre-set standards are defined in terms </p><p>　　Within this framework, there are a few guidelines for the diagnosis and redesign phase follow

54、ing from the application of the organizational perspective on inventory control. To begin with, applying the organizational perspective on inventory control in a problem-solving process partly determines the structuring

55、of the diagnosis phase of the process. The objective of this phase is to achieve a clear insight in the inventory situation under consideration and a thorough understanding of the cause(s</p><p>　　The second

56、 guideline of applying the organizational perspective on inventory control in practice regards analyzing an inventory system. When trying to determine causes for an inventory control problem, all five dimensions should b

57、e taken into account. It is important to begin with analyzing each of the five dimensions separately and subsequently focus on analyzing the coherence between the dimensions. This implies that firstly for each of the dim

58、ensions it is investigated in what ways it contrib</p><p>　　Besides guidelines for the diagnosis of an inventory control problem, the organizational perspective on inventory control also provides guidelines

59、for the redesign of an inventory system.Based on an accurate understanding of the inventory control problem, the redesign aims to improve the situation or solve the problem by means of recommendations. From the organizat

60、ional point of view it is important to take all five dimensions of inventory control into consideration. However, unlike in the descr</p><p>　　To conclude, the framework presented in Fig. 2 facilitates the p

61、ractical employment of the organizational perspective on inventory control. The accompanying guidelines provide support in diagnosing and redesigning an inventory system. This way of applying the organizational perspecti

62、ve to practical inventory control problems is expected to lead to more satisfying solutions. In the first place this is due to the comprehensive description and analysis of an inventory system. Compared to the tradit<