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毕业论文英文参考文献与译文

毕业论文英文参考文献与译文
毕业论文英文参考文献与译文

Inventory management

Inventory Control

On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.

The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.

Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:

First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .

Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field of

these big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.

In fact, from the perspective of broadly understood, inventory control, should

include the following:

First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.

Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.

Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicators

in large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprises

to explore

The role of inventory control

Inventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.

Problems arising from excessive inventory: increased warehouse space and

inventory storage costs, thereby increasing product costs; take a lot of liquidity, resulting

in sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.

Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.

Notes

Inventory management should particularly consider the following two questions:

First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.

Second, starting from the level of service and economic benefits to determine how

to ensure inventories and supplementary questions.

The two problems with the inventory in the logistics process functions.

In general, the inventory function:

(1)to prevent interrupted. Received orders to shorten the delivery of goods from

the time in order to ensure quality service, at the same time to prevent out of stock.

(2)to ensure proper inventory levels, saving inventory costs.

(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.

(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.

(5)display function.

(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.

About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.

库存管理

库存控制

在谈到所谓“库存控制”的时候,很多人将其理解为“仓储管理”,这实

际上是个很大的曲解。

传统的狭义观点认为,库存控制主要是针对仓库的物料进行盘点、数据处

理、保管、发放等,通过执行防腐、温湿度控制等手段,达到使保管的实物库存

保持最佳状态的目的。这只是库存控制的一种表现形式,或者可以定义为实物库

存控制。那么,如何从广义的角度去理解库存控制呢?库存控制应该是为了达到

公司的财务运营目标,特别是现金流运作,通过优化整个需求与供应链

管理流程 (DSCM),合理设置 ERP控制策略,并辅之以相应的信息处理手段、工

具,从而实现在保证及时交货的前提下,尽可能降低库存水平,减少库存积压

与报废、贬值的风险。从这个意义上讲,实物库存控制仅仅是实现公司财务目

标的一种手段,或者仅仅是整个库存控制的一个必要的环节;从组织功能的角

度讲,实物库存控制主要是仓储管理部门的责任,而广义的库存控制应该是整

个需求与供应链管理部门,乃至整个公司的责任。

为什么直到现在还有很多人对库存控制的理解仅仅局限于实物库存控制

呢?以下两方面的原因是不可忽视的:

第一、我们的企业不重视库存控制。特别是那些效益比较好的企业,只要

有钱赚,就很少有人去考虑库存周转的问题。库存控制被简单地理解为仓储管

理,除非到了没钱花的时候,才可能有人去看库存问题,而看的结果也往往是

很简单,采购买多了,或者是仓储部门的工作没有做好。

第二、 ERP的误导。一些简单的进销存软件被大言不惭地称之为ERP,企业上了他们的所谓ERP就可以降低多少库存,似乎库存控制就靠他们的小软件就

可以搞定了。即使像SAP、 BAAN这些世界E RP领域的老大们,也在他们的功能

模块里面把简单的仓储管理功能定义为“库存管理”或者“库存控制”。这样就使

得本来就不太明白什么叫库存控制的我们,更搞不清楚什么叫库存控制了。

其实,从广义地角度理解库存控制,应该包括以下几点:

第一、库存控制的根本目的。我们知道,所谓世界级制造的两个关键考核

指标 (KPI) 就是,客户满意度以及库存周转率,而这个库存周转率实际上就是库

存控制的根本目的所在。

第二、库存控制的手段。库存周转率的提高,单单靠所谓的实物库存控制

是远远不够的,它应该是整个需求与供应链管理这个大流程流程的输出,而这个大流程除了包括仓储管理这个环节之外,更重要的部分还包括:预测与订单处理,生产计划与控制,物料计划与采购控制,库存计划与预测本身,以及成品、原材料的配送与发货的策略,甚至包括海关管理流程。而伴随着需求与供应链管理流程的整个过程,则是信息流与资金流的管理。也就是说,库存本身是贯穿于整个需求与供应管理流程的各个环节,要想达到库存控制的根本目的,就必须控制好各个环节上的库存,而不是仅仅管理好已经到手的实物库存。

第三、库存控制的组织结构与考核。既然库存控制是整个需求与供应链管

理流程的输出,要实现库存控制的根本目的就必须要有一个与这个流程相适应的

合理的组织结构。直到现在,我们可以发现,很多企业只有一个采购部,采购部

下面管仓库。这是远不能适应库存控制要求的。从需求与供应链的管理流程分析,我们知道,采购与仓储管理都是典型的执行部门,而库存的控制应该预防为主,

执行部门是很难去“预防库存”的,原因很简单,他们的考核指标

在很大程度上是为了保证供应 ( 生产、客户 ) 。如何根据企业的实际情况,建立合理的需求与供应链管理流程,从而设置与之相应的合理的组织结构,是一个值得我们很多企业探讨的问题

库存控制的作用

库存管理是企业管理的重要组成部分。在企业生产经营活动中,库存管理既必须保证生产车间对原材料、零部件需求,又直接影响采购、销售部门的购、

销活动。为盘活企业流动资金,加快资金周转,在保障供给的前提下,最大限

度地降低压库资金,直接牵动着企业的经营效益。

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。

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。

注意事项

库存管理应该特别考虑下述两个问题:

第一,根据销售计划,按计划生产的商品在市场上流通时,要考虑在什么

地方,存放多少。

第二,从服务水平和经济效益出发来确定库存量以及如何保证补充的问题。

上述两个问题与库存在物流过程中的功能有关。

一般来说,库存功能有:

(1)防止断档。缩短从接受定单到送达货物的时间,以保证优质服务,同时

又要防止脱销。

(2)保证适当的库存量,节约库存费用。

(3)降低物流成本。用适当的时间间隔补充与需求量相适应的合理的货物量

以降低物流成本,消除或避免销售波动的影响。

(4)保证生产的计划性、平稳性以消除或避免销售波动的影响。

(5)展示功能。

(6)储备功能。在价格下降时大量储存,减少损失,以应灾害等不时之需。

关于仓库 ( 库存 ) 放在什么地方的问题,首先要考虑数量和地点。如果是配

送中心,则应尽可能根据顾客需要,设置在适当的地方;如果是存储中心则以

尽可能减少向配送中心补充为原则,地点则没有一定的要求。当库存据点确定

之后,则要考虑在各据点里都储存什么样的商品了。

毕业论文英文参考文献与译文

Inventory management Inventory Control On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion. The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility. Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored: First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments . Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field of

毕业论文(英文翻译)排版格式

英文翻译说明 1. 英文翻译文章输成word,5号新罗马(New Times Roman)字体,1.5倍行间距,将来方便打印和一起装订;英文中的图表要重新画,禁止截图。 2. 整篇论文1.5倍行间距,打印时,用B5纸,版面上空2.5cm,下空2cm,左空2.5cm,右空2cm(左装订)。 3. 论文翻译后的摘要用五号宋体,正文小四号宋体、英文和数字用新罗马(New Times Roman)12、参考文献的内容用五号字体。图和表头用五号字体加粗并居中,图和表中的内容用五号字体。论文翻译的作者用五号字体加粗。 论文大标题………小三号黑体、加黑、居中 第二层次的题序和标题………小四号黑体、加黑、居中 第三层次的题序和标题………小四号宋体、加黑、居中 正文……………………………小四号宋体、英文用新罗马12 页码……………………………小五号居中,页码两边不加修饰符 4. 论文中参考文献严格按照下述排版。 专著格式:序号.编著者.书名[M].出版地: 出版社, 年代, 起止页码 期刊论文格式:序号.作者.论文名称[J]. 期刊名称, 年度, 卷(期): 起止页码 学位论文格式:序号.作者.学位论文名称[D]. 发表地: 学位授予单位, 年度 例子: (1).胡千庭, 邹银辉, 文光才等. 瓦斯含量法预测突出危险新技术[J]. 煤炭学报, 2007.32(3): 276-280. (2). 胡千庭. 煤与瓦斯突出的力学作用机理及应用研究[D]. 北京: 中国矿业大学(北京), 2007. (3). 程伟. 煤与瓦斯突出危险性预测及防治技术[M]. 徐州: 中国矿业大学出版社, 2003.

英文文献综述样本 威尼斯商人

毕业论文 (或毕业设计) 文献综述 文献综述题目 (中文小二号黑体居中或英文Times New Roman小二号加粗居中或日文明朝体小二号加粗) 学生姓名指导教师 二级学院专业名称 班级学号 年月日

(标题Times New Roman三号加粗) The Literature Review of The Mystery of Antonio’s Sadness in The Merchant of Venice (正文用Times New Roman小四,1.5倍行距,各段首行空4个字符,书名用斜体加粗) Written sometime between 1596 and 1598, The Merchant of Venice is classified as both an early Shakespearean comedy (more specifically, as a "Christian comedy") and as one of the Bard's problem plays; it is a work in which good triumphs over evil, but serious themes are examined and some issues remain unresolved. In The Merchant of Venice , Shakespeare wove together two ancient folk tales, one involving a vengeful, greedy creditor trying to exact a pound of flesh, the other involving a marriage suitor's choice among three chests and thereby winning his (or her) mate. Shakespeare's treatment of the first standard plot scheme centers around the villain of Merchant, the Jewish moneylender Shylock, who seeks a literal pound of flesh from his Christian opposite, the generous, faithful Antonio. Shakespeare's version of the chest-choosing device revolves around the play's Christian heroine Portia, who steers her lover Bassanio toward the correct humble casket and then successfully defends his bosom friend Antonio from Shylock's horrid legal suit. Antonio, as the title character, is sad from the beginning to the end of the play but never names the cause of his melancholy even when his friends ask him. Antonio plays the role as an outcast in the play. Shakespeare uses Antonio’s sadness simply as the device to set the tragic tone in the comedy or make Antonio be one of his melancholic characters in his works? Or Antonio is the representative of the complicated human nature? Antonio's unexplained melancholy is a significant element in understanding the play. 1. Studies on The Merchant of V enice(Times New Roman + 四号+首缩进4字符,下同) Karl Marx once cited that Shakespeare is the greatest playwright in the world.

毕业论文外文翻译模板

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java毕业论文外文文献翻译

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