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企业仓库管理和库存控制实务（苏州，7</SPAN>月17-18</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年7</SPAN>月17-18</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>苏州</SPAN></SPAN> 【备注说明】</SPAN>本培训班全年循环开课，如有需求，欢迎来电咨询！</SPAN></SPAN> 【培训对象】</SPAN>仓库管理、物流管理、采购管理、生产管理、供应链管理等人员</SPAN></SPAN> 【课程背景】</SPAN></SPAN> 仓库管理总是出问题，管理绩效总是不能提升，库存水平居高不下、盘点依旧出错、空间、设备和人员总是不够等等。</SPAN></SPAN> 库存管理始终是企业成本管理的一把双刃剑，人们在经历过不计其数的库存控制体验之后，得出结论：“每个管理上的失误都会变成库存”。然而，如何把库存变得合理化？如何避免有关库存管理的管理失误？如何认清楚库存问题下的管理冰山？……</SPAN></SPAN> 本课程采用理论与案例结合的特点，旨在通过众多企业在库存控制方面的成功的经验与失败的教训，为更多的生产企业提供清晰的库存管理思路、策略和提升的切入点，从而帮助仓库与库存管理经理人员们从“库存管理”的被动状态走向“管理库存”的主动地位。</SPAN></SPAN> </SPAN> 【课程收益】</SPAN></SPAN> ■了解现代仓储的功能与基本管理原理；</SPAN></SPAN> </SPAN></SPAN>■学习仓储空间、物料、设备、包装、信息等要素的优化管理与报表的应用；</SPAN></SPAN> </SPAN></SPAN>■了解库存产生的原因与库存持有的成本分析方法；</SPAN></SPAN> </SPAN></SPAN>■理解工厂库存的基本原理与库存管理的策略；</SPAN></SPAN> </SPAN></SPAN>■掌握设置合理库存水平的方法与技巧与优化库存的常用方法；</SPAN></SPAN> </SPAN></SPAN>■研习切实有效的降低企业物料成本的方法，不断挖掘企业内部运作的潜力。</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 一、现代仓库的职能分类</SPAN></SPAN> </SPAN></SPAN>■不同生产模式下仓库类型的选择与定位</SPAN></SPAN> </SPAN></SPAN>■仓库三大功能</SPAN></SPAN> </SPAN></SPAN>■入库管理</SPAN></SPAN> </SPAN></SPAN>■出库管理</SPAN></SPAN> </SPAN></SPAN>■先进先出</SPAN></SPAN> </SPAN></SPAN>■仓储业务的作业要求</SPAN></SPAN> </SPAN> 二、物料仓储管理</SPAN></SPAN> </SPAN></SPAN>■生产领料与物料倒冲 </SPAN></SPAN> </SPAN></SPAN>■物料报废管理</SPAN></SPAN> </SPAN></SPAN>■工程变更与物料替代</SPAN></SPAN> </SPAN></SPAN>■物料追溯和生产追溯</SPAN></SPAN> </SPAN> 三、工厂仓库优化管理 </SPAN></SPAN> </SPAN></SPAN>■仓库布局优化 </SPAN></SPAN> </SPAN></SPAN>■选用合适的仓储设备 </SPAN></SPAN> </SPAN></SPAN>■材料包装设计优化 </SPAN></SPAN> </SPAN></SPAN>■条形码码管理 </SPAN></SPAN> </SPAN> 四、仓库盘点管理 </SPAN></SPAN> </SPAN></SPAN>■盘点准备 </SPAN></SPAN> </SPAN></SPAN>■循环盘点 </SPAN></SPAN> </SPAN></SPAN>■定期盘点</SPAN></SPAN> </SPAN> 五、库存报表应用</SPAN></SPAN> </SPAN></SPAN>■ 库存交易报表</SPAN></SPAN> </SPAN></SPAN>■库存ABC</SPAN>报表</SPAN></SPAN> </SPAN></SPAN>■DOH</SPAN>报表</SPAN></SPAN> </SPAN></SPAN>■库存周转率报表</SPAN></SPAN> </SPAN></SPAN>■库存帐龄分析报表</SPAN></SPAN> </SPAN> 六、库存产生的原因与成本分析</SPAN></SPAN> </SPAN></SPAN>■批量经济和周转存货</SPAN></SPAN> </SPAN></SPAN>■不确定性和安全存货</SPAN></SPAN> </SPAN></SPAN>■时间/</SPAN>在途和在制品存货(WIP)</SPAN></SPAN> </SPAN></SPAN>■季节性存货</SPAN></SPAN> </SPAN></SPAN>■预见性库存</SPAN></SPAN> </SPAN></SPAN>■E&O</SPAN>呆滞库存</SPAN></SPAN> </SPAN></SPAN>■订货成本/</SPAN>准备成本</SPAN></SPAN> </SPAN></SPAN>■资本成本</SPAN></SPAN> </SPAN></SPAN>■仓储空间成本</SPAN></SPAN> </SPAN></SPAN>■存货服务成本</SPAN></SPAN> </SPAN></SPAN>■存货风险成本</SPAN></SPAN> </SPAN></SPAN>■持有的存货成本计算</SPAN></SPAN> </SPAN> 七、库存降低方法与技巧（一）</SPAN></SPAN> </SPAN></SPAN>■过量库存分析</SPAN></SPAN> </SPAN></SPAN>■生产业务模式对库存的影响</SPAN></SPAN> </SPAN></SPAN>■选择最合适的生产业务模式</SPAN></SPAN> </SPAN></SPAN>■客户预测影响</SPAN></SPAN> </SPAN></SPAN>■过期销售订单影响</SPAN></SPAN> </SPAN></SPAN>■客户预测对库存的影响</SPAN></SPAN> </SPAN></SPAN>■预测的瀑布图</SPAN></SPAN> </SPAN></SPAN>■订单与预测同在 |