Effective Inventory Analysis Lanham Assoc（有效的库存分析台北协会）.pdfVIP

Effective Inventory Analysis By Jon Schreibfeder EIM Effective Inventory Management, Inc. This report is the sixth in a series of white papers designed to help forward-thinking distributors increase efficiency, customer service, and profitability with smart inventory management strategies based on tried and proven methods and best practices. Inventory is the largest and probably the most important asset of many distributors. More money is likely tied up in inventory than in buildings or equipment. And inventory is usually less “liquid” than accounts receivable. That is, it’s harder to turn inventory back into cash to pay employees and expenses. If distributors do not have this money invested in the right amount of the right products, they cannot provide the service to customers necessary to be successful. It is crucial that every distributor develops and uses a comprehensive set of tools that allows them to closely monitor the performance of their investment in inventory. In this document we will discuss several simple measurements that will help ensure that you are maximizing the profitability and productivity of your investment in inventory. Customer Service Level The first measurement is “customer service level,” or how often you have the items you’ve committed to stock when your customers want them. It is the most important measurement because if you don’t have what your customers want, when they want it, they will probably look for it elsewhere. The customer service level is calculated with the following formula: Number of line items for stocked products shipped complete in one shipment by the promise date Total number of line items for stocked products ordered Notice that we measure line items shipped complete. That is, when the entire quantity ordered is delivered by the date promised to the customer. If the customer orders ten pieces, and you ship ten pieces, you get credit toward the c