Managementmotivation
Theso-calledmaterialmanagementreferstotheplanning,organizationandcontrolofthepurchase,use,andstorageofmaterialsneededbythecompanyduringtheproductionprocess.Thepurposeofmaterialmanagementistoreduceenterpriseproductioncostsandacceleratecapitalturnoverthrougheffectivemanagementofmaterials,therebypromotingenterpriseprofitabilityandenhancingtheenterprise'smarketcompetitiveness.Thematerialmanagementofanenterpriseincludesseveralimportantlinkssuchasmaterialplanning,materialprocurement,materialuse,andmaterialstorage.Theselinksareinterlinkedandaffecteachother.Anyproblemsinanylinkwillcauseadverseeffectsonthecompany’smaterialsupplychain.Influence.Therefore,intoday'sextremelyactivemarket,materialmanagementcannolongerbeinterpretedbysimpleconceptssuchas"plan","quota",and"quantity".Ithasbecomeanimportantpartofmodernenterprisemanagementandapowerfultoolforenterprisecostcontrol.,Ithasbecomeanimportantguaranteeforthenormaloperationoftheproductionandoperationoftheenterprise,andanimportantfoundationforthedevelopmentandgrowthoftheenterprise.
Currentdomesticsituation
Asweallknow,duetotheinfluenceofthetraditionalplannedeconomy,foralongperiodoftime,thematerialmanagementmodeofChineseenterpriseshasbeendeeplybrandedasthe"plan".Imprint,itisnotuncommontomakeroughmaterialplansbasedonoutputindicators,onlypurchasematerialsfromasmallnumberofdesignatedsuppliers,andincreasematerialinventoryindefinitely.Therefore,ithasbecomemoreandmoreimportanttoinnovatetheenterprisematerialmanagementmodeandmakeitconformtothedevelopmenttrendofmodernenterprises.Afternearly30yearsofreformandexploration,Chineseenterpriseshavemademanyprogressandachievementsinthemanagementlinksofenterprisematerialplanning,procurement,use,andstorage.
Worklink
Materialplanmanagementlink
Thepreparationofmaterialplanistheprimarylinkofenterprisematerialmanagement.Thematerialplanisthebasisforanenterprisetopurchaseordersandorganizethesupplyofinternalmaterialswithintheenterprise.Thematerialplanningispreparedbyintegratinginformationfromvariousdepartmentssuchasmaterials,production,andfinance,andthematerialplanningmanagementmodethatissupervisedbythematerialsdepartmenthasbeenadoptedbymoreandmoreenterprises.Intheplannedeconomyperiod,thepreparationofmaterialplanswasmainlybasedontheoutputissuedbythestate,andtheprocurement,use,andstorageofmaterialswereallbasedonmeetingtheoutput.Today,therapidlychangingmarketputsforwardhigherrequirementsforthepreparationofenterprisematerialplans.Thepreparationofmaterialplansbasedontheinformationofvariousdepartmentswithintheenterprisecanmaketheplanmoreaccurate,scientificandoperable.Atthebeginningoftheformulationoftheplan,thematerialdepartmentorganizespersonneltoconductresearchonthematerialmarkettogainanin-depthunderstandingofthematerialmarketandgraspfirst-handpriceinformation;theproductiondepartmentestimatestherequirementsbasedonfactorssuchasproductioncapacity,expectedoutput,userneeds,developmentreserves,etc.Thequantityandtypeofmaterialsshouldbesubmittedtothelistofmaterialrequirements;thefinancialdepartmentisresponsibleforprovidingdetailedinformationonliquidity,andrestrictingthescaleofthematerialplanbythenetflowoffunds.Onthebasisofcomprehensivelyprocessingtheinformationprovidedbyvariousdepartmentsthroughthecomputersystem,theenterprisemakesoverallarrangementsforthepurchase,use,andstorageofmaterialsoftheenterprise,andpreparesascientificandreasonablematerialplan.Moreover,aftertheplanisformulated,thematerialdepartmentisresponsiblefortheimplementationandsupervisionoftheplan,andthroughregularmaterialsupplymeetingsandotherforms,theimplementationofthematerialplanissupervised,andproblemsaresolvedinatimelymanner.Materialplanningmanagementisnotonlyanimportantprerequisiteforothermaterialmanagementlinks,butalsoanimportantguaranteeforeffectivelyavoidingmaterialwaste.Forexample,aftertheconstructioncompanyhasmadegreateffortsinthemanagementofmaterialplanning,intheprojectbiddingstage,thematerialdepartmentorganizesmaterialpersonneltoinvestigatethelocalmarketconditionsandresourceconditions,andevaluatethequantityandtypeofmaterialsrequiredfortheproject;afterwinningthebid,theengineeringplanningdepartmentImmediatelysplitthebudgetforasingleprojectanddistributedconstructionvolume,andthefinancedepartmentwillcontroltheexpenditureofvariousexpensesaccordingtothebudgetsplit;aftercoordinationandcooperationofmultipledepartments,thematerialplanformulatedbythecompanyisbothpracticalandcost-controlling..
Materialprocurementmanagementlink
Materialprocurementisthekeytothecapitalexpenditureofanenterprise,andwhetherthiskeycanbemanagedwellisthekeytoenterprisecostcontrol.Forthisreason,materialprocurementmanagementwiththeimplementationofpricecomparison,pricelimitandpricingprocurementsystemsasthecorehasbecomethemainstreammodeofcurrentcorporatematerialprocurement.Pricecomparisonprocurementreferstoamaterialprocurementmanagementsystemwithcomprehensivecomparisonasthemainmethodimplementedintheprocessofmaterialprocurement.Amongthem,thesupplyqualityandpriceofmaterials,theintermediatecostofprocurement,after-salesservice,andthereputationofthesupplierAndthewayofpaymentforgoodsaretheelementsofpurchasecomparison.Toputitsimply,itmeans“thesamekindofmaterialcomparesquality,thesamequalityisbetterthantheprice,thesamepriceisbetterthantheservice,thesameserviceisbetterthantheprestige,firstcompareandthenbuy”,itsessenceistoachieve“goodqualityandlowprice”throughcomprehensivecomparisonofvariouselements."Thegoal.Theimplementationofprice-comparativeprocurementbyenterprisescannotonlymakethecompetitioninthematerialmarketmoreactive,andcontinuouslyimprovethecost-effectivenessofmaterials,butalsoinvisiblyexpandthecompany'smaterialsourcechannels.Price-restrictedprocurementandfixed-priceprocurementareanextensionofprice-comparativeprocurement,whichcanplayamoreactiveroleincertaincircumstances.Whenthecompanypurchasesavarietyofmaterials,frequentsporadicpurchases,andmaterialpurchasesaredifficulttoformonalargescale,thecompany'smaterialsdepartmentcandrawupandannouncetheupperlimitorthepriceofmaterialsacceptabletothecompanybasedonin-depthinvestigationofthematerialmarketForthespecificamount,price-limitedpurchasesorfixed-pricepurchasesshallbeimplemented.Ascientificandreasonablematerialprocurementplancombinedwithstrictmaterialprocurementprocesscontrolcanenablecompaniestoeffectivelysaveexpensesandlayasolidfoundationforwinningmorelucrativeprofits.Withthepopularizationofprocurementmethodssuchasprice-comparativeprocurement,limited-priceprocurement,andfixed-priceprocurement.Enterpriseswillbecomemoreproficientintheirapplication,whichcanfundamentallysolvetheproblemsofblindprocurement,unplannedprocurement,andmulti-headprocurement,andcanmaximizethecostandexpenditureofenterprises.Thismaterialprocurementmanagementmodelwillsurelybemoreperfectinpractice.
Managementofmaterialuse
Materialusemainlyreferstothedistributionandconsumptionofmaterials.Modernenterprisematerialusemanagementfocusesontheflexibilityanddiversityofdistributionmethodsandthecontrolofmaterialconsumption.Thedistributionmethodofunifiedpurchase,centralizedstorage,andfixed-pointdistributionofmaterialshasbeenrecognizedbymostcompaniesinthepast.Ibelievethatmanycompaniesarenotunfamiliarwiththesceneofmaterialspersonnelqueuingtopickupmaterialsinthewarehouse.Duetothelackofflexibilityofthismanagementmodel,alotofwasteiscausedinthelinksofmaterialhandlingandwaitingforpicking.Today,thedistributionofmaterialsbyenterprisestendstobemoreflexible,andnewmethodsandconceptssuchas"instantdelivery","on-timedelivery",and"changingfrompickingtofeeding"aregraduallybeingacceptedbyenterprises.Forexample,someconstructioncompaniesareverygoodatusingthe"multi-batch,small-batch"distributionmethod,andarrangethedistributionplanaccordingtotherequirementsofeachconstructionstage,therebyimprovingtheefficiencyofmaterialdistribution.Infact,therearenofixedrulesintheselectionofdistributionmethods.Enterprisesmustfollowtheprinciplesofconvenienceandefficiency,andcombinetheirowncharacteristicsandactualworkconditionstoformulatethemostsuitablematerialdistributionplanfortheenterprise.
Theconsumptionofmaterialsintheproductionprocessisthedecisivefactorincontrollingtheproductioncostofanenterprise,andtheenterprisehastakenthecontrolofmaterialconsumptionasthefocusofmanagement.Generallyspeaking,inmaterialplanning,companieswillformulateamorescientificandreasonablematerialconsumptionquota.However,itisnotuncommonformaterialconsumptionquotastobereducedto"furnishings"duringtheimplementationofthematerialplan.Whydoesthishappen?Itshouldbesaidthatinsufficientmonitoringofmaterialconsumptionbyenterprisesisoneofthemainreasons.Modernenterprisesshouldestablishaneffectivemonitoringsystemfortheconsumptionofmaterials.Forexample,acomputersystemcanbeusedtorecord,analyze,andcomparetheconsumptionofmaterialsintheproductionprocessindetail,andtimelyfeedbacktheexcesssituationtothemanagementthroughmonitoring.,Assoonaspossibletofindoutthereasonfortheexcess,tominimizethechanceofwasteinthematerialconsumptionlink.
Materialreservemanagementlink
Inthepast,formanycompanies,materialreservewasanecessarymeanstoensurethenormaloperationofproductionandoperation.Thisapproachischanging.Modernmaterialreservemanagementrequirescompaniestoreduceinventoryasmuchaspossibleandreducecapitaloccupationwhilemeetingactualproductionneedsandexpandingreproductionneeds.Intheeraofplannedeconomy,theconceptof"themorematerialreservesthebetter"onceoccupiedthemainstreampositionofmaterialreservemanagement.Manycompaniessimplyequated"productioncapacity"and"storagevolume".Duringtheplannedeconomyperiodwhenmaterialswererelativelyscarce,sufficientmaterialreservesprovidedtheimpetusandguaranteefortheexpansionofreproduction.
However,undertheconditionsofamarketeconomy,manycompanieshavefoundthatthebacklogofproductionmaterialshascausedcompaniestobearhugestoragecosts,andunlimitedpurchasesofmaterialshavemadethecompany’scapitalturnoverincreasinglydifficultandexcessivematerialreserves.Manyenterprisesareburdenedwithheavy"burden."Thematerialreservemanagementmodeofmodernenterprisesisagoodstrategytosolvetheseproblems,becauseitisbasedonadjustingthecompany'sinventorystructure,revitalizingtheexcess(overstock)materials,acceleratingcapitalturnover,andreducingtheoccupationofreservefunds.Themainlinesareasfollows:
First,implementmaterialclassificationmanagementforlong-termmaterials,production-salesbalancematerials,andinshortsupply.Inprinciple,long-termmaterialsthatareinsufficientsupplyandcanbepurchasedimmediatelyarenotstored,andproduction-salesbalancematerialsarerealizedbyreasonablearrangementofthepurchasetime.Nostorage,butacertainamountofstoragefortherelativelydifficultsupplies;second,implementreal-timemonitoringoftheamountofmaterialreserves,andreportthereservestatustothemanagementintimetopreventtheoccurrenceofexcessreserves;third,Intheeventofmaterialoverstockingandoverstocking,thematerialsthatcanbesubstitutedwithinthecompanywillbesubstituted,andthematerialsthatcannotbesubstitutedcanbereturnedthroughnegotiationwiththesupplier,orexchangematerialswithothercompaniestoachievea"win-win".Here,itisnecessarytomentiontheconceptof"zeroinventory".Zeroinventoryreferstomaterials(includingrawmaterials,semi-finishedproducts,finishedproducts,etc.)inoneorseveralbusinesslinkssuchasprocurement,production,sales,anddistribution,whichdonotexistintheformofwarehousestorage,butareinastateofturnover.Itdoesnotmeanthatthestoragequantityofcertainorcertainitemsintheformofwarehousestorageistrulyzero,buttheimplementationofspecificinventorycontrolstrategiestominimizeinventory.Japanfirstputforwardtheconceptof"zeroinventory"management,andithasbeensuccessfullyappliedsofar.Thismaterialreservemodelhasbeenpromotedworldwide.Inrecentyears,thezeroinventorymanagementofChineseenterpriseshasmadesignificantprogress,andthewell-knowndomesticenterpriseHaierGroupisoneofthemainbeneficiariesofzeroinventorymanagement."Zeroinventory"istheoptimalstateofenterprisematerialreservemanagement,whichcanbringhugeeconomicbenefitstoenterprises.Chineseenterprisesshouldincreaseresearcheffortsinthisareaandincreaseitspenetrationrateinenterprises.
Inshort,materialmanagementisanimportantpartofenterprisemanagement.Thecontinuousinnovationofitsmanagementmodelisaninevitablerequirementforthedevelopmentofthesocialistmarketeconomy,thetrendofhistoricaldevelopment,andthefuturedirectionofourenterprises.Itisbelievedthatinthefutureproductionpractice,Chineseenterpriseswillaccumulatemorevaluableexperienceinthefieldofmaterialmanagement,innovateinthemanagementmodeofimportantlinkssuchasplanning,procurement,use,andstorage,andmakenewbreakthroughsandprogress.
Managementmethods
Themodernizationofmaterialmanagementistheuseofmodernscientificmanagementmethodsandtechnologiestorationallyandeffectivelyorganize,direct,regulate,andsupervisevariouseconomicactivitiesinthecirculationofproductionmaterials.Withtheleastlaborconsumption,thegreatesteconomicbenefitcanbeachieved.
Playtheroleofsystemengineering
Materialsystemengineeringistousethebasictheoriesandmethodsofsystemengineeringtomanagematerials.Itisgenerallybelievedthattheresearchofmaterialsystemengineeringcanstartfromthefollowingaspects:
(1)Accordingtothecharacteristicsofthematerialdepartment,asetofscientificmanagementprinciplesthatareinlinewithobjectiverealityandeffectiveCirculationlaws,establishscientificmaterialcirculationinstitutionsandsystems.
(2)Inallaspectsofmaterialplanning,supply,storage,transportation,andcustody,applyoperationsresearch,establishmathematicalmodels,andconductquantitativeanalysis.
(3)Activelypromote,popularizetheuseofcomputerstoestablishinformationnetworks,communicateproduction,distribution,supply,circulation,andconsumercontacts,andeffectivelyuseexistingresourcesandfundswithminimalhuman,material,andConsumptionoffinancialresourcestoobtainthegreatesteconomicbenefits.
(4)Applymodernscienceandtechnologytocarryoutcomprehensiveresearch.Thismainlyreferstotheresearchontheeconomicalandcomprehensiveutilizationofmaterials,thequotaofmaterialreserves,andthequotaofconsumption.Themechanizedautomationofwarehousing,thescientificuseoflimitedfunds.Researchonproductsandmaterials.Inaddition,itisnecessarytotransplantthebeneficialresultsofsociology,psychology,lawandotherdisciplinestopromotetheresearchandapplicationofmaterialmanagementsciencetomeettheneedsofnationaleconomicdevelopment.
Playtheroleofinformation
Thebasisforthedecision-makingofthematerialdepartment
Theso-calleddecision-makingistodetermineTarget.Tomakethegoalssetreasonable,feasibleandinlinewithreality.Itmustbebasedonalargeamountofreliableandcomprehensiveinformationthatreflectstheobjectiveprocess,andmasteringinformationandunderstandingthesituationistheminimumrequirementfordecisionmakers.Otherwise,donotstudyinformationanddonotpayattentiontodataanalysis.Willleadtomistakesindecision-making.
Thebasisforthematerialsystemtomakeplans
Materialplanningisthestartingpointofmaterialworkandanimportantpartofmaterialwork.Theinformationofthematerialsystemincludestwoaspects:Ontheonehand,itistheinternalinformationofthematerialsystem,suchasaccountingvouchers,statisticaldata,inventorystatusandthecompletionofvariouseconomicindicators,managementexperienceandproblems,etc.Ontheotherhand,thereisinformationoutsidethematerialsystem,suchasrelevantnationalpolicies,lawsandregulations,nationaleconomicplans,suggestionsorinstructionsfromsuperiors,theproductionsituationofthesupplier,andtheconsumptionquotaoftheuser.Materialmanagementpersonnelprocess,classifyandcomparethemaccordingtotheoriginalinformation,andthencomeupwiththebestplanformaterialplanning.
Thebasisandmeansfororganizingandcontrollingthesupplyofmaterials
Theflowofmaterialsdependsontheflowofinformation,whichcontrolsanddirectsthelogistics.Ontheotherhand,accordingtotheproblemsinthelogisticsactivities,wealsouseinformationfeedbacktomodifyormakenewplans,supplies,andwarehousingplanstoensurethenormalprogressofmaterialmanagement.
Importantconditions
Itisanimportantconditiontoensurethecoordinatingworkofeachunitandlinkofthematerialsystem.Inordertoorganicallylinktheworkofalllevelsandlinksofthematerialsystem,itisnecessarytocommunicatewithaninformationnetworkextendinginalldirections,soastoachievethepurposeofmodernmaterialmanagement.
Playtheroleofelectroniccomputers
Electroniccomputersareusedinthefollowingaspectsinmaterialmanagement:
ValuesCalculation
Oneofthecharacteristicsofcomputersisthattheyaresuitableforlarge-scalenumericalcalculations.Computersareusedfornumericalcalculations.Cansavealotoftime,manpowerandmaterialresources.Inthefieldofmaterialcirculation,themathematicalmodelcalculationworkofmaterialmanagementisveryvoluminous.Utilizethecharacteristicsofcomputerhigh-speedoperation.Itcansolvetheproblemofthemathematicalmodelofmaterialmanagementandcreatefavorableconditionsfortherealizationofmodernmaterialmanagement.
Dataprocessing
Itistocomprehensivelyanalyze,processandorganizedata(information),andconvertonedataformintoanotheraccordingtorequirements,Whichiscommonlyreferredtoas"informationprocessing".Thisisthemostwidelyusedformofcomputerinmaterialsystems.Becausethereisalargeamountofdatainformationinthefieldofmaterialcirculation.Forexample,thepurchase,sale,andinventoryofmaterialsandthetypes,specifications,andquantitiesofvariousmaterialswillgeneratealotofnewinformationalongwiththemovementofthematerialentities.Itisdifficulttoprocesssuchahugeamountofdatawithmanualmethodstobetimelyandaccurate,whileusingacomputertoprocesssuchalargeamountofdatacanachievefastandaccurate,greatlyimprovingworkefficiency.
Automaticcontrol
Thecomputercangeneratecorrespondingcorrectioninstructionsaccordingtoexternalinformationchangestorealizetheautomaticcontroloftheprocess.Theuseofcomputerforwarehousemanagementcanrealizewarehousemanagementautomation,simplifyprocedures,reduceerrors,acceleratematerialturnover,andreduceinventoryfunds.Itcanachievereasonablepurchases,plannedsupplies,andseekthebestdynamicbalancebetweentheminimuminventoryandthemaximumsupply.,Inordertoobtainthemaximumeconomicbenefit.Ifyoustoretheserialnumber,name,specification,unit,unitprice,storageaddress,maximuminventory,minimuminventory,etc.ofvariousmaterialsintothecomputer,andthencontinuouslyinputtheinboundandoutboundamountsintothecomputer,youcankeeptrackoftheinventorystatusatanytime.Iftheproductmaybeoverstockedorneedtoberestocked,thecomputerwillautomaticallydisplayorprintthelisttoremindthemanagementstafftopayattention.inaddition.Certainmaterials,suchasacidsandalkalis,arenotsuitableformanualoperation.Theapplicationofcomputercontrolandautomaticoperationcansolvethisproblem.
Modernwarehousemanagement
The"automatedwarehouse"thatusesmoderntechnologytocontrolmanagementiscalledamodernwarehouse.Automatedwarehousesarealsocalled"high-riserackwarehouses"and"three-dimensionalwarehouses".Itscharacteristicsareasfollows:
(1)"High":Foreignhigh-risewarehousesaregenerallyabove10m,andsomeareashighas30m,andtheheightoftheshelvescanbeadjusted.Theuseofathree-dimensionalwarehousehasgreatlyimprovedthestoragecapacityperunitareaofthewarehouse.Somedomesticunitshavealsobegunconstruction,andsomeofthethree-dimensionalwarehousesputintouseareashighas18m.
(2)"Fast":Fasttransportationofmaterials.Thewarehouseisequippedwithacompletesetofloading,unloadingandhandlingmachinery.Theshelvescanbedisassembledandadjusted.Theelevatorcancontinuouslyoperateupanddownthroughmultiplelanestoloadandtakeanyshelfofgoods.
(3)"Dynamic":Amodernwarehouseisnotonlyaplaceformaterialstorage,butaconceptof"static";itisamaterialdistributioncenterandamaterialtransferhub.Itistheconceptof"dynamic".
(4)"Spirit":Inventoryinformationfeedbackspirit.Thecomputerautomaticallymemorizesthestorage,instorage,andoutgoingofmaterials.Itcanchecktheinventoryintime,andarrangethepurchaseplanaccordingtotheamountofinventory.Avoidbacklog.Thereisnofixedstoragespaceformaterialsinthewarehouse.Accordingtothecomputer'smemory,thereisanemptyspaceinthe5thplace.Whereverthedistanceisclosest,thecomputer-operatedcargoliftercanbestoredorretrievedthere.Warehousemodernizationhasbecomearealityinsomeeconomicallydevelopedcountries.Itincludesnotonlywarehousemanagementandmodernizationofoperationmethods,butalsooperationtechnology,maintenanceanduseofstoragefacilities,andmodernizationofsafetytechnology.
Playtheroleofstoragetheory
Storagetheoryisalsocalledinventorytheory.Itisabranchofoperationsresearchthatstudiesthetheoryofwarehousestorage.Anyproductionandbusinessunit.Inordertoensurenormalproductionorsupply.Allneedtostoreacertainamountofmaterials.Buttoomuchinventorywillbacklogfundsandincreasestoragecosts;toolittleinventorycanleadtoshortsupplyandaffectproduction.Storagetheoryisthetheoryandmethodofstudyingwhenandhowtoensureareasonableandeconomicalmaterialstoragecapacity,thatis,the"optimalstoragecapacityofmaterials".Itmustnotonlyensurethenormalprogressofeconomicactivitiessuchasproductionandsupply,butalsominimizetheamountofliquidityoccupiedandthecostofstockingandstorage.Ithasawiderangeofapplicationsandcansolvevariousspecificproblemsrelatedtomaterialstorageinoperationandmanagement.Forexample,determinethemaximumandminimumstoragecapacity,thebestorderpoint,economicorderquantity,ordertimes,etc.;determinethebestproductionbatchsize,thestoragecapacityoffinishedproducts,semi-productrawmaterials,etc.inproductionmanagement.
UsingABCanalysismethod
ABCanalysismethodisalsocalled"keymanagementmethod",itistocarryoutstatisticalsynthesis,arrangementandclassificationofthingstofindThemaincontradictionisascientificmanagementmethodthatfocusesonkeymanagement.
Undernormalcircumstances,therearemanytypesofinventorymaterials,andtheirconsumption,value,capitaloccupationandothersituationsaredifferent,sotheirimportanceisalsodifferent.Onlyinaccordancewithdifferentsituations,differentiatedtreatmentandkeymanagement,canwereceivebettereconomicresults.ABCanalysismethodisascientificmanagementmethodtostudyhowtostrengtheninventorymanagement.Themethodistodivideallmaterialsintothreecategories:A,B,andCaccordingtothesizeofthedemand,theamountofcapitaloccupied,andthedifficultyofprocurement.Categorizetheimportantmaterialsthathaveasmallvariety,butoccupyalotoffundsandaredifficulttopurchase,intocategoryA:categorizeminormaterialsthathavemanyvarieties,butoccupylesscapitalandareeasiertopurchase,ascategoryC;ClassB.ForClassAmaterials,themosteconomicalmethodisadoptedintermsoforderquantity,purchasetimeandinventoryreserve,regularandquantitativesupply,fixed-pointmanagement,andstrictcontrolofinventory;forClassCmaterials,asimplermethodcanbeusedtomanage,andinventoryshouldbeappropriatelycontrolled,suchasAfixedorderquantitycanbeusedforalongtimeafterabatchofgoodsispurchased;forClassBmaterials,generalcontrolcanbeused,suchasregularordering,andareasonablebatchsupplycanbeorganized.Usingthismethodofclassifiedmanagementofmaterialscanreduceinventory,acceleratecapitalturnover,reducematerialstoragecosts,andimprovetheeconomicbenefitsofenterprises.
Playtheroleofoperationsresearch
Themainbranchesofoperationsresearchare:programmingtheory(linearprogramming,nonlinearprogramming,dynamicprogramming,etc.),storageTheory,DecisionTheory,GameTheory(GameTheory),QueuingTheory,SearchTheory,NetworkTheoryandReliabilityTheory,etc.Inthematerialmanagementwork,planningtheorycanformulatethebestmaterialcomprehensivebalanceplan,thebestmaterialdistributionplan,selecttheoptimalmaterialdistributionplan,etc.;thestoragetheorycansolvethereasonableinventoryofmaterials,selectthebestpurchasetime,anddeterminethematerialpurchaseNetworktheorycandeterminethemaximumshipmentvolumeofmaterials,thelocationandreasonablelayoutofwarehousesupplyoutlets,etc.;queuingtheorycanseekthebestplanforreceivingandshippingmaterials;gametheorycanassistinrealizingthehopeof"minimumconsumption"inbusinessmanagement""or"maximumbenefits";decision-makingtheorycanhelpsolvevariousproblemsthatoftenappearinthematerialmanagementprocess,putforwardreasonableandeffectivecountermeasures,andimprovethelevelofdecision-makinganalysis.
Playtheroleoflinearprogramming
Linearprogrammingisanimportantbranchofplanningtheoryinoperationsresearch.Theresearchoflinearprogrammingistomakethepredeterminedgoalreachtheoptimalundertheconditionoflinearconstraint.Themainresearchcontentincludestwoaspects:oneishowtomakeoverallarrangementsafterthetaskisdetermined,andcompletethetaskwiththeleastresources.Thatis,theproblemofseekingthe"minimumvalue"inlinearprogramming;thesecondishowtorationallyallocateacertainamountofresourcessothatthetaskcanbecompletedasbestaspossible,thatis,theproblemofseekingthe"maximumvalue"inlinearprogramming.
Therearetwomainobjectivesofmaterialmanagement:oneishowtomeettheneedsofthenationaleconomytothemaximumundertheexistingmaterialresources,manpower,financialresources,andstoragecapacity.Thisisinlinearprogramming.Itisthequestionofseekingthe"maximumvalue";theotherisunderthepremiseofensuringthesupplyofmaterials.Howtominimizethecostandfeedthecapitaloccupationisaproblemofseekingthe"minimum"inlinearprogramming.Thespecificapplicationisintheformulationofmaterialbalanceplans,materialdistributionplans,materialtransportationanddispatchingplans,reasonablepurchaseandsalesofmaterials,warehouselayout,materialstacking,andcomprehensiveutilizationofwoodprocessing.Itssolvingmethodsinclude:operationmethodonthegraph,operationmethodonthetable,simplexmethod,dualityrule,parameterrule,etc.Thesemethodshavebeenpromotedandappliedinmaterialmanagement.Inshortitisverycumbersome.