As a traditional basic building materials industry, under the multiple pressures of overcapacity, shrinking demand and new environmental protection regulations, how to reduce costs and increase profits is a challenge to enterprise management. Specific to the material supply department, how to play a role in reducing costs and increasing efficiency in enterprises, in addition to adopting advanced procurement strategies to purchase high-quality and low-cost materials, it is also an important measure to reduce costs by making full use of the advantages of the supply chain platform, fully revitalizing the sluggish assets and making the backlog inventory play a role.
As we all know, there are many reasons for the backlog of inventory, the main common ones are: the demand is not accurate due to unplanned, the quantity is greater than demand, the demand is reported incorrectly and can not be used, the equipment is updated, and the engineering design margin is large. After years of accumulation, enterprises generally have no use direction for more than one year, and the backlog inventory accounts for more than 50% of the total inventory.
In order to properly keep these materials and ensure that the use value of these materials is not reduced, it is necessary to continuously invest manpower and material resources for storage and maintenance; with the increase of time, chemical products are aged and scrapped, and electrical automation products are updated and old models are eliminated. Overstock materials occupy the liquidity of enterprises, resulting in capital precipitation and cost increase. The longer the backlog time and the greater the loss of price decline, the greater the adverse impact on enterprise assets.
How to solve the backlog of inventory, let the long-term retention of inventory play its maximum value, how to control the generation of new backlog, which requires changing the management mode, supporting the supply chain information support. Here I would like to briefly share some practices of Tianrui Group.
1. Implementing the management mode of unified reserve and controlling the scale
of reserve is aimed at the problem that the reserve is scattered, the inventory materials are difficult to share, and the subsidiary companies have formed a relatively independent reserve system in history, which is large and complete, small and complete, layers of warehouses, duplicate reserves, and it is difficult to share only within the enterprise. Tianrui Group has reformed the reserve management mode and adopted the unified reserve of group materials.
Unified reserve can avoid duplicate reserve, control the scale of reserve, share reserve resources, accelerate capital turnover and improve the utilization efficiency of reserve funds.
Material supply business and management functions are an inseparable organic whole. The organic combination of supply and management functions can make management more targeted, play the role of guidance, coordination and supervision of management, and promote more efficient and standardized operation of business. The material reserve of Tianrui
Group is under the unified management of the Material Department of Tianrui Group, which manages, guides, supervises and assesses the reserve scale, backlog disposal and inventory adjustment of each enterprise. All materials of each subsidiary company are managed by the supply department of the enterprise.
We return all the existing inventory, workshop inventory and on-site materials of all enterprises in the group to the unified management of the supply department, all of them are entered into ERP, and the inventory system management is implemented.
2. Use the supply chain platform to realize resource sharing
After the management mode is adjusted in place, we have taken a series of supporting measures as follows:
First, use the ERP reserve information platform to integrate all kinds of reserve resource information and implement batch management. To realize the dynamic reflection and real-time query of material reserve status. The
inventory batch is the basis for the analysis and management of the enterprise inventory structure. By analyzing whether the enterprise inventory scale is reasonable and whether the inventory funds are occupied for a long time, the targeted control measures are implemented to achieve the purpose of ensuring the production operation of inventory materials without overstocking and wasting. Set rules in the ERP supply chain system
according to the inventory organization + warehousing time. When the material is warehoused, ERP will automatically generate a batch number and synchronize it to the inventory information, so that you can know the warehousing time of the inventory material through the batch number and reflect the inventory status in real time. The realization of
batch can perform "first-in first-out" control on inventory materials to avoid long-term storage losses due to vulnerability and shelf life; it can supervise the repeated purchase and warehousing, track and analyze the reasons for repeated warehousing, implement responsibilities, and avoid the occurrence of non-compliance problems; The procurement process can be tracked by batch for the problems occurring in the use of materials entering the production process.
Secondly, in order to ensure that the inventory materials are in and out of the warehouse in time and that the accounts are consistent with the facts, we have introduced the bar code management system, which can quickly carry out the operation of entering and leaving the warehouse through the scanning code of the PDA handset, and the records of entering and leaving the warehouse can be synchronized to the ERP supply chain system in real time, which not only improves the work efficiency, but also updates the inventory information in real time. It avoids the phenomenon of inventory backlog or shortage caused by untimely information update.
At the same time, accurate inventory is carried out by scanning code, and the system can quickly find inventory differences by comparing scanning code information with inventory information, which saves a lot of time and labor costs.
Thirdly, in order to avoid the problem of "one yard, many things, one thing, many yards" caused by human factors, we have introduced the MDM master data management system.
Organize relevant professionals to review the description, industrial description, natural attributes and other characteristics of existing coded materials according to the principle of consistency and matching between material attributes and coding categories, so as to reduce the personalized needs of non-standard and patented products, increase the universality of coding, prevent duplicate codes and wrong codes, and ensure that one object has one code and one code has one object. Standard material classification, material template, standard characteristic quantity and value are established
in the system. It has compiled 4439 material classifications and more than 5000 material templates, formed more than 50000 standard material codes, and completed the standardization upgrade of material codes used in ERP supply chain system to ensure the consistency of material codes in all enterprises.
Fourthly, on the basis of unified and standardized material coding, enterprises have realized the sharing and adjustment of material inventory. We have established a material adjustment mechanism to clarify the operation steps, the scope of adjustment, the settlement methods and incentives, so as to adjust the surplus and deficiency and share the reserve resources. The online transfer function is developed
in the ERP system. The user department submits the demand plan through the ERP supply chain system. The business personnel adjust the demand plan in the ERP supply chain system according to the information such as the inventory on hand and the batch number of each enterprise. The system automatically generates the "transfer order" to complete the adjustment operation, which is simple and convenient.
In order to promote this work, we have simultaneously formulated the Measures for the Management of Material Adjustment. In the early stage of promotion, the transfer-out and transfer-in units are rewarded according to the proportion of the transfer amount, and this business can be carried out rapidly. At present, the material adjustment has become a normal work, through the adjustment, the use of the group's backlog inventory is more than 15%.
Third, the implementation of standardized procurement and other measures to control the new backlog
, reduce the scale of reserves, reduce the backlog of materials must start from the source, the following are some practices.
One is to implement standardized procurement and reduce the variety of spare parts.
We believe that the implementation of standardized procurement is one of the prerequisites to ensure production with the smallest and most economical inventory, maximize the convenience of production operation management, reduce production and maintenance costs, and save procurement funds.
In order to unify the standardized configuration of group equipment and spare parts and solve the interoperability of spare parts, we have unified and standardized product names and technical standards in accordance with the principle of "classifying product performance and restoring product essence", solv ed the problems of non-standard parameters and non-standard naming of similar products, and promoted product specifications, models and brands. Reduce the phenomenon of demand reporting "universal brand". At the same time, it can effectively avoid the problem of relying on one supplier and realize the substitution and exchange of accessories.
Standardized procurement is a systematic project. After years of efforts, with the cooperation of production and technical departments, standardized procurement has been implemented for wear-resistant parts, heat-resistant steel, chains, filter bags and other consumable products, which reduces the reserve varieties and ensures the sharing of inventory resources within the group.
For example, there are 245 types of hoists and 263 specifications of chains in the plate chain hoist chain (NE \ NSE) series of the subsidiaries of the Group, and a large number of chains are in stock in the subsidiaries. Through the implementation of standardized procurement, the number of chains has been reduced to 30 specifications, and the interchangeability, versatility and availability of chain use have been improved.
In the procurement of aggregate line projects of the Group, standardized equipment procurement has been implemented, and the equipment configuration of Nanzhao, Xiaoxian, Weihui and Qianjing in the aggregate line is based on the equipment configuration of Xingyang Company, which ensures the unity of equipment spare parts. To ensure the efficient and reliable operation of the aggregate line equipment without increasing the spare parts inventory, the annual output of the newly built seven aggregate lines far exceeds the total design capacity.
The second is to formulate special reserve varieties and quotas for key materials and reduce duplicate reserves. In cooperation
with the production management department of the Cement Group, the key equipment and important accessories affecting the operation of the equipment have been sorted out, and the key material reserve management methods, reserve varieties and reserve quotas have been worked out. The key material reserve warehouse is set up in the
ERP system to ensure that the actual status of key materials can be queried by the demand unit from time to time.
For example, the pull rod of the vertical mill is one of the important accessories of the vertical mill, and more than 80% of the raw material vertical mills of Tianrui Group adopt ATOX50. We have made a statistical analysis of the historical consumption and replacement cycle of the pull rod, formulated the reserve warehouse and quantity according to different regions, changed the original reserve mode of each enterprise, and the key reserve has been greatly reduced.
Thirdly, we should implement the main body responsible for the occupation of reserve funds, improve the accuracy of the plan and control the new backlog. Whether the
material demand plan is submitted accurately and timely directly affects the control of reserve scale, the optimization of reserve structure and the generation of backlog materials. The user department, as the demand plan preparation unit, and the technology and production management departments, as the approval departments of the demand plan, are the main bodies responsible for the occupation of reserve funds. We should implement the system of accountability for backlog according to the reasons for the formation of backlog. The overstock caused
by the inaccuracy of the demand plan shall be the responsibility of the unit submitting the demand plan and the approval department; the overstock caused by unplanned or over-planned procurement shall be the responsibility of the material supply department. Adjusting the backlog of the
assessment material department to the demand submission and approval department is conducive to the integration of demand, reserve and economic benefits, and the control of reserve scale and capital occupation from the source.
In short, through the implementation of digital warehousing by means of information technology, the accuracy of the overall demand plan has increased by 20%, and the group inventory scale has decreased by 40%.
