请大家帮助我学习VMI

studyerp

在我的感觉中VMI就是将你的库存压给供应商，同样的，你的客户也会这样做的，对于整个物流没有多大的好处压！
大家感觉如何？

wukong

中国电子企业如何实施VMI项目

上网时间：2003年07月27日


VMI(供应商管理库存)的定义是，供应商拥有和管理位于客户制造工厂附近的中心仓库，从而能够迅速地补充元器件，保证JIT交货。作为VMI的组成部分，OEM和EMS公司需要经常向元器件供应商提供预测和销售信息，以换取稳定的供应。VMI能帮助OEM和EMS公司降低库存成本，提高库存周转率，缩短交货期。供应商则能通过VMI项目与OEM和EMS公司更加紧密合作，获得更多准确的元器件需求信息，合理安排他们的生产与供应。

从最近《国际电子商情》网上调查显示，40%的人表示对VMI不了解，说明这一被国际OEM和EMS公司普遍看好的库存管理模式还未在中国得以广泛应用。为了帮助读者全面了解VMI这种先进的库存管理模式，国际电子商情网站论坛组织了“VMI实施中的问题与解决之道”的讨论，特邀国内某著名EMS公司的VMI项目经理Jevons Vermillion担任嘉宾主持。讨论中，大家就VMI的适用条件、VMI中的需求预测问题、VMI的风险控制和责任分担，及VMI项目在中国的实施等问题展开了深入的交流和探讨。

要把VMI当作一项长期战略

当市场转向供不应求时，VMI还会有市场吗？这是论坛上受到大家普遍关心的问题。部分读者认为，VMI是买方市场的产物，它是经济不景气环境中，OEM/EMS公司转嫁库存风险的一种手段，在一定程度上，VMI模式压榨了供应商的利润空间。但名为gator的读者对此表示了反对，他指出：“VMI本质上是一种长期采购的协议，旨在市场剧烈变动时协调供需关系中的矛盾，以平时较小的库存管理投资博取较长期的收益。VMI的关键在于交易双方是否建立了正确的合作理念，是否把VMI作为一项长期战略来看待。”

注意VMI的适用条件

理论上，在需求和供应稳定的条件下，VMI项目适用于各种产品。不过Jevons指出对于价值较高的IC器件不适合实施VMI。“IC的交货周期长，库存价值高，实施VMI，OEM/EMS和供应商面临的风险太大。”目前，OEM和EMS公司在推行VMI时，通常会将原材料分成两块：标准件和非标准件。这主要是从风险分担的角度来考虑。“当需求发生变化时，买方通常不用对标准件出现的库存积压承担任何责任，但对于非标准件买家则需要根据合约规定承担一定责任。”Jevons说。

准确的需求预测是核心

VMI作为一种供应链优化的手段，强调的是供应链上供需的平衡。整条供应链上既没有积压的库存、也没有短缺，产品在供应链中快速流动，由此而带来的利益在供应链环节各个成员之间进行分享，实现共赢。但要实现供应链的优化和整体库存的减少，一个核心的问题就是如何保证需求预测的准确性，论坛上大家对此问题表示了关注。一位自称“黑面书生”的读者认为：“如果供需预测不准确，货物总会积压在供应商、分销商或者采购商手中，迟早会祸及整条供应链。”

针对需求预测的问题，Jevons提出了三个方面的建议：一是采用更为科学的预测手段。常用的方法是将每周需求的数据进行平均，用平均的结果作为基数乘以弹性库存所覆盖的需求周数。“用此数据作为供应商准备库存的依据，可缓冲需求忽高忽低所带来的不确定性”。名为Winslow的读者在介绍其公司实施VMI经验时，也谈到了这一方法的应用。他说：“我们每周进行一次预测，将信息发给供应商，并对加工期内的预测负责。”

二是信息要及时沟通。Jevons指出：“及时传递信息和采取弥补措施非常关键。当预测变更后，买方要及时让卖方知晓，以便及时采取措施，避免大的损失。”三是买卖双方建立战略合作关系。这样，当需求发生变更时，双方会有共担风险的意识。四海电子的Jim指出：“VMI要成功，OEM/EMS公司和供应商之间必须有一套完整的针对需求变化的协调机制，从而能尽量降低呆滞库存发生的概率。”

责任和风险分担要明确

从VMI的运作模式图上，我们可以看出货物产权及风险的划分以OEM/EMS公司从仓储中心将货物提出时才发生转移。表面看来，与传统的库存模式相比，OEM和EMS公司减少了较多的风险，但这只是问题的一个方面。在实际操作中，供需双方会在签订VMI协议时就双方的责任和风险分担进行协商。Jevons指出：“虽然VMI对双方都有利，但实施VMI需要支出一定的费用及承担不可预见的风险。”

他认为实施VMI所产生的费用、风险应由买卖双方共同来承担。“任何一方的吃亏都可能导致VMI过早夭折，甚至可能会影响双方进一步的合作关系。买卖双方在协商VMI时一定要保持战略合作的姿态来进行协商，争取双赢的局面，不要留下后遗症。”

另外，作为VMI项目的发起方，OEM和EMS公司要加强自身的VMI风险管理。Jevons建议：“OEM和EMS公司应该利用先进工具如Water Fall Chart等来建立有效的风险管理系统，并每周对VMI所产生的风险进行追踪统计，取得供应商的确认，同时采取各种措施来降低运行中的风险。”

在VMI风险的分担中，Jevons强调了合约的重要性。“合约在推行VMI时担任了重要的角色。即使是战略伙伴关系的合作双方，合约也是必不可少的。”他指出，“明确细致地规定双方的责任是VMI合约的核心内容之一，这往往也是VMI合约谈判中最重要的部分。”

结合中国国情，吸收VMI精要

当谈到如何推动VMI项目在中国的实施时，部分读者认为，信息化环境的不成熟制约了VMI在中国企业中的实施。名为悠悠飞的读者指出：“如果没有与合作伙伴畅通无阻的信息对接平台，VMI项目是无法真正有效实施的。中国电子企业普遍信息化程度低，这会在一段时间里制约VMI在中国电子企业中的实施。”

但Jevons对此有不同看法，他表示：“VMI的精要之处在于，供应商根据采购方的生产需求预测事先准备了一定的库存，当采购方有需求时能实现及时供货。只要能实现这种运作，都称为VMI。当物流量不大的时候，通过电话、传真方式同样可以实现VMI。当然有了好的信息平台，VMI会如虎添翼，但它不是实施VMI的必要条件。”

不过这一观点遭到了Jim的反对。“真正的VMI是排斥人工的信息沟通，只有通过EDI或Inernet这种电子手段开展的VMI才是真正意义上的VMI。”Jim指出，“VMI之所以能为供应链各方带来收益，是因为它们通过EDI或Inernet等电子手段，改善了信息的流动方式，提高了需求预测的准确性，消除供应链环节中的许多无效劳动，实现了供应链中整体库存的减少。”

真正意义上的VMI到底怎样？尽管这一次的讨论并没有到肯定的答案，但有一点是明确的，VMI模式的先进理念值得学习。大家一致认为，中国企业应吸收VMI的精要之处，而不一定要在乎采用怎样的形式。结合自身现状来推动VMI，建立有中国特色的VMI模式。Jevons指出：“我们现在能做的并不是十全十美的VMI，而是学习VMI的精要和理念，改变我们现有的供应模式。” 一份完整的VMI合约应包括以下内容：
1.合约中所涉及的专门术语的定义。
2.合约的生效日期及期限。
3.运作方式的具体描述。
4.生产预测信息及形式订单条款。
5.交货期的规定。
6.仓储条款。
7.送货与发票条款。
8.库存数量规定。
9.产品有效期条款。
10.买卖双方的责任条款。
11.合约终止方式。
12.不可抗力条款。
13.适用法津及纠纷处理方式。
14.合约的附件部分。通常会列出实施VMI的物料清单，每个物料的最小包装量，库存补充的周期等。



作者: 周睿、潘九堂

ccwlm741212

VMI理论上是个好东西，适合于大型企业的物流运作，不错！

levite

实施VMI至少需要三个平台：商务平台，双方信息协同平台，用户企业自已的供应链支持平台

我觉得到真正达到VMI的目的，用户和供应商双方应在充分信任的基础上建立VMI的供应链规则和操作流程，并且建立一个先进信息以实现资料的及时共享与业务流程的规范化电子化。要实施VMI（这是的VMI特指制造企业与它们的供应商之间的VMI），必须在制造企业实施CPFR解决方案以确保企业向供应商所提供的需求信息具有可操作性。

信任问题-------在双方信任基础上，需要供应链中用户和供应商双方共同建立VMI执行协议框架和运作规程，建立起对双方都有利的库存控制系统。双方都明白各自的责任，观念上达成一致的目标。如在哪里建立仓库、其仓储面积能否保证产品的进出和不断增长的产品需求、供应商使用什么样的工具交货，等等 ；谁将代表供应商管理存货，其管理能力、声誉、业务范围和过去的经验、财务状况、人力资源等需要达到的标准； 供应商将如何满足所有参与者的送货时间、送货地点、存货怎样送达工厂、怎样保证存货安全？ 使用什么样的信息系统和网络平台，才能满足供需双方的信息集成和共享的要求；适用于评价VMI绩效的评估体系是什么；参与实施VMI的供应商资格认定标准、潜在的符合条件的供应商选择、供应商培训和退出计划；退货条款的拟订，包括退货的提前期，退货的运费支付等；例外条款的拟订，包括什么样的意外事件需要报告、报告的渠道、时间间隔等；付款条款的拟订，包括付款方式、有关文件准备等；罚款条款的拟订，例如供应商装重了货或装了空箱、他将承担哪些额外的费用；如果用户提供了不充分或令人误解的信息导致供应商出错，有关损失费用如何分摊；如果用户取消了产品而因为信息渠道或其他原因供应商已经送货，谁将对这批存货负责等。

信息交互平台 ------ 建立先进的信息共享平台，合作伙伴在此平台上可及时得到充分的信息，进行协同生产，控制从请购到订货、收货、检验、入库的详细流程，并可实现VMI（VendorManagarInventolry）管理模式

VMI背后------用户企业需要实施协同计划预测补货CPFR方案。企业对于原材料的需求来自客户需要，如果企业内部本身都没有客户需求没有一个很好的管理，就无法得到合适的供应链各环节计划，当然无法得到一个长期的主生产计划，也就无法得到对原材料需求计划。若企业没有合适的原材料需求计划，就无法向供应商提供必要的经营信息。若企业本身尚饱受牛鞭之苦，供应商何以利用这些信息来调节未来的库存水平，供应商对于未来可准备多少库存，怎么安排生产计划仍然没有多少依据。由于VMI实施以后，下游企业自己不直接管理库存，库存管理的压力全部落在供应商的身上。为了满足下游企业起伏不定的生产计划，供应商只好多备库存以保证客户满意度。在下游企业在兴高采烈地唱“零库存万岁”，供应商是打落门牙往肚子里咽。多次在客户里听到，他们的下游企业实施VMI，对他们库存没有降低反而增加，并推荐我向他们的下游企业介绍CPFR解决方案（这可是一个不错的客户发展思路哦！ ）。
CPFR：Collaborative Planning， Forecasting and Replenishment)是一种新型的供应链协作模式，成功实施CPFR，有利于通过提高供应链各环节计划、预测的准确度，减弱供应链不确定性的影响，最终提高供应链的性能。与CPFR合作伙伴的信息共享产生了高质量的信息，从而提高了计划、预测和补货的有效性和准确性。

manugistics

Although vendor-managed inventory (VMI) concepts were originally developed for high-volume environments, particularly retail and automotive OEM applications, and have been adopted widely in these industries since, they are not limited to high-volume situations. In fact, VMI applications in low-volume environments have been growing significantly. Chances are, your company or one of your company's trading partners is already using some variation of VMI in some part of their operations.

Vendor-Managed Inventory Concepts

The phrase vendor-managed inventory refers to the transfer or assignment of responsibility for managing and/or replenishing inventories from the buyer (typically an end-user) to the supplier/vendor (typically a distributor or manufacturer). The APICS Dictionary, from APICS -- The Educational Society for Resource Management, Alexandria, Va., defines vendor-managed inventory as "A means of optimizing supply chain performance in which the supplier has access to the customer's inventory data and is responsible for maintaining the inventory level required by the customer. Resupply is performed by the vendor through regularly scheduled reviews of the on-site inventory. The on-site inventory is counted, damaged or outdated goods are removed, and the inventory is restocked to predefined levels."

Among industry practitioners, there is generally no specific distinction made between buyer-owned inventory being managed by the supplier/vendor and supplier/vendor-owned inventory in application of the phrase vendor-managed inventory.

Consigned inventory refers to ownership of inventory by the supplier that is being reserved for future use by a buyer. This is a dedicated inventory stock that is typically, but not always, located at the buyer's facility or at a location accessible to, or controlled by, the buyer. Ownership of the inventory typically is presumed to transfer from the supplier to the buyer at the time the inventory is removed from the inventory location for consumption, use or benefit of the buyer.

It is worth noting that a supplier may position consigned inventory at a buyer's facility without engaging in VMI activities. Again, this reinforces the fact that VMI and consignment are distinct and one may exist independent of the other.

Another concept often associated with VMI programs includes co-managed inventory (CMI). CMI refers to joint or shared responsibility for management of inventories by both the supplier and the buyer. When utilizing CMI, tasks necessary to support effective and efficient management and replenishment of inventories are assigned to both parties. Assignment of task responsibilities typically depends on the ability of one of the parties to execute the task more effectively and/or the desire to imbed checks and balances or oversight into the inventory management process.

Typical Low Volume VMI Applications

Over the past decade, VMI has evolved from primarily high-volume retail and OEM applications to wider use across a variety of industries and operating environments. In particular, companies have found that VMI offers a number of advantages for both buyer and supplier when managing MRO (maintenance, repair & operating) supplies and other indirect materials, such as office supplies, packaging materials, printed literature and similar products. These commodities, by their nature, tend to be lower volume applications, although not necessarily so.

While high volume VMI environments are typically supported by specialized information systems that efficiently manage the transfer of information between customer/buyer and the supplier/vendor (e.g., EDI) as well as the inventory management functions, low volume VMI environments may rely on adaptations to existing business systems and processes.

Buyers and Suppliers Both Win

The key factor underlying VMI in low-volume applications is that responsibility for management of inventories of specific products is transferred to the party that, presumably, has the greatest expertise in doing so. Both buyer and supplier can benefit as a result of this shift in responsibilities. Here's why:

In general, buyers participating in VMI programs gain immediate, on-site availability of products included in the VMI process. Buyers expect that the minimum quantity levels and replenishment frequency recommended by the supplier will be adequate to provide that level of product availability. The supplier is generally expected to adjust quantities and replenishment frequencies, in some cases with concurrence by the buyer, as necessary to achieve target availability levels. In many low-volume VMI environments, this may be as simple as a weekly check of stock levels with replenishment of needed items during the next week's review (contrast this with the two times per day EDI data transmissions one might expect in a high-volume VMI environment). For the supplier, this usually is a sole-source arrangement that yields lower costs related to revenue generation, as well as a smoother demand pattern that enables lower overall inventory investment.

Buyers also have a reasonable expectation that total consumption of, and expenditures for, products included in the VMI program will decrease as a result of improved control of inventories. This improved control results from reductions in waste, theft or "shrinkage" and other unaccounted for inventory withdrawals, especially if "vending machine" or a similar approach is used, where consumption is automatically assigned to the department or project for which the products are being used. This has been observed in many industrial MRO-related VMI environments and is generally recognized as a major source of on-going savings realized by buyers. For the supplier, there may be an initial decrease in revenues, as true demand is identified. However, suppliers who assist buyers in reducing their costs are generally rewarded with additional opportunities.

Buyers typically experience a decrease in costs associated with the administrative activities related to products included in VMI programs. In many cases, when traditional replenishment approaches are replaced with a VMI program, supplier personnel assume responsibilities such as inventory ordering, cycle counting, physical put-away and other tasks previously performed by buyer personnel. Although there are typically some costs incurred by the supplier in conducting these activities, suppliers are generally able to execute these tasks at a lower cost than the buyer and are able to recover most or all of the costs of these value-added services. Many VMI programs have significantly reduced or eliminated invoicing for individual replenishments by providing summary billing at periodic intervals -- typically monthly -- saving administrative labor for both buyer and supplier.

In addition to the physical processes described above, buyers tend to view suppliers as the "expert" in managing inventories to achieve high levels of availability. Part of this expectation is that the supplier will be able to provide buyers with management information, such as what products were purchased, what quantities of each product were used, what the total spend was (in some cases, the departmental or project-related spend) and similar analyses. For the supplier, this capability can provide valuable insights into the spending patterns of buyers and further strengthens the buyer-supplier relationship.

Beyond the obvious benefits, don't overlook the opportunity to use VMI to improve your supply chain. Low volume VMI environments can often provide a significant opportunity to increase supplier revenues while simultaneously decreasing buyer costs. By focusing on each party's strengths, VMI can be applied so that both buyer and supplier come out ahead.

manugistics

Throughout the supply chain, vendor-managed inventory (VMI) is a way to cut costs and keep inventory levels low. Its practitioners range from food manufacturers like Kraft Inc. in New York and Mott's USA in Stamford, Conn., to chain-store wizard Wal-Mart Stores Inc. in Bentonville, Ark.
VMI lets companies reduce overhead by shifting responsibility for managing and replenishing inventory to vendors.

"If you're smart enough to transfer the ownership of inventory to your vendors, your raw materials and work-in-process inventory comes off your balance sheets. Your assets go down, and you need less working capital to run your business," says Ron Barris, global leader of supply-chain management for the high-tech industry at Ernst & Young LLP.

In VMI, the vendor tracks the numbers of products shipped to distributors and retail outlets. Tracking tells the vendor whether or not the distributor needs more supplies. Products are automatically replenished when supplies run low, and goods aren't sent unless they're needed, consequently lowering inventory at the distribution center or retail store. Suppliers and buyers use written contracts to determine payment terms, frequency of replenishment and other terms of the agreement.

VMI is enabled by information technology, which often allows for a direct project payoff. The most prevalent technology in VMI is electronic data interchange (EDI), an ordering system traditionally conducted over private value-added networks. Typically, the manufacturer takes a daily review of inventory by pulling down EDI files from the distributor. The manufacturer then uses the inventory data to put together an anticipated order for the distributor. After getting an electronic acknowledgment, the manufacturer ships the order. When the product has been received, payment is made with an electronic funds transfer from the distributor's bank.

Distributors of hard goods such as auto parts and electrical supplies began experiencing the benefits of EDI-based VMI several years ago, says Scott Stratman, president of The Distribution Team, a consulting company in Colorado Springs. Stratman estimates that by lowering inventory levels and eliminating paperwork such as purchase orders and payment by check, such distributors have cut the time for order fulfillment from a range of 22 to 29 days to one of 14 to 17 days.

Many VMI implementations use customizable software from providers like Supply Chain Solutions in Enfield, Conn., E3 Corp. in Marietta, Ga., and Manugistics Inc. in Rockville, Md. VMI is also being integrated into larger supply-chain implementations that combine the inventory management, order fulfillment and product replenishment of VMI with collaborative sales planning and forecasting.

For the most part, manufacturers haven't integrated VMI with their internal enterprise resource planning (ERP) systems. That's mainly because software vendors haven't built interfaces between the two types of systems.

"The two systems use different data models," says Ron Girard, an analyst at Boston-based Advanced Manufacturing Research. Generally, ERP components haven't scaled to the item location volume demanded in a manufacturer-to-retailer environment. So unless you're willing to take on the burden of systems integration, you are faced with a sneaker net, Girard says. Item location volumes are computed by multiplying the number of units of an item by the numbers of locations where it's sold.

Though automated today, VMI was once strictly manual. For several decades, route salesmen for food manufacturers have taken inventory when they visit stores to stock the grocery shelves, says Tim Van Mieghem, president of The Proaction Group, a consultancy in Chicago.

Makers of hospital supplies became similarly inspired, employing in-hospital attendants to count and replenish items.

Department stores like Wal-Mart moved to automated VMI in the late 1980s. One of the driving factors was the difficult task of predicting how much seasonal apparel was needed, says Bob Copeland, senior manager at Atlanta-based Kurt Salmon Associates, a consulting firm in the retail arena.

The apparel industry has continued to be a pioneer in VMI ever since. For example, Greensboro, N.C.-based VF Corp., maker of brands like Lee and Jantzen, has been implementing a sophisticated system that integrates retail inventory data from VMI into floor-space management at the store level. In a beta test, ShopKo Stores Inc. in Green Bay, Wis., reportedly experienced a gain of more than 20% in sales of men's jeans.

Ironically, though, industries facing complex situations have been among the last to adopt automated VMI. Supermarkets have typically taken longer than department stores, for example. The sheer numbers of items in consumers' grocery store carts have meant greater complexity in tracking and using sales data.

VMI automation at its peak can be seen in industries like car and paper manufacturing, which need to comply with environmental guidelines for water treatment. Manufacturers in those industries are using VMI systems to track the need to replenish water and chemicals. They do this by embedding sensors in the water treatment tanks and using satellites to monitor the tanks.

levite

一个实际例子

Awner

顶起来

非林非非

VMI理论适用于大企业，对于中小企业的用处还是不大

Awner

最初由 非林非非 发布
[B]VMI理论适用于大企业，对于中小企业的用处还是不大 [/B]

能不能详细一点谈谈您的看法？