5 Inventory Management Metrics Every Supply Chain Professional Must Master
Summary
TLDR在这段视频中,Scott Luton与供应链专家Marcia Williams进行了一次深入的对话,探讨了供应链专业人士必须掌握的五个库存管理指标。首先,他们讨论了库存供应天数,这是衡量库存能够覆盖销售天数的重要指标。接着,他们分析了库存周转率,以了解库存的流动性。第三个指标是现金转换周期,它显示了从公司对库存的投资到从库存中获得现金所需的天数。第四个指标是过时率或库存过时百分比,这对于避免库存过时和损失至关重要。最后,他们讨论了库存准确性,这是确保物理库存与系统记录一致的关键。Marcia Williams强调了持续监控和调整这些指标的重要性,以适应不断变化的业务环境和市场条件。
Takeaways
- 📈 **库存周转率**:衡量库存流动速度的指标,高周转率意味着库存流动快,可以通过销售商品更快地回收现金。
- 🔢 **库存准确度**:通过物理盘点与系统记录对比,确保库存数量的准确性,对运营和财务都至关重要。
- 💡 **库存天数**:显示库存能够覆盖销售的天数,帮助企业确保有足够的库存以实现利润。
- 🔄 **现金转换周期**:衡量从公司对库存的投资到从库存中获得现金的天数,周期越短对企业越有利。
- 📦 **库存过时率**:衡量库存因时间过长或市场变化而变得过时的比率,需要保持尽可能低。
- 📚 **财务报表的重要性**:通过利润和损失表(P&L)获取销售成本,通过资产负债表获取平均库存信息,以进行库存管理的计算。
- 🛠️ **操作效率**:使用库存管理指标来提高操作效率,减少不必要的步骤和浪费。
- 📏 **度量基准**:建立库存管理的基准,然后根据业务变化调整目标和标准。
- 📈 **行业差异**:认识到不同行业和企业策略对库存管理指标的影响,以及如何根据具体情况调整这些指标。
- 📆 **时间敏感性**:意识到市场和业务环境随时间变化,库存管理的目标和标准也需要相应更新。
- 👤 **个人联系**:鼓励观众与演讲者建立联系,通过LinkedIn和专业网站获取更多信息和最佳实践。
Q & A
库存管理的五个关键指标是什么?
-库存管理的五个关键指标包括库存供应天数、库存周转率、现金转换周期、过时率或百分比过时以及库存准确性。
库存供应天数是如何计算的?
-库存供应天数是通过将库存单位数除以每天销售的单位数来计算的。
为什么库存周转率对于供应链专业人士来说很重要?
-库存周转率显示库存的流动速度,帮助企业了解库存是否过快或过慢地移动,从而避免长时间占用现金。
现金转换周期是什么,它对企业有什么影响?
-现金转换周期衡量的是从公司对库存的投资到从库存中获得现金的天数。一个较短的现金转换周期通常对企业更有利,因为它可以更快地回收投资。
过时率或百分比过时在库存管理中扮演什么角色?
-过时率或百分比过时衡量的是库存因时间过长或未正确管理而导致的过时或废弃的比率,这对于避免库存积压和资金浪费至关重要。
库存准确性指标为什么重要?
-库存准确性确保系统中记录的库存数量与实际物理库存相匹配,这对于信任库存系统和进行准确的库存管理至关重要。
Marcia Williams在供应链管理方面有哪些专业背景?
-Marcia Williams拥有18年的供应链管理经验,专长于优化供应链财务规划,以提高盈利能力和改善现金流。她持有密歇根州立大学的MBA学位,是福布斯理事会的撰稿人,出版过书籍,并且是TEDx演讲者。
为什么供应链专业人士需要不断调整他们的库存管理策略?
-供应链专业人士需要不断调整他们的库存管理策略,因为市场条件、产品生命周期和公司目标的变化都可能影响最优库存水平。此外,技术进步和消费者行为的变化也需要专业人士持续更新他们的策略。
如何使用财务报表来计算库存管理指标?
-可以通过利润与损失表(P&L)获取销售成本(COGS),而平均库存则通常在资产负债表上找到。通过这些财务报表中的数据,可以计算库存周转率和现金转换周期等指标。
为什么库存管理对于企业来说至关重要?
-库存管理对于企业至关重要,因为它直接关系到企业的资金流动性、盈利能力和运营效率。有效的库存管理可以减少资金在库存中的占用,加快资金回流,同时避免过剩或短缺,从而提高企业的竞争力。
如何通过改进库存管理来提高企业的运营效率?
-通过改进库存管理,企业可以减少不必要的库存积压,加快库存周转,提高资金流动性。此外,准确的库存记录和预测可以帮助企业更好地响应市场需求,减少缺货或过剩的风险。
供应链专业人士如何保持对库存管理指标的持续关注?
-供应链专业人士需要定期审查和分析库存管理指标,确保它们与当前市场状况和企业目标保持一致。此外,他们应该利用技术工具来监控库存水平,自动化库存管理流程,并及时响应市场变化。
Outlines
📈 库存管理基础:五项关键指标
Scott Luton与供应链专家Marcia Williams讨论了供应链专业人士必须掌握的五项库存管理指标。这些指标对于优化库存、提高盈利能力和改善现金流至关重要。Marcia拥有18年的供应链管理经验,是密歇根州立大学的MBA,也是Forbes Council的撰稿人、出版作者和TEDx演讲者。
🔄 库存周转率:衡量库存流动速度
Marcia解释了库存周转率的重要性,它显示了库存的流动性。周转率越高,意味着库存流动越快,从而减少资金长时间被库存占用的情况。计算方法是销售成本除以平均库存,而平均库存是期初和期末库存的平均值。
⏳ 现金转换周期:从投资到现金回收的时间
现金转换周期是Marcia最喜欢的指标,因为它提供了运营和财务信息,显示了公司从投资库存到从库存获得现金的天数。这个周期越短,对企业越有利。例如,Coca-Cola从购买原材料到最终销售并收回现金的整个过程。
🚫 存货陈旧率:避免库存过时
存货陈旧率是衡量库存过时风险的指标,它显示了库存中可能变得不再需要或过时的部分。这个指标对于保持库存的现代化和避免过剩至关重要。计算方法是将陈旧或减值的库存除以总库存,然后乘以100得到百分比。
📏 库存准确性:确保系统与实物匹配
库存准确性是衡量库存管理准确性的指标。它通过比较物理库存与系统记录的库存来确定。从运营角度来看,需要匹配单位、批次号和位置;而从财务角度来看,只需考虑总单位数。库存准确性对于确保系统可靠性和优化库存管理至关重要。
Mindmap
Keywords
💡库存管理
💡库存周转率
💡现金转换周期
💡库存准确度
💡存货天数
💡陈旧率
💡供应链优化
💡财务规划
💡利润与亏损表
💡资产负债表
💡供应链专业人士
Highlights
Scott Luton与Marcia Williams讨论了供应链专业人员必须掌握的五个库存管理指标。
第一个指标是库存供应天数,显示了库存能够覆盖销售的天数。
库存周转率指标展示了库存的流动速度,与资金的流动性密切相关。
现金转换周期指标揭示了公司从库存投资到收回现金所需的天数。
陈旧率或过时百分比指标衡量了库存因时间过长或管理不当而变得过时的风险。
库存准确性指标通过物理计数与系统记录的比较来确保库存数据的准确性。
Marcia Williams拥有18年的供应链管理经验,并在多种中型和大型公司中优化供应链财务规划。
库存优化为组织提供了许多机会,而理解这些关键指标是管理库存和提高业务回报的第一步。
不同的组织和行业可能需要不同的库存管理目标和标准。
指标的设定不应该是一成不变的,需要根据业务的变化和市场的发展进行调整。
Scott Luton鼓励听众将今天讨论的内容付诸实践,以改善库存管理。
Marcia Williams是Forbes Council的撰稿人,发表了多篇文章,并且是一位TEDx演讲者。
供应链专业人员需要了解如何从财务报表获取销售成本和平均库存等信息。
库存管理不仅仅是数字游戏,还需要理解库存对现金流的影响。
供应链专业人员应该使用多维度的指标分析来全面理解库存状况。
Marcia Williams强调了库存管理的实时性和动态性,以及对业务环境变化的适应性。
供应链专业人员可以通过LinkedIn和USM Supply Chain网站与Marcia Williams建立联系。
Transcripts
hey everybody Scott luten with supply
chain now welcome to this episode of
whiteboard wisdom where we got a proven
leader and supply chain Pro that's going
to help you better manage your inventory
and we're going to start with the
metrics with five Inventory management
metrics that any supply chain Pro must
Master stay tuned for a great episode
and let us know what you think
[Music]
hey hey good morning good afternoon good
evening wherever you are Scott Luton and
special guest Marcia Williams with you
here today on supply chain now welcome
to the show Marcia how you
doing hi Scott a pleasure to be here
today with you and with the audience of
course great to have you back we had a
blast it's been too many years so it's
great to have you back I can't wait to
dive into a really neat and practical
episode here today especially for our
supply chain now community on YouTube
We're featuring a practical and
efficient discussion on five count them
five Inventory management metrics that
every supply chain professional must
master so as you know Marcia inventory
optimization offers so many
opportunities for organizations
everywhere today's five metrics are a
critical part of the equation to start
getting a better handle on your
inventory so you can move it in the
right direction and unlock all sorts of
returns for your business now before I
introduce Marcia for the handful of
folks out there that may not know her I
think Federal Regulations require me to
ask you to like and comment on this
episode and hey if you enjoy the episode
share it with a friend your organization
they'll be glad you did all right so
let's get to know Marcia Williams my
friend and proven practitioner and
supply chain leader Marcia Williams
managing uh managing partner rather at
USM supply chain now she has 18 years of
Supply Chain management experience with
deep e uh expertise in optimizing supply
chain Finance planning at a variety of
midsized and large companies for greater
profitability and improved cash flows
now Marcia holds an MBA from Michigan
State University she's also a Forbes
Council contributor a published author
and a recent tedex talk speaker so to
welcome in Marcia Williams to the show
Marc so great to have you back with us
it's been as I mentioned way too
long thank you so much and thank you so
much for the kind introduction and it's
always a pleasure to come by here Scott
so thank you well you've been busy
really busy since the last time so
looking forward to re uh plugging back
into all your cool expertise uh pract
practitioner expertise and we're going
to get started so again to remind
everybody out here we're going to be
talking about five inventory management
metrics that every supply chain
professional must master and where do we
start there Marcia what's what's the
first
one the first metric that we have is
inventory days of Supply that metric is
very important because it shows why we
are keeping
inventory the whole idea is to sell and
make profit from that inventory so with
that metric TAA
how many days we have considering sales
and here on this slide you can see a
very simple example we have that if a
company sells two items every day and we
have 20 in inventory that means that we
have enough
inventory to cover 10 days of sale so
that's the the key function or why we
are having this metric because we want
to make sure that we have inventory to
make profit and the
calculation is units in inventory
divided unit sold per
day okay that's math even I can follow
Marcia so thank you very much and profit
is a great thing and one quick question
Marcia we don't necessarily want to have
a thousand days of of sales in inventory
right we want to we want to it it's
different for every organization but we
want to keep a tight measure on that
right exactly es Scott and this one
shows from the like Supply perspective
the period that we are covering but here
we have other metrics that show that
like how many days if we have metrics
showing how fast or slow the inventory
is moving and also we have metrics on
obsolesence that is very important so we
want to have the right quantity of
inventory that why we use that word
optimize inventory if not minimized
because then we canot sell and is not to
have lot of inventory to cover a year
because you know in one year so many
things can happen right lots of change
uh and I love the front end of your
response here because again folks these
are just five five critical ones but
five of many as Marcia is pointing out
so all right so moving to the second
metric we're covering here today
inventory turnover tell us more
Marcia perfect and the one show us the
other side with this metric what we want
to know is how fast the inventory is
moving because to escot a point we don't
want to keep inventory sitting there
having that all cash tied to inventory
for a long period of time so this metric
what it shows is that if we are having
inventory that is moving fast or slow
and of course the higher this metric the
better the calculation is cost of goods
sold or cogs as you may have heard
divided average inventory and here for
average inventory we are using simple
math again and we are taking the
beginning ending inventory divided by
two so that is the calculation and you
may be wondering okay what information
can I use for these calculations so to
get the cost of good sold or cost you go
to the profit and loss statement or pnl
and for the average inventory that is on
the balance sheet so now you know what
information you need to ask Finance for
and then perform the
calculation well said and you know when
I first saw that graphic uh for folks
that are watching this right along with
us I thought those were loaves of bread
and in that case you you want to move
that inventory quick right because it
will expire quickly versus what it
really is is boxes and depending on
what's In The Boxes you might have more
time and that might be a different uh
Target for inventory turnover so so many
different factors in your overall
equation for truly mastering inventory
optimization okay so Marcia we've
covered the first two we got three more
to go with number three now this is
going to be perhaps the most involved
metric we're covering here today so
we're going to spend a little bit more
time on the cash toach cycle so Marcia
tell us
more yes is Scot this is my favorite
metric okay I think it gives you
operational and financial information
and it shows the reason why we are
keeping
inventory
here what this measure is going to show
is how many days from the investment
that the company makes on
inventory until when the company get
cash from that inventory so it's like
one day let's say
Coca-Cola buys ingredients and packaging
for the products then of course he going
to
manufacture using those
ingredients packaging and then he going
to sell so we are seeing from the moment
that coca colola started with that
investment in raw materials until get
cash back from the customers so that's
the concept and and I think that is the
key to understand the metric in addition
to the the calculation because the
calculations we can see and we have them
on slide so we can use them but the
critical point is to understand the
concept and why inventory is so
important and is related how it relates
also to the cash flows that the company
has
available yes and that the shorter as
you point out here the shorter that uh
cash conversion cycle that cash aash
cycle is typically the better for the
business right right um now you use a
Coca colola as an example I got to throw
in my favorite Coca-Cola beverage that
would be uh you got to use a free style
machine is only only place I found it
but it's a caffeine-free Cherry Diet
Coke I'm so glad there's not a freestyle
machine in my house because that's all I
would drink all day long um all right so
good stuff we've covered the first three
metrics you got a master uh of five
inventory management met metrics and
number four number four might be u a
little bit more involved for some folks
out there so let's let's unpack it here
obsolesence or percent obsolescence for
raw material uh work in progress and
finished goods inventory your thoughts
Marcia yes this metric is very important
too because it show us that we can have
when we have inventory for too long we
can have
obsolesence sometimes it's not that we
keep inventory for too long
is that there are changes and we didn't
manage the the part numbers change
properly let's say that there there's a
change in packaging and then we
just bought a huge quantity of the O
packaging because we got a discount so
those kind of situations could happen
and in the example that Scott provided
about the bakery there are some products
that have short shelf life so we need to
be very careful on those aspect and this
metric will measure that so you can see
that we have the obsolesence or the
right off divided inventory and then we
do just time 100 to get the percentage
so this is a critical metric that of
course we want to
keep it as low as possible Right
excellent point and I think one of the
things you're alluding to and correct me
if I'm wrong uh but we start measuring
you know uh let's make sure we're
measuring all of these uh these factors
that impact inventory and as we have as
we pointed out time and time again for
products and sectors the goals and the
objectives with these metrics may be
different and in some cases they may be
drastically different but you got to
start with measuring so we can create
some baselines and then adjust the
objectives or the standards or the goals
from there would you agree
Marcia yes completely Scott and as you
have pointed out the metrics are going
to be different depending on the
industry that is key and another point
to consider that I would like to add is
the
strategy many times we start with this
inventory me
but we will have to do an analysis with
other metrics too to have a
two-dimensional metric
analysis well said and one other thing
uh before we hit number five here uh
Marcia said on the front end she was
talked about a year and how much change
takes place in a year that's another
important factor when it comes to
metrics because just because you set a
metric or a standard or a goal in 2024
it doesn't mean it's going to be
relevant in 2030 or even 2025 it may not
even be relevant as we get into the
second half of the year so the important
thing none of these metrics are set it
and forget it you got to keep your
finger on the pulse know your business
always bring data to the table and
constantly ask hey why is this the
standard right all right so all of that
brings us to the fifth metric we're
going to cover here and that's inventory
accuracy Marcia tell us
more of course thank you Scott the last
metric that we are going to see is
inventory accuracy and this this metric
is when we have a physical count because
the idea of course is that our system
reflect how many units we have so we can
trust our
system if we have that what we have
physically matches in units in lots and
in
location that we have 100% accuracy so
it's a comparison between what we have
physically and the
systems what is interesting about this
metric is that from the operational
point of view we check those three
aspects right it need to be a matching
unit lot or batch number and the
location if we consider this from a
financial perspective we check the total
number of units so it doesn't matter
where they are if we have them great and
that is what we have here the example on
the slide that inventory accuracy can be
a a certain
percentage for operations and a
different one for finance yeah well said
uh one last thought as it relates to
inventory accuracy and you mentioned
location being one of those critical
factors you know folks out there as
you're uh looking to make uh the day
easier and more successful for your
people check out a spaghetti diagram
especially in warehouses where you can
track the movement all the footsteps
because if if things aren't in the right
place and we're talking about inventory
or tools or you name it all the things
we use in warehouses and folks have to
spend extra miles and footsteps each day
huge opportunities to not only become
more efficient as an operation but make
the day easier for your people and
that's that's a North star in my book um
okay so Marcia what a great primer on
Inventory management inventory
optimization uh let's make sure folks
know how to connect with you uh so they
can learn more you put out a lot of
great information and infographics and
knowledge and expertise regularly uh we
want folks to follow you on LinkedIn
which we've got you here and your
website USM Supply chain.com are those
the places you would
encourage yes Scott I'm very active on
LinkedIn and please feel free to to
check out my website so we can
connect wonderful uh folks your network
your knowledge will benefit from
connecting with Marcia Williams and and
really leading into the conversations
that she's part of across social and
check out our website too uh all right
so big thanks to Marcia Williams my
friend incredible leader great
practitioner great to have you here
today and we look forward to
reconnecting
soon thank you so much Scott I enjoyed
very much going over this inventory
metrics and always a pleasure to be here
on your on your podcast well hey uh
enjoy it I love the practicality of this
last 20 minutes or so so well done uh
folks out there listening hope you've
enjoyed this conversation with Marcia as
much as I have be sure to connect with
her check out our website after today's
episode but now folks as you know the
onus is on you to take at least one
thing from today's conversation put it
into practice Deeds not words a better
inventory management can offer all sorts
of returns to the business like we've
established let's jump that opportunity
your team will surely appreciate it and
with all that said Scott Luton here on
behalf of the Splat now team challenging
you to do good to get forward and to be
the change that's needed we'll see you
next time right back here at supply
chain now thanks everybody
関連動画をさらに表示
Alleviating the Semiconductor Supply Shortage
How Can Distributors Manage Strained Working Capita?
Micro Fulfillment: A Solution to Last Mile Delivery Obstacles
Lessons to Be Learned From the Microchip Shortage
Webinar | Cadena de suministro, optimizando su resiliencia en tiempos de cambio
Simple Inventory (PART 1: Adding Items to Player Inventory)
5.0 / 5 (0 votes)