-中英对照LG-001SafetyStockManagementRegulation安全库存管理规范-中英对照.docx

批准：审核：作成：Change变更IHistory已录Revision版本EffectiveDate生效日期Originator编写人ReasonsforChange修改原因1.0PURPOSE目的1.1Toestablishmanagementprocedureforsafetystocktotensureontimedelivery.建立安全库存管理流程，保证准时交货。2.0SCOPE范围2.1Applytodisposalofunexpectedandurgentaffairthatwillimpactdelivery,Therawmaterialsandfinishedgoodsinventorybuildandupdateprocess适用于公司内影响交货的意外、紧急事件的处理、原材料及成品库存额建立及更新过程。3.0DEFINITIONS定义3.1Unexpectedandurgentaffair意外、紧急事件的种类：Water,electric,gasbreakoff;Keyequipmentsortoolingbreakdownsuddenly;Shortoflabor;productivitycapabilityshortage;Shortofmaterialsandparts;transportationissue.公司水、电、气中断：关键设备、工装突然发生故障；劳动力短峡；产能不够；原材料、外购零件短缺；运输线路故障。4.0REFERENCEDOCUMENTS参考文件4.1 PlanningManagementProcedure计划管理程序4.2 UrgentPlanningManagementProcedure应急计划管理程序5.1 RECORDS记录NO无6.1 RESPONSIBILITY职责6.2 1.ogisticsdepartmentleadstobuildfinishedgoodssafetystockandrevision.物流部主导成品安全库存的建立与更改。6.3 Relateddepartmentsmakecontainmentactionandimplement.相关部门制定计划，按计划实施。6.4 Purchasedepartmentleadstobuildmaterialsafetystockandrevision采购部主导原来安全库存的建立与更改。7.0PROCESS流程7.1 成品安全库存管理7.1.1 Accordingtocustomerforecastorders,compareitwiththeactualshipment,Comparisonofthedifferenceso7.1.2 根据客户发布的预示订单量，对比实际的出货量，比较出其中的差异。7.1.3 1.ogisticsdepartment,Purchasedepartment,productondepartmentandprogramdepartmenttodiscusstheamountofsafetystocksetting,withreferencetotheaverageofactualdeliveryandcustomer'sforecastordersofmonthlyorquarterlyaveragetosetuptheQTYofthefinishedgoodssafetystock.7.1.4 物流部与采购部、生产部、和项目部讨论安全库存量的设定，参照实际发货和预示量的月平均数或季度平均数来建立成品安全库存。7.1.5 1.ogisticsDepartmentwilldeterminetheendproductsafetystocklist',endproductsafetystockstandard,andreflectedinthestockboard.物流部将协商确定的成品安全库存列成“成品安全库存标准”并体现在库存看板上。CustomerPartnumberQtyofsafetystockSGM9510384295103843GMK95103842951038439598711495987115FIAT5312535753125358FORDCN1516800AACN1516801AA7.1.6 Relateddepartmentsmakecontainmentactionandimplement,logisticsdepartmenttracktheprogressuntilbuiltthesatetystock各责任部门按计划实施，物流部跟踪进度，直到完成安全库存建立。7.2 原材料安全库存的建立7.2.1 Accordingtocustomerforecastorders,compareitwiththeactualshipment,Comparisonofthedifferenceso根据客户发布的预示订单量，对比实际的出货量，比较出其中的差异。7.2.2 Purchasedepartment,Logisticsdepartment,productiondepartmentandprogramdepartmenttodiscusstheamountofsafetystocksetting,withreferencetotheaverageofactualdeliveryandcustomer'sforecastordersofmonthlyorquarterlyaveragetosetuptheQTYofthematerialsafetystock.采购部与物流部、生产部、和项目部讨论安全库存量的设定，参照实际发货和预示量的月平均数或季度平均数来建立材料安全库存。7.2.3 Purchasingdepartmentwithreferencetotheactualstockandsafetystockdifferencestotheprocurementofrawmaterials采购部参照实际库存与安全库存差异来采购原材料。7.2.4 Relateddepartmentsmakecontainmentactionandimplement,purchasedepartmenttracktheprogressuntilbuiltthesatetystock各责任部门按计划实施，采购部跟踪进度，直到完成安全库存建立。8.0FLOWCHART流程图N。无