安全库存管理规范-中英文版

1.0 P URPOSE 目的

1.1 To establish management procedure for safety stock to t ensure on time delivery.

建立安全库存管理流程，保证准时交货。

2.0 S COPE 范围

2.1 Apply to disposal of unexpected and urgent affair that will impact delivery，The raw materials

and finished goods inventory build and update process

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。

3.0 D EFINITIONS定义

3.1 Unexpected and urgent affair意外、紧急事件的种类：

Water, electric, gas break off; Key equipments or tooling break down suddenly; Short of labor;

productivity capability shortage; Short of materials and parts; transportation issue.

公司水、电、气中断；关键设备、工装突然发生故障；劳动力短缺；产能不够；原材料、外购零件短缺；运输线路故障。

4.0 R EFERENCE DOCUMENTS参考文件

4.1 Planning Management Procedure 计划管理程序

4.2 Urgent Planning Management Procedure 应急计划管理程序

5.0 R ECORDS 记录

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6.0 R ESPONSIBILITY职责

6.1 Logistics department leads to build finished goods safety stock and revision..

物流部主导成品安全库存的建立与更改。

6.2 Related departments make containment action and implement.

相关部门制定计划，按计划实施。

6.3 Purchase department leads to build material safety stock and revision

采购部主导原来安全库存的建立与更改。

7.0 P ROCESS 流程

7.1成品安全库存管理

7.1.1 According to customer forecast orders ,compare it with the actual shipment，Comparison

of the differences。

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。

7.1.2 Logistics department ,Purchase department,producton department and program

department to discuss the amount of safety stock setting, with reference to the average of

actual delivery and customer’s forecast orders of monthly or quarterly average to set up

the QTY of the finished goods safety stock.

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。

7.1.3 Logistics Department will determine the end product safety stock list " end product safety

stock standard " and reflected in the stock board.

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。

7.1.4 Related departments make containment action and implement, logistics department track

the progress until built the satety stock

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 According to customer forecast orders ,compare it with the actual shipment，Comparison

of the differences。

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 Purchase department ,Logistics department,production department and program

department to discuss the amount of safety stock setting, with reference to the average of

actual delivery and customer’s forecast orders of monthly or quarterly average to set up

the QTY of the material safety stock.

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 Purchasing department with reference to the actual stock and safety stock differences to

the procurement of raw materials

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 Related departments make containment action and implement, purchase department track

the progress until built the satety stock

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。

8.0 F LOW CHART 流程图

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