Stock management or goods economy, a field of application of the management economics and the industrial engineer nature, concerns itself with the administration as well as the temporal, quantitative, qualitative and possibly also spatial planning and controlling of the flows of material within an enterprise and between the enterprise and its environment. It coordinates the goods river between suppliers, customers, users (e.g. production) and the camps. In producing enterprises it guarantees the supply of the producing ranges with direct goods such as raw, auxiliary and fuels, delivery parts and semi-manufactures as well as general the supply of indirect goods such as office products, spare parts or service achievements.

Goals

• Real objective: Guarantee that the necessary goods are made available, if they are needed (material liquidity):
  • regarding the correct quantity
  • the correct products
  • in the necessary (correct) quality
  • at the correct time
  • at the correct place
  • to the most favorable (correct) costs
  • (so-called six "“R"” the MaWi)

• A formal goal: Uncovering and use of saving potentials:
  • Weigh between the costs of the supply of the goods (stock availability degrees and/or service degrees) and the costs of possibly a missing, but necessary quantity (shortfall costs/shortfall). It applies to optimize these costs.
  • Reduction of the capital bound in the stocks (capital freeze costs/capital freeze) by the decrease of the stocks and the avoidance of slow and dead stock.

• A social goal: Environmental protection:
  • Environmental protection is important in the repeated sense.
    • Adherence to of guidelines and laws regarding emissions, use and disposal of most diverse materials and dangerous materials
    • Realization of cost saving potentials during the material procurement by recycling
    • Creation of competition advantages by image care

Functions

In the reference to the flow of material stock management notices manigfaltige functions. Since the implementation and research are still relatively new in the range of integrated stock management, you are attributed in literature and practice, depending upon degree of integration, a pallet at functions from the range of the procurement, logistics and production.

colspan= " 2 " |= integrated stock management (minimum beginning) 

colspan= " 2 " |= extended integrated stock management 

colspan= " 2 " |= totally integrated stock management (maximum beginning) 

Objects

Stock management implements its functions for the following objects:

• Materials and construction units those into the product are received directly;
  • Raw materials, e.g.: Metals, wool, basic food etc.
  • Auxiliary materials, e.g.: Tin solder, linen thread etc.
  • Components injection pump, car doors etc. e.g. before-produced semi-manufactures, i.e. as finished units.
• Materials those indirectly into the product flow;
  • Fuels, e.g.: Machine oil
• Waste and wear materials, which result with production and must be disposed or ecycled
  • e.g.: Blend with Metallblechen
• Dome products in particular in process orientated production to result can
  • these can be valuable or also cost-intensively too disposing waste
• All products of self-manufacturing;
  • Fertigerzeugnise
  • Commodity in work; in production goods present (incomplete products).
• as well as for resale acquired commodities
• Any kinds of spare parts (for operational funds)
• As well as immaterial goods such as services
  • e.g. camps for prints and office materials in an insurance

Functional demarcation and integration

Stock management has various overlaps and interfaces with many divisions to other functional areas.

Logistics

The most important overlap of stock management (as part of enterprise logistics) is that one with logistics. While logistics is occupied primarily with the goods and information stream of an enterprise in its external relations, stock management has its focusing on in-plant material and data streams. Depending upon decision authority of stock management it covers different tasks. Thus the procurement of the necessary goods and their storekeeping belong to its tasks. This contains also in-plant transport and the temporary storage of the goods during the production process. In addition, exactly the same can belong the dumping of finished products with the producer as well as the recycling and the refuse disposal to its tasks, what gains more by the current lastingness discussion ever significance. In demarcation to stock management the purchase concerns itself rather with the strategic selection of the suppliers and negotiating and the examining of the conditions.

Financial accounting

Those Evaluation of the inventories connects stock management and procurement with the financial accounting and the Controlling. The stocks and goods in work are evaluated to the materials price. The material evaluation takes place with the cost price, the GLD price or with internally produced products with the calculated unit price. The evaluated stocks flow directly into the appropriate balance sheet items. Apart from the correct prices is therefore also the inventory quantities in the camp balance effective and must be therefore correct. If the documented inventory quantities for any reason are questionable, the correct inventory quantity must again be determined by means of the complex and cost-intensive procedure of a stocktaking.

Controlling

In the Controlling the evaluated materials consumption is necessary, in order to determine and to evaluate around possible statements from committee to on production orders the price and quantity discrepancy. In the Produktionscontrolling actual costs of the self-manufacturing are determined by semi-manufactures and finished products.

See also

• Stock management politics
• Material purchase, procurement department:
  • Procurement principles
  • Order policy
• (Computer) of systems:
  • Commodity management
  • Enterprise resource Planning
  • PPS system
• Analysis methods:
  • ABC analysis
  • XYZ analysis
  • Value analysis
  • Flow of material analysis
  • Inventory segmenting
• Center of action of stock management

Literature

• Hans Christian Pfohl: Logistics systems. 7. Edition. Springer. Berlin/Heidelberg 2004. ISBN 3-540-40586-9
• Timm Gudehus: Logistics. 2. Edition. Springer. Berlin/Heidelberg 2004. ISBN 3-540-00606-0
• Oskar green: Industrielle stock management. In: Marcel Schweitzer (Hrsg.): Industrial company teachings. 2. Edition. Munich 1994, P. 447-568, ISBN 3800617552
• Pure hard Koether: Paperback of logistics. Paperback publishing house Leipzig in the Hans he publishing house. Munich 2004. ISBN 3-446-22247-2
• Gerd trained: Material and logistics management. 2. Edition. Oldenbourg Vahlen, Munich 2001. ISBN 3-486-25458-8
• Dieter Kluck: Stock management and logistics. 2. Edition. Poeschel, Stuttgart, 2002. ISBN 3-7910-1953-8

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