Abstract: Inventory management is the content that small and medium-sized enterprises should pay attention to in the process of production and operation management. Inventory will involve all aspects of production and operation, which runs through the whole production process. It has the characteristics of large capital occupation and various types, especially a wide range of business, so inventory management is very important. Improving inventory efficiency and strengthening inventory management is an inevitable research topic for enterprises. This paper mainly analyzes the present situation of inventory management in the process of enterprise management, actively explores the key problems that may be faced in the process of inventory management, formulates reasonable inventory management strategies, strengthens the position of small and medium-sized enterprises in the market economy, improves the soft power of market competition, and promotes the rapid and healthy development of enterprises.
Keywords: small and medium-sized enterprises; Inventory management; stock control
First, the need for SMEs to strengthen inventory management
At present, liquid assets play a key role in the development of small and medium-sized enterprises. During this period, inventory will occupy a high proportion, because inventory will run through the whole process of enterprise production. From the perspective of long-term economic benefits, improper inventory management will affect the long-term development of enterprises and the strategy of long-term economic development. If an enterprise wants to maintain a certain level of sustainable operation in the competition, the key lies in internal inventory management. Inventory plays a key role in enterprises. Only by reasonably planning the inventory of enterprises can we effectively integrate the resources of enterprises, realize the optimal allocation of resources and actively prevent possible inventory problems. At present, small and medium-sized enterprises are in the initial stage of entrepreneurial development, and their internal management systems are relatively backward. They will face great challenges in the fierce market competition, and the maximum value of inventory is difficult to achieve. Therefore, enterprises should pay more attention to the research on this issue.
At present, inventory management is an urgent problem for small and medium-sized enterprises, and effective inventory management can achieve management objectives. Whether the current assets are safe and complete is the key to financial management and the key to ensuring the financial revenue and expenditure of enterprises. The research on the inventory management of small and medium-sized enterprises can ensure that enterprises can realize internal self-adjustment, and the inventory management departments form mutual restriction and supervision, which is of practical reference significance to reality. With the continuous development and expansion of China's market economy, SMEs have gradually become the focus of attention at home and abroad. Small and medium-sized enterprises have the characteristics of vigorous vitality and play an inestimable value in the development of market economy. However, the internal management of SMEs will still expose a series of management problems, among which the awareness of inventory management is weak. Only by better improving inventory management can we reduce inventory management funds and promote the healthy and rapid development of small and medium-sized enterprises.
Second, analysis of the problems existing in the inventory management of small and medium-sized enterprises
1. Inventory backlog is obvious and storage capacity setting is unreasonable. The working capital of many small and medium-sized enterprises is often occupied by inventory. Poor warehouse management in many small and medium-sized enterprises leads to a serious inventory backlog and a large amount of liquidity, which leads to an upward trend year by year. This will take up a lot of funds and hinder the turnover of production and operation of enterprises, especially the proportion of inventory reserve funds in the total working capital is large, so it will be more difficult to manage funds, and even sometimes there will be problems of capital turnover. According to relevant statistics, the management of inventory funds in most small and medium-sized enterprises accounts for about 40% of total assets. Although the standards of various industries are inconsistent, their proportion is still high, which is still a problem that cannot be ignored. However, enterprises are still negligent in management, which leads to problems in liquidity management. Without strict management, the speed of capital turnover will gradually decline, which will have a great impact in the long run, and will seriously hinder the normal production and business activities of enterprises after reaching a certain impact.
2. The functions and powers of inventory management personnel are unclear, and the functions of internal control system are not implemented in place. Although the pursuit of profit maximization is the enterprise's goal, blind pursuit will lead to a series of disadvantages, such as unreasonable system setting in internal control management, backward personnel management in the department, and the phenomenon of multiple jobs for one person is still common. In addition, many positions are not clearly defined when they are set up, and often do not pay special attention to inventory management. If we pay a little attention to buying initial inventory, we will avoid possible inventory detention. Sometimes, many staff members neglect the storage of inventory and lack a serious attitude when recording relevant data. Recording data is often to cope with running errands, resulting in a lot of inventory waste.
3. The third party logistics has no real application, and the key is to optimize the internal and external logistics resources reasonably. Traditionally, simple management of internal logistics has formed a certain inertia for a long time. Therefore, the integration of logistics resources ignores the utilization of external logistics resources, and still insists on the original internal self-operated logistics, which will ignore the waste of many internal resources, especially the waste of manpower, financial resources and material resources. In the whole process of inventory management, all links from purchasing, warehousing, receiving to delivery need to be actively and effectively integrated. Only by truly integrating internal resources can we really make good use of logistics resources. In external logistics management, the utilization rate of third-party logistics management is low, and the concept is often traditional, and there is no open thinking mode. Because of long-term use of internal logistics, the cost is high. Although it seems to save some external expenses, it fundamentally affects the profits of enterprises, increases some costs and affects the goal of maximizing profits.
4. There are still defects in the internal inventory management system. Traditional logistics does not manage and integrate the supply chain well, which hinders the competitive strategy of enterprises. Traditionally, it is only a simple decentralized logistics management, lacking understanding of supply chain integration and ignoring the value brought by integration. Lack of understanding of the establishment of a comprehensive supply chain system management, one-sided view that only cost transportation management, and only procurement cost management model, ignoring the loss of opportunity cost. Many departments have neglected the management of logistics, especially its cost management. If there are problems between logistics management departments, it is difficult to form an effective communication and coordination mechanism by just passing the buck.
Third, strengthen the inventory management strategy of SMEs
1. Improve the professional skills of enterprise employees and strengthen vocational skills training. The comprehensive quality of warehouse personnel is related to the long-term development of enterprises, so the training of such special positions is the key to warehouse management in enterprises, especially the selection of excellent warehouse managers is the key to inventory management. Establishing a human resource management system, setting up numerous checkpoints, strengthening the management of professional appliances, strengthening assessment, and strengthening the management of professional appliances through performance assessment, good training and learning management will mobilize work enthusiasm, strengthen the sense of belonging to posts, enable them to quickly increase their work experience through the study of professional skills and knowledge, and choose people with good academic performance to take up important positions, such as regular rotation and regular inventory, and strengthen the study of financial accounting knowledge.
2. Choose an appropriate storage structure in warehouse management, such as choosing an appropriate ordering method in order management, and determine the best inventory storage after defining a reasonable method. You can also use the economic batch method to make reasonable calculations, calculate the optimal purchase quantity, and determine the optimal purchase base on the basis of ensuring quality, thus ensuring the improvement of quantity and truly ensuring the internal storage environment. Good inventory management can reduce costs. Ordering related inventory products in time to prevent unnecessary product backlog is the key. The purpose is to change the disadvantages of the original model and truly achieve the purpose of reducing the total cost.
Accounting Paper on Inventory Management of Small and Medium-sized Enterprises 2 Problems and Solutions in Inventory Management of Small and Medium-sized Enterprises
First, the status of inventory management of SMEs in China
China's securities market started in the early 1990s. After more than 20 years of development, the accounting information disclosure of listed companies in China has made great achievements. Today, the economic system is more perfect, the rights and responsibilities of the regulatory authorities are more clear, and investors have higher and higher requirements for accounting information. The accounting information disclosure of listed companies is developing in a good direction, but there are still some shortcomings.
Inventory refers to the finished products or commodities held by enterprises for sale in their daily activities, products in the production process, and materials and materials consumed in the production or provision of services. Inventory is the basic element for the survival and development of enterprises, and it is also an important current asset of enterprises. Its management directly affects the capital occupation level and asset operation of enterprises, and occupies an important position in enterprise management. On the one hand, inventory management lies in ensuring the needs of enterprise production and operation and preventing inventory shortage; On the other hand, it accelerates the speed of inventory participation in turnover and shortens the turnover time of inventory, thus avoiding taking up too much money.
At present, because many enterprises, especially some small and medium-sized enterprises, have insufficient understanding of the importance of inventory management, extensive management, weak foundation and low starting point, management stays at the traditional extensive management level of a single family, there is no sound internal management system, and no recognition or attention is paid to the important links in the process of inventory control and management of enterprises. On the other hand, many domestic enterprises, even listed companies, pay too much attention to production and sales, ignoring the limit and quantity control of inventory, which leads to the backlog of inventory, the broken cash flow of the company, the poor production of products and the serious backlog of funds, which seriously restricts the development of enterprises themselves. Under the new situation, small and medium-sized enterprises should strengthen inventory management and constantly improve their internal management structure to adapt to the changing market environment.
Second, China's small and medium-sized enterprises inventory management problems
(A) the internal control system is not perfect
Small and medium-sized enterprises generally have incomplete institutions, and managers often hold several positions. The authority for examination and approval of material purchase and acceptance is often owned by the warehouse supervisor, and at the same time, the department is responsible for the custody of purchased raw materials and finished products. Without the mutual restriction of authority, it is easy for insiders, especially warehouse supervisors, to use inventory to gain personal interests and cause unnecessary losses to enterprises.
(B) the inventory management model is unreasonable
The inventory management of small and medium-sized enterprises emphasizes the utilization of internal logistics system and ignores the integration of external logistics resources. Generally, the inventory management of small and medium-sized enterprises includes the process of planning, purchasing, storage, collection and delivery, which takes up a lot of manpower, financial resources and material resources, and obviously fails to fully utilize and integrate social logistics management resources. Moreover, in inventory management, attention is paid to the management of receiving, sending and storing inventory and physical preservation, and insufficient attention is paid to the value management of inventory. In terms of management means, small and medium-sized enterprises pay more attention to using mathematical models to determine the best economic batch and the best procurement time, instead of optimizing inventory management by optimizing business processes and strengthening information system construction.
(C) the method of inventory measurement is not appropriate
Small and medium-sized enterprises are not reasonable in the choice of inventory valuation methods. Not only are there many human factors in the collection records of materials, production costs and carry-over records, but also different pricing methods will have different effects on the financial situation and operating results of SMEs. Moreover, the inventory valuation of small and medium-sized enterprises has the characteristics of randomness. On the one hand, it affects the authenticity of the balance sheet, making it impossible for users of accounting statements to truly understand the total assets owned or controlled by enterprises and their composition; On the other hand, it affects the authenticity of the income statement, and it is impossible to truly understand the profits and losses realized by the enterprise and correctly evaluate the operating performance of the enterprise; On the other hand, it affects the analysis of various ratio indicators, thus causing accounting data users to make wrong analysis and decisions.
Third, some suggestions on the inventory management of small and medium-sized enterprises in China
(A) improve the internal control of enterprises
Enterprises should establish and improve the inventory management system, strictly stipulate the purchase pricing method, issuing method and counting method of inventory, and strictly follow the provisions of the accounting standards for enterprises. Once the pricing method is determined, it shall not be changed at will; Enterprises should set clear responsibilities for material acquisition, payment, sales, collection and storage. For small units with fewer people, some job responsibilities may overlap. For these overlapping positions, the management authorities should pay more attention to the due diligence of employees and take corresponding preventive measures. Inventory management is carried out by managers, so to strengthen inventory management, we must start with strengthening the training of inventory managers.
(two) to develop the inventory procurement process suitable for the enterprise itself.
First of all, in order to ensure the uninterrupted production of raw materials, enterprises should have a certain amount of storage; Secondly, in order to meet the needs of batch and standardization of product sales, there should be enough storage of semi-finished products and finished products; Thirdly, in order to ensure the balanced production of enterprises and reduce production costs, there must be a certain amount of storage; Finally, in order to avoid or reduce the losses caused by possible mistakes and accidents in operation, there should also be a certain amount of storage. Therefore, as an enterprise manager, it must play an important role in the scientific procurement of inventory and the control of inventory level.
(C) to improve the defects in the process of enterprise inventory storage
The warehousing process is the process of warehousing and entering the receipt document after the materials and materials are qualified; The issuing process is a process in which the material demand department puts forward the purchase requisition according to the original demand plan, issues the material after it is approved by the material department, and enters the issue document. The key problem of warehouse management is the establishment of supervision mechanism. The financial department of the enterprise checks all the receiving and dispatching documents every month to form financial vouchers, so as to realize the combination of financial management and material management and complete the management of materials in the inventory process.
(D) to strengthen enterprise inventory accounting management
Inventory accounting management system is the goal of enterprises to realize benefits by applying material management system. Inventory management and accounting is to collect all kinds of inventory costs to all cost objects and cost items in a timely and accurate manner by accounting the receipt, delivery and storage of all kinds of inventory, so as to comprehensively and accurately grasp the consumption of enterprise inventory, realize the management of materials in the form of value, dynamically reflect the increase and decrease of inventory funds, provide the analysis of inventory capital turnover and occupation, and provide the basis for realizing the best reserve. In management, enterprises should establish a special application mechanism to control and supervise the composition of enterprise inventory cost, the occupation of inventory funds and the use effect of funds on a regular basis, and at the same time, control and analyze the management of materials irregularly under certain conditions.
References:
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Accounting paper on inventory management of small and medium-sized enterprises How to strengthen inventory management of small and medium-sized enterprises
The rapid development of domestic economy has put forward higher requirements for the inventory management of small and medium-sized enterprises. Effective inventory management has become the top priority for the survival and development of small and medium-sized enterprises in China. Starting from the importance of strengthening inventory management, this paper analyzes the main problems existing in the inventory management of small and medium-sized enterprises in China at present, and puts forward some suggestions and countermeasures for strengthening the inventory management of small and medium-sized enterprises.
Keywords: small and medium-sized enterprises; Inventory management; Countermeasures
Inventory is a double-edged sword, which is the fundamental guarantee for the balance between supply and demand of enterprises. Without inventory, enterprises cannot operate normally. However, it is also owned by enterprises? Grave? Once poor management, inventory backlog caused by inventory, capital turnover difficulties, and inventory elimination caused by rapid product technology update will greatly hinder the business activities of enterprises. At the same time, due to the excessive precipitation of inventory funds, the capital use cost and inventory risk of enterprises will increase, which may drag enterprises into the abyss and suffer huge economic losses. Inventory problem has been puzzling the production, operation and management activities of small and medium-sized enterprises and affecting the realization of economic benefits of small and medium-sized enterprises. Therefore, attaching importance to and improving inventory management has an important impact on improving the operating performance of small and medium-sized enterprises.
First, the importance of strengthening inventory management
Inventory belongs to the current assets of enterprises, including finished products to be sold, products still in production, raw materials consumed in production, etc. The benefits of enterprise inventory mainly lie in adjusting production load, improving enterprise service level, obtaining economies of scale and reducing logistics costs. The influence of excessive inventory or insufficient inventory on enterprises mainly lies in that excessive inventory will increase the storage cost of inventory, occupy too much funds, lead to ineffective capital turnover and reduce the quality of materials or products, and insufficient inventory will affect the service quality of enterprises or cause enterprises to stop working for materials. Therefore, the significance of strengthening inventory management in small and medium-sized enterprises in China is mainly manifested in the following aspects: First, strengthening inventory management is the need to maintain the balance between production and sales. On the one hand, sufficient inventory can save the purchase cost, on the other hand, it is conducive to normal production. In fact, even in the case of sufficient market supply, there will be problems in inventory, such as supply distance, various failures in transportation, etc., so enterprises need to maintain the balance between production and sales through certain inventory; Secondly, strengthening inventory management is to consider the needs of procurement costs. Compared with sporadic procurement, bulk procurement can save more procurement costs, but too much inventory will also occupy more funds and increase storage costs and management costs. Therefore, enterprises should achieve a certain balance between them by strengthening inventory management.
Second, China's SMEs inventory management problems
First, enterprises pay insufficient attention to inventory management, and the inventory management system is not perfect. Most small and medium-sized enterprises are restricted by the professional quality of managers and pay little attention to inventory management. They only stayed at the level of ensuring normal production and sales, and did not analyze the sales data and inventory historical data of the enterprise enough, which made the inventory cost of the enterprise out of control for a long time. At the same time, most small and medium-sized enterprises still lack a perfect inventory management system, or even if there are related systems, they lack strict assessment and supervision, and the implementation of inventory management system is a mere formality. In practice, the inspector and buyer of small and medium-sized enterprises are often the same person, which increases the risk of malpractice in the process of inventory circulation. Enterprises have not formed a unified classification management method for inventories with small unit price and many specifications, which is not conducive to enterprises' control in all aspects.
Second, the inventory management information level is low. Many small and medium-sized enterprises are still in the primary mode of inventory management and have not yet realized information management. Most of them use manual operation or computer management in parallel to manage inventory. In this case, it is easy to lead to inaccurate inventory accounting, inconsistent accounts and facts, unable to monitor inventory in time, and theft occurs from time to time, which is not conducive to internal management of enterprises. Although some small and medium-sized enterprises have established a perfect inventory management information system, the stability and accuracy of this system are poor. In addition to recording the quantity of inventory received, delivered and stored, other aspects of data are not perfect, and the inventory information can not be networked with suppliers, which often misleads the purchasing behavior of enterprises, the physical management of inventory is chaotic, and the inventory information is inaccurate, resulting in inventory shortage or backlog, which can not provide decision-making basis for enterprise fund management.
Third, there is a lack of scientific inventory purchase plan. Scientific inventory purchase plan is the weak link of inventory management in small and medium-sized enterprises. At present, most small and medium-sized enterprises in China often focus on the procurement of raw materials and the sales of finished products, ignoring the inventory cost and the occupation of inventory funds, lacking scientific procurement plans and sales forecasts, purchasing only by feeling, unable to make procurement applications according to the actual demand of materials, unable to control the inventory qualitatively and quantitatively, unable to form the quota responsibility management of purchasing inventory, and prone to unreasonable situations such as short supply or oversupply, which seriously affects the normal business activities of enterprises. On the other hand, because there is no scientific procurement plan, frequent procurement often occurs in the procurement of small and medium-sized enterprises, which greatly increases the procurement cost of enterprises.
Fourth, the internal control problem of inventory management is outstanding. First, the division of functions of small and medium-sized enterprises is not reasonable. Managers often have several jobs, and the procurement, acceptance and product sales of human resources and materials may all be completed by the same person, which is prone to the phenomena of high quality and low price, short weight, and loss of enterprise assets. Second, the personnel supervision system of small and medium-sized enterprises is not standardized. For example, some small and medium-sized enterprises only rely on invoices provided by purchasing personnel for accounting and reimbursement, which is easy to breed collusion between purchasing personnel and suppliers; Third, most small and medium-sized enterprises lack internal audit institutions, or their related functions are weakened. Enterprises have neither standardized inventory management rules nor corresponding inventory counting system, ignoring the control of inventory warehousing, storage, requisition and scrapping.
Third, suggestions and countermeasures to strengthen the inventory management of SMEs
First, improve the enterprise inventory management system. First, strengthen inventory purchase control. The purchasing department prepares the purchasing plan, carries out purchasing after approval, and strengthens negotiations with suppliers to ensure that the purchasing contract is completed on time with good quality and quantity. In terms of acceptance, relevant departments should strictly check waybills, invoices and contracts, establish a responsibility system for storage, and ensure the safety of inventory. In the payment and settlement of funds, the accounting department should review the contract, acceptance certificate, receipt and payment notice before payment. Secondly, improve the collection management system and establish a standardized delivery system, so that as long as the inventory is issued, it is necessary to strictly fill in the inventory delivery voucher, establish a regular inventory system, and record the current inventory in strict accordance with the requirements of the inventory inventory list to ensure that the accounts are consistent with the facts. Thirdly, improve the sales management system, standardize the sales procedure of returning inventory, require voucher delivery, and require financial personnel to strengthen inventory management through inventory turnover days, inventory turnover rate and other indicators.
Second, strengthen the information construction of inventory management. With the advancement of economic informatization, small and medium-sized enterprises should pay full attention to inventory information management, establish an information management system suitable for their own development, improve the timely channels of physical circulation information and accounting information, so that relevant personnel can understand inventory information in real time and dynamically, realize the effective management of enterprise inventory funds and maintain the strong competitiveness of enterprises. For example, small and medium-sized enterprises can use ERP information management system, which can effectively integrate the material resources, capital resources and information resources of enterprises. At the same time, through the ERP system, enterprises can realize the * * * sharing of inventory information resources between departments or between departments and suppliers, which is conducive to the all-round monitoring of funds, goods, personnel and information, and effectively prevent the occurrence of management fragmentation, information blockage, and account inconsistency.
Third, strengthen the inventory procurement management and improve the procurement plan. First, standardize procurement behavior, dynamically monitor the quality, price and quantity of purchased goods, and increase the transparency of procurement. What are the requirements? Shop around? , choose suppliers with good reputation, low price and excellent quality; The second is to calculate the inventory cost by scientific methods. At present, most small and medium-sized enterprises in China use the moving weighted average method as the inventory valuation method, but this method is complicated and needs special personnel to be responsible. With the popularization of computerized system in small and medium-sized enterprises, it is suggested to use individual pricing method for inventory pricing, which is the most accurate method to determine inventory cost. The third is to improve the comprehensive quality of purchasing planners, who should have high professional quality, fully understand the production process and equipment operation, master equipment maintenance, spare parts consumption and production material consumption, and then make a scientific and reasonable inventory purchase plan.
Fourth, adopt scientific inventory management mode to control the best inventory. Traditional inventory management methods include: ABC classification, which manages inventory according to its cost value, consumption and importance; The quantitative order mode refers to the replenishment of orders according to the specified quantity when the inventory drops to the predetermined optimal inventory (order point); The conventional ordering mode is to replenish the inventory by ordering at a predetermined ordering interval. The quantity of each order is different, so it is necessary to keep counting the inventory before the order can be issued when it reaches the order point. In addition, SMEs can also achieve optimal inventory by strengthening supply chain management. Supply chain inventory management changes replenishment from traditional supply mode to actual or predicted consumption demand. On the basis of mutual cooperation between enterprises and suppliers, based on the principle of optimal cost for both parties, suppliers manage inventory, determine inventory level and replenishment strategy, and control optimal inventory. Its main steps include selecting suitable suppliers, establishing timely information sharing mechanism with suppliers and JIT operation.
Fifth, strengthen the internal control of inventory. The internal control of small and medium-sized enterprises' inventory should be as follows: first, small and medium-sized enterprises should establish an information sharing mechanism with suppliers and sellers according to their own production and operation characteristics, strictly implement the procurement and sales system, and effectively play the internal control system of inventory; The second is to establish a post responsibility system for inventory business, which requires the separation of compatible functions, such as inventory requisition approval, purchase acceptance and payment. , to ensure mutual restraint and supervision between posts; Third, establish a scientific and reasonable authorization and approval system, standardize the authorization and approval methods, procedures and authority of inventory management, and prohibit unauthorized personnel from handling inventory business; Fourth, improve the inventory business process control, including the purchase, acceptance, warehousing, storage, delivery, requisition and disposal of inventory, to ensure that the internal control system of inventory management can be strictly implemented in all aspects of enterprise inventory management, and reasonable rewards and punishments can be carried out.
In a word, the inventory problem has been puzzling the production, operation and management activities of small and medium-sized enterprises and affecting the realization of their economic benefits. Therefore, attaching importance to and improving inventory management plays a very important role in improving the operating performance of small and medium-sized enterprises and ensuring their healthy and stable development.
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