Supply chain optimization method for beer preparation in advance
Through the supply chain optimization method of beer stocking in advance, the problem of centralized planning of national production capacity in the beer supply chain has been solved, cost optimization and demand satisfaction rate improvement have been achieved, and inventory backlog risks and communication costs have been reduced.
Patent Information
- Application Number
- CN202411352429.7
- Authority / Receiving Office
- CN · China
- Patent Type
- Applications(China)
- Current Assignee / Owner
- Filing Date
- 2024-09-26
- Publication Date
- 2025-01-21
AI Technical Summary
The existing technology is difficult to achieve centralized national production capacity planning in the beer supply chain, resulting in high communication costs, cumbersome processes, and the inability to accurately consider global costs. Insufficient stocking time leads to out-of-stock and order loss.
Through a supply chain optimization method for beer stocking in advance, including parameter call, calculation of warehouse net demand, calculation of factory production volume to be produced, calculation of production capacity gap, simulation of production scheduling, calculation of maximum stocking volume, stocking sequence sorting and distribution, the stocking is realized. Precise planning and refined allocation of production capacity.
It achieves cost optimization while improving the demand satisfaction rate, reducing cross-region communication, saving manual preparation time, reducing the risk of inventory backlog, improving the order satisfaction rate, saving costs, and reducing warehouse pressure.
Smart Images
Figure CN119338052A_ABST
Abstract
Description
Technical Field
[0001] The present invention belongs to the field of big data, and specifically designs a supply chain optimization method for preparing beer in advance. Background Art
[0002] Generally, the stocking of goods is done after the marketing plan is finalized, and then the sales plan is formulated according to the content of the marketing activity, and finally the stocking is done according to the sales plan. When the stocking time is insufficient, this stocking method often requires warehouse staff to work overtime to replenish the goods, which not only brings high personnel costs, but also may cause out-of-stock and lead to order loss.
[0003] The present invention is based on the background of supply chain collaboration with separation of production and sales, and is designed to help enterprises realize centralized planning of national production capacity, break the current situation of high communication costs between branches in different regions, complicated and time-consuming processes, and inability to accurately consider the overall costs, so as to achieve cost optimization while improving the demand satisfaction rate. Summary of the invention
[0004] The purpose of the invention is to provide a method for preparing beer in advance in view of the deficiencies in the prior art.
[0005] The technical solution adopted by the present invention to solve the technical problem is as follows:
[0006] Step 1: parameter call;
[0007] Retrieve relevant parameters configured in the system page as data input, including but not limited to factory parameters, warehouse parameters, stock lists and production line production related parameters.
[0008] The stocking list refers to: a list of priority stocking varieties input in advance, which includes product varieties, maximum stocking quantities, and whether stocking is mandatory.
[0009] Step 2: Calculate the net warehouse demand;
[0010] Confirming the net demand for each month requires comprehensive consideration of the following factors, including beginning inventory, demand, and safety stock;
[0011] The beginning inventory mentioned here refers to the inventory already in the warehouse before the supply plan decision is made.
[0012] The demand referred to refers to: the planned sales volume submitted by the marketing department.
[0013] The safety stock refers to the buffer stock prepared to prevent the order fulfillment rate from being affected by uncertain factors. It is calculated by multiplying the average daily demand of the next month and the number of safety stock days on the system page. The average daily demand of the last month is the average daily demand of the current month.
[0014] Net warehouse demand = max(demand + safety stock - beginning inventory, 0).
[0015] The safety stock days are determined based on past sales and current reported demand, through data exploration and communication with the business side.
[0016] Step 3: Calculate the factory's production capacity;
[0017] The supplier is determined based on whether the demand warehouse’s own factory can produce by itself and the allocation path. If it can be produced by itself, the self-producing factory will be used as the supplier. If not, the factory with the lowest total cost among the factories that can produce will be selected as the supplier.
[0018] The total cost = product production cost + transfer and transportation cost + warehouse loading and unloading cost.
[0019] The net demand is aggregated to the supplier factory to calculate the factory's production capacity.
[0020] Amount to be produced = Net demand - Beginning inventory of supplier's factory warehouse
[0021] When calculating the net demand for the next month, the beginning inventory of the next month is the ending inventory of the current month = max (demand + safety inventory + outgoing inventory - incoming inventory - beginning inventory - production, 0)
[0022] The production volume mentioned here refers to: the volume produced by the self-produced factory;
[0023] The transfer-in quantity refers to the quantity transferred from other warehouses to the own warehouse.
[0024] The transfer-out quantity refers to the quantity transferred from the own warehouse to other warehouses.
[0025] Step 4: Calculate the capacity gap;
[0026] Summarize the production volume of each product obtained in step 3 to the supplier's factory and production line type. Then calculate the production capacity data of the factory and production line type respectively.
[0027] The production line types are divided into five types: ordinary bottle, ordinary can, barrel line, special bottle, and special can, according to the different packaging forms of the products and whether special products can be produced. The production line types of products need to be combined according to the packaging type and whether only special lines can produce. In the beer industry, special lines can usually produce ordinary products.
[0028] Example: If a bottled product can only be produced on a special line, it is a special bottle, otherwise it is an ordinary bottle.
[0029] The plant capacity is taken from the plant balance capacity configured in the system.
[0030] The capacity of a production line type is calculated by multiplying the production hours available for each production line by the weighted production rate, and then aggregating them to the corresponding production line type.
[0031] The weighted production rate refers to the weighted average rate obtained by weighted calculation based on the proportion of the production volume of a single variety in the total production volume of the entire production line.
[0032] Weighted production rate = (Product A production volume * Product A rate + Product B production volume * Product B rate + ...) / total production volume.
[0033] The single-variety production volume and total production volume mentioned are based on last month's plan and archived data.
[0034] When there is a gap in the balanced capacity, the higher the storage capacity occupancy, the higher the priority, that is, the capacity is occupied in the order of barrels> bottles> cans (supporting flexible configuration of the occupancy order of a single factory due to business strategic factors such as annual planning), where the capacity occupancy is the smaller of the maximum capacity and the amount to be produced;
[0035] Based on the converted production line type’s production capacity and the volume to be produced, calculate the surplus capacity and capacity gap for each month in preparation for “peak shaving and valley filling”.
[0036] Step 5: Simulate production scheduling and calculate the forward shift amount (quota);
[0037] Calculate from the last month forward, gradually compare the gap with the surplus capacity, simulate the occupied capacity, and simulate the steps of production scheduling to occupy the capacity:
[0038] 1. Special-can products occupy special-can production capacity.
[0039] 2. Ordinary-can products occupy ordinary-can production capacity.
[0040] 3. Ordinary products occupy special production capacity. (Ordinary products can be produced on special lines, but not vice versa)
[0041] 4. Special-bottle products occupy special-bottle production capacity.
[0042] 5. Ordinary-bottle products occupy ordinary-bottle production capacity.
[0043] 6. Ordinary-bottle products occupy special-bottle production capacity. (Ordinary products can be produced on special lines, but not vice versa)
[0044] After 6 rounds of capacity simulation, if there is still unscheduled production volume for this month, the unscheduled production volume will be transferred to the adjacent previous month to obtain the production volume of the previous month that needs to be moved forward in this month; the advance volume transferred to the adjacent previous month is combined with the production volume of the previous month, and then the above 6 steps of production scheduling are repeated, and the unscheduled volume continues to be transferred to the adjacent previous month. And so on, until the end. The production volume that needs to be moved forward in each month for each factory and production line type is obtained.
[0045] Step 6: Calculate the maximum stock quantity;
[0046] When calculating the maximum stock quantity of warehouse products, products can be divided into three categories according to whether the stock quantity is maintained in advance on the parameter page and whether the stock is forced:
[0047] ① For products marked as mandatory stocking in the stocking list: Maximum stocking quantity = maintained stocking quantity
[0048] ② For products marked as non-mandatory stocking products in the stocking list and with stocking quantity maintained: Maximum stocking quantity = maintained stocking quantity plus (available stocking quantity * stocking coefficient - next month's beginning inventory), whichever is smaller.
[0049] The available inventory refers to: referring to the past sales situation and the current reported demand, the reference value is confirmed after data exploration and communication with the business party. For the sake of simplicity in this article, the available inventory = the sales demand of the next month.
[0050] The stocking coefficient means that in different stocking product categories, different varieties have different execution levels for available stocking quantities because of different inventory backlog risks of products in the same category. Generally, products with maintained stocking quantities have lower inventory backlog risks, so their stocking coefficients are greater than other products. This coefficient is also implanted into the system after data exploration and communication and confirmation with the business side. Different product types can be flexibly configured, but this article does not distinguish them for simplicity.
[0051] For example, the demand for a product in a warehouse in August is 4000KL, the beginning inventory in August is 400KL, the page configuration stock quantity is 3800KL, and the stock coefficient is 1. Then the maximum stock quantity of this product in the warehouse in July is
[0052] =min(3800,4000*1-400)=3600KL
[0053] ③Other products: Maximum stocking quantity = available stocking quantity * stocking coefficient - next month's beginning inventory
[0054] For example, the demand for a product in a warehouse in August is 4000KL, the beginning inventory in August is 400KL, and the stocking coefficient = 1. Then the maximum stocking quantity of the product in the warehouse in July = 4000*0.7-400 = 2400KL
[0055] According to the above-calculated maximum inventory of warehouse products and the supply relationship in step 3, the maximum inventory of warehouse products is summarized to obtain the maximum inventory of factory products.
[0056] Step 7: Sort the stocking order;
[0057] ① Page configuration products: Sort by maximum stock quantity from large to small, with the largest maximum stock quantity given priority.
[0058] ② Other products: Sort by demand in the next month from large to small. To achieve a lower inventory level to meet the forward shift of production capacity, the top 5 products will be sorted again by production rate from low to high, with the lowest rate being given priority.
[0059] ③ Products configured on the page take precedence over other products and get the final ranking.
[0060] Step 8: Allocate in order;
[0061] The production volume to be moved forward for each production line type in each factory in each month calculated in step 5 is allocated according to the stocking order and maximum stocking quantity calculated in step 7. The allocation amount is the smaller of the production volume to be moved forward and the maximum stocking quantity calculated in step 6 until all the production volume to be moved forward is allocated. The advance stocking quantity of each product in each factory in each month is obtained.
[0062] Step 9: Correct the result and output the advance stocking quantity;
[0063] Restore the result calculated in step 8 according to the proportion of the single warehouse in the total value when summarizing in step 6, and obtain the advance stocking quantity of each product in each warehouse in each month.
[0064] In extreme cases, due to the excessive inventory at the beginning of the previous month, some inventory was left to meet the advance stocking. As a result, this part of the advance stocking did not actually solve the capacity gap, so it is necessary to correct the advance stocking of this part of the warehouse products, add the remaining inventory to the advance stocking to get the corrected advance stocking, and output the result.
[0065] The beneficial effects of the present invention are as follows:
[0066] Achieve quick response in marketing operations through the stocking list in step 1.
[0067] Through step 3, the optimal supplier is found for the demand, and production capacity resources are uniformly allocated across the country, which reduces cross-regional communication, saves preparation time, and achieves global cost optimization.
[0068] By classifying and aggregating the production lines in step 4, a more refined capacity allocation can be achieved, effectively reducing capacity waste and cost increases.
[0069] By accurately calculating the forward movement amount through step 5, accurate planning of inventory preparation is achieved, which can increase the order fulfillment rate with the lowest inventory level, save costs and reduce warehouse pressure.
[0070] Through step 6, the stock quantity of a single product is limited by the maximum stock quantity to reduce the risk of inventory backlog caused by market fluctuations and other factors.
[0071] In summary, the present invention finds the best supplier according to the demand, uniformly allocates production capacity resources across the country, reduces cross-regional communication, and saves manual preparation time. At the same time, by accurately calculating the forward shift amount, accurate planning of stocking is achieved, and the order fulfillment rate is improved with a lower inventory level, which saves costs and reduces warehouse pressure. Flexible adaptation of various business scenarios is achieved through multiple flexible configurations, and the stocking quantity of a single product is limited in the form of maximum stocking quantity to reduce the risk of inventory backlogs caused by market fluctuations and other factors. Achieve technological breakthroughs and business goals of reducing costs and increasing efficiency. BRIEF DESCRIPTION OF THE DRAWINGS
[0072] Figure 1 This is a schematic diagram of stocking for the present invention. DETAILED DESCRIPTION
[0073] The present invention will be further described below in conjunction with the accompanying drawings and embodiments.
[0074] like Figure 1 As shown, the supply chain optimization method for beer advance stocking described in the present invention has the following specific implementation steps:
[0075] Step 1: Parameter call
[0076] Retrieve relevant parameters configured in the system page as data input, including but not limited to factory parameters, warehouse parameters, stock lists and production line production related parameters.
[0077] The stocking list refers to: a list of priority stocking varieties input in advance, which includes product varieties, maximum stocking quantities, and whether stocking is mandatory.
[0078] Step 2: Calculate warehouse net requirements
[0079] Confirming the net demand for each month requires comprehensive consideration of the following factors, including beginning inventory, demand, and safety stock;
[0080] The beginning inventory mentioned here refers to the inventory already in the warehouse before the supply plan decision is made.
[0081] The demand referred to refers to: the planned sales volume submitted by the marketing department.
[0082] The safety stock refers to the buffer stock prepared to prevent the order fulfillment rate from being affected by uncertain factors. It is calculated by multiplying the average daily demand of the next month and the number of safety stock days on the system page. The average daily demand of the last month is the average daily demand of the current month.
[0083] Net warehouse demand = max(demand + safety stock - beginning inventory, 0).
[0084] The safety stock days are determined based on past sales and current reported demand, through data exploration and communication with the business side.
[0085] Step 3: Calculate the factory's production capacity
[0086] The supplier is determined based on whether the demand warehouse’s own factory can produce by itself and the allocation path. If it can be produced by itself, the self-producing factory will be used as the supplier. If not, the factory with the lowest total cost among the factories that can produce will be selected as the supplier.
[0087] The total cost = product production cost + transfer and transportation cost + warehouse loading and unloading cost.
[0088] The net demand is aggregated to the supplier factory to calculate the factory's production capacity.
[0089] Amount to be produced = Net demand - Beginning inventory of supplier's factory warehouse
[0090] When calculating the net demand for the next month, the beginning inventory of the next month is the ending inventory of the current month = max (demand + safety inventory + outgoing inventory - incoming inventory - beginning inventory - production, 0)
[0091] The production volume mentioned refers to: the volume produced by our own factories;
[0092] The transferred-in quantity refers to the quantity transferred from other warehouses to the company's own warehouse.
[0093] The transfer-out quantity refers to the quantity transferred from the own warehouse to other warehouses.
[0094] Embodiment 1:
[0095] storehouse product Beginning inventory Demand Safety Stock Net Demand Supply Side Supply method Warehouse A Product A 300KL 1150KL 150KL 1000KL Factory A Self-produced Warehouse A Product B 450KL 1300KL 450KL 1300KL Factory B Transfer Warehouse B Product A 2000KL 800KL 300KL 0KL none none Warehouse B Product B 800KL 300KL 400KL 0KL Factory B Inventory fulfillment Warehouse C Product B 0KL 600KL 150KL 750KL Factory B Transfer
[0096] The quantity of product B that needs to be transferred is 2050KL for warehouse A + warehouse C; the initial inventory of warehouse B is 2000KL, the demand is 800KL, and the safety stock is 300KL, so there are 900KL to be transferred. The formula for calculating the production quantity of product B is as follows:
[0097] The production quantity of product B = the net demand of warehouse A + the net demand of warehouse C - the remaining inventory of warehouse B
[0098] =1300+750-(2000-800-300)=1050KL.
[0099] Step 4: Calculate capacity gap
[0100] Summarize the production volume of each product obtained in step 3 to the supplier's factory and production line type. Then calculate the production capacity data of the factory and production line type respectively.
[0101] The production line types are divided into five types: ordinary bottles, ordinary cans, barrel lines, special bottles, and special cans, according to the different packaging forms of the products and whether special products can be produced. The production line types of products need to be combined according to the packaging type and whether only special lines can produce. In the beer industry, special lines can usually also produce ordinary products.
[0102] Example: If a bottled product can only be produced on a special line, it is a special bottle, otherwise it is an ordinary bottle.
[0103] The plant capacity is taken from the plant balance capacity configured in the system.
[0104] The capacity of a production line type is calculated by multiplying the number of productive hours of each production line by the average production rate, and then aggregating them to the corresponding production line type.
[0105] The average rate calculation method can be selected according to actual business needs, including but not limited to the total output / total production time of the same month in previous plans and the average rate of the products that can be produced on the production line.
[0106] Embodiment 2:
[0107] factory Production Line Production line type month Average rate KL / h Production line capacity (h) Production line capacity (KL) Factory A A Line Ordinary bottle 8 18 300 5400 Factory A Line B Ordinary bottle 8 10 500 5000
[0108] The maximum capacity of the ordinary bottle production line type of factory A = 5400 + 5000 = 10400 KL.
[0109] When there is a gap in the balanced capacity of the factory, the temporary use of the participating capacities can be sorted according to actual business needs, including but not limited to, according to the order of barrels>bottles>cans, whichever has the higher degree of warehouse occupancy, the higher the priority, and the capacity is occupied in this order. It also supports the adjustment of the occupancy order of a single factory due to business factors such as annual planning, where the capacity occupancy is the smaller of the maximum capacity and the amount to be produced.
[0110] Example 3: Assuming that the balanced capacity of Factory A in August is 7500KL, the occupancy order is as follows:
[0111]
[0112]
[0113] Based on the calculated production line type capacity and the amount to be produced, calculate the surplus capacity and capacity gap of each production line type in each factory in each month, prepare to "shave the peak and fill the valley" to move the amount to be produced forward, and stock up in advance.
[0114] Step 5: Simulate production scheduling and calculate available volume (quota)
[0115] Calculate from the last month forward, gradually compare the gap with the surplus capacity, simulate the occupied capacity, and simulate the steps of production scheduling to occupy the capacity:
[0116] 1. Special-can products occupy special-can production capacity.
[0117] 2. Ordinary-can products occupy ordinary-can production capacity.
[0118] 3. Ordinary products occupy special production capacity. (Ordinary products can be produced on special lines, but not vice versa)
[0119] 4. Special-bottle products occupy special-bottle production capacity.
[0120] 5. Ordinary-bottle products occupy ordinary-bottle production capacity.
[0121] 6. Ordinary-bottle products occupy special-bottle production capacity. (Ordinary products can be produced on special lines, but not vice versa)
[0122] After 6 rounds of capacity simulation, if there is still unscheduled production volume for this month, the unscheduled production volume will be transferred to the adjacent previous month to obtain the production volume of the previous month that needs to be moved forward in this month; the advance volume transferred to the adjacent previous month is combined with the production volume of the previous month, and then the above 6 steps of production scheduling are repeated, and the unscheduled volume continues to be transferred to the adjacent previous month. And so on, until the end. The production volume that needs to be moved forward in each month for each factory and production line type is obtained.
[0123] Embodiment 4:
[0124]
[0125] Step 6: Calculate the maximum stock quantity
[0126] When calculating the maximum stock quantity of warehouse products, products can be divided into three categories according to whether the stock quantity is maintained in advance on the parameter page and whether the stock is forced:
[0127] ① For products marked as mandatory stocking in the stocking list: Maximum stocking quantity = maintained stocking quantity;
[0128] ② For products marked as non-mandatory stocking products in the stocking list and with stocking quantity maintained: Maximum stocking quantity = maintained stocking quantity + (available stocking quantity * stocking coefficient - next month's beginning inventory), whichever is smaller;
[0129] The available inventory refers to: referring to the past sales situation and the current reported demand, the reference value is confirmed after data exploration and communication with the business party. For the sake of simplicity in this article, the available inventory = the sales demand of the next month.
[0130] The stocking coefficient means that in different stocking product categories, different varieties have different execution levels for available stocking quantities because of different inventory backlog risks of products in the same category. Generally, products with maintained stocking quantities have lower inventory backlog risks, so their stocking coefficients are greater than other products. This coefficient is also implanted into the system after data exploration and communication and confirmation with the business side. Different product types can be flexibly configured, but this article does not distinguish them for simplicity.
[0131] For example, the demand for a product in a warehouse in August is 4000KL, the beginning inventory in August is 400KL, the page configuration stock quantity is 3800KL, and the stock coefficient = 1, then the maximum stock quantity of the product in the warehouse in July;
[0132] =min(3800,4000*1-400)=3600KL
[0133] ③Other products: Maximum stocking quantity = available stocking quantity * stocking coefficient - next month's beginning inventory
[0134] For example, the demand for a product in a warehouse in August is 4000KL, the beginning inventory in August is 400KL, and the stocking coefficient = 1. Then the maximum stocking quantity of the product in the warehouse in July = 4000*0.7-400 = 2400KL
[0135] According to the above-calculated maximum inventory of warehouse products and the supply relationship in step 3, the maximum inventory of warehouse products is summarized to obtain the maximum inventory of factory products.
[0136] Step 7: Sort by stocking order
[0137] ① Page configuration products: Sort by maximum stock quantity from large to small, with the largest maximum stock quantity given priority.
[0138] ② Other products: Sort by demand in the next month from large to small. To achieve a lower inventory level to meet the forward production capacity, sort the top 5 products again by production rate from low to high, with the lowest rate given priority. If the production rates are the same, sort by demand from large to small under the same production rates;
[0139] ③ Products configured on the page take precedence over other products and get the final ranking.
[0140] Embodiment 5:
[0141]
[0142]
[0143] Step 8: Allocate in order
[0144] The production volume to be moved forward for each factory and each production line type in each month calculated in step 5 is allocated according to the stocking order and the maximum stocking quantity calculated in step 7 (see Example 5), and the allocation amount is the smaller of the production volume to be moved forward and the maximum stocking quantity calculated in step 6, until all the production volume to be moved forward is allocated. The advance stocking quantity of each product in each factory in each month is obtained.
[0145] Embodiment 6:
[0146] factory Production line type month To be allocated forward product Maximum stock quantity Total product forward movement Factory A Ordinary bottle 7 8000 Product C 3000 3000 Factory A Ordinary bottle 7 5000 Product A 2000 2000 Factory A Ordinary bottle 7 3000 Product F 1000 1000 Factory A Ordinary bottle 7 2000 Product G 3000 2000
[0147] Step 9: Correct the result and output the advance stock quantity
[0148] The result calculated in step 8 is restored according to the proportion of the single warehouse to the total value when summarizing in step 6, so as to obtain the advance stocking quantity of each product in each warehouse in each month, and the specific restoration is as in Example 7.
[0149] Embodiment 7:
[0150]
[0151] In extreme cases, due to the excessive inventory at the beginning of the previous month, some inventory was left to meet the advance stocking. As a result, this part of the advance stocking did not actually solve the capacity gap, so it is necessary to correct the advance stocking of this part of the warehouse products, add the remaining inventory to the advance stocking to get the corrected advance stocking, and output the result.
[0152] Embodiment 8:
[0153]
[0154] In summary, the present invention finds the best supplier according to the demand, uniformly allocates production capacity resources across the country, reduces cross-regional communication, and saves manual preparation time. At the same time, by accurately calculating the forward shift amount, accurate planning of stocking is achieved, and the order fulfillment rate is improved with a lower inventory level, which saves costs and reduces warehouse pressure. And the maximum stocking quantity is used to limit the stocking quantity of a single product to reduce the risk of inventory backlogs caused by market fluctuations and other factors. Achieve technological breakthroughs and business goals of reducing costs and increasing efficiency.
[0155] In one embodiment, a computer device is further provided, including a memory and a processor, wherein a computer program is stored in the memory, and the processor implements the steps in the above method embodiments when executing the computer program.
[0156] In one embodiment, a computer-readable storage medium is provided, on which a computer program is stored. When the computer program is executed by a processor, the steps in the above-mentioned method embodiments are implemented.
[0157] In one embodiment, a computer program product is provided, including a computer program, which implements the steps in the above method embodiments when executed by a processor.
[0158] Those of ordinary skill in the art can understand that all or part of the processes in the above-mentioned embodiment methods can be completed by instructing the relevant hardware through a computer program, and the computer program can be stored in a non-volatile computer-readable storage medium. When the computer program is executed, it can include the processes of the embodiments of the above-mentioned methods. Among them, any reference to the memory, database or other medium used in the embodiments provided in the present application can include at least one of non-volatile memory and volatile memory. Non-volatile memory can include read-only memory (ROM), magnetic tape, floppy disk, flash memory, optical memory, high-density embedded non-volatile memory, resistive random access memory (ReRAM), magnetic random access memory (MRAM), ferroelectric random access memory (FRAM), phase change memory (PCM), graphene memory, etc. Volatile memory can include random access memory (RAM) or external cache memory, etc. As an illustration and not limitation, RAM can be in various forms, such as static random access memory (SRAM) or dynamic random access memory (DRAM). The database involved in each embodiment provided in this application may include at least one of a relational database and a non-relational database. Non-relational databases may include distributed databases based on blockchains, etc., but are not limited to this. The processor involved in each embodiment provided in this application may be a general-purpose processor, a central processing unit, a graphics processor, a digital signal processor, a programmable logic device, a data processing logic device based on quantum computing, an artificial intelligence (AI) processor, etc., but are not limited to this.
[0159] The technical features of the above embodiments may be combined arbitrarily. To make the description concise, not all possible combinations of the technical features in the above embodiments are described. However, as long as there is no contradiction in the combination of these technical features, they should be considered to be within the scope of this application.
[0160] The above-described embodiments only express several implementation methods of the present application, and the descriptions thereof are relatively specific and detailed, but they cannot be understood as limiting the scope of the present application. It should be pointed out that, for a person of ordinary skill in the art, several variations and improvements can be made without departing from the concept of the present application, and these all belong to the protection scope of the present application. Therefore, the protection scope of the present application shall be subject to the attached claims.
Claims
1. A supply chain optimization method for beer advance stocking, characterized in that: The steps include: Step 1: Retrieve relevant parameters configured on the system page as data input, including but not limited to factory parameters, warehouse parameters, stock list and production line production related parameters; Step 2: Calculate the net warehouse demand and confirm the factors of the net warehouse demand each month, including the beginning inventory, demand, and safety stock; Step 3: Calculate the factory's production capacity; Step 4: Calculate the capacity gap, aggregate the production volume of each product to the supplier's factory and production line type, and then calculate the capacity data of the factory and production line type respectively; Step 5: Simulate production scheduling and calculate the forward shift amount; calculate from the last month forward, gradually compare the gap with the surplus capacity, and simulate the occupied capacity; Step 6: Calculate the maximum stock quantity; Step 7: Sort the stocking order; Step 8: Allocate in order; Step 9: Correct the results and output the advance stocking quantity.
2. The supply chain optimization method for beer advance stocking according to claim 1 is characterized in that: The stocking list in step 1 refers to: a list of priority stocking varieties entered in advance, including product varieties, maximum stocking quantity, and whether stocking is mandatory; The beginning inventory described in step 2 refers to: the inventory already in the warehouse before the supply planning decision is made; The demand volume mentioned here refers to: the planned sales volume reported by the marketing department; The safety stock refers to: buffer stock prepared to prevent the order fulfillment rate from being affected by uncertain factors; it is calculated by multiplying the average daily demand of the next month and the number of safety stock days on the system page. The average daily demand of the last month is the average daily demand of the current month; Net warehouse demand = max (demand + safety stock - beginning inventory, 0); The safety stock days are determined based on past sales and current reported demand, through data exploration and communication with the business side.
3. The supply chain optimization method for beer advance stocking according to claim 2 is characterized in that: The calculation of the factory's production volume in step 3 is based on whether the demand warehouse's own factory can produce by itself and the allocation path to determine the supplier. If it can be produced by itself, the self-producing factory will be used as the supplier. If not, the factory with the lowest total cost among the factories that can produce will be selected as the supplier; The total cost mentioned = product production cost + transfer and transportation cost + warehouse loading and unloading cost; Aggregate the net demand to the supplier factory to calculate the factory's production capacity; Amount to be produced = Net demand - Beginning inventory of supplier's factory warehouse When calculating the net demand for the next month, the beginning inventory of the next month is the ending inventory of the current month = max (demand + safety inventory + outgoing inventory - incoming inventory - beginning inventory - production, 0) The production volume mentioned refers to: the volume produced by our own factories; The transfer-in quantity refers to the quantity transferred from other warehouses to the own warehouse; The transferred-out quantity refers to the quantity transferred from the own warehouse to other warehouses.
4. The supply chain optimization method for beer advance stocking according to claim 3 is characterized in that: The production line type described in step 4 means: according to the different packaging forms of the products and whether special products can be produced, the production lines are divided into five types: ordinary bottles, ordinary cans, barrel lines, special bottles, and special cans; the production line type classification of products needs to be combined according to the packaging type and whether only special lines can produce. In the beer industry, special lines can usually also produce ordinary products; The capacity of a production line type is calculated by multiplying the number of production hours available for each production line by the average production rate, and then summarizing the calculation to the corresponding production line type; The average rate calculation method can be selected according to actual business needs, including but not limited to the total output / total production time of the same month in previous plans and the average rate of the products that can be produced on the production line.
5. The method for optimizing the supply chain of beer advance stocking according to claim 4, characterized in that: When there is a gap in the factory's balanced capacity, the higher the warehouse occupancy rate, the higher the priority, that is, barrels> bottles> cans are used to occupy capacity in this order, where the capacity occupancy is the smaller of the maximum capacity and the amount to be produced; Based on the calculated production line type capacity and the amount to be produced, calculate the surplus capacity and capacity gap of each production line type in each factory in each month, prepare to "shave the peak and fill the valley" to move the amount to be produced forward, and stock up in advance.
6. The method for optimizing the supply chain of beer advance stocking according to claim 4, characterized in that: Steps for simulating production scheduling and occupying capacity as described in step 5: ①. Special-can products occupy special-can production capacity; ②. Ordinary-can products occupy ordinary-can production capacity; ③. Ordinary products occupy special production capacity, among which ordinary products can be produced on special lines, but not vice versa; ④. Special-bottle products occupy special-bottle production capacity; ⑤. Ordinary-bottle products, occupying ordinary-bottle production capacity; ⑥. Ordinary-bottle products occupy special-bottle production capacity, among which ordinary products can be produced on special lines, but not vice versa; After 6 rounds of capacity simulation, if there is any unscheduled production volume for this month, the unscheduled production volume will be transferred to the adjacent previous month to obtain the production volume that needs to be moved forward to the previous month in this month; the advance volume transferred to the adjacent previous month is merged with the production volume of the previous month itself, and then the above 6 production scheduling steps are repeated, and the unscheduled volume will continue to be transferred to the adjacent previous month; and so on, until the end; the production volume that needs to be moved forward for each factory and each production line type in each month is obtained.
7. The method for optimizing the supply chain of beer advance stocking according to claim 6, characterized in that: The calculation of the maximum stocking quantity described in step 6 can be divided into three categories according to whether the stocking quantity is maintained in advance on the parameter page and whether the stocking is mandatory when calculating the maximum stocking quantity of warehouse products: ① For products marked as mandatory stocking in the stocking list: Maximum stocking quantity = maintained stocking quantity; ② For products marked as non-mandatory stocking products in the stocking list and with stocking quantity maintained: Maximum stocking quantity = maintained stocking quantity + (available stocking quantity * stocking coefficient - initial inventory of next month), whichever is smaller; ③Other products: Maximum stocking quantity = available stocking quantity * stocking coefficient - initial inventory of next month; The available stock quantity = the sales demand of the next month; According to the calculated maximum inventory of warehouse products and the supply relationship in step 3, the maximum inventory of warehouse products is summarized to obtain the maximum inventory of factory products.
8. The method for optimizing the supply chain of beer advance stocking according to claim 7, characterized in that: The order of stocking described in step 7 is as follows: ① Page configuration products: Sort by maximum stock quantity from large to small, with the largest maximum stock quantity given priority; ② Other products: Sort by demand in the next month from large to small. To achieve a lower inventory level to meet the forward production capacity, sort the top 5 products again by production rate from low to high, with the lowest rate given priority. If the production rates are the same, sort by demand from large to small under the same production rates; ③ Products configured on the page take precedence over other products and get the final ranking.
9. The method for optimizing the supply chain of beer advance stocking according to claim 7, characterized in that: Step 8 is allocated in order, as follows: The production volume of each production line type in each factory that needs to be moved forward each month calculated in step 5 is allocated according to the stocking order and maximum stocking quantity calculated in step 7. The allocated quantity is the smaller of the production volume that needs to be moved forward and the maximum stocking quantity calculated in step 6. This process is repeated until all the production volume that needs to be moved forward is allocated, thus obtaining the advance stocking quantity of each product in each factory in each month.
10. A computer device comprising a memory and a processor, wherein the memory stores a computer program, characterized in that: When the processor executes the computer program, the steps of the method according to any one of claims 1 to 9 are implemented.