Research On Optimization Of Inventory Management Of Petro China Hunan Sales Company

In recent years,the advancement of the national oil and gas system reform has made the market competition of oil and gas products extremely fierce.As the end of the oil industry chain,the oil sales market has moved from the blue ocean to the red ocean,and oil sales enterprises are undergoing the reform of management mode.Inventory is an important asset of oil sales enterprises,which occupies a lot of funds.Poor inventory management will affect the production,operation and efficiency of the enterprise.In view of this,there is a need for research on optimizing inventory management.Based on this,this article takes as an example the subsidiary of Petro China Hunan Sales Company,one of the representative companies of the “three barrels of oil”in the domestic monopoly oil company,as an example.The concept of "Inventory value management is adhered to,customer inventory cleaning is strengthened,inventory costs are strictly controlled,and an effective inventory management system is in place." However,due to the expansion of the company’s business in recent years,there are many types of inventory,the company lacks scientific and professional planning,and it is difficult to manage and control,and its inventory management is still not perfect.The company’s inventory is mainly divided into two categories:refined oil and non-oil products.After analyzing the inventory management status of the two in terms of inventory structure distribution,inventory turnover capacity,and inventory internal control status one by one,the inventory of these two categories is sorted out.Inventory management has the following problems:(1)In terms of refined oil,there are problems such as high proportion of customer-storage oil,low inventory turnover rate,unreasonable oil depot layout,storage loss and oil stealing,and low supervision efficiency.(2)In terms of non-oil products,there are problems such as serious inventory backlog,unreasonable inventory structure,high proportion of immovable goods,lack of professionalism in operating personnel,inconsistent accounting,and slow business growth.After fully considering the actual situation of the company and analyzing the causes of its problems,the relevant improvement and optimization suggestions were put forward in a targeted manner:(1)For the problem of refined oil,we can strengthen customer inventory control and urge customers to raise oil in time,and use the VMI supplier management inventory model.Measures such as increasing inventory turnover rate,optimizing the location of oil depots,strengthening oil product loss management,cracking down on oil stealing,and improving the internal control system of oil products.(2)In response to non-oil product issues,the "JIT-VMI" inventory management model is adopted to achieve zero inventory of non-oil products,the non-oil management center urges regular inventory cleaning,and actively carries out retail supermarket format management training for business managers,and uses ABC classification to optimize non-oil products.Oil product category management,use modern information system to improve product operation efficiency,improve non-oil product internal control system and expand non-oil business.On the basis of fully understanding the related concepts of inventory management,this paper uses VMI,JIT and other theoretical methods,starting from the actual situation of Petro China Hunan Sales Company,to solve its inventory management problems,reduce costs,increase profits,and achieve stable and long-term development for the company in the future.sustainable development.