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Inventory Management System
Inventory Management System
INVENTORY MANAGEMENT............................................................................................. 4
1.1.
INTRODUCTION TO INVENTORY MANAGEMENT..................................................... 4
1.1.1.
DEFINITION.......................................................................................................... 4
1.1.2.
SCOPE.................................................................................................................. 6
1.1.3.
MISSION............................................................................................................... 7
1.1.4.
OBJECTIVES........................................................................................................ 8
1.1.5.
FUNCTIONAL AREAS.......................................................................................... 9
1.1.6.
INTEGRATED INVENTORY MANAGEMENT SYSTEM..................................... 10
1.1.7.
SMC DISCIPLINE INTERFACES........................................................................ 11
1.1.8.
INVENTORY MANAGEMENT DISCIPLINES AND INTERFACES..................... 13
1.2.
PROCESS DESCRIPTION.......................................................................................... 14
1.2.1.
NETWORK.......................................................................................................... 14
1.2.2.
SYSTEM............................................................................................................. 14
1.2.3.
INVENTORY MANAGEMENT PROCESS.......................................................... 14
1.2.4.
INVENTORY MANAGEMENT FLOW................................................................. 16
1.3.
PROCESS FLOW........................................................................................................ 17
1.3.1.
1. NON-CONTROLLED ACR ENTRY:................................................................ 17
1.3.2.
2. CONTROLLED ACR ENTRY:......................................................................... 17
1.3.3.
IMPLEMENTATION OF INVENTORY MANAGEMENT...................................... 18
1.3.4.
SYSTEM ENVIRONMENT.................................................................................. 18
1.3.5.
NETWORK ENVIRONMENT.............................................................................. 19
1.3.6.
DATA REQUIREMENTS FOR INVENTORY MANAGEMENT............................ 19
1.3.7.
INVENTORY MANAGEMENT DATA MODEL.................................................... 20
1.3.8.
COLLECTING, MONITORING AND REPORTING DATA................................... 25
1.3.9.
INVENTORY MANAGEMENT RECORD HIERARCHY................................... 25
1.4.
DISCIPLINE RELATIONSHIPS................................................................................... 27
1.4.1.
BUSINESS FUNCTION INTERFACES............................................................... 27
1.4.2.
SYSTEM MANAGEMENT INTERFACES........................................................... 29
1.5.
INVENTORY MANAGEMENT TOOLS........................................................................ 30
1.5.1.
ASSET MANAGEMENT AT THE SYSTEM TO SERVER LEVEL....................... 30
1.5.2.
INDUSTRY STANDARDS.................................................................................. 31
1.5.3.
DOWNSTREAM NETWORK SERVER CONFIGURATION AND INVENTORY
MANAGEMENT.................................................................................................................. 34
1.6.
ROLES AND RESPONSIBILITIES.............................................................................. 36
1.6.1.
INVENTORY MANAGER.................................................................................... 36
1.6.2.
INVENTORY CLERKS........................................................................................ 36
1.7.
PROCESS EVALUATION........................................................................................... 37
1.7.1.
PRESENT SYSTEM WEAKNESSES.................................................................. 37
1.7.2.
RECOMMENDATIONS FOR IMPROVEMENT................................................... 37
Inventory means goods and materials, or those goods and materials themselves, held
available in stock by a business. This word is also used for a list of the contents of a
household and for a list for testamentary purposes of the possessions of someone who has
died. In accounting, inventory is considered an asset.
In business management, inventory consists of a list of goods and materials held available
in stock.
Inventory refers to the stock of resources, that possess economic value, held by an
organization at any point of time. These resource stocks can be manpower, machines,
capital goods or materials at various stages.
Inventory management is primarily about specifying the size and placement of stocked
goods. Inventory management is required at different locations within a facility or within
multiple locations of a supply network to protect the regular and planned course of
production against the random disturbance of running out of materials or goods. The
scope of inventory management also concerns the fine lines between replenishment lead
time, carrying costs of inventory, asset management, inventory forecasting, inventory
valuation, inventory visibility, future inventory price forecasting, physical inventory,
available physical space for inventory, quality management, replenishment, returns and
defective goods and demand forecasting. Balancing these competing requirements leads
to optimal inventory levels, which is an on-going process as the business needs shift and
react to the wider environment.
Inventory management involves a retailer seeking to acquire and maintain a proper
merchandise assortment while ordering, shipping, handling, and related costs are kept in
check.
Systems and processes that identify inventory requirements, set targets, provide
replenishment techniques and report actual and projected inventory status.
Handles all functions related to the tracking and management of material. This would
include the monitoring of material moved into and out of stockroom locations and the
reconciling of the inventory balances. Also may include ABC analysis, lot tracking, cycle
counting support etc.
Management of the inventories, with the primary objective of determining/controlling
stock levels within the physical distribution function to balance the need for product
availability against the need for minimizing stock holding and handling costs
Buffer stock is held in individual workstations against the possibility that the
upstream workstation may be a little delayed in long setup or change over time.
This stock is then used while that changeover is happening. This stock can be
eliminated by tools like SMED.
These classifications apply along the whole Supply chain, not just within a facility or
plant.
Where these stocks contain the same or similar items, it is often the work practice to hold
all these stocks mixed together before or after the sub-process to which they relate. This
'reduces' costs. Because they are mixed up together there is no visual reminder to
operators of the adjacent sub-processes or line management of the stock, which is due to
a particular cause and should be a particular individual's responsibility with inevitable
consequences. Some plants have centralized stock holding across sub-processes, which
makes the situation even more acute.
Stock Keeping Unit (SKU) is a unique combination of all the components that are
assembled into the purchasable item. Therefore, any change in the packaging or
product is a new SKU. This level of detailed specification assists in managing
inventory.
1.1.3. Typology
1. Buffer/safety stock
2. Cycle stock (Used in batch processes, it is the available inventory, excluding
buffer stock)
3. De-coupling (Buffer stock that is held by both the supplier and the user)
4. Anticipation stock (Building up extra stock for periods of increased demand - e.g.
ice cream for summer)
5. Pipeline stock (Goods still in transit or in the process of distribution - have left the
factory but not arrived at the customer yet)
Raw materials - materials and components scheduled for use in making a product.
Work in process, WIP - materials and components that have begun their
transformation to finished goods.
Finished goods - goods ready for sale to customers.
Goods for resale - returned goods that are salable.
For example:
1.1.4.1.
[edit] Manufacturing
A canned food manufacturer's materials inventory includes the ingredients to form the
foods to be canned, empty cans and their lids (or coils of steel or aluminum for
constructing those components), labels, and anything else (solder, glue, ...) that will form
part of a finished can. The firm's work in process includes those materials from the time
of release to the work floor until they become complete and ready for sale to wholesale or
retail customers. This may be vats of prepared food, filled cans not yet labeled or subassemblies of food components. It may also include finished cans that are not yet
packaged into cartons or pallets. Its finished good inventory consists of all the filled and
labeled cans of food in its warehouse that it has manufactured and wishes to sell to food
distributors (wholesalers), to grocery stores (retailers), and even perhaps to consumers
through arrangements like factory stores and outlet centers.
Examples of case studies are very revealing, and consistently show that the improvement
of inventory management has two parts: the capability of the organisation to manage
inventory, and the way in which it chooses to do so. For example, a company may wish
to install a complex inventory system, but unless there is a good understanding of the role
of inventory and its perameters, and an effective business process to support that, the
system cannot bring the necessary benefits to the organisation in isolation.
Typical Inventory Management techniques include Pareto Curve ABC Classification[2]
and Economic Order Quantity Management. A more sophisticated method takes these
two techniques further, combining certain aspects of each to create The K Curve
Methodology[3]. A case study of k-curve[4] benefits to one company shows a successful
implementation.
Unnecessary inventory adds enormously to the working capital tied up in the business, as
well as the complexity of the supply chain. Reduction and elimination of these inventory
'wait' states is a key concept in Lean[5]. Too big an inventory reduction too quickly can
cause a business to be anorexic. There are well-proven processes and techniques to assist
in inventory planning and strategy, both at the business overview and part number level.
Many of the big MRP/and ERP systems do not offer the necessary inventory planning
tools within their integrated planning applications.
Integrating demand forecasting into inventory management in this way also allows for the
prediction of the "can fit" point when inventory storage is limited on a per-product basis.
1.2.2. Applications
The technique of inventory proportionality is most appropriate for inventories that remain
unseen by the consumer. As opposed to "keep full" systems where a retail consumer
would like to see full shelves of the product they are buying so as not to think they are
buying something old, unwanted or stale; and differentiated from the "trigger point"
systems where product is reordered when it hits a certain level; inventory proportionality
is used effectively by just-in-time manufacturing processes and retail applications where
the product is hidden from view.
One early example of inventory proportionality used in a retail application in the United
States is for motor fuel. Motor fuel (e.g. gasoline) is generally stored in underground
storage tanks. The motorists do not know whether they are buying gasoline off the top or
bottom of the tank, nor need they care. Additionally, these storage tanks have a maximum
capacity and cannot be overfilled. Finally, the product is expensive. Inventory
proportionality is used to balance the inventories of the different grades of motor fuel,
each stored in dedicated tanks, in proportion to the sales of each grade. Excess inventory
is not seen or valued by the consumer, so it is simply cash sunk (literally) into the ground.
Inventory proportionality minimizes the amount of excess inventory carried in
underground storage tanks. This application for motor fuel was first developed and
implemented by Petrolsoft Corporation in 1990 for Chevron Products Company. Most
major oil companies use such systems today.[6]
1.2.3. Roots
The use of inventory proportionality in the United States is thought to have been inspired
by Japanese just-in-time (business) parts inventory management made famous by Toyota
Motors in the 1980s
accounting over management accounting remains to this day with few exceptions, and the
financial reporting definitions of 'cost' have distorted effective management 'cost'
accounting since that time. This is particularly true of inventory.
Hence, high-level financial inventory has these two basic formulas, which relate to the
accounting period:
1. Cost of Beginning Inventory at the start of the period + inventory purchases
within the period + cost of production within the period = cost of goods available
2. Cost of goods available cost of ending inventory at the end of the period = cost
of goods sold
The benefit of these formulae is that the first absorbs all overheads of production and raw
material costs into a value of inventory for reporting. The second formula then creates the
new start point for the next period and gives a figure to be subtracted from the sales price
to determine some form of sales-margin figure.
Manufacturing management is more interested in inventory turnover ratio or average
days to sell inventory since it tells them something about relative inventory levels.
Inventory turnover ratio (also known as inventory turns) = cost of goods sold /
Average Inventory = Cost of Goods Sold / ((Beginning Inventory + Ending
Inventory) / 2)
and its inverse
Average Days to Sell Inventory = Number of Days a Year / Inventory Turnover
Ratio = 365 days a year / Inventory Turnover Ratio
This ratio estimates how many times the inventory turns over a year. This number tells
how much cash/goods are tied up waiting for the process and is a critical measure of
process reliability and effectiveness. So a factory with two inventory turns has six months
stock on hand, which is generally not a good figure (depending upon the industry),
whereas a factory that moves from six turns to twelve turns has probably improved
effectiveness by 100%. This improvement will have some negative results in the financial
reporting, since the 'value' now stored in the factory as inventory is reduced.
Whilst these accounting measures of inventory are very useful because of their
simplicity, they are also fraught with the danger of their own assumptions. There are, in
fact, so many things that can vary hidden under this appearance of simplicity that a
variety of 'adjusting' assumptions may be used. These include:
Specific Identification
Weighted Average Cost
Moving-Average Cost
FIFO and LIFO.
Inventory Turn is a financial accounting tool for evaluating inventory and it is not
necessarily a management tool. Inventory management should be forward looking. The
methodology applied is based on historical cost of goods sold. The ratio may not be able
to reflect the usability of future production demand, as well as customer demand.
Business models, including Just in Time (JIT) Inventory, Vendor Managed Inventory
(VMI) and Customer Managed Inventory (CMI), attempt to minimize on-hand inventory
and increase inventory turns. VMI and CMI have gained considerable attention due to the
success of third-party vendors who offer added expertise and knowledge that
organizations may not possess.
significant effect on net income and book value and, in turn, on taxation. Using LIFO
accounting for inventory, a company generally reports lower net income and lower book
value, due to the effects of inflation. This generally results in lower taxation. Due to
LIFO's potential to skew inventory value, UK GAAP and IAS have effectively banned
LIFO inventory accounting.
(revenue or income) on one hand and controllable operating expenses and changes in
inventory on the other. Those relationships direct attention to the constraints or
bottlenecks that prevent the system from producing more throughput, rather than to
people - who have little or no control over their situations.
The system integrates the idea to manage the inventory automatically, meanwhile it can
generate sales report, inventory report, etc. To users, the system can provide instant
information about all inventory items. Therefore users who manage stock level can
immediately solve any shortage problems, since the system provides easy-to-use interface
for users to see inventory levels. By recording daily sales, the system updates inventory
constantly with the help of database management system running as the back end.
System Architecture:
For more information, kindly send us your enquires through our Consulting Requisition
form and we will reply accordingly. Thank you.
Inventory Management System/ Supply Chain Management System
World biggest Pan Masala Manufacturer wants a solution to control the following area,
An integrated software solution provided by us to them. Replacement of old software with new one and
conversion of data to a world standard RDBMS (Oracle). The solution was a GUI interface with end user in Visual
Basic as front and ORACLE as back end DBMS. Crystal Reports was used to display / view complex MIS as well as
daily operational reports, ready to be exported in any file format. Adoption of new technology helps management
to transmit information over internet with no time. Cash flow / Fund flow maintenance has become easier now.
This gives a tool to management for making complex business decisions in less time span and ultimate result was
cut in production and maintenance cost.
1.
1. Inventory Management
1.1.
Start
Disp: Location:
A
Bldg 3, Rm 203
R
Bldg 1, Rm 405
T
Bldg 2, Rm 501
Disposition = A
Acquire
Equipment
Purchase
Order
Install
Equipment
Master
Inventory
Add to
Master Inventory
Disposition = R
Re-deploy
Equipment
Work
Order
Pick-Up
Inventory
Compare to
Master Inventory
Perform
Services
Warehouse
Inventory
Service
Order
Disposition = T
Terminate
Equipment
Work
Order
Service
Order
End
Ready-to-Sell
Inventory
Purchase
Order
Release
Form
Archive
Finance
Form
Orders to track and authorize the purchase, while the actual installation of equipment is
performed by the Infrastructure or Facilities Management Department. Once added to
the environment, a Master Inventory record is created to describe the newly added
equipment and its components (i.e., Pentium IV PC with 512 MB or RAM, a 40 GB Hard
Drive, CD Drive, Floppy Drive, Sound and Video Cards, a 56 KB Modem and a 10/100
Ethernet Connection, etc.). Inventory records can be used to calculate the resale price of
existing equipment, when planning for an upgrade / replacement or reduction in size.
The Inventory Report can be used to inform buyers of your stock and obtain bids on the
purchase of your surplus equipment.
Redeployment procedures are responsible for ensuring that assets are tracked when
moved from one location to another and that budgetary considerations are adjusted as
needed. Should a product be moved in from its original owner, then the Inventory
System is updated to reflect the new location and owner. In this case, the old product is
deleted from the original owner's budget and added to the new owner's budget. If
equipment is being deployed from one person, or location, to another, then a data wipe
operation must be performed to insure that sensitive business, personal and/or medical
information has been deleted. If data wiping procedures are not performed in accordance
to Department of Defense standards, then the company is open to legal and civil penalties
as defined in a number of laws (i.e., Sarbanes-Oxley, Gramm-Leach-Bliley, HIPAA)
Redeployment requests can generate transportation activity (pick-up and delivery of
equipment), facilities management activity (disconnecting device, data wipe,
reconnecting device, etc.), inventory management update, and service activities
associated with the device(s) being moved.
Termination is responsible for deleting the asset from the inventory when it is
discontinued, or replaced. The owner's budget will be updated to reflect the asset
termination and the asset will no longer be listed when location reports are generated.
Whenever equipment is being terminated (even if for donation to charities or employees)
a data wipe operation must be performed to eliminate any sensitive information from the
hard drive. Additionally, a certified vendor must be utilized to insure that the computers
components are disposed of in an environemtally friendly manner. This scrapping
process must be certified, so that legal and civil penalties are no longer the responsibility
of the terminating firm but rather the scrapping organization.
The Inventory System is maintained within a data base that ties an asset to its owner and
defines the location where the asset resides. The relative importance of the asset is
added to the inventory record in a Criticality field (i.e., Criticality = 1-5, where 1 is "Most
Critical") and the current status of the equipment is indicated via a status field (A=Active,
R=Redeploying, D=Donated, T=Terminated, etc.). Based on this information the
contingency planning specialist can plan asset recoveries needed to support critical
business operations and the facilities management group can schedule work events
associated with equipment status changes (i.e., from A to R, or A to T, or A to D, etc.).
Like all data bases, the Inventory System will only be effective if its information is kept
current. To ensure the accuracy of the Inventory System, while not adding too great a
burden to company personnel, every effort must be taken to implement processes that
maintain inventory data with a minimum work effort from personnel. To that end, we
suggest automated form tied to equipment status and criticality changes, so that facilities
management and business continuity planning can adjust their functions accordingly.
Inventory Management provides:
Up-to-date information about data processing resources through the creation and
archiving of records in a centralized repository.
Financial records specific to a single component, or groups of components.
Component Status Indicators to identify a component as Active (A), Redeployed
(R ), Donated (D), or Terminated (T).
Component Criticality definition (1-5, with 1 being most critical).
Service records for all components in the inventory.
Data used to support configuration diagrams of the hardware and software
components contained within specific locations, or the entire data processing
environment.
Reports can be generated from the Inventory and Asset Management Systems that
would project the amount of revenue that can be generated through the sale of surplus
equipment, or to define the number of components that have a criticality rating of 1
so that you can project the costs associated with maintaining duplicates of critical
equipment at reovery sites. Combining the two reports would allow you to reroute
equipment being scheduled for termination to the Recovery Facility and eliminate the
additional costs associated with purchasing duplicate equipment in support of
recovery needs.
Finance
Inventory Management
Contracts
Mainframe
Mid-Range
PC / LAN
Communications
Voice
Hardware
Fixed Assets
Data Network
Software
Facilities
Vendor
Financial
All of the functional areas listed above can utilize the information contained within the
Inventory Management System's Central Asset Repository of information. Additionally,
the Recovery Management area could utilize inventory information to identify an assets
criticality (especially when the asset's location and owner are identified within the
Inventory Management System). Through the use of reports generated from the
Inventory Management System's Repository, it would be possible to obtain a listing of all
"Most Critical" resources, by location and group. This report would then serve as the
basis of a Business Recovery Plan.
Inventory Management
Process Flow
USER
USER
Inventory Management
Inventory Control
Management
Inventory of assets is controlled by the
Inventory Control Manager.
Enterprise design agreements are
validated by this person, who also
ensures that all asset guidelines are
adhered to.
Financial Management
Repository
Hardware,
Software,
Fixed Assets,
by Location
and Criticality
Reports
The utilization of Inventory Management Systems to control the purchase and installation
of assets can aid in the control of the business environment, while assisting in the
assignment of personnel to perform asset related work functions. This methodology will
result in a work-flow and asset management system.
SMC Organization
Systems Management
and Controls (SMC)
Batch
Management
On-Line
Management
Service Level
Management
Recovery
Management
Change
Management
Inventory
Management
EDP Security
Management
Problem
Management
Configuration
Management
Vital Records
Management
Capacity
Management
Performance
Management
The disciplines interfacing directly with Inventory Management and their functional
responsibilities are:
Capacity Management (i.e., PC memory and speed, DASD size, etc.).
Performance Management (speed and usage information).
Change Management (version and release information, benchmark, testing, etc.).
Recovery Management (recovery planning for critical assets and sizing
requirements for recovery facilities).
1.2.
PROCESS INPUTS:
Service Level Management, Capacity and Performance Management,
Change Management, Problem Management, Batch Management,
On-Line Management, Recovery Management
New
Acquisition
Asset
Re-Deployment
Asset
Termination
Network
Alert
Inventory
Repository
Data Base
R/O
On-Line Viewing
System
Re-Configuration
System Management
Assurance Process
R/W
To
Configuration
Management
Reports
Hard Copy, or
via on-line Display
The above provides an Overview Diagram of the Inventory Management process, while
the following illustration provides a Flow Diagram of the Inventory Process.
SMC
Disciplines
Non-Controlled
Entry
Accepted
?
System
Record
?
Yes
Generate
Change
Record
Validate
Data
Elements
Create
Data
Center
Record
Financials
?
No
Create
System
Record
Financial
Record
?
Yes
No
Formatted?
Authorized?
Features
?
Generate
Financial
Reports
Yes
Create
Features
Record
No
Yes
Update
Configuration
Data Base
Does Config.
Change
?
No
No
Generate
Physical
Inventory
Reports
No
Create
Financial
Record
Yes
Create
Hardware
Software
Record
Validate
Data
Elements
Yes
No
Yes
Controlled
Entry
Unformatted
Asset
Request
No
Data Center
Record
?
Yes
Generate
Physical
Configuration
Reports
Close Change
Record
1.3.
consistent reporting process to the inventory data base regardless of where the
data is stored.
In the event of incomplete record information, the inventory management area
must re-solicit, or advise the responsible asset area of the missing data elements.
This reentrant approach provides a disciplined strategy to build a reliable
inventory.
The structure illustrated in the next diagram allows the description of hierarchical
relationships among data centers, systems, components, service organizations, and
financial data. By entering descriptions of the hardware and software system
components, along with information about their status and support data, a data
base can be built which supports parent/child relationships.
The figure on the next page shows the interrelationship between component
records:
1.3.7. 1.3.7. Inventory Management Data Model
Inventory Management Data Model
Data Center
Record
System
Record
Hardware
Component
Service
Record
Software
Component
Features
Features
Hardware
Financial
Record
Software
Financial
Record
The following items are required from asset sources to support an integrated
Configuration Management approach.
1. Data Center Record.
This record contains on-line information about the data processing centers, the
system name, location codes, emergency phone numbers, managers, and contact
names. The software and hardware components, and system records will refer to
this record.
2. System Record
This record contains information relative to each processing system within the
processing center. This record should contain the system names by LPAR,
location codes, operator names, support numbers. Software and hardware
components can refer to this record.
3. Service Record
This record contains the service organizations data. Maintaining service
organization records is advantageous when a user is displaying a record of a
failing component. This record should contain the name, location, prime-shift
phone number, off-shift phone number, hardware and software representatives
name, and contact phone numbers, and a description of the service organization.
Hardware and software components can refer to this record.
4. Financial Record
Helpful information in this record assists in warranty and service incidents.
Hardware financial records contain a user financial id, a financial type, and a
description. For software records the same information is required in addition to
a license type record entry.
5. Hardware Components
For hardware component records a consensus must be reached on the hardware
types to be managed. A hardware model record for each hardware type will be
created and all common hardware components will be entered using this template.
This record should contain the following information:
Component ID,
Product Number
Serial Number,
Description.
7. Feature Components Record
This record identifies associated features and relates these features back to other
records.
8. Model Component Record
The industry uses this type record as a productivity tool to greatly enhance the
ability to build large data bases quickly with minimum data entry errors.
Model records themselves do not hold configuration data, but they make the entry
of data easier by allowing the creation of component records from models that
hold information common to a number of components (or subcomponents) of the
same type.
The model capability also provides the ability to build one or many relationships
between model features and hardware or software components. Features that are
common to many components can be contained in a single model feature record
that is referred to by many component records.
2. Collecting Data
The Record Hierarchy in the following diagram indicates that component records
refer t data center, system, service, and financial records. These four records are
informational components. This means they must be created prior to creating the
component records (hardware, software). It saves time because these records
must be defined before they can be referenced in component records. This
allows you to establish connections as you create the records.
1.3.9. 1.3.9. Inventory Management Record Hierarchy
Center
System
Service
Financial
Hardware / Software
Component Model
Hardware / Software
Component Direct
Hardware
Subcomponent
Model
Component
Hardware / Software
Hardware / Software
Parent / Child
Relationship
Model
Subcomponent
Component
Parent / Child
Relationship
Feature
Model etc.
Feature
Hardware / Software
Parent / Child
Relationship
Connection
Hardware / Software
1.4.
1.5.
Inventory Management uses network definition information, Vital Product Data (VPD),
local configuration data bases and, in some cases, discovery applications in order to
arrive at inventory information.
The following list of Inventory Management tools was accumulated after conducting a
general survey of large corporations in the area. The participants represented large
corporations with an annual I/S budget of over $100M. The survey solicited information
about how they performed Problem, Change, and Inventory Management and what
techniques and tools were used to accomplish tasks in the two areas that follow.
Those products which are specifically mentioned were approved by the vast majority of
participants. We also list major Inventory Management functions that can be fulfilled by
any number of products, but do not specifically mention a product by name.
1.5.1. 1.5.1. Asset Management at the System to Server Level
The major components that provide the collection and reporting vehicles for Inventory
Management from the system level out to the network server level include:
VTAM and NetView
VTAM and some specialized features of NetView are responsible for maintaining
the necessary linkages to the physical asset, whether it is within the system
complex or out to the server level on the network.
Centralized Data Bases
All assets and their associated information are stored in a centralized data base.
Editing and browsing capability are available through an on-line menu driven,
front-end that provides restricted security access, if necessary. This security is
provided through any number of host-based security packages.
Network Configuration Application (NCA) / MVS
NCA/MVS is a useful tool for migrating existing stand-alone (PC-based)
inventory control data bases to host-based formats. It should be noted that in
some cases conversion utilities have been written to convert these stand-alone
environments into a data base file structure.
Enterprise Physical Connection Tool (EPCT)
EPCT is a useful product for building configuration data bases and producing
physical and logical diagrams. The figure below illustrates the usage of these
tools within the process.
NCS / MVS
EPCT
Centralized
Asset Data Bases
NetView
VTAM
NETVIEW AUTOBRIDGE
* Alert / Problem Reporting
3174
Remote Controller
* Serial Number
* Type / Model
Remote
Controller
P
Remote Terminal
* Serial Number
* Type / Model
Management
The following figure illustrates a downstream view of Network Configuration and
Inventory Management.
Centralized Configuration
Data Base
NETVIEW
INDUSTRY PENETRATION
PVCS - INTERSOLV
LANFOCUS - IBM
VTAM
WAN SERVER
Automation Stops
at the Server Level
AUTOMATED
MANUAL
Asset management below the server level has not been widely implemented throughout
the industry today. WAN environments have their own unique challenges. Most hostbased products require an additional layer to bridge beyond the server level. The
products listed below are seeing some industry penetration and promise to be viable tools
in the coming months ahead.
PVCS Configuration Builder Series (Product of INTERSOLV Corporation)
The PVCS series covers all key functional areas for configuration management:
Version Management,
Build Management,
release Management, and
Report Generation.
These functional areas are available across all types of files including source
code, text, or documentation files, graphic or binary files. With PVCS Series
development teams can:
Recreate a system, or component of a system at any time and prevent inadvertent
errors and code changes with version management.
Rebuild an entire system when any component is changed without having to
remember complete relationships about elements of the system.
LANFocus Management / 2 (Product of the IBM Corporation)
This family of products provides System Management principles to LAN attached
workstations having OS/2 and DOS installed. The products provide a platform
which includes a programming interface for the creation of system management
applications. This includes applications which address the disciplines of problem
management, performance management, and configuration management.
1.6.
1.7.