Introduction
The aerospace industry of the UK is controlled in accordance with three policies that involve Inventory Location Management, as well as Cycle Count policies. These are regarded as the key factors of successful aerospace development, and the aim of the paper is to overview the entire sphere from the perspectives of these policies. Purposes, scopes, backgrounds, and policy origins will be regarded as the necessary aspects of aerospace overview and development.
Inventory Location Management Policy
In accordance with the purpose of this policy, it should be stated that planning of resource allocation, as well as maintenance strategies that are performed in the aerospace industry, are needed for giving directions and regulations for further assigning of inventory status codes. This is required for strict standardization of the industry in general, and for applying the strict rules of standard naming convention. The processes of the industry are controlled by the proper inventory strategy that allows establishing proper utilization of standard naming convention, as well as a method of storing the necessary materials. As a rule, it is not expected from the policy of changes that naming convention will have an immediate effect; nevertheless, the guidelines of the inventory location management should be used for developing the changes.
Resource planning is regarded as the basis of inventory location management policy. In fact, it is applied for developing the aerospace industry, and it is an integral part of controlling the resources available. The fact that the strategy is developed on the SMART (Self-Monitoring, Analysis, and Reporting Technology) basis, makes the strategy reliable and potentially perspective for developing proper logistics and chain supply principles. Hence, as it is stated by Thomas (2005, p. 135):
ERP offers a complete solution including software, support, implementation, training, and consulting from experienced professional services and government contract specialists. Resource planning combines the strength of a world-class Enterprise Resource Planning system with functionality such as lean manufacturing and patented concurrent scheduling, production and inventory control, financials, logistics, and customer relations along with tools specific to the aerospace industry.
Cycle Count Policy
This sphere of aerospace management is intended for managing the physical inventory of the industry, with further control of daily operations, as well as offering ongoing measures for implementing a reliable level of inventory accuracy. This is required for the proper procedure execution, as well as cycle counting shortening.
IRA, SCAC, and SCM principles are intended for the proper control of Cycle Count Policy implementation, as well as further assessment of the implementation results, and quality control principles. This is required for controlling the inventory records, and adjusting Variances outside the established tolerance levels within the inventory record errors. The processes associated with the implementation of the cycle count policy are closely linked with the necessity to overcome the challenges associated with processes monitoring. Additionally, the main problem is linked with implementing quality auditory practices, while the entire aerospace industry is based on the principles of quality control and monitoring. In the light of this fact, it should be stated that the values of quality control and audit are closely associated with the success of aerospace development and project implementation processes that are an integral part of aerospace management. Therefore, in accordance with Varga and Allen (2009), it should be emphasized that short implementation time was the key factor for implementing the most crucial decisions that were needed for maintaining the most perspective projects. Therefore, the implementation system was combined with the consultation body of experts that create the necessary management and consultation basis for further implementation of the aerospace projects and control strategies.
Stock Accuracy Comparison
Stock accuracy, in accordance with the Data Warehouse, as well as Enterprise Resource Planning is defined as the system with particular benefits that are closely linked with the values of effectiveness and supply accuracy. In fact, stock accuracy of various warehouses of the aerospace industry is defined by the effectiveness of the previously described policies (Invention Location management, and Cycle Count Policy). Therefore, features of the stock control systems involve:
- Opportunity to locate shortages of the necessary parts
- Clear system of object identification and cataloging
- Order replenishment and high effectiveness of supply system
Therefore, as it is stated by Lorell and Lowell (2007, p. 319):
Aerospace and Defence leaders can depend on Clear Spider’s inventory management solution. Clear Spider offers unique inventory visibility that gives organizations and their suppliers’ clarity of product description, location, and stock level. It’s a solution that is designed with Aerospace and Defence in mind, giving professionals the efficiency, accuracy, and traceability they need.
In the light of this fact, it should be emphasized that Expert Systems of stock accuracy control are intended for counting and registering all the items that are stored or used, and further assessment of the industry needs for quicker development of the industry, and projects implemented.
Conclusion
Policies and principles, applied in the aerospace industry are intended for better control of the stock accuracy, as well as registration of the supplied and used objects. Regardless of the effectiveness of the system in general, the stock accuracy involves constant improvements and control schemes.
Reference List
Lorell, M. A., Lowell, J. 2007. Going Global? : UK. Government Policy and the Defence Aerospace Industry /. Santa Monica, CA: Rand.
Thomas, M. 2005. UK Arms Firms Will Get Advance Warning of Any SFO Investigation for Corruption. This Is like the Police Telling Crack Dealers That the Sniffer Dog Has a Cold, So They’ll Pop Round Later. New Statesman, 134, 8.
Varga, L., Allen, P. M. 2009. Sustainable Supply Networks: a Complex Systems Perspective. Emergence: Complexity and Organization, 11(3), 16.