방법 비교

	VMI (Vendor-Managed Inventory)	재고 경로 문제 (Inventory Routing Problem, IRP)	칸반(Kanban)
분야	운영관리	운영관리	운영관리
계열	Machine learning	Machine learning	Machine learning
기원 연도	2006	2014	1950
창시자	Disney, S. M., & Towill, D. R.	Coelho, L. C., Cordeau, J. F., & Laporte, G.	Taiichi Ohno
유형	Business and inventory model	Optimization problem	Production control system
원전	Disney, S. M., & Towill, D. R. (2006). Vendor-managed inventory: A taxonomy of approaches and implications. International Journal of Production Economics, 106(2), 440-456.	Coelho, L. C., Cordeau, J. F., & Laporte, G. (2014). Thirty years of inventory routing. Transportation Research Part B: Methodological, 55, 28-67.	Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, MA: Productivity Press.
별칭	VMI, supplier-managed inventory	IRP, vendor-managed logistics	visual management, pull system
관련	5	5	5
요약	Vendor-Managed Inventory (VMI) is a supply chain arrangement in which the supplier (vendor) has visibility into the customer's inventory levels and assumes responsibility for replenishing inventory to pre-agreed levels. Rather than customers placing orders based on internal forecasts, the supplier monitors actual consumption and triggers replenishment shipments automatically. VMI reduces administrative burden, minimizes stock-outs, improves cash flow (by reducing inventory in the supply chain), and fosters collaboration between supplier and customer.	The Inventory Routing Problem (IRP) is an optimization problem that jointly determines inventory levels at customer locations, delivery routes, and shipment quantities to minimize total logistics and inventory holding costs. Rather than treating inventory management and vehicle routing as separate decisions, IRP recognizes that they are interdependent: larger shipments reduce routing costs but increase inventory holding costs, and vice versa. IRP is solved using mixed-integer programming, heuristics, and metaheuristics, and is a cornerstone of vendor-managed inventory (VMI) programs.	Kanban is a pull-based production control system developed by Taiichi Ohno at Toyota in the 1950s that uses visual signals (traditionally cards or bins) to trigger production and movement of materials based on actual demand rather than forecasts. The Japanese word 'kanban' means 'visual card' or 'sign,' and the system operates on the principle that work should flow in response to downstream requirements. Kanban is a foundational element of the Toyota Production System and lean manufacturing, enabling just-in-time production, reduced inventory, and improved flow efficiency.