Product Name: Finance in Supplier Chair

問題: 如何在供應鏈的流程中插入財務?

原本負責庫存管理的我，突然因為庫存量暴增，而與財務主管討論如何在每日的庫存報表中拆分各子公司的庫存金額。原本認為這任務並不難，只要能夠分辨每一個流程結點，應該就可以達成財務主管的需求，殊不知，事情並不如我想得這樣簡單，經過長時間的溝通，理解Supplier Chair 與 Finance之間的差別。

1. 所有權:
2. 供應鏈本身是沒有所有權概念，每一個產品運送流程簡單到從工廠直接到前端，中間僅需區分前端可使用的(on-hand)與不可使用的(in-transit)、成品(FG)或零件(PT)。
3. 財務是需要從流程中拆分所有權，因交易流的關係，需區分工廠、中間商、前端各自的所有權。
4. 時間點:
5. 供應鏈時間點簡單的區分從工廠出貨時間到前端到港的時間，供應鏈在意的是前端的需求，工廠是否來得及提供。
6. 財務最困難的就是從單一報表中，區分每個一子公司的結算時間，這部分只能接近，不能完全符合。

Product Name: Finance in Supplier Chair

Question: How to calculate Finance in Supplier Chain?

When the inventory increases fastly, the finance executive discusses with me distinguishing the on-hand and in-transit by finance. It is difficult, and I need to know the difference between supplier chain and finance. 

1. Owner: 
2. Supplier chair management demand for sales and manufacture for the factory.
3. Finance needs to identify the on-hand and in-transit which is owned.
4. Time:
5. Supplier chair management delivery and arrival time.
6. Finance needs to know what time settle by the sub-company.

First, I need to know suppler chain flow from factory to customer(sales).

Second, I need to know the time for settle in company.

Third, I need to know owner.

Last, I need to know how to compare the report with supplier chain and finance.

Data Flow and Relation report