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Research Article
Online Procurement and Inventory Technology Based on Cloud
Computing System
Yong Xue and Qingli Sun
Department of Space Support, Space Engineering University, Beijing 102206, China
Correspondence should be addressed to Qingli Sun; 10201902050026@stu.sisu.edu.cn
Received 6 May 2022; Revised 13 June 2022; Accepted 16 June 2022; Published 9 July 2022
Academic Editor: Mohammad Ayoub Khan
Copyright ©2022 Yong Xue and Qingli Sun. is is an open access article distributed under the Creative Commons Attribution
License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is
properly cited.
In order to explore the collaborative development of online procurement and inventory technology, this paper combines cloud
computing technology to build online procurement and inventory management models, and builds a collaborative procurement
computing experimental model with the help of a service system. Moreover, this paper clarifies the evolution problem of clustered
supply chain network, and defines and constrains the model. In addition, this paper uses Agent technology to construct individual
model and behavior model. Further, by complementing the advantages and disadvantages and mapping rules between Agent
technology and Web service technology, the Agent model is mapped into a service model, which integrates the intelligence of
Agent and the openness and cross-platform characteristics of Web services. Finally, this paper simulates the procurement and
management model proposed in this paper through the simulation platform. e data analysis and research results show that the
online procurement and inventory management technology based on the cloud computing system proposed in this paper can
effectively promote the stable operation of procurement and inventory.
1. Introduction
e traditional procurement inventory management of
manufacturing enterprises is aimed at a single enterprise.
In addition to the raw materials required for production,
the purchased materials also include purchased parts and
fixtures in product manufacturing. e purpose of pur-
chasing is to replenish inventory, and the purpose of in-
ventory is to ensure production. Moreover, the purchasing
department generally does not care about the production
process of the enterprise, nor does it need to understand the
production progress of the enterprise and the changes in
product demand, and only needs to purchase according to
the inventory. erefore, the procurement plan formulated
by the procurement department is often incompatible with
the changes in the manufacturing needs of the enterprise.
In the procurement process, the work of procurement
focuses on transactional activities with suppliers. Usually,
in order to reduce the purchase price, it is preferred to
increase the purchase volume, and the resulting increase in
inventory and working capital is relatively less considered.
Purchasing management occupies a very important
position in modern enterprise management. Its role is not
limited to providing the necessary material supply for the
production of enterprises, but also an important way for
enterprises to reduce management and operating costs and
enhance competitiveness. erefore, comprehensively im-
proving the level of procurement management has become
an inevitable requirement for modern enterprises to im-
prove their competitiveness and continue to grow and
develop.
Procurement cost is an important part of enterprise
operation and management cost. In particular, for
manufacturing enterprises, the proportion of procurement
costs in the operation and management costs of enterprises
can be as high as 30%–75% [1]. erefore, the effect of
controlling procurement costs on reducing the operating
costs of enterprises can be imagined. Scientific and efficient
Hindawi
Security and Communication Networks
Volume 2022, Article ID 7112715, 13 pages
https://doi.org/10.1155/2022/7112715
procurement management can not only reduce the cost of
material purchase, thereby reducing the cost of products, but
also reduce the amount of inventory, inventory manage-
ment, and material transportation costs, thereby improving
inventory turnover, improving the overall operating effi-
ciency of the enterprise, and reducing operating costs [2].
As the concept of supply chain management is deeply
rooted in the hearts of the people, more and more companies
regard suppliers as important support for their own product
development and development. Moreover, they are placing
increasing emphasis on establishing and maintaining long-
term partnerships with their suppliers, so that with the help
of the suppliers’ technology and R&D capabilities, they can
obtain the development trends of major raw materials and
related technical support without direct investment. is
undoubtedly provides favorable conditions for the research
and development and development of enterprise products
[3].
is paper combines cloud computing technology to
build an online procurement and inventory management
model, and analyzes the balance between procurement and
inventory management to improve the level of enterprise
procurement and inventory management.
2. Related Work
Realizing the role of purchasing management to reduce
costs, reducing the cost of purchasing inventory manage-
ment is a key part of it, and the control of the overall cost of
inventory management is inseparable from the cooperation
of purchasing management. It can be said that purchasing
management and inventory management have an insepa-
rable relationship [4].
Purchasing management is an important means of in-
ventory control. ere are many means of inventory control,
such as controlling the quantity of purchases, controlling the
time of purchases, and reducing the amount of safety stock
[5]. e fundamental and effective way to control inventory
is by no means limited to these “symptom” methods, but
should focus on the overall situation of supply chain
management, grasp the cause of inventory, and control it
from the process. is comprehensive inventory manage-
ment concept is inseparable from cooperation with pro-
curement management: first, the formulation of inventory
management strategies must consider the coordination with
procurement strategies and the level of procurement
management, whether it is the setting of safety stock levels,
the setting of order quantities, the calculation and issuance
of material requirements, and the delivery of manufacturers.
e control of the quantity and batch must consider the
coordination of the existing procurement management level
and procurement strategy; secondly, from the perspective of
overall supply chain management, procurement manage-
ment is an important means of inventory control. From the
perspective of the supply chain, the control of inventory is
inseparable from the cooperation of the upstream and
downstream of the supply chain [6].
e realization of inventory control goals is inseparable
from the cooperation of reasonable procurement strategies.
e implementation of inventory management strategies
requires the support of reasonable procurement control
processes established by effective procurement management
and the cooperation of good supplier partnerships. Second,
procurement management should be oriented toward in-
ventory management goals. e most basic function of
procurement is to meet the demand; in the actual operation
of the enterprise, the material demand must be based on the
customer’s order demand, and it is determined on the basis
of considering the inventory management indicators [7].
Purchasing management is fundamentally oriented to-
ward the goal of inventory management. In addition, in
advanced enterprise management, in addition to the most
basic function of meeting demand, procurement manage-
ment should also take cost reduction as an important
purpose, and inventory cost is the top priority of enterprise
operating costs [8]. In this sense, procurement management
must also be oriented toward the goal of inventory man-
agement. Finally, although there are differences between
procurement management and inventory management, they
both take the overall goal of supply chain management as the
ultimate goal [9]. eir common goal is to improve the
efficiency of business management and operation and re-
duce business operating costs. ey are both key links in
supply chain management, and they are interdependent and
inseparable. It is precisely because procurement manage-
ment and inventory management have such an interde-
pendent and inseparable relationship; starting from the
closest relationship between the two, the research on pro-
curement inventory management strategy as a whole is
carried out in-depth research [10].
Procurement management and procurement are two
different concepts. As mentioned above, procurement is an
important production and operation activity of an enter-
prise. In order to ensure the smooth progress of procure-
ment activities and its consistency with the company’s
overall operational goals, it is necessary to carry out nec-
essary planning, organization, coordination, and control,
that is, procurement management [11]. Purchasing man-
agement is the whole process of purchasing activities from
plan release, purchase order generation, purchase order
execution, arrival receipt, inspection and storage, purchase
invoice collection to purchase settlement, supervision, to
achieve scientific management of the implementation pro-
cess of corporate procurement activities [12]. Purchasing
management is the most basic goal of ensuring that materials
meet the needs of production and operation. For different
procurement activities, the difficulty of procurement man-
agement is also different due to the different procurement
objectives, procurement environment, and the complexity of
procurement materials. In different business environments,
the operation and coverage of procurement management are
also different [13].
Purchasing management has completed the transition
from the simple process of negotiating prices and purchasing
materials in the traditional sense to modern purchasing
management. Modern procurement management, as one of
the three cores of supply chain management, has been
endowed with more functions and higher expectations, and
2Security and Communication Networks
it has become a key part of improving the competitiveness of
enterprises [14]. e value of modern procurement man-
agement has far exceeded its traditional value. It not only is
the main link that affects the cost structure of enterprises,
but also affects the time to market and delivery of enterprise
products, product quality, and enterprise delivery flexibility.
Profitability is thus comprehensively affecting the compet-
itiveness of enterprises. In modern procurement manage-
ment, the procurement functional department should not
only pay attention to the unit price of materials, but also pay
attention to the total cost of procurement and even the
overall cost of supply chain management [15], not only to
complete short-term transactions with certain suppliers, but
also to focus on training and maintenance. Long-term
strategic partnership with suppliers not only passively
performs functions to fulfill demand or cost goals, but also
actively participates in the product development process and
makes recommendations that are beneficial to ensuring the
supply of raw materials required for products [16]. In order
to realize the above procurement management value and
make it perform its functions effectively, the management of
each enterprise began to formulate procurement strategies
suitable for their own characteristics under the background
of supply chain management and established corresponding
procurement management models under the guidance of
procurement strategies [17].
3. The Construction of Collaborative
Procurement Model
3.1. Agent Model of Procurement Enterprise. e size of a
business is related to its growth rate. e initial growth rate is
determined by the location of the enterprise, the enterprise
grows according to a certain growth rate, and the growth rate
is affected by the synergistic effect. An enterprise has a life
cycle and experiences an S-shaped o-curve that tends to
stabilize from growth to peak, as shown in Figure 1.
erefore, the scale growth model of the enterprises in the
cluster can be constructed according to the logistic growth
model, and the growth process of the enterprises in the
cluster can be described.
According to the Rogers model, the growth rate of a firm
at time tis shown in
dxi(t)
dt�ri(t)xi(t)1−xi(t)
ki
.(1)
Among them, xi(t)is the growth scale of the purchasing
enterprise at time t,ri(t)is the internal growth rate achieved
by the purchasing enterprise only relying on limited re-
sources, and ri(t)>0, kiis the maximum scale that the
purchasing enterprise can grow with only limited resources.
e synergy effect affects the growth rate of the enter-
prise. e synergy effect of the purchasing enterprise Agent
is only the horizontal synergy effect, expressed by coopra-
teAdd, and the enterprise development scale in the case of
horizontal synergy is shown in
dxi(t)
dt �ri(t)xi(t)1−xi(t)
ki
+cooprateAdd
.(2)
cooprateAdd is the synergy effect when purchasing
enterprise iselects the same type of company jfor synergy
(horizontal synergy), and the value is aijxj(t)/kj, where
aij is the cooperation effect coefficient, which represents the
influence of cooperative company jon purchasing company
i, and −1<aij <1.
Comparing formulas (1) and (2), it can be seen that
enterprises can achieve a new scale by breaking through their
own maximum scale limitations through rapid development
through coordination. e development of enterprises
pursues long-term cooperation benefits, and through col-
laboration, enterprises can achieve better scale growth.
3.1.1. Changes in the Collaborative Attitude cAt of the En-
terprise over Time. e behavior set of purchasing enterprise
Agent is A[a1, a2], where a1 is an independent purchasing
behavior, a2 is a cooperative purchasing behavior, and its
initial behavior probability Tis a random number of (0,1),
and Taq+Ta2�1 and Ta2are cAt.
In collaborative procurement, the purchasing Agent’s
goal is to obtain the biggest reward and punishment signal in
the market environment, that is, the profit value. In each
production activity, the purchasing enterprise Agent accepts
the input of the market environment state sand makes a
tentative behavior a. is behavior causes the market en-
vironment state sto change to s’, and the purchasing en-
terprise Agent accepts the reward and punishment signal fof
the market environment. If a certain behavior of the pur-
chasing enterprise Agent leads to more market environment
rewards, the probability of the behavior increases; that is, the
tendency of purchasing enterprise Agent to take this be-
havior strengthens, as shown in
CAt �Ta2
�Ta2
′+f−f′
f′,
(3)
Scale
Time0
Figure 1: O-shaped curve of firm size.
Security and Communication Networks 3
Among them, Ta2
′is the purchasing enterprise in the last
production activity. e probability of the Agent’s coop-
erative behavior, f’, is the income value of the purchasing
enterprise Agent in the last production activity.
3.1.2. Changes in the Income Value of Purchasing Enterprises
over Time. e income value of purchasing enterprise is
shown in
cFadapt(t) � in(t) − co(t).(4)
In formula (4), in(t)represents the current income of the
enterprise at time t, and its value is in(t) � cPrice ∗cNim.
co(t)is the cost of the current purchasing company at time t,
and its value is
co(t) � purco(t) + logco +stoco +coopco ,(5)
where Ta2
′is the purchase cost, logco is the logistics cost, and
stoco(t)is the storage cost, all of which are nonlinearly
proportional to the batch. coopco is the collaborative
management cost, which mainly includes the fixed cost of
collaborative behavior and the proportional commission
price_alliance of each collaborative benefit, and its value is
shown in formula (5).
Among them, αis a fixed ratio. If we assume that the
current selling price and quantity of the purchasing enter-
prise remain unchanged, the current income of the pur-
chasing enterprise remains unchanged, and the current
value of the Agent’s income is determined by the cost.
e vertical coordination process of the Agent of the
large-scale purchasing enterprise is similar to that of the
Agent of the small and medium-sized purchasing enterprise.
Due to the large-scale purchasing enterprise’s abundant
Agent resources and strong ability, it can select the supplier
Agent within a certain range. Firstly, according to the co-
operation success probability calculated during the trial
operation period, the supplier Agents within the scope are
screened. If the cooperation success probability is greater
than the failure probability, that is, the cooperation success
rate is >0.5, the comprehensive evaluation function Ris
selected according to the supplier to evaluate all the supplier
Agents in the range. e comprehensive evaluation function
Ris shown in
R�α∗price +β∗quali.(6)
Among them, 0 ≤α,β≤1 and α+β�1. We use the
comprehensive evaluation function Rto check the com-
prehensive evaluation results of the supplier Agent’s price
and capability, select the optimal supplier Agent within this
range, and negotiate the conflict items to determine whether
a collaborative agreement is reached.
e collaborative procurement process of purchasing
enterprise Agent is shown in Figure 2.
Purchasing enterprise Agent chooses to cooperate with
other purchasing enterprise Agents according to certain
collaborative selection rules. Figure 3 shows the steps of
purchasing enterprise Agent cooperating with other pur-
chasing enterprise Agents.
Agents of purchasing enterprises interact with each
other in the market environment, constantly perceive the
environment, adapt to the environment, and choose the
optimal action to achieve the target task through learning.
However, not all enterprises in the cluster have complete
information, and the different information, cognition,
preferences, and processing methods they have at different
stages lead to different behaviors. e Agent behavior de-
cision function of purchasing enterprise is shown in
Ar+1�ωAr|cFada(p)t
.(7)
3.2. Supplier Agent Model in Collaborative Procurement.
Part of the objective attributes of the supplier Agent all
change with time.
3.2.1. Scale of Supplier Agent. e scale of the supplier Agent
also follows the Rogers model, and the scale of the enterprise
development under the cooperation of the supplier Agent is
shown in
dxi(t)
dt �ri(t)xi(t)1−xi(t)
ki
+cooprate Add +procrate Add
.
(8)
Among them, xi(t)is the growth scale of the supplier at
time t,ri(t)is the internal growth rate achieved by the
supplier only relying on limited resources, ri(t)>0, and k
i
is
the maximum scale that the supplier can grow with only
limited resources. cooprateAdd is the synergy effect when
supplier iselects the same type of enterprise jfor synergy
(horizontal synergy), and the value is ajjxj(t)/kj, where
aij is the cooperation effect coefficient, which indicates the
influence degree of cooperative enterprise jon supplier i, and
Collect market
information
Purchase order of
material department
Order
Preparation of the plan
Suppliers in the
supply chain
Select a collaborative
enterprise
Select the supplier
Award a contract
Logistics transportation
Acceptance payment
After-sales evaluation
Adjust the procurement plan
Plan
Implement
Monitor
Figure 2: Collaborative procurement process.
4Security and Communication Networks
−1<aij <1. procrateAdd is the synergy effect when pur-
chasing enterprise pselects the current supplier ifor pur-
chasing (vertical synergy), and the value is ajjxj(t)/kj,
where ap is the cooperation effect coefficient, which rep-
resents the influence degree of cooperative enterprise pon
manufacturer j, and −1<apt <1.
e size of an enterprise is determined by the initial
growth rate and the synergy between enterprises. In the case
of the same initial growth rate, the size of the synergistic
effect between enterprises determines the size of the en-
terprise. Comparing formula (1) and formula (8), it can be
seen that the development scale of supplier Agent is affected
by the synergy effect including horizontal synergy and
vertical synergy.
3.2.2. Product Price Provided by Supplier Agent. e price of
the product provided by the supplier Agent changes in-
versely proportional to the purchase batch in the order of the
purchasing enterprise Agent, as shown in
sPrie �1
kcPeac.(9)
Among them, k>0. Within a certain range, the larger the
purchasing batch of the purchasing enterprise Agent, the
lower the price provided by the supplier’s Agent. Due to
constraints such as cost, the product price is ultimately
maintained in a relatively stable range, as shown in Figure 4.
3.2.3. Income Value of Supplier Agent. e income in(t) of
the supplier is similar to that of the purchasing enterprise
Agent. Since the supplier Agent directly faces the raw
material market and does not have the production behavior
of purchasing raw materials, the cost of the supplier Agent is
shown in
co(t) � logco +stoco +coopco.(10)
logco(t)is the logistics cost, stoco(t)is the storage cost,
and both are nonlinearly proportional to the batch.
coopco(t)is a collaborative management cost consisting of a
fixed fee, fixfee_alliance, and a percentage of collaborative
income, which is similar to the collaborative management
cost of this case.
e purchasing enterprise Agent submits the purchasing
task to the service system Agent, and the service system
Agent splits and merges it, generates the corresponding
bidding documents, and publishes it to the supplier Agent.
e bid is represented by a triple, as shown in
〈VPC, Tt, CTt〉,(11)
View the other purchasing enterprise Agent under
your own access rules
Check out the
cooperation success rate
>0.5
View batch
It is 150percent or 50percent of its
own batch
View collaborative
relationships
There is no synergistic
relationship
Establish a horizontal
synergy relationship
Y
Y
Y
No, view other businesses
No, view other businesses
Figure 3: e steps of purchasing enterprise Agent to collaborate with similar enterprises.
Security and Communication Networks 5
Among them, VPC represents the virtual procurement
alliance, that is, the tenderer of the procurement task, T
represents the procurement task of the virtual procurement
alliance at time t, that is, the procurement of products, and
CT represents the constraints of the virtual procurement
alliance on the supplier Agent at time t. Among them, CT is
represented by a quaternion as shown in
CTt� 〈P, Q, A, S〉.(12)
Prepresents the price of the purchased product, Q
represents the quality of the purchased product, Arepresents
the delivery capability of the supplier Agent, and Srepresents
the after-sales service of the supplier Agent.
e purpose of the supplier’s Agent’s production and
operation is to meet the products that the purchasing en-
terprise’s Agent needs. Supplier Agent can win the com-
petition and become a member of virtual collaboration
alliance, depending on its own ability.
Explicit abilities mainly include the following:
(1) Work space: e place of supplier’s production
activities;
(2) Equipment: e number of equipment used in the
production process and the advanced nature of the
technology used by the supplier Agent;
(3) Material: Raw materials or semi-finished products
for production and living held by the supplier Agent;
(4) Product quality: It includes basic product attributes:
identifier, description, name, etc.; product specifi-
cations: physical attributes, structural attributes,
technical attributes, performance attributes, etc., as
well as quantity, price, and version. Product quality is
expressed by product qualification rate and product
repair rate as shown in
Product percent of pass �Total Numbers of qualified products
The total number of the products ,
(13)
Product repair rate �The total number of qualified product
The total number of the products .
(14)
Hidden abilities mainly include the following:
(1) Personnel ability: the number of personnel, profes-
sional level, etc.
(2) Management ability: personnel professional famil-
iarity and experience knowledge, etc.
(3) Delivery ability: the ability to complete the order task
within the specified time. If the punctuality of de-
livery is low, it will inevitably affect the production
technology of the purchasing enterprise and ulti-
mately affect the response of the entire clustered
supply chain to the market. It is measured by the on-
time delivery rate, which is shown as follows:
On time delivery rate �On time delivery times
Total number of delivery.(15)
(4) Production flexibility: the ability of suppliers to adapt to
changes in demand. Quickly adapting to changes in
market demand is one of the goals of a clustered supply
chain, and the enterprises in it must also have the ability
to quickly adapt to the film and television environment,
so production flexibility is also an important indicator
for evaluating an enterprise’s capabilities. Moreover,
production flexibility can be measured using quantity
flexibility and time flexibility. Quantity flexibility refers
to the adaptability of suppliers when the purchasing
quantity of the purchasing enterprise changes.
(5) Service capability: the capability to provide direct
after-sales service support for the product.
e service system Agent selects the supplier Agent
according to the evaluation result of the supplier Agent’s
ability according to the supplier Agent’s constraint condi-
tions, as shown in formula:
On time delivery rate �On time delivery times
Total number of delivery.(16)
Among them, 0≤α,β,δ,ε≤1and α+β+δ+ε�1. e
algorithm checks the comprehensive evaluation results of the
supplier Agent in terms of price and capability through the
comprehensive evaluation function R′, selects the optimal
supplier Agent within the scope, returns the winning infor-
mation, and assigns the task to the winning bidder. At the
same time, the algorithm returns rejection information to
other bidding companies and sends the bid-winning supplier
Agent information to the purchasing company’s Agent. If
there is no vertical synergistic relationship between the
purchasing enterprise Agent and the optimal supplier Agent
within the scope, a cooperative relationship is established.
In addition, the service system Agent can judge the scope
and degree of cooperation between enterprises, the sharing
authority of information and knowledge, etc., and adjust it
according to the continuous changes of the environment.
3.3. Construction and Implementation of Web Services.
When interacting with the service system, the model
analyzes the functions of each department and maps the
Purchase batch0
Product
price
Figure 4: Product price curve.
6Security and Communication Networks
department resources that interact with the service system
into corresponding services according to the relationship
between resources and services according to the service
requirements of the supplier Agent, as shown in Figure 5.
In the specific Web service modeling process, consid-
ering the similarity between object-oriented analysis and
design and service-oriented analysis and design, the UML
modeling method is used for reference in the modeling
process, as shown in Figure 6.
In QoS-based service selection, QoS attributes need to
consider both determinism and uncertainty of attribute
values. First, it is necessary to quantify the QoS attributes,
that is, to standardize the QoS attributes, so that the QoS
attributes of each service are comparable.
3.3.1. Determining Numerical QoS Attribute Matches. S
represents that the QoS attribute is a numeric publishing
service. mQoS attributes are chosen to describe the service.
e matrix Qis obtained as shown in formula:
Q�
q11 q12 · · · q1m
q12 q22 ⋮q2m
⋮ ⋮ ⋮ ⋮
qr1qr2· · · qnm
⎛
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎝
⎞
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎠
.(17)
ere are two types of exact numerical QoS attributes.
One type is positive quality attributes (such as benefit at-
tributes). e larger the value, the better the service quality
(such as after-sales service, etc.). One category is negative
quality attributes (such as cost attributes and delivery time).
e smaller the value, the better the quality of service (such
as purchasing services). In order to make the two types of
QoS attributes comparable, the negative attributes need to be
processed. As shown in formula (18), the negative QoS
attributes are quantified into positive quality attributes with
values between 0 and 1:
Vij �
qij
r
i�1qij
,Forward QoS attributes,
1/qij
r
i�11/qij
,Negative QoS attributes.
⎧
⎪
⎪
⎪
⎪
⎪
⎪
⎪
⎪
⎨
⎪
⎪
⎪
⎪
⎪
⎪
⎪
⎪
⎩
(18)
Among them, 1≤j≤m, 1≤i≤r.
e quantized arrival matrix of accurate numerical QoS
attributes is shown in
Procureme
nt services
Marketing
service
After-sale
service
Logistics
services
Financial
services
Control mechanism
Learning
mechanism
Service system
Internet Internet Internet Internet Internet
Supplier Web
Services
Figure 5: Provider’s Web service model.
Functional
analysis
Case in simple use ?
Service operation
Service operation
validation
Service model
YFlow analysis
N
Service
operations merge
Figure 6: Flowchart of SOA-based Web service modeling.
Security and Communication Networks 7
Send an
order
Order service 1
Send an
order
Order service n
Receive
orders
Order service
Production of
new orders
Tendering and
bidding services
New order details
Bid service
Invitation for bid
Receive
the
invitation
Analysis of
tenders
documents
Select the best
supplier
Check
inventory
Inventory
service
Logistics services
Confirm
delivery
Send
goods
Amount
Delivery details
Services
Complete the
payment
Confirm
payment
Services
Cargo
Amount of money
Details of
the order
Details of
the order
Application for
tenders
Send order
information
(a)
Figure 7: Continued.
8Security and Communication Networks
Q′�
V11 V12 · · · Vim
V12 V22 ⋮V2m
⋮ ⋮ ⋮ ⋮
Vr1Vr2· · · Vnm
⎛
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎝⎞
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎠.(19)
Among them, 0 ≤Vij ≤1. e model uses the above
method to complete the quantification of the numerical QoS
attributes and uses formula (20) to calculate the compre-
hensive value of the QoS attributes of each service
Si(1≤i≤r).
QoS Si
�
m
i�1
Wj∗Vij.(20)
Among them, Wjis the weight of the jth QoS attribute
defined by the service requester. en, compare the service
quality according to formula (20). e larger the QoS(Si)is,
the better the service can meet the needs of the service
requester.
3.3.2. Uncertainty of QoS Values, at Is, e Matching of
Interval-Type QoS Attributes. When the value of the QoS
attribute is uncertain, it is represented by an interval value.
e size of two interval-type values is calculated mainly by
comparing the degree of similarity between the two inter-
vals, that is, whether the two intervals are similar is judged by
the possibility between the interval numbers of the QoS
attribute. We assume that the two intervals are the interval-
type value of a� [a1, ar]and b� [b1, br]. If the interval
value a is a benefit attribute, then a represents the minimum
value acceptable to the service requester, a
1
represents the
most expected value, and similarly the interval value bis
derived. If the interval-type value a is a cost attribute, it
represents the most expected value of the service requester,
and a
r
represents the acceptable minimum value. Similarly,
the interval-type value bis derived. en, the probability of
interval a≥bis shown in
p(a≥b) � min max ar
i−bl
i
Iai+Ibi
,0
,1
.(21)
Send an
order 1
Send an
order n
Receive
orders
Production of
new orders
New order details
Invitation for bid
Receive
the
invitation
Analysis of
tenders
documents
Select the best
supplier
Check
inventory
Confirm
delivery
Send
goods
Amount
Delivery details
Complete
the
payment
Confirm
payment
Cargo
Amount of money
Send order
information
Application for
tenders
Details of
the order
Details of
the order
(b)
Figure 7: Collaborative procurement model. (a) Collaborative procurement service flow model, (b) collaborative procurement composition
services.
Security and Communication Networks 9
Among them, Iais the length of interval a and
Ia�ar−a1,Ibis the length of interval b, and Ib�br−b1.
When it is extended to multiple intervals: ai� [a1
i, ar
i]and
bi� [br
i, br
i], the comprehensive possibility of multiple in-
tervals is shown in
p′(a≥b) � βimin max ar
i−bl
i
Iai+Ibi
,0
,1
.(22)
Among them, βiis the weight of the ith attribute and
0<βi<1, βi�1.
Likewise, S�S1, S2,. . . , Sr
represents a service pro-
vided by a service provider whose QoS attribute is an in-
terval-type value. m QoS attributes are chosen to describe
the service. e following matrices A and B are obtained as
shown in
A�
a1
11 a1
12 · · · a1
1m
a1
21 a1
21 ⋮a1
2m
⋮ ⋮ ⋮ a1
2m
a1
t1a1
t2· · · a1
tm
⎛
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎝
⎞
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎠
.(23)
In matrix A, a1
ij represents the minimum value of the jth
QoS attribute of the ith service, where 1 ≤i≤tand 1 ≤j≤m.
B�
ar
11 ar
12 · · · ar
1m
ar
21 ar
21 ⋮ar
2m
⋮ ⋮ ⋮ a1
2m
ar
t1ar
t2· · · ar
tm
⎛
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎝⎞
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎠.(24)
Supplier
Branch
warehouse 1
Branch
warehouse 2
Distributed
procurement
1
1
2
2
(a)
Supplier
Branch
warehouse 1
Branch
warehouse 2
Tot a l
warehouse
Centralized
distribution and
dispersed inventory
2
2
1
(b)
Centralized
inventory
Centralized
distribution
Centralized
distribution
Supplier
Branch
warehouse 1
Branch
warehouse 2
Tot a l
warehouse
1
3
3
(c)
Figure 8: Operation process of inventory allocation strategy under different procurement modes. (a) Decentralized inventory under
decentralized purchasing model, (b) decentralized inventory under centralized purchasing mode, (c) centralized inventory under the
centralized procurement model.
10 Security and Communication Networks
In matrix B, ar
ij represents the maximum value of the jth
QoS attribute of the ith service, where 1 ≤i≤tand 1 ≤j≤m.
en according to formula (5–2), quantize a1
ij and ar
ij in A
and B and combine the quantized A and B to obtain matrix
C, as shown in
C�
e1
11, e11
e1
12, er
2
· · · e1
1m, er
1m
e1
21, er
21
e1
22, er
22
· · · e1
2m, er
2m
⋮ ⋮ ⋮ ⋮
e1
n1, er
n1
e1
n2, er
n2
· · · e1
nm, er
nm
⎛
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎜
⎝⎞
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎟
⎠.(25)
([b1
1, br
1],[b1
2, br
2],...,[b1
m, br
m]) expresses the interval
description of mQoS attributes by the service requester.
First, formula (18) is used to quantify the interval [b1
i, br
i],
then the interval description of the QoS attribute by the
service requester becomes ([f1
1, fr
1],[f1
2, fr
2],...,[f1
m, fr
m])
v, and at this time 0 <f1
i<1,0<fr
i<1, where 1 <j<m.
Finally, formula (22) is used to calculate the multi-in-
terval possibility of the QoS attribute of the service requester
and the QoS attribute provided by the service provider. e
greater the probability, the more the service is to meet the
needs of the service requester.
3.3.3. Service Composition. In the case of collaborative
procurement services, the process consists of a series of
activities in a specific sequence. A step in the activity flow is
an operation of a Web service that completes a specific
function, as shown in Figure 7(a).
Figure 7(a) shows the data items and sequence passed in
collaborative procurement activities and shows the activities
that belong to the same service. It can be seen from the figure
that various fine-grained services are combined into coarse-
grained combined services with business logic. e service
composition meta-model adopts a general architecture
based on workflow definition and is independent of lan-
guage. Its main function is to combine fine-grained services
into a coarse-grained service according to business logic and
expose its public interface to provide new functions. A
composite service consists of multiple service providers that
are connected to each other, where multiple fine-grained
Web services implement activities in a business process. e
collaborative procurement composition service is shown in
Figure 7(b).
4. Online Procurement and Inventory System
Based on Cloud Computing System
e operation process of inventory allocation strategy under
different procurement modes is shown in Figure 8.
e master-slave management structure of the hierar-
chically controlled distributed inventory allocation model is
very similar to the task management structure of the Hadoop
cloud platform. e distributed inventory allocation system
Storage Information
Center
NameNode
Algorithm scheduling layer
Data storage
layer
HDFS
Sub-control
center B
DateNodeB
Data access layer Data access layer
Alternation of
bed (end
instrument)
Submit tasks
configuration
parameter
Read storage
data
Read storage
data
Upload it to a
distributed file
system
Upload it to a
distributed file
system
Submit the warehouse
information and data
Submit the warehouse
information and data
Heartbeat
information
interaction
Heartbeat
information
interaction
Sub-control
center A
DateNodeA
Figure 9: Architecture of distributed inventory allocation model based on cloud computing.
Security and Communication Networks 11
is deployed on the cloud platform, and the resulting model
architecture is shown in Figure 9.
e procurement and management model proposed in this
paper is simulated through the simulation platform, and the
inventory simulation curve shown in Figure 10 is obtained.
On the basis of the above research, the effect of the online
procurement and inventory system based on the cloud
computing system proposed in this paper is verified, and the
results are shown in Table 1.
From the above research, we can see that the online
procurement and inventory management technology based
on cloud computing system proposed in this paper can
effectively promote the stable operation of procurement and
inventory.
5. Conclusion
Scientific procurement management formulates reasonable
material demand plans based on enterprise customer orders,
demand forecasts, and production activity arrangements.
erefore, it is necessary to set a reasonable safety stock
amount according to factors such as material demand and
life cycle, delivery lead time, and material value. At the same
time, it is necessary to select suitable suppliers according to
the market supply and demand of the required materials and
technical level requirements, and establish and maintain
long-term partnership with them. All of these provide an
important guarantee for meeting the material requirements
of the enterprise. is paper combines cloud computing
technology to build an online procurement and inventory
management model, and analyzes the balance between
procurement and inventory management. Moreover, this
paper simulates the procurement and management model
proposed in this paper through the simulation platform. e
data analysis and research results show that the online
procurement and inventory management technology based
on the cloud computing system proposed in this paper can
effectively promote the stable operation of procurement and
inventory.
Data Availability
e data used to support the findings of this study are
available from the corresponding author upon request.
Table 1: Online procurement and inventory system based on cloud
computing system.
Number Technical evaluation
1 77.55
2 84.72
3 78.25
4 78.65
5 78.59
6 86.29
7 76.16
8 76.24
9 88.00
10 79.35
11 83.21
12 87.37
13 80.42
14 84.22
15 84.35
16 78.59
17 78.16
18 83.90
19 78.85
20 85.48
21 79.09
22 80.63
23 76.25
24 85.37
25 76.97
26 80.20
27 84.60
28 85.85
29 80.80
30 84.46
31 79.27
32 82.58
2019 2020 2021
Inventory level
Existing
inventory
90000.0
180000.0
270000.0
340000.0
410000.0
480000.0
550000.0
620000.0
690000.0
860000.0
930000.0
100000.0
Figure 10: Inventory simulation curve.
12 Security and Communication Networks
Conflicts of Interest
e authors declare that they have no conflicts of interest.
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Security and Communication Networks 13
