ATM transaction receipt paper and queue ticket paper are basic consumables with high consumption frequency in bank branches. The former is directly related to the retention of customers' transaction vouchers, while the latter affects the order of lobby services. Once supply is interrupted, it may lead to customer complaints or even business disruptions. However, in traditional inventory management, the mode relying on manual inventory checking and experience-based replenishment often leads to the dilemma of "either overstocking and waste, or temporary supply interruption". In the context of digital transformation, optimizing the inventory warning and consumption reduction management of these two types of consumables through intelligent means has become an important breakthrough for banks to reduce costs and increase efficiency.
The core of intelligent inventory warning lies in "data-driven prediction + real-time dynamic monitoring". On the one hand, banks can count the historical consumption of consumables through the background system, and establish an intelligent prediction model by combining factors such as the business volume of the branch (such as ATM transaction volume, daily number of queuing tickets), holiday peaks, and quarterly business fluctuations. For example, after analyzing data from the past year, a branch found that the 5th, 15th, and 25th of each month are peak periods for ATM transactions, with the consumption of transaction receipt paper increasing by 30% compared to usual days. The system then automatically raises the inventory warning threshold for these three periods by 25% to trigger replenishment reminders in advance. On the other hand, residual quantity sensors can be installed on ATM equipment and queuing machines to collect the remaining quantity of consumables in real-time and synchronize it to the management platform. When the remaining quantity is below the warning line (for example, it can only meet the next day's usage), the system automatically sends replenishment notifications to purchasers and branch managers, avoiding the lag of manual inspection. After a city commercial bank implemented this model, the out-of-stock rate of ATM transaction receipt paper dropped from 12% to 1.5%, and the number of emergency purchases of queue ticket paper decreased by 80%.
Consumption reduction techniques should focus on "precise control of usage + reduction of invalid consumption". For ATM transaction receipt paper, consumption can be reduced by optimizing equipment parameters: first, adjust the printing density. On the premise of meeting the regulatory requirement of "clear and legible handwriting", reduce the printing grayscale from the default 80% to 65%, reducing ink consumption per sheet by 18%; second, enable the "print on demand" function, which only prints when customers explicitly request paper vouchers, avoiding idleness caused by default paper output. After a state-owned bank piloted this, the average daily consumption of transaction receipt paper per ATM dropped from 23 sheets to 15 sheets. For queue ticket paper, the key is to reduce the waste of invalid numbers: the intelligent queuing system can connect with customer appointment data, generating valid numbers only for appointed customers and on-site queuing customers. At the same time, set the function of "automatic invalidation of unclaimed numbers after timeout" to avoid paper waste caused by "customer loss after number generation" in the traditional mode. In addition, some banks also recycle unused blank queue ticket paper, re-import it into the system for reuse after testing for no damage, reducing consumption by about 120 sheets per month per branch.
The value of intelligent management is also reflected in the refinement of cost control. A joint-stock bank built an "intelligent consumables management platform" to realize the full-process digitalization of "usage prediction - automatic warning - precise procurement - consumption statistics" for ATM transaction receipt paper and queue ticket paper. This not only reduced the inventory turnover days from 28 days to 12 days, reducing capital occupation, but also reduced the annual procurement cost of the two types of consumables by 22% through consumption reduction measures. This shows that the intelligent management of high-frequency consumables is not simply a "superposition of technologies", but a closed loop connecting "demand - inventory - consumption" through data, making management more in line with actual business conditions.
With the improvement of the intelligence level of banking services, consumables management can be further integrated with AI technology in the future - predicting voucher demand by analyzing customers' behavior habits, and even achieving a "dynamic balance between paperless vouchers and paper vouchers". However, at the current stage, doing a good job in the intelligent inventory warning and consumption reduction management of ATM transaction receipt paper and queue ticket paper is both a practical measure to control operating costs and a basic support to ensure customer service experience, which is worthy of being implemented in more bank branches.
News