第六章 仓储管理Word文档格式.docx

第六章 仓储管理Word文档格式.docx

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授课教师：

姜阵剑

Contents

CHAPTERONETheINTRODUCTIONofLogistics2

ChapertwoPROCUREMENT12

CHAPTERTHREEMARKETING21

CHAPTERFOURlogisticsINFORMATIONmanagement32

chapterfivetransportation44

chaptersixWAREHOUSEMANAGEMENT60

CHAPTERSEVENSTOCKCONTROL69

CHAPTEREIGHTLOGISTICDECISION-MAKING76

CHAPTERNINELogistics/Supply-ChainManagement86

CHAPTERTENMARKETECONOMYSOLUTIONS102

CHAPTERELEVENNETWORKECONOMYSOLUTIONSOFSCM109

CHAPTERTWELVESELECTINGSUPPLYCHAINSOLUTION121

CHAPTERTHIRTEENinternationaltrade131

CHAPTERFOURTEENLogisticsBestPractices138

CHAPTERFIFTEENBestPracticesCompaniesinSCMAction148

ChapterSix

WarehouseManagement

BasicRequirements:

掌握仓储和配送所涉及的关键因素，了解仓储成本构成和降低管理成本的主要途径，了解仓储和存储的基本过程。

MajorPoints:

仓储成本的构成。

DifficultPoints:

降低管理成本的主要途径。

Withcomingintothe21stcenturymanagementbegantoquestiontheneedforsomanywarehouses.Costswererising;

goodswerenotmovingfastenough,thedemandforquickerresponsetimesincreasedandconsumerdemandforgreatervarietyrose.Retailersfounditdifficulttosourceinsufficientquantityfromasinglesupplier.Thecostofsmallordersbecameexpensivetotransportationandthereforeitwasnecessarytohaveamorecentralisedwarehouseholdingagreatervarietyofinventoryforalargerdependentregionalarea.

Warehousesareviewedasatemporaryplacetostoreinventory,verymuchasairportsactasterminalhubsforpassengerswhoarethendistributedwidelyacrosstheworld,orcoachstationsdistributepassengersacrossthecountry.Atthischannelofdistributionthewarehousebecameasupportunitfornumerousretailoutlets.Progressivewarehousingandintegratedretailersdevelopedmechanicalandcomputerisedsystemstospeedupinformationflow,orderpickinganddelivery.Efficientwarehousingnowofferedamethodofreducingstorageandhandlingcostsandisnowseentobeanintegralpartofjustintime.

6.1PurposeOfWarehouse

Warehousesanddistributioncentreshaveaprimaryaim,whichistofacilitatethemovementofgoodsfromsupplierstocustomers,meetingdemandinatimelymanner.Inordertoachievethisefficientlytheymayhavetoholdstock,butthisisnottheirmainrole.Itmaybethatinventoryis

heldforcontingenciesortogivearapidcustomerserviceorinpreparationofanewproductlaunch.

Primarilywarehouses,andpassengerterminals,intheirpurestformshouldbeatrans-shipmentareawhereallgoodsreceivedaredispatchedaseffectivelyandefficientlyaspossible.Ifthiscouldbeachievedtherewouldbenocostinholdinggoods（orpeople）unnecessarily,buttheoverridingfactoristhatcompaniesmustmeetcustomerdemandandexpectations.Forthisreasonsomestockmustbeheldbutthisshouldbeminimisedsoastoavoidstockholdingcosts.Somevalidreasonsforholdingstockincludethefollowing:

Asabufferbetweentwoproductionprocesses;

Tocoverdemandduringsuppliers’leadtime;

Toenablesavingstobemadethroughbulkpurchasesordiscounts;

Tocopewithseasonalfluctuations;

Toprovideavarietyofproductinacentralisedlocation.

Warehousesarealsousedtobreakbulkintosmallerorders,tranship,consolidateandcompleteorderactivitiesforvariousdependentlocations.Logisticsmanagersshouldviewawarehouseasatemporaryplacetotranshipgoodstocustomers.Itmayinvolvesometemporarystoragebutessentiallyitisaplacetoundertakecustomerordercompletion,possiblysplittingbulkproductsandconsolidatingindividualitemsfromvariouslocations.

6.2WarehouseManagement

Increasingcustomerservicelevels,combinedwithpressurestoreduceinventoryandcosts,andtimecompression,meanthatwarehouseshavebeentransformedintodistributioncentres,existingprimarilytofacilitatethethroughputofgoodstotheenduser.Thisrelationshipbetweenwarehousinganddistributionmanagementisimportant.

Thewarehouseisavitallinkinthesupplychain,asittransportationsgoodstotheenduserandfromthemomentofdispatchmanagementhavelittleornocontroloveritsdeliverytothecustomer.Yetitissoimportantbecauseitisthefinalinterfacebetweensupplierandcustomerandifnothandledcorrectly,thecustomermaynotreorderwiththesupplier,orthecustomermayhavereasonforcomplaint,withtheincreasedlikelihoodofgoodsbeingreturnedCrucialissuesindistributionmayinvolvethefollowing:

1）Number,typeandlocationofwarehouses;

2）Typesofvehiclesusedfortruckinganddelivery;

3）LICTsystems,particularlyforordercapture,warehouseandstockmanagementandtransportationcontrol.

Inconsiderationoftheabove,decisionsmadebymanagementwilldictatewhethertheseactivitiesarecontrolledthroughownaccountoperations（wheretheresourcesaremanagedbythecompanyitself）,orthroughthirdpartymanagement（whereservicesareprovidedbyanindependentspecialistoperatorenablingmanagementtoconcentrateoncoreactivitiestoreducecosts）.

Undertheenvironmenttoday,therearemanycarrierswhowillmoveproductordelivergoodsandmanagementmustbeabletodecideatwhichpointdistributioncanbecontractedout.However,becauseoftheimportanceofthecustomer,itmaybeprudenttodeliverbyin-housetransportation,thereforemaintainingmanagementcontrolovertheinterfacebetweensupplierandcustomer.Morerecentlywiththeexplosionofe-tailingthedistributionfunctionhasbecomeoneofvitalimportancetobusinessprofitabilityascustomers’expectationsofreviewing,selectingandpayingforproductson-linehasincreasedtheexpectationofprocessspeed.

Warehousinganddistributionarecatchingupwithcustomerexpectations.Oneareawherethistrendhasbeenimportantistheuseofe-tailingbysupermarketchains.Customersareabletoordergoodson-lineandthesupermarketdeliversthegoodstothehome.Thereforethesupermarketisseentobealocalcommunitywarehouse,whichalsohasthecustomervisitingittoselectandpurchaseproducts.Thewholenewareaofthedistributionfunctionhasdevelopedonthebackofe-tailing,inthatcompaniesarenowdevelopingLICTprocessestoenableefficientdeliveryofproduct,the‘lastmile’fromthesuppliertothecustomerortothenearestpoint.

Withtheadoptionofelectronicdatainterchange（EDI）,JITandLICT,managementhavetheflexibilitytoreacttomarketchange,andthesesystemswillapplyuptotheminuteinformationonstockavailability,locations,leadtimeanddispatch.Inthisenvironment,managementshouldconsidercarefullywhetherthereisanyneedtoholdstockortomaintainwarehousesatall.

Therearecompaniesthatsupplygoodsbutneverholdstock;

insteadtheypassoncustomerorderstotheirsupplierfordeliverydirecttothecustomer.Nowthate-tailinghasbecomecommon,somecompaniesaremerelyanorderinterface‘warehouse’whereordersfromtheInternetaredirectlypassedontosuppliersandproductsaredeliveredtocustomerswithouteverbeingdispatchedthroughthecompany’spremises.

6.3WarehouseCosts

Warehouserunningcostsvarywidelydependingonthenatureoftheiroperations.TheFreightTransportationAssociation（FTA）publishesguidelines（TheManager’sGuideto

DistributionCosts）inwhichitemphasisesthevariantsofcosts,butsuggeststhemaincostsareasfollows:

1）Staffing;

2）Buildingservices,maintenanceandfacilitiesmanagement;

3）Warehouseequipment,includingmaintenanceofmaterialshandlingequipment（MHE）andof

vehicles.

TheapplicationofLICTtowarehousingisoneofthewaysofreducingoverheadcostsandimprovingservicesinthatmanagersarenowawareoftherelevanceofinformationsuchasthefollowing:

1）Stockdemandandforecasting;

2）Stockpalletlocation,spaceutilization;

3）Stockvisibility;

4）Vehicleutilization/assettracking.

LICTmayreducestaffinglevels,andmayenabletheconsolidationofwarehouseswiththeresultantreductionofoverheads.Materialhandlingequipmentandorder-pickingsystems,althoughinitiallycostly,willhavelong-termcostbenefits.Throughoutthisthelogisticsmanagerneedstohaveanawarenessoftheoperatingoverheadsincludingstaffandequipmentandhowcarefulmanagementofthesecanhelptoreducethecostofwarehousing.

Manymanagersconcentratetheireffortsoncostsavingbyseekingtoreduceinventoryholdingwithoutcompromisingcustomerservice.Thiscanbeachievedinvariouswaysbutaglobalapproachencompassingallaspectsofthesupplychainwillalwaysgivebestresults.Thiswillinevitablyinvolvefosteringcloserrelationshipswithsuppliers（possiblyincludingpartnershipapproaches）andpossiblychangesinmanufacturingprocesses.TheuseofJITandEDIwillbringsavingsacrossthewholesupplychain,enablingproductionfororderratherthanproductionfor‘justincase’.

Securityisoftenlowdownonthelistofprioritiesthatalogisticsmanagerhastodealwith,butitisnonethelessimportant.Securityneedstobecommensuratewiththevalueofstockheldandtheperceivedrisks.Internalandexternalwarehousesecurityshouldbereviewed,possiblyusingaconsultant.

AnalyticalapproachestothistaskincludeSWOTanalysisandSTEPanalysisofinfluencesonthebusiness,whichshouldincludemethodstorestrictaccess,use,andbackupdatabasesorpowersupplies.SWOTanalysismeansanalysisofinternalStrengthsandWeaknesses,external

OpportunitiesandThreats.STEPanalysismeansanalysisofsocial,technological,economicandpolitical/legalfactorsinthebusinessenvironment.

Thismayincludeenablingonlyauthorisedpeoplewhoaretrainedtodealwithvaluableor