存储与搬运决策概述

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,12-,*,存储与搬运决策,Storage and Handling Decisions,Chapter 12,“Perfection is not attainable, but if we chase perfection, we catch excellence.”,Vince Lombardi,CR (2004) Prentice Hall, Inc.,1,产品计划三角形,Product in the Planning Triangle,CR (2004) Prentice Hall, Inc.,PLANNING,ORGANIZING,CONTROLLING,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage decisions,Location Strategy,Location decisions,The network planning process,计划,组织,控制,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage decisions,Location Strategy,Location decisions,The network planning process,库存战略,预测,客户服务目标,采购和供应时间决策,存储基础知识,存储决策,产品,物流服务,订单管理和信息系统,库存决策,运输战略,运输基础知识,运输决策,选址战略,选址决策,网络规划流程,2,Storage/Handling Decisions in Inventory Strategy,PLANNING,ORGANIZING,CONTROLLING,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage decisions,Location Strategy,Location decisions,The network planning process,PLANNING,ORGANIZING,CONTROLLING,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage/handling decisions,Location Strategy,Location decisions,The network planning process,CR (2004) Prentice Hall, Inc.,3,存储决策,Storage Decisions,12.1 选址,Site Selection,Finds a specific real estate site as a storage,location,Weighted checklist is a good approach. Recall,Factor,Marginal,Factors,Weights,scores,score,1,2,5,10,2,9,1,9,.,.,.,.,.,.,.,.,.,.,.,.,12,4,8,32,Weighted score,286,4,Storage Decisions,(Contd),CR (2004) Prentice Hall, Inc.,5,12.2 设计与运作规划,12.2.1 确定设施的规模,简单地说，规模是指仓库建筑的总容积长、宽和高。,1.无趋势规模确定问题,2.有趋势规模确定,3.对规模确定方法的评述,6,Space requirements, sq. ft.,Rented space,Privately- operated space,Time,Mixed Strategy for Warehouse Space,Need for,some space,is seasonal,CR (2004) Prentice Hall, Inc.,12-5,7,Determination of a Mixed Warehouse Strategy for a 60,000 sq. ft. Privately-Operated Warehouse,Private,space,exceeded,CR (2004) Prentice Hall, Inc.,8,设备配置,配置在一个高吞吐量的设备中影响处理成本，但不重要,正方形或长方形的形状是最好的。L形的设计差，除非使用输送机。,对,高吞吐量的设施单层设计,是,流行的,，并且,土地成本不太高,9,Storage Decisions,(Contd),CR (2004) Prentice Hall, Inc.,10,空间布局,在建筑物中配置储物架和过道,空间布局影响建筑规模和尺寸,站台布置,由建筑物的侧边和需要的卡车数量决定,11,Storage Decisions,(Contd),CR (2004) Prentice Hall, Inc.,12,设施评价,Facility Evaluation,假设圣路易斯的某仓库考虑降低制造商和顾客之间的运输成本。目前的出货量直接来自纽约的制造商。在仓库有10美元/担的处理成本。,Direct shipments,CR (2004) Prentice Hall, Inc.,13,设施评价,Facility Evaluation,Suppose a pool point at St. Louis is being considered to lower transportation costs between manufacturer and its customers. Shipments currently are made directly from the manufacturers inventory in New York. There is a $10/cwt. handling charge at the pool point.,Direct shipments,CR (2004) Prentice Hall, Inc.,14,Facility Evaluation,(Contd),Shipments through pool point,Now, add handling cost of $10/cwt.,400 cwt. = $4,000 for a total cost of $15,472 + 4,000 =,$19,472,.,Conclusion,No benefit to using the pool point.,CR (2004) Prentice Hall, Inc.,15,When is a Pool Point Likely to be an Advantage?,当装运规模小,当需求短缺,当运输的经济性是重要的,当池点（中转库）的运营成本相对于运输成本比较低,对服务而言，转运时间不重要,CR (2004) Prentice Hall, Inc.,16,When is a Pool Point Likely to be an Advantage?,When shipment sizes are small,When demand is far from source points,When transportation rate economies are significant,When pool point operating costs are low relative to transportation costs,When transfer times are insignificant to service,CR (2004) Prentice Hall, Inc.,17,12.3物料搬运系统设计,控制成本,搬运通常是劳动密集型活动,原则成本降低通过以下途径：,减少搬运距离,一次性处理单位数量增加,一次订单，一次拣货,提高储存密度,18,降低成本也可以通过以下活动实现：,精心规划建筑物的物理布局,订单置于分拣区,自动化或者辅助机械取代人力,通过计算机系统帮助计划建筑物内的工作流程,19,Handling Decisions,CR (2004) Prentice Hall, Inc.,20,物料搬运系统选择,管理层在确定物料搬运系统进行分析中，应考虑的问题：,（1）外部的物料搬运系统（例如托盘的使用）,（2）仓库设计对设备的选择限制,（3）系统内货物性质和规模对设备选择的影响,（4）货物的特性是系统选择的决定性因素,（5）为了应付意外情况而留出的余地也会影响系统设计。,21,物料搬运系统选择,确定因素：,自动化水平,托盘尺寸,存储数量,吞吐量水平,产品特性,应急计划,金融分析处理系统的方案,22,Handling Decisions,(Contd),CR (2004) Prentice Hall, Inc.,23,产品布局的决策,1.存货布局,2.存货的排列,3.库存定位法,24,存货布局的方法,一、往返拣货,二、拣货员制定路径,三、指定每位工作人员的拣货区，拣货员在其工作区域内使用往返拣货或拣货员制定路径的方式进行拣货,25,Handling Decisions,(Contd),CR (2004) Prentice Hall, Inc.,26,体积-订单指数,储存货物所需的平均空间（立方英尺）与该货物的日平均订单数量的比值。,数值低的货物应尽可能靠近出货点放置。,27,Handling Decisions,(Contd),Cube,-,per,-,order index,Layout example,-,By popularity,-,By cube,-,By CPO,The cube-per-order index is the ratio of a products average required cubic footage for storage to the average number of daily orders on which the item is requested. The products with the,lowest index,value are located nearest the outbound dock.,CR (2004) Prentice Hall, Inc.,28,Product,(,1,),Item,Size,cu. ft.,(,2,),Expected,Number of,Orders/Yr.,(,3,),Average,Inventory,Units,(,4,)=(,2,)/250,Average,Number,of Daily,Orders,a,(,5,)=(,1,),(,3,),Required,Storage,Space,cu. ft.,(,6,)=(,5,)/(,4,),Cube,-,Per,-,Order,Index,A,6.0,6,750,800,27,4,800,177.8,B,4.0,15,750,16,000,63,64,000,1015.9,C,1.0,11,250,25,120,45,25,120,558.2,D,8.0,25,500,18,600,102,148,800,1458.8,E,3.0,17,750,12,533,71,37,599,529.6,F,5.0,3,500,3,936,14,19,680,1405.7,G,15.0,6,250,907,25,13,605,544.2,Totals,86,750,77,896,313,604,a,Based on 250 selling days per year,Product Layout Example,Basic data,By cube,By CPO,By popularity,CR (2004) Prentice Hall, Inc.,12-,29,29,D,D,F,D,D,Inbound rail dock,C,B,B,F,A,E,E,G,C,Layout by CPO,Lowest index values,Outbound truck dock,Highest index values,30,活动分析布局,按活动刻画法得出的一个高吞吐量仓库的区域布局,高吞吐量的药品储存库的布局,返品,大宗散货,促销商品,保税货物,整箱货,散箱货,收货,31,Layout by Activity Profiling,Data mine orders to determine activity distributions. Layout warehouse space according to activity levels.,A high-throughput warehouse layout for drug store replenishment,高吞吐量的药品储存库的布局,32,12.4订单-拣货操作,提高搬运效率的订单处理,产品排序,拣货员分区,订单分割,货物批量处理,CR (2004) Prentice Hall, Inc.,33,Handling Decisions,(Contd),存储安排,Stock Arrangement,广场布局,On-the-square layout,角盘布局,Angular pallet placement,CR (2004) Prentice Hall, Inc.,34,Handling Decisions,(Contd),Order handling for increased handling efficiency,Product sequencing on picker list,Picker zoning and the “bucket brigade”,Order splitting,Multiple order picking per picking pass,Stock Arrangement,On-the-square layout,Angular pallet placement,CR (2004) Prentice Hall, Inc.,35,(a) On-the-square pallet placement,Storage bay,Center line of aisle,(b),Angular pallet placement,Storage bay,Center line of aisle,Pallet Layout in Warehouses,Top-down view of storage bays,36,Handling Decisions,(Contd),Increases cube utilization,Stock Arrangement,On-the-square pallet layout,Angular pallet layout,存储定位识别法,Stock locator-identification methods,固定定位器识别法,Fixed locator-identification method,随机定位识别方法,Random locator-identification method,区域定位,Zone location,CR (2004) Prentice Hall, Inc.,37,Handling Decisions,(Contd),Increases cube utilization,Stock Arrangement,On-the-square pallet layout,Angular pallet layout,Stock locator-identification methods,Fixed locator-identification method,Random locator-identification method,Zone location,CR (2004) Prentice Hall, Inc.,38,Equipment Selection,One-time purchase of equipment of different types can be decided on basis of present value analysis, or by selecting the alternative with the lowest,NPV,.,where,NPV,= net present value of equipment over its useful life ($),I,= initial investment ($),C,= annual operating cost ($),i,= the discount, or hurdle, rate that such investments are expected to return,S,n,= salvage value in year,n,($),n,= useful life of the equipment (years),CR (2004) Prentice Hall, Inc.,39,Equipment Selection,(Contd),Problem,Two type,A,forklift trucks can do the same work as three type,B,trucks. Additional data are:,CR (2004) Prentice Hall, Inc.,40,Equipment Selection,(Contd),Solution,Solve the NPV equation for the two alternatives.,For truck type,A,For truck type,B,Choose two type,A,trucks,CR (2004) Prentice Hall, Inc.,41,Equipment Replacement,A financial problem,Alternatives are compared through present value analysis,Typical design concerns differing degrees of automation, capacity, and equipment life.,Example,A forklift truck that costs $3,000 and requires $200 to operate in its first year, but operating costs,increase,at the rate of $30 per year squared thereafter. Technological improvement,reduces,operating costs by $20 per year. The normal life of a truck is 10 years and the truck can be sold for its remaining undepreciated value. A discount rate of 20%/yr. is used. When should the truck be replaced?,We calculate the,equivalent annual cost,according to,42,Accumulates costs,for years 1,and,2,Replacement Example,a,Computed as,C,j,=200 - 20(j-1) + 30(j-1),2,and accumulated when there is more than one year in the replacement cycle,b,Computed as,S,n,= I1-0.1(n),Replace-,ment,Cycle,Time, n,(,1,),Initial,Invest-,ment, I,(,2,),Total,Operating,Costs,C,j,(,3,),Discounted,Operating,Costs,C,i,j,j,j,n,(,),1,1,+,=,(,4,),Salvage,Value,S,n,(,5,),Discounted,Salvage,Value,S,i,n,n,(,),1,+,(,6,),Discount,Factor,i,i,i,n,n,(,),(,),1,1,1,+,+,-,(,7,),=,(,1,+,3,-,5,)(,6,),Equivalent,Average,Annual,Cost,AC,n,1,$3,000,$200,a,$167,$2,700,b,$2,250,1.20,$1,100,2,3,000,410,312,2,400,1,668,0.65,1,068,3,3,000,690,475,2,100,1,215,0.47,1,062,4,3,000,1,100,672,1,800,868,0.39,1,094,5,3,000,1,700,913,1,500,603,0.33,1,092,6,3,000,2,550,1,198,1,200,402,0.30,1,138,7,3,000,3,710,1,522,900,251,0.28,1,196,8,3,000,5,240,1,878,600,140,0.26,1,232,9,3,000,7,200,2,258,300,58,0.25,1,300,10,3,000,9,650,2,653,0,0,0.24,1,357,CR (2004) Prentice Hall, Inc.,12-,43,43,