12存儲和搬運決策和ASMS3000決策分析平臺

存儲與搬運決策StorageandHandlingDecisionsChapter12“Perfectionisnotattainable,butifwechaseperfection,wecatchexcellence.”VinceLombardiCR(2023)PrenticeHall,Inc.1產(chǎn)品計劃三角形ProductinthePlanningTriangleCR(2023)PrenticeHall,Inc.PLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?Thenetworkplanningprocess計劃組織控制TransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?Thenetworkplanningprocess庫存戰(zhàn)略預(yù)測客戶服務(wù)目標(biāo)采購和供應(yīng)時間決策存儲基礎(chǔ)知識存儲決策產(chǎn)品物流服務(wù)訂單管理和信息系統(tǒng)庫存決策運輸戰(zhàn)略運輸基礎(chǔ)知識運輸決策選址戰(zhàn)略選址決策網(wǎng)絡(luò)規(guī)劃流程2Storage/HandlingDecisionsinInventoryStrategyPLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?ThenetworkplanningprocessPLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?Storage/handlingdecisionsLocationStrategy?Locationdecisions?ThenetworkplanningprocessCR(2023)PrenticeHall,Inc.3存儲決策StorageDecisions12.1選址SiteSelection·

Findsaspecificrealestatesiteasastoragelocation·

Weightedchecklistisagoodapproach.Recall,FactorMarginalFactorsWeightsscoresscore125102919............124832

Weightedscore2864StorageDecisions(Cont’d)CR(2023)PrenticeHall,Inc.512.2設(shè)計與運作規(guī)劃12.2.1確定設(shè)施的規(guī)模簡單地說，規(guī)模是指倉庫建筑的總?cè)莘e——長、寬和高。1.無趨勢規(guī)模確定問題2.有趨勢規(guī)模確定3.對規(guī)模確定方法的評述6Spacerequirements,sq.ft.RentedspacePrivately-operatedspaceTimeMixedStrategyforWarehouseSpaceNeedforsomespaceisseasonalCR(2023)PrenticeHall,Inc.12-57DeterminationofaMixedWarehouseStrategyfora60,000sq.ft.Privately-OperatedWarehousePrivatespaceexceededCR(2023)PrenticeHall,Inc.8設(shè)備配置? 配置在一個高吞吐量的設(shè)備中影響處理成本，但不重要? 正方形或長方形的形狀是最好的。L形的設(shè)計差，除非使用輸送機。?對高吞吐量的設(shè)施單層設(shè)計是流行的，并且土地成本不太高9StorageDecisions(Cont’d)CR(2023)PrenticeHall,Inc.10空間布局在建筑物中配置儲物架和過道空間布局影響建筑規(guī)模和尺寸站臺布置由建筑物的側(cè)邊和需要的卡車數(shù)量決定11StorageDecisions(Cont’d)CR(2023)PrenticeHall,Inc.12設(shè)施評價FacilityEvaluation假設(shè)圣路易斯的某倉庫考慮降低制造商和顧客之間的運輸成本。目前的出貨量直接來自紐約的制造商。在倉庫有10美元/擔(dān)的處理成本。DirectshipmentsCR(2023)PrenticeHall,Inc.13設(shè)施評價FacilityEvaluationSupposeapoolpointatSt.Louisisbeingconsideredtolowertransportationcostsbetweenmanufactureranditscustomers.Shipmentscurrentlyaremadedirectlyfromthemanufacturer’sinventoryinNewYork.Thereisa$10/cwt.handlingchargeatthepoolpoint.DirectshipmentsCR(2023)PrenticeHall,Inc.14FacilityEvaluation(Cont’d)ShipmentsthroughpoolpointNow,addhandlingcostof$10/cwt.400cwt.=$4,000foratotalcostof$15,472+4,000=$19,472.ConclusionNobenefittousingthepoolpoint.CR(2023)PrenticeHall,Inc.15WhenisaPoolPointLikelytobeanAdvantage?當(dāng)裝運規(guī)模小當(dāng)需求短缺當(dāng)運輸?shù)慕?jīng)濟性是重要的當(dāng)池點（中轉(zhuǎn)庫）的運營成本相對于運輸成本比較低對服務(wù)而言，轉(zhuǎn)運時間不重要CR(2023)PrenticeHall,Inc.16WhenisaPoolPointLikelytobeanAdvantage?WhenshipmentsizesaresmallWhendemandisfarfromsourcepointsWhentransportationrateeconomiesare significantWhenpoolpointoperatingcostsarelow relativetotransportationcostsWhentransfertimesareinsignificantto serviceCR(2023)PrenticeHall,Inc.1712.3物料搬運系統(tǒng)設(shè)計控制成本搬運通常是勞動密集型活動原則成本降低通過以下途徑：減少搬運距離一次性處理單位數(shù)量增加一次訂單，一次揀貨提高儲存密度18降低成本也可以通過以下活動實現(xiàn)：精心規(guī)劃建筑物的物理布局訂單置于分揀區(qū)自動化或者輔助機械取代人力通過計算機系統(tǒng)幫助計劃建筑物內(nèi)的工作流程19HandlingDecisionsCR(2023)PrenticeHall,Inc.20物料搬運系統(tǒng)選擇管理層在確定物料搬運系統(tǒng)進行分析中，應(yīng)考慮的問題：（1）外部的物料搬運系統(tǒng)（例如托盤的使用）（2）倉庫設(shè)計對設(shè)備的選擇限制（3）系統(tǒng)內(nèi)貨物性質(zhì)和規(guī)模對設(shè)備選擇的影響（4）貨物的特性是系統(tǒng)選擇的決定性因素（5）為了應(yīng)付意外情況而留出的余地也會影響系統(tǒng)設(shè)計。21物料搬運系統(tǒng)選擇確定因素：自動化水平托盤尺寸存儲數(shù)量吞吐量水平產(chǎn)品特性應(yīng)急計劃金融分析處理系統(tǒng)的方案22HandlingDecisions(Cont’d)CR(2023)PrenticeHall,Inc.23產(chǎn)品布局的決策1.存貨布局2.存貨的排列3.庫存定位法24存貨布局的方法一、往返揀貨二、揀貨員制定路徑三、指定每位工作人員的揀貨區(qū)，揀貨員在其工作區(qū)域內(nèi)使用往返揀貨或揀貨員制定路徑的方式進行揀貨25HandlingDecisions(Cont’d)CR(2023)PrenticeHall,Inc.26體積-訂單指數(shù)儲存貨物所需的平均空間（立方英尺）與該貨物的日平均訂單數(shù)量的比值。數(shù)值低的貨物應(yīng)盡可能靠近出貨點放置。27HandlingDecisions(Cont’d)·

Cube-per-orderindex

·

Layoutexample

-

Bypopularity

-

Bycube

-

ByCPO

Thecube-per-orderindexistheratioofaproduct’saveragerequiredcubicfootageforstoragetotheaveragenumberofdailyordersonwhichtheitemisrequested.Theproductswiththelowestindexvaluearelocatednearesttheoutboundk.CR(2023)PrenticeHall,Inc.28

Product

(1)

ItemSize,

cu.ft.

(2)

Expected

Numberof

Orders/Yr.

(3)

Average

Inventory,

Units

(4)=(2)/250

Average

Number

ofDaily

Ordersa

(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

aBasedon250sellingdaysperyear

ProductLayoutExampleBasicdataBycubeByCPOBypopularityCR(2023)PrenticeHall,Inc.12-2929DDF,DDInboundraildockC,BB,FA,EE,G,CLayoutbyCPOLowestindexvaluesOutboundtruckkHighestindexvalues30活動分析布局按活動刻畫法得出的一個高吞吐量倉庫的區(qū)域布局高吞吐量的藥品儲存庫的布局返品大宗散貨促銷商品保稅貨物整箱貨散箱貨收貨31LayoutbyActivityProfilingDatamineorderstodetermineactivitydistributions.Layoutwarehousespaceaccordingtoactivitylevels.Ahigh-throughputwarehouselayoutfordrugstorereplenishment高吞吐量的藥品儲存庫的布局3212.4訂單-揀貨操作提高搬運效率的訂單處理

產(chǎn)品排序

揀貨員分區(qū)訂單分割貨物批量處理

CR(2023)PrenticeHall,Inc.33HandlingDecisions(Cont’d)存儲安排StockArrangement廣場布局On-the-squarelayout角盤布局Angularpalletplacement

CR(2023)PrenticeHall,Inc.34HandlingDecisions(Cont’d)OrderhandlingforincreasedhandlingefficiencyProductsequencingonpickerlistPickerzoningandthe“bucketbrigade”O(jiān)rdersplittingMultipleorderpickingperpickingpassStockArrangementOn-the-squarelayoutAngularpalletplacement

CR(2023)PrenticeHall,Inc.35(a)On-the-squarepalletplacementStoragebayCenterlineofaisle(b)

AngularpalletplacementStoragebayCenterlineofaislePalletLayoutinWarehousesTop-downviewofstoragebays36HandlingDecisions(Cont’d)IncreasescubeutilizationStockArrangement·

On-the-squarepalletlayout·

Angularpalletlayout存儲定位識別法Stocklocator-identificationmethods·

固定定位器識別法Fixedlocator-identificationmethod·

隨機定位識別方法Randomlocator-identificationmethod·

區(qū)域定位ZonelocationCR(2023)PrenticeHall,Inc.37HandlingDecisions(Cont’d)IncreasescubeutilizationStockArrangement·

On-the-squarepalletlayout·

AngularpalletlayoutStocklocator-identificationmethods·

Fixedlocator-identificationmethod·

Randomlocator-identificationmethod·

ZonelocationCR(2023)PrenticeHall,Inc.38EquipmentSelectionOne-timepurchaseofequipmentofdifferenttypescanbedecidedonbasisofpresentvalueanalysis,orbyselectingthealternativewiththelowestNPV.

where

NPV =netpresentvalueofequipmentoveritsusefullife($)

I =initialinvestment($)

C =annualoperatingcost($)

i =thediscount,orhurdle,ratethatsuchinvestments areexpectedtoreturn

Sn =salvagevalueinyearn($)

n =usefullifeoftheequipment(years)CR(2023)PrenticeHall,Inc.39EquipmentSelection(Cont’d)Problem

TwotypeAforklifttruckscandothesameworkasthreetypeBtrucks.Additionaldataare:CR(2023)PrenticeHall,Inc.40EquipmentSelection(Cont’d)SolutionSolvetheNPVequationforthetwoalternatives.FortrucktypeA,FortrucktypeB,ChoosetwotypeAtrucksCR(2023)PrenticeHall,Inc.41EquipmentReplacementAfinancialproblemAlternativesarecomparedthroughpresentvalue analysisTypicaldesignconcernsdifferingdegreesof automation,capacity,andequipmentlife.ExampleAforklifttruckthatcosts$3,000andrequires$200tooperateinitsfirstyear,butoperatingcostsincreaseattherateof$30peryearsquaredthereafter.Technologicalimprovementreducesoperatingcostsby$20peryear.Thenormallifeofatruckis10yearsandthetruckcanbesoldforitsremainingundepreciatedvalue.Adiscountrateof20%/yr.isused.Whenshouldthetruckbereplaced?Wecalculatetheequivalentannualcostaccordingto42Accumulatescostsforyears1and2

ReplacementExampleaComputedasCj=200-20(j-1)+30(j-1)2andaccumulatedwhenthereismore thanoneyearinthereplacementcyclebComputedasSn=I[1-0.1(n)]Replace-mentCycleTime,n(1)InitialInvest-ment,I(2)TotalOperatingCosts,Cj(3)DiscountedOperatingCosts,Cijjjn()11+=?(4)SalvageValue,Sn(5)DiscountedSalvageValue,Sinn()1+(6)DiscountFactor,iiinn()()111++-(7)=(1+3-5)(6)EquivalentAverageAnnualCost,ACn1$3,000$200a$167$2,700b$2,2501.20$1,10023,0004103122,4001,6680.651,06833,0006904752,1001,2150.471,06243,0001,1006721,8008680.391,09453,0001,7009131,5006030.331,09263,0002,5501,1981,2004020.301,13873,0003,7101,5229002510.281,19683,0005,2401,8786001400.261,23293,00