康佳物流整合項目咨詢全案100m其他network optprint

模型功能簡介及案例分析AnIntroductiontoModelingCapabilitiesandaCaseStudy供應鏈網絡最優(yōu)化模型NetworkOptimizationModeling簡介Introduction供應鏈網絡最優(yōu)化模型NetworkOptimizationModelingSupplyChainNetworkOptimizationModelsandProcessesaredesignedtoidentifystatistically-soundstrategiesthatallowcompaniesto:-BettermanageinventoriesBetterdistributeproductsCoordinateproductionanddistributionAfterconsiderationofconstraintsorrequirementsestablishedbytheCompany’sstrategicobjectives,i.e.requirementssuchas…OperatingcostparametersInventoryservicelevelorinvestmenttargetsOrderresponsetimestandards…..NetworkOptimizationsoftwarethenholisticallyanalyzesthesethreeareasofplanningtogether.Additionally,aftercompletinganinitialstudy,mostsoftwaremodelscancontinuetobeemployedtooptimizetactical(e.g.monthly)plansaswellastore-evaluatelonger-termstrategicplans.供應鏈網絡最優(yōu)化模型及相關流程是為制定統(tǒng)計數據支持的戰(zhàn)略目標而設計的。公司通過制定上述戰(zhàn)略目標從而能夠：更好的管理庫存更好的配送產品協(xié)調生產和分銷在充分考慮公司的戰(zhàn)略目標所確定的條件和要求之后，即，在考慮諸如下述要求之后…運營成本參數存貨服務水平或投資目標訂單反應時間標準供應鏈網絡最優(yōu)化軟件則會全面的分析供應鏈計劃的上述三個主要方面。另外，多數軟件在完成初始分析之后，都能夠繼續(xù)對戰(zhàn)術層面上的計劃（即月計劃）進行優(yōu)化，也能夠對長期戰(zhàn)略計劃進行重新調整。模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)ModelanunrestrictednumberandcombinationofSupplyChainlevelsModelmulti-stagemanufacturingprocessesAbilitytohandlemultiplelevelsofBillsofMaterialModelfixedcosts,variablecostsandstepcostsassociatedwithproductionlines,machinery,shifts,laborandothermanufacturingresourcesLocateproductioncapacity,newmachineryorotherproductionassetsanywhereinthelogisticsnetwork

(contd)供應鏈網絡最優(yōu)化模型NetworkOptimizationModeling可為無限多個層次的供應鏈及其組合建?？蔀槎嗉壣a流程建模能夠處理多級物料單（BOM）可為與生產線、機器、輪班、人工及其他生產資源相關的固定成本、變動成本及分步成本建模對物流網絡中的生產能力、新機器設備或其他生產性資產進行有效配置。 （續(xù)）LocatenewfacilitiesandcloseexistingfacilitiesanywhereinthelogisticsnetworkModeldistributionnetworkswithmultiplemodesoftransportationModelcomplexrelationshipsbetweenfrightrates,transportmodesandthevolumeofproductbeingshippedModelcapacities,fixedcosts,variablecostsandstep-costsassociatedwithdistributioncenter (contd)模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)供應鏈網絡最優(yōu)化模型NetworkOptimizationModeling為新的廠房選址及關閉現(xiàn)有物流網絡中的廠房設施為擁有多種運輸方式的分銷網絡建模為運費費率、運輸方式及運輸產品數量/體積之間的復雜關系建模為與分銷中心相關的容量、固定成本、可變成本及分步成本建模

（續(xù)）Considermanufacturingconstraints,permanentstoragecapabilitiesandtemporarystorageoptionsinmeetingseasonaldemandModelprimaryandreverselogisticsnetworksAbilitytohandleinternationalduties/taxesandmultiplecurrenciesMaximizenetrevenuesorminimizetotalcosts模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)供應鏈網絡最優(yōu)化模型NetworkOptimizationModeling考慮生產條件、永續(xù)倉儲能力及臨時備選倉儲能力以滿足季節(jié)性需求為主要物流網絡及逆向物流網絡建?？梢蕴幚韲H關稅及多種貨幣最大化凈收益或最小化總成本

CompanyisahomefurnishingsretailerNorthAmericansalesof$1.7billionProjectsponsoredbyDistributionServicesGroup5-yearstrategicdistributionplantosupportbusinessgoals:TripleNorthAmericanrevenuesTriplequantity(m3)ofgoodssoldMorethandoublenumberofretailstores,includingentryintonewmarketsReduceoperatingcosts1.5%peryearNomorethan1.5transitdaysfromDCtoretailstoreIncreaseinventoryturnstoatleast5.5peryear案例分析：利用SLIM2000制定戰(zhàn)略分銷計劃CaseStudyofStrategicDistributionPlanningusingSLIM2000供應鏈網絡最優(yōu)化模型NetworkOptimizationModeling該公司為某家具零售商

北美地區(qū)銷售達17億美元

項目得到分銷服務集團的支持和資助

戰(zhàn)略分銷的5年計劃以實現(xiàn)下述業(yè)務目標為方向：北美地區(qū)營業(yè)收入達到原來的三倍銷售數量（立方米）為原來的三倍零售店開店數目超過原來的兩倍，包括進入新的市場每年縮減1.5%的營運成本從配送中心至零售店的運輸時間不得超過1.5天存貨周轉率應至少提高至5.5次/年Montreal,PQVancouver,BCLancaster,CA

5distributioncenters18currentstores24futurestoresTrenton,NJAnaheim,CAStrategicDistributionPlanningOverviewofDistributionNetwork戰(zhàn)略分銷計劃StrategicDistributionPlanning

10,000+SKUs2500+suppliersfrom45countriesExpectedshiftinsupplybasetodevelopingcountriesSupplierleadtimeupto20weeks3dayleadtime(1.5daystransit)fromDCtostoreForfast-movingitems,storesholdnomorethan2-3daysofinventoryAnnualsalesof$95millionfortheaveragestoreAverageinventoryturnsof4.5timesperyearAllNorthAmericanshipmentsviafulltruckload分銷網絡概要OverviewofDistributionNetwork超過10,000個單品（SKU）供應商來自45個國家，數目超過2500個

預期將把供應基地轉移至發(fā)展中國家

供應商交貨期最長為20周

從配送中心至零售店的交貨期為3天（運輸時間為1.5天）

快速流動的貨品，其存儲時間不超過2~3天

平均每家零售店的年銷售額為9,500萬美元

平均庫存周轉率為4.5次/年

所有北美地區(qū)的運輸都是整車卡車裝運

EachDCcarriesallSKUsAllDCs(exceptLancaster,CA)nearthroughputandstoragecapacityCompanyownsandoperatesitsDCsProducthandlingrequirements:Transititems: Receive>Stage>ShipFullPalletItems: Receive>Store>Retrieve>ShipPickedItems: Receive>Store>Pick>Palletize>Ship戰(zhàn)略分銷計劃StrategicDistributionPlanning分銷網絡概要OverviewofDistributionNetwork各配送中心都備有所有單品（SKU）

各配送中心（除加州蘭卡斯特外）均已接近其生產能力及倉儲能力

各配送中心為公司所有并運營

產品處理要求：運輸貨品： 接收>Stage>裝運整集裝箱貨品: 接收>存儲>Retrieve>裝運PickedItems: 接收>存儲>Pick>Palletize>ShipStrategicDistributionPlanningKeyDistributionMeasurementsCOSTSInboundTransport $54.20/m3OutboundTransport $7.11/m3InvestmentCostsinDCs $20.90/m3HandlingCostsatDCs $14.41/m3InventoryHoldingCosts $21.40/m3SERVICEAverageTransitDays(DC-Store) 0.58daysDC-StoreDeliveries<1.5days 92.3%AverageDCsPerStore 1.1INVENTORYAverageInventory $375millionInventoryTurns 4.5CurrentStrategicDistributionPlanningDesigntheoptimaldistributionnetworktosupportcompany’s5-yeargrowthandperformancegoalsExaminemultipledistributionstrategies3versus2serviceareassegregatefast-movingandslow-movingitemstransportcostsversusfacility+inventoryholdingcostsLocation,sizingandtimingofnewDCsorDCexpansionCapitalbudgetingapprovalforinvestmentindistributioninfrastructureProjectObjectivesStrategicDistributionPlanningUseSLIM/2000tosetupa5-yearmodelofclient’sdistributionnetworkSeekbroadrangeoforganizationalparticipationExamineandquantifyimpactofalternativedistributionstrategiesandnetworkconfigurationsTransfermodeldataandmodelingknowledgetoclientProjectApproachStrategicDistributionPlanningConstructingtheInitialModelTransportCostsLogisticsDepartmentFacilityCostsFinanceDepartmentFacilityProcessesandCapacitiesOperationsDepartmentStoreDemand/NewStoresSalesAreaSupplyDept.SourcingandSupplierDataDistributionServicesInventoryDataOrganizationalSourceRequiredInformationVancouverAnaheimTrentonMontrealOaklandChicagoCorsicanaJacksonAtlantaNewburghBelcampTorontoDetroitExistingDCDCCandidateLancasterStrategicDistributionPlanningModelingtheHandlingProcessesatDCsTransitPickingFullPalletHandlingInboundfromSuppliersOutboundtoStoresDCSlow-movingItemsFast-movingItemsSKUsaggregatedintoproductfamilies,thensegregatedintofast-orslow-movingFast-movingandslow-movingthroughcertainprocessesCostsandcapacitiesoneachhandlingprocessStrategicDistributionPlanningModelingInventoryHoldingCostsExaminedhistoricalrelationshipbetweenfacilitythru-putandinventoryholdingcostsEstablishedaperunitholdingcost,aswellasaminimumholdingcostpersingleunitofthru-putStrategicDistributionPlanningModelStatisticsRows: 25,698Columns: 81,328Integers: 2,194Elements: 228,541RunTime*: 1hour45minutesValidatedoutputagainstkeydistributionmeasurements*850Megahertz,256MegofRAMMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJTransportCost$719.0FacilityCost$244.6HandlingCost$172.3InventoryCost$240.7

TOTALCOST$1376.6Scenario1Toronto,ONTransportCost$699.6 $719.0FacilityCost$237.6 $244.6HandlingCost$174.6 $172.3InventoryCost$240.7 $240.7

TOTALCOST$1352.5$1376.6Scenario2 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario2Toronto,ONTransportCost$818.5 $719.0FacilityCost$250.4 $244.6HandlingCost$170.9 $172.3InventoryCost$201.7 $240.7

TOTALCOST$1441.4$1376.6Scenario3 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario3Toronto,ONChicago,ILTransportCost$734.4 $719.0FacilityCost$237.6 $244.6HandlingCost$173.2 $172.3InventoryCost$208.2 $240.7

TOTALCOST$1353.3$1376.6Scenario4 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario4Toronto,ONTransportCost$706.1 $719.0FacilityCost$236.2 $244.6HandlingCost$171.1 $172.3InventoryCost$215.0 $240.7

TOTALCOST$1328.4$1376.6Scenario5 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario5Toronto,ONStrategicDistributionPlanningOptimalDCTimelineYear12345Anaheim,CA

EXPANDLancaster,CA

EXPANDVancouver,BC

EXPANDBelcamp,MD

EXPANDTrenton,NJMontreal,PQToronto,ON

EXPANDStrategicDistributionPlanningOptimalDCSizingCOSTS

InboundTransport $54.20/m3$56.24/m3$55.53/m3$60.04/m3$55.88/m3$55.55/m3OutboundTransport $7.11/m3$6.73/m3$5.74/m3$11.64/m3$7.57/m3$6.28/m3InvestmentCostsinDCs$20.90/m3$21.42/m3$20.81/m3$21.93/m3$20.81/m3$20.69/m3HandlingCostsatDCs $14.41/m3$15.09/m3$15.29/m3$14.97/m3$15.17/m3$14.98/m3InventoryHoldingCosts$21.40/m3$21.08/m3$21.08/m3$17.67/m3$18.24/m3$18.84/m3TOTALCOST$118.15/m3$120.58/m3$118.47/m3$126.25/m3$118.54/m3$116.35/m3SERVICE

AvgTransitDays(DC-Store)0.58days0.67days0.59days0.97days0.71days0.63daysDC-StoreDelivery<1.5days92.3%90.7%93.5%87.5%95.7%93.1%AverageDCsPerStore 2.42.01.7INVENTORY

AverageInventory $375mill$681mill$681mill $592mill$603mill$616millInventoryTurns StrategicDistributionPlanningStrategyComparisonsCurrentBaselineScn2Scn3Sc