仓储管理【外文翻译】

1、本科毕业论文（设计）外 文 翻 译原文：warehouse managementwarehouse management is frequently treated as an operational issue, its strategic importance largely overlooked. but as price and quality become indistinguishable from one company to another and distribution cost becomes a significant part of a products value,

2、 the invisible hand of logistics becomes a key competitive advantage, and warehouse optimization becomes critical to the logistics chain from supplier to customer. one home furniture manufacturer recognized the strategic necessity of maintaining easy access to its finished products and was able to t

3、urn its strategic business purpose into the operational details of a warehouse optimization process. this article describes the optimization journey of this 50-year-old company of nearly 1,000 employees.situationbecause it had no central distribution center, this furniture manufacturer and importer

4、was operating 13 satellite warehouses ranging from 8,600 square feet to 100,000 square feet within a 100-mile radius. domestically manufactured products were stored at the producing facilitys warehouse. in total, each warehouse was handling more than 150 incoming and outgoing pieces of furniture on

5、a daily basis both domestically manufactured and imported products from suppliers in asia were shipped to customers. more than 100 containers were received from suppliers through a freight forwarder using multiple ocean carriers. what was the result of all this activity? first, the company suffered

6、from reduced throughput due to split, partial, and wrong shipments. shipping became a major challenge and a large part of the corporate overhead. a special traffic department was created to consolidate shipments,route trucks,and schedule pickups at different locations. split or partial shipments tha

7、t were unnecessary and unrequested occurred frequently. second,operating costs rose due to three factors: handling damage. unnecessary product moves were creating major damages, which were having a significant impact on the companys financial situation. customer returns and allowances had reached 10

8、 percent of net sales. a large number of pieces were put on hold and could not be shipped due to internally inflicted damage, delaying customer order fulfillment and increasing repair costs. exception charges. demurrage and per diem charges were a major financial hit to the company. demurrage charge

9、s were incurred due to lack of space in warehouse facilities. entire shipments were voluntarily held at port to avoid an overflow situation, not only increasing operating expenses but also delaying customer response time. per diem charges (incurred when a container is not unloaded in a timely manner

10、 and held at the facility) were common due to the lack of a scheduling system for incoming containers. inefficient product flow. direct labor cost was becoming a major part of the companys cost structure. excess handling, along with not being able to make good use of economies of scale, were driving

11、 inefficiencies up. these poor warehouse management practices resulted in excess operating costs. the lack of an adequate inventory method and the relatively short product life cycles created an obsolescence problem. another problem was insufficient inventory turns due to the absence of first-in, fi

12、rst-out principles. typically, pieces were received and warehoused in no orderly fashion, which did not allow the space required for a fifo system and causes new and old products to be mixed. the jumble of products was generating color mismatches that were attributed to different supplier cuttings o

13、r even sourcing changes. the lack of an adequate information system worsened the situation because there was no way to track inventory location inside and outside each warehouse. employees had to keep track of product locations manually or mentally, often creating duplicate locations and excess hand

14、ling. approachthe warehouse optimization design was based on the principles of agility, lean manufacturing, and the theory of constraints. the goal was to be an agile company by being responsive to the customer. the material flows and storage concepts were designed to streamline flow and maximize th

15、roughput. in a time when every furniture company is importing from the same suppliers, there is little room to be creative and differentiate a companys product because cost and quality end up the same. cost and service become key aspects in the differentiation effort. typically, consolidating and op

16、timizing a warehouse can help both factors, which are translated into the following objectives: maximize throughput by providing agile response to customer orders because they do not have to be consolidated from different warehouses. minimize operating costs and be better than the industry benchmark

17、 by streamlining material handling in the warehouse, reducing handling damage by eliminating unnecessary shipping steps, decreasing exception charges, and reducing rent expense by consolidating warehouses. maximize inventory turns through fifo inventory practices to reveal inventory problems to mana

18、gement quickly. because products, their characteristics, and the global supply chain are rapidly changing in the furniture industry, todays solution will not necessarily fit tomorrows needs. new product introduction or changing demand patterns could throw a perfectly optimized warehouse off balance.

19、 the company wanted to implement a solution that could support changing business conditions. operational stepsthere are two major phases of warehouse optimization: planning and implementation. a project that involves and affects so many people requires an extraordinary effort to bring people on boar

20、d at the start. without the buy-in and cooperation of employees, this project would not have been successful, even with a flawless analysis and implementation. steps taken are represented in figure 1. set objectivesform teamdata collectionspace requirements & capacity analysisprioritize producttrade

21、-off and scenario analysisdevelop layoutestablish new procedurestrain warehouse personnelimplementplanningimplementationfigure 1. the two major phases of warehouse optimizationplanning phase. cross-functional teams representing each affected unit were formed to ensure project success and feasibility

22、. the teams crossed organizational and functional boundaries, including personnel from safety,warehousing, information technology,finance,traffic, and senior management, which made the project a popular companywide effort. data collection was an important piece that would help determine factors such

23、 as space requirements, products rate of sale, and inventory levels. because of the seasonality of certain product lines, it was important to determine which periods were representative to use as a sample. the next step was to assign the product groups priorities and proximity to the shipping and re

24、ceiving docks . an analysis of customers shipments helped the team establish a shipping pattern, which was typically a particular bedroom or dining group. considering incoming product from the suppliers in asia revealed the same conclusion incoming and outgoing products move in sets (bed, nightstand

25、, dresser, armoire, and mirror together) as opposed to individual pieces. it would not make sense to store the nightstand far from the dresser and bed of the same set. therefore, a priority rating based on rate of sale for each collection as a whole was established. for cases in which the product we

26、ight was extreme, the rate of sale rule was overridden and the product was placed closer to shipping and receiving docks. the next phase of the optimizing process involved analyzing the warehouse capacity and managing the available space. based on the space requirements and space available, the stra

27、tegy for storing and managing inventory would vary. the requirements fell into three main categories: space required for peak inventory season, space required for temporary overflow situations, and space required for implementing the fifo system. the amount of inventory required during peak periods

28、for every product, not just at the collection level, was established. allocating space for overflow situations required understanding the products inventory level fluctuation. based on its variance, each product was assigned an extra percentage ranging from 3 percent to 15 percent of the total inven

29、tory required for peak season. the selected execution method for implementing a fifo system was to allow extra space for product rotation. product was to be pulled for customer shipments from one end and stored from supplier shipments at the other end. this required the product to be rotated within

30、its assigned space. to facilitate the product rotation, an extra 5 percent (based on the space required for peak inventory) was allowed. with the help of the warehouse manager, stacking rules for each product category were determined, which would later become a guideline for how many of each product

31、 could be stacked without incurring damage. the main criteria for the stacking rules were product weight and height. when space is scarce, there are other techniques that could be applied to reduce space requirements at the expense of some handling. combining product groups by their seasonality is o

32、ne of them. if, for example, a particular categorys seasonality is offset from another by a given period of time, it would be wise to put each category next to each other and reduce the overall space required to handle peak season. scenarios and trade-off analyses were developed after priorities wer

33、e established and space allocated. a warehouse draft layout was created to visualize the results of the analysis and develop the alternate scenarios. this draft included all relevant product information (rate of sale, physical parameters, stacking rules, etc.) for understanding and handling ease. th

34、e warehouse manager and staff brought qualitative information to the decision-making process. an alternate scenario was developed to optimize the solution even further. based on current business projections and anticipated product mix changes, the team increased the long-run potential savings. imple

35、mentation phase. a complete layout including product positioning, space breakdown (baseline, fifo, and overflow space), and quality control and staging areas was developed and shared with the people involved. safety and environmental personnel were asked to help develop escape routes and any other p

36、rotection measures. the next part of the implementation phase was to develop operating procedures with the customer in mind. the three main issues addressed were training, exception charges, and pickups by appointment. employees were trained on how to care for the product. implementation took place

37、in phases. based on incoming container schedules, incoming product was mainly stored at the new location, while shipments took place out of the satellite warehouses. within two months, most satellite warehouses were closed, and all the shipping and receiving operations were moved to the new 800,000-

38、square-foot warehouse. resultswithin three months, the company began seeing benefits. the results over the two years since the implementation. the total warehouse space was reduced by 28 percent, which directly affected the amount of rent paid. in fact, the rent savings were around 36 percent.operat

39、ions-related exception charges were decreased. the new warehouse had enough capacity to sustain the peak inventory situation that would have previously caused product overflow and, therefore, demurrage charges. the newly implemented pick-up appointment system eliminated per diem charges. labor effic

40、iency improvements were achieved by eliminating unnecessary steps while handling the product in receiving and shipping. excess internal transfers of product for consolidation also played a mayor role in reducing operating expenses. the implemented fifo inventory practices brought to light existing i

41、nventory problems. line-of-sight visibility allowed management to be aware of the problem and quickly devise a solution, which helped avoid obsolescence and improve inventory turns. among other reasons, reduced material handling was responsible for decreased customer complaints and chargebacks. hand

42、ling-related returns and allowances were reduced significantly, creating a major boost in company profits. conclusionthere is a systematic process that can be used to optimize warehouses to create a lean, agile organization. it is important first to identify all elements required for success, like t

43、his furniture company did. no matter what the space constraints are or which methodology is used, the strategic value to the company must be identified and the right people must be involved if the project is to be successful. there are four key factors to a successful implementation of any project,

44、regardless of the methodology, approach, or assumptions used: business purpose. always start with the strategic business goal in mind. the company needed a long-term plan to compete in the global market. warehousing is an unavoidable activity incurred by organizations. it is becoming a way to differ

45、entiate products and services from competitors. involve key personnel. moving into a new workplace and operating under new procedures is not easy for employees. to make the transition easier and to get full support at all levels of the organization, involve key personnel from the start. such action

46、breaks existing boundaries and generates a sense of ownership, which will help during the implementation process as well as future success. design with the customer in mind. consolidating products under one roof, implementing a fifo technique for inventory management, and establishing an appointment

47、driven pick-up system are not just approaches to reduce operating costs. the intangible benefits of becoming more customer-friendly (which are key in a world driven by inter-mediaries) are tough to measure, but in the long run, they surely surpass the benefits of reducing operating expenses. develop

48、 flexible, qualitative, and experience-driven models. the model developed was not created simply from data. involving experience-driven people added a qualitative element that cannot be captured by pure data in an analysis. source：justus klemperer,sekar sundararajan,and emory zimmers jr.2003.“carefu

49、l with that warehouse” industrial engineer.september.pp.40-45译文：仓储管理仓储管理常常被认为是一种在战略上的重要性在很大程度上被管理者所忽略的操作问题。一个公司区别于其他企业除了价格和质量之外，分销成本也成为了产品价值的一个重要组成部分，物流这只看不见的手成为了一个关键的竞争优势，仓储优化成为了从供应商到客户这条物流链的关键。一个家具制造商本着将保持其产品便于检修与维护的操作细节战略融入到本企业的经营宗旨，实现仓储优化的过程的重要性。这篇文章描述了一个拥有50年历史并拥有1000名员工的公司仓储优化的进程。形势分析因为没有中央分配中

50、心，这样的家具制造商和进口商8600平方英尺到10万英尺的13个附属仓库的运营都排列在以100米为半径的范围内。国内工业生产的产品都储存在存放生产设备的仓库里。总的来说，每个仓库每天都要接待超过150件家具的收发包括国内生产的产品和从亚洲供应商进口给国内客户的产品。供应商通过海洋运输等货运代理收到超过100件集装箱。这一切的活动究竟是什么的结果？首先，该公司由于部分错误的发货导致减少生产能力的分裂。船舶已成为公司一个很大的挑战占据公司大部分的日常开销。一个特殊交通部门的建立是为了巩固线路卡车和皮卡货车在不同地点的装运进度。减少没必要的分批装运。第二，操作成本上升的三个因素：损害赔偿的处理。不必

51、要的产品移动是损害赔偿生成的主要因素，也是影响公司财务状况的重要因素。顾客反馈和补贴的利息已达到10%。由于内部损害不能装运造成大量的零件被搁置，拖延客户订单的实行和维修成本的增加。额外的费用。装运停滞时期每日的费用对公司的财政来讲是一个打击。任何费用的支出都会导致仓库设施空间的缺乏。为了避免货物一次的超值情况，整个货物到港口运输都采用自动地运输方式，这样不仅增加了营业费用而且延迟了客户的响应时间。每日的费用（当集装箱没有及时卸料并维护设备所遭受的损失）常常是由于缺乏一个进入集装箱调度系统。产品开发流程效率低下。公司成本结构中的很大一部分是直接劳动力成本。多余的处理方式不能充分利用规模经济，只

52、能低效地操作。仓库管理时间的缺乏导致了成产成本的增加。一个适当的库存方法的缺乏和相对较短的产品生命周期造成了一个产品过时的问题。另一个问题是由于先进先出原则导致库存周转率不足。一般来说，在零件接收入库时不是整齐的样子，也就是不允许在必要的空间运行先进先出系统并且是新老产品号外参半。一批混乱产品不匹配的颜色来源于不同的供应商甚至采购的变化。由于每个仓库没有内部核外部的跟踪装置而缺乏适当的信息系统使得企业的情况更加恶劣。员工必须根据自己在行动上或思想上跟踪产品的位置，往往会造成重复的位置上的多余处理。方法仓库优化设计的原理基于敏捷和精益生产，并且受该理论的限制。这个目标是为了公司能够灵活地适应顾客

53、的需要。物料流动和储存的概念是用来简化流程和最大限度提高产量的。在进口的时候，每个家具公司都是相同的供应商，由于他们的成本和质量相同，每个公司都难以实现创新和区分个个公司产品的差别。成本和服务成为分化努力地关键。通常，可以帮助巩固和优化仓库的两个因素可以理解为以下几个目的：由于没有合并不同的仓库，他们可以以最大限度地提高生产能力来灵活地回应客户的订单。通过有效地巩固仓库，最大程度地减少生产成本和更好地运用行业基准在仓库里进行流线型材料处理，减少处理伤害，消除不必要的装运步骤，减少额外费用，减少租金花费。通过先进先出库存实践最大限度地提高库存来迅速解释库存管理存在的问题。因为全球供应链下产品的特

54、征正在迅速改变家具行业，今天的解决方案不一定适合明天新产品的需要。新产品的引进或更改需求模式就能使一个完美的优化仓库失去平衡。所以公司需要一个能维持市场环境变化的方案。操作步骤主要有两个阶段的仓库优化：计划与实施。许多人在一个计划的开始时需要特别的团结，没有支持和合作的雇员，这个计划是不会成功的，即使有了一个完美的分析和执行，采取的步骤都是图1。既定目标团队形式数据采集空间要求和能力分析产品优先交易和场景分析发展布局建立程序培养仓库人员实施计划实施图1 仓库优化的两个主要阶段规划阶段。交叉功能团队的形成代表了影响每个单位确保项目成功的可行性。团队穿过组织和功能的边界，包括人员从安全、仓储、信息技术、金融、交通、和高级管理人员都使这一计划受到广大公司的欢迎。数据采集时一个重要的部分，这将会对空间要求，产品的销售比例和库存水平有所帮助。因