WMS与库存管理的比较实用教案

1、What Well Cover Understanding the difference between WM and IM Choosing between WM and IM Optimizing and overcoming limitations with IM and WM第1页/共56页第一页，共57页。Inventory Management (IM) Key features/strengths Inventory management by quantity Visibility of on-hand quantity by storage location Manageme

2、nt of special stocks Entry and documentation of all material movements Real-time updates of inventory Documentation of all receipts, issues and transfers Physical inventory Carry out physical inventory at the material level Perform inventory adjustments 第2页/共56页第二页，共57页。R/3 Inventory Management (IM)

3、 (cont.) Key features/strengths (cont.): Inventory management by value Postings update account assignments for cost accounting Updates G/L account for financial accounting Key integration points Integrates directly with MRP, purchasing and invoice verification Provides information for MRP, updates P

4、O; used to check conformity during invoice verification Real-time updates When transactions are entered, the results the stock updates real time to reflect actual changes第3页/共56页第三页，共57页。SAP Organizational StructureCompany SLoc Company Company Client SLoc SLoc Plant Organizational Structure at the I

5、M Level第4页/共56页第四页，共57页。Challenges with Inventory Management Lack of detailed visibility to material flow e.g. When the delivery pick list is generated, the deliverys “actual pick quantity” is updated prior to actual picking Requires manual updates when quantities differ Inability to assign incoming

6、 materials to outbound demand to avoid multiple material handling continued.第5页/共56页第五页，共57页。Challenges with Inventory Management (cont.) Immediate update of inventory receipts and issues System inventory and status NOT representative of the physical process Limited visibility to locations of materi

7、als Only possible to assign a single fixed bin location per storage location Bin location is “text” only; no strategies are available第6页/共56页第六页，共57页。Solution: R/3 Warehouse Management Initially released with R/2 as an Extension of IM IM-WM integration is real-time and automatic Enables granular tra

8、ceability and control Ability to synchronize the system and material flow Simple-to-complex placement and removal strategies Assignment of inbound orders to outbound deliveries Allocation of storage bins Processing of all stock movements valid for WM Receipts, issues, transfers Utilizes stock placem

9、ent and removal strategies e.g. Next empty bin, addition to stock, FIFO, LG/SM qtys.第7页/共56页第七页，共57页。Solution: R/3 Warehouse Management (cont.) Infancy to maturity Functionality considerably expanded with 4.6x and higher Two-step picking, two-step confirmation, managing multiple storage locations wi

10、th a single warehouse Extension set 2.0 for Enterprise to include Cross Docking, Yard Management, Value Added Services第8页/共56页第八页，共57页。WM Picks Up Where IM Leaves OffTypical assignment is one storage location to one warehouseIt is possible to have multiple storage locations managed by a single wareh

11、ouseQuantBin 1QuantQuantQuantBin 2Stor. Type 2Stor. Type 3Warehouse1Stor. Location1Stor. Type1Warehouse 2Stor. Location2Plant 1Location1Plant 2CompanyIM LevelWM LevelStor. Type 1第9页/共56页第九页，共57页。Key WM Features Management of materials Provides bin-level tracking Inventory management functions Variou

12、s placement and removal strategies Value-added services e.g. Special handling requirements (labeling, packaging) Powerful picking control Two-step picking, wave picking FIFO, LIFO, large/small quantity picking strategies第10页/共56页第十页，共57页。Key WM Features (cont.) Warehouse activity monitorsWAM, RF Mon

13、itor, outbound delivery monitor, wave picking monitor, TRM Monitor, Yard Management Cockpit, Cross- Docking Monitor Cross-docking Management of inbound and outbound movements Yard ManagementAppointment scheduling, check in and check out, assignment of dock doors, loading/unloading activitiesTask Res

14、ource ManagementEnhances WM by breaking work down into distinct task第11页/共56页第十一页，共57页。Fully Integrated with the other SAP ApplicationsFeatures:Flexible Warehouse StructuresGoods MovementsControlInventoryWM Integration With Other Key R/3 Modules (cont.)Source: SAP WM LO530第12页/共56页第十二页，共57页。WM Integ

15、ration With Other Key R/3 Modules (cont.) IM-WM Processing of all material movements Automated communication with configurable processing SD-WM Two-step picking with SD-WM integration Wave picking opportunities Processing individual deliveries PP-WM Production support with PP-WM integration Supplyin

16、g materials to the shop floor Internal and external automated replenishment options第13页/共56页第十三页，共57页。WM Integration With Other Key R/3 Modules (cont.)QM-WM Handling of inventory samples Inspection lot is maintained with the material dataHand-held terminals-WM Processing of transfer requirements Pro

17、cessing of transfer orders Bin and material inquiries第14页/共56页第十四页，共57页。Benefits of WM Benefits Better control of inventory More accurate inventory Able to maintain lower inventory levels Better control of information Visibility to picking and put away status Reduced cycle time Gartner: 16-25% Picki

18、ng Productivity Improvement Better manage work and workforce to gain efficiencies Tools to balance and optimize resources Increased picking / shipping accuracy 11-25% Reduction in Customer Returns第15页/共56页第十五页，共57页。Benefits of WM (cont.) Measurable benefits 16-25% Picking Productivity Improvement 11

19、-25% Reduction in Customer Returns 10-25% Savings in Material Handling Labor 10-40% Space Utilization Improvement 13-30% Reduction in Scrap 8-15% Reduction in Carrying Costs Source: Gartner Report第16页/共56页第十六页，共57页。What Well Cover Understanding the difference between WM and IM Choosing between WM an

20、d IM Optimizing and overcoming limitations with IM and WM第17页/共56页第十七页，共57页。When Is Inventory Management the Answer? IM is great when. Small facility Lower levels of inventory on hand Simplistic material handling processes Lower volume of activity Outsourced warehouse operations Only need storage lo

21、cation or bucket of inventory visibility第18页/共56页第十八页，共57页。Key Elements With IM Required data for IM Plant, valuation and storage location data Relevant data for IM Work scheduling, accounting, materials planning, purchasing, classification, storage and quality management IM menu Goods movements Mat

22、erial documents Reservations Environment Focused on reporting, lists and LIS第19页/共56页第十九页，共57页。When is Warehouse Management the Answer? WM is great when Larger facilities Large number of materials on hand Higher volume or flow through Traceability and visibility is critical Track material flow, stat

23、us, inventory levels Complex processes Automated systems, wide spread site第20页/共56页第二十页，共57页。Key Elements With WM Extend material master Warehouse management view No required data Define warehouse structure Minimize the number of storage types Define based on similar and different rules for storing

24、materialsMixed stock, Storage or Handling Unit Management Define the WM Processes Automatic, semi-automatic and manual processing Transfer order creation, confirmation, posting changes第21页/共56页第二十一页，共57页。Evaluating IM vs. WM 1 Define business processes 2 Evaluate ROI of a WMS solution 3 Consider RF

25、functionality 4 Training resources and schedule 5 Focus on optimization opportunities第22页/共56页第二十二页，共57页。Step 1 - Define Business Processes Start with receiving, inventory and pick/ship first Create and evaluate process flow charts Look at process improvement opportunities Score the level of complex

26、ity Target areas for improvement Reduce travel time Inventory accuracy Reduce material handling Map improvements to IM and WM functionality第23页/共56页第二十三页，共57页。1 - Define Business Processes (cont.) “The level of functionality that customers need in a WMS is completely dependent upon their environment

27、. Customers have to define their needs before they can realistically look for a WMS.” Source: Integrated Solutions第24页/共56页第二十四页，共57页。Step 2 - Evaluate ROI of a WMS Solution Measure productivity and accuracy before and after the WMS installation Review and analyze picking operations Key area of impr

28、ovement Review and analyze inventory accuracy When supported with RF, accuracy can reach 98%第25页/共56页第二十五页，共57页。2 - Evaluate ROI of a WMS Solution (cont.) “There is no right time for paying back a WMS, but typical paybacks are within six to 18 months, depending on the inefficiencies of the current o

29、peration and how much safety stock was needed to cover daily operations.” Source: Total Supply Chain第26页/共56页第二十六页，共57页。Step 3 - Consider RF Functionality RF supports improves warehouse bin accuracy Bin accuracy 98% is possible Reduces order fill process cycle time RF projects often have a 1 year or

30、 less payback period Source: IntermecCompare current receipt process to the time saved when the task is aided by automatic data collection (ADC) 第27页/共56页第二十七页，共57页。3 - Consider RF Functionality: Example As-is 1,000 pallets at five minutes / pallet = 5,000 minutes With two minutes saved per pallet 2

31、 minutes * 1,000 pallets = 2,000 minutes 2,000 / 480 minutes worked by each receiver per day = 4.16 receivers saved from the pallet receiving process第28页/共56页第二十八页，共57页。Step 4 - Training Resources and Schedule Resources to evaluate, guide and support a WM solution A full-time, dedicated WM resource

32、is critical This may or may not be the same IM resource Training schedule A WM solution will require a certain level of IM training WM training will vary based on the degree of functionality Support resources Consider a single resource for IM and WM if possible第29页/共56页第二十九页，共57页。5 - Optimization Op

33、portunities Picking operations and inventory accuracy What are your baseline requirements What is the volume of activity Evaluate picking paths and demand Look at your accuracy numbers over a period of time Perhaps monthly, quarterly, annually Material handling labor costs Space utilization improvem

34、ents Packing tasks Can you benefit from packing while picking第30页/共56页第三十页，共57页。What is the BEST Stock Management Solution? 1 - Inventory Management 2 - Lean Warehouse Management 3 - Full Warehouse Management 4 - Decentralized Warehouse Management第31页/共56页第三十一页，共57页。Option #1 - Inventory Management

35、Pros Simplistic Key receipt, issue or transfer in a single step transaction Immediate update of inventory Requires less training commitment Fewer transactions to document and present Trace-ability of all material postings into SAP R/3 Date, user, material, quantity, storage location Real-time update

36、 of accounting information第32页/共56页第三十二页，共57页。1 - Inventory Management (cont.) Cons Does not handle complex warehouses operations well Unable to monitor activities Lacks tools to manage resources and tasks Lacks functionality to optimize key processes (picking) Inaccurate system inventory Inventory

37、updated before the physical movement Requires additional work if there are discrepancies Limited trace-ability Only visibility is when the system posting took place No visibility to the follow on physical activities第33页/共56页第三十三页，共57页。Option #2 - “Lean” Warehouse Management Use of very small portion

38、 of WM capabilities You do not process goods receipts or issues as a subsequent process in WM, No storage bins are managed in the WM application Evolved from SD pick list Put-away and pick from 1 or more fixed bins Bin is hard assigned on material master TOs are created for picks and put away, and p

39、ick list is created from TOs第34页/共56页第三十四页，共57页。2 - “Lean” Warehouse Management (cont.) Pros Requires less configuration than full WM Reduced number of steps in the process Use of transfer orders as pick lists Confirmation is not required Additional processing options Confirm put-away, picking, over

40、-deliveries, shortages, batches Print transfer orders Integration to HR Additional picking functionality Wave picking is possible with Lean WM第35页/共56页第三十五页，共57页。2 - “Lean” Warehouse Management (cont.) Cons Must have a fixed bin assigned for all materials Random storage is not possible Inventory is

41、still under IM functionality only Inventory options are at the storage location Stock differences can only be processed in MM-IM Lacks additional optimization opportunities Picking, packing, bin accuracy No strategies are used Lack of picking and put away strategies第36页/共56页第三十六页，共57页。Option #3 - Fu

42、ll Warehouse Management Pros Optimization opportunities Picking - Two step picking Packing - Pick and pack in a single step Cross-docking - Inbound, outbound, prod. materials Monitoring and real time visibility to process status Visual queues at the detailed steps Open tasks, completed tasks Additio

43、nal inventory methods (annual, zero stock) The module is FREE with the purchase of SAP第37页/共56页第三十七页，共57页。3 - Full Warehouse Management (cont.) Cons Inventory counting interferes with operations without RF Initial overhead to set up depending on design Master dataCapacity checking, control cycles Co

44、nfiguration requirementsDesigning the warehouse layout and set up Potential for additional steps to support processing Confirmations Clearing differences Processing posting changes第38页/共56页第三十八页，共57页。Option #4 - Decentralized Warehouse Management Use of SAP as a standalone WMS With SAP or other ERP/

45、host as the core system Core system and decentralized WM run on separate machines Communication is through BAPIs for transactions and IDOCs for master data Goods movements done through delivery notes to the stand-alone SAP WM system第39页/共56页第三十九页，共57页。4 - Decentralized Warehouse Management (cont.) P

46、ros On a separate machine Decreases criticality of down time 24x7 operation Can leverage newer SAP R/3 releases Even if core system is on an older release Can add additional warehouses without impact to the core system Can communicate to multiple core ERP systems第40页/共56页第四十页，共57页。4 - Decentralized

47、Warehouse Management (cont.) Cons Core system is not 24x7 operation IDOC and/or BAPI errors IDOC failures Human intervention is required to work the error queue IDOC overhead IDOCs do not offer all of the available field options that a user may or may not use with the PC transaction Must modify the

48、IDOC SAPConsole has to be set up in the decentralized system and in the core system第41页/共56页第四十一页，共57页。Scaling the SolutionOperational ComplexityTransaction VolumeIM OnlyLean WMWMDecentralizedWMTRM第42页/共56页第四十二页，共57页。What Well Cover Understanding the difference between WM and IM Choosing between WM

49、and IM Optimizing and overcoming limitations with IM and WM第43页/共56页第四十三页，共57页。Optimizing and Overcoming Limitations With IM and WM 1 - Physical Inventory tips 2 - Enhance visibility of material flow and locations 3 - Automate picking and put-away 4 - Automatically replenish fixed bins 5 - Consolida

50、te your picking activities 6 - Overcome bottlenecks with RF第44页/共56页第四十四页，共57页。1 - Physical Inventory Tips (IM) Only possible if the storage location data has been maintained Solution: Activate automatic storage location for movement types that receive material into the plant Avoids the need to crea

51、te storage data manually For materials with multiple storage location reqmts. Use the mass creation option for entering all valid storage locations at one time into a single entry screen Transaction code = MMSC 第45页/共56页第四十五页，共57页。2 - Enhance Visibility of Material Flow and Locations (IM) Use fixed

52、bin assignment to gain additional visibility Material master storage location view Two-step transfers vs. one-step movements Storage location-to-storage location (movements 313, 315) Plant-to-plant (movements 303, 305, 351, 352) Outbound delivery monitor Use to view outbound deliveries, shipments an

53、d loading activities第46页/共56页第四十六页，共57页。3 - Automate Picking and Put-away (WM) Define a picking strategy per storage type A - Partial quantity management If picking results in partial quantities, pick from here first to avoid breaking new pallets M - Large/small quantities included Use to facilitate

54、 larger quantity picks from bulk areas and smaller quantity picks from rack areas P - Fixed bin from material master For fast moving items, assign a dedication location toward the front of the warehouse Use replenishment to enough maintain stock for demand第47页/共56页第四十七页，共57页。3 - Automate Picking and

55、 Put-away (WM) (cont.) Define a put away strategy per storage type AVOID manual put away practices C - Open storage Use for large items that dont require a specific bin assignment I - Addition to existing stock Useful for consolidating receipts of the same material upon put-awayCaution: Since only o

56、ne quant resides in a bin, all materials in the bin adopt the same receipt date (unless batch or storage unit managed)第48页/共56页第四十八页，共57页。3 - Automate Picking and Put-away (WM) (cont.) Define a picking strategy per storage type (cont.) L - Next empty bin Great fit for high rack storage; whereby a st

57、andard rack section can hold 2-3 units of storage Useful for storing pallets of material; one pallet per bin location第49页/共56页第四十九页，共57页。4 - Automatically Replenish Fwd. Picking Locations (WM) Batch program A scheduled job to read fixed bin data and generate replenishment transfer orders 2 required

58、programs RLLNACH1 RLAUTA10 “Upon transfer order confirmation” option Creates an automatic replenishment TO when a pick confirmation drives the fixed bin location below the min.stock level第50页/共56页第五十页，共57页。5 - Consolidate Your Picking Activities (WM) Two-step picking Based on selection criteria, rel

59、evant deliveries are read and like material requests are collected This collection results in a single aggregated picking order and task for each like material (first step) TO splitting can be leveraged to distribute large picks The second step is the re-allocation procedure This is the process of “re-assigning” the specific materials and quantities back to th