仓储管理【外文翻译】.doc

1、本科毕业论文（设计）外文翻译原文WAREHOUSEMANAGEMENTWAREHOUSEMANAGEMENTISFREQUENTLYTREATEDASANOPERATIONALISSUE,ITSSTRATEGICIMPORTANCELARGELYOVERLOOKEDBUTASPRICEANDQUALITYBECOMEINDISTINGUISHABLEFROMONECOMPANYTOANOTHERANDDISTRIBUTIONCOSTBECOMESASIGNIFICANTPARTOFAPRODUCTSVALUE,THEINVISIBLEHANDOFLOGISTICSBECOMESAKEYCOMP

2、ETITIVEADVANTAGE,ANDWAREHOUSEOPTIMIZATIONBECOMESCRITICALTOTHELOGISTICSCHAINFROMSUPPLIERTOCUSTOMERONEHOMEFURNITUREMANUFACTURERRECOGNIZEDTHESTRATEGICNECESSITYOFMAINTAININGEASYACCESSTOITSFINISHEDPRODUCTSANDWASABLETOTURNITSSTRATEGICBUSINESSPURPOSEINTOTHEOPERATIONALDETAILSOFAWAREHOUSEOPTIMIZATIONPROCESST

3、HISARTICLEDESCRIBESTHEOPTIMIZATIONJOURNEYOFTHIS50YEAROLDCOMPANYOFNEARLY1,000EMPLOYEESSITUATIONBECAUSEITHADNOCENTRALDISTRIBUTIONCENTER,THISFURNITUREMANUFACTURERANDIMPORTERWASOPERATING13SATELLITEWAREHOUSESRANGINGFROM8,600SQUAREFEETTO100,000SQUAREFEETWITHINA100MILERADIUSDOMESTICALLYMANUFACTUREDPRODUCTS

4、WERESTOREDATTHEPRODUCINGFACILITYSWAREHOUSEINTOTAL,EACHWAREHOUSEWASHANDLINGMORETHAN150INCOMINGANDOUTGOINGPIECESOFFURNITUREONADAILYBASISBOTHDOMESTICALLYMANUFACTUREDANDIMPORTEDPRODUCTSFROMSUPPLIERSINASIAWERESHIPPEDTOCUSTOMERSMORETHAN100CONTAINERSWERERECEIVEDFROMSUPPLIERSTHROUGHAFREIGHTFORWARDERUSINGMUL

5、TIPLEOCEANCARRIERSWHATWASTHERESULTOFALLTHISACTIVITYFIRST,THECOMPANYSUFFEREDFROMREDUCEDTHROUGHPUTDUETOSPLIT,PARTIAL,ANDWRONGSHIPMENTSSHIPPINGBECAMEAMAJORCHALLENGEANDALARGEPARTOFTHECORPORATEOVERHEADASPECIALTRAFFICDEPARTMENTWASCREATEDTOCONSOLIDATESHIPMENTS,ROUTETRUCKS,ANDSCHEDULEPICKUPSATDIFFERENTLOCAT

6、IONSSPLITORPARTIALSHIPMENTSTHATWEREUNNECESSARYANDUNREQUESTEDOCCURREDFREQUENTLYSECOND,OPERATINGCOSTSROSEDUETOTHREEFACTORSHANDLINGDAMAGEUNNECESSARYPRODUCTMOVESWERECREATINGMAJORDAMAGES,WHICHWEREHAVINGASIGNIFICANTIMPACTONTHECOMPANYSFINANCIALSITUATIONCUSTOMERRETURNSANDALLOWANCESHADREACHED10PERCENTOFNETSA

7、LESALARGENUMBEROFPIECESWEREPUTONHOLDANDCOULDNOTBESHIPPEDDUETOINTERNALLYINFLICTEDDAMAGE,DELAYINGCUSTOMERORDERFULFILLMENTANDINCREASINGREPAIRCOSTSEXCEPTIONCHARGESDEMURRAGEANDPERDIEMCHARGESWEREAMAJORFINANCIALHITTOTHECOMPANYDEMURRAGECHARGESWEREINCURREDDUETOLACKOFSPACEINWAREHOUSEFACILITIESENTIRESHIPMENTSW

8、EREVOLUNTARILYHELDATPORTTOAVOIDANOVERFLOWSITUATION,NOTONLYINCREASINGOPERATINGEXPENSESBUTALSODELAYINGCUSTOMERRESPONSETIMEPERDIEMCHARGESINCURREDWHENACONTAINERISNOTUNLOADEDINATIMELYMANNERANDHELDATTHEFACILITYWERECOMMONDUETOTHELACKOFASCHEDULINGSYSTEMFORINCOMINGCONTAINERSINEFFICIENTPRODUCTFLOWDIRECTLABORC

9、OSTWASBECOMINGAMAJORPARTOFTHECOMPANYSCOSTSTRUCTUREEXCESSHANDLING,ALONGWITHNOTBEINGABLETOMAKEGOODUSEOFECONOMIESOFSCALE,WEREDRIVINGINEFFICIENCIESUPTHESEPOORWAREHOUSEMANAGEMENTPRACTICESRESULTEDINEXCESSOPERATINGCOSTSTHELACKOFANADEQUATEINVENTORYMETHODANDTHERELATIVELYSHORTPRODUCTLIFECYCLESCREATEDANOBSOLES

10、CENCEPROBLEMANOTHERPROBLEMWASINSUFFICIENTINVENTORYTURNSDUETOTHEABSENCEOFFIRSTIN,FIRSTOUTPRINCIPLESTYPICALLY,PIECESWERERECEIVEDANDWAREHOUSEDINNOORDERLYFASHION,WHICHDIDNOTALLOWTHESPACEREQUIREDFORAFIFOSYSTEMANDCAUSESNEWANDOLDPRODUCTSTOBEMIXEDTHEJUMBLEOFPRODUCTSWASGENERATINGCOLORMISMATCHESTHATWEREATTRIB

11、UTEDTODIFFERENTSUPPLIERCUTTINGSOREVENSOURCINGCHANGESTHELACKOFANADEQUATEINFORMATIONSYSTEMWORSENEDTHESITUATIONBECAUSETHEREWASNOWAYTOTRACKINVENTORYLOCATIONINSIDEANDOUTSIDEEACHWAREHOUSEEMPLOYEESHADTOKEEPTRACKOFPRODUCTLOCATIONSMANUALLYORMENTALLY,OFTENCREATINGDUPLICATELOCATIONSANDEXCESSHANDLINGAPPROACHTHE

12、WAREHOUSEOPTIMIZATIONDESIGNWASBASEDONTHEPRINCIPLESOFAGILITY,LEANMANUFACTURING,ANDTHETHEORYOFCONSTRAINTSTHEGOALWASTOBEANAGILECOMPANYBYBEINGRESPONSIVETOTHECUSTOMERTHEMATERIALFLOWSANDSTORAGECONCEPTSWEREDESIGNEDTOSTREAMLINEFLOWANDMAXIMIZETHROUGHPUTINATIMEWHENEVERYFURNITURECOMPANYISIMPORTINGFROMTHESAMESU

13、PPLIERS,THEREISLITTLEROOMTOBECREATIVEANDDIFFERENTIATEACOMPANYSPRODUCTBECAUSECOSTANDQUALITYENDUPTHESAMECOSTANDSERVICEBECOMEKEYASPECTSINTHEDIFFERENTIATIONEFFORTTYPICALLY,CONSOLIDATINGANDOPTIMIZINGAWAREHOUSECANHELPBOTHFACTORS,WHICHARETRANSLATEDINTOTHEFOLLOWINGOBJECTIVESMAXIMIZETHROUGHPUTBYPROVIDINGAGIL

14、ERESPONSETOCUSTOMERORDERSBECAUSETHEYDONOTHAVETOBECONSOLIDATEDFROMDIFFERENTWAREHOUSESMINIMIZEOPERATINGCOSTSANDBEBETTERTHANTHEINDUSTRYBENCHMARKBYSTREAMLININGMATERIALHANDLINGINTHEWAREHOUSE,REDUCINGHANDLINGDAMAGEBYELIMINATINGUNNECESSARYSHIPPINGSTEPS,DECREASINGEXCEPTIONCHARGES,ANDREDUCINGRENTEXPENSEBYCON

15、SOLIDATINGWAREHOUSESMAXIMIZEINVENTORYTURNSTHROUGHFIFOINVENTORYPRACTICESTOREVEALINVENTORYPROBLEMSTOMANAGEMENTQUICKLYBECAUSEPRODUCTS,THEIRCHARACTERISTICS,ANDTHEGLOBALSUPPLYCHAINARERAPIDLYCHANGINGINTHEFURNITUREINDUSTRY,TODAYSSOLUTIONWILLNOTNECESSARILYFITTOMORROWSNEEDSNEWPRODUCTINTRODUCTIONORCHANGINGDEM

16、ANDPATTERNSCOULDTHROWAPERFECTLYOPTIMIZEDWAREHOUSEOFFBALANCETHECOMPANYWANTEDTOIMPLEMENTASOLUTIONTHATCOULDSUPPORTCHANGINGBUSINESSCONDITIONSOPERATIONALSTEPSTHEREARETWOMAJORPHASESOFWAREHOUSEOPTIMIZATIONPLANNINGANDIMPLEMENTATIONAPROJECTTHATINVOLVESANDAFFECTSSOMANYPEOPLEREQUIRESANEXTRAORDINARYEFFORTTOBRIN

17、GPEOPLEONBOARDATTHESTARTWITHOUTTHEBUYINANDCOOPERATIONOFEMPLOYEES,THISPROJECTWOULDNOTHAVEBEENSUCCESSFUL,EVENWITHAFLAWLESSANALYSISANDIMPLEMENTATIONSTEPSTAKENAREREPRESENTEDINFIGURE1SETOBJECTIVESFORMTEAMDATACOLLECTIONSPACEREQUIREMENTSCAPACITYANALYSISPRIORITIZEPRODUCTTRADEOFFANDSCENARIOANALYSISDEVELOPLAY

18、OUTESTABLISHNEWPROCEDURESTRAINWAREHOUSEPERSONNELIMPLEMENTPLANNINGIMPLEMENTATIONFIGURE1THETWOMAJORPHASESOFWAREHOUSEOPTIMIZATIONPLANNINGPHASECROSSFUNCTIONALTEAMSREPRESENTINGEACHAFFECTEDUNITWEREFORMEDTOENSUREPROJECTSUCCESSANDFEASIBILITYTHETEAMSCROSSEDORGANIZATIONALANDFUNCTIONALBOUNDARIES,INCLUDINGPERSO

19、NNELFROMSAFETY,WAREHOUSING,INFORMATIONTECHNOLOGY,FINANCE,TRAFFIC,ANDSENIORMANAGEMENT,WHICHMADETHEPROJECTAPOPULARCOMPANYWIDEEFFORTDATACOLLECTIONWASANIMPORTANTPIECETHATWOULDHELPDETERMINEFACTORSSUCHASSPACEREQUIREMENTS,PRODUCTSRATEOFSALE,ANDINVENTORYLEVELSBECAUSEOFTHESEASONALITYOFCERTAINPRODUCTLINES,ITW

20、ASIMPORTANTTODETERMINEWHICHPERIODSWEREREPRESENTATIVETOUSEASASAMPLETHENEXTSTEPWASTOASSIGNTHEPRODUCTGROUPSPRIORITIESANDPROXIMITYTOTHESHIPPINGANDRECEIVINGDOCKSANANALYSISOFCUSTOMERSSHIPMENTSHELPEDTHETEAMESTABLISHASHIPPINGPATTERN,WHICHWASTYPICALLYAPARTICULARBEDROOMORDININGGROUPCONSIDERINGINCOMINGPRODUCTF

21、ROMTHESUPPLIERSINASIAREVEALEDTHESAMECONCLUSIONINCOMINGANDOUTGOINGPRODUCTSMOVEINSETSBED,NIGHTSTAND,DRESSER,ARMOIRE,ANDMIRRORTOGETHERASOPPOSEDTOINDIVIDUALPIECESITWOULDNOTMAKESENSETOSTORETHENIGHTSTANDFARFROMTHEDRESSERANDBEDOFTHESAMESETTHEREFORE,APRIORITYRATINGBASEDONRATEOFSALEFOREACHCOLLECTIONASAWHOLEW

22、ASESTABLISHEDFORCASESINWHICHTHEPRODUCTWEIGHTWASEXTREME,THERATEOFSALERULEWASOVERRIDDENANDTHEPRODUCTWASPLACEDCLOSERTOSHIPPINGANDRECEIVINGDOCKSTHENEXTPHASEOFTHEOPTIMIZINGPROCESSINVOLVEDANALYZINGTHEWAREHOUSECAPACITYANDMANAGINGTHEAVAILABLESPACEBASEDONTHESPACEREQUIREMENTSANDSPACEAVAILABLE,THESTRATEGYFORST

23、ORINGANDMANAGINGINVENTORYWOULDVARYTHEREQUIREMENTSFELLINTOTHREEMAINCATEGORIESSPACEREQUIREDFORPEAKINVENTORYSEASON,SPACEREQUIREDFORTEMPORARYOVERFLOWSITUATIONS,ANDSPACEREQUIREDFORIMPLEMENTINGTHEFIFOSYSTEMTHEAMOUNTOFINVENTORYREQUIREDDURINGPEAKPERIODSFOREVERYPRODUCT,NOTJUSTATTHECOLLECTIONLEVEL,WASESTABLIS

24、HEDALLOCATINGSPACEFOROVERFLOWSITUATIONSREQUIREDUNDERSTANDINGTHEPRODUCTSINVENTORYLEVELFLUCTUATIONBASEDONITSVARIANCE,EACHPRODUCTWASASSIGNEDANEXTRAPERCENTAGERANGINGFROM3PERCENTTO15PERCENTOFTHETOTALINVENTORYREQUIREDFORPEAKSEASONTHESELECTEDEXECUTIONMETHODFORIMPLEMENTINGAFIFOSYSTEMWASTOALLOWEXTRASPACEFORP

25、RODUCTROTATIONPRODUCTWASTOBEPULLEDFORCUSTOMERSHIPMENTSFROMONEENDANDSTOREDFROMSUPPLIERSHIPMENTSATTHEOTHERENDTHISREQUIREDTHEPRODUCTTOBEROTATEDWITHINITSASSIGNEDSPACETOFACILITATETHEPRODUCTROTATION,ANEXTRA5PERCENTBASEDONTHESPACEREQUIREDFORPEAKINVENTORYWASALLOWEDWITHTHEHELPOFTHEWAREHOUSEMANAGER,STACKINGRU

26、LESFOREACHPRODUCTCATEGORYWEREDETERMINED,WHICHWOULDLATERBECOMEAGUIDELINEFORHOWMANYOFEACHPRODUCTCOULDBESTACKEDWITHOUTINCURRINGDAMAGETHEMAINCRITERIAFORTHESTACKINGRULESWEREPRODUCTWEIGHTANDHEIGHTWHENSPACEISSCARCE,THEREAREOTHERTECHNIQUESTHATCOULDBEAPPLIEDTOREDUCESPACEREQUIREMENTSATTHEEXPENSEOFSOMEHANDLING

27、COMBININGPRODUCTGROUPSBYTHEIRSEASONALITYISONEOFTHEMIF,FOREXAMPLE,APARTICULARCATEGORYSSEASONALITYISOFFSETFROMANOTHERBYAGIVENPERIODOFTIME,ITWOULDBEWISETOPUTEACHCATEGORYNEXTTOEACHOTHERANDREDUCETHEOVERALLSPACEREQUIREDTOHANDLEPEAKSEASONSCENARIOSANDTRADEOFFANALYSESWEREDEVELOPEDAFTERPRIORITIESWEREESTABLISH

28、EDANDSPACEALLOCATEDAWAREHOUSEDRAFTLAYOUTWASCREATEDTOVISUALIZETHERESULTSOFTHEANALYSISANDDEVELOPTHEALTERNATESCENARIOSTHISDRAFTINCLUDEDALLRELEVANTPRODUCTINFORMATIONRATEOFSALE,PHYSICALPARAMETERS,STACKINGRULES,ETCFORUNDERSTANDINGANDHANDLINGEASETHEWAREHOUSEMANAGERANDSTAFFBROUGHTQUALITATIVEINFORMATIONTOTHE

29、DECISIONMAKINGPROCESSANALTERNATESCENARIOWASDEVELOPEDTOOPTIMIZETHESOLUTIONEVENFURTHERBASEDONCURRENTBUSINESSPROJECTIONSANDANTICIPATEDPRODUCTMIXCHANGES,THETEAMINCREASEDTHELONGRUNPOTENTIALSAVINGSIMPLEMENTATIONPHASEACOMPLETELAYOUTINCLUDINGPRODUCTPOSITIONING,SPACEBREAKDOWNBASELINE,FIFO,ANDOVERFLOWSPACE,AN

30、DQUALITYCONTROLANDSTAGINGAREASWASDEVELOPEDANDSHAREDWITHTHEPEOPLEINVOLVEDSAFETYANDENVIRONMENTALPERSONNELWEREASKEDTOHELPDEVELOPESCAPEROUTESANDANYOTHERPROTECTIONMEASURESTHENEXTPARTOFTHEIMPLEMENTATIONPHASEWASTODEVELOPOPERATINGPROCEDURESWITHTHECUSTOMERINMINDTHETHREEMAINISSUESADDRESSEDWERETRAINING,EXCEPTI

31、ONCHARGES,ANDPICKUPSBYAPPOINTMENTEMPLOYEESWERETRAINEDONHOWTOCAREFORTHEPRODUCTIMPLEMENTATIONTOOKPLACEINPHASESBASEDONINCOMINGCONTAINERSCHEDULES,INCOMINGPRODUCTWASMAINLYSTOREDATTHENEWLOCATION,WHILESHIPMENTSTOOKPLACEOUTOFTHESATELLITEWAREHOUSESWITHINTWOMONTHS,MOSTSATELLITEWAREHOUSESWERECLOSED,ANDALLTHESH

32、IPPINGANDRECEIVINGOPERATIONSWEREMOVEDTOTHENEW800,000SQUAREFOOTWAREHOUSERESULTSWITHINTHREEMONTHS,THECOMPANYBEGANSEEINGBENEFITSTHERESULTSOVERTHETWOYEARSSINCETHEIMPLEMENTATIONTHETOTALWAREHOUSESPACEWASREDUCEDBY28PERCENT,WHICHDIRECTLYAFFECTEDTHEAMOUNTOFRENTPAIDINFACT,THERENTSAVINGSWEREAROUND36PERCENTOPER

33、ATIONSRELATEDEXCEPTIONCHARGESWEREDECREASEDTHENEWWAREHOUSEHADENOUGHCAPACITYTOSUSTAINTHEPEAKINVENTORYSITUATIONTHATWOULDHAVEPREVIOUSLYCAUSEDPRODUCTOVERFLOWAND,THEREFORE,DEMURRAGECHARGESTHENEWLYIMPLEMENTEDPICKUPAPPOINTMENTSYSTEMELIMINATEDPERDIEMCHARGESLABOREFFICIENCYIMPROVEMENTSWEREACHIEVEDBYELIMINATING

34、UNNECESSARYSTEPSWHILEHANDLINGTHEPRODUCTINRECEIVINGANDSHIPPINGEXCESSINTERNALTRANSFERSOFPRODUCTFORCONSOLIDATIONALSOPLAYEDAMAYORROLEINREDUCINGOPERATINGEXPENSESTHEIMPLEMENTEDFIFOINVENTORYPRACTICESBROUGHTTOLIGHTEXISTINGINVENTORYPROBLEMSLINEOFSIGHTVISIBILITYALLOWEDMANAGEMENTTOBEAWAREOFTHEPROBLEMANDQUICKLY

35、DEVISEASOLUTION,WHICHHELPEDAVOIDOBSOLESCENCEANDIMPROVEINVENTORYTURNSAMONGOTHERREASONS,REDUCEDMATERIALHANDLINGWASRESPONSIBLEFORDECREASEDCUSTOMERCOMPLAINTSANDCHARGEBACKSHANDLINGRELATEDRETURNSANDALLOWANCESWEREREDUCEDSIGNIFICANTLY,CREATINGAMAJORBOOSTINCOMPANYPROFITSCONCLUSIONTHEREISASYSTEMATICPROCESSTHA

36、TCANBEUSEDTOOPTIMIZEWAREHOUSESTOCREATEALEAN,AGILEORGANIZATIONITISIMPORTANTFIRSTTOIDENTIFYALLELEMENTSREQUIREDFORSUCCESS,LIKETHISFURNITURECOMPANYDIDNOMATTERWHATTHESPACECONSTRAINTSAREORWHICHMETHODOLOGYISUSED,THESTRATEGICVALUETOTHECOMPANYMUSTBEIDENTIFIEDANDTHERIGHTPEOPLEMUSTBEINVOLVEDIFTHEPROJECTISTOBES

37、UCCESSFULTHEREAREFOURKEYFACTORSTOASUCCESSFULIMPLEMENTATIONOFANYPROJECT,REGARDLESSOFTHEMETHODOLOGY,APPROACH,ORASSUMPTIONSUSEDBUSINESSPURPOSEALWAYSSTARTWITHTHESTRATEGICBUSINESSGOALINMINDTHECOMPANYNEEDEDALONGTERMPLANTOCOMPETEINTHEGLOBALMARKETWAREHOUSINGISANUNAVOIDABLEACTIVITYINCURREDBYORGANIZATIONSITIS

38、BECOMINGAWAYTODIFFERENTIATEPRODUCTSANDSERVICESFROMCOMPETITORSINVOLVEKEYPERSONNELMOVINGINTOANEWWORKPLACEANDOPERATINGUNDERNEWPROCEDURESISNOTEASYFOREMPLOYEESTOMAKETHETRANSITIONEASIERANDTOGETFULLSUPPORTATALLLEVELSOFTHEORGANIZATION,INVOLVEKEYPERSONNELFROMTHESTARTSUCHACTIONBREAKSEXISTINGBOUNDARIESANDGENER

39、ATESASENSEOFOWNERSHIP,WHICHWILLHELPDURINGTHEIMPLEMENTATIONPROCESSASWELLASFUTURESUCCESSDESIGNWITHTHECUSTOMERINMINDCONSOLIDATINGPRODUCTSUNDERONEROOF,IMPLEMENTINGAFIFOTECHNIQUEFORINVENTORYMANAGEMENT,ANDESTABLISHINGANAPPOINTMENTDRIVENPICKUPSYSTEMARENOTJUSTAPPROACHESTOREDUCEOPERATINGCOSTSTHEINTANGIBLEBEN

40、EFITSOFBECOMINGMORECUSTOMERFRIENDLYWHICHAREKEYINAWORLDDRIVENBYINTERMEDIARIESARETOUGHTOMEASURE,BUTINTHELONGRUN,THEYSURELYSURPASSTHEBENEFITSOFREDUCINGOPERATINGEXPENSESDEVELOPFLEXIBLE,QUALITATIVE,ANDEXPERIENCEDRIVENMODELSTHEMODELDEVELOPEDWASNOTCREATEDSIMPLYFROMDATAINVOLVINGEXPERIENCEDRIVENPEOPLEADDEDAQ

41、UALITATIVEELEMENTTHATCANNOTBECAPTUREDBYPUREDATAINANANALYSISSOURCEJUSTUSKLEMPERER,SEKARSUNDARARAJAN,ANDEMORYZIMMERSJR2003“CAREFULWITHTHATWAREHOUSE”INDUSTRIALENGINEERSEPTEMBERPP4045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

42、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

43、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

44、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

45、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，

46、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

47、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。因为某些季节的产品线是确定哪些是代表样品的重要时期。下一个步骤是指定产品靠近码头装运、接收优先权。分析团队帮助客户发货的一个运输模式通常是一个特定的组合模式。从亚洲供应商考虑进来的产品中揭示了相同的结论引进和出口的产品是都是一个整体（就

48、像床、床头柜、梳妆台、衣橱和镜子在一起）而不是单一的零件。商店将床头柜和梳妆台摆放在离床相同的距离是没有意义的。因此，提出了每个系列作为一个整体销售比例的优先等级。该产品有很大的重要性，产品的销售比例使得产品在最近的码头装运和接收。下一阶段的优化过程分析能力和管理仓库的可用空间。基于空间要求和的可用空间发展战略,存货将会存储和管理。变成三种主要的要求分别是库存高峰季的要求、空间临时性溢出状况和实施先进先出系统的空间需求。没意见产品所需要的盘点高峰期不只是在程度上，而且要被确定。分配空间需要了解产品总库存的波动水平。根据其方差，每个产品分配更高的百分比从3到15的存货率以保证旺季存货的需要。为了

49、便于产品的周转，高于5（基于高峰库存要求空间）是被允许的。在仓库经理的帮助下，分析确定了每个产品的推积规律，可以在后期避免因推积而产生的损失。推积的主要标准规定了产品的重量和高度。当空间缺乏，其他技术就可以广泛应用于减少空间的处理。合并和结合产品就是当季的特色之一。例如，在某一特定的季节性商品的淡季减少一个整体空间给旺季商品时一个明智的做法。在场地的平衡分析中优先考虑建立和空间的分配。仓库布局草案是分析的结果和发展交替的想像。这个文件包括所有相关的产品信息，商品的物理参数销售比例、堆放规则，等等便于理解和加工。仓库部门经理和员工带来的定性信息的决策过程。另一个方案基于当前商业的投射和预期的产品结构的变化优化了进一步发展，这是团队的长期增长的潜力。实施阶段。一个完整的布局包括产品定位、空间故障（基线、先进先出系统和溢出空间），质量控制和分段运输区域发展和共享涉及到的人。安全及环境人员必须帮助开发逃生路线及其他保护措施。下一部分的实施阶段是发展操作程序与客人的想法。解决三个主要的问题额外的费用，小卡车的预约，训练有素的员工如何看管产品。在实施阶段，根据进料集装箱的时间表，进口的产品主要储存在装有卫星装置仓库的新位置。在两个月之内，大部分装有卫星装置的仓库都被关闭，所有新装运和接收的产品都将在800000平方英尺中进行。结果三个月内，公司看上去开始有收益。结果在2年的