1、WarehousingThis chapter presents a description of a small, fictitious warehouse that distributes office supplies and some office furniture to small retail stores and individual mail-order customers. The facility was purchased from another company, and it is larger than required for the immediate ope
2、ration. The operation, currently housed in an older facility, will move in a few months. The owners foresee substantial growth in their high-quality product lines, so the extra space will accommodate the growth for the next few years. The description of the warehouse is of the planned operation afte
3、r moving into the facility.The purpose of this chapter is to introduce the reader to the operations of warehouses. Basic function sare described, typical equipment types are illustrated, and operations within departments are presented in some detail so that the reader can understand the relationship
4、s among products, orders, order lines, storage space, and labor requirements. Storage assignment and retrieval strategies are briefly discussed.Evaluation of the planned operation includes turnover, performance, and cost analyses. Additional information can be found in other chapters of this volume
5、and in the reference material.Role of the Warehouse in the Supply ChainWarehouses can serve different roles within the larger organization. For example, a stock room serving a manufacturing facility must provide a fast response time. The major activities would be piece (item)picking, carton picking,
6、 and preparation of assembly kits (kitting). A mail-order retailer usually must provide a great variety of products in small quantities at low cost to many customers. A factory warehouse usually handles a limited number of products in large quantities. A large, discount chain ware house typically “p
7、ushes” some products out to its retailers based on marketing campaigns, with other products being “pulled” by the store managers. Shipments are oft en full and half truckloads. The Ware house described here is a small, chain warehouse that carries a limited product line for distributionto its retail
8、ers and independent customers.The purpose of the warehouse is to provide the utility of time and place to its customers, both retail in the quantities requested by small retailers and individual customers. Production schedules often result in long runs and large lot sizes. Thus, manufacturers usuall
9、y are not able to meet the delivery dates of small retailers and individuals. The warehouse bridges the gap and enables both parties, manufacturer and customer, to operate within their own spheres.Product and Order Descriptions1. Product DescriptionsThe products handled include paper products, pens,
10、 staplers, small storage units, other desktop products, electronic products are delivered directly from other distributors and not handled by the warehouse.One would say that the warehouse handles relatively low-value products from the viewpoint of manufacturing cost. ships among these load types. I
11、ndividuals usually request pieces; retailers may also request pieces of slow movers, products that are not in high demand. Retailers usually request fast movers, products that are in high demand, in carton quantities. Bulky products like large desktop storage units may be in high enough demand so th
12、at they are sold by the warehouse in pallets. Furniture units are also sold on pallets for ease of movement in the warehouse and in the delivery trucks. shows the number of products to be stored and the number of storage locations needed. The latter issue is discussed inSection The typical dimension
13、s of a piece is 10 25 3.5 cm, with a typical volume of 0.875 liters. A carton has typical dimensions of 33 43 30 cm, with a typical volume of 42.6 liters. Thus, a typical carton contains 48.7 pieces. The typical dimension of a pallet is 80 120 140 cm, with the last dimension being and individual. Ma
14、nufacturers of office supplies and furniture are usually not willing to supply products low-priced media like CD and DVD blanks, book and electronic titles, and office furniture. High-value Products are sold by the warehouse as pieces, cartons, and on pallets. Figure 12.1 shows the relation- the hei
15、ght. The pallet base is about 10 cm high, so the typical product volume is 1.25 m3, corresponding to 29.3 cartons. The pallet base allows for pickup by forklift truck from any of the four sides. Table 12.2 summarizes these values. Different products, of course, have different dimensions and relation
16、ships. The conversion factors can vary depending on whether the product is sold mainly in piece, carton, or pallet quantities. We will not introduce further complexity here and use the values given here for determining storage and labor requirements.2Order DescriptionsThere are two types of orders p
17、rocessed at the warehouse. Large orders are placed by the retailers who belong to the same corporation; these are delivered by less-than-truckload (LTL) carrier. Small orders are placed by individuals, and these are delivered by package courier service like United States Postal Service (USPS), Unite
18、d Parcel Service (UPS), and Federal Express (Fed EX). Large orders contain more products and the quantity per product is greater than for small orders.Pallet Pick OperationsFull pallet picking is done primarily in the floor storage area and occasionally in the pallet rack area. These pallets move di
19、rectly to outbound staging. A forklift truck has the capacity to transport one pallet at a time. Travel within the pallet floor storage area follows the rectilinear distance metric (Francis et al. 1992).Sorting, Packing, Staging, Shipping OperationsPieces and cartons that are picked using batch pick
20、ing must first be sorted by order before further processing. The method of batch picking, described in the following, is designed to facilitate this process without requiring extensive conveyor equipment. In addition, all pieces must be packed into over pack cartons, and these are then consolidated
21、with regular (single product) cartons by order. Some cartons and over packs move to outbound staging for package courier services like USPS, UPS, and FedEx. Others move to outbound staging for LTL carrier service. The package courier services load their vehicles manually, and the LTL carriers are lo
22、aded by warehouse personnel using either forklift trucks or pallet jacks.Support Operations, Reware housing, Returns ProcessingAt irregular times, the warehouse staff must perform additional functions that are not part of the normal process. Whenever a new store is being prepared for opening, a larg
23、e quantity of product, for the full product line, must be picked and staged. There is a separate area set aside for this staging.Occasionally, some products need to be repackaged and/or labeled for retail stores. Th is value-added processing is performed between picking and packing. Returned merchan
24、dise must be inspected, possibly repackaged, and then returned to storage locations. The volume is not significant, and it is handled in the value-added area. Periodically, product locations must be changed to reflect changing demand. This reware housing is performed during slack periods so as not t
25、o require additional labor.In addition, the warehouse contains an office for management and sales personnel, toilets for both staff and truck drivers, and a break room with space for vending machines and dining. There is a battery charging room for the electric batteries used by forklifts and pallet
26、 jacks, and a small maintenance room.Storage Department Descriptions and OperationsThis section presents details on the individual storage departments and their operations. Here we determine the storage space requirements, and we describe the pick methods and obtain labor requirements.Bin ShelvingTh
27、 e bin shelving area contains 1000 slow moving products that are picked as pieces. Th ey are housed in shelving units that are 40 cm deep, 180 cm high, and 100 cm wide, for a cubic volume of 0.72 m3. Using a cubic space utilization factor of 0.6 to allow for clearances and mismatches of carton dimen
28、sions with the shelves, each shelving unit can accommodate on average 0.72 0.6/0.0426 = 10.14 cartons. If each product requires at most one carton, then we need 1000/10.14 = 98.6 or 99 shelving units. Rounding this to 100 units implies a pick line 100/2 = 50 m. One way to implement this is to establ
29、ish two pick aisles, each 25 m long, as shown in Figure 12.9. In the final layout, the system is expanded to a length of 30 m. In addition, space is provided for two future aisles. Although all the products stored here are considered slow movers, with some exceptions for products with small total re
30、quired inventory measured in cubic volume, the principle of activity-based storage is extended further to identify the faster moving products (among the slow movers). These are placed in the ergonomically desirable golden zone.The small number of requests per order for slow moving products makes it
31、appropriate to use a sort-while-pick (SWP) method for retrieval. An order picker uses a cart with multiple compartments to pick items for several orders on one trip past the shelves. The compartments items for different orders being mixed . Later, when the cart is moved to sorting, consolidation, an
32、d packing, there is actually little sorting work to do, but mainly consolidation and packing.Warehouse ManagementThe operation of the warehouse requires careful and constant management. The scanning of received products is just one example of the functions performed by the WMS. It is beyond the scop
33、e of this chapter to present details of a typical WMS. However, some main features should be mentioned here.The tracking of flows throughout the warehouse is one of the basic functions of a WMS. This can be done manually, but most facilities today use barcode scanners, and many use barcode scanners
34、intedatabase. A typical WMS enables the functions listed below. These requirements are not inclusive, but only indicate the types of functions desired. Further details are in (Sharp, 2001).The WMS should enable scheduling of personnel, including regular full-time employees and temporary and part-tim
35、e employees. Tracking of employee productivity is useful for training and workload balancing. Workload scheduling should be linked to forecast information, and the conversion of product volumes should be automatically translated to labor hours by function and employee productivity. out-of-stock cond
36、itions, process partial receipts, and quarantine products requiring inspection. It should generate labels for pallets and cartons with data on SKU (unique product type), description, date received, lot or purchase order number, expiration code(s), and location code(s). It should assign storage locat
37、ion recognizing physical characteristics of product, physical characteristics of location, environmental restrictions, and stock rotation. It should also have the ability to send products directly to out-bound vehicles (cross-docking). The ability to schedule trucks and assign them to docks is also
38、useful. mation of stow (storage) action, updating of inventory upon stow, stock reservation capability, and provision for cycle counting. The WMS should support more than one location per SKU and more than one SKU per location. Report generation should include stock activity reports (fast, medium, s
39、low, dead), empty location reports, and anticipated replenishment of forward pick areas.仓 储本章提出了一个描述一个小虚拟仓库分发办公用品和办公家具的小零售商店和邮购客户个人。工厂购买另一个公司，它是大于所需的直接操作。将在几个月经营，目前居住在老年设施。业主预见大幅增长，高品质的产品线，因此额外的空间可容纳的增长在未来几年。描述了仓库的计划行动后进入该设施。本章的目的是向读者介绍业务的仓库。基本函数描述，典型的设备类型的说明和业务部门提出的一些细节，使读者能够理解他们之间的关系，产品，订单，订单行，存储空
40、间，和劳动力需求。存储分配和检索策略进行了简要讨论。评价的行动计划，包括离职，性能和成本分析。额外的信息中可以找到其他章节的这一数量和参考材料。供应链中的仓库中的作用仓库可以为不同的角色。例如，服务的制造设施，必须提供一个快速的响应时间。主要活动将是一块（项目）采摘，采摘纸箱，准备组装套件（物料配套）。邮购零售商通常必须提供低成本的许多客户的小批量的产品种类繁多。通常一个工厂仓库，处理了大量的产品数量有限。通常一个大型折扣连锁店洁具房子“推”一些产品，根据市场营销活动及其零售商，被“拉”的商店经理的其他产品。出货经常EN充分和半卡车。这里所描述的洁具房子是一个小，连锁仓库进行的分配有限的产品线
41、零售商和独立客户。仓库的目的是提供实用的时间和地点的客户，无论是在小零售商和个人客户要求的数量零售。在长距离和大批量的生产计划往往导致。因此，制造商通常是不能够满足小型零售商和个人的交货日期。仓库弥补了差距，使双方，制造商和顾客，自己的领域内运作。产品及订购说明、产品描述处理的产品，包括纸制品，笔，订书机，小的存储单元，其他的台式机产品，电子产品是直接从其他分销商提供，而不是由仓库处理。一会说，仓库处理相对低附加值的产品，从生产成本的角度。其中负载类型的船舶。个人通常要求件;零售商也可以要求件缓慢的推动者，是在高需求的产品。零售商通常要求快速的推动者，在纸箱数量，有很高的需求的产品。大件产品，
42、如大型桌面存储单元可能在足够高的需求，使他们在托盘仓库出售。家具单位还销往便于运动在托盘在仓库和送货卡车。表12.1显示了存储和存储位置需要的产品数量。后者的问题进行了讨论第3节。一块典型的尺寸是10253.5厘米，与典型的量为0.875升。一个纸箱尺寸334330厘米的典型，与典型的体积为42.6升。因此，一个典型的纸箱中有48.7件。典型的托盘尺寸为80120140厘米，最后一维的福祉和个人。办公用品和家具制造商通常不愿意提供产品。低价的媒体，如CD和DVD，图书和电子刊物，办公家具。高价值的产品主要销往件，纸箱，托盘上的仓库。托盘基地是高约10厘米，因此，典型的产品体积为1.25立方米，
43、相应的29.3箱。允许叉车皮卡从四面托盘基地。总结这些值。变化产品，当然，有不同的尺寸和关系。转换因素可以改变取决于是否出售的产品主要集中在一块，纸箱，托盘数量。这里，我们将不会采取进一步的复杂性和使用这里确定的值存储和劳动力的需求。订购说明有两种类型的订单在仓库处理。由零售商属于同一公司的大订单都放在这些低于整车（零担）承运人交付。小订单都放在个人，这些包裹美国邮政服务（USPS），美国联合包裹服务公司（UPS），联邦快递（联邦快递）快递服务交付。大订单中含有较多的产品和每个产品的数量是大于小订单。2.4托盘拾取操作全托盘采摘完成，主要是在佛罗里达州OOR存储区和偶尔在托盘货架面积。这些托盘
44、移动直接对外分期。叉车，一时间在托盘运输能力。托盘FL OOR存储区域内的旅游如下的直线距离度量（弗朗西斯等。 1992年）。2.5分拣，包装，暂存，运输业务件，使用批量采摘的纸箱，首先必须按顺序排序，前进一步的处理。批量采摘在以下所述，该方法无需广泛的输送设备，旨在促进这一进程。此外，所有作品必须装进了包装纸箱，然后定期（单品）纸箱巩固。一些纸箱和包裹移动到出站的分期，像美国邮政，UPS和联邦快递包快递服务。其他出境分期零担承运人服务。包快递服务手动载入他们的车辆，零担承运人仓库的人员使用或者叉车或托盘千斤顶加载。支持的行动，退货处理在不规则的时代，仓库工作人员必须执行额外的功能是不正常的进
45、程的一部分。每当一个新的商店正在准备开放，大量的产品，完整的产品线，必须采摘和上演。有一个独立的区域，此分期拨出。有时候，有些产品需要重新包装和/或零售商店的标记。 TH是加工增值之间进行分拣和包装。退回的商品必须进行检查，有可能重新包装，然后返回到存储位置。数量不显着，它在增值领域的处理。定期，产品的位置，必须改变，以反映不断变化的需求。这住房在农闲期间进行，以免需要额外的劳动。此外，仓库包含了管理和销售人员，厕所人员和卡车司机，并与自动售货机和餐饮空间的破房的办公室。那里叉车和托盘插孔所使用的电池，和一个小的维修室是一个电池充电室。存储部门说明及操作本节介绍个人存储部门和经营上的细节。在这
46、里，我们确定了存储空间的要求，我们描述回升方法，获得劳动力的需求。货架 搁置区包含1000滞销产品件回升。安置在立方米容积为0.72立方米，深40厘米，高 180厘米，宽100厘米的单位。使用0.6立方米空间的利用率，允许间隙和货架的纸箱尺寸不匹配，每个搁架单元可以容纳上平均0.720.6/0.0426=10.14纸箱。如果每个产品最多需要一个纸箱，然后我们需要1000/10.14=98.6或99个搁置单位。100个单位四舍五入这意味着一挑线100/2=50米。实现这一点的一种方法是建立两个挑过道，每个长25米，如图12.9所示。在最后的布局，该系统扩大到30米的长度。此外，空间提供了两个未来
47、的过道。虽然存储在这里的所有产品被认为是缓慢的推动者立方米容积的测量产品所需的总库存小一些例外，活动为基础的存储原则，进一步扩展来识别速度更快的移动产品（其中包括缓慢搬运工）。这些被放置在符合人体工程学的理想的黄金地带。少数滞销产品要求每个订单，使得使用排序，同时采撷（SWP）的检索方法。拣选使用多个车厢一辆车，一个过去的货架上挑选几个订单项目。混合车厢不同的订单项目。后来，当车移动到排序，巩固和包装，但实际上是小排序的工作要做，但主要是巩固和包装。仓库管理仓库的电子操作需要谨慎和稳定的管理。每次收到的电子邮件扫描产品是由WMS执行的功能只是一个例子。它是超出了这个范围介绍一个典型的WMS的细
48、节。然而，这里应该提到的一些主要特点。跟踪整个仓库是一个WMS的基本功能之一。可以手工完成，但今天的大多数设施使用条码扫描仪，和许多使用条形码扫描仪一个典型的WMS使下面列出的功能。这些要求是不包括在内，但只显示所需的功能类型。进一步的细节（夏普，2001年）。5s应使调度人员，包括定期全职员工和临时和兼职员工。跟踪员工的工作效率的方法是有益的培训和工作量平衡。工作量调度应与预测信息，产品量的转换，应自动翻译功能和雇员生产力劳动时间。股票的条件，过程中的部分收益，并需要检验检疫的产品。它应该生成托盘和纸箱上的SKU（独特的产品类型）的数据，描述，收到日期，批号或购买订单号码，到期代码（S），位置码（S）的标签。它应分配的存储位置，认识到产品的物理特性，物理特性的位置，环境的限制，存货周转。它应该也有能力将产品直接发送到出站的车辆（交叉对接）。安排卡车，并将它们分配到码头的能力也是有益的。垫木（存储）操作，更新后的库存垫木，股票保留的能力，并提供循环计数。在WMS应该支持多个位置，每个SKU和多个SKU的每个位置。生成报告应包括股票的活动报告（快，中，慢，死），空位置报告，预计增资向前挑领域。. .
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