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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
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