仓储管理-NEW
仓储管理一至三章
10
华中科技大学管理学院
鸟瞰图：Cross Docking
Cross Dock
10
11
华中科技大学管理学院
为什么要使用仓库（Warehouse, DC）？
使用仓库的原因: – 主要是库存(inventory)的作用，更好地满足客户需求 • 提前期短(lead time)、响应时间快(respond time) • 批量折扣(price break)、费用摊销(amortize costs) 使用配送中心的原因: – 拼装运输 (transportation consolidation) – 产品布置 (product positioning) – 卸货拆分 (break balk) – 增值服务 (value-added processing)
物流成本超过国民生产总值GNP (Gross National Product) 的5%
13
华中科技大学管理学院
14
美国物流案例
凯玛百货K-Mart：
– 200万ft2 (18.5万m2 ，35个足球场)
沃尔玛Walmart：
– LaGrange区域配送中 心RDC:130万ft2 (12 万m2 ) – Stateboro港口配送 中心Port DC: 200万 +140万
华中科技大学管理学院
什么是仓库Warehouse？
仓库warehouse “a structure or room for the storage of merchandise or commodities” —— Merriam-Webster “一种用于贮存(storage)商品或货物的建筑物或空间”—— 韦氏大词典 仓库 warehouse “Storage place for products. Principal warehouse activities include receipt of product, storage, shipment, and order picking.” —— SUPPLY CHAIN and LOGISTICS TERMS and GLOSSARY “产品存放的地点。主要的仓储业务包括产品的接受、仓储、发运和订 单拣选。”—— 美国供应链与物流术语词汇 仓库 warehouse “保管、储存物品的建筑物和场所的总称。” —— 中华人民共和国国家标 准物流术语
InventoryManagement仓储管理课件
Begin End order order receipt receipt
Time
•InventoryManagement仓储管理
•12-20
•InventoryManagement仓储管理
•12-3
Inventory and Supply Chain Management
Bullwhip effect
demand information is distorted as it moves away from the end-use customer
▪ Ordering cost
▪ cost of replenishing inventory
▪ Shortage cost
▪ temporary or permanent loss of sales when demand cannot be met
•InventoryManagement仓储管理
PART VTPAOALTRUAELT
9 $30,6100
8 16,0200
2 1
154,,4030000
4 4,8400
3 3,9500
6 5
CL33A,,6067S00S00
10 7
$85211,,,ABC447089000000
%UOVNFALITTUOETCAOL ST%QOUFAANTNTOITNTAYUL A%L CUUSMAMGULEATIVE
▪ Demand is known with certainty and is constant over time
▪ No shortages are allowed ▪ Lead time for the receipt of orders is
仓储库存与运输配送管理-简化版
5
仓储与采购生产销售财务之间的合作
销售
生产
仓储 仓储
财务 采购
6
“以时间抢空间” 的仓储总体目标优化
仓储象蓄水池，活的水进行科学的流动。 仓储的目标是 “以时间抢空间” 。
Байду номын сангаас
7
“多快好省”的仓储作业目标优化
快进货 快出货 多储存 保管好 省费用
8
“12字方针”堆码优化目标
30
库 存 的 计 价 方 法
数量 期初 收入 1999.01.01 1999.01.08 1999.01.10 销售 1 先进先出 1999.01.14 300 200 100 期末 1999.01.31 600 20.00 22.00 21.50 4,000 2,200 6,200 12,900 200 400 300 单位成本 总成本 20.00 22.00 21.00 4,000 8,800 6,300 15,100 4,000
XX城市 5周 RSF
提交日：99.5.27 第2周 产品001 产品002 产品003 产品004 产品005 产品006 产品007 产品008 产品009 产品010 产品011 产品012 产品013 550 450 259 1500 600 0 150 0 700 300 350 50 0 第3周 550 600 100 1200 1000 50 150 0 750 300 400 0 0 第4周 500 500 150 1300 850 50 150 0 800 350 400 50 50 第5周 600 550 200 1400 900 50 150 50 800 350 400 50 50 第6周 550 550 200 1600 1000 50 200 50 850 400 400 50 50
物流仓储管理ppt模板
3
PROFESSIONAL TEAM
SLIDE SUB TITLE
Our user-friendly and functional search engine helps you locate the right templates, effectively saving your time..
More choicse and visual trends
INTERNATIONAL TRADE
PRESENTATION SUB TITLE
Powerpoint is a complete presentation graphic package it gives you everything you need to produce a professional-looking presentation
Our user-friendly and functional search engine helps you locate the right templates, effectively saving your time..
More choices and visual trends
Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.
物流专业外文翻译--仓储管理
外文原文：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 product’s value, 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 turn 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 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 facility’s warehouse. In total, each warehouse was handling more than 150 incoming and outgoing pieces of furniture on 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 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 that 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 company’s financial situat ion. Customer returns and allowances had reached 10 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 c harges. Demurrage and per diem charges were a major financial hit to the company. Demurrage charges 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 and held at the facility) were common due to the lack of a scheduling system for incoming containers.• Ineffici ent product flow. Direct labor cost was becoming a major part of the company’s cost structure. Excess handling, along with not being able to make good use of economies of scale, were driving 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, first-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 or 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 handling.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 bybeing responsive to the customer. The material flows and storage concepts were designed to streamline flow and maximize throughput.In a time when every furniture company is importing from the same suppliers, there is little room to be creative and differentiate a company’s product because cost and quality end up the same. Cost and service become key aspects in the differentiation effort. Typically, consolidating and optimizing 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 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 management quickly. Because products, their characteristics, and the global supply chain are rapidly changing in the furniture industry, today’s solution will not necessarily fit tomorrow’s needs. New product introduction or changing demand patterns could throw a perfectly optimized warehouse off balance. 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 board 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.PLANNINGFigure 1. The two major phases of warehouse optimizationPlanning phase. Cross-functional teams representing each affected unit wereformed to ensure project success and feasibility. 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 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 receiving 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, 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 weight 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 strategy 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 for every product, not just at the collection level, was established. Allocating space for overflow situations required understanding the product’s inventory level fluctuation. Based on its variance, each product was assigned an extra percentage —ranging from 3 percent to 15 percent—of the total inventory 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 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 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 one of them. If, for example, a particular category’s 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 were 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. The 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.Implementation 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 protection 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 theproduct.Implementation took place 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-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.Operations-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 efficiency 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 inventory 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. Handling-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 this furniture company did. No matter what the space constraints are or which methodology is used, the strategic value to the company must be identified andthe right people must be involved if the project is to be successful.There are four key factors to a successful implementation of any project, 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 differentiate 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 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 produ cts under one roof, implementing a FIFO technique for inventory management, and establishing an appointmentdriven 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 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.“careful with that warehouse” Industrial Engineer.September.pp.40-45中文译文：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。
仓储日常工作细节管理(new) 课后
C 50
D 60
正确答案： C
4. 物品保管的“三定”原则不包括： √
A 定人
B 定位
C 定量
D 定区
正确答案： A
判断题
5. 为了便于管理，仓储物资应坚持先进后出原则。答案： 错误
B 分类堆放
C 编号定位
D 五五堆码
正确答案： D
2. 物品保管的“三防”原则不包括： √
A 防火
B 防盗
C 防潮
D 防雷
正确答案： D
3. 在仓库中，需要保证至少每（ ）平米有一个灭火器。 √
A 30
B 40
仓储日常工作细节管理（new） 关闭 1 课程学习 2 课程评估 3 课后测试 课后测试如果您对课程内容还没有完全掌握，可以点击这里再次观看。
观看课程
测试成绩：80.0分。恭喜您顺利通过考试！ 单选题
1. 每堆货物放多少物资应该是定量的，这属于物品堆放四大方法中的： √
A 一次托盘
仓库货物储存管理规程
仓库货物储存管理规程一、目的和适用范围本规程的目的是确保仓库货物的储存安全、合理和高效管理，适用于所有涉及仓库货物储存管理的工作。
二、责任与权限1. 仓库经理负责制定和执行货物储存管理方案，确保仓库运营的顺利进行。
2. 货物管理员负责货物的接收、储存、发放和记录等相关工作，并及时上报和处理货物损坏或丢失的情况。
3. 仓库工作人员应严格按照规程执行各项工作，确保仓库货物储存管理的质量和效率。
三、货物接收与验收1. 储存前，仓库工作人员必须对接收的货物进行清点、核对，并填写货物接收记录。
2. 对于有损坏、缺失或其他异常情况的货物，应立即上报仓库经理，以便及时处理。
四、货物储存1. 仓库应按照货物种类、规格和特性进行分类，并标明储存位置和标识，以便于货物检索。
2. 不同种类的货物应按照其特性进行储存分区，避免有害物质与易燃易爆物品混存。
3. 货物储存应注意通风、干燥、防潮等环境条件，特殊要求的货物应按照规定储存温度和湿度。
4. 对于易腐烂、易损坏或易燃易爆的货物，应特别加强监管，确保安全储存，并设置相应的安全设施。
五、货物发放1. 发放货物前，仓库工作人员必须核对货物清单及相关单据，并将发放记录及时报备给仓库经理。
2. 货物发放按照先进先出的原则进行，确保货物不过期、不积压，并记录发放日期和收货单位名称等信息。
六、盘点和检查1. 定期进行仓库货物的盘点，确保仓库库存与记录一致。
2. 仓库经理应安排定期巡检，检查货物及储存环境，发现问题及时采取措施解决，并记录相关信息。
七、货物损失和问题处理1. 出现货物损坏、遗失等问题时，仓库工作人员应立即上报仓库经理，并配合进行问题调查和处理。
2. 货物损失应根据责任划分进行赔偿，并及时进行记录和报告。
八、安全防护措施1. 仓库应设置安全警示标识，确保工作人员了解并掌握相关安全知识。
2. 定期进行消防演练，确保工作人员熟悉火灾应急预案和使用消防设备的方法。
3. 仓库应配备必要的防护设施，如报警系统、监控设备等，以确保货物储存的安全。
实验三 仓储管理系统规划和分析(完整)
实验三仓储管理系统规划和分析前言随着企业管理信息化的发展，网络及计算机的引入使管理跃上了一个新的发展平台。
管理信息系统已成为企业规范化、信息化、自动化管理系统的一部分，为了适应日趋激烈的市场竞争，企业需要对自身的经营状况有充分的了解，并通过有效的管理不断提高效率。
因此，对仓库的管理也成为提高生产经营效率的一个重要途径。
可见仓库的管理对于企业来说尤为重要，也正是基于这个原因我把毕业设计的方向定在了企业的仓库管理上。
仓库管理系统是一个企业不可缺少的部分，它的内容对于企业的决策者和管理者来说都至关重要，所以仓库管理系统应该能够为用户提供充足的信息和快捷的查询手段。
但一直以来人们使用传统人工的方式管理产品，这种管理方式存在着许多缺点，如：效率低、保密性差等。
另外，由于时间一长，将产生大量的文件和数据，这对于查找、更新和维护产品都带来了不少的困难。
作为计算机应用的一部分，使用计算机对仓库信息进行管理，有着手工管理所无法比拟的优点。
例如：检索迅速、查找方便、可靠性高、存储量大、保密性好、寿命长、成本低等。
这些优点能够极大地提高仓库管理的效率。
由于时间紧迫，加之水平有限，设计中的缺点和不足之处在所难免，敬请导师批评指正，不胜感激。
1.1仓库管理系统研究背景与意义随着我国经济的飞速发展，各种类型规模的公司企业迅速崛起，许多从事生产和经营管理的企业都有自己生产和销售的产品，而这些产品都需要储存在仓库中，对于每个企业来说，随着企业规模的不断扩大，产品数量的急剧增加，所生产产品的种类也会不断地更新与发展，有关产品的各种信息量也会成倍增长。
面对庞大的产品信息量，如何有效地管理仓库产品，对这些企业来说是非常重要的，仓库管理的重点是销售信息能否及时反馈，从而确保企业运行效益。
而仓库管理又涉及入库、出库的产品、经办人员及客户等方方面面的因素，如何管理这些信息数据，是一项复杂的系统工程，充分考验着仓库管理员的工作能力，工作量的繁重是可想而知的，所以这就需要由仓库管理系统来提高仓库管理工作的效率，这对信息的规范管理、科学统计和快速查询，减少管理方面的工作量，同时对于调动广大员工的工作积极性，提高企业的生产效率，都具有十分重要的现实意义。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
剩余储备
• 原始社会剩余物资
第一节 储备与仓库
仓库
在物流系统中承担保管功能的场所，是物流网络中 的结点。
仓库的主要功能除了物品的存储保管功能之外，还 有物流系统中起着运输组合、产品组合、流通家狗 狗、服务、充当信用机构以及运输调节的作用，增 加产品的附加值。
二、仓库的分类
该方法就是以充分满足市场需求为前提，在最靠近顾客的地方选择仓库地址，追求顾客服务水平
②以生产定位的选址方法 的最大化，缩短将产品配送给顾客的时间。同时，这可以使企业在一定程度上获得规模效应（从工厂 或原材料产地到每个仓库地点的整车（TL）或者车辆荷载（CL）运输）。影响将仓库选在服务市场 地区的因素包括：运输成本、订货周期、订单大小、本地运输可得性以及客户服务水平。
（四）仓库布局模式决策
仓库网点和客户群的位置关系
仓库的客户有哪些？ 仓库的货物流向有哪些？
用户
仓库
用户
用户
用户
辐射型仓库
生产 点
仓库
吸收型仓库
适合用户相对集中的经济区域
适合货主相对集中的区域，属于集货中心
仓仓库仓来自库库用户
仓
仓
库
库
聚集型仓库
聚集型仓库 类似于吸收型，适用与经
用户
用户 仓 库
用户
一、仓库系统宏观布局
-影响因素： - 市场需求 -成本因素 - 服务水平
辐射型 吸收型 聚集型 扇形
数量
规模
宏观布局
布局
类型
定义： 最大数量 最大体积 影响因素： 需求量和需求速率
-自用仓库 -租用仓库
二、库存管理概述
仓储宏观布局
市场需求因素
仓库数量决策：
成本因素 服务水平因素
定义：
最大体积 最大数量
用户 扇形仓库
扇形仓库 辐射方向与运输干线上的运动方 向一致，位于输干线的末端。
仓库布局的方式
以市场定位的仓库
• 布置靠近用户区 • 辐射型仓库布局
以制造定位的仓库
中间定位的仓 库
• 靠近商品生产区或 多家生产厂
• 吸收型布局
• 交通运输的中转枢 纽
• 同享用户区和产区
二、仓库选址
1、局部市场条件。客户需求条件。根据顾客需求量的大 小，选址市场需求量大的位置建立仓库
该方法就是选择最靠近原材料产地或生产加工地点的位置建造仓库，这种选址决策是专门为方便
③以快速配原送材料定的位运输的和集选结址以及方产成法品加工而设定的，它能够给公司带来生产制造方面的便利。对于生产多 种产品的企业来说，运输经济来自于将运输合并成整车（TL）或者车辆荷载（CL）运输。将仓库选 在接近生产地点的影响因素包括：原材料的易损性、产品组合中的产品数目、客户订购产品的分类以 及合该并方运法输将费地率点。选在最终用户和生产者之间。主要强调快速的配送，在最终客户和生产厂商之间进 行适当的权衡，从而来进行仓库选址，一般来讲，它综合以上两种方法的优点，快速的配送运输使得 最终顾客的服务水平大大提高，增强了原材料的及时供给能力和产成品的及时配送分销，缩短了产品 投入市场的周期。如果公司必须提供高水平的客户服务和提供来自于不同生产地的不同产品时，公司 往往选择这种选址方式。
仓储管理
warehouse management
by: Charles
21-Dec-17
LOGO
目录
仓储管理
第一节 储备与仓库 第二节 仓储规划与设计 第三节 仓储作业流程管理 第四节 储存合理化管理 第五节 仓储工作经济技术指标
第一节 储备与仓库
一、储备的形成与作用
仓库
周转储备
保险储备
• 缓冲各环节供和需在 时间上的矛盾
2、交通运输条件。交通网络四通八达，交通基础设施配 套完好，运输方便。
3、政治经济环境条件。 4、自然地理环境条件。地形地质条件好，水文气候条件
好。 5、成本条件。仓库设置成本和运行成本。设置成本，仓
库的建造成本或者租用仓库的成本。运行成本是将来运 行的税费低。
仓储选址的决策方法
①以市场定位的选址方法
余存缺硫
为顾客代储、待 运、待加工
第二节 仓储规划与设计
本节知识点
仓库系统的宏观布局设计 仓库选址 仓库内部规划与设计
仓储规划设计的内容
⑴应该建多少仓库? ⑵仓库应该建在什么地方？ ⑶仓库的规模应该建多大? ⑷每个仓库所服务的客户是哪些? ⑸每个仓库的供应渠道是什么? ⑹每个仓库中应该存放什么货品? ⑺送货的方式应如何选择?
3、服务水平
据点越多，顾客响应程度越灵敏，服务水平越高。
二、仓库规模决策
是指仓库能够 容纳的货物的
①需求与仓储规模决策 最大数量或总 体积。
图 需求与仓库规模之间的关系
市场需求量越大，仓库规模大。 市场需求速率大，出库率大，周转速率快，仓库规模越小。
（三）仓库类型决策
考虑因素：
本地和外地 存货货品的种类性质 存货数量的大小 存货的持久性、稳定性 存货保管的稳定性 仓储成本因素
自用仓库
营业仓库
公共仓库
从事企业内部 物流业务的仓
库
固定成本
取得营业许可， 使用效率高 向企业提供保
管服务
国家或公共团 体为公共利益 建设的仓库
资金 灵活性
二、仓库的分类
仓库的分类
普通仓库
三、按保管形态分类
冷藏仓库
恒温仓库
危险品仓库
常温保管、 自然通风、 无特殊功能
储存 冷冻物资
保持一定 温度和
保湿功能
易燃易爆
腐蚀性
远离工厂居 民
二、仓库的分类
四、按结构和构造分类 平房仓库 多层仓库 高层货架仓库 散装仓库 罐式仓库
五、按仓库选址分类 港口仓库、内陆仓库、枢纽
站仓库。
三、仓库的功能
物流中心
储存保管 物资
功能
集散货物
收集货物完进 行储存、整理、 组配、流通加
工、分拣
防范风险
衔接供需
客户服务
仓库规模决策
影响因素： 需求量 需求速 率
仓库布局模式决策
辐射型布局 吸收型布局 聚集型布局 扇形布局
仓库类型决策
自用仓库 租用仓库
（一）仓库数量决策
1、市场需求因素
满足市场需求量。根据各地区市场需求量，决定仓库数量
2、成本因素
包括仓储成本、存货成本、运输成本和丧失销售的成本。目标是保证总 成本最低。
仓库的分类 一、按功能分类
周转仓库
储备仓库
生产仓库
存放待生 产加工的 原材料、 在制品
流通仓库
流通领域
待销售货 物
集配型 中转
仓库 分货型
以组织物资 不同运输 集货配送为 方式和方 主要目的 向的交接
加工仓库
以流通加 工为目的， 集加工长 和仓库于
一身
专门长期 存放各种 储备物资
二、仓库的分类
仓库分类 二、按用途分类