仓储系统控制技术毕业论文中英文资料外文翻译文献
中英文文献翻译-仓库管理系统( WMS )
英文原文Warehouse Management Systems (WMS).The evolution of warehouse management systems (WMS) is very similar to that of many other software solutions. Initially a system to control movement and storage of materials within a warehouse, the role of WMS is expanding to including light manufacturing, transportation management, order management, and complete accounting systems. To use the grandfather of operations-related software, MRP, as a comparison, material requirements planning (MRP) started as a system for planning raw material requirements in a manufacturing environment. Soon MRP evolved into manufacturing resource planning (MRPII), which took the basic MRP system and added scheduling and capacity planning logic. Eventually MRPII evolved into enterprise resource planning (ERP), incorporating all the MRPII functionality with full financials and customer and vendor management functionality. Now, whether WMS evolving into a warehouse-focused ERP system is a good thing or not is up to debate. What is clear is that the expansion of the overlap in functionality between Warehouse Management Systems, Enterprise Resource Planning, Distribution Requirements Planning, Transportation Management Systems, Supply Chain Planning, Advanced Planning and Scheduling, and Manufacturing Execution Systems will only increase the level of confusion among companies looking for software solutions for their operations.Even though WMS continues to gain added functionality, the initial core functionality of a WMS has not really changed. The primary purpose of a WMS is to control the movement and storage of materials within an operation and process the associated transactions. Directed picking, directed replenishment, and directed put away are the key to WMS. The detailed setup and processing within a WMS can vary significantly from one software vendor to another, however the basic logic will use a combination of item, location, quantity, unit of measure, and order information to determine where to stock, where to pick, and in what sequence to perform these operations.Have a flexible location system.Utilize user-defined parameters to direct warehouse tasks and use liveHave some built-in level of integration with data collection devices.Do You Really Need WMS?Not every warehouse needs a WMS. Certainly any warehouse could benefit from some of the functionality but is the benefit great enough to justify the initial and ongoing costs associated with WMS? Warehouse Management Systems are big, complex, data intensive, applications. They tend to require a lot of initial setup, a lot of system resources to run, and a lot of ongoing data management to con tinue to run. That’s right, you need to "manage" your warehouse "management" system. Often times, large operations will end up creating a new IS department with the sole responsibility of managing the WMS.The Claims:WMS will reduce inventory!WMS will reduce labor costs!WMS will increase storage capacity!WMS will increase customer service!WMS will increase inventory accuracy!The Reality:The implementation of a WMS along with automated data collection will likely give you increases in accuracy, reduction in labor costs (provided the labor required to maintain the system is less than the labor saved on the warehouse floor), and a greater ability to service the customer by reducing cycle times. Expectations of inventory reduction and increased storage capacity are less likely. While increased accuracy and efficiencies in the receiving process may reduce the level of safety stock required, the impact of this reduction will likely be negligible in comparison to overall inventory levels. The predominant factors that control inventory levels are lot sizing, lead times, and demand variability. It is unlikely that a WMS will have a significant impact on any of these factors. And while a WMS certainly provides the tools for more organized storage which may result in increased storage capacity, this improvement will be relative to just how sloppy your pre-WMS processes were.Beyond labor efficiencies, the determining factors in deciding to implement a WMS tend to be more often associated with the need to do something to service your customers that your current system does not support (or does not support well) such as first-in-first-out, cross-docking, automated pick replenishment, wave picking, lot tracking, yard management, automated data collection, automated material handling equipment, etc.SetupThe setup requirements of WMS can be extensive. The characteristics of each item and location must be maintained either at the detail level or by grouping similar items and locationsinto categories. An example of item characteristics at the detail level would include exact dimensions and weight of each item in each unit of measure the item is stocked (each, cases, pallets, etc) as well as information such as whether it can be mixed with other items in a location, whether it is rack able, max stack height, max quantity per location, hazard classifications, finished goods or raw material, fast versus slow mover, etc. Although some operations will need to set up each item this way, most operations will benefit by creating groups of similar products. For example, if you are a distributor of music CDs you would create groups for single CDs, and double CDs, maintaining the detailed dimension and weight information at the group level and only needing to attach the group code to each item. You would likely need to maintain detailed information on special items such as boxed sets or CDs in special packaging. You would also create groups for the different types of locations within your warehouse. An example would be to create three different groups (P1, P2, P3) for the three different sized forward picking locations you use for your CD picking. You then set up the quantity of single CDs that will fit in a P1, P2, and P3 location, quantity of double CDs that fit in a P1, P2, P3 location etc. You would likely also be setting up case quantities, and pallet quantities of each CD group and quantities of cases and pallets per each reserve storage location group.If this sounds simple, it is…well… sort of. In reality most operations have a much more diverse product mix and will require much more system setup. And setting up the physical characteristics of the product and locations is only part of the picture. You have set up enough so that the system knows where a product can fit and how many will fit in that location. You now need to set up the information needed to let the system decide exactly which location to pick from, replenish from/to, and put away to, and in what sequence these events should occur (remember WMS is all about “directed” movement). You do this by assigni ng specific logic to the various combinations of item/order/quantity/location information that will occur.Below I have listed some of the logic used in determining actual locations and sequences.Location Sequence. This is the simplest logic; you simply define a flow through your warehouse and assign a sequence number to each location. In order picking this is used to sequence your picks to flow through the warehouse, in put away the logic would look for the first location in the sequence in which the product would fit.Zone Logic. By breaking down your storage locations into zones you can direct picking, put away, or replenishment to or from specific areas of your warehouse. Since zone logic only designates an area, you will need to combine this with some other type of logic to determine exact location within the zone.Fixed Location. Logic uses predetermined fixed locations per item in picking, put away, and replenishment. Fixed locations are most often used as the primary picking location in piece pick and case-pick operations, however, they can also be used for secondary storage.Random Location. Since computers cannot be truly random (nor would you want them to be) the term random location is a little misleading. Random locations generally refer to areas where products are not stored in designated fixed locations. Like zone logic, you will need some additional logic to determine exact locations.First-in-first-out (FIFO).Directs picking from the oldest inventory first.Last-in-first-out (LIFO).Opposite of FIFO. I didn't think there were any real applications for this logic until a visitor to my site sent an email describing their operation that distributes perishable goods domestically and overseas. They use LIFO for their overseas customers (because of longer in-transit times) and FIFO for their domestic customers.Pick-to-clear. Logic directs picking to the locations with the smallest quantities on hand. This logic is great for space utilization.Reserved Locations. This is used when you want to predetermine specific locations to put away to or pick from. An application for reserved locations would be cross-docking, where you may specify certain quantities of an inbound shipment be moved to specific outbound staging locations or directly to an awaiting outbound trailer.Maximize Cube. Cube logic is found in most WMS systems however it is seldom used. Cube logic basically uses unit dimensions to calculate cube (cubic inches per unit) and then compares this to the cube capacity of the location to determine how much will fit. Now if the units are capable of being stacked into the location in a manner that fills every cubic inch of space in the location, cube logic will work. Since this rarely happens in the real world, cube logic tends to be impractical.Consolidate. Looks to see if there is already a location with the same product stored in it with available capacity. May also create additional moves to consolidate like product stored in multiple locations.Lot Sequence. Used for picking or replenishment, this will use the lot number or lot date to determine locations to pick from or replenish from.It’s very common to combine multiple logic methods to determine the best location. For example you may chose to use pick-to-clear logic within first-in-first-out logic when there are multiple locations with the same receipt date. You also may change the logic based upon current workload. During busy periods you may chose logic that optimizes productivity while during slower periods you switch to logic that optimizes space utilization.Other Functionality/ConsiderationsWave Picking/Batch Picking/Zone Picking. Support for various picking methods varies from one system to another. In high-volume fulfillment operations, picking logic can be a critical factor in WMS selection. See my article on Order Picking for more info on these methods.Task Interleaving. Task interleaving describes functionality that mixes dissimilar tasks such as picking and put away to obtain maximum productivity. Used primarily in full-pallet-load operations, task interleaving will direct a lift truck operator to put away a pallet on his/her way to the next pick. In large warehouses this can greatly reduce travel time, not only increasing productivity, but also reducing wear on the lift trucks and saving on energy costs by reducing lift truck fuel consumption. Task interleaving is also used with cycle counting programs to coordinate a cycle count with a picking or put away task.Integration with Automated Material Handling Equipment. If you are planning on using automated material handling equipment such as carousels, ASRS units, AGNS, pick-to-light systems, or separation systems, you’ll wa nt to consider this during the software selection process. Since these types of automation are very expensive and are usually a core component of your warehouse, you may find that the equipment will drive the selection of the WMS. As with automated data collection, you should be working closely with the equipment manufacturers during the software selection process.Advanced Shipment Notifications (ASN). If your vendors are capable of sending advanced shipment notifications (preferably electronically) and attaching compliance labels to the shipments you will want to make sure that the WMS can use this to automate your receiving process. In addition, if you have requirements to provide ASNs for customers, you will also want to verify this functionality.Yard Management. Yard management describes the function of managing the contents (inventory) of trailers parked outside the warehouse, or the empty trailers themselves. Yard management is generally associated with cross docking operations and may include the management of both inbound and outbound trailers.Labor Tracking/Capacity Planning. Some WMS systems provide functionality related to labor reporting and capacity planning. Anyone that has worked in manufacturing should be familiar with this type of logic. Basically, you set up standard labor hours and machine (usually lift trucks) hours per task and set the available labor and machine hours per shift. The WMS system will use this info to determine capacity and load. Manufacturing has been using capacity planning for decades with mixed results. The need to factor in efficiency and utilization to determine rated capacity is an example of the shortcomings of this process. Not that I’m necessarily against capacity planning in warehousing, I just think most operations don’t really need it and can avoid the disappointment of trying to make it work. I am, however, a bigadvocate of labor tracking for individual productivity measurement. Most WMS maintain enough data to create productivity reporting. Since productivity is measured differently from one operation to another you can assume you will have to do some minor modifications here (usually in the form of custom reporting).Integration with existing accounting/ERP systems. Unless the WMS vendor has already created a specific interface with your accounting/ERP system (such as those provided by an approved business partner) you can expect to spend some significant programming dollars here. While we are all hoping that integration issues will be magically resolved someday by a standardized interface, we isn’t there yet. Ideally you’ll want an integrator that has already integrated the WMS you chose with the business software you are using. Since this is not always possible you at least want an integrator that is very familiar with one of the systems.WMS + everything else = ? As I mentioned at the beginning of this article, a lot of other modules are being added to WMS packages. These would include full financials, light manufacturing, transportation management, purchasing, and sales order management. I don’t see this as a unilateral move of WMS from an add-on module to a core system, but rather an optional approach that has applications in specific industries such as 3PLs. Using ERP systems as a point of reference, it is unlikely that this add-on functionality will match the functionality ofbest-of-breed applications available separately. If warehousing/distribution is your core business function and you don’t want to have to deal with the integration issues of incorporating separate financials, order processing, etc. you may find these WMS based business systems are a good fit.Implementation TipsOutside of the standard “don’t underestimate”, “thoroughly test”, “train, train, train” implementation tips that apply to any business software installation ,it’s important to emphasize that WMS are very data dependent and restrictive by design. That is, you need to have all of the various data elements in place for the system to function properly. And, when they are in place, you must operate within the set parameters.When implementing a WMS, you are adding an additional layer of technology onto your system. And with each layer of technology there is additional overhead and additional sources of potential problems. Now don’t take this as a condemnation of Warehouse Management Systems. Coming from a warehousing background I definitely appreciate the functionality WMS have to offer, and, in many warehouses, this functionality is essential to their ability to serve their customers and remain competitive. It’s just important to note that every solution has its downsides and having a good understanding of the potential implications will allow managers to make better decisions related to the levels of technology that best suits their unique environment.中文译文仓库管理系统（ WMS ）仓库管理系统（ WMS ）的演变与许多其他软件解决方案是很像的。
外文文献及翻译-库房管理系统(FMS)
外文文献及翻译-库房管理系统(FMS)
概述
本文介绍了一种基于RFID技术的库房管理系统(FMS)，该系统具有可拓展性和高效性，可以在多种环境下使用。
基于标签的追踪技术，该系统可以自动监测库房中的物品，从而提高了库存管理的效率。
除此之外，该系统还具有多重质量控制和安全措施，以确保库房中的物品得到有效的管理和保护。
系统组件
该系统由多个组件组成，主要包括RFID读写器、标签、传感器、数据库和用户界面等。
RFID读写器和标签用于监测库房中物品的位置和数量。
传感器则用于检测库房的环境条件，例如温度和湿度等。
数据库则用于储存和管理物品信息，同时提供数据分析和报告等功能。
用户界面则为用户提供了可视化和交互式的界面，以便于用户实时监测库房中的物品情况。
系统优势
相比传统的库房管理方式，该系统具有以下优势：
- 实时监测库房中物品的位置和数量。
- 减少了手动操作，提高了效率和准确性。
- 多重质量控制和安全措施确保库房中物品得到有效的管理和保护。
- 可拓展性高，可以适用于多种环境。
系统应用
该系统可以广泛应用于各种行业和场合，例如：
- 仓储和物流行业
- 医药和生物科学行业
- 工业制造业
- 客户服务和零售业
结论
库房管理系统(FMS)是一种基于RFID技术的高效管理系统，具有实时监测、质量控制和安全保护等优势。
该系统可以广泛应用于多种行业和场合，是一种值得推广的库房管理方式。
物流管理专业外文翻译文--库存控制的基本方法
外文原文Basic methods of inventory controlIntroductionOne of the most important aspects of logistics concerns questions related to inventory. The amount of inventory that should be held and its location within a company’s logistics structure is vital in or der to meet customer service requirements and expectations. But,there,is,potentially,a large cost associated with holding inventory. It is vital to get right this balance of service versus cost. This part sets out to explore the basic concepts behind the inventory holding decision，as well as the basic method of inventory control.Keyword：Logistics,inventory control,Inventory management method. The significance of inventory controlInventory Control (Inventory Control) is a manufacturing or service production, management of the whole process a variety of items, finished goods and other resources to manage and control, it reserves to maintain a reasonable level in the economy. Inventory control inventory control is the use of methods to get higher profitable business tool.The main function of inventory control are: to ensure the production, management requirements under the premise that stocks always kept at a reasonable level; master inventory dynamics, timely, appropriate proposed order to avoid excess reserve or out of stock; reduce inventoryspace occupied, reducing the total cost of inventory; inventory control of funds used to accelerate cash flow.Inventory management control methods●The classification of inventory management - ABC classificationmanagement approachABC classification management approach is to inventory divided by the degree of importance of particular importance to inventory (A class of stock), the general importance of inventory (B class stock) and unimportant inventory (C Class inventory) three level, and then for different level of management and control, respectively. ABC classification management method consists of two steps: First, how to classify, the second is how to manage. In the ABC classification of inventory is followed business strategy is based on different levels of the different inventory management and control.●CV A Management ActCV A (Critical Value Analysis) Management Act is the key factor analysis. The basic idea is to inventory in accordance with the key into 3-5 categories, namely:(1) the highest priority - this is the key to hard materials, not out of stock.(2) a higher priority - This refers to the operating activities of the foundation material, allow the occasional out of stock.(3) Medium priority - mostly the more important of these materials,allowing a reasonable range of stock.(4) a lower priority - operators of these supplies required, but substitutability is high, allowing stock.●the procurement EOQ model - to determine the number of ordersThat the number of enterprises per order is directly related to inventory levels and the size of the total cost of inventory, so companies have to expect to find a number of orders when the inventory is its total production of the smallest EOQ model can meet this requirement. By balancing the procurement is the purchase cost and storage warehousing costs, determining an optimal order quantity to achieve the lowest total inventory costs. EOQ model according to need and order, the arrival time intervals to determine whether the conditions in the state can be divided into the model and determine the conditions under probabilistic model.●inventory managementSupply chain management procurement and timely procurement, also called JIT procurement are ultimately want to achieve enterprise supplies the "zero inventory" management in order to ensure that the material supply and product distribution smoothly and achieve business benefits maximized."Zero inventory" management is the material storage optimization theory that warehouse management theory in practice in the use of it does not mean that all enterprises of raw materials, semi-finished productinventory is zero, but rather to ensure the smooth progress of production and operation activities of conditions, using a variety of scientific management methods, a reasonable calculation of inventory and effective control, as a way to reduce inventory levels. Zero inventory does not mean not to reserve and without reserve, that some do not set up a separate operating entity and stockpiles of materials does not mean that other forms of storage activities canceled.The Methods to achieve zero inventory enterprises are: display production management, order production methods, punctual procurement, collaborative subcontracting, bailment way, production processes synchronization mode, tap mode, no inventory reserves and supply chain and distribution methods.SummaryInventory control should be related to the company's financial operations objectives, in particular operational cash flow by optimizing the entire demand and supply chain management processes (Supply Chain Management Processes, DSCMP), a reasonable set of ERP control strategy, supported by appropriate information processing tools, tools to achieve to ensure timely delivery of the premise, reduceing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control just to achieve our financial goals as a means of controlling the entire inventory or just a necessary part; from the perspective oforganizational functions, physical warehouse inventory control is mainly the responsibility of management, the broad inventory control should be the entire demand and supply chain management, and the whole company's responsibility.The problems arising from excessive inventory: Increase storage space and inventory storage costs, thereby increasing the cost of the product; take up a lot of liquidity, resulting in sluggish capital, not only increased the burden of loan interest, etc., and will also affect the time value of money and the opportunity revenue; finished products and raw materials caused tangible and intangible loss; caused a lot of idle corporate resources, affecting their rational allocation and optimization; mask production, management of the whole process various contradictions and problems, is not conducive to enterprises to improve their management level.Howeber ,Inventory of the problems arising from too small: cause degradation of service, affecting sales profits and corporate reputation; resulting in the production of raw materials or other material supply system, which can affect the normal production process; make ordering interval shortened, the number of orders increased, so order (production) costs; affect the balance of the production process and the assembly of complete sets.The reasonable inventory control methods help sustainabledevelopment of enterprises, reducing capital occupied, improve operational efficiency, enhance their market competitiveness.中文译文库存控制的基本方法摘要物流最重要的方面之一是研究库存的相关问题。
自动化立体仓库应用(英文加翻译)
毕业设计（论文）外文文献题目：自动化立体仓库应用及其特点院（系）: 中原工学院继续教育学院专业: 工业自动化姓名：指导老师：填表日期: 2016年4月Application of Automatic Warehouse and its characteristics overhead storage for short Top shelf storage Generally refers to the use of layers，a dozen or even several-storey layer shelf storage unit goods，material handling equipment with the corresponding goods inbound and outbound warehouse operations。
As such storage can make full use of space for storage，Guchang image to be known as the "Warehouse。
”1.1Automatic WarehouseHigh overhead for short shelf storage warehouse. Generally refers to the use of layers，a dozen or even several-storey layer shelf storage unit goods, material handling equipment with the corresponding goods inbound and outbound warehouse operations. As such storage can make full use of space for storage，Guchang image to be known as the ”Warehouse。
立体仓库中英文对照外文翻译文献
立体仓库中英文对照外文翻译文献(文档含英文原文和中文翻译)由一个单一的存储/检索机服务的多巷道自动化立体仓库存在的拣选分拣问题摘要随着现代化科技的发展，仓库式存储系统在设计与运行方面出现了巨大的改革。
自动化立体仓库（AS / RS）嵌入计算机驱动正变得越来越普遍。
由于AS / RS 使用的增加对计算机控制的需要与支持也在提高。
这项研究解决了在多巷道立体仓库的拣选问题，在这种存储/检索（S / R）操作中，每种货物可以在多个存储位置被寻址到。
提出运算方法的目标是，通过S/R系统拣选货物来最大限度的减少行程时间。
我们开发的遗传式和启发式算法，以及通过比较从大量的问题中得到一个最佳的解决方案。
关键词：自动化立体仓库，AS / RS系统，拣选，遗传算法。
1.言在现今的生产环境中，库存等级保持低于过去。
那是因为这种较小的存储系统不仅降低库存量还增加了拣选货物的速度。
自动化立体仓库（AS / RS），一方面通过提供快速响应，来达到高操作效率；另一方面它还有助于运作方面的系统响应时间，减少的拣选完成的总行程时间。
因此，它常被用于制造业、储存仓库和分配设备等行业中。
拣选是仓库检索功能的基本组成部分。
它的主要目的是，在预先指定的地点中选择适当数量的货物以满足客户拣选要求。
虽然拣选操作仅仅是物体在仓储中装卸操作之一，但它却是“最耗时间和花费最大的仓储功能。
许多情形下，仓储盈利的高低就在于是否能将拣选操作运行处理好”。
（Bozer和White）Ratliff和Rosenthal，他们关于自动化立体仓库系统（AS/RS）的拣选问题进行的研究，发明了基图算法，在阶梯式布局中选取最短的访问路径。
Roodbergen 和de Koster 拓展了Ratliff 和Rosenthal算法。
他们认为，在平行巷道拣选问题上，应该穿越巷道末端和中间端进行拣选，就此他们发明了一种动态的规划算法解决这问题。
就此Van den Berg 和Gademann发明了一种运输模型(TP)，它是对于指定的存储和卸载进行测算的仪器。
库存管理外文文献及库存管理翻译
本科毕业论文外文文献及译文文献、资料题目: Zero Inventory Approach 文献、资料来源: The IUP Journal of SupplyChain Management文献、资料发表（出版）日期: 2012.06院（部）:软件学院专业:软件工程班级:姓名:学号:指导教师:翻译日期:2016.5外文文献：Zero Inventory ApproachManaging optimal inventory in the supply chain is critical for an enterprise. The ability to increase inventory turns and the use of best inventory practices will reduce inventory costs across the supply chain. Moving towards zero inventory will result in effective inventory management in the business process. Inventory Optimization Solutions can be implemented easily using inventory optimization software. With Radio Frequency Identification (RFID) technology, inventory can be updated in real time without product movement, scanning or human involvement. Companies have to adopt best practices to optimize operational processes and lower their cost structure through inventory strategies.IntroductionWith supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in the flow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancing investment and service-level goals over a very large assortment of Stock-Keeping Units (SKUS). In contrast to traditional ‘one-at-a-time’ marginal stock level setting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize thecosts of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:•In-house manufacturing vs. contract manufacturing;•Domestic vs. off shore;•New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented.Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. The five strategies used were: forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to form inventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of people skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment. Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory, the flow of goods from warehouse to shelves improves, employees who possess multiple skills are utilized more efficiently, better consistency of scheduling and consistency of employee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks likedelays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is responsible for maintaining the customer’s inventory levels. VMI is defined as a process or mechanism where the supplier creates the purchase orders based on the demand information. VMI is a combination of e-commerce, software and people. It has resulted in the dramatic reduction of inventory across the supply chain. VMI is categorized in the real world as collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process,management commitment,data synchronization,setting up agreements,data exchange, ordering, invoice matching and measurement have to be undertaken.The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the custome r’s location while retaining ownership of the inventory.The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products and service parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after a pre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management,Inventory Management practices,Inventory Planning,Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degree by the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow some steps like creating a strategy, integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation.Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning(ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method, network inventory and other software tools for inventory optimization.Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of items across the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines where capacity is to be added, calculates impact of market conditions, assesses impact of new products and the impact of a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management, is an essential component of robust network management architecture.NIMS provideinformation that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and develop supply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk, and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demandand supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (XIO) service as an extension of its asset and service management solutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and related documentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks. Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized.They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUsappreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to take inventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.中文译文：零库存方法对于一个企业来说，在供应链中优化库存管理是至关重要的。
仓储管理及设计【外文翻译】
外文翻译原文Warehouse Management and Design Material Source:Supply Chain Engineering Useful Methods and TechniquesAuthor:Alexandre Dolgui and Jean-Marie ProthMany if not all goods pass though a warehouse at some stage. The main activity of a warehouse is material handling, but it may happen that some operations (packaging, cleaning, assembling, painting, etc.) are performed also during storage. These significant aspects should be included in the analyses of the warehouse systems. The chapter begins with a description of warehouse types and their usefulness. The operations performed and resources used are extensively studied. Special consideration is given to warehouse-management problems. Afterwards, the design stage is considered at length. The components of a warehouse are presented. In particular, storage in unit-load warehouses is covered. Then, the static warehouse-sizing problem is considered, modeled and solved. Later, a dynamic warehouse-sizing problem is discussed. Finally, the chapter finishes by profoundly examining two major approaches for the problem of where to locate warehouses: the single-flow and multiflow hierarchical location models.The major activity in a warehouse is material handling to store goods for a limited period. The concept of a warehouse is somewhat paradoxical in contemporary production systems. Reduction of inventories and more generally elimination of operations that do not provide added value is always on the agenda in order to lower production costs. On the other hand, the use of a warehouse is inevitable for the several reasons given in Section 11.2.2. As a consequence, the management of warehouses requires a lot of attention: this aspect will be developed in Section11.4 after reviewing the basic operations and listing the possible mistakes that may arise when performing these operations.Some aspects of the design of warehouses, and in particular their sizing, are proposed in Section 11.5.Finally, Section 11.6 is dedicated to the warehouse-location models.It should be noted that numerous approaches and techniques that are used for warehouse design and management have already been mentioned in the previous chapters. This is the case for layout methods, RFID techniques or scheduling methods. We will not revisit them in the current chapter.Different types of warehouses exist to serve diverse customers.The most common type, called “retailer supply warehouses” (RSW), receives finished products from manufacturing systems located in the same country or from foreign suppliers and provides stocks for retail stores. Normally, such a warehouse serves routinely a given set of captive customers.The second sort of warehouse, called “spare part warehouses” (SPW), furnishes spare parts and serves clients and manufacturing systems. It is often associated with mass production (cars, household appliance, computer systems, etc.). The difference from RSW lies in that some orders are highly random, the demand for specific types of parts may be relatively small and, last but not least, orders are usually very urgent. Thus, this requires that some of the parts be held in stock for years.The third type denoted by “mail order selling” (MOS), warehouses and ships orders to individuals and informs customers using mail order catalogs or Internet sites. Orders are placed by the Internet, letter, or phone. Each individual order usually concerns a small number of items, but overall the variety and quantity of items at stake is commonly huge.The last type, referred to as “special warehouses” (SW), is relatively rare.These warehouses are usually rented for a long or short period of time. The products stored in such a warehouse are often expensive, bulky and seldom required.The characteristics of the aforementioned warehouses are reported in Table 11.1.Taxonomy Based on Warehouse FunctionalitiesSix types of warehouses can be identified on the basis of their functions:• Warehouses that are used to provide distribution services on behalf of their customers. These warehouses more often than not belong to a company that is also in charge of upstream and downstream transportation. They may serve several independent production systems. This type of warehouse is often referred to as private warehouses. DHL, a well-known transport company, engages numerous private warehouses in its transportation network.• Public warehouses are essentially spaces that can be leased for limited periods to deal with short-term storage needs. A public warehouse may occasionally be used as a supplemental storage space for an overloaded private warehouse.• Warehouses that receive products in large quantities and dispatch a large number of small lots. This is common in the food industry, for instance. “Do it yourself” (DIY) centers is another example of this type of warehouse. They are also called distribution centers.• Warehouses that provide value-added services. They are usually part of production systems. Tasks performed in such entities are mainly: repackaging (to make the products on sale or to prepare them for specific operations), labeling, assembling (computers, for instance), etc.• Warehouses that store products for periodic delivery. This is the case when delivery must be made on a just-in-time basis. Examples of this type of warehouse can be found in assembly systems where the components are outsourced(car or domestic appliance manufacturing, for example).• Warehouses for fresh food products. These warehouses are refrigerated and often called climate-controlled warehouses.Warehouse UsefulnessWarehouses are almost inevitable:• To cope with the discrepancy between the relative slow supply chain response and rapid changes in quantities ordered. A warehouse helps to react quickly when demand changes abruptly. Note that the low reactivity of supply chains usually results from their complexity (the number of companies involved and the multitude of stages in the production processes), the existence of quality problems (that lead to rework) and use of long-duration and/or unreliable transportation systems (mainly in the case of offshore outsourcing), etc.• To favor upstream production systems by allowing them to increase the size of lots, thus simplifying the management, increasing the throughput and reducing the production cost by reducing the number of setups. Transportation costs also decrease since the disparity of the products loaded in the same truck or freight car decreases, thus reducing the distribution costs.• To configure and finalize products as near as possible to the customer. This is the case when different products can be obtained by assembling components issued from the same limited set. This situation is frequent in the computer and furniture industries and more generally in firms where the strategy consists in postponing product differentiation, assuming that it is easy to perform (personalizing products consisting in packaging, labeling or colors, for instance).• To execute additional operations like inbound inspections, part preparation, kittingor packaging. Inbound inspections mainly concern quality control. Depending on the kind of verifications needed, inbound inspection may require specific area and certain material-handling resources. Preliminary part preparation facilitates manufacturing operations that follow. Kitting occurs when predetermined parts or components are removed from storage and gathered together to make up kits. These kits are then used for the next manufacturing or assembly operations.• To recondition the products to meet customers’ requirements. The objective is to switch from production packaging to that demanded by customers or retailers.• To reorganize the lots for transportation purpose. This function includes sorting. • To have a wide assortment of items so that customers can purchase small quantities of many different products at reasonable costs. This is often the case in the food industry.• To supply seasonal production to retailing groups as and when required. This concerns climate-controlled warehouses.• To protect against technical glitches and security threats.To summarize, the objectives of warehouses are to build a bridge between upstream and downstream activities.Finally, price stabilization is another consequence of warehousing since scarcity in the supply of goods may increase prices.Basic Warehousing OperationsCommon warehousing operations are listed hereafter.ReceivingAdvance notification may or might not precede the arrival of products, components or material. In the former, the notification should be compared with the corresponding order. In both cases, the differences between orders and deliveries should be checked and discrepancies, if any, resolved with the provider. Emphasis should be placed on partial deliveries that penalize warehousing management.Once the product has arrived, a quality control is performed (this may be limited to visual checking) and any exception is noted. Then, the product is registered (bar code or RFID devices are usually used to perform this operation). StorageStorage includes sorting, transporting to storage facilities and placing in stock.Sorting consists in putting together entities that will be stocked at the same place and/or sent to the same customer.Transportation to the storage location and their facilities are describedhereafter.The objectives when selecting storage equipment are:• reducing handling costs;• shorten work cycles;• reduce storage space;• facilitate shipments and deliveries;• simplify flows (in particular, avoid flow crossing);• avoid damages due to transportation and handling;• optimize safety of resources;• optimize workforce;• maximize resource utilization;• minimize the amount of energy required to operate the storage system.译文仓储管理及设计资料来源:关于供应链工程学的实用方法和技巧作者:亚历山大Dolgui和让-玛丽普罗斯在某个阶段有很多但却不是是全部的商品都要通过仓库。
外文文献及翻译-仓库管理系统(WMS)
仓库管理系统（WMS）仓库管理系统（WMS）的演变与许多其他软件解决方案是非常相似的。
最初的系统用来控制物料在仓库内的流动和贮存，仓库的作用正在延伸到包括轻型制造业，交通运输管理，订单管理，和完整的会计制度中。
利用与先前的业务有关的软件，制造资源计划，作为一个比较，材料需求计划（MRP）开始作为一个规划要求，原材料的生产环境的系统。
物料需求计划很快演变成以MRP系统，补充调度和容量规划为基础的逻辑制造资源计划（MRPII系统）。
最终MRPII系统演变成企业资源规划（ERP），吸收所有的MRPII系统的功能包括充分的财务与客户和供应商管理功能。
现在，无论仓库管理系统演变成一个以仓库为中心的ERP系统是一件好事或不可达的辩论。
清楚的是，在仓库管理系统，企业资源规划，布局规划要求，交通运输管理系统，供应链计划，高级计划与排程，以及制造执行系统之间扩大重叠功能性只会增加那些寻找软件解决方案业务的公司混乱水平。
尽管仓库继续获得额外的功能，最初的仓库管理系统的核心功能还没有真正改变。
其主要目的是控制管理系统在工艺操作相关联的交易中的流动和材料储存。
定向采摘，定向补充，定向收集是仓库的关键。
从一个软件供应商到另一个在一个管理系统中详细的安装和处理可以有一个很大的差别，但是其基本逻辑将使用相结合的项目，地点，数量，度量单位，并以收集信息以确定在哪里储存，在哪里挑选，以及以何种顺序执行这些操作。
一最低限度，一个仓库管理系统应采取下列措施有一个灵活的定位系统。
利用用户定义的参数，指导仓库任务和使用Live文件来执行这些任务。
有一些内置的一体化和数据收集设备结合体。
您是否真的需要仓库管理系统？并非每一个仓库需要一个仓库管理系统。
当然，任何仓库可受益于其中一些功能，但这些受益是否足以证明管理系统最初的二声明1）仓库管理系统将减少库存！2）仓库管理系统将减少劳动力成本！3）仓库管理系统将增加存储容量！4）仓库管理系统将提高客户服务！5）仓库管理系统将增加库存的准确性！和正在进行的相关费用是正确的？仓库管理系统是大的，复杂的，数据密集型的应用。
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仓储系统控制技术中英文资料翻译一篇对于入库系统规划与控制的调查文献1我们提出了一个关于方法以及规划和仓储系统控制技术文献调查。
规划是指管理决策影响中期内（一个或多个个月），如库存管理和储存位分配。
控制是指经营决策a.ect短期（小时，天），如路由，排序，调度和订单批量。
在此之前的文献调查，我们展现了仓储系统介绍和仓库管理问题的分类。
说明1．1仓库的递增GUDEHUS与GRAVES,HAUSMAN,SCHWARZ通过把入库系统规划与控制作为一个新的研究主题而对此介绍构思。
入库系统的操作在文献中自始自终受到了相当大的关注。
入库系统的研究在70年代就得到了关注，这不足为奇，管理部门将眼光从生产力的提高转移到财产目录的消减，这是研究领域的一个新纪元。
信息系统的采用使得这个策略有了实施的可能，随着把制造业资源规划作为一个显著的范例，日本出现了一个新的管理哲学：及时生产（JIT）。
及时生产试图实现在短时间内用极小的一部分存货清单实现高产量的任务。
这个新的发展需要人们通过仓库在短期的回复期内频繁的运送低量货物到一个显著的宽广而多样化的储存保管单元(SKU's)中实现。
对于质量的关注，使得仓库负责人要从产品损坏的角度反复检查他们的仓库操作，在建立短而可靠的交易时期同时提升汇单采购的准确性。
当前在入库与分配后勤学的趋势中，是供应链管理与高效消费响应（ECR）。
供应链管理与高效消费响应负责小量存货清单供应链与贯穿于供应链的可靠短期响应机构的驱动。
所有的交付都是在供应链中销售额日趋下降的情况下促成的。
这样一个机构需要各个公司之间在供应链与当前销售信息的反馈中形成一个严密的合作。
现今，信息技术使得这些手段能够通过电子数据的交换（EDI）与类似基于MRP的企业资源规划（ERP）软件系统与仓库管理系统（WMS）实现。
新市场极大的影响着仓库的经营。
一方面，他们需要一个增长的生产力；另一方面，迅速变换的市场将金融风险强加于采用密集资本的高成果上，由此可能很难重新装配甚至需要摒弃入库设备。
因此，在这样一个复杂的环境中，有着对可提供用于合适规划与仓库控制可靠基准这样复杂方法的巨大需求。
上面，我们描述了曾在图书资料中出现的关于入库系统规划与控制的方法与模型调查，在第一部分的剩余部分，我们讨论入库系统与仓库的管理。
在第2与第3部分我们分1原文出处及作者：/p/articles/mi_hb6670/is_8_31/ai_n28753830;吉荣 P. 范登贝尔赫别讨论文献的规划与控制问题。
最后，在第4部分我们将做总结并对将来的研究给予建议。
1．2入库入库意味着所有商品的变动都在仓库与分配中心内(DC’s)，那就是：入库，储藏，汇单订购，资本增值与分类、运输。
一份顾客或生产单元大量需求的储存保管单元目录分别在分配中心或生产仓库中。
汇单订购是采集过程中储存保管单元在一段时期内的需求。
在一个汇单采购操作中，汇单采购者可以一次订购一个单子，或者可以更高效的同时订购多个单子。
此外，订单可以从单独的入库系统中或通过系统在不同的区域订购。
因此，在这种情况下，订单需要分类并积累来建立完善的表单。
汇单可以在单子订购过程中或者在这之后分类。
入仓系统可以分成3组：（1）采购者-产品系统（2）产品-采购者系统（3）无人采购系统在采购者-产品系统中，汇单采购者骑着车辆沿着采购地点。
有一个多样高效通过手工驱动的用于从高处取物并可以垂直移动的移动车辆，它在用于商品采购并包括外送的系统中替代了车辆。
产品-采购者系统的例子是自动化的储藏/恢复系统（AS/RS）与旋转木马。
一个AS/RS是一个显著的仓库存储/恢复机构，可以自动化的完成储存舱存储与取回的吊车（像是集装架或箱子）。
轻负荷仓储系统是一个特别用于装备小物料项目存储与汇单采购的AS/RS。
旋转木马由围绕着封闭环旋转并传送给请求存储管理单元给采购者的存储地点组成，它可以水平或垂直的转动。
无人采购系统利用机器人技术或自动分配。
涉及到产品取回部分，我们区分为装载单元取回系统与汇单采购系统。
在取回装载单元系统中，完整的装载单元已经被取回。
因此，运输工具在单个路程中应当执行一个或二个站点。
我们将这些行程分别归类为单控制周期与双控制周期。
在一个订单采购系统中，大都少于装载单元的数量，因此会出现每次路程都有许多站的情况。
1．3仓库管理。
我们可以通过将任务分派给一系列按等级划分的管理人员助理来建立一个仓库管理的高质量解决方案。
一个定义较好的阶级体系可以使局部最优化而不必考虑总体的背景。
一个比较广泛的管理部门阶级体系如下：1．战略判断；2．策略判断；3．经营判断。
战略管理判断是一个长期的判断并且涉及到广泛方针的决断力与利用公司资源支持长期竞争战略的计划。
策略管理判断主要满足如何高效的安排材料与在受不成熟战略判断限制下的工作。
相比较之下，经营管理判断是一个严密与短期的管理，而且在战略与策略管理判断的营运限制下行动。
这篇调查的核心论题是规划与入仓系统的控制。
入仓系统的规划涉及到在策略层面的关于商品存储场所任务的成熟方针。
控制问题涉及到现实商品的顺序，安排与工艺路线的变动。
规划与控制判断取决于战略管理判断与财产目录管理。
战略管理确定了长期的目标并且它构成了供应链机构与仓库的设计。
财产目录管理决定了多少数量的哪个产品被保存在仓库与什么时候装运到达。
理性的财产目录管理可以降低详细目录的程度与由此提升仓库运转的效率。
回顾财产目录模型，考虑到总体详细目录的数量，我们将他们分类为HARIGA与JACKSON。
由于这些模型牵涉到财产目录与仓库运转，这些模型确立了一座介乎于入仓与详细目录管理领域的桥梁。
由于战略判断有着一段长时期的影响，这些判断有着高度的不可靠性。
典型的方法是用于解决基于需求估计的随机与模拟模型问题。
规划问题涉及到中间时期与考虑其间存在的情况。
规划规则系统是基于它的局部数据，它试图找到一个高质量平均成果的解决方法。
控制规则系统基于现实数据并且试图找到一个高质量成果的解决方法。
最优的组合方法也是适合于解决规划与控制问题的。
案例研究已经表明可以通过应用理性的规划与控制方法来相当大的改进生产力。
2．仓库运转的规划在这部分，我们主要集中在策略层储存场所任务的问题。
成熟水准的步骤，是作为一个供应与收回商品场所选择的架构。
在这些程序中，对于中期的反映是对于过去需求模式的评价。
由于储存场所任务的问题自始自终都是比较棘手的，我们提出将储存场所规划步骤分4阶段的等级体系。
储存场所规划步骤：1．入库系统中产品的分配；2．关联产品的群集；3．入库系统中的协调工作量；4．产品储存场所选择任务。
我们将在2.1部分与2.4部分中论述这些资料。
2．1入库系统中产品的分配大部分大型的仓库拥有不只一种入库系统。
每种入库系统都是特别基于尺寸，重量，形状，不可储藏性，体积，需求率，采购量，运输量，储存模式等需求特征产品组装备的。
此外，许多仓库采用分散的系统或区域用于汇单采购与货物存储。
无论前部区域的产品何时耗尽都可以在储备区中补充。
一个众所周知的前部储备机构是低标准的人工汇单采购与包含货物储备的高标准储藏货架。
BOZER用更高层区域与前部区域处理分裂货物架的问题。
他采用CHEBYSHEV传导期与固定采购期用于所有的前部区域存储单元。
他指出分散的储备区域情况是正常的。
他同样研究了可变的储藏单元型号与远程储备区域的案例。
他通过分解推导出了用于前部区域产品的潜在利用与存储单元采购期收支平衡的重要性。
HACKMAN与ROSENBLATT提出了从储备区域汇单采购模式的可能性。
相应地，应当从前部区域中采购产品与如何为每样产品分配空间的问题产生了。
目标是减小汇单采购与补充的总费用。
他们认为补充产品中的再补充经验与分配数量无关。
他们推导出一个有效存储空间中理想产品数量作用的解析表达式。
他们提出一个基于背包的启发：给持续减小储金花费的前部区域中分配数量，并且直到满为止。
A literature survey on planning andcontrol of warehousing systems We present a literature survey on methods and techniques for the planning and control of warehousing systems. Planning refers to management decisions that affect the intermediate term (one or multiple months), such as inventory management and storagelocation assignment. Control refers to the operational decisions that a.ect the short term (hours, day), such as routing, sequencing, scheduling and order-batching. Prior to the literature survey, we give an introduction into warehousing systems and a classification of warehouse management problems.1. Introduction1.1. The increasingly busy warehouseGudehus [1] and Graves [2], Hausman [3] and Schwarz [4] introduced the design, planning and control of ware- housing systems as new research topics. The operation ofwarehousing systems has received considerable interest in the literature ever since. It is not surprising that the research on warehousing systems gained interest in the 1970s, since this was the era that management interest shifted from productivity im- provement to inventory reduction. The introduction of information systems made this strategy possible, with Manufacturing Resources Planning (MRP-II) as a notable example. From Japan a new management philosophy emerged: Just-In-Time (JIT) production. JIT attempts to achieve high-volume production using minimal inven- tories of parts that arrive just in time. These new devel- opments demanded from warehouses that low volumes be delivered more frequently with shorter response times from a significantly wider variety of Stock Keeping Units (SKU's). The new interest in quality forced warehouse managers to re-examine their warehouse operation from the viewpoint of minimizing product damage, establish- ing short and reliable transaction times and improving order-picking accuracy. Current trends in warehousing and distribution logis- ticsare supply chain management and E?cient Consumer Response (ECR). Supply chain management and ECR pursue a demand-driven organization of the supply chain with small inventories and reliable short response times throughout the supply chain. All deliveries are driven by the sales downward in the supply chain. Such an organization requires a close cooperation among the companies in the supply chain and the immediate feedback of sales data. Nowadays, information technology enables these developments through Electronic Data Interchange (EDI) and software systems such as the MRP-based Enterprise Resources Planning (ERP) systems and Warehouse Management Systems (WMS). The new market forces have a.ected the operation of warehouses tremendously. On the one hand, they demand an increased productivity. On the other hand, the rapidlychanging market imposes financial risks upon the introduction of capital intensive high-performance warehousing equipment which may be di?cult to re-configure or discard. Hence, there is a great need for sophisticated techniques that provide a dependable basis for adequate planning and control of warehouses in such complex environments.In this paper we present a survey of methods and models that have appeared in the literature for the planning and control of warehousing systems. In the remainder of Section 1, we discuss warehousing systems and warehouse management. In Sections 2 and 3 we discuss the literature on planning and control issues, respectively. Finally, in Section 4 we end with conclusions and suggestions for future research.1.2. WarehousingWarehousing involves all movement of goods within warehouses and Distribution Centers (DC's), namely: *Current address: Berenschot, P.O. Box 8039, 3503 RA Utrecht,The Netherlands. Tel.: +31302916822, Fax: +313029168260740-817X ó 1999 ``IIE''IIE Transactions (1999) 31, 751±762receiving, storage, order-picking, accumulation and sorting and shipping. An order lists the SKU's and quantities requested by a customer or by a production unit, in a DC or a production warehouse, respectively.Order-picking is the process of gathering SKU's that have been requested in an order at one time.In an order-picking operation, the order pickers may pick one order at the time (single order-picking). A higher e?ciency may be achieved by picking multiple orders simultaneously (batch picking). Furthermore, orders may be picked from separatewarehousing systems or separate zones within systems. Consequently, in such situations the orders need to be sorted and accumulated to establish order integrity. Orders may be sorted during the order-picking process (sort-while-pick) or afterwards (pick-and-sort). Warehousing systems may be classi?ed into three groups:(1) Picker-to-product systems.(2) Product-to-picker systems.(3) Picker-less systems.In a picker-to-product system, manual order-pickers ride in vehicles along the pick positions. There is a wide variety of vehicles available from manually propelled vehicles to motorized vehicles which also enable vertical movement for order-picking from elevated positions. Instead of a vehicle, a system may also include a take-away conveyor for picked products (pick-to-belt).Examples of product-to-picker systems are the Auto -mated Storage/Retrieval System (AS/RS) and the carousel.An AS/RS is a high-bay warehouse with Storage/Retrieval (S/R) machines or automated stacker cranes that perform the storage and retrieval of storage modules (such as pallets or containers). A miniload AS/RS is an AS/RS especially equipped for the storage and order-picking of small items. A carousel consists of storage positions that rotate around a closed loop thereby delivering the requested SKU's to the order-picker. Carousels may rotate horizontally (horizontal carousel) or vertically (vertical carousel).Picker-less systems make use of robot-technology or automatic dispensers.With respect to product retrieval we distinguish unitload retrieval systems and order-picking systems. In a unitload retrieval system complete unit-loads are retrieved.Accordingly, the vehicles either perform one stop (storage or retrieval) or two stops (storage followed by a retrieval)in a single trip. We refer to these trips as a single-com -mand cycle and a dual-command cycle, respectively. In an order-picking system typically less-than-unit-load quantities are picked, so that there will be multiple stops per trip (multi-command cycle).1.3. Warehouse managementWe may establish high quality solutions for warehouse management by decomposing the task into a number of hierarchical subproblems. A well-de?ned hierarchy will prevent local optimization without considering the global context.A broad hierarchy of management decisions is the following ([5]):? Strategic decisions.? Tactical decisions.? Operational decisions.Strategic management decisions are long-term decisions and concern the determination of broad policies and plans for using the resources of a company to best support its long-term competitive strategy. Tactical management decisions primarily address how to e?ciently schedule material and labor within the constraints of previously made strategic decisions. Operational management decisions are narrow and short-term by comparison and act under the operating constraints set out by the strategic and tactical management decisions.The central themes of this survey are planning and control of warehousing systems. Planning of warehousing systems refers to the policies which are developed at the tactical level concerning the assignment of goods to storage locations. Control problems concern the actual sequencing, scheduling and routing of the movement of goods. Planning and control decisions are subject to strategic management and inventory management. Strategic management de?nes long-term goals and it constitutes the supply chain organization and the warehouse design (for a review of warehouse design models we refer to Ashayeri and Gelders [6]). Inventory management decides which products are kept in storage in what quantities and when shipments arrive. Intelligent inventory management may reduce the inventory levels and thereby improve the e?ciency of the warehouse operation. For a review of inventory models that consider the total inventory quantity we refer to Hariga and Jackson [7]. Since these models both involve the inventory and the warehouse operation, the models establish a bridge between the ?eld of warehousing and the field of inventory management.Since strategic decisions a.ect a long period, these decisions face high uncertainties. Typical methods used for solving such problems are stochastic models and simulation, based on demand estimates. Planning problems concern the intermediate period and consider an existing situation. Planning algorithms are based on historical data and attempt to ?nd solutions with a high quality average performance. Control algorithms are based on actual data and attempt to @nd solutions with a high-quality performance. Combinatorial optimization techniques are well suited for solving planning and control problems. Case studies have shown that considerable productivity improvements are possible by applying intelligent planning and control policies [8±10]. 752 van den Berg2. Planning of warehouse operationsIn this section we focus on the storage location assignment problem at thetactical level. The procedures that are developed at this level, serve as a framework for the actual location selection for incoming goods. In these procedures, the behavior on the intermediate term is estimated by historical demand patterns. Since the storage location assignment problem will be intractable as a whole, we introduce the hierarchical four step Storage Location Planning Procedure.Storage Location Planning Procedure1. Distribution of products among warehousing sys-tems.2. Clustering of correlated products.3. Balancing of workload within warehousing systems.4. Assignment of products to storage locations.We discuss relevant literature on the successive steps in Sections 2.1 to 2.4.2.1. Distribution of products among warehousing systemsMost large warehouses contain more than one type of warehousing system. Each warehousing system is especially equipped for a speci?c group of products based on their characteristics, such as: size, weight, shape, perishability, volume, demand rate, pick sizes, delivery quantity, type of storage module, et cetera.Furthermore, many warehouses use separate systems or areas for order-picking (forward area) and for bulk storage (reserve area). Whenever a product in the forward area has been depleted, it is replenished from the reserve area. A well-known forward-reserve con?guration is astorage rack where the lower levels are used for manual order-picking (forward area) and the higher levels contain the bulk storage (reserve area).Bozer [11] treats the problem of splitting a pallet rack into an upper reserve area and a lower forward area. The author assumes Chebyshev travel times (i.e., the travel time of the pallet truck is the maximum of the isolated horizontal and vertical travel times) and a ?xed pick-life for all unit-loads in the forward area. He shows when a separate reserve area is justi?ed. He also studies the case with variable unit-load sizes and a remote reserve area. He analytically derives the break-even value for the picklife of a unit-load, which is of potential use in deciding which products to consider for the forward area. Hackman and Rosenblatt [12] present a model where order-picking from the reserve area is possible. Accordingly, the question arises which products should be picked from the forward area and how much space must be allocated to each of these products. The objective is to minimize the total costs for order-picking and replenishing. The authors assume that onereplenishment trip su?ces to replenish a product, irrespective of the allocated quantity. The authors derive analytic expressions for the optimal product quantities as a function of the available storage space. They present a knapsack-based heuristic that assigns these quantities to the forward area in sequence of decreasing cost savings until it is full.。