WAREHOUSE MANAGEMENT SOLUTIONS COST BENEFIT ANALYSIS GUIDE
仓库管理系统英文简称
Warehouse Management System (WMS) Warehouse Management System (WMS) plays a crucial role in the efficient operation of modern supply chains. It serves as the backbone of warehouse operations by automating various processes such as receiving, storing, picking, and shipping goods. The primary goal of a WMS is to optimize inventory management, minimize stockouts, and enhance overall operational efficiency.Key Features of WMSInventory TrackingOne of the core functions of a WMS is to provide real-time visibility into inventory levels and locations. By tracking the movement of goods throughout the warehouse, WMS enables accurate inventory management and reduces the risk of stock discrepancies.Order FulfillmentWMS streamlines the order fulfillment process by optimizing picking routes, suggesting the most efficient order picking strategies, and providing tools for order consolidation and packing. This helps warehouses fulfill customer orders accurately and quickly.Warehouse Layout OptimizationWith advanced algorithms and data analysis capabilities, WMS can help optimize warehouse layout and storage strategies. By grouping fast-moving items together and locating them near the packing area, WMS reduces travel time and improves overall warehouse productivity.Integration with Other SystemsWMS is designed to seamlessly integrate with other systems such as Enterprise Resource Planning (ERP) software, Transportation Management Systems (TMS), and Order Management Systems (OMS). This ensures smooth flow of information across different departments and enhances overall supply chain visibility.Reporting and AnalysisWMS provides powerful reporting and analytics tools that offer insights into key performance indicators (KPIs) such as order fulfillment rates, inventory accuracy, and warehouse utilization. By analyzing these metrics, warehouse managers can make data-driven decisions to improve operational efficiency.Benefits of WMSImproved Inventory AccuracyBy automating inventory management processes and providing real-time visibility into inventory levels, WMS helps reduce stockouts, overstocks, and shrinkage. This leads to improved inventory accuracy and better customer service.Increased EfficiencyWMS optimizes warehouse operations by improving order picking processes, reducing travel time, and enhancing overall productivity. This results in faster order fulfillment, lower operating costs, and increased throughput.Enhanced Customer SatisfactionWith accurate inventory management and efficient order fulfillment, WMS enables warehouses to deliver orders on time and in full. This leads to improved customer satisfaction and loyalty, ultimately driving business growth.Scalability and FlexibilityWMS is highly customizable and scalable, allowing warehouses to adapt to changing business needs and scale their operations as they grow. Whether it’s adding new functionalities or integrating with new systems, WMS provides the flexibility to meet evolving warehouse requirements.ConclusionWarehouse Management System (WMS) is a critical component of modern supply chain management, providing the tools and capabilities to optimize warehouse operations, enhance inventory management, and improve overall efficiency. By leveraging the key features and benefits of WMS, warehouses can streamline their operations, improve customer service, and gain a competitive edge in today’s fast-paced business environment.In conclusion, the adoption of a Warehouse Management System (WMS) is essential for warehouses looking to improve their operational efficiency and stay ahead in the competitive market landscape. With its advanced features and benefits, WMS offers a strategic advantage to businesses seeking to optimize their warehouse operations and deliver exceptional customer service.。
仓库优化外文专业翻译--英文翻译
Optimizing Warehouse ManagementJoe SciosciaHe is vice president of sales at VABody:The best practices of warehouse layout, management systems, and training are critical to implementing management solutions.warehouse solutions include both the software and hardware used to ensure accuracy of inventory and organization of product services, such as shipping, receiving, inventory management, product or service layout, staff, bins, and purchasing. Having the right software in place is an integral component to a pharmaceutical organization’s supply chain and is crucial to the success of overall business processes. Appropriate software simplifies inventory processing through automation, thus ensuring tight control and lot tracking at all levels of warehouse management, and meets pharmaceutical industry-specific regulations and institutional requirements.Measures for the management of the warehouse, of course, also contain other, such as the warehouse the goods storage area, in addition to the warehouse management personnel and the personnel related to the business need, anyone without approval shall not enter the warehouse. When entering the warehouse, the personnel must first go through the warehouse registration procedure and be accompanied by the warehouse personnel, not to enter the warehouse alone.Although software and the over- all warehouse management solution (WMS) are crucial tools, common mistakes can make it challenging to maintain a successful warehouse operation even when these tools are being used. Common problems include failure to put in place an efficient warehouse lay- out best suited to the products being handled, lack of knowledge of the inventory on hand, and inadequate preparation and training of personnel.Warehouse layoutIt may sound like a simple concept, but having a logical warehouse layout is par-amount to the success of any warehouse solution. Think of a warehouse like an architectural blueprint—an easy to navigate system where each section is clearly defined. Most warehouses store product materials in bins that are often scattered throughout the warehouse floor, which makes it challenging to find a product’s location and causes delays and errors in product shipment. To avoid this, companies can establish a naming convention for bins so warehouse staff can find things quickly and easily, thus creating a logical sequence to bring people to where they need to be. Name the bins and layout the warehouse in such a way that when someone looks at a bin tag, they will know how to find the bin.How well you and your staff know your products and inventory on hand will also help determine the warehouse layout and ultimate success of ware- house software. Place higher moving products near picking lanes that are close to shipping areas, place bulk areas in a location to facilitate bin replenishment, and determine logical areas for items that require cage, cooler, and vault storage. Be aware of how products are moving so that you can periodically re- arrange their location in the warehouse as needed. A good WMS will show how a system is performing and how products are coming in and going out.Within a pharmaceutical manufacturing facility, be sure to segregate products by keeping controlled substances in a locked area. Apply the same logic and flexibility to expensive, dangerous, or hazardous items that need to be kept in a specific place (i.e., safe zone). It is crucial for staff to keep records of date tracking, as most products have expiration dates,which could potentially result in ship- ping of outdated or near-date product.Warehouse management systemWarehouse management system is an important part of modern logistics management, ensure the timely supply of production needs, accelerate turnover, save the goods use, reduce cost and improve the economic benefits of enterprises plays an important role, so the warehouse management system has become an important part of modern company management system, it mainly includes the following several aspects: first, should according to outbound goods and goods management situation and the way of packaging planning the required location and area, make more efficient use of warehouse storage space. According to the different properties of the goods, the region shall be divided into two categories, s uch as goods of similar goods, inspection and non-conforming products to be stored in order to improve management. According to its name, specifications, quantity and so on, the goods are indicated on the material card or warehouse configuration diagram, and the inventory status is displayed at any time. Warehouse staff should master is the most important and dynamic of each location, product specification, and in accordance with the "first in first out, according to the batch outbound" the principle of setting inventory storage solutions, in principle should configure two or more small location each specification for used alternately, in turn to reach the requirement of first in first out.Personnel trainingAssigning and training personnel One of the most important components of developing a logical warehouse is the staff. The number of warehouse personnel will play a crucial role in operational effectiveness. With a large warehouse staff, consider organizing employees into smaller or specialized groups and assign specific employees to specific areas. Each situation will be unique based on the products a company is moving and the size of the staff.When investing in warehouse management software, it is important to test whether the software will operate with other existing technologies, such as RF scanners, and with automation systems, such as conveyors and carousels. Once a warehouse solution has been selected, tested, and implemented, employees should be trained on every component of the system to best maximize the warehouse solution investment and ensure that warehouse inventory is being moved and tracked in the most efficient manner. Whether it is bar code and radio-frequency (RF) data collection, returns, order management, or other software that is leveraged for warehouse management, personnel need to be trained and become comfort- able using this technology.The key to successfully implementing a warehouse solution and ensuring streamlined operations, automated processes, top efficiency, and reduced costs is to make sure that the most important assets—products and staff—are well prepared and organized in all areas of warehouse operations.Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.。
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。
物流仓储名词
1。
3C产品：指计算机(Computer)、通讯（Communication)、消费电子（Consumer Electronic)三类电子产品的简称。
2。
B To B:是BusinessTo Business的简写，指商家/企业对商家/企业的电子商务模式。
它将企业内部网通过B2B网站紧密结合起来，通过网络的快速反应,为客户提供更好的服务，从而促进企业的业务发展。
例如阿里巴巴，B2C电商与专户的之间的模式.3。
B To C：是BusinessTo Customer的简写，指商家/企业对消费者的电子商务，例如京东商城，B2C电商.4. C To C:是CustomerTo Customer的简写,指个人对个人的电子商务模式，例如淘宝网。
5. 储配中心：负责B2C电商网站所销售商品的收货、储存、拣货备货和配送等作业的物流中心。
6。
分拨中心：按照订单路由进行汇总后，再BY流向或到货站进行分派的地点。
7。
配送站：BY配送区域和订单号进行订单派送的站点。
8。
自提点：供客户自行上门取货的营业场所.9. 自营配送：由B2C电商自有的人员和车队进行订单配送的方式.10。
物流外包:将物流业务（仓储或配送)以合同的方式委托给专业的物流公司运作的形式。
11。
承运商：是受B2C电商委托，为B2C电商提供货物配送的第三方物流公司.B2C电商承运商分为快递承运商、物流承运商和租车服务商等。
12。
供应商：B2C电商网站所销售商品或使用的办公耗材的提供者.13。
PDA:是Personal DigitalAssistant的简写，指个人数字助理。
它是一种集中了计算、电话、传真和网络等多种功能的手持设备。
储配的库存段用其协助拣货、盘点，可实现即时扣帐和实时记录；配送段用其协助配送，可实时记录订单配送状况. 14。
ASN：为Advance Shipping Notice的缩称，指预到货通知单，是收货段用来进行供应商收货、理货的单据.15。
Unit 3 Warehousing Management and Inventory Control 《物流英语》教学课件
Control
➢Warehousing Management ➢Inventory Control
Listening & Speaking
Ⅰ. Listen to the sentences and fill in the blanks with what you exactly heard.
5. Inventories are vital to a company to help it function smoothly.
Ⅱ. Listen to the dialogues and fill in the blanks with what you exactly heard.
1. A: Why are public warehouses so popular with manufacturers and retailers?
拥有私人仓库的零售商在某些情况下，比如当他们的 仓库存储能力不够，或他们在进行特别的大批量的采购时 也会租用公共仓库。
Ⅲ. Listen to the passage and fill in the blanks with what you exactly heard, the first letters have been given.
A warehouse is a commercial building for storage of goods. Warehouses are used by manufacturers, importers, exporters, wholesalers, transport businesses, customs, etc. They are usually large plain buildings in industrial areas of cities and towns. They come equipped with loading docks to load and unload trucks, or sometimes are loaded
仓库工作流程 英文
仓库工作流程英文Warehouse WorkflowManaging a warehouse is a complex and multifaceted task that requires a well-organized and efficient workflow. Warehouse operations involve the coordination of various activities, from receiving goods to shipping them out, to ensure the smooth flow of inventory. In this essay, we will explore the key components of a warehouse workflow and how they contribute to the overall efficiency of the operation.Receiving Goods: The first step in the warehouse workflow is the receiving of goods. This process involves unloading and inspecting incoming shipments to ensure that the items match the order and are in good condition. Proper receiving procedures are crucial to maintaining accurate inventory records and identifying any discrepancies or damaged goods. Efficient receiving processes can help minimize delays and ensure that the warehouse is stocked with the necessary items to meet customer demands.Storage and Inventory Management: Once the goods have been received, they need to be stored in a systematic manner to facilitateeasy retrieval and organization. Warehouses often utilize various storage solutions, such as shelves, racks, or specialized storage systems, to maximize the use of available space. Effective inventory management practices, such as the use of barcodes or RFID technology, can help track the location and quantity of each item in the warehouse. This information is essential for maintaining accurate records, preventing stockouts, and ensuring that the right products are available when needed.Order Picking and Fulfillment: When a customer places an order, the warehouse must efficiently locate and retrieve the requested items. This process, known as order picking, is a critical component of the warehouse workflow. Warehouse staff may use manual methods, such as walking through the aisles and collecting the items, or utilize technology-based solutions, such as automated picking systems or pick-to-light systems, to streamline the process. Efficient order picking not only enhances customer satisfaction by ensuring timely deliveries but also reduces the risk of order errors.Packing and Shipping: After the items have been picked, they need to be properly packed and prepared for shipment. This may involve activities such as weighing the packages, applying shipping labels, and ensuring that fragile or perishable items are handled with care. Effective packing and shipping processes help minimize damage during transit and ensure that the goods arrive at the customer'slocation in good condition.Documentation and Reporting: Alongside the physical handling of goods, the warehouse workflow also involves extensive documentation and reporting. This includes maintaining accurate records of all incoming and outgoing shipments, tracking inventory levels, and generating reports for management and external stakeholders. Proper documentation and reporting help ensure compliance with industry regulations, support decision-making, and provide valuable insights into the warehouse's performance.Technology Integration: In modern warehouses, the integration of technology has become increasingly important to enhance workflow efficiency. Automation, such as the use of robotic systems or conveyor belts, can streamline material handling and reduce the risk of human error. Additionally, warehouse management systems (WMS) and other software solutions can help manage inventory, optimize picking and packing processes, and provide real-time data on warehouse operations.Continuous Improvement: Maintaining an efficient warehouse workflow requires ongoing efforts to identify and address areas for improvement. This may involve implementing lean manufacturing principles, conducting regular audits, and seeking feedback from warehouse staff and customers. By continuously evaluating andrefining the warehouse workflow, organizations can adapt to changing business needs, improve overall productivity, and deliver a superior customer experience.In conclusion, the warehouse workflow is a complex but essential component of an effective supply chain. By focusing on the key elements of receiving, storage, order fulfillment, packing, and documentation, while leveraging technology and continuously improving processes, organizations can create a well-organized and efficient warehouse operation that supports their business goals and meets the demands of their customers.。
当代物流学第十章WarehousingManagement
Manufacturer D
7,000 lb. D
11-6 10-15
Example: Storage Cost Savings
Direct shipments to customers
SHIPPING
WEIGHT LTL RATE TTOMER COST
公司的总裁具有良好物流管理意识，他在考虑如 何在全美国各地租用仓库可能会降低总成本。他认为 虽然那样仓储费用会增加，但可以先将资料以整车运 到各个仓库，然后由UPS从大约35个仓库做短距离运 输，送到当地分拨点。因为当地分拨点可以从仓库提 货，而不必直接向印刷厂订货，因而不会常常变化生 产计划，所以生产成本也可能会因此降低。
10-27
Firm Characteristics Affecting the Ownership Decision
10-28
The Number of Warehouses
Factors Affecting the Number of Warehouses
– Inventory costs – Warehousing costs – Transportation costs – Cost of lost sales – Maintenance of
10-26
The Ownership Decision
Factors to consider
– Throughput volume – Stability of demand – Density of market area to be served – Security and control needs – Customer service needs
10-23
Basic Warehouse Decisions: A Cost Trade-off Framework
仓库降本七大方法
仓库降本七大方法Warehousing cost reduction is a common challenge for many businesses. 仓储成本降低是很多企业面临的普遍挑战。
The cost of maintaining a warehouse can quickly add up, cutting into profits and making it difficult to compete in the market. 仓储成本的支出很快就会增加，削减利润并且很难在市场上竞争。
Fortunately, there are several strategies that can be implemented to reduce warehouse costs. 幸运的是，有一些策略可以实施来降低仓储成本。
Here are seven key methods that can help businesses lower their warehousing expenses. 下面是七种可以帮助企业降低仓储支出的关键方法。
First, optimizing warehouse layout and storage. 首先，优化仓库布局和储存。
By strategically organizing the layout of the warehouse and maximizing storage space, businesses can improve efficiency and minimize wasted space. 通过战略性地组织仓库的布局并最大化储存空间，企业可以提高效率并最小化浪费空间。
This may involve rearranging shelves, using vertical space, and implementing a system for easy access to frequently used items. 这可能涉及重新排列货架、利用垂直空间，并实施易于访问常用物品的系统。
SAP常用专有名词中英对照表
中文 工廠 庫位／儲存位置 採購組織
採購群組 物料主檔 供應商主檔
備註 Buyer
採購相關
SAP 名詞
中文
備註
Purchase Requisition 請購單
PR
Request for Quotation
詢價單
RFQ
Quotation
報價單
Purchase Order
採購單
PO
Release Strategy
訂單類型
SAP 名詞
中文
Agreement
協議
Consignment Order 託售訂單
Contracts
合約
Credit/Debit memo
借項/貸項通知單(訂 單)
Quotation
報價單
Return Order
退貨訂單
Sales Support & Sales Schedule agreement
中文 信用額度 信用管理 折讓單 跨公司代碼交易 交貨 折舊 折價範圍 折舊預測 折舊執行 分配 文件類型
備註
SAP 名詞 Down Payment Dunning Ex Rate Differences Ex Rate Types Ex Rates Financial Accounting Financial Statement Version Foreign Currency Valuation Fiscal Year Fixed Assets Functional Area
中文
總帳科目 發貨 總帳 收貨/發票接收結清 群組資產 往來銀行 收款 資本投資訂單 內部文件 內部訂單 發票
備註 G/L
I/O
SAP 名詞 Low Value Asset Location Lock Mass Reversal Master Data Material Ledger Moving average price Number Ranges Offsetting One-Time Vendors Open Items
货代知识点总结英语
货代知识点总结英语There are several key knowledge points that are crucial for a freight forwarder to understand. These include understanding the different modes of transportation, the various regulations and documentation requirements, and the technology and software used in the industry. In this article, we will explore these and other essential knowledge points for freight forwarding.Modes of TransportationOne of the fundamental knowledge points for a freight forwarder is an understanding of the different modes of transportation available for shipping goods. These modes include air freight, ocean freight, road freight, and rail freight. Each mode has its advantages and disadvantages, and it is important for freight forwarders to understand when each mode is appropriate and how to select the most cost-effective option for their clients.For example, air freight is often the fastest mode of transportation, making it ideal for perishable goods and time-sensitive shipments. However, it is also the most expensive mode, so it may not be suitable for all shipments. Ocean freight, on the other hand, is generally the most cost-effective mode for shipping large volumes of goods over long distances, but it is also the slowest mode. Understanding the pros and cons of each mode of transportation is essential for a freight forwarder to make informed decisions on behalf of their clients.Regulations and DocumentationAnother crucial knowledge point for freight forwarders is an understanding of the various regulations and documentation requirements involved in international shipping. Different countries have different import and export laws, and it is the responsibility of the freight forwarder to ensure that all necessary documentation is in order and that the goods comply with all relevant regulations.This includes understanding the requirements for customs clearance, import and export licenses, and other regulatory requirements for specific types of goods. It also involves understanding the various shipping documents such as bills of lading, commercial invoices, packing lists, and certificates of origin. Incorrect or incomplete documentation can lead to delays, fines, and even the seizure of goods, so it is essential for freight forwarders to be well-versed in these regulations and documentation requirements.Technology and SoftwareIn today's digital age, technology plays a significant role in the freight forwarding industry. Freight forwarders need to have a good understanding of the various technology and software solutions available to streamline and optimize the shipping process. This includes transportation management systems (TMS), warehouse management systems (WMS), and electronic data interchange (EDI) systems, among others.These technologies help freight forwarders to manage and track shipments, optimize routes, and communicate more efficiently with carriers, suppliers, and clients. They also help to provide real-time visibility into the status of shipments, allowing for better decision-making and improved customer service. Understanding how to leverage these technologies to improve efficiency and customer satisfaction is crucial for freight forwarders in today’s competitive market.Risk ManagementRisk management is another essential knowledge point for freight forwarders. The shipping process is inherently risky, with potential risks including damage to goods, theft, customs delays, and natural disasters. Freight forwarders need to understand how to identify, assess, and mitigate these risks to minimize their impact on the transportation process.This includes understanding the various types of insurance available to protect against these risks, such as cargo insurance, liability insurance, and transit insurance. It also involves implementing best practices for secure packaging, proper handling and storage of goods, and contingency planning for potential disruptions. By effectively managing these risks, freight forwarders can help ensure the safe and timely delivery of goods for their clients.Supply Chain ManagementA comprehensive understanding of supply chain management is critical for freight forwarders. Supply chain management involves overseeing the entire process of sourcing, production, transportation, and distribution of goods from the supplier to the end customer. Freight forwarding is a key component of the supply chain, and freight forwarders need to understand how their role fits into the broader supply chain ecosystem.This includes an understanding of inventory management, demand forecasting, vendor management, and order fulfillment. By understanding how their work impacts the broader supply chain, freight forwarders can help identify opportunities for process improvements, cost savings, and better customer service.Customer Service and CommunicationFinally, strong customer service and communication skills are essential knowledge points for freight forwarders. Freight forwarders are responsible for managing the transportation process on behalf of their clients, and effective communication is key to building and maintaining strong relationships with clients and other stakeholders.This includes understanding the needs and expectations of clients, managing client expectations, and providing timely and accurate updates on the status of shipments. It also involves effective communication with carriers, suppliers, customs agents, and other parties involved in the shipping process. By providing excellent customer service and maintainingopen lines of communication, freight forwarders can build trust and loyalty with their clients and other stakeholders.ConclusionIn conclusion, freight forwarding is a complex and multifaceted industry that requires a deep understanding of various knowledge points. From understanding the different modes of transportation and the regulations and documentation requirements to leveraging technology and software solutions and managing risks, freight forwarders play a crucial role in the global supply chain. By mastering these essential knowledge points, freight forwarders can provide exceptional service to their clients and contribute to the smooth and efficient movement of goods around the world.。
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WAREHOUSE MANAGEMENT SOLUTIONS COST BENEFIT ANALYSIS GUIDEBUSINESS SUMMARYAs business volumes and the range of stocked products grow, the complexities associated with inventory management and logistics increase. The dependence upon the key role of the warehouse operation becomes even more panies are finding the need to implement a Warehouse Management Solution (WMS), integrated with their ERP/Supply Chain Execution system to meet the increasing demands of their major clients and to do so efficiently. Implementation of the right solution can yield major cost savings, as well as increases in company profitability, the ability to respond and add capacity withinthe current operation. In the past, advanced semi-automated technology within the warehouse was restricted to use within larger companies and professional supply chain businesses, due to the complexity and level of investment required. However, an understanding of real business benefits and cost advantages that can be derived, has led to a wideselection of operations, both large and small embracing WMS solutions. The process of identifying the need and business justification for a full WMS solution is a well establishedprocess. Discussions with a wide variety of warehouseprofessionals confirm the main focal areas as:x Accurate inventory levels and locationsx Increased efficiencies x Improved customer servicex Ability to respond to extreme seasonality and volumes x Operational capacity building Many of our clients have been able to quantify the financial and business benefits that implementation of ourPROTEUS ® Warehouse Management Solutions has provided.This guide draws upon the experience of many successful implementations and is aimed at providing a framework for assisting with cost benefit and return on investmentanalysis, which will illustrate the potential benefit to your warehouse operation. Proteus Software and our experienced staff would welcome the opportunity to assist in a review of yourcurrent warehouse operations and the preparation of anOperational & Cost Benefit Analysis for your business.As business volumes and ranges of stocked products grow,the complexities associated with inventory management andlogistics increase. The dependence upon the key role of thewarehouse operation becomes even more significant.Companies are finding the need to implement a Warehouse Management Solution (WMS), integrated with their ERP/Supply Chain Execution system to meet the increasing demands of their major clients and to do so efficiently.Implementation of the right solution can yield major cost savings, as well as increases in company profitability, the ability to respond and add capacity within the current operation.In the past, advanced semi-automated technology within the warehouse was restricted to larger companies and professional supply chain businesses, due to the complexity and level of investment required. However , an understanding of real business benefits and cost advantages that can be derived, has led to a wide selection of operations, both large and small embracing WMS solutions.The process of identifying the need and business justification for a full WMS solution is a well established process.Discussions with a wide variety of warehouse professionals confirm the main focal areas as: ●Accurate inventory levels and locations ●Increased efficiencies●Improved customer service ●Ability to respond to extreme seasonality and volumes ●Operational capacity building Many of our clients have been able to quantify the financialand business benefits that implementation of our PROTEUS ®Warehouse Management Solutions has provided. This guide draws upon the experience of many successful implementations and is aimed at providing a framework for assisting with cost benefit and return on investment analysis,which will illustrate the potential benefit to your warehouse operation.Proteus Software and our experienced staff would welcome the opportunity to assist in a review of your current warehouse operations and the preparation of an Operational and Cost Benefit Analysis for your business.INVESTMENT SOLUTION LEVELThe investment level applicable to any particular business will depend upon a number of factors, such as those listed below:x Truck Mount Picking Devices x Hand Held Picking Devices x Product Packing Devicex Stock Check Verification Devicesx Size and Structure of the Warehouse x Number of Management Users x Number of Casual Enquiry Users The level of investment obviously depends upon the size and complexity of the warehouse operation and business requirements, as well as the level of training and consultancy services.Our experience , and that of our clients , indicates a comprehensive mid-range solution can be provided for £100,000 to £300,000. This enables a better return on the investment when compared with the offerings from large complex system providers and in relation to the business benefits provided.PROTEUS ®delivers real value for money solutions and is used by to some very satisfied supply chain professionals, who have derived real business benefits and will testify to the returns on their investments.Proteus Software is able to provide an implementation solution questionnaire to assist in the formulation of an investment outline.RETURN ON INVESTMENT APPRAISAL To prepare an investment appraisal and calculate the extent of any return on investment a number of standard financial tools can be used to help to confirm that the level of investment is justified. These could included the following:x Breakeven Point Calculationsx Cash flow Implicationsx Net Present Value To reach a decision a business will need the following information: x Initial Investment Solution Level x Annual Solution Support Fees x Cost Saving Opportunity Range x Annual Cost Savings for 4/5 yearsx Cost of Fundingx Internal Rate of Return Proteus Software will be pleased to assist in the formulation of a return on investment appraisal, if required.The investment level applicable to any particular business will depend upon a number of factors, such as those listed below:●Truck Mount Picking Devices ●Hand Held Picking Devices ●Product Packing Devices ●Stock Check Verification Devices ●Size and Structure of the Warehouse●Number of Management Users ●Number of Casual Enquiry UsersThe level of investment obviously depends upon the size and complexity of the warehouse operation and business requirements, as well as the level of training and consultancy services. Our experience and that of our clients indicates a comprehensive mid-range solution can be provided for £100,000 to £300,000. This enables a better return on the investment when compared with the offerings from large complex system providers and in relation to the business benefits provided.PROTEUS ®delivers real value for money solutions and is used by some very satisfied supply chain professionals, who have derived real business benefits and will testify to the returns on their investments.Proteus Software is able to provide an implementation solution questionnaire to assist in the formulation of an investment outline.To prepare an investment appraisal and calculate the extent of any return on investment a number of standard financial tools can be used to help to confirm that the level of investment is justified. These could include the following:●Breakeven Point Calculations ●Cash Flow Implications ●Net Present Value To reach a decision a business will need the followinginformation:●Initial Investment Solution Level ●Annual Solution Support Fees ●Cost Saving Opportunity Range ●Annual Cost Savings for 4/5 years ●Cost of Funding ●Internal Rate of ReturnProteus Software will be pleased to assist in the formulation of a return on investment appraisal, if required.INVESTMENT COST SAVINGSThe identification of the business process issues and their associated costs are not the only areas needing to be considered. An important further exercise is essential to complete the assessment of the value of the potential benefits an integrated Warehouse Management Solution would generate.There are often a number of key ‘hard’ benefit areas andcost savings associated with the successful implementation of a Directed Radio Frequency Warehouse Management Solution. The following indicates some of the potential opportunities and a range of cost benefits for each, based upon general industry experiences.Cost Saving OpportunitiesOperational Element Low High Warehouse Operations Efficiency:Equipment Utilisation – reduced CapEx10% 30% Inventory Carrying & Funding 20% 15% Inventory Level Reduction 10% 25%Load Plan Utilisation 10% 25%Order Consolidation Transportation 5% 10%Product Returns10%30%Stock Throughput 20% 40%Stock Verification 20% 60%Stock Write-Offs through Rotation 10% 30%Storage Space Utilisation 10% 40% Warehouse Operative Utilisation 10% 25%Staff Efficiency:Paper Work and Handling 50% 90%Picking Productivity 15% 30%Data and Stock Accuracy:Data Entry Activity 30% 70%Data Entry Errors 10% 99%Stock Shrinkage 20% 40% Management Efficiency:Reactive ‘Fire Fighting’ Management 20% 40%Staff Performance Analysis 20% 30%The actual range of cost saving opportunities will differ for each company and it is important to determine which apply to any individual company and the realistic extent ofthe saving potential.In addition, there are many ‘soft’ benefit areas, wh i ch are difficult to quantify, such as image and marketing, web ordering, stock visibility, reduced cycle times,internal trust,and improved communications.Proteus Software provides standard models and examplesof cost saving opportunities that can provide any companywith assistance to determine the extent and range of potential cost savings.The identification of the business process issues and their associated costs are not the only areas needing to be considered. An important further exercise is essential to complete the assessment of the value of the potential benefits an integrated Warehouse Management Solution would generate.There are often a number of key ‘hard’benefit areas and cost savings associated with the successful implementation of a Directed Radio Frequency Warehouse Management Solution. The following indicates some of the potential opportunities and a range of cost benefits for each, based upon general industry experiences.The actual range of cost saving opportunities will differ for each company and it is important to determine which apply to any individual company and the realistic extent of the saving potential.In addition, there are many benefit areas, which are difficultto quantify, such as image and marketing, web ordering, stock visibility, reduced cycle times, internal trust and improved communications.Proteus Software provides standard models and examples of cost saving opportunities that can provide any company with assistance to determine the extent and range of potential cost savings.COST IMPLICATION ASSESSMENTHaving completed an assessment of the improvement processes, it should be possible to identify and determine the operational impact, as well as the hidden costs within current operational processes.This will highlight the extent of the inefficiencies within the operation,and the business opportunity that will be provided once any issues are addressed.Whilst there are industry standard equations that can be used,it is beneficial to use specific company figures to determine the extent and cost of inefficiencies.B elow are a few examples of typical process elements Proteus Software is able to provide some templates to help assess the implications.Cost Implication AssessmentProcess Element Incidence Cost/Incidence TotalCostData Input Inaccuracy* 1% £10.00 £25,000per annumDebtor Collection Delay 100%2 days delayon £2,000,000Debtors£10,000per annumDuplicated Handling Time 50% £1.00 £25,000per annum Obsolete Stock 1%£2.0MInventory£20,000per annum Paperwork Production 90%£0.15per pick note£10,000per annumPicking Errors* 1% £10.00 £25,000per annum Stock Holding - Overstocked 50%£2.0MInventory£10.000per annumStock Location* 5% £2.00per hour£25,000per annumStock Returns Handling 1% £10.00 £25.000per annum Stock Shrinkage 3%£2.0MInventory£60,000per annum *Example based upon 1,000 orders per week/5 lines per orderUpon completion of this exercise,it should be possible to assign a weighting and priority to each process element, to reflect the cost and operational impact of each process under review.This will enable each to be investigated fully, assessed and then agreed by the management team for action.Having completed an assessment of the improvement processes, it should be possible to identify and determine the operational impact, as well as the hidden costs within the current operational processes.This will highlight the extent of the inefficiencies within the operation, and the business opportunity that will be provided once any issues are addressed.Whilst there are industry standard equations that can be used, it is beneficial to use specific company figures to determine the extent of the cost of inefficiencies.Below are only a few examples of typical process elements. Proteus Software is able to provide some templates to help assess the implications.Upon completion of this exercise, it should be possible to assign a weighting and priority to each process element, to reflect the cost and operational impact of each process under review. This will enable each to be investigated fully, assessed and then agreed by the management team for action.IMPROVEMENT PROCESSAn important element in achieving success with the implementation of a Warehouse Management Solution is to identify and quantify the operational objectives of your business.The key to efficiency improvement areas within most warehouses can be summarised as being:x Inventory Accuracyx Information Access and Availabilityx Resource Utilisationx Material Handling and Locationx Operational Capacity Buildingx Service Level ManagementFocusing upon these key areas and the operational processes within each, will lead to the identification of the main‘areas of significant pain’.Whilst it is often possible to identify many elements of improvement and benefit, it is advisable to apply the ‘Pareto Principle’ or 80/20 rule to fully consider the major elements.These will enable you to determine,measure and focus upon the key benefits that the implementation of a Warehouse Management Solution will provide.It is important to map the information and materials flow within the organisation, as there is often a poor correlation between each. Obscured within the difference will be inefficiencies and erroneous costs that will produce benefits.This process will also provide some key indicators of the issues that any new solution must address, and provide success criteria to measure and assess any implementation project.As an element of any improvement process it is beneficial not only to seek the views of those members of staff within the warehouse operation, but any staff whose work impacts,or is dependent on the warehouse.This will assist in ensuring that all ‘touch points’ are considered, enabling a full assessment of the potential impact and benefits.Proteus Software will be pleased to assist in the preparation of a review document focusing upon these key areas,and the operational processes within the business, to help determine the benefits that the implementation of a Warehouse Management Solution will provide.An important element in achieving success with the implementation of a Warehouse Management Solution is to identify and quantify the operational objectives of your business.The key to efficiency improvement areas within most warehouses can be summarised as being:●Inventory Accuracy●Information Access and Availability●Resource Utilisation●Material Handling and Location●Operational Capacity Building●Service Level ManagementFocusing upon these key areas and the operational processes within each, will lead to the identification of the main ‘areas of significant pain’.Whilst it is often possible to identify many elements of improvement and benefit, it is advisable to apply the ‘Pareto Principle’or 80/20 rule to fully consider the major elements. These will enable you to determine, measure and focus upon the key benefits the implementation of a Warehouse Management Solution will provide.It is important to map the information and materials flow within the organisation, as there is often a poor correlation between each. Once mapping has been completed, hidden inefficiencies and erroneous costs will be highlighted and corrected, producing further financial benefits.This process will also provide some key indicators of the issues that any new solution must address, and provide success criteria to measure and assess any implementation project.As an element of any improvement process it is beneficial not only to seek the views of those members of staff within the warehouse operation, but any staff whose work impacts, or is dependent on the warehouse. This will assist in ensuring that all ‘touch points’ are considered, enabling a full assessment of the potential impact and benefits.Proteus Software will be pleased to assist in the preparation of a review document focusing upon these key areas, and the operational processes within the business, to help determine the benefits that the implementation of a Warehouse Management Solution will provide.PARTNERSHIP SOLUTION DELIVERYPROTEUS®Warehouse Management solutions are designedand built for collaborative commerce, with operation andintegration capabilities in mind; to provide our clients withcompatible, robust, flexible, high performance solutions.PROTEUS®Warehouse Management Solutions can beoperated fully integrated with the PROTEUS® Supply Chainpackage or integrated with any other existing ERP/SupplyChain solutions. Industry standard software integrationtools are used, operating within paper or radio frequencyscanning device environments.As a leading software author and supplier of computerbased business solutions for supply chain and financialmanagement applications, Proteus Software is uniquelyable to use its experience and knowledge of applicationsoftware covering inventory management, warehousemanagement, sales ordering, purchasing, e-commerce,relationship management, and financial accounting toprovide robust solutions.Our record of successful project implementations has itsfoundations in the industry knowledge of our staff andtheir understanding of PROTEUS®.This enables us todesign and implement solutions that consider the businessprocess requirements of Supply Chain companies.Our philosophy of market and customer focus has enabledProteus Software to retain an enviable client list, from theindependent owner run company, to major blue-chipcorporations. We have a proven track record of deliveringThe ultimate success of our PROTEUS® implementations ismeasured by our ability to provide solutions that allowour clients to focus upon improving their own customerservices and to concertrate on profitable business generation.Having determined and quantified the cost benefits to bederived from any solution implementation, it is essentialthat responsibility is assigned to individual key membersof the company staff, for key operational elements. It isalso important to stipulate the time frame within which thecost and operational benefit s should be delivered by.Proteus Software will be pleased to assist in theformulation a Cost and Operational Benefit Delivery Planand give assistance to each staff member and thecompany, if requiredhigh levels of service level satisfaction.PROTEUS®Warehouse Management solutions are designedand built for collaborative commerce, with operation andintegration capabilities in mind; to provide our clients withcompatible, robust, flexible, high performance solutions.PROTEUS®Warehouse Management Solutions can beoperated fully integrated with the PROTEUS®Supply Chainpackage or integrated with any other existing ERP/SupplyChain solutions. Industry standard software integration toolsare used, operating within paper or radio frequency scanningdevice environments.As a leading software author and supplier of computer basedbusiness solutions for supply chain and financial managementapplications, Proteus Software is uniquely able to use itsexperience and knowledge of application software coveringinventory management, warehouse management, salesordering, purchasing, e-commerce, relationshipmanagement, and financial accounting to provide robustsolutions.Our record of successful project implementations has itsfoundations in the industry knowledge of our staff and theirunderstanding of PROTEUS®. This enables us to design andimplement solutions that consider the business processrequirements of Supply Chain companies.Our philosophy of market and customer focus has enabledProteus Software to retain an enviable client list, from theindependent owner run company, to major blue-chipcorporations. We have a proven track record of delivery ofhigh levels of service level satisfaction.The ultimate success of our PROTEUS®implementations ismeasured by our ability to provide solutions that allows ourclients to focus upon improving their own customer servicesand to concentrate on profitable business generation.Having determined and quantified the cost benefits to bederived from any solution implementation, it is essential thatresponsibility is assigned to individual key members of thecompany staff, for key operational elements. It is alsoimportant to stipulate the timeframe within which the costand operational benefits should be delivered by.Proteus Software will be pleased to assist in the formulationof a Cost and Operational Benefit Delivery Plan and giveassistance to each staff member and the company, ifrequired.PROTEUS SOFTWARE LIMITED PROTEUS SOFTWARE1730 Solihull ParkwayBirmingham Business Park Birmingham B37 7YDUnited KingdomTel:+44 (0)21 717 7474Fax:+44 (0)21 717 7401Email:moreinfo@ Web:PROTEUS Eastern Europe PROTEUS HUNGARYMaros U.30H-1122, BudapestHungaryTel:+36 1214 6020Fax:+36 1214 6019Email:moreinfo@proteus-sw.hu Web:www.proteus-sw.huPROTEUS®is a registered trademarkof Proteus Software Ltd PROTEUS SA AfricaPROTEUS SOFTWAREPo Box 70619Bryanston 2021South AfricaTel:+2711 706 8051Fax:+2711 463 3626Email:moreinfo@proteus.co.za Web:www.proteus.co.zaPROTEUS Asia Pacific PROTEUS KINGSLAKE ESLevel 5, Millennium House46/58 Navam MawathaColumbo 2Sri LankaTel:+94 11472 0700Fax:+94 11479 1733Email:moreinfo@proteussoftware.lk Web:www.proteussoftware.lkCENTRES OF EXCELLENCE。