1、中文 3457 字 本科毕业论文（设计） 外 文 翻 译 原文： Warehouse management Warehouse 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 p
2、roducts 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
3、 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. Situation Because it had no central distribution center, this furniture manufactur
4、er 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 facilitys warehouse. In total, each warehouse was handling more than 150 incoming and outgoing pieces
5、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 c
6、ompany 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 parti
7、al 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 companys financial situation. Customer returns and allowance
8、s 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 charges. Demurrage and per diem charges were a major financial hit to the company.
9、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
10、 a timely manner and held at the facility) were common due to the lack of a scheduling system for incoming containers. Inefficient product flow. Direct labor cost was becoming a major part of the companys cost structure. Excess handling, along with not being able to make good use of economies of sca
11、le, 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
12、 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 sup
13、plier 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
14、 and excess handling. Approach The warehouse optimization design was based on the principles of agility, lean manufacturing, and the theory of constraints. The goal was to be an agile company by being responsive to the customer. The material flows and storage concepts were designed to streamline flo
15、w 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 companys product because cost and quality end up the same. Cost and service become key aspects in the differentiation effort. Typically, con
16、solidating 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 i
17、ndustry 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
18、 problems to management quickly. Because products, their characteristics, and the global supply chain are rapidly changing in the furniture industry, todays solution will not necessarily fit tomorrows needs. New product introduction or changing demand patterns could throw a perfectly optimized wareh
19、ouse off balance. The company wanted to implement a solution that could support changing business conditions. Operational steps There 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
