מנטיס

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  • מערכת עבור מחסנאים, לא בשביל ההנהלה.
  • מנטיס

    1. 1. -
    2. 2. Mantis Informatics-
    3. 3. :Israel
    4. 4. 4 %21 %27 %48 %*Strategic Logistics Management, D.Lambert – J.Stock100€
    5. 5. 2. Increase Customer Service Level*Business Logistics Management, R.Ballou80%-85% ~95%100K €80K €
    6. 6. 11%42%18%8%12%9%Χρόνος Διεκπεραίωσης Παραγγελιών10%38%52%
    7. 7. :xX
    8. 8. ••
    9. 9. ••
    10. 10. A3-4-C•••
    11. 11. ••
    12. 12. ••
    13. 13. C3-5-CSKU•••••••
    14. 14. -WMS
    15. 15. W.M.S.ERPWMSERP
    16. 16. WMS
    17. 17. -
    18. 18. -Mantis InformaticsLogistic Vision Suite III PlusWarehouse Management System
    19. 19. WMS
    20. 20.
    21. 21.
    22. 22. Pick 2 LightPick 2 Cart
    23. 23. Solution for the Clothing IndustryLogistics software and solutionswith the experience of a leader…
    24. 24. Total SCM solution (with embedded best practices)Warehouse Vision – Real time warehouse management systemTransportation Vision – Distribution ManagementInventory Vision – Demand Forecast and ReplenishmentLVS fashion solution[ Logistic Vision Suite III Plus ]Warehouse Management System
    25. 25. Trend SetterImposes trends.Concept to market is strongly anticipated by seasons of the year.Marketing tool: fashion shows, advertisement, etc.High leverage on distribution channel.FollowerFollows market trends.Concept to market cycle as short as possible to minimize risk of off-trend items.Marketing tool: Frequent sampling.High Customer Service level.A typical fashion manufacturer business concept
    26. 26. Founded in 1980 as a manufacturer for women’s clothing.Today leader in specialty producer & retailer in clothing, accessoriesand complimentary products.81 retail shops in Greece, Cyprus, Lebanon, Saudi Arabia, Romania and Turkey.Presence through distributors in Bulgaria, Germany, Russia, FYROM and Armenia.Turnover in 2005 reached 40 mil Euros.Investment in 2005 reached 5 mil Euros.The case of BSB (www.bsbfashion.com)
    27. 27.  1 Distribution Centre of 10,000 square meters(4,000 trolleys and 1,000 back-to-back shelves). Daily load up to 18,000 items. Total DC capacity about 80,000 items in hangers and/or boxes. Exports with weekly frequency. Direct deliveries to POS daily. Orders are served in 24 hours.BSB status
    28. 28.  Item management by groups. Smart Logistics Attributes per itemguide to handle color/size. Color/size categorization as ‘basic’ and‘non-basic’. Dynamic assessment of product lines (full or incomplete)according to stock availability of ‘basic’ sizes. Dynamic assessment of ordered item guides (full or incomplete)according to stock availability of ‘basic’ colors. Specific order fulfillment management according to order types(i.e., initial, shelf replenishment orders, back-orders of initial &replenishment orders, end-of-season orders, etc.).WMS in BSB
    29. 29.  Receipts from suppliers: consolidation perguide item, color, size, etc. and put-away. Receipts from manufacturing:direct put-away. Receipts from returns: checking, sorting(damaged, off-season, etc.) and put-away. Soft allocation of items to orders based on first come first served under theapplicable rules for order fulfillment assessment on new guide items receipts. Picking lists generation and hard allocation of stock based on distributionscheduling. Multiple customer orders management for both picking and checkingpacking tasks at the level of shipment. Print of packing list at the level of shipping unit(box, hanger bag, etc.).
    30. 30.  Fast and accurate receipt of goods. Accurate and real-time stock information. Capable to warranty Orders Fulfillment Assessment Rate. Errors reduction during order picking & accuracy in shipments. Real time knowledge of stock quantity, location, attributes. Accurate costing of all warehousing activities. Optimization of routing of pickers in the warehouse. Optimization of space usage in the warehouse. Increased capacity loading. Drastic reduction of paperwork, data entry and bureaucraticprocesses. Reduction of returns. Optimized scheduling of everyday tasks. Optimization in loading and distribution. Fully interfaced with the back-office system (Navision).Benefits BSB
    31. 31. Group of companies operating in Logistics Services since 1990Specializing in contract logistics, warehousing, distribution transportFocusing on textiles and shoes, telecoms, automotive, electronic,industrial, sports assortment, marketing trades, etc.Operating out of two DCs in Poland with over 20,000 square meters.Customers like Adidas, Reebok, Puma, Nike(the leader in fashion and apparel in PolandA customer of LV for over 3 years nowThe case of NOLIMIT (www.nolimit.pl)
    32. 32.  Various customers Integrated Logistics solutions Multiple Warehouses Many and sophisticated billing rules Clothing and apparel: continuous change and new requests Latest trend : AutomationNOLIMIT Business Case
    33. 33.  Supporting ever changing needs New Push Tray User (PTU) sorter The PTU sorter will transform sortation performance at the facility,increasing productivity by several hundred per cent compared to theexisting manual process, allowing to offer an enhanced, faster andmore accurate service to its retail clients. The sorter will also serve No Limits returns processing operations LVS-PTU interface is live and currently under testing The standard PTU sorter has 70 drops. However, to maximise theeffectiveness for No Limit, SDI is providing double chutes, tohandle more customers on the same machine. With 140 chutes oneach side, for a total of 280 active chutes available for sortingcustomer orders. Each lightweight aluminum tray on this unitis 500 x 500 mm.
    34. 34. Other casesSTAFF JEANSretailer in Greece[www.staff-jeans.com] DELTA SPORTDistributor and LSP is Serbia(Nike, Adidas, Accessorize)[www.deltasport.com] InCityManufacturer andRetailer in Russia[www.incity.ru]
    35. 35. –- --Shmulik@aman.co.il–- -03-5234563yotam@mantis-israel.co.il

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