Companies that make the best use of the basic principles of planning and managing warehouse operations and inventory management have a competitive advantage. Organizations that lack warehouse strategic planning and inventory operational excellence lose profits, market share, cost advantages, and market leadership.
Traditional Supply Chain and Logistics channels are indeed changing. As organizations move from mass production and mass distribution to mass customization, creative approaches are needed in the management of warehousing and inventory. The challenge is always present, because different customers may demand different levels of service. Demand often cannot be forecasted, especially if one must deliver customized products or services exactly where the customer needs them.
Businesses today must understand that they are competing on the basis of time more than on any other factor. The rigors of supply chain management require that you take action to meet your customers’ demand for faster, more frequent, and more reliable deliveries. Your suppliers need to meet increasingly precise inbound schedules. Tomorrow’s customers are more likely to be in another country or continent than they are likely to be from across town, in another state, or in another province.
With a proven inventory management system and an A-B-C Analysis, you can transform your inventory into a proactive force that lowers your inventory investment, reduces carrying costs, boosts confidence in physical supply and distribution service levels, and increases customer and user satisfaction. From a storage and distribution perspective, you, as overseer of the supply management process, should also know how the warehousing layout design criteria and the space and storage schemes affect your material flow, service levels, computerization, and technology options.
Objectives:
Identify the various functions and responsibilities of the warehouse/stores function.
Identify the various costs associated with holding or not holding inventory.
Describe and contribute in the design of an effective warehouse
Explain how to measure the performance of a warehouse
Warehouse management and operations. How to increase eirther the performances...Andrea Payaro
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Warehousing Meaning
Warehouse Operations Meaning
3 Major Activities of Warehousing
1. Inbound
2. Process
3. Outbound
Arranging Warehouse
Types of Warehouse Space
Warehouse Management System
Main Features of WMS
Who Uses WMS
Benefits of Using WMS
Warehouse Management Affect Supply Chain
Logistics In Warehouse Management
Objectives:
Identify the various functions and responsibilities of the warehouse/stores function.
Identify the various costs associated with holding or not holding inventory.
Describe and contribute in the design of an effective warehouse
Explain how to measure the performance of a warehouse
Warehouse management and operations. How to increase eirther the performances...Andrea Payaro
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Warehousing Meaning
Warehouse Operations Meaning
3 Major Activities of Warehousing
1. Inbound
2. Process
3. Outbound
Arranging Warehouse
Types of Warehouse Space
Warehouse Management System
Main Features of WMS
Who Uses WMS
Benefits of Using WMS
Warehouse Management Affect Supply Chain
Logistics In Warehouse Management
Warehouse Management is presented by Welingkar’s Distance Learning Division. Warehouse is a combination of two words ”ware” and “House” which means that it is a place to house or store/keep wares i.e. items/articles for sale. This presentation includes different aspects of warehouse like function, storage, types of stacking and others.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/DistMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Lean warehousing increases efficiency in warehouse management by monitoring and analysing critical KPI's in the area of lead time, storage space, warehouse head
count and inventory.
In this workshop, the participants will learn Lean tools and insights to remove waste in the warehouse leading to efficient, effective logistics & warehousing, reduced costs and improved service. Participants will then participate in a simulation exercise. The participants will experience the benefits of reduced costs and increased productivity.
Risks associated with warehouse design and process flowTristan Wiggill
A presentation by Mr Iain Sherwood (Executive Design Services: Resolve Capacity) at the Transport Forum special interest group proudly hosted by T-Systems SA (Pty)Ltd in Midrand. The theme for the event was: "Risk and Compliance Management in the Supply Chain". The topic of the presentation was: "Risks associated with Warehouse Design and Process Flow".
More like this on www.transportworldafrica.co.za
Saving Time and Money in Warehouse Operations (MFSA Annual Conference)interlinkONE
interlinkONE's VP of Sales Karen DeWolfe delivered this presentation at the 2012 MFSA Annual Conference in Asheville, North Carolina.
During the presentation, entitled "Saving Time and Money in Warehouse Operations", Karen shared a number of strategies, technologies, tools, and tips to help companies streamline their inventory management and order fulfillment processes.
Karen covers items such as:
- Online Ordering and Web-to-Print portals
- Wireless Barcode Scanners
- Order Picking Options
- Inventory Replenishment Techniques
- And more!
A warehouse management system (WMS) is a key part of the Supply Chain. Warehouse management systems often utilize automatic identification and data capture technology, such as barcode Scanners, mobile computers, wireless LANs and potentially radio frequency identification (RFID) to efficiently monitor the flow of products. Once data has been collected, there is either a batch synchronization with, or a real-time wireless transmission to a central database. The database can then provide useful reports about the status of goods in the warehouse.
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
Warehousing is expensive. cost of the land, building, machinery, labor and the items stored in the warehouse –consumes bulk of money
How do the companies reduce this cost
Maximize the operation by
Streamlining the placement and picking of goods
Reducing the time goods are stored in the warehouse
Automating as much as possible to minimize labor costs
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Understand the value of simulation based predictive analytics for distribution center, supply chain, logistics, or warehouse design, operations and performance improvement
Warehouse Management is presented by Welingkar’s Distance Learning Division. Warehouse is a combination of two words ”ware” and “House” which means that it is a place to house or store/keep wares i.e. items/articles for sale. This presentation includes different aspects of warehouse like function, storage, types of stacking and others.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/DistMang
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Lean warehousing increases efficiency in warehouse management by monitoring and analysing critical KPI's in the area of lead time, storage space, warehouse head
count and inventory.
In this workshop, the participants will learn Lean tools and insights to remove waste in the warehouse leading to efficient, effective logistics & warehousing, reduced costs and improved service. Participants will then participate in a simulation exercise. The participants will experience the benefits of reduced costs and increased productivity.
Risks associated with warehouse design and process flowTristan Wiggill
A presentation by Mr Iain Sherwood (Executive Design Services: Resolve Capacity) at the Transport Forum special interest group proudly hosted by T-Systems SA (Pty)Ltd in Midrand. The theme for the event was: "Risk and Compliance Management in the Supply Chain". The topic of the presentation was: "Risks associated with Warehouse Design and Process Flow".
More like this on www.transportworldafrica.co.za
Saving Time and Money in Warehouse Operations (MFSA Annual Conference)interlinkONE
interlinkONE's VP of Sales Karen DeWolfe delivered this presentation at the 2012 MFSA Annual Conference in Asheville, North Carolina.
During the presentation, entitled "Saving Time and Money in Warehouse Operations", Karen shared a number of strategies, technologies, tools, and tips to help companies streamline their inventory management and order fulfillment processes.
Karen covers items such as:
- Online Ordering and Web-to-Print portals
- Wireless Barcode Scanners
- Order Picking Options
- Inventory Replenishment Techniques
- And more!
A warehouse management system (WMS) is a key part of the Supply Chain. Warehouse management systems often utilize automatic identification and data capture technology, such as barcode Scanners, mobile computers, wireless LANs and potentially radio frequency identification (RFID) to efficiently monitor the flow of products. Once data has been collected, there is either a batch synchronization with, or a real-time wireless transmission to a central database. The database can then provide useful reports about the status of goods in the warehouse.
Is your warehouse as efficient as it could be? A well-designed facility needs the right conveyor belt, software and machinery. But even with the best equipment and digital technology, the backbone of warehouse efficiency is still old-fashioned organization.
Warehousing is expensive. cost of the land, building, machinery, labor and the items stored in the warehouse –consumes bulk of money
How do the companies reduce this cost
Maximize the operation by
Streamlining the placement and picking of goods
Reducing the time goods are stored in the warehouse
Automating as much as possible to minimize labor costs
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Understand the value of simulation based predictive analytics for distribution center, supply chain, logistics, or warehouse design, operations and performance improvement
Classifying inventory items by their value using ABC analysis has long been associated with “always better control”. However, classifying items based on one or two value factors can be too simplistic and limiting in today’s dynamic supply chain. To resolve the shortfalls, inventory can be optimized by pairing ABC analysis with XYZ analysis which classifies inventory items based upon their amount of demand variation.
With the combination of ABC analysis and XYZ analysis, inventory managers can effectively collaborate with other key functional managers in production, sales, logistics, accounting, and procurement. These functional departments can better work together to increase inventory optimization.
Combining ABC analysis and XYZ analysis delivers four key benefits:
• Refine inventory management policies and develop systems to implement best practices.
• Optimize the trade-offs among the costs, risks, and benefits of holding inventory.
• Break down of functional silos within an organization while factoring in stakeholders’ needs into the inventory policy.
• Better alignment of inventory systems and procedures with corporate strategic objectives.
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013Copperberg
"Global Inventory Management Strategy, Design & Execution:
Optimisation & Flexibility Amidst Constant Change" Joel Marusiak, IM Solutions Manager - EMEA, Neovia Logistics presenation at Spare Parts Business Platform 2014.
Find out more http://www.sparepartseurope.com/
The power of decoupling by Chad Smith.
Presented during the 37th annual SAPICS conference and exhibition held at Sun City, South Africa from May 31 to 2 June 2015.
A Demand-Driven Journey - Brian Dooley, Head of Supply Chain Planning for Bri...Lora Cecere
A Demand-Driven Journey - Brian Dooley, Head of Supply Chain Planning for British Telecom
Demand driven means many things to different people. In this presentation, Brian shares insights on his demand-driven journey and the redefinition of planning processes to be outside-in.
From the 2017 Supply Chain Insights Global Summit
Supply Chain Management is already a common phenomenon to improve efficiency in selling. This presentation emphasizes the systematic management of such process which is well advanced today.
CSCMP 2014: Using S&OP to Improve Enterprise ResiliencyAlyssaVallie
The supply chain is an increasing complex system. Leaders use Sales and Operations Planning to drive data-driven business discussions while laggards catch orders and manage transactions. Learn successful S&OP strategies to improve enterprise resiliency and how this creates a tight and reliable pattern of delivering costs while managing inventory cycles.
The business benefits that Every Angle provides to any Supply Chain Manager are better customer service levels as well as a cost reduction and a reduction of working capital as a result of the improvement of:
Early warning for bottlenecks
*Which late suppliers are most critical?
*What are the root causes of late customer deliveries?
*Which planning deviations affect the important customers most?
*Which missing components jeopardize the production planning most?
Reliability of transaction data
*More reliable planning brings more reliable promises;
*Remove unneeded stock claims and reduce stock levels;
*Better management information;
*Less disruptions in planning and delivery;
*Reduce correction costs.
Reliability of master data;
*Better master data underpins better transaction data;
*Better and more reliable planning;
*Less ad-hoc correction cost.
Reduce inventory levels (RM/FG);
*Detect dead stocks sooner;
*Detect the creation of dead stock during the planning phase;
*Analyze excess stocks faster and easier.
Better management reporting;
*Build-in SAP knowledge to relate customer promises and goods movements;
*More accurate data;
*Ready to use Supply Chain analytics for historic and future purposes;
*Smart algorithms to help management make better decisions on a daily basis.
Want to present your company’s supply chain management review report? Not finding suitable PPT templates for the same. No worries! We are here to help you out. Download our professionally designed supply chain management review PowerPoint presentation slides that will help you in explaining the various aspects of supply chain management. This supply chain analysis PPT presentation includes a slide on introduction, supply chain management process, SCM decision phases, strategic sourcing process, logistics & IT, planning & forecasting, inventory management, inventory management models, performance measures, a common problem with SCM, components of supply chain etc., which will help you leave an impact on your audience. Our research team has researched for the content and our graphics designers have converted it into an impressive presentation. This order fulfilment presentation PPT is suitable for topics like raw-material management, inventory management, supply chain logistics flow, material management, circular supply chain management, goods, and services flow etc. Download our supply chain management review PowerPoint presentation and accomplish your end goals. Want to present your company’s supply chain management review report? Not finding suitable PPT templates for the same. No worries! We are here to help you out. Download our professionally designed supply chain management review PowerPoint presentation slides that will help you in explaining the various aspects of supply chain management. This supply chain analysis PPT presentation includes a slide on introduction, supply chain management process, SCM decision phases, strategic sourcing process, logistics & IT, planning & forecasting, inventory management, inventory management models, performance measures, a common problem with SCM, components of supply chain etc., which will help you leave an impact on your audience. Our research team has researched for the content and our graphics designers have converted it into an impressive presentation. This order fulfilment presentation PPT is suitable for topics like raw-material management, inventory management, supply chain logistics flow, material management, circular supply chain management, goods, and services flow etc. Download our supply chain management review PowerPoint presentation and accomplish your end goals. Camaraderie comes alive due to our Supply Chain Management Review Powerpoint Presentation Slides. Friendly feelings get expressed.
Adapt, overcome, and improvise words to live by for the supply chain--e parce...Thomas Tanel
In the movie Heartbreak Ridge, Clint Eastwood as Gunny Highway says, “You're Marines now. You adapt. You overcome. You improvise.”
With more than 40 plus years of seasoned and practical supply chain experience, I would like to share with you a military perspective on what Gunny Sergeant Thomas Highway meant and its application to the supply chain.
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
Supply chain performance reporting and metrics -logistics digest 091112Thomas Tanel
Many managers see supply chain performance reporting and metrics as a huge time drain that results in a series of uncomfortable conversations and confrontations they would rather not endure. You cannot manage what you cannot measure, and your supply chain is one of the most important functions to manage. The good news is that you’re Logistics and Supply Chain Management people
are probably already doing a lot of measuring. The bad news is that they might not be measuring the right things. To measure your supply chain effectively, you must identify metrics that are appropriate for your organization and that will improve business performance.
Supplier financial stability and risk differentiation in turbulent times -sup...Thomas Tanel
There is a Darwinian effect occurring in the supply chain as Fortune 1000 companies cut weaker suppliers. The simple fact is that in today’s longer global supply chains, product
moves over greater distances and across more multinational borders than in the more localized supply chains of the past. In an era of wildly fluctuating commodity prices and security regulations, the coordination and execution required for international shipments has become
more of a challenge than in the past.
Spaced out are you making the most of your shrinking space--werc sheet (may-j...Thomas Tanel
Are you making the most of your (shrinking) space? Tanel says that most companies do consider adding space. “However,” he says, “it is sometimes necessary to review the presently occupied facilities to determine if one can increase productivity by changing the physical and spatial relationships between operations,” he explains. According to Thomas Tanel, president of CATTAN Services, before you can consider making any changes in your current mode of operation, you have to thoroughly understand how your warehouse runs.
Recriminations the need to reevaluate manufacturing offshoring and outsourcin...Thomas Tanel
It is increasingly popular now for companies to reevaluate offshoring and the outsourcing of manufacturing and other services. Now we hear about onshoring, near shoring and right shoring. Are you dazed and confused? Who’s right and who’s wrong? More importantly, organizations need to do the necessary due diligence as part of their sourcing decision. It has been my contention that in addition to the basic item’s purchase price; we need to seriously
consider the ultimate cost of delivering the goods to the buyer's facility.
Out with the old, in with the new intra-logistics--mmg news letter 2013Thomas Tanel
I would like to introduce the concept of Intra-logistics as the new mantra for Materials Management. Intra-logistics is a recent European term that describes the internal flow of materials between different logistics nodes within a company. Conceptually, Intra-logistics includes the set of logistical activities necessary to find, purchase, receive, store, process, issue, and deliver materials.
Nine ways warehousing adds value -logistic insight asia november-december 2012Thomas Tanel
With new trends and an 'e-volution' in moving and storing materials comes the inevitable need to reconceive how we operate our warehouses and distribution centers to stay competitive.
Mitigating supply chain risk in uncertain times murphy's law--mworld volume 1...Thomas Tanel
The simple fact is that in today’s longer global supply chains, product moves over greater distances and across
more multinational borders than in the more localized
supply chains of the past. This distance-based supply chain, whose links are forged by many supplier tiers in various countries, carries a risk dependent on its length and
diversity. The longer and more diverse it becomes, the
more it is susceptible to unforeseen circumstances.
Management by walking around is a good start here’s what to do while walking-...Thomas Tanel
‘Management by walking around’ is a good start; here’s what to do while walking. Getting out on the floor of the
DC is a crucial management tactic. But if you walk around only once in a while, you run the risk of what Tom Tanel calls the “lip-service presentation and eyewash tour.”
Identifying vulnerability is step one to mitigating supply chain risk -my pur...Thomas Tanel
Supply chains are becoming increasingly complex. Yet many procurement teams are not working to prevent and manage disruptions that could prove costly. In a recent webcast, “Preventing and Managing Supply Chain Disruptions,” Tanel describes costs of disruption to the supply chain and explains why it’s important for procurement to learn to identify vulnerabilities and develop a plan to mitigate risk.
How to make eoq relevant again -logistics & supply chain world july 2012Thomas Tanel
The concepts of Just-in-Time (JIT) and Lean have led many to question the continued relevance of Economic Order Quantity (EOQ), whose function is to identify the optimum order with the lowest cost parameter. In response, yes, it is still valid as a basic analytic tool, however, many supply chain industry executives perceive it as “old school” or don’t even know about it. My experience has shown that
many individuals and some companies cannot apply it—even if they wanted to—because they do not know their acquisition costs to place an order or their yearly inventory carrying cost rate.
Count the ways distribution centers add value 2nd--supply chain digital septe...Thomas Tanel
N RESPONSE TO THE “NEW Normal”, the business
landscape has changed fundamentally; tomorrow’s
distribution environment will be different, but no less
rich in possibilities for those who are looking for ways
to add value. With new trends and an “e-volution” in
moving and storing materials comes the inevitable need
to reconceive how we operate our distribution centers
to stay competitive. Outdated philosophies not based
on the “New Normal” may prevent us from recognizing
and integrating some of the new ways the distribution
facility or DC can add real value to our operations.
Count the ways distribution centers add value 1st--supply chain digital augus...Thomas Tanel
IN RESPONSE TO THE “NEW Normal”, the business
landscape has changed fundamentally; tomorrow’s
distribution environment will be different, but no less
rich in possibilities for those who are looking for ways
to add value. With new trends and an “e-volution” in
moving and storing materials comes the inevitable need
to reconceive how we operate our distribution centers
to stay competitive. Outdated philosophies not based
on the “New Normal” may prevent us from recognizing
and integrating some of the new ways the distribution
facility or DC can add real value to our operations.
Assurance in uncertainty -logistics insight asia september 2012Thomas Tanel
For purchasers and suppliers who increasingly share vital information and resources, their relationship has evolved from mere transactions into a working business relationship.
A shift in sourcing strategies by mary seigfried -inside supply management ma...Thomas Tanel
Low-cost-country sourcing became popular decades
ago, but many supply managers found it to be a shortterm
strategy, says Thomas L. Tanel, C.P.M., president
and CEO of CATTAN Services Group, Inc. in College
Station, Texas. Now supply management professionals
are turning to best sourcing, which Tanel says also is
referred to as best-country sourcing or value-country
sourcing.
Where's my stuff -logistic insight asia october 2012Thomas Tanel
Trading partners need the capabilities to track, trace, and control the progress of the entire logistics transaction. All partners need access to real-time information for collaboration to work. Supply chain celerity is necessity as today's supply chains move at a higher velocity than in the past.
Help employees meet great expectations -mh&l august 2012Thomas Tanel
Warehouse workers don’t do the same task the same way each and every time. Observing what really happens on the floor is key to developing good performance standards. Every warehouse manager has likely heard “What
gets measured gets done.” Measuring and
monitoring operations are key to managing an
efficient, productive facility. Therefore, developing and
implementing an employee performance expectations
program shouldn't be taken lightly.
The 4 s how do you bring purchasing skills to the process of 3pl selection--m...Thomas Tanel
The 3PL contract cycle can be managed just like any other outsourced services
procurement, and has four distinct segments that we will call the four S: Source,
Solicit, Select, and Secure. Proper execution of each segment is essential to developing and maintaining successful 3PL relationships.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3. Inside Dock Space Requirements
DOCK
DOCK
DOCK
DOCK
LEVELER
LEVELER
LEVELER
LEVELER
DOCK MANEUVERING AREA--15-FT
CLEAR AISLE to UNLOAD/LOAD
Buffer & Staging Area
Buffer & Staging Area
5. Cycle Count Reports
ITEM
NUMBER
QUANTITY
LOCATION
ON HAND
CYCLE
COUNT
DOLLARS
CLASS
VARIANCE
UNIT COST
ON HAND
VARIANCE
1905
C-6
50
40
-10
50
2,500
-500
B
9232
M-10
100
110
+10
100
10,000
+1,000
A
488
A-4
500
450
-50
10
5,000
-500
B
4029
F-9
200
195
-5
2
400
-10
C
What should be done as a result of this cycle count?
6. Rate Yourself on Productivity
1. Do I understand the primary warehouse cost centers and
their relationship to throughput, transaction volume, and
order frequency?
2. Do the warehouse employees fully understand the
company’s goals and objectives?
3. Are other allied functional areas coordinated with the
warehouse on a periodic basis, and are warehouse
standards of performance understood?
7. Rate Yourself on Productivity
(continued)
4. Can we measure the efficiency and effectiveness of my
warehouse’s work?
5. Are all warehouse employees capable of performing tasks
assigned without constraint or limitation by other
business functions?
6. Does warehouse management make effective use of
warehouse assets (labor, equipment, space, and time) to
get the job done?
8. Rate Yourself on Productivity
(continued)
7. Do I encourage innovation and teamwork?
8. Do I have a plan to periodically evaluate my warehouse’s
productivity and continually seek improvement?
9. Are our people well-qualified to do their assigned jobs?
10. Is material handling equipment distributed for maximum
utilization?
9. Keys to Process
System Reengineering
•
•
•
•
Change is managed like day-to-day operations
Senior executive champions the program
Focus on real productivity and total costs
Use the “Little Plus” Method
What about the adage, “If it ain’t broke, don’t fix it”?
It is not as though you are safe where you are. Even in
biology, species which do not adapt risk extinction. Though
it may not be “broke” now, the last person trying to fix it is
in deep trouble. …But then again, the first person adapting
to change is taking risks, too!
10. The Warehouse’s Ultimate
Objective
The ultimate objective of the warehouse is to
hold the minimum operational inventory that
contributes the most profits or satisfies needs
—as long as that level is consistent with your
customer service or internal user
requirements and ordering and planning
philosophy.
11. Optimize Inventory Performance
• Fine tune forecasting to reflect changes in
information to:
– Alter ordering and delivery frequency
– Smooth out flow of materials and information
• Use an A-B-C Inventory Stratification Analysis
to:
– Look at demand patterns
– Determine stocking policy
– Set customer service levels
12. Forecasting versus Prediction
• Forecasting estimates future events by casting forward past data:
• Past data is combined in a system to estimate the future
• Prediction estimates future events based on subjective
material
• These criteria need not be combined systematically
• Forecasting is a judicious combination of:
• Statistical analysis of historical data
• Marketing/Service plans and strategies
• Analysis of market competition
• Current market or internal customer needs
• Selected economic and industry trends
Remember to forecast in units, not dollars. We don’t ship or issue
dollars, we ship or issue units (pieces, weight, pallets, gallons etc)
13. Demand Chain—Pull Vs Push
PHYSICA
L
TO
BOOK
REPLENISHMENT
S
U
P
P
L
Y
Forecasted
Demand
I
N
V
E
N
T
O
R
Y
Actual
Demand
PULL
VS
PUSH
DEMAND
14. Inventory: The $upply Management Dilemma
CO$T
Tradeoffs
Purchasing Inv Control
& Supply & Operations
Inventory
Versus
Procurement
Inbound Freight
Versus
Procurement
Inventory
Purchasing
& Supply
Procurement
Versus
Quantity
Traffic &
Distribution
Inventory
Versus
Operations
Storage Space
Versus
Inventory
Procurement
Versus
Inbound Frt.
Inventory
Versus
Storage Space
Shipping
Versus
Customer Svc
Inv Control Procurement
Versus
& Operations
Traffic &
Distribution
16. ABC Classification and Pareto’s Law-Volume versus Number of Items
100
80
A
Volume
(Percent)
B
C
15
5
0
20
50
Number of Items (Percent)
100
17. Applied Pareto’s Law--ABCD
% of Items
% of
Activity
% of
Inventory
Volume
Class
Cum
Cum
A
20
20
80
50
50
B
50
30
15
83
33
C
80
30
4
95
12
D
100
30
1
100
5
20. Satisfaction Guaranteed
— What Is the Cost?
• It is 5 times more expensive to gain a new customer than it
is to satisfy an existing one.
• 7 out of 10 customers who switch from one supplier to a
competitor cite poor service as the reason.
• A 1% increase in customer service can increase sales by
the same amount.
• Dissatisfied customers tell twice as many people about
poor service than satisfied customers do about good
service.
Source: Customer Care Institute
23. Cost of Carrying Inventory—
Order Quantity Least Cost Example
Order
Quantity
Average
Lot Size of
Inventory
Average
Inventory $
Investment
Carrying
Costs in $
Number of
Orders per
Year
Order
Cost in $
Total
$ Cost
1000
500
80
20
10
180
200
2000
1000
160
40
5
90
130
3000
1500
240
60
3.3
60
120
5000
2500
400
100
2
36
136
Let us assume an annual demand of 10,000 units with four order quantity options.
Each unit costs $.16/unit with an order placement processing cost of $18 per order
and an inventory carrying cost of 25%. What Order Quantity is Least Cost?
24. Service Level-Safety Stock Cost Index
Cost of
Safety
Stock
400
300
200
100
85
90
95
Relationship between Service Level
and Cost of Safety Stock
100
Customer
Service
Level
25. Service Level and MAD
Service Level %
“K” Factor Needed
50
—
84
1
93
1.5
97
2
98
2.5
99.9
3
99.999
4
26. Service Level and Costs-a 24%
Inv Carrying Cost Assumption
Service
Level
Stock out
Frequency %
Extra Inventory
Investment %
50
50
—
84
16
14
93
7
21
97
3
28
99.9
0.1
43
99.999
0.001
57
27. Service Level Impact on Safety
Stock and Inventory Carrying Costs
This assumes a value of $1.00/unit and a 24% Inventory Carrying Cost
28. Optimize Inventory Performance
• Establish inventory target performance levels
• Delay inventory commitments as long as possible
to:
– Commit in stages (Available-to-Promise postponement)
– Result in more accurate forecasting
– Lower levels of safety stock
• Optimize inventory performance rather than
minimize inventory
30. Inventory Bottom Line—Improvement of ROA
Potential Reduction in Inventory Levels
Inventory as a % of
Total Investment
10%
20%
30%
40%
50%
10%
3%
5%
8%
11%
14%
20%
5%
11%
17%
23%
29%
30%
8%
17%
26%
36%
47%
40%
11%
23%
36%
51%
67%
50%
14%
29%
47%
67%
89%
60%
17%
36%
59%
84%
114%
31. Warehouse Mechanization
and Automation
• Tendency to automate whatever used to be
manual or simple
• Involve your people in redesign of:
– Storage equipment layouts
– Material flow paths
• Demands fundamental changes in behavior
• People make them succeed or fail
32. Warehouse Layout Design Data
Product data:
•activity level
•requested quantities
•product properties
•supplier types
Order data:
•number of line items
•number of items
•cubic volume
•shipping priorities
•product correlation
Managerial requirements /
company strategy
• Definition of major functional
areas / departments
• Definition of departmental subsystems
• Storage and material handling
modes
• Operational policies
• storage policies
• replenishment policies
• order picking policies
• batching
• sorting
• zoning
• routing
• receiving & shipping
policies
35. Block Layout—
U-Shape Material Flow
Replenishment
Case
Picking
Reserve Storage
and
Pallet Picking
Replenishment
Broken
Case
Picking
Accumulation, Sortation & Packing
Direct
putaway
to reserve
Direct
putaway
to primary
Receiving
Shipping
Cross-docking
36. Block Layout--Straight Line Material Flow
SHIPPING
SHIPMENT STAGING
SORTING AND
ASSEMBLY
AREA
TEMPORARY
HOLDING
AREA
RECEIVING CHECK-IN
RECEIVING
37. Warehouse Layout—L-Shape Flow Configuration
RECEIVING & SORTATION
CASE
Packing
Hanging
Merchandise
Active Storage
C
O
N
V
E
Y
O
R
CONVEYOR
S
H
BOXED
I
MERCHANDISE
P
FLAT MERCHANDISE
P
ACTIVE
I
STORAGE
ACTIVE
STORAGE
N
G
RECEIVING & STAGING
38. Space and Storage Schemes
Space requirements are directly related to:
• Volume of material to be stored
• Use of space characteristics
– Honeycombing allowance
– Aisle allowance
• Cube and thinking “vertical”
42. Storage and Equipment Correlation
Space
Type
Picking
Unit
Size
Material
Handling
Option 1
Material
Handling
Option 2
Material
Handling
Option 3
Bulk Storage
Low Bay
Pallet
Standard Fork
Trucks
Clamp Truck
Pallet Jack
Selective Pallet Rack
Low Bay
Pallet
All Fork Trucks
Walkie-Stacker
AGV
Bulk Storage from Floor
Low Bay
Case
Pallet Jack
Most Fork
Trucks
Pick to
Conveyor
Selective Pallet RackSystem
High Bay
Case
Order Picker
Trucks
All Fork Trucks
Mezzanine
Pick-to-Belt
Double Deep Rack
High Bay
Pallet
Reach Truck
Drive-in/Drive Thru Rack
High Bay
Pallet
Narrow Pallet
Truck
Pallet Flow Rack
High Bay
Case
Pick Module to
Conveyor
Case Flow Rack
Low Bay
Case
Manual to
Conveyor
Pushback
Rack
Standard Fork,
Wide Slave
Pallets
Floor Level
Picks to Pallet
Only
Robotic
Extractor
AS/RS
High Bay
Pallet
AS/RS Shuttle
N/A
Storage
Equipment/Methodology
N/A
N/A
Most Standard
Fork Trucks
Auto Release
to Conveyor
N/A
45. Stock Location Methodology
Comparison
INVENTORY
ITEM #
LOCATION
COMMODITY
LOCATION
RANDOM
LOCATION
COMBINATION
LOCATION
POOR
POOR
FAIR
EXCELLENT
EXCELLENT
EXCELLENT
GOOD
EXCELLENT
GOOD
FAIR
CUSTOMER SERVICE
FAIR
FAIR
GOOD
GOOD
GOOD
FLEXIBILITY
FAIR
POOR
FAIR
EXCELLENT
EXCELLENT
EXPANSION
FAIR
POOR
FAIR
EXCELLENT
EXCELLENT
FIXED
LOCATION
SPACE UTILIZATION
TRAINING TIME
46. Common Storage Utilization
Allowances
TYPE OF STORAGE
DEPTH
HEIGHT
NORMAL STORAGE
UTILIZATION
ALLOWANCE
FLOOR OR DRIVE-IN RACKS
More than 3
More than 3
30—40%
1.3—1.4
FLOOR OR DRIVE-IN RACKS
Up to 3
Up to 3
25—30%
1.25—1.3
DOUBLE DEEP RACKS
2
Any
20—25%
1.2—1.25
SELECTIVE RACK
1
Any
10—15%
1.1—1.15
Source: Warehousing Education and Research Council
SLOTS TO BE
PROVIDED PE
PALLET STORED
49. Real Time Information
• Use automatic data collection (ADC) techniques
• Insure flow of information is both:
– Seamless and at the source
– Parallel to the flow of material
• Seek opportunities to utilize EDI, E-Com, RF,
and ASNs
• Must support warehouse floor process—not
dictate it
• Provide flexibility to meet change in marketplace
and customer requirements
53. WMS Integration
The WMS must integrate with other
warehousing components, namely:
•
•
•
•
•
•
Radio Frequency Systems
Bar Code Scanners and Printers
ADC, RFID & Voice Recognition Technologies
Data Exchange with ERP Systems
Database Supply Chain Event-Driven or Time-Driven
Synchronization Rules for Application Programs
55. Available-to-Promise Functionality
• WMS ability to drill down for detailed
information on specific orders
• WMS ability to facilitate an answer to the
question, “Where is the product?”
• WMS ability to do any of the following:
–
–
–
–
Determine availability in storage
Cross-dock to reach a customer quickly
Place allocation against inbound material
Determine when goods will arrive at facility
56. Crossdocking and Warehousing
No stock!
No stock!
Storage!
Storage!
Customer Order
Customer Order
Ship
Ship
Receipt
Receipt
Cross-Docking
Cross-Docking
•
Cross Docking helps to achieve the key logistics objectives of:
• Stock reduction
• Fixed resource reduction
• More responsive operating systems
58. Total Cost of Ownership
• You need to study, learn, and evaluate known
solutions.
• Then compare and explain the costs and benefits
of each.
• If you reduce your internal cost profile, you can
provide the same or better service at a lower cost
to your internal and/or external customer.
60. Building Cube Comparison Space Chart
Clear Height
22 ft
31 ft
51 ft
Tiers
4
6
10
Aisle Width (feet)
Area/Pallet (square feet)*
5.00
6.74
4.50
2.70
8.00
8.24
5.50
3.30
12.00
10.24
6.83
4.10
* NOTE: Area/Pallet = The footprint divided by the number of pallets in a stack.
Warehouses are always different from each other, even within the same company!
This is due to the diversity of warehouse locations, Inventory Racks, Fork Lift Trucks and current ways of working in the warehouse, and of course, each Industry works differently