第13章测量与基准仓性能
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right quality,on time, damage-free, right paperwork) orders and storing
product efficiently.
2.Warehouse performance measures
2.1 Warehouse financial performance • Each warehouse should establish a warehouse activity-based costing program.
4. warehouse performance index
5. Do’s and Don’ts for warehouse automation
6. warehouse practices and warehouse performance
1.Benchmarking warehouse operations
Chapter 13 Measuring and benchmarking warehouse performance
《 Main Knowledge 》
1. benchmarking warehouse operations 2. warehouse performance measures 3. warehouse performance gap analysis
• A benchmark is typically a quantitative assessment of some aspect of performance of an enterprise.
• Benchmarking is the process
of gathering and sharing those assessments and developing an
◆distribution cost as a percentage of sales
◆Inventory turns
◆Accuracy ◆Etc.
1.4 Traditional benchmarking performance metrics
• Our benchmarking and goal setting
7.Order cycle time 8.Perfect order percentage
1.2 External benchmarking
• Case study 1: Xerox Service Parts • Case study 2: SBC • The external perspective is critical to the success of the benchmarking exercise:
1.3 Competitive benchmarking
• Case study: The largest wholesale distributors The survey was facilitated by a large consulting organization ◆Units shipped per man-hour
Labor Cost Receiving Putaway Storage Picking Consolidation Delivery Marketing Returns Total % of Total Cost/Sales $1,963,055 $1,090,534 $ 999,640 $1,946,966 $ 287,188 $ $ 68,225 68,225 54.03% 4.05% $3,534,218 $9,958,052 Space Cost $ $ $ $ $ 238,125 50,000 99,250 13.71% 1.03% MHS Cost $ 569,820 $ 416,000 $1,650,710 $1,830,782 $ 135,000 $ $ 69,000 6,000 26.58% 1.99% $ 222,200 $4,899,512 WMS Cost $ 218,333 $ 240,333 $ 123,833 $ 161,833 $ $ 38,333 38,333 Total Cost $2,989,333 $1,746,867 $4,707,433 $3,939,581 $ 561,021 $ 225,558 $3,975,251 $ 286,475 $18,431,520 100.00% 7.49% $ 368.63 $ per line Cost per Transaction $ $ $ 1.38 3.56 1.10 $ per receipt $ per line $ per SKU $ per line $ per load $ per load $ per piece
– 1.most of the breakthroughs in logistics performance and practice have occurred across industry lines. for example: ECR CFR QR JIT – 2.it is typically quite difficult to gain the cooperation necessary to do the benchmarking process justice when the partners are within the same industry. – 3. By benchmarking just within your own industry, you may establish yourself as the leader in your industry.
methodology is focused on the consumption of warehouse resources-people,space,and systems to meet the mission of the warehouse:
shipping perfect(right products,
• Case study: Gillete
Key logistics performance
1.Shipping accuracy 2.Inventory accuracy
3.Inventory turns
4.Fill rate 5.DC productivity
6.DC storage density
improvement plan of action
based of the assessment. • The three perspectives of benchmarking are:
来自百度文库
---Internal
---External ---Competitive
1.1 Internal benchmarking
product efficiently.
2.Warehouse performance measures
2.1 Warehouse financial performance • Each warehouse should establish a warehouse activity-based costing program.
4. warehouse performance index
5. Do’s and Don’ts for warehouse automation
6. warehouse practices and warehouse performance
1.Benchmarking warehouse operations
Chapter 13 Measuring and benchmarking warehouse performance
《 Main Knowledge 》
1. benchmarking warehouse operations 2. warehouse performance measures 3. warehouse performance gap analysis
• A benchmark is typically a quantitative assessment of some aspect of performance of an enterprise.
• Benchmarking is the process
of gathering and sharing those assessments and developing an
◆distribution cost as a percentage of sales
◆Inventory turns
◆Accuracy ◆Etc.
1.4 Traditional benchmarking performance metrics
• Our benchmarking and goal setting
7.Order cycle time 8.Perfect order percentage
1.2 External benchmarking
• Case study 1: Xerox Service Parts • Case study 2: SBC • The external perspective is critical to the success of the benchmarking exercise:
1.3 Competitive benchmarking
• Case study: The largest wholesale distributors The survey was facilitated by a large consulting organization ◆Units shipped per man-hour
Labor Cost Receiving Putaway Storage Picking Consolidation Delivery Marketing Returns Total % of Total Cost/Sales $1,963,055 $1,090,534 $ 999,640 $1,946,966 $ 287,188 $ $ 68,225 68,225 54.03% 4.05% $3,534,218 $9,958,052 Space Cost $ $ $ $ $ 238,125 50,000 99,250 13.71% 1.03% MHS Cost $ 569,820 $ 416,000 $1,650,710 $1,830,782 $ 135,000 $ $ 69,000 6,000 26.58% 1.99% $ 222,200 $4,899,512 WMS Cost $ 218,333 $ 240,333 $ 123,833 $ 161,833 $ $ 38,333 38,333 Total Cost $2,989,333 $1,746,867 $4,707,433 $3,939,581 $ 561,021 $ 225,558 $3,975,251 $ 286,475 $18,431,520 100.00% 7.49% $ 368.63 $ per line Cost per Transaction $ $ $ 1.38 3.56 1.10 $ per receipt $ per line $ per SKU $ per line $ per load $ per load $ per piece
– 1.most of the breakthroughs in logistics performance and practice have occurred across industry lines. for example: ECR CFR QR JIT – 2.it is typically quite difficult to gain the cooperation necessary to do the benchmarking process justice when the partners are within the same industry. – 3. By benchmarking just within your own industry, you may establish yourself as the leader in your industry.
methodology is focused on the consumption of warehouse resources-people,space,and systems to meet the mission of the warehouse:
shipping perfect(right products,
• Case study: Gillete
Key logistics performance
1.Shipping accuracy 2.Inventory accuracy
3.Inventory turns
4.Fill rate 5.DC productivity
6.DC storage density
improvement plan of action
based of the assessment. • The three perspectives of benchmarking are:
来自百度文库
---Internal
---External ---Competitive
1.1 Internal benchmarking