仓储优化系列之如何优化仓库空间, 提高仓储利用率?

Size: px
Start display at page:

Download "仓储优化系列之如何优化仓库空间, 提高仓储利用率?"

Transcription

1 仓储优化系列之如何优化仓库空间, 提高仓储利用率? S-Council China Supply Chain Executive Council 供应链价值研究院 24 th Sep, 2014, Shanghai 2014 年 9 月 24 日, 中国上海 1

2 电话会议安排 课程设置 第一部分 :14:05-14:50 主题演讲 : 优化仓库空间, 提高仓储利用率 Storage Business Analysis P8 Jabil WH Issues Jabil Shanghai WH Space Sub-Optimization P11 Short Term Middle Term Long Term Speaker: Steed GU, Warehouse Manager, Jabil 14:50-15:00 总结及建议 : 总结及局部仓库优化的建议 Panelist: George ZHAO, Director, Kurt Salmon 2

3 电话会议安排 欢迎您拨打热线电话 : 参加讨论 课程设置 第二部分 :15:00-15:30 互动问答 Q&A 集思广益, 最大化你的仓储利用率 抛货, 重货, 如何优化存放节省面积? 虽然所有产品都是扫描进出库, 但是仍有很多串色串号串码出现, 有什么好方法去避免吗? 在 2 个小时内实现库存盘点有何良策? 需要投入大量资金做库房改造吗? 关于平面库和立体库的设立, 一个仓库储存多少量设平面库最划算, 储存多少量设立体库最划算, 也就是说平面库和立体库的盈亏平衡点是什么? 考虑到建筑成本, 叉车成本, 管理问题等, 立体库货架设多少层为佳? 由于我们仓库没有用货架存放物料, 如何能最大限度的利用空间储存物料? Panelists: Steed GU, Warehouse Manager, Jabil George ZHAO, Director, Kurt Salmon Vicky QIAN, Supply Chain Strategic Planning Manager, Parker Hannifin 3

4 关于 S-Council China Supply Chain Executive Council( 简称 S-Council ) 是诺本会展服务有限公司旗下的服务品牌之一, 是一家汇聚亚太区采购 物流及供应链高级专业人士的创新领先的会员制服务机构 Professional sharing for everyone everywhere! 让专业分享无处不在! 4

5 第一部分 5

6 WH Space Sub-Optimization Presenter: Steed Gu Position: Warehouse Manager at Jabil 演讲时间 :2014 年 9 月 24 日 China Supply Chain Executive Council 供应链价值研究院 6

7 Brief Of Presenter Jan - Now: Warehouse Manager, Jabil, Shanghai Jan Dec: Sr. WH Leader, Johnson & Johnson, Suzhou Jun Dec: Sr. WH Supervisor, Delphi, Suzhou Jul Jun: Sr. WH Specialist, Bosch, Suzhou Aug Jul : Material Process Integration Specialist, Warehouse Supervisor 7

8 Contents A:Storage Business Analysis B:Space Sub-Optimization Short Term Middle Term Long Term 8

9 A:Storage Business Analysis Jabil WH Issues Problem and Challenge from Jabil WH in Feb 2010 Low inventory accuracy - about 75% Revenue increasing from 40M to 80M within 2 months Space cannot be increased immediately Operators were increased from 150 to 280 within 3 months, accompanying with high turn over rate Complex warehouse process more than 30 different customers in JSH 9

10 Business Analysis Case Jabil Shanghai WH Customer of Jabil Shanghai: Cisco Telecom industry, High volume low mix, 50% products belongs to consumable, Quick change for customer orders, Siemens/ Striker/ GE Medical industry, High mixed low volume, Different FDA requirement by countries, Summary of EMS Business requirement: 99.99% inventory accuracy Robust quality control system Quickly service response Low operator turn over rate Separated/individual area for different customer Minimum resource to cover Maximum fluctuation demand change from customer Cost control for each project 10

11 Contents A:Storage Business Analysis B:Space Sub-Optimization Short Term Middle Term Long Term 11

12 Short Term 1: 5S/Discipline Same rack Before Vs After with strong 5S/Discipline implementation Good 5S can prevent wrong bin, easy for material handling 12

13 Short Term 1: 5S/Discipline If who can not meet warehouse 5S/Discipline requirement, how to deal? Killed! How many times are accepted for BIG 5S/Discipline violated? One Time or No Chance! 13

14 Short Term 2: Rack Utilization Think how to crease more space without construction in one short lead time? Build height Rack height Rack width Forklift passageway ( Not recommended safety risk) 14

15 Rack utilization 1: Change storage orientation, space utilization is improved about additional 40%. Rack utilization 2: Change rack height from 1.6m to 1.4m, layers from 4 to 5, 15% pallet numbers increasing 15

16 Rack utilization 3: Split high racks for middle box parts 15% space increasing Rack utilization 4: ESD box for non carton parts, like cables, prevent dirty, 20% space increasing 16

17 Middle Term 1: JIT/Milkrun Delivery Inventory days reduction, pallets is reduced about 160 for bulk parts 17

18 Middle Term 1: JIT/Milkrun Delivery More boxes, few pallets, can fulfill small racks, loading reduction, space utilization increased 18

19 Middle Term 1: JIT/Milkrun Delivery What is the trigger point to implement JIT / Milk run from WH side? Which is Better? Select top 10 parts by pallet numbers or boxes number, not by demand Analysis possibility for each supplier of these parts First priority is JIT increase delivery frequency by supplier directly, small delivery lots, this is zero cost increasing site If rejected by supplier, and then involve Buyer and SCM team to consider Milk run Final solution is to change JIT to Milk run, with negotiation with supplier DDU term to Ex works, it can reduce Unit Price for each component Project PPT for cost saving is very important to show to top management for cost saving, this is the way to get management team support to drive progress 19

20 Middle Term 1: JIT/Milkrun Delivery Continual improved JIT Ship to line, more suitable for screws, gasket, package material 20

21 Middle Term 1: JIT/Milkrun Delivery Sample for Ship to Line in Bosch/Jabil 21

22 Middle Term 2: Specialization/Standardization Special designed tool for material storage Pallet cage for bulk parts, no drop down, no crush, no mix ESD box for SMT parts, minimized part numbers, clear bin address on box 22

23 Middle Term 2: Specialization/Standardization It is suitable for warehouse with hundreds people Dedicated people for dedicated station like MFG, professional skills Repeatable job for operator, low risk for mistake, easy to learn, never worry about high turn over rate 23

24 Middle Term 3: Cycle Count/CCTV 24

25 Long Term 1: VMI/HUB In Jabil SH, we set up two different VMI/HUB warehouse. One is dedicated for raw material and customer pay the cost. Why customer agree to pay the cost? One is dedicated for package material, each package supplier pay the storage cost individually. Why supplier agree to pay the cost? What is the benefits? 25

26 Long Term 2: Localization 1. Mechanical parts, like plastics, package 2. Reduce SPQ for each package 3. Reduce MOQ 4. Consider JIT/HUB 26

27 Long Term 3: Centralization Centralization is not only including by material group/category, but also including warehouse management team. It is not fixed, we shall do centralization or de-centralization based on actual business requirement and condition Pic shows material centralization and warehouse management team de-centralization 27

28 Summary & Suggestion Concept for WH Quality, Service and Cost 5S/Discipline is the basic rule to manage one warehouse Standardization work and special tools are effective methods to manage one warehouse Concept change Warehouse is not managing inventory only, we are controlling inventory and can drive continual improvement Executive is the top of all warehouse management skill Example Analysis Cost Control for warehouse 28

29 Open discussion of warehouse cost How to justify your material handling cost to business guy? How to make it reasonable? What is benchmark of market? Cost analysis by category Fixed cost Facility cost, Equipment cost, IL cost, Depreciation cost take it as Pallet storage cost Variable cost DL cost, Repair cost, Shop supplier cost take it as Transaction handling cost Opportunity to reduce cost Process integration Efficiency improvement 29

30 总结及案例分享 ---George ZHAO, Director, Kurt Salmon 议题 考虑的标准 (Criteria) 流程 / 空间 比较不同方案 30

31 年配送点数量 约 80% 的配送点属于自营零售网点 2010 年公司拥有约 930 个零售网点 配送点及零售店数增长率为 0% 配送点和 SKU 增长 年度 SKU 处理数量 2009 年起, 预计平均年度 SKU 增长率为 12.5% 件数增长率低于 SKU 增长率说明公司正在扩张产品类别 ( 增加产品跨度 减少 SKU 深度 )

32 流程方案回顾 需要对不同的流程达成了共识

33 2012 年预计空间需求 我们预计公司在 2012 年将需要一个约 11,500 平方米的仓库 根据积木方法测算 货箱存储区将占总面积的极大一部分 虽然 2012 年预计的空间需求稍大于现有的仓库面积, 但总面积里有约 1000 平方用为余量空间和其它物品的储存区

34 方案比较和选择 建议选择方案 2 相对较少的投资并会提高未来仓库操作效率 方案 1 现有模式 方案 2 分拣与装箱 方案 3 分拣后装箱 优势 - 维持现状, 无需改造 - 无需货架投资 - 符合目前操作需要 - 具有高效率潜在性 - 无需预分类 - 可利用存储货架 - 分拣员可完成系统包装以此减少仓库的人员 - 效率最高的分拣方式 - 无需预分类 劣势 - 误差性较高 ( 需要有经验的操作人员 ) - 较低效率预分类流程 - 如采用新的仓库管理系统, 此流程模式也将会被改变或取代 - 如果分拣与包装流程合并, 可能增加出错率 - 如果没有系统的支持会使分拣过程较低效率 ( 反复走动 ) - 必须更新和升级系统和 RF 才能体现此方案的效率和优势 - 需要货架投资 - 如果没有系统的支持会使分拣过程较低效率 ( 反复走动 ) - 必须更新和升级系统和 RF 才能体现此方案的效率和优势

35 效果 拣货 项目之前 项目之后 库存存储区

36 总结 确定标准 优化流程 不同方案比较 确定最佳方案 36

37 第二部分 37

38 欢迎您拨打热线电话 : 参加讨论 第二部分 :15:00-15:30 互动问答 Q&A 集思广益, 最大化你的仓储利用率 抛货, 重货, 如何优化存放节省面积? 虽然所有产品都是扫描进出库, 但是仍有很多串色串号串码出现, 有什么好方法去避免吗? 在 2 个小时内实现库存盘点有何良策? 需要投入大量资金做库房改造吗? 关于平面库和立体库的设立, 一个仓库储存多少量设平面库最划算, 储存多少量设立体库最划算, 也就是说平面库和立体库的盈亏平衡点是什么? 考虑到建筑成本, 叉车成本, 管理问题等, 立体库货架设多少层为佳? 由于我们仓库没有用货架存放物料, 如何能最大限度的利用空间储存物料? Panelists: Steed GU, Warehouse Manager, Jabil George ZHAO, Director, Kurt Salmon Vicky QIAN, Supply Chain Strategic Planning Manager, Parker Hannifin 38

39 问与答 Q & A 39