A Simulation Comparison Analysis of Effective Pallet Management Scenarios
|
|
- Ami Tate
- 6 years ago
- Views:
Transcription
1 A Simulation Comparison Analysis of Effective Pallet Management Scenarios M.G. Gnoni, G. Lettera, A. Rollo 1 Department of Innovation Engineering, University of Salento, Lecce, Italy (mariagrazia.gnoni@unisalento.it) Abstract - Pallet management usually involves direct and reverse logistics flows; it represents a critical activity for several logistics providers all over the world. Pallets are needed in order to ship products through the whole supply chain. In the European area, a standardized quality-assured system defined as the EPAL-System works as direct or postponed interchange could be applied. Service level could be improved by both increasing pallet availability in the direct logistics and reducing total cost of the reverse logistics. The purpose of this paper is to provide an effective comparison of different pallet management scenarios based on EPAL-System. The two organizational interchange procedures allowed by the EPAL-System have been tested. A simulation model has allowed to compare four scenarios in terms of supplier s service time, internal operations, and overall operating costs. Results confirm that a better coordination of actors in the reverse chain enables to increase performances of the whole system. Keywords - pallet management; simulation model; scenario analysis I. INTRODUCTION Logistic activities are mainly based on a standardized equipment: the pallet. A pallet is a widespread equipment for storing and transporting goods such as boxes, bags, cartons, etc. by a stock keeping unit. It usually represents the most applied equipment in current materials handling activities all over the world as it could be used in harsh environments [1]. Several typologies of pallet are produced: their materials and structures could vary according to the specific application in order to satisfy a huge range of material handling operations. The most common materials are wood, metal and plastic [2] [3]. On the other hand, several international logistics operators such as CHEP, La palette rouge, etc. - develop their core business by optimizing pallet management activities. An estimated flow of about 450 million of new pallets are produced annually in the U.S.A area and about 1.9 billion of pallets are in transit due to logistics activities [4]. By focusing on the European area, the most widespread pallet type is EURO pallet, a wooden pallet which is characterized by unified features defined by the European Pallet Association (EPAL). The estimated quantity of EURO-pallets all over Europe is over to 500 Million; the annual quantity of new pallet produced is more than 70 million per year [5]. Even if pallet are applied in several industrial contexts and they represent a critical asset for the firm, few research paper are focusing on this topic: recent studies focused on the structural design of pallet according to different original and recycled material types [1], [2],[3]. By an organization point of view, the main research topic is about the pallet loading problem [6], [7], [8], [9], [10], [11], [12]; few attention has been assigned to the overall process of pallet management starting from pallet loading to the reverse flow of empty pallet. Firstly, recovery of empty pallet not suitable for delivery, could contribute to increase the environmental and the economic balance of the whole pallet management activity, as the reverse logistics of empty pallet represents usually a valuable activity [13]. Different end-of-life management strategies have different environmental impacts. Reuse, combined with material recycling should be encouraged to reduce the demand for raw materials (i.e. wood) and the waste generated [14]. Furthermore, as pallets have to be available for each delivery, the reverse flow of empty pallet has to be synchronized according to the level of empty pallet storage. This is a typical problem of material procurement in very dynamic context: thus, simulation analysis could be an effective tool for comparing organizational alternatives [15]. The proposed study will evaluate how different organizational scenario for pallet reverse logistics could affect the whole performance of a supply chain. A discrete event simulation model has been developed for comparing organizational alternatives. The proposed simulation analysis could provide an effective tool to manage both direct and reverse flows involved in pallet management as different organizational scenarios - such as immediate or postponed interchange - could affect overall performance of the supply chain. The paper is organized as follow: in section II, an analysis on main activities involved in pallet management has been carried out. A description of the proposed simulation model is in Section III; finally, results of the scenario analysis are proposed. II. THE PALLET MANAGEMENT: MAIN ISSUES Producers, distributors and retailers involved in logistics activities usually share a common objective, i.e. optimizing their own logistic costs and performances. All over the world, logistic activities are mainly based on pallet: often, each actor of a supply chain uses pallet for handling, transporting and storing goods in order to /11/$ IEEE 1228
2 reduce handling cycle times and optimizing storage areas. Thus, a company requires a stock of empty pallets available for internal operations and for shipments. An outgoing flow of pallets is usually applied for managing by a logistics provider deliveries to retailers; thus, an effective ingoing flow of empty pallets is required aiming to support operations carried out internally and externally by the provider. The Figure 1 shows the flows of palletized loads and empty pallets for a standard supply chain where a logistics provider is managing in his intermediate depot material handling activities of different producers. Pallets represent a critical firm asset: they have to thus, they have to be maintained in a correct way. immediate interchange: all pallets have been collected by the final logistic provider at the final customer (such as the wholesaler or the retailer) during delivery activities; therefore, the total delivery time increases due to required pallet interchange activities, such as quality and integrity check. The logistics provider picks up the same pallet number delivered; thus, no waiting time due to pallet unloading has to be estimated. By an organizational point of view, only an identification of pallets will be carried out by the logistic provider. postponed interchange: the final customer supplies during delivery activities a pallet voucher to the logistics provider according to pallet number delivered in each trip. This order allows to physically collect pallet usually within three months in EPAL interchange system pallet [16]. in outsourcing management and pallet pooling pallet interchange requires only postponed type. Pallet interchange in direct management model could be immediate or postponed. III. THE SIMULATION MODEL Figure 1: Flows of palletized goods and empty pallets in a traditional supply chain Traditionally, one of the main cost added activity in pallet management is the reverse logistic: pallets have to be collected downstream in the supply chain where products are delivered to final customer. Different organizational options could be implemented aiming to reduce its costs. The main organizational model identified are direct management, outsourcing management and pallet pooling which are analyzed following: Direct Management: all activities regarding pallet management has been carried out internally by the firm, that has to deeply evaluate related operative costs as well as investment costs, in pallet park purchase; Outsourcing Management: the firm has to carry on investment in pallet park purchase; pallet management activities are carried out by an external logistic company (e.g. a third-party provider). The logistics provider retrieves the pallets downstream in the supply chain and it tracks them via customer dispatch data. Services supplied by external logistic company usually are pallet maintenance, disposal, monitoring, handling, and final collection. Pallet Pooling: a third-party logistics provider rents its own pallets to customers (i.e. producers and/or distributors) according to a service contract. The company ships pallets to his customers and usually supplies tracking service about time and location of customer shipments. Pallets reverse logistics is strictly related to pallet interchange procedures adopted by logistic actors: retrieve of empty pallet could be applied at the same time of delivery or in a second time, with different modalities to guarantee the economic value of asset, in terms of amount and quality, and to avoid legal disputes. Two organizational procedures are mainly applied: A discrete event simulation model is proposed to evaluate impacts due to alternative scenarios for pallet reverse logistics; common activities between each scenario have been modeled; main activities introduced in the simulation model are detailed following. Inflow of pallets at the distribution center: palletized loads arrive at regular intervals in the distribution center. Units could be stored as is for a certain period before shipping to final customer; other ones could be handled by a picking activity before delivery. As not-reparable pallets could be disposed, new pallets are annually purchased to restore the target level of empty pallet storage. Reverse logistics of empty pallet originated from the final customer contribute to the pallet inflow. Pallet demand: Empty pallets usually could be returned to the producer who supplies incoming goods. Moreover, the internal picking activity requires empty pallets for loading the new stock keeping unit. Main processes add in the proposed simulation model are in Table 1. Different organizational scenario could be applied for optimizing this activity. Table I. Processes of pallet management simulation. Processes Pallet input from order purchase Pallet input derived from goods in entrance Return of empty pallets Storage of empty pallets Internal Operations Description The company needs an initial pallet park; new purchases have been carried out when the stock level values is under a predefined target. Goods are delivered as palletized loads, therefore a number of pallets enter in the company with goods. This is the reverse flow of empty pallet to producer. The empty pallets are stored in a dedicated warehouse where quality control activities are carried out. Alternatives are recovery or disposal processes. It consists of internal picking activity which requires empty pallet for transportation activities. 1229
3 Processes Reverse Logistics of empty pallets Pallet recovery or disposal Description This is the reverse flow of empty pallet from the final customer. Immediate or postponed interchange could work. Some pallets pull off the system as they were lost or were broken. When pallet does not fit the standard, maintenance activity could be accrued out. The simulation model focuses on the Reverse Logistics of empty pallets as it could be usually organized in two main ways: immediate or postponed interchange. Thus, four different organizational scenarios have been estimated by the simulation model: details are proposed as follows. Scenario 1: this is the total immediate interchange scenario where the interchange works immediately i.e. during the delivery route. After a quality check activity the total number of pallets to be returned is defined together by the carrier and the final customer. The logistics provider doesn t accept the postponed interchange. Scenario 2: this is the total postponed interchange scenario where the carrier could return both an equivalent number of empty pallets or vouchers. Vouchers represent an economic reward supplied by the customer when no empty pallet could be returned to the carrier. Scenario 3: this is a partial immediate interchange scenario: the carrier returns immediately an equivalent number of empty pallets following the same procedures of scenario 1. On the other hand, similarly to the scenario 2, the company accepts the postponed interchange of its pallet by customers up to a maximum value of 20% estimated to the total number of pallets delivered. Scenario 4: this is a partial postponed interchange scenario: the logistic provider can return empty pallets or voucher to the carrier if it hasn t empty pallets available in the warehouse. Differently from the scenario 2, it doesn t accept pallet vouchers by its customers. Main features are in Table 2. Table II. Pallet management activities in the simulation model Scenario Return of empty pallets in entrance to logistics provider Return of empty pallets from customer level 1 Direct Direct 2 Direct/Postponed 20% Postponed, 80% Direct 3 Direct 20% Postponed, 80% Direct 4 Direct/Postponed Direct IV. THE SIMULATION ANALYSIS The total number of handled pallets, which is a function of the number of palletized loads received and shipped in a period) is equal in all scenarios aiming to compare analogous operative conditions. Thus,, the total quantity of palletized loads in input is 215,970 (i.e. 30 palletized loads are received every 60 minutes) in all simulation runs, and 249,332 is the total quantity of shipped loads. Thus, an increase about 15% in pallet shipped has been evaluated by the simulation during the total period of observation. Safety stock level of empty pallets - available for picking and interchange activities has been set on 500 units. If the empty pallets stocks falls under safety level, 100 units of new pallets are purchased and they arrived after one day. the direct interchange period is set in one day in scenario 1 and 3; the returning period has been estimated in one month for the postponed scenarios (i.e. 2 and 4). Furthermore, pallet lost rate is estimated about 4% of the total quantity of pallet handled in the period. Critical indicators have been introduced in order to evaluate simulation results; two main categories have been introduced: the first one affects time performances and the latter affects the overall costs. Following a brief description of performance indexes: 1. Goods Unload Time: this index evaluates the average time required to unload the goods for each carrier. The operational time required for a single operation is 1 hour, but random delays may occur if empty pallets or vouchers to be returned are not available. 2. Picking Queue Time: it represents is the average waiting time of a palletized load during internal picking operations. The queue length increases if empty pallets are out of stock during the picking activity. 3. Number of new pallets purchased in a period: as annually the level of the empty pallet parks has to be equal to a target. 4. Number of vouchers managed by the logistics provider in a period: as pallet vouchers management involves administrative activities. 5. Number of vouchers received from customers. 6. Average number of empty pallets in stock: as storage of empty pallets requires a dedicated area. Statistical values are collected for time performance indicators: the minimum, maximum, mean, standard deviation value are reported in Table 3 for Goods Unload Time and Picking Queue Time indicators. Results obtained under different scenarios show interesting issues. In detail, the Goods Unload Time is quite constant except for scenario 3 which is characterized by the worst value (i.e. the highest one). Moreover, the internal waiting time (i.e. time required by picking activities at the logistics provider depot) is characterized by the highest value. These delays are mainly due to the lack of empty pallets in the storage. This is due to the operational procedures characterizing this scenario: pallets have to be returned and no voucher could be accepted by the carrier. Goods Unload Time [minutes] Table III. Statistics for the scenarios simulated. Scenario Min Max Mean Deviation , Picking Queue
4 Scenario Min Max Mean Deviation Time [minutes] Differently from the scenario 3, if the logistics provider hasn t empty pallets (i.e. the producer), it could supply vouchers to his customer in scenario 2 and 4. Thus, transporters don t have to wait for pallet unloading. In analogous way, the estimated time for goods unloading is a constant value (i.e. the mean value is 60 minutes and its standard deviation is null) in the scenario 1 as the logistics provider has always empty pallets to return to its customer. This is the main consequence of the application of direct interchange at the distribution center level: the quick return of empty pallets (i.e. in one day) applied in immediate interchange scenarios compared with the longest one (i.e. after 30 days) in postponed interchange scenarios assures an effective availability of empty pallets. The low value estimated for the Picking Queue Time indicator (about 12 minutes) confirms this issue: the which is very low. It represents the maximum allowed delay due to the normal conditions: By comparing all scenarios, it could be noted that scenarios 1, 2 and 4 allow the distribution center to achieve similar time performances and an high efficiency; on the other hand, scenario 3 is characterized by a global lower performance in terms of service level mainly due to a high value of waiting time (i.e. up to 51 hours) for the carriers during the delivery at customer level. Moreover, by analyzing other indicators, more information could be acquired. Pallet vouchers could not be emitted by the distribution center in scenario 1 and 3; on the other hand, the distribution center could generate vouchers but it not accept then from customers in scenario 1 and 4. Data about this issue are reported in Table 4. Pallet lost contributes to high values estimated in scenario 2 and 3;moreover, postponed interchange procedure also contributes as vouchers are received and changed with pallets after 30 days (see Table 4). Table IV. Estimated values for New pallets purchased and Pallet vouchers emitted and received. Index Scenario 1 Scenario 2 Scenario 3 Scenario 4 New pallet purchased 300 5,100 5, Pallet vouchers 0 * 1,050 0 * 0 emitted Pallet vouchers 0 * 42,895 42,895 0 * received Average empty pallet in stock * Scenario Hypothesis Finally, where postponed interchange allowed to the customers (i.e. scenarios 2 and 3), a reduction of the average number of empty pallets in the distribution center is realized. This condition determines for the logistic provider an increase in the total number of pallet purchased in the period and/or the total number of vouchers aiming to overcome the temporary unavailability of empty pallets. On the contrary, when an immediate interchange is working; the logistics provider could not apply vouchers in any way. Therefore, by only considering costs due to new pallets purchase and vouchers management, scenario 1 and 4 are characterized by lower costs. In the same scenarios, the cost to store about 300 empty pallets more have to be considered to evaluate the overall cost. V. CONCLUSIONS The paper proposes a simulation analysis to assess impacts of empty pallet interchange procedures on performances of a distribution center managed by an unique logistics provider.. Four scenarios have been analyzed and a comparison of performances in terms of supplier s service time, internal operations, and overall operating cost, is reported. Results confirm that a better coordination of actors in a supply chain enables to achieve better performances in terms of efficiency and effectiveness, also focusing the supply chain analysis on handling asset management. The optimal organizational scenario of pallet management is characterized by direct interchange of empty pallets (scenario 1) where the coordination of the actors ensures the interchange of physical pallets without pallet voucher management. On the other hand, if coordination could not be reached in the supply chain, results obtained suggest that the critical tier in this supply chain is the downstream level as their organization could influence heavily the reverse logistics flow of all actors. As shown in scenario 4, if the final customer applies direct interchange (i.e. by always returning physical pallets to its supplier), the supplier could be able to apply this organizational scenario for its own customer upstream in the supply chain. This is also confirmed by results obtained in scenario 3 where logistics provider is forced to reduce its service level as its final customers do not adopt virtuous behavior, i.e. direct interchange. Finally, the postponed interchange procedure of empty pallets guarantee the continuity of operational activities of the logistics provider although a cost increase and a reduction in the service level could be highlighted (see scenario 2). REFERENCES [1] Masood, S.H. and Haider Rizvi, S An investigation of pallet design using alternative materials for cold room applications. The International Journal of Advanced Manufacturing Technology. 29(1 2), 1. [2] Clarke, JW Pallets 101: Industry overview and wood, plastic, paper, and metal options [online]. Grate Pallet, Inc. 1231
5 Available from: Clarke_2004.pdf. [Accessed 1 March 2011]. [3] Soury, E., Behravesh, A.H., Rouhani Esfahani, E. and Zolfaghari, A Design, optimization and manufacturing of wood plastic composite pallet. Materials & Design, 30(10), [4] Kim, S., Kim, H.-J. and Park, J.C Application of recycled paper sludge and biomass materials in manufacture of green composite pallet. Resources, Conservation & Recycling. 53(12), [5] Bögli, T. and Ramseier, P. The European Pallet Association s EPAL RFID System Program [online]. Serec event Zurich, 6 March Available from: pdf. [Accessed 1 March 2011] [6] Alvarez-Valdes, R., Parreño, F. and Tamarit, J. M A tabu search algorithm for the pallet loading problem. OR Spectrum, 27( 1), 43. [7] Alvarez-Valdes, R., Parreño, F. and Tamarit, J.M A branch-and-cut algorithm for the pallet loading problem. Computers and Operations Research, 32(11), [8] Chan, F. T.S., Bhagwat, R., Kumar, N., Tiwari, M.K. and Lam, P Development of a decision support system for air-cargo pallets loading problem: A case study. Expert Systems With Applications, 31(3), 472. [9] Martins, G.H.A. and Dell, R.F The minimum size instance of a Pallet Loading Problem equivalence class. European Journal of Operational Research, 179(1), 17. [10] Martins, G.H.A. and Dell, R.F Solving the pallet loading problem. European Journal of Operational Research, 184(2), 429. [11] Kocjan, W. and Holmström, K Computing stable loads for pallets. European Journal of Operational Research, 207(2), [12] Yaman, H. and Sen, A Manufacturer s mixed pallet design problem. European Journal of Operational Research, 186 (2), [13] Dallari,F. and Marchet G., La Gestione dei pallet. Indagine presso gli operatori di logistica integrata [online]. Available from: pdf [Accessed 1 March 2011]. [14] Gasol, C.M., Farreny, R., Gabarrell, X. and Rieradevall, J Life cycle assessment comparison among different reuse intensities for industrial wooden containers. The International Journal of Life Cycle Assessment, 13(5), 421. [15] E. Mohebbia, F. Choobineha, A. Pattanayak. 2007, Capacity-driven vs. demand-driven material procurement systems, Intenational Journal of Production Economics, 107, [16] ECR, Interscambio Pallets EPAL. Raccomandazione ECR [online]. ECR Italia. In Italian. Available from: R_Interscambio_Pallet.pdf [Accessed 1 March 2011] 1232
A SIMULATION ANALYSIS OF PALLET MANAGEMENT SCENARIO BASED ON EPAL-SYSTEM
A SIMULATION ANALYSIS OF PALLET MANAGEMENT SCENARIO BASED ON EPAL-SYSTEM Maria Grazia Gnoni (a), Gianni Lettera (b), Alessandra Rollo (c) (a), (b), (c) Department of Engineering for Innovation, University
More informationA scenario analysis for evaluating RFID investments in pallet management
International Journal of RF Technologies 2 (2010) 1 21 DOI 10.3233/RFT-2010-001 IOS Press 1 A scenario analysis for evaluating RFID investments in pallet management Maria G. Gnoni and Alessandra Rollo
More informationContents. Chapter 1 Introduction to Logistics and Supply Chain. 1. Introduction. Learning Objectives. Dr. Vin Pheakdey
Chapter 1 Introduction to Logistics and Supply Chain Dr. Vin Pheakdey Ph.D. in Economics, France Contents 1. Introduction 2. Definitions 4. Activities of Logistics 5. Aims of Logistics 6. Importance of
More informationBUFAB Supplier Manual 2.0
Page 1/11 BUFAB Supplier Manual 2.0 Page 2/11 Table of contents Flowchart order handling... 2 Order handling... 3 Packing instructions... 4 General... 4 Labels... 5 Pallets... 5-6 Packing pallets... 6
More informationENVIRONMENTAL BENEFITS OF CHEP USA PALLET POOLING
ENVIRONMENTAL BENEFITS OF CHEP USA PALLET POOLING CHEP OVERVIEW CHEP Equipment Pooling Systems: www.chep.com Global leader in wooden pallet and container pooling services 285M pallets and shipping containers
More informationWAREHOUSING:- CONCEPT OF WAREHOUSING:-
WAREHOUSING:- Warehousing is that part of a firm s logistics system that stores products (raw materials, parts, goods-in-process, finished goods) at & between point-of-origin & point-of consumption, &
More informationEfficiency and Sustainability in Multi-Modal Supply Chains. Jean-Paul Rodrigue Dept. of Global Studies & Geography, Hofstra University, New York, USA
ITF/OECD Roundtable on Balancing efficiency and resilience in management of multimodal and sustainable supply chains, April 2018 12-13, Paris (France) Efficiency and Sustainability in Multi-Modal Supply
More informationA comparison between Lean and Visibility approach in supply chain planning
A comparison between Lean and Visibility approach in supply chain planning Matteo Rossini, Alberto Portioli Staudacher Department of Management Engineering, Politecnico di Milano, Milano, Italy (matteo.rossini@polimi.it)
More informationBufab document Page 0/11 Date Version 1.1 BUFAB SUPPLIER MANUAL
Bufab document Page 0/11 Version 1.1 BUFAB SUPPLIER MANUAL Bufab document Page 1/11 Contents Inquiry/offer... 3 Order... 3 Sales confirmation... 3 Transport... 3 Invoice... 3 Delivery delays... 4 Packaging
More informationAbout optimal remanufacturing policies and secondary markets supplying
About optimal remanufacturing policies and secondary markets supplying M. GALLO, G.GUIZZI, G. NAVIGLIO Department of Materials Engineering and Operations Management University of Naples Federico II Piazzale
More informationThis move to the CHEP pooling model makes sound economic and environmental sense for us.
Building Materials United Kingdom Johnson Tiles This move to the CHEP pooling model makes sound economic and environmental sense for us. Adam Bellis, Logistics Director, Johnson Tiles Your CHEP regional
More informationReverse Logistics. Moving forward in Reverse. Brian Mantel Sprint Tim Long Clover Wireless
Reverse Logistics Moving forward in Reverse Brian Mantel Sprint Tim Long Clover Wireless What is Logistics? Forward Logistics: the process that controls the efficient, effective flow and storage of goods
More informationSimulation of Lean Principles Impact in a Multi-Product Supply Chain
Simulation of Lean Principles Impact in a Multi-Product Supply Chain M. Rossini, A. Portioli Studacher Abstract The market competition is moving from the single firm to the whole supply chain because of
More informationSAP Supply Chain Management
Estimated Students Paula Ibanez Kelvin Thompson IDM 3330 70 MANAGEMENT INFORMATION SYSTEMS SAP Supply Chain Management The Best Solution for Supply Chain Managers in the Manufacturing Field SAP Supply
More informationPallet Rotator. Free Standing Fork Lift Loading Pallet Inverter
Beacon Industries, Inc. 12300 Old Tesson Rd. St. Louis, MO 63128 Ph: 314-487-7600 - Fax: 314-487-0100 Pallet Rotator Free Standing Fork Lift Loading Pallet Inverter Free Standing 180 degree Inverter with
More informationWarehouse Management Module (WMS)
Warehouse Management Module (WMS) 1. Overview Priority's Warehouse Management module provides advanced tools for planning and monitoring all aspects of warehouse management. The outstanding advantage of
More informationDiscrete Event simulation
Discrete Event simulation David James Raistrick Shrink Wrap Conveyor Line Submitted in partial fulfilment of the requirements of Leeds Metropolitan University for the Degree of Advanced Engineering Management
More informationWarehousing Systems. Why Have a Warehouse? Warehouses require many expensive resources: November 20, 2012
Warehousing Systems Some of these slides are courtesy of Professor Paul Griffin Why Have a Warehouse? Warehouses require many expensive resources: capital labor facilities management systems etc. 2 1 Product
More informationBusiness Plan. Distribution Strategies. McGraw-Hill/Irwin. Copyright 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
Business Plan Distribution Strategies McGraw-Hill/Irwin Copyright 2008 by The McGraw-Hill Companies, Inc. All rights reserved. 7.1 Introduction Focus on the distribution function. Various possible distribution
More informationthese five basic processes, the SCOR model defines a set of hierarchical indicators which allows to capture the asis state of a process and then deriv
The GreenSCOR: a critical assessment for supporting effective green supply chain management Maria Grazia Gnoni*, Alessandra Lanzilotto* *Department of Innovation Engineering, University of Salento, Via
More informationContents Introduction to Logistics... 6
CONTENTS Contents... 3 1. Introduction to Logistics... 6 1.1 Interfaces between Logistics Manufacturing....7 1.2 Logistics: Manufacturing issues in Customer Service...9 I.3 Production scheduling...10 1.4
More informationSupplement to Trucking 102
Copyright 2005 by Innovative Computing Corporation 750 Old Hickory Blvd. Suite 290 Brentwood, TN 37027 615-986-1900 5924 NW 2nd Street Suite 100 Oklahoma City, OK 73127 405-495-8788 www.innovativecomputingcorp.com
More informationSUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT A Simple Supply Chain ORDERS Factory Distri buter Whole saler Retailer Customer PRODUCTS The Total Systems Concept Material Flow suppliers procurement operations distribution customers
More informationThe motivation for Optimizing the Supply Chain
The motivation for Optimizing the Supply Chain 1 Reality check: Logistics in the Manufacturing Firm Profit 4% Logistics Cost 21% Profit Logistics Cost Marketing Cost Marketing Cost 27% Manufacturing Cost
More informationInox Mare shipping and packaging instructions compliance
Inox Mare shipping and packaging instructions compliance General Remarks All deliveries to our companies must be made in compliance with following instructions. These shipping and packaging instructions
More informationEXERCISES. Exercise 3 Match the following synonyms.
EXERCISES Exercise 1 Translate the following word combinations. Raw materials, finished product, distribution capacity, supply and demand, retail store, modes of transportation, large shipments, intermodal
More informationProceedings of the 2008 Winter Simulation Conference S. J. Mason, R. R. Hill, L. Mönch, O. Rose, T. Jefferson, J. W. Fowler eds.
Proceedings of the 2008 Winter Simulation Conference S. J. Mason, R. R. Hill, L. Mönch, O. Rose, T. Jefferson, J. W. Fowler eds. A SIMULATION BASED APPROACH FOR SUPPORTING AUTOMATED GUIDED VEHICLES (AGVs)
More informationUIRNet as service infrastructure: The importance to be the National Logistics Platform. Andrea Campagna, Lazio Region Rodolfo De Dominicis, Uirnet
UIRNet as service infrastructure: The importance to be the National Logistics Platform Andrea Campagna, Lazio Region Rodolfo De Dominicis, Uirnet Valencia - March 27, 2014 0 The context: Italian Logistics
More informationChanges in Consumer Demand. What is a supply chain? Supply Chain Management
Introduction to Supply Chain Management - Twenty-first Centur Supply Chains By Rhonda Lummus Changes in Consumer Demand Product Proliferation Mass Customization Consumer Direct The Internet - E-tail Promotions/Incentives
More informationThe Cartonplast Group
The Cartonplast Group Company Presentation Cartonplast Group 1 Who We Are Cartonplast Group is the european leading supplier of the layer pad pool system for the container industries (glass / PET, cans)
More informationCERTIFIED WAREHOUSING AND STOREKEEPING COURSE
CERTIFIED WAREHOUSING AND STOREKEEPING COURSE Unic Foundation Entrepreneurship Training Manual Page 1 1.0.WAREHOUSING Warehousing refers to the activities involving storage of goods on a large-scale in
More informationObjectives of Chapters 4, 5, 6
Objectives of Chapters 4, 5, 6 Designing the SC Network: (Ch4,5,6) Ch4 Explores how to design a distribution network Ch5 Considers facility related decisions to be made when design a SC network. Ch6 Methodologies
More informationUnderstanding the Supply Chain. What is a Supply Chain? Definition Supply Chain Management
Understanding the Supply Chain What is a Supply Chain? All stages involved, directly or indirectly, in fulfilling a customer request Includes customers, manufacturers, suppliers, transporters, warehouses,
More informationA simulation model of a retail distribution centre with RFID technology
A simulation model of a retail distribution centre with technology Hellström, Daniel 2003 Link to publication Citation for published version (APA): Hellström, D. (2003). A simulation model of a retail
More informationOUTSOURCED STORAGE AND FULFILLMENT FACILITY TO ENHANCE THE SERVICE CAPABILITIES OF SHOPPING MALL TENANTS
OUTSOURCED STORAGE AND FULFILLMENT FACILITY TO ENHANCE THE SERVICE CAPABILITIES OF SHOPPING MALL TENANTS Zachary Montreuil University of North Carolina at Charlotte Mike Ogle, Ph.D. University of North
More informationPosition Paper Packaging and Supply Chain Management. Position Paper. Packaging and Supply Chain Management
PACKAG AGING G PACK CKAGING G PACKAGIN AG ING PACKA KAGIN NG PACK ACKAG AGING PACKAGING PACKAGI GING PACK CKA AGING PACKAGING PACKAGING PACKAGING AG G PA Position Paper Packaging and Supply Chain Management
More informationWarehouse Logistics Solutions
Warehouse Logistics Solutions It s our business to support yours. At Sunrise we help suppliers, manufacturers, wholesalers, distributors and dealers to gain an advantage in the global consumer goods business
More informationTraining Guide. Warehousing Staff
Training Guide Warehousing Staff Staging Will Call Orders A Pick Ticket will print. Pick the item. Place the item and the pick ticket in the appropriate Will Call staging area. If any quantities are unavailable,
More informationBusiness case studies. (Logistic and production models)
Business case studies (Logistic and production models) 1. Logistics planning in the food industry The logistic system of the food manufacturing company consists of a network whose nodes represent suppliers
More informationLOGISTICS & DISTRIBUTION MANAGEMENT
THE HANDBOOK OF LOGISTICS & DISTRIBUTION MANAGEMENT 5TH EDITION ALAN RUSHTON, PHIL CROUCHER, PETER BAKER The Chartered Institute of Logistics and Transport (UK) 52 KoganPage LONDON PHILADELPHIA NEW DELHI
More informationIndustrial Automation course
Industrial Automation course Lesson 11 Petri Nets Modeling Politecnico di Milano Universidad de Monterrey, July 2015, A. L. Cologni 1 Introduction An automated production system is necessary to obtain
More informationLean Supply Chain Planning: A Performance Evaluation through Simulation
Lean Supply Chain Planning: A Performance Evaluation through Simulation Matteo Rossini and Alberto Portioli Staudacher Politecnico di Milano, Management Engineering Department, Milano, Italy Abstract.
More informationThe ORP Process When developing new opportunities Shell Exploration and Production (EP) uses the Opportunity Realization
Summary This rapport describes the development of the Logistic Concept modelling tool for the Shell Exploration and Production division, and more specifically, for the Logistics and Infrastructure group
More informationProcess design Push-pull boundary 35C03000 Process Analysis and Management Max Finne, Assistant Professor of Information and Service management
Process design Push-pull boundary 35C03000 Process Analysis and Management Max Finne, Assistant Professor of Information and Service management Arrangements for lectures 9 and 10 In class Studying outside
More informationSupply Chain Modeling Using Simulation Techniques
Review Paper Supply Chain Modeling Using Simulation Techniques Authors Anupam Basu Address for Correspondence: HOD, Management (IT and Project) Brainware Group of Institutions Abstract: In today s global
More informationBark Verpakkingen Outsourcing Concept
Bark Verpakkingen Outsourcing Concept Outsourcing Bark Verpakkingen B.V. as your partner in strategic packaging management. The win-win relation between outsourcing and your core business efficiency. In
More informationLOGISTICS GUIDELINE. MAHLE Behr global
LOGISTICS GUIDELINE MAHLE Behr global Table of Contents 1 Objectives... 1 2 Information and Communication... 1 2.1 Availability of Contacts... 1 2.2 Reporting Obligation... 1 2.3 Electronic Data Interchange
More informationAppendix 5: Location specific Shipping Instructions. Applicable to Tianjin site/ division I. Edition: Nov 09, 2017
Applicable to Tianjin site/ division I 1. Documentation required for incoming goods All documents (delivery note in duplicate, load carrier accompanying note, etc.) to be attached to the consignment note
More informationGeneral Forwarding Instructions
General Forwarding Instructions For Deliveries To ZF Friedrichshafen AG And It s Subsidiaries Version 01.06.2014 Version 01.06.2014 Page 1/14 Content Validity...3 Summary Appendix...3 Change Log...3 Editor...3
More informationAT&T 10x Case Study: Unlocking the Potential of Connected, Reusable Pallets
AT&T 10x Case Study: Unlocking the Potential of Connected, Reusable Pallets AT&T has a goal our 10x goal to enable carbon savings for our customers that is 10 times the footprint of our own operations
More informationUnderstand the Source of Product Damage with Data Loggers. Author: ShockWatch, Inc. May 2013
Understand the Source of Product Damage with Data Loggers Author: ShockWatch, Inc. May 2013 Today s Supply Chain Environment In the age of big data, companies are accumulating mountains of it. Data is
More informationINDIAN INSTITUTE OF MATERIALS MANAGEMENT. Post Graduate Diploma in Logistics Management PAPER-5 LOGISTICAL SYSTEMS OPERATION
INDIAN INSTITUTE OF MATERIALS MANAGEMENT Post Graduate Diploma in Logistics Management June 2014 PAPER-5 LOGISTICAL SYSTEMS OPERATION Date: 14.06.2014 Max Marks: 100 Time: 2.00 p.m. to 5.00 p.m. Duration:
More informationLEAN REVERSE LOGISTICS.
LEAN REVERSE LOGISTICS www.fourprinciples.com BACKGROUND In the early days, the reverse logistics focus was on the front-end of the retailer s return process. It was meant to provide the customers with
More informationApplicable to Passau site/ division I
Applicable to Passau site/ division I Edition: July 2018 1. Documentation required for incoming goods All documents (delivery note in duplicate, load carrier accompanying note, etc.) to be attached to
More informationDelivery Regulation. Delivery Policy for Companies of the HARTING Technology Group. HARTING Delivery Regulation Status:
Delivery Regulation Delivery Policy for Companies of the HARTING Technology Group 1 / 7 1. Introduction The present regulation applies to all suppliers of companies of HARTING-Technologiegruppe, hereinafter
More informationAt any given moment in time, there are nearly 2 billion
modern special report pallet reader survey + WEbcast: Results of Modern s Pallet Usage Study, Thursday October 27, at 2:00 p.m. ET www.mmh.com/pallet Usage on the Pallets are the foundation of the materials
More informationWarehousing Systems. November 16, Topics for 3 classes. Product Consolidation. Why Have a Warehouse? Economies of Scale. Product Positioning
Warehousing Systems Topics for 3 classes Introduction to warehousing Activity profiling Design of a fastpick area Zoning/slotting and layout issues 2 Why Have a Warehouse? Warehouses require many expensive
More informationWHITE PAPER HOW TO TURN BIG DATA INTO ACTIONABLE INTELLIGENCE THE FOUR STEP PROCESS TO CONTINUOUS COST SAVINGS
WHITE PAPER HOW TO TURN BIG DATA INTO ACTIONABLE INTELLIGENCE THE FOUR STEP PROCESS TO CONTINUOUS COST SAVINGS INTRODUCTION Supply chain managers are tasked with ensuring all freight is moved efficiently.
More informationebecs Distribution Accelerator for Microsoft Dynamics
On-premise and cloud solutions with Microsoft Dynamics NAV or Microsoft Dynamics 365 Business Central Available functionality is dependent on the Microsoft Dynamics licence type and deployment options.
More informationAn Approach to Real Multi-tier Inventory Strategy and Optimization
Research Journal of Applied Sciences, Engineering and Technology 6(7): 1178-1183, 2013 ISSN: 2040-7459; e-issn: 2040-7467 Maxwell Scientific Organization, 2013 Submitted: July 26, 2012 Accepted: September
More informationContainer Sharing in Seaport Hinterland Transportation
Container Sharing in Seaport Hinterland Transportation Herbert Kopfer, Sebastian Sterzik University of Bremen E-Mail: kopfer@uni-bremen.de Abstract In this contribution we optimize the transportation of
More informationwhite paper Top 10 Trends Driving Order Fulfillment
white paper Top 10 Trends Driving Order Fulfillment Introduction What is driving the design of order fulfillment systems today? What is driving the design of order fulfillment systems today? While an analysis
More informationLogistics Management
Logistics Management Dr.T.A.S.Vijayaraghavan XLRI, Jamshedpur Logistics The branch of military science and operations dealing with the procurement, supply and maintenance of equipment, with the movement,
More informationLecture - 44 Supply Chain
Economics, Management and Entrepreneurship Prof. Pratap. K. J. Mohapatra Department of Industrial Engineering and Management Indian Institute of Technology Kharagpur Lecture - 44 Supply Chain Good morning.
More informationImproving the Service Level to Customers with Special Reference to Cement Industry in India
Improving the Service Level to Customers with Special Reference to Cement Industry in India Manish Mohan Baral 1, Dr. Amitabh Verma 2, Dr. Pramod Kumar Mishra 3 1 Department of Management, Birla Institute
More informationCONNECTING WITH YOUR 3PL
YOUR GLOBAL EDI NETWORK CONNECTING WITH YOUR 3PL B2BGATEWAY OCTOBER 26, 2016 NORTH AMERICA // +1 (401) 491-9595 EUROPE // +353 (0) 61 708533 AUSTRALIA // +61 2 8003 7584 TODAY S AGENDA & PRESENTERS 1 About
More informationA HEURISTIC FOR THE SOLUTION OF VEHICLE ROUTING PROBLEMS WITH TIME WINDOWS AND MULTIPLE DUMPING SITES IN WASTE COLLECTION
A HEURISTIC FOR THE SOLUTION OF VEHICLE, University of Applied Sciences Merseburg, Germany 1 Problem statement 2 A cluster first route second approach 2.1 A capacitated k-means algorithm 2.2 A capacitated
More informationDISPATCHING TRANSPORT VEHICLES IN MARITIME CONTAINER TERMINALS
DISPATCHING TRANSPORT VEHICLES IN MARITIME CONTAINER TERMINALS by Pyung-Hoi Koo Department of Systems Management and Engineering, Pukyong National University, Busan, Korea Yongsoro 45, Namgu, Busan, South
More informationChapter 1 Introduction to Supply Chain Management
Chapter 1 Introduction to Supply Chain Management TRUE/FALSE 1. According to the textbook, supply chains include raw material suppliers, intermediate component manufacturers, end-product manufacturers,
More informationFMP Group (Australia) Pty Ltd Supplier Packaging and Shipping Standard. Document No: PS13 Issue No: 05 Date: 2 July 2015
Supplier Packaging and Shipping Standard Document No: PS13 Issue No: 05 Date: 2 July 2015 Review date: 2 July 2016 INTRODUCTION The details in this document are intended to outline a minimum standard for
More informationRefrigerated WAREHOUSING TRANSPORTATION DISTRIBUTION
Refrigerated WAREHOUSING TRANSPORTATION DISTRIBUTION WELCOME TO HANSON LOGISTICS Known for Yes, We Can! service, Hanson Logistics entered the 3PL market in 2004. Our commitment to providing customers with
More informationPerformance Analysis of Reverse Supply Chain Systems by Using Simulation
Performance Analysis of Reverse Supply Chain Systems by Using Simulation Shigeki Umeda Musashi University, 1-26 Toyotama-kami Nerima Tokyo 176-8534, Japan shigeki@cc.musashi.ac.jp Abstract. This paper
More informationVehicle Routing with Cross Docks, Split Deliveries, and Multiple Use of Vehicles. Arun Kumar Ranganathan Jagannathan
Vehicle Routing with Cross Docks, Split Deliveries, and Multiple Use of Vehicles by Arun Kumar Ranganathan Jagannathan A thesis submitted to the Graduate Faculty of Auburn University in partial fulfillment
More informationTap into Dynamics. Automotive Integration The Industry Solution for Automotive Suppliers
Tap into Dynamics Automotive Integration The Industry Solution for Automotive Suppliers Business Software without limitations Microsoft Dynamics one of Microsoft s seven business areas offers fully integrated
More informationGROCERYSHOP 2018 PERSONA LAST MILE DRIVER
GROCERYSHOP 2018 PERSONA As the Last Mile Driver, you want to crack the code in fulfilling the Last Mile delivery challenge while sustaining profitability. This means giving online shoppers the ability
More informationIMPROVE CUSTOMER SERVICE! KEEP YOUR COSTS DOWN! MINMIZE YOUR SPACE! NOW!!!
CDI WMS is a complete Warehouse Management System (WMS), not a stock locator or asset management package. It was designed to control the entire operation of any warehouse from 30,000 sq. ft to 1,000,000
More informationSupply Chain Management
A Seminar report On Supply Chain Management Submitted in partial fulfillment of the requirement for the award of degree Of MBA SUBMITTED TO: SUBMITTED BY: Acknowledgement I would like to thank respected
More informationEmbedded EWM S/4HANA Basic vs. Advanced 1709FP1
Embedded EWM S/4HANA Basic vs. Advanced 1709FP1 March 2018 Basic Principles - Pricing of EWM S/4HANA Price EWM in S/4 only when customer uses advanced features List of advanced features Material Flow System
More informationLogistic Provider Qualification: prerequisites and SLA
Logistic Provider Qualification: prerequisites and SLA Summary of the Content Benchmarking comparable providers and services to cope with product and market requirements Pre-qualification Activities Operational
More informationInnovation & Expertise
Innovation & Expertise 60 Backed by more than years of industry experience DISTRIBUTION INVENTORY MANAGEMENT RETURNS MANAGEMENT REPAIR & REFURBISHMENT ASSET VALUE RECOVERY Your Total Solution FOR SUPPLY
More informationDesign of intelligent logistics information platform based on wireless sensor RFID technology. Hai Ye 1, a
5th International Conference on Education, Management, Information and Medicine (EMIM 2015) Design of intelligent logistics information platform based on wireless sensor RFID technology Hai Ye 1, a 1 Qingyuan
More informationA Case Study on SCM Structural Analysis for a Pharmaceutical Company Based on as-is and to-be Model Approach
Proceedings of the 2012 International Conference on Industrial Engineering and Operations Management Istanbul, Turkey, July 3 6, 2012 A Case Study on SCM Structural Analysis for a Pharmaceutical Company
More informationTraceability management tools for agriculture, food and beverage products
Traceability management tools for agriculture, food and beverage products Identification and information management for fast and accurate product withdrawal and recall The Global Language of Business EAN
More informationOn-Site Policies & Requirements
Overview This form identifies the policies and requirements of Keysight on-site calibrations from our Iowa calibration labs. An on-site calibration is set up for calibration services to be performed at
More informationWork Instructions / Delivery Regulations
Work Instructions / Delivery Regulations Delivery regulations for single conductors / wires / strands Contents 1. Target Purpose 2. Field of application 3. Delivery date and delay in delivery 4. Delivery
More informationWhite Paper Series Food Logistics Industry Report
White Paper Series 2007 Food Logistics Industry Report This industry-wide report identifies common practices, challenges, and emerging trends within the U.S. food logistics industry. Introduction During
More informationDesigning Full Potential Transportation Networks
Designing Full Potential Transportation Networks What Got You Here, Won t Get You There Many supply chains are the product of history, developed over time as a company grows with expanding product lines
More informationWP 4.2. Case Study 1. Project. Project team and organisation
WP 4.2 Case Study 1 Project Project Project team and organisation Domain/Context Description The potential of adopting returnable transport packing systems in food transport FOOD PORT - Connecting food
More informationMIT SCALE RESEARCH REPORT
MIT SCALE RESEARCH REPORT The MIT Global Supply Chain and Logistics Excellence (SCALE) Network is an international alliance of leading-edge research and education centers, dedicated to the development
More informationProduct Category Rules (PCR) (Approved PCR ID: PA-AW-02) Flowers
Product Category Rules (PCR) (Approved PCR ID: PA-AW-02) Flowers Release date: September 8, 2010 The Carbon Footprint of Products Calculation and Labeling Pilot Program NOTICE: Use latest version for your
More informationSIMULATION APPROACH TO OPTIMISE STOCKYARD LAYOUT: A CASE STUDY IN PRECAST CONCRETE PRODUCTS INDUSTRY
SIMULATION APPROACH TO OPTIMISE STOCKYARD LAYOUT: A CASE STUDY IN PRECAST CONCRETE PRODUCTS INDUSTRY Ramesh Marasini, Nashwan Dawood School of Science and Technology, Univerisity of Teesside, Middlesbrough
More informationISSUES & TRENDS. commitment to excellence in IT solutions and to your success.
ISSUES & TRENDS Many companies have opted for a 3PL 1 approach for logistics management. This means using a separate transport company in each region in which they operate. The problem is that a 3PL approach
More informationProduct Category Rules (PCR) (Approved PCR ID: PA-AA-01)
(Provisional Translation) Product Category Rules (PCR) (Approved PCR ID: PA-AA-01) PCR Name: Nonglutinous Rice (Japonica) Release Date: September 4, 2009 CFP Calculation and Labeling Pilot Program *The
More informationEMBALAJE ISO-MODULAR EN LA REVOLUCIONARIA RED LOGÍSTICA PHYSICAL INTERNET -A NEW CONCEPT FOR LOGISTICS: A PHYSICAL INTERNET -
EMBALAJE ISO-MODULAR EN LA REVOLUCIONARIA RED LOGÍSTICA PHYSICAL INTERNET -A NEW CONCEPT FOR LOGISTICS: A PHYSICAL INTERNET - Martinez Avila, Maximo Barcelona, 23 April 2015 P&G Supply Network Innovation
More informationNon-Asset Based. Multi-Modal. Diverse Commodities.
more operationally efficient by streamlining processes and implementing technology to increase their productivity, thereby, allowing the agents to focus on business development and delivering outstanding
More informationGlobal Logistics Services for Value Chain Innovation
FEATURED ARTICLES Global Logistics Services for Value Chain Innovation Overview Global Logistics Services for Value Chain Innovation Naohiko Gommori Tatsuya Saito Hiromichi Kyozu 1. Logistics in a Super
More information2. Which is not a part of basic systems of codifications? a. Alphabetical System b. Numerical System c. Color Coding System d.
Chapter-1: Logistic Management Self Assessment Questions 1..includes design and administration of systems to control the flow of materials, WIP and finished inventory to support business unit strategy.
More informationLogistic net working to reduce cost and environmental impact for urban cargo deliveries
Urban Transport XIII: Urban Transport and the Environment in the 21st Century 91 Logistic net working to reduce cost and environmental impact for urban cargo deliveries D. Tacla 1,3, R. C. Botter 2, O.
More informationUrban Freight Transport Policies in Rome: Lessons Learned and the Road Ahead
Corso di LOGISTICA TERRITORIALE http://didattica.uniroma2.it marzo 2015 DOCENTE prof. ing. Agostino Nuzzolo Urban Freight Transport Policies in Rome: Lessons Learned and the Road Ahead Overview Introduction
More informationMIT SCALE RESEARCH REPORT
MIT SCALE RESEARCH REPORT The MIT Global Supply Chain and Logistics Excellence (SCALE) Network is an international alliance of leading-edge research and education centers, dedicated to the development
More information