Case Study Of WM GR Process In RF-SAP

The Process is that when received, all items are counted manually and taken to the warehouse - loaded on to special shelves. Information is recorded on the computer. Each department identifies goods needed. A list is made and items taken for display and sale in the shop. Department staff replenish the shelves when needed under close supervision and management in order to supply a high class service to customers.

3. Assuming that processing starts at 7 am on a “busy” day, present the situation during such a day, by constructing an inventory build-up diagram for bins and trucks.

tracking number system, so we will know where the equipment is located at all times, when it reaches its destination, and when the shipment is signed for.

1.      ?Reserved Inventory? table ? this table will be a transaction table that will ?reserve? the items by removing them from inventory and holding them in the reserved table until one of the following conditions is met:

The company can implement a wireless barcode input as well, which will help them achieve 99% inventory accuracy. Also the advantage realized in this system will allow CanGo to streamline their employees, paperwork, supplies, shipments and increase manageability of their reports.

* Purchase an automated storage and retrieval system (ASRS) to help improve the warehouse. An automated storage

The warehouse staff will need to move items to temporary storage locations, assist in setting up racking, and restocking shelves. Our data entry department will be required to update each item with package sizes, weights, and warehouse location information.

The individual departments have their own checkouts for its products and warehouse space is shared by

Moving the warehouse in between the shipping and receiving departments will reduce the amount of time needed to pull orders for shipment thus reducing the staging time needed. By having one location for both the finished goods and raw materials allows for the cross training between shipping and receiving as well as allows both departments to have access to each part of the building they need without adding extra work to one department.

Warehouse activities have essential elements that run them and how management highlights them as indicators is by comparing the process value with normal, standard values. (Liviu lliea, 2009) The indicators are the key to performance improvement, and there are various ways this is done internationally.

Three-Westminster is considering warehouse consolidation, so the correct management of inventory is crucial to guarantee proficient operations. To aid in this the implementing of bar-coding, SKU, and RFID systems need to be implemented. Bar-coding provides manageable stock pulling and

By modifying the transportation route, the trucks were able to get the product inventory to intended destinations somewhat faster which was another factor in the stores stabilizing product inventory on location.

• The item activity profile is used primarily to slot the warehouse, to decide for each item (1) what storage mode the item should be assigned to, (2) how much space the item should be allocated in the storage mode, and (3) where in the storage mode the item should be located.

The organization in this study, a multi-billion dollar warehousing and distribution company, has been housed in an old building and will be moved to a new state-of-the-art facility. This move involves the planning, organizing, staging and moving of products from one location to the other. Included in planning needs are signage, warehouse racking placement, warehouseman selector choosing routes, freezer, cooler and dry product placement. Incorporated into this move will be the necessity to deal with contractors who are completing the building as well as contacting all vendors and suppliers to inform them of the change of location and service changes during the two-day transition period. The actual moving of all products will require 16 hours, 30 employees on two shifts at two different locations.

The inventory module as currently utilized will not be sufficient for Airport needs. The SAP Warehouse Management module (WM) is required which represents a "new" module within the City. More importantly, procurement processes do not properly support Airport CMMS needs. These must be modified and it appears these modifications have citywide implications. SAePS – what the Airport and Departments use as the primary purchasing process -- is not linked with inventory (MM/INV) or work order (PM/WO). The Airport CMMS cannot function without this capability.