Warehouse club

WAREHOUSE ACTIVITY PROFILING: MINING FOR GOLD CHAPTER 2 Warehouse activity profiling • Warehouse activity profiling is the systematic analysis of item and order activity. • The activity profiling process is designed to quickly identify root causes of material and information flow problems, to pinpoint major opportunities for process improvements, and to provide an objective basis for project-team decision making. PROFILING MOTIVATIONS AND MINEFIELDS • Profiling Pays ▫ Done properly, profiling

OPIM 321 Supply Chain Management Supply Chain Game Team: Pichonkun Team Members: Joel Tang, Keh Jing Ren, Luo Dachuan Strategies Employed Breakeven Analysis Factory | Warehouse | Customer | Cost |   |   | Sale? | Calopeia (Mail) | Calopeia | Calopeia | a.1000+1500/150+150+150 | = | 1310 |   | | | Same Continent | b.1000+1500/150+150+200 | = | 1360 |   | | | Fardo | c.1000+1500/150+150+400 | = | 1560 | No sale | Calopeia (Truck assuming Q=200) | Calopeia | Calopeia |

reserved, not yet shipped  In-Transit: Shipped from supplier, customs entry not yet filed  At Customs: En route, customs entry filed  Inland transit: Picked up at port of entry, en route to Fountain  At the Warehouse: Received by the warehouse, in stock  Released from the Warehouse * Agreements with suppliers were re-negotiated, by bringing in ‘Fritz’, thus minimizing the need for Apple to deal with multiple suppliers on a day to day basis, just initiating a ‘PO’ would be Apple’s job, and

performance in 2003, which warehouse shows the most improvement? St. Louis is the only one showing any improvement, using cost per unit shipped as the performance criterion. The cost for the first five months of 2003 was $9.97 and for the first five months of 2004, it fell to $9.07. Question 2: When comparing performance during the first five months of 2004 with performance in 2003, which warehouse shows the poorest change in performance? The worst change is the company’s own warehouse (located in Fargo)

formula is: EOQ = √ 2 (annual use in units) (cost of placing an order) / annual carrying cost per item per year = √ 2 (2000) (60) / 2 = √ 120,000 = 345 kegs per order Note the 2 in the denominator. That is because, on average, the rented warehouse space is only half full, which, makes the average warehousing cost per keg be $2. Question 2: Assume all conditions in question 1 hold, except that Low’s supplier now offers a quantity discount in the form of absorbing all or part of Low’s order

Sysco’s goal is to get inventory levels down so that the turnover rate decreases to 9 days; using their warehouse management system, Sysco sees this as a goal that is reachable in the near future. Truck drivers, as well as, warehouse workers for Sysco are also given incentives based on their performance each month. Sysco uses a lumper service to unload their inbound trucks and put the product away on the shelves

With time, Chips can transform the store warehouse to outsourcing. It is recommended that Chips should start with limited levels of outsourcing and with time it should increase its focus on outsourcing. Store fulfilment or flow-through fulfilment In the current environment, Chips has two warehouses that are used to supply products to different stores. It is recommended that warehouse fulfilment should be complemented through store fulfilment. This approach would

The first one software is Warehouse Management, which is used for the purpose of recording of the matters of warehouse. On the other hand, the second one software is Microsoft Dynamic which is used for the purpose of recording of data of employees of an organization. In the next level a discussion about the main differences between the warehouse management and Microsoft dynamic is discuss briefly. The warehouse management is best for the operating activity of a warehouse as well as the activities

Warehouse Management One of the best things about distribution software is that it allows you to have real-time access to what is flowing into and out of your warehouse. In the end, this allows for the better management of the warehouse as a whole. When you are able to receive real-time data, you will better understand exactly what products are available so your customers

Measuring the Impact of Information Technology on Value and Productivity using a Process Based Approach: The case for RFID Technologies Guided by: Ms. Reshmy Akshay Mistry Anuj More TIMSCDR TIMSCDR ABSTRACT :- There has been a lot of research addressing the relationship between Information Technology (IT) investments and productivity. Most of the work has been based on firm-level metrics such as total IT investment. We present what we believe is one of the first attempts to create a systematic