Sandėlis supaprastinimas į palaikymas verslas augimas ir efektyvumas tikslai

 

Nesuderinamumas ir nenuoseklumas iš senstelėjusios sistemos

Nuo patirtis, one of the most common reasons why warehouse process simplification betampas an issue is due to have inconsistent or incompatible technology systems.

 

Apsvarstykite an scenarijus kurby a gamyba įmonė turi išaugo pagal įsigijimą ir baigta up running a variety of WMS systems on each of its sites. Some could be running different versions of the same solution while others may have another product installed.

Šios sistemos galėtų būti adekvatus už kiekvienam skyriui's poreikiai, but as a grupė, the end outcome is inconsistent data capture. As a result sites cannot easily share information and the lack of visibility means they ne easily benefit from any economy of scale to be had, for instance group wide purchaseing, centralised sales and shared inventory management. Complex reporting tools are also most likely required for management to view informacija skersai the group.

 

 

Dėl pavyzdys, apsvarstyti a scenarijus in a maistas gamyba įmonė reikia įgyvendinti taisyklės ir apribojimai dėl alergenų kontrolės. In kai kurie atvejai verslas gali pasikliauti on the intelligence of the WMS system to control this, e.g. identification products on receipt, whereas other sites might rely on the professional knowledge of the workers, which leaves them vulnerable to error being made. Alternative, they may operate different mechanizmai for feeding production lines. One system might generate demand from the production schedule, whereas others will use the same calculations. Instead of this being driven through the WMS, it will be paper based because the operation prefers a more manual approach.

 

Kaip į metodas procesas supaprastinimas pasiekti maksimumas įpirka

Yra yra daug būdų pasiekti pasiekti sandėlis procesas optimizavimas ir jie yra ne būtinai neteisinga arba geriau, kurie poreikiai to be borne in mind at all times. The role of a consultant is to understand why processes would have arisen in the first place and to look for parallels across different sites in order to understand the pros and cons of each variant. Once this is understood, the best way of working can būti identifikuota.

 

Komunikavimas the 'why' is always critical to the success or failure of any simplification programme and will also most likely require a 'buy in' exercise. This is best conducted across all levels within the organisation and should involve operatives at a grassroots level. In situations where individual sites have before had the autonomy to specify software and processes, management will need convincing of the merits of a new approach and be involved from the outset, with super users apsigned to support the final roll out and training.

 

Svarba iš identifikavimas 'path clearers'

The transition from one system or process to another requires careful management, to ensure that any business disruption is minimised. At the outset, every business risk needs to be understood, with a mitigating option identified as a first step. Indigo's approach is to then identify a path clearer at each stage, or potentially multiple path clearers, to smooth the transition process and reduce the impact.

 

For instance before implementing a new WMS and automated working, warehouse processes will need to be re-thought and introduced. Once operatives are working accord to the new processes užtikrintai, the final transition to automation supported by software will be less significant. In essence the new WMS becomes the catalyst for change and business improvement to occur.

 

Arba, in the case of a business migrating to a paperless working environment, implementing basic changes to the type of data to be captured, which reflects the layout of the new electronic documentation, will go a long way towards gaining acceptance of a new process. Once the final switch to electronic working is made, the main impact of the transition has been reduced.

 

A supply chain consultant's role is to swiftly assess the merits of the 'as is' and 'to be' processes, plus identify as many path clearers as possible, in order to reach the 'to be' end process as closely as possible beforehand.

 

Mastelio keitimas ir kiti strateginiai privalumai supaprastinimas

The benefits to be gained from warehouse process simplification are not clear cut, as it depends on the starting point for each manufacturer. For warehouse management, having group wide visibility of stock and inventory, which in turn feeds into purchaseing, is a significant benefit. It can also benefit sales, by enabling stocks manufactured across multiple sites to be sold by a centralised commercial team. Jei a stock item is only available from one location and people in the commercial team cannot see what's available a group, they cant sell it.

 

Pirkimas yra kita sritis kur nauda gali matyti, pagal palaikymą centralizuotą pirkimą ir taip pat, pagal standartizavimą pagrindinius duomenis so kad produktas kodai ir klientas įvardijimas konvencijos are nuoseklūs for reporting tikslai. Tai pasiūlymai komerciniai ir finansiniai nauda ir taip pat leidžia pardavimai ir rinkodara į turi prieigą į patobulintą informaciją.

 

Galbūt didžiausias nauda yra taip pat labiausiai strategiškai. Įmonės yra yra įsigyta pagal gamintojus ir tada parduota nuolat kaip strategijos ir prioritetai pokytis. Turėjimas a vienas būdas darbo priemonės kad a verslas gali būti nustatyti į į mastelį daugiau greitai ir lengvai įsisavinti naujus įsigijimus į a standartinį būdą dirbti. It reiškia ekonomika iš masto gali būti pasiekta in the warehouse more quickly as new companies can be integrated more quickly into an organisation, in turn reduces costs and gerina pelningumą.

 

Dėl daugiau apie Kinija siuntimas agentas aptarnavimas , prašome kontaktai kapopklog logistics .