康佳物流整合項目咨詢?nèi)?00m其他network optprint

模型功能簡介及案例分析AnIntroductiontoModelingCapabilitiesandaCaseStudy供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModeling簡介Introduction供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModelingSupplyChainNetworkOptimizationModelsandProcessesaredesignedtoidentifystatistically-soundstrategiesthatallowcompaniesto:-BettermanageinventoriesBetterdistributeproductsCoordinateproductionanddistributionAfterconsiderationofconstraintsorrequirementsestablishedbytheCompany’sstrategicobjectives,i.e.requirementssuchas…OperatingcostparametersInventoryservicelevelorinvestmenttargetsOrderresponsetimestandards…..NetworkOptimizationsoftwarethenholisticallyanalyzesthesethreeareasofplanningtogether.Additionally,aftercompletinganinitialstudy,mostsoftwaremodelscancontinuetobeemployedtooptimizetactical(e.g.monthly)plansaswellastore-evaluatelonger-termstrategicplans.供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型及相關(guān)流程是為制定統(tǒng)計數(shù)據(jù)支持的戰(zhàn)略目標而設(shè)計的。公司通過制定上述戰(zhàn)略目標從而能夠：更好的管理庫存更好的配送產(chǎn)品協(xié)調(diào)生產(chǎn)和分銷在充分考慮公司的戰(zhàn)略目標所確定的條件和要求之后，即，在考慮諸如下述要求之后…運營成本參數(shù)存貨服務(wù)水平或投資目標訂單反應(yīng)時間標準供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化軟件則會全面的分析供應(yīng)鏈計劃的上述三個主要方面。另外，多數(shù)軟件在完成初始分析之后，都能夠繼續(xù)對戰(zhàn)術(shù)層面上的計劃（即月計劃）進行優(yōu)化，也能夠?qū)﹂L期戰(zhàn)略計劃進行重新調(diào)整。模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)ModelanunrestrictednumberandcombinationofSupplyChainlevelsModelmulti-stagemanufacturingprocessesAbilitytohandlemultiplelevelsofBillsofMaterialModelfixedcosts,variablecostsandstepcostsassociatedwithproductionlines,machinery,shifts,laborandothermanufacturingresourcesLocateproductioncapacity,newmachineryorotherproductionassetsanywhereinthelogisticsnetwork

(contd)供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModeling可為無限多個層次的供應(yīng)鏈及其組合建?？蔀槎嗉壣a(chǎn)流程建模能夠處理多級物料單（BOM）可為與生產(chǎn)線、機器、輪班、人工及其他生產(chǎn)資源相關(guān)的固定成本、變動成本及分步成本建模對物流網(wǎng)絡(luò)中的生產(chǎn)能力、新機器設(shè)備或其他生產(chǎn)性資產(chǎn)進行有效配置。 （續(xù)）LocatenewfacilitiesandcloseexistingfacilitiesanywhereinthelogisticsnetworkModeldistributionnetworkswithmultiplemodesoftransportationModelcomplexrelationshipsbetweenfrightrates,transportmodesandthevolumeofproductbeingshippedModelcapacities,fixedcosts,variablecostsandstep-costsassociatedwithdistributioncenter (contd)模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModeling為新的廠房選址及關(guān)閉現(xiàn)有物流網(wǎng)絡(luò)中的廠房設(shè)施為擁有多種運輸方式的分銷網(wǎng)絡(luò)建模為運費費率、運輸方式及運輸產(chǎn)品數(shù)量/體積之間的復(fù)雜關(guān)系建模為與分銷中心相關(guān)的容量、固定成本、可變成本及分步成本建模

（續(xù)）Considermanufacturingconstraints,permanentstoragecapabilitiesandtemporarystorageoptionsinmeetingseasonaldemandModelprimaryandreverselogisticsnetworksAbilitytohandleinternationalduties/taxesandmultiplecurrenciesMaximizenetrevenuesorminimizetotalcosts模型主要功能（以SLIM2000為例）TypicalModelingCapabilities(e.g.SLIM2000)供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModeling考慮生產(chǎn)條件、永續(xù)倉儲能力及臨時備選倉儲能力以滿足季節(jié)性需求為主要物流網(wǎng)絡(luò)及逆向物流網(wǎng)絡(luò)建?？梢蕴幚韲H關(guān)稅及多種貨幣最大化凈收益或最小化總成本

CompanyisahomefurnishingsretailerNorthAmericansalesof$1.7billionProjectsponsoredbyDistributionServicesGroup5-yearstrategicdistributionplantosupportbusinessgoals:TripleNorthAmericanrevenuesTriplequantity(m3)ofgoodssoldMorethandoublenumberofretailstores,includingentryintonewmarketsReduceoperatingcosts1.5%peryearNomorethan1.5transitdaysfromDCtoretailstoreIncreaseinventoryturnstoatleast5.5peryear案例分析：利用SLIM2000制定戰(zhàn)略分銷計劃CaseStudyofStrategicDistributionPlanningusingSLIM2000供應(yīng)鏈網(wǎng)絡(luò)最優(yōu)化模型NetworkOptimizationModeling該公司為某家具零售商

北美地區(qū)銷售達17億美元

項目得到分銷服務(wù)集團的支持和資助

戰(zhàn)略分銷的5年計劃以實現(xiàn)下述業(yè)務(wù)目標為方向：北美地區(qū)營業(yè)收入達到原來的三倍銷售數(shù)量（立方米）為原來的三倍零售店開店數(shù)目超過原來的兩倍，包括進入新的市場每年縮減1.5%的營運成本從配送中心至零售店的運輸時間不得超過1.5天存貨周轉(zhuǎn)率應(yīng)至少提高至5.5次/年Montreal,PQVancouver,BCLancaster,CA

5distributioncenters18currentstores24futurestoresTrenton,NJAnaheim,CAStrategicDistributionPlanningOverviewofDistributionNetwork戰(zhàn)略分銷計劃StrategicDistributionPlanning

10,000+SKUs2500+suppliersfrom45countriesExpectedshiftinsupplybasetodevelopingcountriesSupplierleadtimeupto20weeks3dayleadtime(1.5daystransit)fromDCtostoreForfast-movingitems,storesholdnomorethan2-3daysofinventoryAnnualsalesof$95millionfortheaveragestoreAverageinventoryturnsof4.5timesperyearAllNorthAmericanshipmentsviafulltruckload分銷網(wǎng)絡(luò)概要OverviewofDistributionNetwork超過10,000個單品（SKU）供應(yīng)商來自45個國家，數(shù)目超過2500個

預(yù)期將把供應(yīng)基地轉(zhuǎn)移至發(fā)展中國家

供應(yīng)商交貨期最長為20周

從配送中心至零售店的交貨期為3天（運輸時間為1.5天）

快速流動的貨品，其存儲時間不超過2~3天

平均每家零售店的年銷售額為9,500萬美元

平均庫存周轉(zhuǎn)率為4.5次/年

所有北美地區(qū)的運輸都是整車卡車裝運

EachDCcarriesallSKUsAllDCs(exceptLancaster,CA)nearthroughputandstoragecapacityCompanyownsandoperatesitsDCsProducthandlingrequirements:Transititems: Receive>Stage>ShipFullPalletItems: Receive>Store>Retrieve>ShipPickedItems: Receive>Store>Pick>Palletize>Ship戰(zhàn)略分銷計劃StrategicDistributionPlanning分銷網(wǎng)絡(luò)概要OverviewofDistributionNetwork各配送中心都備有所有單品（SKU）

各配送中心（除加州蘭卡斯特外）均已接近其生產(chǎn)能力及倉儲能力

各配送中心為公司所有并運營

產(chǎn)品處理要求：運輸貨品： 接收>Stage>裝運整集裝箱貨品: 接收>存儲>Retrieve>裝運PickedItems: 接收>存儲>Pick>Palletize>ShipStrategicDistributionPlanningKeyDistributionMeasurementsCOSTSInboundTransport $54.20/m3OutboundTransport $7.11/m3InvestmentCostsinDCs $20.90/m3HandlingCostsatDCs $14.41/m3InventoryHoldingCosts $21.40/m3SERVICEAverageTransitDays(DC-Store) 0.58daysDC-StoreDeliveries<1.5days 92.3%AverageDCsPerStore 1.1INVENTORYAverageInventory $375millionInventoryTurns 4.5CurrentStrategicDistributionPlanningDesigntheoptimaldistributionnetworktosupportcompany’s5-yeargrowthandperformancegoalsExaminemultipledistributionstrategies3versus2serviceareassegregatefast-movingandslow-movingitemstransportcostsversusfacility+inventoryholdingcostsLocation,sizingandtimingofnewDCsorDCexpansionCapitalbudgetingapprovalforinvestmentindistributioninfrastructureProjectObjectivesStrategicDistributionPlanningUseSLIM/2000tosetupa5-yearmodelofclient’sdistributionnetworkSeekbroadrangeoforganizationalparticipationExamineandquantifyimpactofalternativedistributionstrategiesandnetworkconfigurationsTransfermodeldataandmodelingknowledgetoclientProjectApproachStrategicDistributionPlanningConstructingtheInitialModelTransportCostsLogisticsDepartmentFacilityCostsFinanceDepartmentFacilityProcessesandCapacitiesOperationsDepartmentStoreDemand/NewStoresSalesAreaSupplyDept.SourcingandSupplierDataDistributionServicesInventoryDataOrganizationalSourceRequiredInformationVancouverAnaheimTrentonMontrealOaklandChicagoCorsicanaJacksonAtlantaNewburghBelcampTorontoDetroitExistingDCDCCandidateLancasterStrategicDistributionPlanningModelingtheHandlingProcessesatDCsTransitPickingFullPalletHandlingInboundfromSuppliersOutboundtoStoresDCSlow-movingItemsFast-movingItemsSKUsaggregatedintoproductfamilies,thensegregatedintofast-orslow-movingFast-movingandslow-movingthroughcertainprocessesCostsandcapacitiesoneachhandlingprocessStrategicDistributionPlanningModelingInventoryHoldingCostsExaminedhistoricalrelationshipbetweenfacilitythru-putandinventoryholdingcostsEstablishedaperunitholdingcost,aswellasaminimumholdingcostpersingleunitofthru-putStrategicDistributionPlanningModelStatisticsRows: 25,698Columns: 81,328Integers: 2,194Elements: 228,541RunTime*: 1hour45minutesValidatedoutputagainstkeydistributionmeasurements*850Megahertz,256MegofRAMMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJTransportCost$719.0FacilityCost$244.6HandlingCost$172.3InventoryCost$240.7

TOTALCOST$1376.6Scenario1Toronto,ONTransportCost$699.6 $719.0FacilityCost$237.6 $244.6HandlingCost$174.6 $172.3InventoryCost$240.7 $240.7

TOTALCOST$1352.5$1376.6Scenario2 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario2Toronto,ONTransportCost$818.5 $719.0FacilityCost$250.4 $244.6HandlingCost$170.9 $172.3InventoryCost$201.7 $240.7

TOTALCOST$1441.4$1376.6Scenario3 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario3Toronto,ONChicago,ILTransportCost$734.4 $719.0FacilityCost$237.6 $244.6HandlingCost$173.2 $172.3InventoryCost$208.2 $240.7

TOTALCOST$1353.3$1376.6Scenario4 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario4Toronto,ONTransportCost$706.1 $719.0FacilityCost$236.2 $244.6HandlingCost$171.1 $172.3InventoryCost$215.0 $240.7

TOTALCOST$1328.4$1376.6Scenario5 BaselineMontreal,PQVancouver,BCLancaster,CAAnaheim,CABelcamp,MDTrenton,NJScenario5Toronto,ONStrategicDistributionPlanningOptimalDCTimelineYear12345Anaheim,CA

EXPANDLancaster,CA

EXPANDVancouver,BC

EXPANDBelcamp,MD

EXPANDTrenton,NJMontreal,PQToronto,ON

EXPANDStrategicDistributionPlanningOptimalDCSizingCOSTS

InboundTransport $54.20/m3$56.24/m3$55.53/m3$60.04/m3$55.88/m3$55.55/m3OutboundTransport $7.11/m3$6.73/m3$5.74/m3$11.64/m3$7.57/m3$6.28/m3InvestmentCostsinDCs$20.90/m3$21.42/m3$20.81/m3$21.93/m3$20.81/m3$20.69/m3HandlingCostsatDCs $14.41/m3$15.09/m3$15.29/m3$14.97/m3$15.17/m3$14.98/m3InventoryHoldingCosts$21.40/m3$21.08/m3$21.08/m3$17.67/m3$18.24/m3$18.84/m3TOTALCOST$118.15/m3$120.58/m3$118.47/m3$126.25/m3$118.54/m3$116.35/m3SERVICE

AvgTransitDays(DC-Store)0.58days0.67days0.59days0.97days0.71days0.63daysDC-StoreDelivery<1.5days92.3%90.7%93.5%87.5%95.7%93.1%AverageDCsPerStore 2.42.01.7INVENTORY

AverageInventory $375mill$681mill$681mill $592mill$603mill$616millInventoryTurns StrategicDistributionPlanningStrategyComparisonsCurrentBaselineScn2Scn3Sc