Swisslog Customer Magazine: Welcome to Tomorrow

Total Page:16

File Type:pdf, Size:1020Kb

Swisslog Customer Magazine: Welcome to Tomorrow WELCOME TO INSPIRATION TOMORROW SWISSLOG WAREHOUSE & DISTRIBUTION SOLUTIONS GLOBAL MAGAZINE ISSUE TWO PLUS: E-COMMERCE // EMERGING NATIONS // SELF DRIVE // HISTORY OF INNOVATION INSPIRATION // PAGE 3 WELCOME // PAGE 4 IN THE PROCESS OF CHANGE // PAGE 6 A HISTORY OF INNOVATION // PAGE 8 E-COMMERCE & BEST PRACTICE // PAGE 10 NATURAL SELECTION // PAGE 12 BEST PRACTICE: SULSER GROUP // PAGE 14 EMERGING NATIONS // PAGE 16 SELF DRIVE // PAGE 18 UNDERGROUND CARGO // PAGE 20 FINANCE // PAGE 22 SEASONAL LOGISTICS DESIGN DEVELOP DELIVER 02 WELCOME WELCOME Welcome to our second issue of Inspiration magazine. We were delighted with the response to our first issue on the ‘Future of E-commerce’, and this time we look to the past, present and the future. We examine the history of automation and past trends, as well as current issues in different markets and where we might be heading in the near future. From under- ground transportation to driverless cars, Christmas shopping to cash handling, it’s all here! It is amazing to consider how far we have come in the last few years, let alone in the 20 years since the Swisslog name first appeared. It has been 30 years since our precursors Sprecher & Schuh Automation AG came into being and our first fully auto- mated project took place, back in 1967. We hope you enjoy this issue and as always welcome your inspirational feedback! Contact us via Twitter @swisslogInspire or via email: [email protected] Joe Doering Division President Warehouse and Distribution Solutions 03 INSPIRATION IN THE PROCESS OF CHANGE WHAT FACTORS ARE DRIVING THE WAREHOUSE OF TOMORROW? WE SPOKE TO OUR REGIONAL MDRs TO FIND OUT. ANDREW MANSHIP: EMEA How well known is on the retail, food & beverage and pharma- What support is most appreciated? automation in your ceutical industries, although we experi- Service agreements with guarantees or territory? ence interest throughout a wide range of several Key Performance Indicators are Europe has had a significant adaption rate markets including banking, manufacturing, becoming more prevalent; these KPI agree- of automation, far ahead of that in the automotive and paper and print. ments provide the customer with peace of Middle East, but we see signs that this too, mind as the service provider will also ‘feel is set to change. E-commerce appears to be the fastest the pain’ should critical equipment not growing sector in the market and many perform as expected. Having spoken recently with a number of organizations are still coming to terms with professionals at the Materials Handling the challenges presented by multichannel Many companies are also reviewing the Middle East exhibition, it is clear that there logistics; here we find a great deal of inter- life expectancy of existing equipment; we is a lot of interest, excitement and enthu- est in Swisslog’s solutions. typically find that companies are looking siasm surrounding the increased take-up to extend the operational effectiveness of of automation within the region. However, How important are legal, environmental, their current equipment by three to five this is expected to be at a fairly basic ‘semi- safety considerations? years beyond their original plans, ‘sweating automated’ level as confidence builds. Benefits related to health and safety are a their assets’ to the maximum level. top priority for our customers. Automation How quickly is the market developing? reduces the number of personnel in the What are the next challenges for businesses In Europe we see steady growth. It is a rel- warehouse and allows those operators utilizing automation? atively mature market. Here, a continuous remaining to work within an ergonomic Top pressures which drive automation are: improvement culture focuses on developing environment. Energy efficiency is high on companies running out of space, needing operations in order to tighten efficiency the agenda for most companies due to both to fulfill orders faster and having to tackle and evolve with the changes brought about economic and Corporate Social Responsi- the high cost and/or low availability of by factors such as multichannel operations bility (CSR) factors. labor. and more stringent customer expectations. Customers are asking up front about ener- We see the quickest change currently gy usage and it is an important criterion taking place in the Middle East where the for evaluating systems and business majority of warehouses have manual ma- cases. terials handling operations. This market has experienced an on-going period of prosper- Automated warehousing systems ity and demand with significant levels of also support companies in the phar- investment in the fast track development of maceutical and food & beverage its warehousing facilities. industries to adhere to stringent regulatory requirements thanks Which businesses are showing interest? to its ability to perform continu- Swisslog’s solutions and services are tar- ous quality control and distribute geted at storage, picking and replenishment products efficiently, accurately and for all industries. We tend to focus primarily securely. 04 IN THE PROCESS OF CHANGE MARKUS SCHMIDT: USA How well known is Which type of businesses are showing potential issues before they can impact op- automation in your interest? erations. Customers also want to be able to territory? This depends on the solution. Pallet ASRS adapt and upgrade their aging systems in The largest part of the market is case con- types mostly in food & beverage applica- line with their business. Support in enabling veyor based with solutions that are often tions, while goods-to-person very much in this change is the second most important less complex than ASRS type applications. retail and e-commerce applications. stream. Those conveyor / sortation solutions are well known and accepted. The automation How important are legal, environmental, What are the next challenges for businesses level we promote with ASRS and goods- safety considerations? utilizing automation? to-person picking is less common in the Legal and safety considerations are must- The challenge for customers is clearly market. However the trend is toward more haves, while environmental aspects can financial justification for automation. With advanced solutions, providing end users give Swisslog an edge in some cases. labor rates still relatively low and land with higher-performance systems which almost free, the justification is not quite as deliver lower overall life time costs. What factor is land availability playing in easy as in Europe. the take-up of automation? There is a clear drive towards better control How quickly is the market developing? Land in the US is generally still available. and tracking of inventory and automation The North American materials handling However, when investment in automation helps with this tremendously. market is growing by around 6% a year at helps avoid expansion, value is generated. At the same time we see an increase in present. The trend is for more sophisticated orders with a decrease in order size. This solutions and the market we serve is likely What support is most appreciated? makes the control and tracking topic even to outgrow the wider market developments. Customers demand that operations be more pressing. supported on a 24x7 basis. In addition, our support team now proactively monitors our customers’ installations to anticipate RUDOLF HAUSLADEN: APAC How well known is Which type of businesses are showing for example, is very important, environ- automation in your interest? mental and energy saving concerns are territory? There is interest across all industries and important everywhere, while safety issues Generally, it is well accepted around the hence good opportunities for automated are particularly important in Australia. Asia-Pacific region. Pallet technology is solutions in areas where land is scarce, common, the light goods sector is appear- labor costs high or growing rapidly, What support is most appreciated? ing slowly. and throughput challenges require automa- Delivering turnkey solutions and providing tion to solve complexity. after-sales service are very much appre- How quickly is the market developing? ciated. It means the customers can focus China, Korea and Singapore have embraced If we talk about scarcity of land, for exam- on their own business without delaying automation and are showing good poten- ple, mega-cities such as Singapore, Hong progress. tial for growth. Thailand and Indonesia Kong, Shanghai, Beijing or Seoul come to are emerging countries, which are devel- mind. On top of that, land prices are grow- What are the next challenges for businesses oping fast, and growth in automation will ing fast, hence companies want to make the utilizing automation? increase mid-term. most effective use of a given plot of land. Highly flexible automation, that is, being able to scale up or down your automated Australia is a quite mature market where How important are legal, environmental system as you go. As e-commerce, m-com- automation has been used for some time. and safety considerations? merce and other types of retail become Given the smaller population there, demand All are important, but the magnitude de- more prevalent, the ability to respond to is growing slower. pends on the circumstances. Working time changes in SKU ranges, throughput, peak restrictions in deep-freeze environments, days, etc. becomes even more important. 05 INSPIRATION A HISTORY OF INNOVATION SWISSLOG TRACES ITS ROOTS BACK TO THREE DIFFERENT COMPANIES, MERGED TOGETHER OVER THE YEARS INTO THE BUSINESS WE KNOW TODAY. The Next Level Swisslog has always been faced with adapting to fulfill customer require- ments in the best way. As a result we have learned to become the expert in integration, and that it is important to have our own key technology. As a dynamic company we aim to keep the balance between our own key proven technology and 3rd party inte- gration, as well as the balance between standardization & customization. In 1902, Specher & Schuh What followed was a number of Ultimately, we look to keep the good produced the first electrome- acquisitions (including Buchs-based technology and practices, while adding innovation and new ideas.
Recommended publications
  • Warehouse Automation 101
    Warehouse Automation 101 More and more warehouses are looking at automation to help achieve greater effiency but, what is warehouse automation and how exactly can it help? We’ve put together this comprehensive guide to outline the many aspects of warehouse automation that you should know – and some best practices for implementing automation successfully. www.scanco.com / -- Table of Contents 1. About This Guide 2. What is Warehouse Automation? 3. Why Should You Automate Your Warehouse? 4. When to Introduce Automation 5. What Processes Can Be Automated? 6. Getting Started with Automation 7. What Automation Solutions Are Available for Sage? 8. Determining the Automation ROI 9. Summary 10. Contact Scanco www.scanco.com / Warehouse Automation 101 | Scanco -- By improving efficiencies and cutting costs, automation technology is one of today’s fastest-growing supply chain innovations. Distributors are facing more challenges than ever before in today's constantly changing world of warehouse management. Emerging trends in retailing and complex global supply chains are putting more pressure on distributors and manufacturers to increase output, cut costs, and reduce inventory cycles. Companies like Amazon have entirely changed the way retailers do business adding even more pressure with customer expectations of "next-day" and even "same-day" shipping. Distributors must find new ways to solve challenges more effectively. Management also has countless responsibilities to worry about as well, such as: Establishing and following best practices for efficiency Driving higher KPI performance and goals Workforce shifting from “Baby Boomers” to “Millennials” Keeping up with technology trends If all of this sounds like a lot, that’s because it is.
    [Show full text]
  • Pop-Up Supply Chains: Leveraging Network Assets for Dynamic Distribution
    Pop-Up Supply Chains: Leveraging Network Assets for Dynamic Distribution Contents 2 Introduction 3 Inflection Points Distribution Center Locations Manufacturing Plant Locations 6 What is a Pop-Up Supply Chain? Temporary DCs? Leveraging All Potential Distribution Points Suppliers Consolidators Stores 10 Conclusion Introduction A ‘perfect storm’ of conditions in recent years has created The more recent phenomenon of channel proliferation new and greater pressures on supply chains than ever is a result of the Internet changing the way consumers before. Laying the foundation was the rise of e-commerce prefer to do business. Retail and direct channels no longer and the Internet in the late 1990s; consumers have become simply co-exist. They now intertwine. This juxtaposition is more educated and more demanding than ever before. more than just buying online and returning at the store. A This demand manifested itself in multiple ways. First, was customer’s store buying habits should be reflected in how SKU proliferation. The ability to research and ultimately the he/she is treated and marketed to online. ability to customize dramatically increased the volume of Early on, this new complexity could be addressed with SKUs supply chains had to manage. Retailers introduced brute force—extra inventory, extra labor and expedited ‘endless aisles’ allowing consumers to buy more products transportation. However, the surge in oil prices that started online or at a kiosk than a retailer could possibly stock. with Katrina and pushed higher with the rise of the BRIC economies ratcheted up financial pressure. Ultimately, the slowdown of western economies is forcing the hands of many supply chain operators.
    [Show full text]
  • Building the World's Best Warehouse 18
    PRODUCTIVITY SOLUTIONS FOR DISTRIBUTION, WAREHOUSING AND MANUFACTURING th SARY IVER mmh.com ANN April 2020 READER SURVEY 2020 Warehouse/DC Equipment Survey 26 SPECIAL REPORT Modex in review 36 BEST PRACTICES What does innovation mean to you? 44 Varner: EQUIPMENT REPORT Overhead handling 50 Building the INFORMATION MANAGEMENT Voice system evolution 56 world’s best warehouse 18 Anders Eriksson, the supply chain director for Varner AS MODERN system report Editor’s note: This story on Varner’s automated retail distribution center in Vänersborg, Sweden, is a continuation of our look at global order fulfillment, and our second set in Scandinavia. 18 A PRIL 2 0 2 0 / MODERN MATERIALS HANDLING mmh.com Building the world’s best warehouse That was the goal of Scandinavian retailer Varner. The result is a most highly automated, omni-channel retail distribution center, that is also flexible, cost-effective, ergonomic and sustainable. BY BOB TREBILCOCK, EXECUTIVE EDITOR rom the start of the project, of 10 unique retail chains, each with we declared that we wanted its own go-to-market strategy, along to build the best warehouse with a fast-growing e-commerce busi- in the world.” So says Anders ness. The materials handling systems “FEriksson, the supply chain director address robotic palletizing and depal- for Varner AS, one of Scandinavia’s letizing, automated pallet storage, largest retailers. Eriksson oversaw the automated case storage, automated design and implementation of a new garment-on-hanger (GOH) storage 500,000-square-foot, omni-channel and robotic goods-to-person piece distribution center in Vänersborg, picking. What’s more, it was designed Sweden.
    [Show full text]
  • Swisslog Logistics Automation Americas Appoints Tom Drivas As VP of Integrated Systems for E- Commerce/Retail
    Swisslog Logistics 161 Enterprise Drive Newport News, VA 23603 Tel. +1 (757)-820-3400 Press release Swisslog Logistics Automation Americas Appoints Tom Drivas as VP of Integrated Systems for E- Commerce/Retail. Newport News, VA, November 15, 2018 – Swisslog Logistics Automation Americas, leading provider of best-in-class intralogistics solutions, has appointed Tom Drivas as Vice President of Integrated Systems for the E- Commerce/Retail business unit, which designs, develops and implements warehouse and distribution automation and software. Drivas joins Swisslog after more than 20 years of experience in the material handling industry, having previously served in sales and management positions with Dematic, Wynright, and most recently, enVista, where he led the design solutions practice that provides supply chain and logistics consulting services. John Dillon, Vice President of Swisslog’s E-Commerce/Retail business said, “Tom’s track record of success in the industry speaks for itself. In his new role, he will manage our Sales organization and I am confident that he will build on the strong demand we are experiencing for our advanced, goods- to-person technologies, including mobile robotics. Meeting the evolving demands of fulfillment operations who are dealing with more piece picking, shorter windows to fill orders and a tight labor market is what drives our organization and Tom shares our passion.” Drivas earned his undergraduate degree from The University of Chicago and his Human Resources Management Certification from DePaul University. Contact Swisslog Americas Tom Rentschler Phone: +1 757-820-3469 Email: [email protected] About Swisslog Logistics Automation We shape the future of intralogistics with robotic, data-driven and flexible automated solutions that achieve exceptional value for our customers.
    [Show full text]
  • Supply Chain Packaging Guide
    Secondary Packaging Supply Chain Standards July 7, 2021 Business Confidential | ©2021 Walmart Stores, Inc. 177 // 338 Secondary Packaging Supply Chain Standards - Update Summary These standards have included multiple clarifications of what is required and what is NOT ALLOWED. These changes have been updated throughout the published standards to provide clarity to suppliers. The pages have been reorganized to provide a better flow. PAGE 2021 UPDATES Changes to Supply Chain Standards 185 SQEP Phase 2 and Phase 3 Defect Description/Definitions Added 202 General Case Markings Updated for Dates, Unprocessed Meats, and Cylindrical Items 210-213 Updated Pallet Standards 218 Update "Palletized Shipments" to "Unitized Shipments" 227 Add Inbound Appointment Scheduling Standard 228 Update TV Test Standards 235-237 Add Direct Store Delivery (DSD) aka Direct To Store (DTS) Standards 239 Update SIOC Standards 240 Add eCommerce Product Specific Requirement Standards 241-244 Add Drop Ship Vendor (DSV) Standards 268 Add Jewelry Distribution Center Standards 269-271 Add Optical Distribution Center Standards 275 Add Goods Not For Resale (GNFR) Standards 277-278 Update Meat/Poultry/Seafood Case and Pallet Label Standards 284 Add HACCP Pallet Placard for GCC Shipments 311-312 Add Frozen Seafood Carton Marking Requirements Appendix D Update Receiving Pulp Temperature Range Business Confidential | © 2021 Walmart Stores, Inc. The examples shown are for reference only. Supply Chain Standards 178 // 338 Table of Contents Supply Chain Stretch Wrap . 219 Produce Shipments . 280 Contact Information . 179 Trailer Loading . 220 Automated Grocery Handling . 281 Walmart Retail Link Resources . 180 Trailer Measurements. 221 Grocery Import Distribution Center (GIDC) . 282 Walmart Distribution Center Overview .
    [Show full text]
  • United Natural Foods (UNFI)
    United Natural Foods Annual Report 2019 Form 10-K (NYSE:UNFI) Published: October 1st, 2019 PDF generated by stocklight.com UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K x ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended August 3, 2019 or ¨ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from _______ to _______ Commission File Number: 001-15723 UNITED NATURAL FOODS, INC. (Exact name of registrant as specified in its charter) Delaware 05-0376157 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) 313 Iron Horse Way, Providence, RI 02908 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (401) 528-8634 Securities registered pursuant to Section 12(b) of the Act: Name of each exchange on which Title of each class Trading Symbol registered Common Stock, par value $0.01 per share UNFI New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ¨ No x Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • United Natural Foods, Inc. (UNFI) Q1 2019 Earnings Call
    Corrected Transcript 06-Dec-2018 United Natural Foods, Inc. (UNFI) Q1 2019 Earnings Call Total Pages: 26 1-877-FACTSET www.callstreet.com Copyright © 2001-2018 FactSet CallStreet, LLC United Natural Foods, Inc. (UNFI) Corrected Transcript Q1 2019 Earnings Call 06-Dec-2018 CORPORATE PARTICIPANTS Steven J. Bloomquist Sean F. Griffin Vice President-Investor Relations, United Natural Foods, Inc. Chief Operating Officer & Chief Executive Officer of SUPERVALU, United Natural Foods, Inc. Steven L. Spinner Chairman, President & Chief Executive Officer, United Natural Foods, Michael Paul Zechmeister Inc. Chief Financial Officer, United Natural Foods, Inc. ...................................................................................................................................................................................................................................................... OTHER PARTICIPANTS John Heinbockel Paul Kearney Analyst, Guggenheim Securities LLC Analyst, Wolfe Research LLC Edward J. Kelly Kelly Ann Bania Analyst, Wells Fargo Securities LLC Analyst, BMO Capital Markets (United States) Christopher Mandeville Eric J. Larson Analyst, Jefferies LLC Analyst, The Buckingham Research Group, Inc. Vincent J. Sinisi Analyst, Morgan Stanley & Co. LLC ...................................................................................................................................................................................................................................................... MANAGEMENT DISCUSSION SECTION
    [Show full text]
  • Distribution Center
    Distribution Center Deployment Environment Guide INTERMEC CONFIDENTIAL Contents Preface.......................................................................................................................................... 2 Environment Overview.................................................................................................................. 3 The Warehouse Management System...................................................................................... 4 DC Metrics................................................................................................................................. 4 Detailed Environment Description................................................................................................ 5 Key Applications Common to Warehouse/DC Operations:....................................................... 5 Receiving............................................................................................................................... 5 Put-Away............................................................................................................................... 6 Picking................................................................................................................................... 7 Why Intermec?.............................................................................................................................. 13 Positioning and Differentiating Intermec................................................................................. 13 Intermec’s
    [Show full text]
  • 21 February 2019 Messe Stuttgart, Germany
    2019 17th international Trade Fair for Intralogistics Solutions and nformation for Visitors I Process Management 19 – 21 February 2019 Messe Stuttgart, Germany FIRST-HAND INTRALOGISTICS Intelligent Efficient Innovative As part of LogiMAT +49 (0)89 32391-259 www.logimat-messe.de Added-value 2019 event Decision-makers come together at the leading marketplace for intralogistics in the heart of Europe LogiMAT, the International Trade Fair for Intralogistics Solutions and Process Management, has set new standards as the biggest annual intralogistics exhibition in Europe. Between 19 and 21 February 2019 international exhibitors and decision-makers from industry, trade and the service sector will come together at the exhibition centre at Stuttgart Airport to find new business partners. The focus will be on innovative products, solutions and systems for procurement, warehouse, production and distribution logistics. The location is ideal – Stuttgart, right in the heart of Europe, in the region of Baden-Württemberg. This region leads the intra logistics sector in Europe and it is set to expand this role even further. The exhibition centre in Stuttgart is Europe’s most modern facility of its kind. Perfectly located with a direct link to the airport, rail network and A8 motorway. The sector comes together in Stuttgart! Over 1,600 exhibitors on 120,000 square metres. Halle 1 Halle 3 Halle 5 Halle 7 Halle 9 Halle 10 Halle 8 Halle 6 Halle 4 Exhibitors areas Materials handling and storage technology Warehousing and operational equipment Warehouse and
    [Show full text]
  • Bartholdi-Hackman.Pdf
    T WAREHOUSE & DISTRIBUTION SCIENCE Release 0.1.2 http://www.warehouse-science.com John J. Bartholdi, III 1 Steven T. Hackman May 22, 1998; revised May 24, 2002 1 Copyright ­c 1998–2002 John J. Bartholdi, III and Steven T. Hackman. All rights reserved. This material may be freely copied for educational purposes, but not for resale, as long as the authors’s names and the copyright notice appear clearly on the copies. The authors may be con- tacted at [email protected] or [email protected]. edu. DRAF 2 DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT Contents Preface i 0.1 Why this book . ........................... i 0.2 Organization ............................... i 0.3 Resources . ............................... ii 0.4 But first. ............................... ii 1 Introduction 1 2 Material flow 5 2.1 The warehouse as a queueing system . ................ 6 2.1.1 Extensions ........................... 8 2.2 Questions . ............................... 9 3 Warehouse operations 11 3.1 Receiving . ............................... 12 3.2 Put-away . ............................... 12 3.3 Process customer orders . ....................... 13 3.4 Order-picking . ........................... 13 3.4.1 Sharing the work of order-picking . ............ 14 3.5 Checking and packing . ....................... 16 3.6 Shipping . ............................... 16 3.7 Summary . ............................... 16 3.8 More . ............................... 17 3.9 Questions . ............................... 18 4 Storage and handling equipment 19 4.1 Storage equipment ........................... 19 4.1.1 Pallet storage . ....................... 20 4.1.2 Bin-shelving or static rack . ................ 23 4.1.3 Gravity flow rack . ....................... 23 4.1.4 Carousels . ........................... 26 4.2 Conveyors . ............................... 27 4.3 Sortation equipment ........................... 27 4.4 Summary . ............................... 27 3 DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT 4 CONTENTS 4.5 On the lighter side ...........................
    [Show full text]
  • Unlocking Hidden Cost in the Distribution Center
    Unlocking Hidden Cost in the Distribution Center A Research Report by Intermec Technologies Corporation RESEARCH PAPER EXECUTIVE SUMMARY RESEARCH METHODOLOGY The “Unlocking Hidden Cost in the Distribution The research, commissioned by Intermec and carried Center” research examines current views out by research company Vanson Bourne, surveyed on distribution center trends and challenges 250 senior supply chain and distribution center from senior supply chain and distribution managers at organisations with over 500 employees center managers within the UK, France, in the UK, France, Germany and North America. Germany and Northern America. The interviews were conducted by telephone with respondents spanning industries including retail, With many businesses still feeling the effects manufacturing, distribution, transport, chemicals, of the recession, facing increased competition logistics, pharmaceuticals, wholesale and FMCG. and being forced to operate on smaller and smaller profit margins, distribution managers 50 interviews were conducted in each European are increasingly tasked with the seemingly country with 100 interviews taking place in impossible job of finding cost savings from North America during October 2012. existing operations. To do this, managers are learning that they have to leave no stone unturned in order to effectively evaluate SIZE current processes and technology to help identify areas for efficiency improvements. 28% 36% Key Findings From The Intermec Research Are: • Managers are seeking to improve operational efficiency by gaining back mere seconds from each workflow to improve the overall 36% time and cost savings. Having workers take fewer steps over the course of a day, eliminating battery changes mid-shift or 501-1000 employees using one device for multiple purposes are all areas managers identified as key 1001-3000 employees components to increase efficiency.
    [Show full text]
  • Warehouse and Distribution Center in Supply Chains 2
    Your Logo Here CFCFA Logistics Management Training Warehouse & Distribution Center 1. Your Logo CFCFA Logistics Management Training Here 1. Warehouse and distribution center in supply chains 2. Role of inventory in supply chain management 3. Differences and similarities between warehouse & distribution center 4. Warehouse/distribution Center operations 5. Important warehouse/distribution center decisions 6. Temperature-controlled product storage and distribution 7. Proven approaches for generating extra profit 8. Warehouse bypass ideas 9. Future developments Your Logo CFCFA Logistics Management Training Here Warehouse and Distribution Center in Supply Chains Your Logo Fresh Fruit & Vegetable Supply Chain Here Your Logo Milk Supply Chain Here Your Logo A TYPICAL RETAIL SUPPLY CHAIN Here UTILIZING DISTRIBUTION CENTERS Your Logo CFCFA Logistics Management Training Here Role of Inventory in Supply Chain Management Your Logo Here Importance of Inventory Management . Inventory is an asset on the balance sheet and an expense on the income statement. Inventory minimization reduces both expense and asset needed to operate a business, leading to higher return on asset (ROA) for the enterprise. ROA is an important metric for the efficiency of an enterprise. Higher ROA contributes to higher enterprise valuation. Your Logo Inventory due to Batching Here Economies Batching economies arises from three sources 1. procurement 2. production 3. transportation Scale economies are often associated with all three, which can lead to the accumulation of products in inventory that will not be used or sold immediately. Your Logo Here Uncertainty/Safety Stocks . On the demand side, there might be uncertainty in when and how much the customers will buy . On the supply side, there might be uncertainty about obtaining what is needed from suppliers and how long it will take for fulfillment of the order.
    [Show full text]