烟草行业寻求高质量、可持续发展的目标逐步明朗，对发展的要求也日益明确，长期以来，烟 草企业的高收益掩盖了高成本支出的弊端，高收益是建立在大体量的规模投入之上，烟草商业企业 在专卖体制下流通主体多、规模小、流通信息不畅，造成许多弊端显现，运营费用高、体量大、库 存周转缓慢、资金压滞、卷烟流通效益低、成本意识差等问题在行业内上下游企业普遍存在，烟草 行业的整体运行效益因此受到影响，行业丧失了核心竞争力的掌控，发展的质量不能满足发展的要 求，行业寻求高质量、可持续发展的目标也无法得到实现。 然而，科学的现代物流是针对全流程进行分析，查找流程环节中的冗余浪费，优化流程，运用 科学的方法发现在运行中的问题，例如过高的库存量和过低的库存周转率、过高的空载率、不合理 的资源配置等，合理投入现代物流设施设备，结合科学的管理方法，合理调配资源，最大限度地减 少环节浪费、劳动力投入、科学库存、活性周转、优化流程步骤、减少运输频次和运距、消除无效 和冗余物流，提升物流运行效率，提高物流设施设备的效率，降低成本投入，最终达到科学管控物 流成本，降低流通成本，实现科学物流模式运行是高质量发展的迫切要求。 将先进物流管理理念和精益管理理念结合在一起，并与喀什烟草物流配送中心运行现状相结合， 从物流管理、分拣、仓储、配送流程以及综合各角度进行优化，建立科学合理的物流模式，将成本 思想与精益管理理念渗透进物流管理工作，通过对喀什烟草物流配送中心现有运行模式的优化，特 别是管理、分拣和仓储，建立科学高效运行的地市级卷烟物流配送中心，物流作为喀什烟草的核心 业务之一，降低其运行成本,提高运行效率,为企业的高质量发展创造了条件,同时也为喀什烟草降本 增效工作做好先导支撑，提升喀什烟草竞争力。 本文主要通过查阅相关领域文献资料,运用系统分析方法,对喀什烟草物流配送中心基本情况及 当前运行状况，其中包括公司概况、业务概况、设备情况、人员配置情况以及运行情况五个方面进 行了深入的研究,找寻管理、分拣、仓储等环节以及业务对接环节的问题,并对问题产生的原因进行剖 析，分别从管理、分拣、仓储以及整体运行提出系统化、全面性的优化策略。 关键词：物流配送中心；分拣流程；运行模式 II Abstract Target for the sustainable development of tobacco industry for high quality, gradually clear, is increasingly clear on the requirements of the development, for a long time, the tobacco enterprise the disadvantages of high cost is covered by high yield, high yield is based on DaTiLiang scale of investment, the tobacco commercial enterprise under the monopoly system circulation subject more, small scale, poor flow of information, cause a lot of disadvantages, the high cost of operation, large volume, slow inventory turnover, money pressure hysteresis, cigarette circulation, such as low efficiency and poor cost consciousness problem upstream and downstream enterprises are widespread in the industry and the tobacco industry's overall operation efficiency so affected, lost control of the core competitiveness of industry, The quality of development cannot meet the requirements of development, and the industry's goal of seeking high-quality and sustainable development cannot be achieved. However，science of modern logistics, however, is for the whole process is analyzed, find the redundancy in the links of the process waste and optimize the process, using the scientific method to find its problems in the operation, such as high inventory and low inventory turnover ratio, high empty loading rate, unreasonable allocation of resources, such as reasonable into modern logistics infrastructure equipment, combined with scientific management methods, reasonable allocate resources, minimize waste, labor input, scientific inventory, active turnover, optimization of process steps, reduce the frequency and distance of transportation, eliminate invalid and redundant logistics, improve logistics operation efficiency, and improve the efficiency of logistics facilities, It is an urgent requirement for high-quality development to reduce the cost input, finally achieve the scientific control of logistics cost, reduce the circulation cost and realize the operation of scientific logistics mode. The advanced logistics management concept and lean management concept together, and combined with kashgar tobacco logistics distribution center operating status quo, from the logistics management, sorting, warehousing, distribution process and integrated each Angle is optimized, establish scientific and reasonable logistics mode, will cost the mind and the lean management concept into the logistics management work, through the kashgar tobacco logistics distribution center of existing operation mode optimization, especially the management and sorting, establish a scientific and efficient prefecture-level cigarette logistics distribution center, as one of the core business of kashgar, tobacco, Reduce its operating cost, improve operating efficiency, for the sustainable development of enterprises to create conditions, but also for kashgar tobacco cost and efficiency work to do a good pilot support, enhance the competitiveness of kashgar tobacco. In this paper, through the review of related literature, using system analysis method, the basic situation of kashgar tobacco logistics distribution center and the current running status, including company profile, business profile, equipment, staffing and operation of five aspects has carried on the thorough research, III looking for management, sorting, storage and business docking link problems, and analyzes on the causes of the problem, respectively from the overall management, sorting, storage and operation systematic and comprehensive optimization strategy is put forward. Key words: logistics distribution center, Sorting proce, The operation mode IV 目 录 摘要 ... I Abstract .............................. II 第1章 绪论 ....................... 1 1.1选题背景和意义 ... 1 1.1.1选题背景 .... 1 1.1.2选题意义 .... 2 1.2国内外研究现状 ... 2 1.2.1国外研究现状 ........................... 2 1.2.2国内研究现状 ........................... 4 1.2.3文献述评 .... 6 1.3研究内容和研究意义 .......................... 6 1.3.1研究内容 .... 6 1.3.2研究意义 .... 6 1.4 技术路线和研究方法 ......................... 7 1.4.1技术路线 .... 7 1.4.2研究方法 .... 8 第2章 概念界定和理论基础 .......................... 9 2.1概念界定 ............... 9 2.1.1配送中心 .... 9 2.1.2储分一体化 9 2.2 相关理论阐述 ...... 9 2.2.1物流系统论 9 2.2.2效益背反论 ............................. 10 2.2.3成本中心说 ............................. 11 第3章 喀什烟草物流配送中心介绍 ............ 12 3.1基本情况介绍 ..... 12 3.1.1公司概况 .. 12 3.1.2业务概况 .. 12 3.2设备介绍 ............. 12 3.2.1分拣设备 .. 12 3.2.2仓储设备 .. 13 3.2.3辅助设备 .. 13 3.2.4信息技术设备 ......................... 13 3.3人员配置介绍 ..... 14 3.3.1分拣岗位配置 ......................... 14 3.3.2仓储岗位配置 ......................... 14 3.3.3辅助岗位配置 ......................... 14 3.3.4信息技术岗位配置 ................. 15 3.4运行模式介绍 ..... 15 3.4.1运行流程介绍 ......................... 15 V 3.4.2运行业务量介绍 ..................... 18 第4章 喀什烟草物流配送中心运行模式问题分析 ................... 21 4.1问卷调查分析 ..... 21 4.1.1问卷设计 .. 21 4.1.2问卷分析 .. 21 4.1.3访谈调查 .. 22 4.2物流配送中心运行模式问题分析 .... 25 4.2.1质量管理体系不健全 ............. 25 4.2.2分拣业务流程设计不合理 ..... 25 4.2.3仓储策略不合理 ..................... 29 4.2.4运行模式不匹配 ..................... 32 第5章 喀什烟草物流配送中心运行模式优化策略 ................... 34 5.1管理环节 ............. 34 5.1.1质量管理体系建设 ................. 34 5.1.2标准化操作规程 ..................... 34 5.1.3 6S现场管理 ............................ 35 5.2分拣环节 ............. 37 5.2.1业务流程优化 ......................... 37 5.2.2人员配置优化 ......................... 40 5.3仓储环节 ............. 42 5.3.1入库模式优化 ......................... 42 5.3.2储位优化 .. 42 5.3.3件烟补货方式优化 ................. 43 5.4运行模式 ............. 44 5.4.1功能区优化 ............................. 44 5.4.2模式优化 .. 45 第6章 结论和展望 ......... 47 6.1结论 ..................... 47 6.2展望 ..................... 47