配送中心作为物流职能机构之一,在整个物流活动中担负着中间枢纽和节点作用,
是承接和协调上游供应商和下游零售商的桥梁,是集合商品流、资金流、信息流于一体
的物流供应链中心。一个富有竞争力的物流类企业必然有着一个高效低成本的配送中心
作为支撑。
本论文首先介绍了配送中心的相关基础理论,包括定义、功能、分类、基本作业流
程、系统框架和成本管理等相关知识理论,以X仓储配送中心为研究对象,通过介绍其
概况、功能、作业流程、管理现状,分析了其所面临的成本控制问题,根据X仓储配送
中心KPI管理分析,得出导致成本问题的四个方面因素:仓储管理因素、作业流程设计
因素、员工配置管理因素和运输管理因素,并针对不同的因素提出相应的解决方案和策
略。
在仓储管理方面,采用ABC分类管理法归类重要商品和次要商品,继而根据重要
等级合理布局仓储位置,同时,科学分析商品销售量和库存量,制定最佳库存计划,减
少库存商品积压,加速资本周转。在作业流程设计方面,同时兼顾物流和信息流的流程
优化,加强内部三大核心作业(仓储、理配、搬运)的优化,同时与供应商建立数据交
换平台,加强信息交流和共享,继而实现共赢。在员工配置管理方面,釆用劳动定员法
计算出岗位最佳作业人数,精简组织机构,同时加强企业文化和技能培训,培养适应于
企业现代化发展的复合型人才。在运输管理方面,通过深化与第三方物流的合作,规范
出货分类和货物装载规则,保证商品再运输过程中不受损坏,同时建立商品配送路径的
数学模型,优化配送路径,从而降低运输成本,保证配送的高效性和准确性。
本论文通过针对X仓储配送中心当前所存在的主要问题-成本控制,提出初步的解
决方法和策略,期望能对X仓储配送中心的发展起到积极的作用,使X仓储配送中心
最终实现降低运营成本、提高作业效率和核心竞争力的企业目标。
关键字:配送中心;成本控制;仓储和运输管理;作业流程设计;员工配置管理
第II页
华东理工大学硕士学位论文
Cost Improvement Research on Warehouse and Distribution in
Distribution Center of X Retail Store
Abstract
Distribution center, as one of logistics functional departments, it plays an intermediate
role in the whole logistics activity, it is a bridge connecting upstream suppliers and
downstream retailers, it is a center of logistics supply chain gathering commodity flow, capital
flow and information flow. A full of competitive logistics corporation must have a high
efficient and low cost distribution center as support.
First of all,this thesis introduces related basic theories about distribution center,
including definition, function, classification, basic processes, and cost management of
distribution center etc. Then we select X store-type distribution center as research objective,
introduces its general situation,function, operation flow, management status and current
existing problems, after using X store-type distribution center KPI management to analyze
problem, we find there are mainly four factors which result in current cost control problem,
involving warehouse management factors, workflow design factors, employee configuration
management factors and transportation management factors. Meanwhile aim to solve these
problem we offer different solutions and strategies accordingly.
Regarding warehouse management factors, we use ABC classification management
method to classify important commodities and secondary commodities, and then arrange
reasonable layout and location for corresponding commodities according to their different
levels, furthermore analyze commodity sales and inventory situation, optimize commodities
inventory planning, maximally decrease commodities overstocked to accelerate capital
turnover. Regarding operation flow design factors, we need optimize logistics and information
flow both, first strengthen internal three core operations of logistics (warehousing, shorting,
transportation), meanwhile establish data exchange platform together with suppliers,
strengthen information exchanging and sharing, so that both suppliers and X store-type
distribution center can achieve a win-win situation. Regarding employee configuration
management factors, we calculate the optimal amount of employees in each position based on
labor quota methods, simplify organizations,and strengthen corporation culture and skills
training to employees, cultivate compound talents to adapt corporation development.
Regarding transportation management factors, need to be one step further in cooperation with
third transportation corporation, normalize shipping classification and cargo loading rules,
protect goods in the entire transportation, meanwhile establish a mathematical model of
commodity distribution routing, optimize commodity transportation routing,so as to reduce
transportation costs and ensure the efficiency and accuracy of delivery.
According to current main problem of X store-type distribution center, cost control, we
puts forward some draft solving methods and strategies, expecting this can be helpful for
==>>