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MATERIALS HANDLING
WAREHOUSE OPERATIONS
(part 3)
Class Meeting: TF 2 10:20-11:40am (HILL-009)
Honggang Wang
1
Example
Product
Daily Demand
(pallet loads)
Replenishment Quantity
(pallet loads)
40
12
12
Period
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
Maximum
Product A
8
6
4
2
8
6
4
2
8
6
4
2
8
6
4
2
8
6
4
2
8
6
4
2
8
Product B
10
5
40
35
30
25
20
15
10
5
40
35
30
25
20
15
10
5
40
35
30
25
20
15
40
Product C
2
12
10
8
6
4
2
12
10
8
6
4
2
12
10
8
6
4
2
12
10
8
6
4
12
Product D
5
4
3
2
1
12
11
10
9
8
7
6
5
4
3
2
1
12
11
10
9
8
7
6
12
Aggregate
25
27
57
47
45
47
37
39
37
27
57
47
45
47
37
27
25
27
57
59
57
47
37
27
4
Example
Consider a warehouse used to store five products, A, B, C,
D, and E based on dedicated storage policy.
Suppose that the probability distribution for the number of
storage slots required for each product on a given day can
be approximated by a normal distribution, with means and
stds given in the table in the next slide.
For example, based on normal distribution table, the zvalue of + 2.25 is equal to 0.98778.
The overall probability of one or more shortages in the
entire warehouse is equal to 1 (0.98778)5 0.06.
It implies that having storage capacities equal to the mean
plus 2.25 times the std will yield a probability of 0.06 of
having at least one space shortage on a given day.
Example
Product
Mean
STD
30 slots
8 slots
40 slots
10 slots
50 slots
15 slots
50 slots
12 slots
40 slots
12 slots
10
Travel
Elimination
Cross-docking
Minimization
Space Planning
Combination
Batch Picking
Automation Principle
Stock-to-Picker System: Carousel
11
Search
Automation Principle
Prerouted, preposted picking document
Non-contact scanner
Stock-to-Picker System
12
Pick
Given a picking list, sequence the visits to the picking
locations so that the overall traveling effort (time) is
minimized.
How picker traverses aisles the route they take
Often difficult to describe a pick routing or sequence to
picking
Easy to tell picker which location is next pick
Difficult to tell picker exact route to take to next pick
13
x
x
x
x
x
x
x
x
Items
to be
picked
Picking Aisles
Docking station
14
a3
a4
a5
a6
3
4
v3
3
v2
v5
v4
v7
v11
15
v9
v1
v6
3
b1
b2
v12
x
x
v8
a1
b3
b4
v10
v0
b5
b6
15
A picking tour
a2
a3
a4
a5
a6
3
4
v3
3
v2
v5
v4
v7
v11
15
v9
v1
v6
3
b1
b2
b3
b4
v10
v0
v12
x
x
v8
a1
b5
b6
16
a3
a4
a5
a6
3
4
v3
3
v2
v5
v4
v7
v11
15
v9
v1
v6
3
b1
b2
v12
x
x
v8
a1
b3
b4
v10
v0
b5
b6
17
Commonly used
approaches
Pick
Traveling Salesman
Problem (TSP)
S-Shaped strategy
Largest gap strategy
Bin numbering strategy
18
Aisle-by-Aisle Heuristic
Heuristic, proposed in 1999, that
routes the picker to visit every
main aisle once.
The order picker starts at the
depot and goes to the left most
aisle containing items to be
picked.
All items in this main aisle are
picked and a cross aisle is chosen
to proceed to the next main aisle.
Determines which cross aisles to
use to go from one aisle to the
next in such a way that the travel
distance is minimized
19
20
23
Inventory Management
Impact of objectives on inventory
management:
High customer service = more inventory
Low transportation costs = more inventory
Low warehousing costs = less inventory
Fast deliveries = more inventory
Reduced labor costs = more inventory
Carrying Cost
Cost of carrying inventory defined as a percent of the
dollar value of inventory per unit of time (generally one
year).
Depends mainly on cost of capital invested as well as the
costs of maintaining the inventory such as taxes and
insurance, obsolescence, spoilage and space occupied.
Inventory turnover
Stockouts/backorders
Obsolete/excess inventory
Inventory budget variances
Critical supply items
Inventory investment
27
29