第十章 物流管理

物流战略管理第⼗章习题答案⼀、名词解释1．物流战略物流战略是指企业或其它组织为了适应未来环境的变化，为寻求物流的可持续发展，就物流发展⽬标以及达成⽬标的途径与⼿段⽽制定的长远性、全局性的规划与谋略。

2．企业战略企业战略是指企业在市场经济、竞争激烈的环境中，在总结历史经验、调查现状、预测未来的基础上，为谋求⽣存和发展⽽做出的长远性、全局性的谋划或⽅案。

3．物流战略管理物流战略管理是对企业的物流活动实⾏的总体性管理，是企业制定、实施、控制和评价物流战略的⼀系列管理决策与⾏动，其核⼼问题是使企业的物流活动与环境相适应，以实现物流的长期、可持续发展。

⼆、填空题参考答案1．全局性，长远性，适应性，风险性2．长远性、全局性的规划与谋略3．使企业的物流活动与环境相适应4．制定战略和实施战略5．战略制定，战略实施，战略控制6．整个物流系统的使命所引导的，可在⼀定时期内实现的量化的⽬标7．存在于企业之外，对企业物流活动的开展产⽣决定性影响的8．企业物流发展的内部因素9．能够把企业的物流资源加以统筹整合以完成预期的任务和⽬标的技能10．降低成本，减少资本占⽤，改进服务11．战略层⾯，策略层⾯12．战略规划13．策略规划14．客户服务⽬标，设施选址战略，库存决策战略15．管理库存的⽅式16．运输⽅式，运输批量，运输时间17．组织结构系统，企业⽂化系统18．⽬标和要求，⼈⼒、物⼒和财⼒19．确定物流战略控制标准，衡量实际绩效，纠正偏差20．事前控制，事中控制，事后控制三、不定项选择题答案1．ABDE 2．ACDE 3．BC 4．BCDE 5．BDE6．BDE 7．ABCDE 8．ABC 9．ABCDE 10．A 11．CDE四、简答题1．简述物流战略的特点。

物流战略是指导企业物流⾛向未来的⾏动纲领。

它⼀般具有以下特征：（1）全局性；（2）长远性；（3）纲领性；（4）适应性；（5）风险性。

2．简述构成物流战略的层次。

⼀个企业物流战略通常包含10个关键部分，分别被组织在4个重要层次上：第⼀层：通过顾客服务建⽴战略⽅向；第⼆层：物流系统的结构部分；第三层：物流战略的职能部分；第四层：执⾏层。

第十章物流成本管理一、名词解释1．物流成本2．物流成本管理系统3．成本性态4．本量利分析5．边际贡献6．盈亏平衡分析二、填空题1．物流成本是指________________________________________，是物流活动中所消耗的_____________________的货币表现。

2．企业物流成本管理是通过___________、物流预算编制、物流预算管理以及___________等工作来完成的。

3．______________是通过编制成本预算来控制物流活动。

4．物流成本的管理与控制由两个部分组成，一是______________，一是_______________。

5．______________是指在物流成本核算的基础上，采用各种成本管理与管理会计方法，进行物流成本的管理与控制。

6．_______________是指在日常物流运营的每个作业环节，依据现代物流运营理论，采用先进的物流技术与方法，降低整个物流成本的一系列措施。

7．___________是物流成本管理的中心环节。

8．物流成本的核算对象应根据__________________及企业物流活动的特点予以确定。

以_____________为对象的核算方式有助于加强每个物流功能环节的管理、提高每个环节作业水平。

9．___________也称为成本习性，是指成本总额与业务总量之间的依存关系。

10．___________是指随着业务量的变化而变化的成本；___________是在一定的业务量范围内，与业务量的增减变化无关的成本。

11．___________是成本-业务量-利润关系分析的简称。

12．边际贡献是指_______________________________________________________。

13．___________，又称为保本点，是指企业或物流系统的经营规模（业务量）刚好使利润等于零，即出现不盈不亏的状况。

辽宁欧凯生物技术有限公司物流管理制度第一章总则1.1目的为加强公司的物流管理，妥善保管仓库库存物资以及产品流通的合理化,使采购物资入库及领用、产品出入库规范化与货物运输的准确及时，避免发生不必要的损失，特制定本制度。

1。

2适用范围本制度适用本公司物流部全体员工。

1。

3内容本制度中所指的物流管理包括:货物的验收入库、保管、出库、发运、退货、盘点、账务、安全等工作。

1.4职能部门公司物流部负责物流管理人员的考核和监督、各项问题的调查与处理、工作制度的实施及维护等。

第二章入库管理规定2。

1入库准备：仓管员接到收货通知后，安排好货位，准备好必要搬运工具.2。

2验收2。

2。

1仓管员应会同质检部门人员对每项进库的物品,应于货到当日详加验收，验收的内容包括：核对货物的品名、编号、规格、数量是否准确;核对实物是否相符完好包装有无破损;货物及包装上是否贴有标识；2.2。

2仓管员在验收货物过程中,如发觉附件短少、数量不符或货物破损时,应立即向仓库主管汇报并在《仓库日常记录表》(OK-WL—001）做好登记.货物验收过程中遇到无法解决的问题或出现异态,经领导批准后办理相关凭证，进行入库。

如未办理相手续，擅作入库处理，日后发现货物损坏等问题，视为仓管员管理不善，自行承担相应责任;2.2。

3入库物品验收合格无误后,填写《入库单》（OK—WL—002)一式三联—存根(物流部留存）、仓储（库房留存）、记账（财务部留存），并连同质检部开出的准许入库通知单由仓管员签字、仓库主管复核签字、质检员签字确认方可有效入库;2。

2.4严格做到五点不收：凭单手续不全不收；品种规格不符不收；质量不符合要求不收；无批准不收；逾期不收。

第三章保管管理规定3。

1货物的摆放3.1.1货物的储存保管,以品种、规格、属性规划设置仓库，并根据仓库的条件划区；3。

1。

2物品堆放的原则：在堆垛合理安全可靠的前提下五五推放,根据货物特点, 必须做到过目有数，检点方便，成行成列，文明堆齐;3.1.3保管物品要根据属性，考虑储存的场所和保管常识，加强保管措施。

PART IIANSWERS TO END-OF-CHAPTER QUESTIONSCHAPTER 10: WAREHOUSING MANAGEMENT10-1. Why does warehousing exist in a supply chain?A key reason for warehousing is because patterns of production and consumption do not coincide and warehousing serves to match different rates or volumes of flow. Sometimes, larger quantities of goods are purchased than can be consumed in a short period of time and warehousing space is needed to store the surplus product. There is also a supply aspect of warehousing in the sense that a producer might purchase additional supplies in response to anticipated shortages.10-2. Explain the four ways that warehousing facilitates the regrouping function. Regrouping involves rearranging the quantities of products as they move through the supply chain, and it takes four forms: accumulating (also referred to as bulk-making), allocating (also referred to as bulk-breaking), assorting, and sorting. Accumulating involves bringing together similar stocks from different sources whereas allocating involves breaking larger quantities into smaller quantities. Assorting refers to building up a variety of different products for resale to particular customers whereas sorting out refers to separating products into grades and qualities desired by different target markets.10-3. Distinguish among warehouses, distribution centers, fulfillment centers, and cross-docking facilities.Warehouses emphasize the storage of products, and their primary purpose is to maximize the use of storage space. In contrast, distribution centers emphasize the rapid movement of products through a facility and thus attempt to maximize throughput (the amount of product entering and leaving a facility in a given time period). Fulfillment centers represent a special type of distribution center that is focused on e-commerce orders. The increased emphasis on time reduction in supply chains has led to the growth of cross docking, which can be defined as the process of receiving product and shipping it out the same day or overnight, without putting it into storage.10-4. Discuss the disadvantages to public warehousing.Perhaps the biggest drawback to public warehousing is the potential lack of control by the user. For example, sometimes public warehousing doesn’t have the space ava ilability required by the user; even if space is available, users may have little say in where their goods are stored. Moreover, some public warehousing is not open 24 hours a day, meaning that prospective users may not be able to access their products as needed or that users may need to tailor their operations to fit those of the public warehouse.10-5. What are the advantages and disadvantages of private warehousing?As for advantages, private warehousing offers users a great deal of control over their storage needs. More specifically, private warehouses can be constructed to meet user specifications, and companies can also control product placement within a facility. In addition, private warehousing offers access to products when an organization needs or wants them.One disadvantage to private warehousing is that it is characterized by high fixed costs—which necessitates high and steady demand volumes. In addition, a high fixed cost alternative becomes less attractive in times of high interest rates because it is costlier to secure the necessary financing. Private warehousing may also reduce an organization’s flexibility with respect to responding to changes in the external environment.10-6. Discuss why contract warehousing is a preferred alternative for many organizations. Contract warehousing simultaneously mitigates the negative aspects and accentuates the positive aspects of public and private warehousing. For instance, contract warehousing allows a company to focus on its core competencies, with warehousing management provided by experts. Contract warehousing also tends to be more cost effective than private warehousing, with potentially the same degree of control because key specifications can be included in the relevant contract.10-7. How does multiclient warehousing mix attributes of public and contract warehousing?Whereas contract warehousing is generally dedicated to just one customer and public warehousing may be used by any number of customers, a limited number of customers (at least two, but no more than one dozen) utilize a multiclient facility. In a similar fashion, the services in a multiclient facility are more differentiated than those in a public facility but less customized than would be found in a contract warehousing.10-8. Explain how common sense can be helpful in terms of warehousing design.One common-sense piece of advice is that prior to designing a warehousing facility, the quantity and character of goods to be handled must be known. For example, the design of fulfillment centers for online orders should explicitly incorporate key attributes of online commerce such as small orders sizes, the necessity to store limited quantities of SKUs, and intense peaks in demand, among others.Another common-sense piece of advice is that it is important for an organization to know the purpose to be served by a particular facility because the relative emphasis placed on the storage and distribution functions affects space layout. For instance, a facility that emphasizes rapid movement with limited time in storage should be configured to facilitate the flow of product into and out of it.10-9. In terms of warehousing design, give examples of trade-offs involving space, labor, and mechanization.Spaciousness may not always be advantageous because the distances that an individual or machine must travel in the storing and retrieving functions are increased. Moreover, unused space is excess capacity, and excess capacity costs money. Alternatively, cramped conditions can lead to inefficiencies such as the product damage that can be caused by forklift puncture and movement bottlenecks caused by inefficient aisle width.10-10. Distinguish between fixed and variable slot locations. How might they affect warehousing design?A fixed slot location refers to a situation where each SKU has one or more permanent slots assigned to it whereas a variable slot location involves empty slots being assigned to products based on space availability. Fixed slot location can provide stability in order picking in the sense that a company should always know where a specific SKU is located; however, this may result in low space utilization. Although variable slot location generally results in more efficient space utilization, it requires a near-perfect information system because there must be flawless knowledge of each product’s location.10-11. Discuss the trade-offs associated with order-picking versus stock-replenishing functions.Organizations must decide whether workers who pick outgoing orders and those who are restocking storage facilities should work at the same time or in the same area. When order pickers and stock replenishers are allowed to work in the same area, fewer managerial personnel may be needed but it may also lead to congestion due to the number of workers in a relatively limited space. One suggestion is for the two sets of workers to use different aisles for their activities, but this requires a superior information system.10-12. Explain the relevance of aisle width in warehouse design.As aisle space increases, the storage capacity of a facility decreases; for example, narrow aisles can store 20–25 percent more product than conventional aisles. However, it is easier to operate mechanical equipment in wider aisles, and wider aisles reduce the chances of accidents and product damage. In addition, narrower aisles require specialized storage and handling equipment, and this equipment is more expensive than less specialized equipment.10-13. Discuss some key considerations associated with warehouse automation. Warehouse automation refers to utilizing mechanical or electronic devices to substitute for human labor, and key considerations involve noticeable improvement in warehousing effectiveness and efficiency. An organization should first assess whether it is ready forautomation, because automation can be complex, expensive, and disruptive to day-to-day operations. If an organization is ready for automation, then it’s important to evaluate how the automation will support the organization’s logistics system.10-14. What are some potential nonstorage space needs that might impact warehousing design?The text mentions 12 potential nonstorage needs, such as an area where transport drivers and operators can wait while their equipment is loaded or unloaded. Any combination of these 12 needs is acceptable.10-15. How can warehousing productivity be improved without significant investment in technology or equipment?One suggestion for improving warehousing productivity involves a review of existing procedures and practices to identify the tasks that are creating the largest inefficiencies without adding to or upgrading present technology or equipment. Organizations can also examine their facility layouts; long horizontal runs and frequent backtracking could be symptoms of layout problems. Something as basic as adding cross aisles could reduce the length of horizontal runs as well as the length of backtracking. Another low-cost suggestion for improving warehousing productivity is to play music, if conditions permit; research suggests that worker productivity increases when music is playing.10-16. What is OSHA’s role in warehousing safety?OSHA is the Occupational Safety and Health Administration, an agency of the U.S. federal government that has responsibilities for industrial safety practices, and OSHA inspectors make frequent visits to industrial workplaces to ensure regulatory compliance. OSHA has paid special attention to forklift operations and equipment; only trained and certified warehousing employees are permitted to operate a forklift, and forklift operators must be recertified every three years. OSHA also provides suggestions for improving warehousing safety, such as prohibiting employees from jumping from dock plate to dock plate.10-17. Discuss how fires are a constant threat in warehousing.Fires are a constant threat in warehousing in part because many materials used for packaging are highly flammable. In addition, although plastic pallets last longer, are cleaner, and are less likely to splinter than wooden pallets, they tend to be a greater fire risk. High-rise facilities are more susceptible to fires because the vertical spaces between stored materials serve as flues and help fires burn.10-18. What is a hazardous material? What design elements should be considered when storing hazardous materials?A hazardous material (hazmat) is any item or agent (biological, chemical, physical) that has the potential to cause harm to humans, animals, or the environment, either by itself or through interactions with other factors. Buildings that store hazmat often have specially constructed areas so that materials can be contained in the case of an accident. Likewise, these facilities may have walls and doors that can withstand several hours of intense fire. It’s also important for a hazmat storage facility to have proper sprinkling systems as well as excellent ventilation.10-19. Discuss how warehousing security can be enhanced by focusing on people, facilities, and processes.With respect to people, a starting point might be determining if a facility even has a formal hiring process. As for facilities, experts recommend a combination of overt (e.g., closed-circuit television systems) and covert (e.g., unannounced security audits) surveillance methods. Finally, with respect to processes, the more times a shipment is handled, the greater the opportunities for loss and/or damage.10-20. How are cleanliness and sanitation issues relevant to warehousing operations? Warehousing cleanliness and sanitation are extremely important in many industries, such as the foodservice industry where clean and sanitary warehouses reduce the likelihood of foodborne illnesses. Moreover, clean and sanitary facilities have a positive impact on employee safety, morale, and productivity while also reducing employee turnover.PART IIICASE SOLUTIONSCASE 10-1: MINNETONKA WAREHOUSEQuestion 1: For each of the four work team sizes, calculate the expected number of trucks in the queue to be unloaded.Question 2: For each of the four work team sizes, calculate the expected time in the queue—that is, the expected time a truck has to wait in line to be unloaded.Question 3: For each of the four work team sizes, what is the probability that a truck cannot be unloaded immediately?Question 4: Which of the four work team sizes results in the lowest cost to Wayne?Question 5: Wayne is also considering rental of a forklift to use in truck unloading. A team of only two would be needed, but the hourly cost would be $38 per hour ($28 for the workers and $10 for the forklift). The two workers could unload a truck in 5 minutes. Should Wayne rent the forklift?A two-person crew and a forklift will cost $38 per hour. Compare this with the answers in Question 4; Wayne should adopt a two-man crew and use a forklift.Question 6: Disregard your answer to Question 5. Labor negotiations are coming up, and Wayne thinks he can get the union to give way on the work rule that prohibits warehouse workers on the unloading dock from being given other assignments when they are not unloading trucks. How much would Wayne save in unloading dock costs if he could reassign warehouse workers to other tasks when they are not unloading trucks, assuming that he has picked a good team of workers and each worker works 8 hours a day?From the printouts, we must determine how much “idle time” there is with th e present system. This depends in part upon the crew size. For a crew of four, for example, 24 minutes per hour is spent unloading trucks and the rest is idle time. Therefore, Wayne could get 36 minutes of work per hour of work elsewhere out of each worker. At $14 per hour, this is worth $8.40 ($14/hour times 0.6 hours). In theory, Wayne could save up to $8.40 per worker per hour assuming he could assign them to other tasks where the pay rates were the same.。