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5S : 整理(SEIRI)、整頓(SEITON)、清掃(SEISO)、清潔(SEIKETSU)及身美(SHITSUKE)五種行為ABC : 作業製成本制度(Activity-Based Costing)ABB : 實施作業制預算制度(Activity-Based Budgeting)ABM : 作業製成本管理(Activity-Base Management)APS : 先進規畫與排程系統(Advanced Planning and Scheduling)ASP : 應用程式服務供應商（Application Service Provider）ATP : 可承諾量(Available To Promise)AVL : 認可的供應商清單(Approved Vendor List)BOM : 物料清單(Bill Of Material)BPR : 企業流程再造(Business Process Reengineering)BSC : 平衡記分卡(Balanced ScoreCard)BTF : 計畫生產(Build To Forecast)BTO : 訂單生產(Build To Order)CPM : 要徑法(Critical Path Method)CPM : 每一百萬個使用者會有幾次抱怨(Complaint per Million)CRM : 客戶關係管理(Customer Relationship Management)CRP : 產能需求規劃(Capacity Requirements Planning)CTO : 客制化生產(Configuration To Order)DBR : 限制驅導式排程法(Drum-Buffer-Rope)DMT : 成熟度驗證(Design Maturing Testing)DVT : 設計驗證(Design Verification Testing)DRP : 運銷資源計畫(Distribution Resource Planning)DSS : 決策支援系統(Decision Support System)EC : 設計變更／工程變更(Engineer Change)EC : 電子商務(Electronic Commerce)ECRN : 原件規格更改通知(Engineer Change Request Notice)EDI : 電子資料交換(Electronic Data Interchange)EIS : 主管決策系統(Executive Information System)EMC : 電磁相容(Electric Magnetic Capability)EOQ : 基本經濟訂購量(Economic Order Quantity)ERP : 企業資源規劃(Enterprise Resource Planning)FAE : 應用工程師(Field Application Engineer)FCST : 預估(Forecast)FMS : 彈性製造系統(Flexible Manufacture System)FQC : 成品品質管制(Finish or Final Quality Control)IPQC : 制程品質管制(In-Process Quality Control)IQC : 進料品質管制(Incoming Quality Control)ISO : 國際標準組織(International Organization for Standardization) ISAR : 首批樣品認可(Initial Sample Approval Request)JIT : 即時管理(Just In Time)KM ：知識管理(Knowledge Management)L4L : 逐批訂購法(Lot-for-Lot)LTC : 最小總成本法(Least Total Cost)LUC : 最小單位成本(Least Unit Cost)MES : 製造執行系統(Manufacturing Execution System)MO : 制令(Manufacture Order)MPS : 主生產排程(Master Production Schedule)MRO : 請修(購)單(Maintenance Repair Operation)MRP : 物料需求規劃(Material Requirement Planning)MRPII : 製造資源計畫(Manufacturing Resource Planning)NFCF : 更改預估量的通知Notice for Changing ForecastOEM : 委託代工(Original Equipment Manufacture)ODM : 委託設計與製造(Original Design & Manufacture)OLAP : 線上分析處理(On-Line Analytical Processing)OLTP : 線上交易處理(On-Line Transaction Processing)OPT : 最佳生產技術(Optimized Production Technology)OQC : 出貨品質管制(Out-going Quality Control)PDCA : PDCA管理迴圈(Plan-Do-Check-Action)PDM : 產品資料管理系統(Product Data Management)PERT : 計畫評核術(Program Evaluation and Review Technique)PO : 訂單(Purchase Order)POH : 預估在手量(Product on Hand)PR : 採購申請Purchase RequestQA : 品質保證(Quality Assurance)QC : 品質管制(Quality Control)QCC : 品管圈(Quality Control Circle)QE : 品質工程(Quality Engineering)RCCP : 粗略產能規劃(Rough Cut Capacity Planning)RMA : 退貨驗收Returned Material ApprovalROP : 再訂購點(Re-Order Point)SCM : 供應鏈管理(Supply Chain Management)SFC : 現場控制(Shop Floor Control)SIS : 策略資訊系統(Strategic Information System)SO : 訂單(Sales Order)SOR : 特殊訂單需求(Special Order Request)SPC : 統計制程管制(Statistic Process Control)TOC : 限制理論(Theory of Constraints)TPM : 全面生產管理Total Production ManagementTQC : 全面品質管制(Total Quality Control)TQM : 全面品質管理(Total Quality Management)WIP : 在製品(Work In Process)ABC Absolute Best Cost (is a procurement strategy to secure the best costs fora part)AFR Annual Failure ReturnETD Estimated time of departure 估計出發時間ETA Estimated time of arriveAMO After Market OptionsWWAN (Wireless Wide Area Network) 是指傳輸範圍可跨越國家或不同城市之間的無線網路AN The product line code for MCD COMMERCIAL regionsAPJ Asia Pacific and JapanAPL Approved Partner ListFPC PCB" 柔性電路板(柔性RMAPCB): 簡稱"軟板", 又稱"柔性線路板", 也稱"軟性線路板、撓性線路板"或"軟性電路板、撓性電路板","FPCB, Flexible and Rigid-Flex".APO Advanced Planning OptimizationASN Advance Shipment NoticeASP Average Selling PriceATP Acknowledge to Production (order acknowledgement methodology)AUP Average Unit Price (sometimes used interchangeably with ASP)AV Refers to the Marketing Feature level of the BOM (2nd level). Is unique by family/platform/business modelAVL Approved Vendor ListAVLC Available Vendor List CandidateBCPL Blind Corporate Price List - When a product becomes "orderable" for the customerBDD Business Desktop Division - Is now defunct - the HP legacy busines desktop groupBOM Bill of MaterialBPN Business Products North America (Pre-Merger HP term for North America region…sometimes referred to as PPMD)BRD Business Requirements DocumentBRP Business Revenue PlanBT Build TriggerBTCO Build to Customer OrderBTO Build to OrderBTS Build-to-stock (situation where you ask factory to build units and stock FGI at their site before orders arrive)CDS Compal Direct ShipCFZ Code FreezeCIR Consumer IR(OEIC) 光電子集成電路CM Contract ManufacturersCNY Chinese New YearCO Customer Order (a term used in ICON - it is how daily demand is input into ICON) OR Change OrderCOA Certificate of Authenticity - most commonly refers to the Microsoft licensing label that is used on our PCsCRT 阴极射线管（Cathode Ray Tube）的显示器COGS Cost of Goods Sold (usually represented as a percentage of revenue)COS Cost of SalesCPB Company Performance BonusCPC Consumer PC Division - refers to the consumer desktop division based in Cupertino, CaliforniaCPL Corporate Price ListCPMO Region: China (refers to both their operations region and their regional manufacturing site)CPP Commodity Purchase PlanCPU Central Processing UnitCT Commodity TrackingCTO Configure to OrderCWSP Confirmed Weekly Shipment PlanDB Design BuildDC Distribution CenterDIB Drop in BoxDO Design Objective (Project or PLC Milestone - Establish Objectives of a project or new part)DoD Department of DefenseDOS Days of SupplyDR Delivery Request (An order placed by the region on the ODM for delivery) DRCD Driver CDDSM Demand Supply MatchingDSP Depot-Specific Supply Chain - ICON term to describe where/how a product is distributed in the MRP toolFW Firm wareECO Enterprise Core ObjectsECO Engineering Change OrderECR Engineering Change RecordEMEA Europe, Middle-East and Africa (is the Europe region)EOL End of LifeEPC Electronic Product Code (RFID technology provider)ESG Enteriprise Systems GroupEDID Extended Display Identification DATA，即扩展显示识别数据EURP End-User Replaceable PartsFCS First Customer ShipFCT Factory Cycle Time (measures the time it takes the factory to produce and ship the product once they have the ually measured in days)FDD Floppy Disk DriveFLC Factory Learning CurveFPU Factory Produce Unit (IPG term)FTO Flexible Time-off (HP term for vacation time)GBU General Base Unit (Pre-merger HP) OR…General Business Unit (new HP)GFI Go For Intro (PLC and project milestone - indicates this project is ready to start implementation)GPS Global Procurement ServicesHDD Hard Disk DriveHDCP (High-bandwidth Digital Content Protection)HOI HP-Owned InventoryHPD HP DirectHPS HP ServicesI/L Investigation to Lab (PLC milestone - freezes product definition)IDC Inventory Driven CostsIDP Individual Development PlanIDS International Direct ShipOOC Out of characterIES Inventec ChinaIPO International Procurement Organization - now called GPS in some entities IQDC Integrated Quality Data CollectionIUR IXXXX Unit RequestPP SAMPLE SP : 指產品的打樣制作；Sample PhasePP ：指產品小批量試做；Production PhaseMP ：指產品進入大量生產Mass PhaseIWT Inter Warehouse Transfer (a term used in ICON that gives the value of the demand plan per sku)KMAT Configurable Material (SAP term)KV The product line code for MCD RETAIL regionsKWL Keyboard Warning LabelLADO Region: Latin America (Latin America Distribution Organization)LCD Liquid Crystyal DisplayLCPL Live Customer Product List - product number and pricing visibleLi-ION Lithion-Ion: Battery technologyLT Lead TimeLTB Last Time Buy - is used when a component/product is going to become EOL MADP Most Accurate Demand PlanMAP Material Availability Plan OR Mobile Attainment Plan (used by Marketing Ops to outline the volumes we want to ship from a revenue standpoint)MAS Material Availbility Split - HP internal term to refer to our tool/process to support material availability visibility to the regionsMCD Mobile Computing Division (pre-merger HP Mobile Computing Division)MDL Module - is a MCD feature naming convention for Floppy Disk Drive or Optical Disk DriveMF Marketing ForecastMIR Mail In RebateMIT Multimedia Integration TestMOH Manufacturing OverheadMP Mass ProductionMR Manufacturing Release (PLC milestone - beginning of volume production) MRD Marketing Requirements DocumentMRP Materials Requirement PlanningMSP Master Shipment PlanMTD Month to DateMV Manufacturing ValidationNA Another name for North America COMMERCIALNACC North America Consumer Computing - refers to the NA consumer region NAM North America RegionNB NotebookNiMH Nickel-Metal Hydride: Battery technology (boy…this is old!)NPI New Product IntroductionNRP Net Requirement PlanOCT Order Cycle TimeODD Optical Disk DriveODM Original Design ManufacturerOEM Original Equipment ManufacturerOH On-Hand (usually refers to inventory)OP Order ProcessingOPEC Oem Product data management External Collaboration for PSGOS Operating SystemOSS Outsourced serviceOT OvertimeOTS Observation Tracking SystemPCB Printed Circuit BoardPCBA Printed Ciruit Board AssemblyPDD Program Definition DocumentsPDG Product Data GenerationPDM BOM Data Warehouse System (Product Data Management) 產品資料管理系統PL Product LinePLC Product Life CyclePMC Pre-Merger CompaqPMH Pre-Merger Hewlett-PackardPMP Process Management PlanPNOP Part number on PartPO Purchase order订单pxe 網絡啟動模式POD Print On DemandTPM Total Productive Management全面生產管理POR Plan of Record (a general "roadmap" of a product that indicates estimated product forecast, features, etc.)PPMD Region: North America (Personal Information Products Manufacturing & Distribution) or BPN (see above)PRISM Preinstall Reengineering Initiative of Software ManufacturingPSDA Region: Asia PacificPSDE Region: EuropePSG Personal Systems GroupPTRPTT Post, Telegraph and Telephone AuthorityPV Product ValidationPWSP Preliminary Weekly Shipping PlanQBR Quarterly Business ReviewR10 SCITS Material Availability report (is at subassembly level)R11 SCITS Open Orders at the ODMR12 SCITS Shipments from the factoryR16 SCITS Factory BOMR5 SCITS Inventory reportRACDRACD Region Applicatioin CDRAD Reseller Arrival DatesRAM Random Access MemoryRAR Regional Allocation RulesRASRCD Recovery Compact Disc (Includes Windows, etc.)RCTO Regional Configure to Order - describes the SC postponement model where regionally-managed factories configure notebook unitsRDP Regional Demand PlanRFS Required for SetupRICAR Regional Inventory Cost Allocation Rules (used for allocating inventory costs back to the regions)RMN Regulatory Model NumberRMA Return(ed) Material AuthorizationROW Rest of WorldRQM Release Qual MatrixRSBT Radically Simple Better Together (Marketing Value Proposition for HP products)RSL Recommended Spares ListRSN Regional Supply Netting (solution until SNP)RT MCD code name for the US retail regionRTF Read This FirstRTP Release to Production - describes an order management methodology where orders are released only to available supplySA Subassembly (is the 3rd level of the BOM) and is the level at which regional DSM occursSCBO Supply Chain Business Operations (formerly PSDE, Europe region)SCITS Supply Chain Information Transfer Standard - the standard we use to transfer data between ODM, regions and GBUSCM Support Configuration MatrixSI System IntegrationSKU Stock-Keeping Unit (HP classic uses sku to refer to a model number)SKU Store Keeping UnitSLA Service Level AgreementSMB Small-Medium BusinessSMBC Small-Medium Business and ConsumerSMI Supplier Managed InventorySMT Surface Mounted Technology (used in motherboard preparation)SNP APO Module: Supply Network PlanningSOI Supplier-Owned InventorySR Ship Release (What the delivery engineers must do before a sku can be ordered by the regions)SRP SKU Reengineering ProcessST Sell-ThroughSVTP System Validation Test PlanSWMR Software Manufacturing Release (?)TAC Transfer at Cost - often refers to units we sell internally (for new employee equipemnt setup, etc)TAT Turn Around TimeTCE Total Customer ExperienceUAT User Acceptance TestUCUDF Unit Configuration User Defined Format, pre-CompeqUI User InterfaceVAR Value-Added ResellerVCM Variable Contribution MarginVMI Vendor Managed InventoryWDP Weekly Demand Plan (the same as Weekly Shipping Plan)WIF "What-if" demand - used primarily by NACC to describe their uncommitted demand scenarioWOS Weeks of SupplyWPTR Worldwide Product Tracking Record, pre-HPWSP Weekly Shipping PlanWWF Worldwide FulfillmentWWP Worldwide PlanningWWSNRS World Wide Serial Number Repository。
制造企业中使⽤相关英⽂简称IQC：Incoming Quality Control,意思为"来料质量控制"。
QC：Quantity Control，意思为"质量控制”。
主要是对产成品，原辅材料等的检验和技术分析，⼀般由⼯艺负责。
QA：Quality Assurance，意思为“品质保证”。
PMC：Production Material Control，意思为“⽣产及物料控制”。
PC：⽣产控制或⽣产管制（台、⽇资公司俗称⼿配）主要职能是⽣产的计划与⽣产的进度控制。
MC：物料控制（俗称物控）主要职能是物料需求计算、物料计划、物料请购、物料调度、物料的控制（坏料控制和正常进出⽤料控制）等。
FQC：Final Quality Control，意思为“制造过程最终检查验证”。
OQC：Outgoing Quality Control，意思为“出货品质检验”。
PLM：product lifecycle management，意思为“产品⽣命周期管理”。
MPM：Manufacturing Process Management，意思为“⽣产制造过程⼯艺信息的管理”。
Supply Chain 供应链 / Material Control 物料控制APS Advanced Planning Scheduling 先进规划与排期ATO Assembly To Order 装配式⽣产COM Customer Order Management 客户订单管理CRP Capacity Requirement Planning 产量需求计划EMS Equipment Management System / Electronic Management System 设备管理系统 / 电⼦管理系统ERP Enterprise Resource Planning 企业资源规划I/T Inventory Turn 存货周转率JIT Just In Time 刚好及时 - 实施零库存管理MBP Master Build Plan ⼤⽇程计划-主要的⽣产排期MES Management Execution System 管理执⾏系统MFL Material Follow-up List 物料跟进清单MMS Material Management System 物料管理系统MPS Master Production Scheduling ⼤⽇程计划-主要的⽣产排期MRP Material Requirement Planning 物料需求计划MS Master Scheduling ⼤⽇程计划-主要的⽣产排期MTO Make To Order 订单式⽣产MTS Make To Stock 计划式⽣产OHI On Hand Inventory 在⼿库存量PSS Production Scheduling System ⽣产排期系统SML Shortage Material List 缺料物料单VMI Vendor Managed Inventory 供应商管理的库存货UML Urgent Material List 急需物料单Production ⽣产/ Store 货仓CS Customer Sample 客户样品EOL End-of-Life 停⽌⽣产的产品EPP Engineering Pre-production 量产前的⼯程样品试做ES Engineering Sample ⼯程样品FIFO First-In-First-Out 先进先出的物料管理⽅法FG Finished Goods 制成品FGS Finished Goods Store 存放成品的货仓GS Golden Sample ⾦样板（检测使⽤的参考样板）LIFO Last-In-First-Out 后进先出的物料管理⽅法MAT'L Material 物料MP Mass Production 量产MR Material Requisition 物料申请MTC Material Transfer Chit 物料调拔单或物料移交单MTF Material Transfer Form 物料调拔单或物料移交单PP Pre-production 量产前的试做（试产）PROD Production ⽣产PS Production Sample 量产时做的样品RWK Rework 不良品返⼯SFC Shop Floor Control 制造过程现场车间管理WIP Work In Progress 正在⽣产当中的半成品或物料WS Working Sample 可操作的样品KPI Key Performance Indicator 关键绩效评估指计Engineering ⼯程 / Process ⼯序（制程）4M&1E Man, Machine, Method, Material, Environment ⼈，机器，⽅法，物料，环境- 可能导致或造成问题的根本原因AI Automatic Insertion ⾃动插机ASSY Assembly 制品装配ATE Automatic Test Equipment ⾃动测试设备BL Baseline 参照点BM Benchmark 参照点BOM Bill of Material ⽣产产品所⽤的物料清单C&ED/CAED Cause and Effect Diagram 原因和效果图CA Corrective Action 解决问题所采取的措施CAD Computer-aided Design 电脑辅助设计.⽤于制图和设计3维物体的软件CCB Change Control Board 对⽂件的要求进⾏评审，批准，和更改的⼩组CI Continuous Improvement 依照短期和长期改善的重要性来做持续改善COB Chip on Board 邦定-线焊芯⽚到PCB板的装配⽅法.CT Cycle Time 完成任务所须的时间DFM Design for Manufacturability 产品的设计对装配的适合性DFMEA Design Failure Mode and Effect Analysis 设计失效模式与后果分析--在设计阶段预测问题的发⽣的可能性并且对之采取措施DFSS Design for Six Sigma 六西格玛(6-Sigma)设计 -- 设计阶段预测问题的发⽣的可能性并且对之采取措施并提⾼设计对装配的适合性DFT Design for Test 产品的设计对测试的适合性DOE Design of Experiment 实验设计-- ⽤于证明某种情况是真实的DPPM Defective Part Per Million 根据⼀百万件所⽣产的产品来计算不良品的标准DV Design Verification / Design Validation 设计确认ECN Engineering Change Notice 客户要求的⼯程更改或内部所发出的⼯程更改⽂件ECO Engineering Change Order 客户要求的⼯程更改ESD Electrostatic Discharge 静电发放-由两种不导电的物品⼀起摩擦⽽产⽣的静电可以破坏ICs和电⼦设备FI Final Inspection 在⽣产线上或操作中由⽣产操作员对产品作最后检查F/T Functional Test 测试产品的功能是否与所设计的⼀样FA First Article / Failure Analysis ⾸件产品或⾸件样板/ 产品不良分析FCT Functional Test 功能测试-检查产品的功能是否与所设计的⼀样FFF Fit Form Function 符合产品的装配，形状和外观及功能要求FFT Final Functional Test 包装之前，在⽣产线上最后的功能测试FMEA Failure Mode and Effect Analysis 失效模式与后果分析-- 预测问题的发⽣可能性并且对之采取措施FPY First Pass Yield ⾸次检查合格率FTY First Test Yield ⾸次测试合格率FW Firmware 韧体（软件硬化）-控制产品功能的软件HL Handload 在波峰焊接之前，将PTH元件⽤⼿贴装到PCB上，和⼿插机相同I/O Input / Output 输⼊ / 输出iBOM Indented Bill of Material 内部发出的BOM（依照客户的BOM）ICT In-circuit Test 线路测试-- ⽤电⽓和电⼦测试来检查PCBA短路，开路，少件，多件和错件等等不良IFF Information Feedback Form 情报联络书-反馈信息所使⽤的⼀种表格IR Infra-red 红外线KPIV Key Process Input Variable 主要制程输⼊可变因素-在加⼯过程中，所有输⼊的参数/元素，将影响制成品的质量的可变因素KPOV Key Process Output Variable 主要制程输出可变因素-在加⼯过程中，所有输出的结果，所呈现的产品品质特征。
SAP Principal Tables2007. 09. 28Netweaver TeamContentsMaterial Master Tables SD-MM Tables .……….…………………….................……………………………..2 3PS Tables (6)PP Tables QM Tables CO T bl ........................…………………………….. ......................……………………………..710CO Tables FI Tables…………..…………………………………. ..........................………………………..……1115Dictionary Tables (16)Material Master TablesMaterial Ledger MaterialMaterial Material MaterialMaterial Master ViewMaterial LedgerHeader CKMLHD Material Ledger Total Values Forecast ParameterMPOPPlanning DataMPGD Material Databy Warehouse NumberMPGD Unit of MeasureMARMTax ClassificationMLANMaterial DescriptionGeneral Material MasterMARA CKMLCRMaterial Ledger Total Quantity CKMLPP Material LedgerMaterial Valuation DataMBEWMaterial Data by Plant MAKTPrices CKMLPRMARC Material Data by Storage LocationMARD Material Data by Storage Type M i l A ib Routing Assignmentto Material MAPL BOM Link to MaterialMASTProduction Versionof Material MKALRouting HeaderBOM HeaderProduction Version Bill of Material (BOM)Routing Material Sales Data MVKEby Storage TypeMLGT Material TypeT134Material Group Material Attribute Routing Header PLKO Routing ItemPLPOBOM Header STKO BOM Item STPOMaterialProduction HierarchyT179pT023Material Control RecordMARV 물류자재이동통제MMSD Sales Header StatusVBUK Sales Item StatusSales Doc. FlowVBFAPurchase Doc. HistoryEKBESales Order HeaderVBAK Sales Order ItemVBAPS/O Business DataVBKD VBUP S/O Schedule Line ÆPurchase RequisitionPurchase Requisition ÆPurchase OrderPurchase Order HeaderEKKOPurchase Order ItemEKPOS/O Schedule LineVBEPDelivery HeaderLIKP Shipping HeaderVEKP S/O Schedule Line ÆPurchase OrderEKKNEBKN EBANP/O Schedule LineDelivery ItemLIPSShipping ItemVEPOMaterial Doc. HeaderMKPFG d I (G/I)EKETMaterial Doc. HeaderMKPF Material Doc. ItemMSEGBilling HeaderGoods Issue (G/I)Material Doc. ItemMSEGGoods Receipt (G/R)Invoice Header출하실적VBRKBilling Item VBRPAccounting HeaderBKPF Accounting SegmentS GRBKP Invoice ItemRSEG매출실적매입실적BSEGSD MM ■Organization TablesCategory Table Description Text Master TVKO Sales Organization TVKOT TVTW Distribution Channel TVTWT Category Table Description Text Master T024E Purchasing OrganizationT024Purchasing GroupTSPA Division TSPAT TVBUR Sales Office TVKBT TVKGR Sales Group TVGRTT026Purchasing Area T026T WYT1Vendor Subrange(Vendor + Vendor Subrange)T001W PlantT171Sales Districts T171T Link TVKOS Sales Organization + DivisionTVKOV Sales Organization + ChannelS l O i i Ch l Di i iT001L Storage Location(Plant + Storage Location) Link T024W Plant + Purchasing OrganizationTVTA Sales Organization + Channel + Division TVBVK Sales Office + Sales GroupTVKBZ Sales Organization + Channel + Division + Sales OfficeT026Z Purchasing Organization + PurchasingGroup + Purchasing AreaVendor LFA1Vendor General DataLFB1Vendor + CompanyCustomer KNA1Customer General DataKNB1Customer + CompanyKNVV Customer + Sales Organization +Distribution Channel+Division LFM1Vendor + Purchasing Organization LFM2Vendor + Purchasing Organization + Vendor Subrange + PlantDistribution Channel + Division■MM Purchasing Info RecordSAP Script Text FileLong Text InformationMaterial Info RecordCondition HeaderKONH Condition ItemKONPHeader STXH SAP Script Text FileLines STXLMaterial Info Record Header EINA Material Info RecordItem EINEMaterial Info Recordby Plant A017Purchasing Info Record +Material + VendorPurchasing Doc.Header Purchasing OrderSales Order 재고Table(판매,고객,공급처,창고재고)EKKO Purchasing Doc.Item EKPOS/O Schedule Line ÆPurchase OrderEKKNSales OrderStock MSKA(MSKAH)Special Stocks with Customer MSKU(MSKUH)P/O Schedule LineEKETLogistics Summary TablesS???Special Stocks with Vendor MSLB(MSLBH)Storage Location Datafor Material MARD(MARDH)Project DefinitionWork Center HeaderCRHD Work Center CO Obj. Cost Total Summary ofActual & Plan Data Object Number (OBJNR)Project Definition PROJWork Center TextCRTX Assignment Work Centerto Cost CenterExternal PostingCOSP CO Obj. Cost Total Internal PostingCOSS(O )WBS Element MasterPRPSScheduling Data to Cost Center CRCOProject Hierarchy Scheduling Data for Project ItemPRTEPS Texts (WBS)PRTXPS Texts (Header)Production OrderHeader AFKONetworkj y for WBS ElementPRHI PSTXPS Texts (Description)PSTTProject Hierarchy for WBS ElementPRHISOperation within OrderAFVCOperationActivity Value in Operation AFVVNetwork –RelationshipsAFAB Network 내작업순서선후관계Routing Assignmentto Material BOM Link to MaterialMASTProduction Versionof Material Production Version Bill of Material (BOM)Routing Work Center HeaderCRHD Work Center MAPL MKALRouting HeaderPLKO Routing ItemBOM HeaderSTKOBOM Item Work Center TextCRTX Assignment Work Centerto Cost Center Routing Selection of BOMItem Selection Production Order Master Data CAUFV ViewPlanned OrderPLAF PLPOSTPOto Cost CenterCRCOOperation/ActivatesPLASOrder Operation Data for Work CenterItem SelectionSTASAUFK Production OrderHeader AFKO P d ti O dP d ti O d 생산실적생산계획S022Goods Movements Errors from ConfirmationsAFFWConfirmationProduction Order Item AFPOProduction Order ConfirmationAFRUMaterial Doc.Header MKPF M t i l DSubsequently posted 생산품입고(G/R)BOM 에의한투입원자재예약ReservationItem Reservation Header RKPF Material Doc.Item MSEGSubseque t y posted Goods Movements for ConfirmationsAFWI Goods Movement for Production OrderRESB원자재투입(G/I)AUFM■ConfirmationOperation within OrderÆOrder 내공정작업:Order Routing Table of Planned Changesf C fi tiAFVCActivity Value in Operation AFVV: Order 생성시Routing 정보가복사된다.Production Order ConfirmationAFRU생산실적생산품입고(G/R)Goods Movements Errors from ConfirmationsAFFW Incorrect Cost Calculationfrom Confirmations ErrorsPDCAFRP0for Confirmation Automatic Goods ReceiptSubsequently posted Goods Movements for ConfirmationsAFWIfrom ConfirmationsAFRCAFRP1Backflushing AFRP2만약Confirmation 도중Error 가발생했거나Backlog 가남아있을경우다음의Program 을실행한다.Program :CORUPROC Material Doc.Header MKPF Data Transfer to HRAFRP4Calc. Actual CostsAFRP3Program : CORUPROC,CORUAFFW(T-Code :COGI)Material Doc.Item MSEGCharacteristics ■Production VersionProduction Versionsof MaterialMKALLink between Internal MKAL-MATNR = 자재번호MKAL-WERKS = 플랜트MKAL-PLNTYMKAL-PLNNRMKAL-ALNALINOB-OBJEK=MKAL-PLNTY+MKAL-PLNNR+MKAL-ALNALLink between Internal Number and ObjectINOB INOB OBJEK MKAL PLNTY + MKAL PLNNR + MKAL ALNAL INOB-KLARTINOB-OBTABAllocation Table Object to Class KSSK-OBJEK = INOB-OBTAB KSSK-KLART=INOB-KLARTObject to ClassKSSK KSSK KLART INOB KLART KSSK-CLINTClass Header DataKLAH Characteristics KLAH-CLINT = KSSK-CLINT KLAH-KLART = INOB-KLART KLAH-CLASSCharacteristics of a ClassKSMLInspection Lot Record Inspection CatalogCode Code Texts Quality Message –QALSInspection Processing: Usage DecisionGenerated TableFor View QMFELCharacteristic Specificationsfor Inspection ProcessingQPCDQuality Notification ItemsQMFEQPCT Maintenance Data ExcerptQMIHÆ설비고장시간Inspection MethodQAVE QMFELQAMVCharacteristic Results in Sample Specifications Insp. Specifications/Quality NotificationQMELInspectionCharacteristic MasterQPMKpMaster RecordQMTBInspectionMethod TextsQMTTInspection ProcessingQAMRp pfor Inspection ProcessingQASVp pValuationQAMVRMSInspection CharacteristicI M th d/Results Tablefor the Sample UnitQASEConfirmation Data for Multiple Spec. SampleQASRMSpMaster TextsQPMTLink Inspection Lot Insp. Methods/Insp. CharacteristicQPMZLogistics Summary TablesS???Link Inspection Lotand Material DocumentQAMBMaterial Doc. ItemMSEGMaterial Doc. HeaderMKPFEC-PCA: Actual Line Items CO-PCA Table■Basic TableCost Center MasterCSKS Profit Center MasterCEPCCost Element MasterCSKAMaster DataObject Number Index EC-PCA: Totals TableGLPCTLine Items GLPCA EC-PCA: Object Tablefor AccountAssignment ElementsObject Number Index for Cost CenterONRKSGLPCO EC-PCA: TransactionAttributes GLPCPObject Number(OBJNR):‘KS’+CO Object CO Obj. Cost Total Summary of Actual & Plan DataActual Line ItemCE1????CO Object Document CO-PA TableObject Number(OBJNR) : KS + Controlling Area(KOKRS) + Cost Center(KOSTL)Document LineCOEPCO ObjectDocument HeaderExternal PostingCOSP CO Obj. Cost Total Internal PostingCOSSLine (by Fiscal Year)COEJPlan Line Item CE2????Summary Record Profitability Segment COBKProfitability SegmentCE3????Profitability SegmentDefinition CE4????ll dÆ???? :Controlling Area Code■Material LedgerMaterial Ledger Document 기준Cost Estimate 기준Header Record CKMLHDPeriod Totals d l Cost Component Splitd Product Costing d Document HeaderMLHDDocument C i d lDocument Posting i d d Q i iDocument ItemsMaterial 과Cost Estimate 의Link 정보Records Values CKMLCR Period Totals Records QuantityCKMLPPHeader CKMLKEKO Cost Component SplitElements CKMLKEPHHeader Data KEKO Product Costing Cost ComponentsKEPHCurrencies and Values MLCR Periods and Quantities MLPPDocument Items MLITDocument 와Material, Cost Estimate,Production Process 의Link 정보를담고있다.Prices CKMLPRMaterial Valuation DataCost Component Split Material Costing View Cost Component Split Cost Component GroupsCost Components PP 의원가취합처나생산작업지시와연결된다.MBEW Cost Component Split Header for Prices CKMLPRKEKO Cost Component Split Elements for Prices CKMLPRKEPHMaterial Valuation DataHistory MBEWHCost Component Split (Control Record)CKMLKEV TCKH7Cost Component Groups-Texts TCKH6Cost Components만약CKMLHD 와CKMLPRKEKO 를대사하여CKMLPRKEKO 에존재하지않는Cost Estimate 가있거나Price Update(T-Code:CK24)에서오류발생시별도생성작업을한다.Program : MLCCS_STARTUPMLCCS_RESET ExecuteCost Components-Texts TCKH1Cost Components TCKH3■Product CostsÆProduct Cost by Period(기간별제품원가)에서사용하는Product Cost Collector(제품원가취합처)에취합된Cost DataOrder Master DataAUFK Generated View for COCOASCO Object 기준ÆWRTTP (Val e T pe)Object Number(OBJNR) : ‘OR’ +Order Number (AUFNR:원가취합처or 생산작업지시)Order Header DataAFKOTotal Variances/Results AnalysesCOSB Order Item Cost Totals for External PostingsGenerated View for PPCAUFVWRTTP (Value Type) -‘04’ : 사전원가(Preliminary Cost)-‘05’ : 실적AFPOCOSP Cost Totals for Internal PostingsCOSS Activity Type TotalsÆAUFNR : 원가취합처번호(Order Type:RM01)COSL ÆOBJNR : 오브젝트번호※Product Cost by Order(오더별제품원가)에서는Production Order 단위로Cost Data 가취합된다.※기간별제품원가에서사전원가(Preliminary Cost)는표준원가(Standard Cost)와달리원가취합처별(생산버전: BOM + Routing)로계산하여사용한다.■Activity TypesActivity Master CSLA, CSLTCost Center MasterCSKSCost Center /Activity TypeCSSLControl Data forActivity TypeCOKLObject Number(OBJNR) : ‘KL’ +Controlling Area(KOKRS) +Cost Center(KOSTL) +Activity Type(LSTAR)Activity Type Totals Line Item for ActivityTypes(by Fiscal Year)Line Item for Activity Types(by Period)COSL Types(by Fiscal Year)COEJL Types(by Period)COEPLFI TablesGeneral Ledger TotalVendorG/L AccountCustomerNew G/LClient Level Vendor General DataG/L Account MasterCustomer General DataGeneral Ledger Total FAGLFLEXT G/L Actual Line ItemFAGLFLEXAClient Level Master Data Vendor General Data LFA1G/L Account Master SKA1Customer General Data KNA1Company Level Master Data Vendor Master (Company Code)LFB1G/L Account (Company Code)SKB1Customer Master (Company Code)KNB1Monthly Summary DataVendorTransaction DataLFC1Customer Transaction DataKNC1Accounting for Vendor General Ledger TotalFAGLFLEXT Accounting for G/L AccountAccounting for CustomerÅOpen ItemÅFI SummaryDocuments for Material Secondary IndexBSIK BSIS BSID Accounting for Vendor BSAKAccounting for G/L AccountBSASAccounting for CustomerBSADÅCleared ItemBSIMAccounting DocumentHeader BKPFAccounting Document Header for ParkingVBKPFParking Documentfor Asset Parking Document for Customer Parking Documentfor Vendor Parking Document for G/L Account Accounting DocumentPosting DocumentParked DocumentClustered by RFBLGfor Asset VBSEGAfor Customer VBSEGDfor Vendor VBSEGKfor G/L AccountVBSEGSSegment BSEGTax Data BSETOne-time Accounting DataBSECBill of ExchangingBSEDControl Data(Obsolete)BSESDictionary TablesTable Description Text DD01L DomainsDD01T DD02LSAP TablesDD02T-TRANSP : Transparent table -INTTAB : Structure -CLUSTER : Cluster table DD03L Table Fields DD03T -POOL: Pooled table-VIEW : General view structure -APPEND: Append structureDD04L Data Elements DD04T DD07L Domain Fixed ValueDD07T DD08L Dictionary Relationship Definition (Check Table, Foreign Key)DD08T Table Secondary Indexes DD12L Table Secondary Indexes DD12TDD17S Secondary Index Fields DD20L Match Code Objects DD20T DD30L Search HelpDD30TDD33S Assigned Fields to Search Help ARCH_OCLAS Assign classes to Archive Object ARCH_CLASS Classes of Integrated Objects ARCH DEF Definition of Archive Object ARCH_DEF Definition of Archive Object TFDIR Function Modules TFTIT FUPARAREF Function Parameters TRMAC ABAP Program Macro TFACSFactory Calendar。
仓库工作流程英文Warehouse WorkflowManaging a warehouse is a complex and multifaceted task that requires a well-organized and efficient workflow. Warehouse operations involve the coordination of various activities, from receiving goods to shipping them out, to ensure the smooth flow of inventory. In this essay, we will explore the key components of a warehouse workflow and how they contribute to the overall efficiency of the operation.Receiving Goods: The first step in the warehouse workflow is the receiving of goods. This process involves unloading and inspecting incoming shipments to ensure that the items match the order and are in good condition. Proper receiving procedures are crucial to maintaining accurate inventory records and identifying any discrepancies or damaged goods. Efficient receiving processes can help minimize delays and ensure that the warehouse is stocked with the necessary items to meet customer demands.Storage and Inventory Management: Once the goods have been received, they need to be stored in a systematic manner to facilitateeasy retrieval and organization. Warehouses often utilize various storage solutions, such as shelves, racks, or specialized storage systems, to maximize the use of available space. Effective inventory management practices, such as the use of barcodes or RFID technology, can help track the location and quantity of each item in the warehouse. This information is essential for maintaining accurate records, preventing stockouts, and ensuring that the right products are available when needed.Order Picking and Fulfillment: When a customer places an order, the warehouse must efficiently locate and retrieve the requested items. This process, known as order picking, is a critical component of the warehouse workflow. Warehouse staff may use manual methods, such as walking through the aisles and collecting the items, or utilize technology-based solutions, such as automated picking systems or pick-to-light systems, to streamline the process. Efficient order picking not only enhances customer satisfaction by ensuring timely deliveries but also reduces the risk of order errors.Packing and Shipping: After the items have been picked, they need to be properly packed and prepared for shipment. This may involve activities such as weighing the packages, applying shipping labels, and ensuring that fragile or perishable items are handled with care. Effective packing and shipping processes help minimize damage during transit and ensure that the goods arrive at the customer'slocation in good condition.Documentation and Reporting: Alongside the physical handling of goods, the warehouse workflow also involves extensive documentation and reporting. This includes maintaining accurate records of all incoming and outgoing shipments, tracking inventory levels, and generating reports for management and external stakeholders. Proper documentation and reporting help ensure compliance with industry regulations, support decision-making, and provide valuable insights into the warehouse's performance.Technology Integration: In modern warehouses, the integration of technology has become increasingly important to enhance workflow efficiency. Automation, such as the use of robotic systems or conveyor belts, can streamline material handling and reduce the risk of human error. Additionally, warehouse management systems (WMS) and other software solutions can help manage inventory, optimize picking and packing processes, and provide real-time data on warehouse operations.Continuous Improvement: Maintaining an efficient warehouse workflow requires ongoing efforts to identify and address areas for improvement. This may involve implementing lean manufacturing principles, conducting regular audits, and seeking feedback from warehouse staff and customers. By continuously evaluating andrefining the warehouse workflow, organizations can adapt to changing business needs, improve overall productivity, and deliver a superior customer experience.In conclusion, the warehouse workflow is a complex but essential component of an effective supply chain. By focusing on the key elements of receiving, storage, order fulfillment, packing, and documentation, while leveraging technology and continuously improving processes, organizations can create a well-organized and efficient warehouse operation that supports their business goals and meets the demands of their customers.。
aerospaceclimate controlelectromechanicalfiltrationPneumatic Innovations Bulletin 0600-B50-4Parker’s Factory Automation pneumatic products are uniquely suited for applications ranging from Food Packaging & Processing to Automated Assembly and Material Handling. For example, the innovative back-to-back valve design on the Isys Micro provides maximum flow and increased valve density on field bus manifolds for control panel mounting.Factory AutomationFieldbus Control Systems• Fieldbus interface for Isys and Moduflex valves • Up to 256 inputs • Up to 256 outputs • Digital or analogVacuum Generators• CVR Series• 27 inHg to 17 inHg• Integrated sensor & filter • N.O. or N.C. air supply • Vacuum release with check valve• 24VDC, 0 to 7 watt• Manifold mounting (optional)Aluminum NFPA Cylinders• 4MA Series• Non lube NFPA cylinders • 1.5" to 8" bore • 20 mounting styles • Extruded body design• Steel & stainless steel rods • Optional rodlocks & guidesInline Valves• Viking Lite Series• 0.8 to 2.5 Cv, 1/8" to 3/8"• 14°F to 122°F • 22 to 145 psig • 2.5 watt• 24VDC and 120VACMicro Valves• Isys Micro Series• 0.35 Cv, 282 to 510 nl/min • Back-to-back valve design • 1.0 watt, 24VDC• 25-Pin or fieldbus wiring• Profibus®, DeviceNet™, CANopen, InterBus-S, EtherNet I/P™, ControlNet™Refrigeration Dryers• Space saving plug-n-play design• PDRD refrigeration to remove condensate & maintain dew points • 10 to 2400 SCFM • Up to 232 psig inlet • Up to 149°F inlet temp & 122°F ambientCompact Cylinders• P1Q Series• Bore sizes 12mm through 100mm • 4 flexible mounting options • Pressures up to 145 psig • Temperatures 23°F to 140°F • Aluminum body constructionAluminum Round Body Cylinders• SR Series• 304 stainless steel cylinder body, non repairable construction • Bore sizes 5/16" through 3"• Stainless steel piston rods standard up to 1.50" bore • 28 standard mounting styles available• Single and double acingRodless Actuators• OSP-P Series• 10mm to 80mm bore • Linear guides• Active & passive breaks• ATEX, clean room, low temp, high temp, slow speed, high speedEconomy Grippers• Cost effective solution for machine builders• 12mm to 32mm bore sizes • Angular or parallelPrecision Grippers• Premium product for precision and durability• Parallel: 2 or 3 Jaw • Grip forces to 35,000• Repeatability to +0.00005mmSlide Tables• Built in linear rail• Bore sizes 6mm to 25mm • Available with strokeadjusters & shock absorbersRotary Tables• 0-190 degree rotation adjustment • Hollow shaft standard for wiring and pipingTo learn more about the exciting pneumatic innovations from Parker Pneumatic Division check out our website /pneu or email us at *********************Modular FRLs• Global FRL Series• Filter, regulator, lubricator,piggybacks & combination units • Up to 250 psig • 1/4" to 3/4"• Manifold regulators • Shut-off, soft start, & dump valvesFor decades Parker Pneumatics and Heavy Industrial have been synonymous with durability and long life. Heavy duty 2A steel pneumatic cylinders and high flow-speed N Series poppet valves have been operating in foundries, steel mills, and automotive casting & stamping plants without fail.Rack-N-Pinion /Vane Rotary Actuators• PTR & PV Series• Maximum operating pressure: 250 psi • Output torque @ 100 psi: 39 lb-in to 2280 lb-in • Standard rotations: 90°, 180°, 270°, 360°, 450°• Maximum breakaway pressure: 5 psiRuggedInline Valves• Viking Xtreme Solenoid & Manual Valve • Cv 0.8 to 2.7, 1/8" to 3/4" • -40F• Standard and Mobile Voltages • Rugged Stainless Steel HandlesSteel NFPA Cylinders• 2A Series• Heavy duty - NFPA / ANSI • Square head & tie rod • 1" to 14" bore, larger sizes available • 250 psi air service • 19 mounting stylesRugged Brass Body Manual Valves• MO Series• 1/4" to 3/4" port sizes • Corrosion resistant bronze body• Air & low pressure oil service• Knob, lever, pedal, and remove operatorsHigh Flow Subbase Valves• Valvair II Series • 4-way, 5 port• 3/8" to 1" plug-in or direct pipe ported• NEMA 4, hazardous dutyHi-Flow FRL Combos• P3Y Series• Filter, regulator, lubricator • 3/4" to 1-1/2" NPT • 5 micron• 250 psig max• Metal bowl constructionHigh Flow Inline Valves• N Series• 2 & 3-way high speed poppet valve• 3/8" to 1-1/2", 3.0 to 30.0 Cv • 30 to 250 PSI & vacuum • NEMA 4, hazardous dutyRegenerative Desiccant Dryers• Point of use application • Noise less than 70 dba • IP66 / NEMA 4• 3 to 800 SCFM • 115VACHeavy IndustrialAgricultureAs the global demand for food and energy increases, Parker is committed to help increase productivity and output. Our systems have integrated numerous technologies and innovative solutions that deliver in the field. From seed to harvest; Parker has proven that our solutions and forward-thinking partnerships produce results.Pneumatic Downforce Active Systems• Controls the seed depth during planting in changing soil conditions• Eliminates 15 minutes of idle tractor start up time• Eliminates low yield transition acreage • Complete pneumatic control solution with Parker hydraulics driving the pneumatic compressorTransportationThe transportation industry is on the move and Parker is ready. Our product offering includes valves that can operate in extreme temperatures, manual mechanical valves for transmission & trailer applications, and suspension control systems.Parker Pneumatic Division North America provides key components and engineered systems for a variety ofcustomers who manufacture almost anything on wheels. Labor reduction, streamlined component selection, and increased performance are just a few ways Parker has provided value to our customers. From over-the-highway trucks and heavy construction equipment, to “on the farm” vehicles, Parker works directly with your engineering team to design a custom solution to fit your application.MobileInline Valves• Viking Xtreme Series • 0.7 to 2.7 Cv, 1/8" to 1/2"• -40°F to 150°F • Vacuum - 232 psig • 2.5 to 7.3 watt• Hazardous duty, intrinsically safe • 12VDC - 120VACLow-Temp Regulators• -40°F to 180°F• Aluminum construction • Relieving & non relieving • 1/2" NPT, BSPPFilters• Global FRL Series• Particulate & coalescing • 5 & 0.01 micron • -13 F to 150 F • 250 psi air serviceEnergyParker's hydraulic unibody actuator improves uptime on fracking rigs in all regions of the world. The actuator is also utilized in waste management, mining, and mobile applications.Hydraulic Unibody Actuator• HUB Series• Available with 90 degrees of rotation• Torque output ranging from 1800 lb-in to 10,000 lb-in. • Optional feedback modulesStandard Products for Mobile ApplicationsEngineered OEM Solutions for Mobile ApplicationsDoor Assist Systems Central Tire InflationPressure Protection Valves Lift AxlesAir Suspension ControlsLinear CylindersGuided CylindersRodless CylindersRotary ActuatorsConstructed of high quality, corrosion-resistant material, Parker’s Linear Air Cylinders meet rapidly changing application demands. With advanced endcap and piston designs, low friction at zero leakage, and flexible mounting options, Parker’s Linear Air Cylinders offer unbeatable reliability, and superior /pneu/cylindersParker’s Guided Cylinders are designed for heavy duty and extreme linear motion applications. From the P5L series offering a fully-featured guided bearing system, to the P5E series with two parallel precision ground, case hardened support shafts machined from high carbon alloy steel; Parker’s Guided Air Cylinders are suitable for the most demanding /pneu/cylindersParker’s Rodless Cylinders, including the Parker-Origa System Plus (OSP), offer flexible linear drives which can be simply and neatly integrated into any machine layout. From the P1X Series compact, high speed, no-lubrication cylinder to the complete OSP linear system combining pneumatic or electric actuation withguidance and control modules; Parker has the Rodless Cylinder to suit the exact needs of individual /pneu/cylindersParker’s Rotary Pneumatic Actuators include vane, single & double rack-n-pinion designs for light to heavy industrial applications. Parker has a rotary actuator which can be ordered with the industry’s most extensive set of options for controlling and decelerating /pneu/actuatorsTo learn more about the exciting pneumaticinnovations from Parker Pneumatic Division , check out our website /pneu or email us at *********************Parker InnovationVacuumValvesAir PreparationAccessories4-way valves for foundries and paper mills. Utilizing technology such as the WCS* spool design, serial bus and collective wiring electronics, and specialized machining and thermoplastics, Parker offers value and quality on the leading edge of technology. *Wear Compensated Spool /pneu/valvesParker is the industry leader in air preparation. The Global FRL Series contains filters, coalescing filters, standard and precision regulators, filter/regulators and mist lubricators. The Global FRL modular design provides easy installation and maintenance with an aesthetically pleasing appearance. Accessories include Parker offers a range of Air Line Accessories for your applications, including ball and plug valves, check valves, safety blow guns, breather vents, and awide assortment of couplers, connectors, fittings, interchange nipples, and flow control valves./pneu/accessoriesApplications Engineering Phone: 877 321 4PDN Option #2E-mail:******************Customer SupportPhone: 877 321 4PDN Option #1E-mail:*********************。
缩写中文解释3C3个关键零件（缸体、缸盖、曲轴）4 VDP四阶段的汽车发展过程A/D/V分析/发展/验证AA审批体系ABS防抱死制动系统ACD实际完成日期AI人工智能AIAG汽车工业产业群ALBS装配线平衡系统AP提前采购API先进的产品信息APM汽车加工模型APQP先进的产品质量计划AR拨款申请ARP拨款申请过程ARR建筑必要性检查ASA船运最初协议ASB船运第二个协议ASI建筑研究启动ASP船运标准协议ASR建筑选择审查B&U土建公用BCC品牌特征中心BEC基础设计内容BI开始冒气泡B-I-S最佳分节段BIW白车身BOD设计清单BOM原料清单BOP过程清单CAD计算机辅助设计CAE计算机辅助工程(软件)CAFÉ公司的平均燃油经济CAM计算机辅助制造CAMIP持续汽车市场信息项目CARE用户接受度审查和评估CAS概念可改变的选择CDD成分数据图CGS公司图形系统CI提出概念CIT隔间融合为组CKD完全拆缷CMM坐标测量仪CMOP结构管理工作计划CPP关键途径CPP关键途径CR&W 控制/机器人技术和焊接CRIT中心新产品展示执行组CS合同签订CTS零件技术规格D/EC设计工程学会DAP设计分析过程DCAR设计中心工作申请DDP决策讨论步骤DES设计中心DFA装配设计DFM装配设计DLT设计领导技术DMA经销商市场协会DMG模具管理小组DOE试验设计DOL冲模业务排行DQV设计质量验证DRE设计发布工程师DSC决策支持中心DVM三维变化管理DVT动态汽车实验E/M进化的EAR工程行为要求ECD计划完成日期EGM工程组经理ELPO电极底漆ENG工程技术、工程学EOA停止加速EPC&L工程生产控制和后勤EPL工程零件清单ETSD对外的技术说明图EWO工程工作次序FA最终认可FE功能评估FEDR功能评估部署报告FFF自由形态制造FIN金融的FMEA失效形式及结果分析FTP文件传送协议GA总装GD&T几何尺寸及精度GM通用汽车GME通用汽车欧洲GMIO通用汽车国际运作GMIQ通用汽车初始质量GMPTG通用汽车动力组GP通用程序GSB全球战略部HVAC加热、通风及空调I/P仪表板IC初始租约ICD界面控制文件IE工业工程IEMA国际出口市场分析ILRS间接劳动报告系统IO国际业务IPC国际产品中心IPTV每千辆车的故障率IQS初始质量调查IR事故报告ISP综合计划ITP综合培训方法ITSD内部技术规范图IUVA国际统一车辆审核KCC关键控制特性KCDS关键特性标识系统KO Meeting启动会议KPC关键产品特性LLPRLOI意向书M&E机器设备MDD成熟的数据图MFD金属预制件区MFG制造过程MIC市场信息中心MIE制造综合工程师MKT营销MLBS物化劳动平衡系统MMSTS制造重要子系统技术说明书MNG制造工程MPG试验场MPI主程序索引MPL主零件列表MPS原料计划系统MRD物料需求日期MRD物料需求时间MSDSMSE制造系统工程MSS市场分割规范MTBF平均故障时间MTS生产技术规范MVSS汽车发动机安全标准NAMA北美市场分析NAO北美业务NAOC NAO货柜运输NC用数字控制NGMBP新一代基于数学的方法NOA授权书NSB北美业务部OED组织和员工发展P.O采购订单PA生产结果PAA产品行动授权PAC绩效评估委员会PACE项目评估和控制条件PAD产品装配文件PARTS零件准备跟踪系统PC问题信息PCL生产控制和支持PDC证券发展中心PDM产品资料管理PDS产品说明系统PDT产品发展小组PED产品工程部PEP产品评估程序PER人员PET项目执行小组PGM项目管理PIMREP事故方案跟踪和解决过程PLP生产启动程序PMI加工建模一体化PMM项目制造经理PMR产品制造能要求PMT产品车管理小组POMS产品指令管理小组POP采购点PPAP生产零部件批准程序PPAP生产件批准程序PPH百分之PPM百万分之PR绩效评估PR采购需求PR/R问题报告和解决PSA潜在供应商评估PSC部长职务策略委员会PTO第一次试验PUR采购PVM可设计的汽车模型PVT生产汽车发展QAP质量评估过程QBC质量体系构建关系QC质量特性QFD质量功能配置QRD质量、可靠性和耐久力QS质量体系QUA质量RC评估特许RCD必须完成日期RFQ报价请求RFQ报价要求书RONA净资产评估RPO正式产品选项RQA程序安排质量评定RT&TM严格跟踪和全程管理SDC战略决策中心SF造型冻结SIU电子求和结束SL系统规划SMBP理论同步过程SMT系统管理小组SOP生产启动，正式生产SOR要求陈述SOR要求说明书SOW工作说明SPE表面及原型工程SPO配件组织SPT专一任务小组SQC供方质量控制SQIP供应商质量改进程序SSF开始系统供应SSLT子系统领导组SSTS技术参数子系统STO二级试验SUW标准工作单位TA 技术评估TAG定时分析组TBD下决定TCS牵引控制系统TDMF文本数据管理设备TIMS试验事件管理系统TIR试验事件报告TLA 技术转让协议TMIE总的制造综合工程TOE总的物主体验TSM贸易研究方法TVDE整车外型尺寸工程师TVIE整车综合工程师TWS轮胎和车轮系统UAW班组UCL统一的标准表UDR未经核对的资料发布UPC统一零件分级VAPIR汽车发展综合评审小组VASTD汽车数据标准时间数据VCD汽车首席设计师VCE汽车总工程师VCRI确认交叉引用索引VDP汽车发展过程VDPP汽车发展生产过程VDR核实数据发布VDS汽车描述概要VDT汽车发展组VDTO汽车发展技术工作VEC汽车工程中心VIE汽车综合工程师VIS汽车信息系统VLE总装线主管，平台工程师VLM汽车创办经理VMRR汽车制造必要条件评审VOC顾客的意见VOD设计意见VSAS汽车综合、分析和仿真VSE汽车系统工程师VTS汽车技术说明书WBBA全球基准和商业分析WOT压制广泛开放WWP全球采购PC项目启动CA方案批准PA项目批准ER工程发布PPV产品和工艺验证PP预试生产P试生产EP工程样车Descriptions3 Critical Parts(Cylinder-block, Cylinder-head, Crankshaft) Four Phase Vehicle Development ProcessAnalysis/Development/ValidationApprove ArchitectureAnti-lock Braking SystemActual Completion DateArtificial IntelligenceAutomotive Industry Action GroupAssembly Line Balance SystemAdvanced PurchasingAdvanced Product InformationAutomotive Process ModelAdvanced Product Quality PlanningAppropriation RequestAppropriation Request ProcessArchitectural Requirements ReviewAgreement to Ship AlphaAgreement to Ship BetaArchitecture Studies InitiationAgreement to Ship PrototypeArchitecture Selection ReviewBuilding & UtilityBrand Character CenterBase Engineered ContentBubble Up InitiationBest-In-SegmentBody In WhiteBill of DesignBill of MaterialBill of ProcessComputer-Aided DesignComputer-Aided EngineeringCorporate Average Fuel EconomyComputer-Aided ManufacturingContinuous Automotive Marketing Information Program Customer Acceptance Review and EvaluationConcept Alternative SelectionComponent Datum DrawingsCorporate Graphic SystemConcept InitiationCompartment Integration TeamComplete KnockdownCoordinate Measuring MachinesConfiguration Management Operating PlanCorporate Product PorefolioCritical Path PlanControls/Robotics & WeldingCenter Rollout Implementation Team Contract SigningComponent Technical SpecificationDesign and Engineering CouncilDesign Analysis ProcessDesign Center Action RequestDecision Dialog ProcessDesign CenterDesign for AssemblyDesign For ManufacturabilityDesign leader TechnicalDealer Market AssociationDie Management GroupDesign Of ExperimentsDie Operation Line-UpDesign Quality VerificationDesign Release EngineerDecision Support CenterDimensional Variation ManagementDynamic Vehicle TestEvolutionary/MajorEngineering Action RequestEstimated Completion DateEngineering Group ManagerElectrode position PrimerEngineeringEnd of AccelerationEngineering Production Cntrol &Logistics Engineering Parts ListExterior Technical Specification Drawing Engineering Work OrderFinal ApprovalFunctional EvaluationFunctional Evaluation Disposition Report Free Form FabricationFinancialFailure Mode and Effects AnalysisFile Transfer ProtocolGeneral AssemblyGeometric Dimensioning & Tolerancing General MotorsGeneral Motors EuropeGeneral Motors International Operations General Motors Initial QualityGeneral Motors Powertrain GroupGeneral ProcedureGlobal Strategy BoardHeating, Ventilation ,and Air ConditioningInstrument PanelInitiate CharterInterface Control DocumentIndustrial EngineeringInternational Export Market AnalysisIndirect Labor Reporting SystemInternational OperationsInternational Product CenterIncidents Per Thousand VehiclesInitial Quality SurveyIncident ReportIntegrated Scheduling ProjectIntegrated Training ProcessInterior Technical Specification DrawingInternational Uniform Vehicle AuditKey Control CharacteristicsKey Characteristics Designation SystemKick-off MeetingKey product CharacteristicLing Lead P ReleaseLetter of IntentMachine & EquipmentMaster Datum DrawingsMetal Fabrication DivisionManufacturing OperationsMarketing Information CenterManufacturing Integration EngineerMarketingMaterial Labor Balance SystemManufacturing Major Subsystem Technical Specifications Manufacturing EngineeringMilford Proving GroundMaster Process IndexMaster Parts ListMaterial Planning SystemMaterial Required DateMaterial Required DateMaterial Safery Data SheetsManufacturing System EngineerMarket Segment SpecificationMean Time Between FailuresManufacturing Technical SpecificationMotor Vehicle Safety StandardsNorth American Market AnalysisNorth American OperationsNAO ContainerizationNumerically ControlledNext Generation Math-Based ProcessNotice of AuthorizationNAO Strategy BoardOrganization and Employee DevelopmentPurchasing OrderProduction AchievementProduction Action AuthorizationPerformance Assessment CommitteeProgram Assessment and Control EnvironmentProduct Assembly DocumentPart Readiness Tracking SystemProblem CommunicationProduction Control and LogisticsPortfolio Development CenterProduct Data ManagementProduct Description SystemProduct Development TeamProduction Engineering DepartmentProduct Evaluation ProgramPersonnelProgram Execution TeamProgram ManagementProject Incident Monitoring and Resolution Process Production Launch ProcessProcess Modeling IntegrationProgram Manufacturing ManagerProduct Manufacturability RequirementsProduct Management TeamProduction Order Management SystemPoint of PurchaseProduction Part Approval ProcessProduction Parts Approval ProcessProblems Per HundredProblems Per MillionPerformance ReviewPurchase RequirementProblem Reporting and ResolutionPotential Supplier AssessmentPortfolio Strategy CouncilPrimary TryoutPurchasingProgrammable Vehicle ModelProduction Vehicle DevelopmentQuality Assessment ProcessQuality Build ConcernQuality CharacteristicQuality Function DeploymentQuality, Reliability,andDurabilityQuality SystemQualityReview CharterRequired Completion DateRequest For QuotationRequirement for QuotationReturn on Net AssetsRegular Production OptionRouting Quality AssessmentRigorous Tracking and Throughout Managment Strategic Decision CenterStyling FreezeSumming It All UpSystem LayoutsSynchronous Math-Based ProcessSystems Management TeamStart of ProductionStatement of RequirementsStatement of RequirementsStatement of WorkSurface and Prototype EngineeringService Parts OperationsSingle Point TeamStatistical Quality ControlSupplier Quality Improvement ProcessStart of System FillSubsystem Leadership TeamSubsystem Technical Specification Secondary TryoutStandard Unit of WorkTechnology AssessmentTiming Analysis GroupTo Be DeterminedTraction Control SystemText Data Management FacilityTest Incident Management SystemTest Incident ReportTechnology License AgreementTotal Manufacturing Integration Engineer Total Ownership ExperienceTrade Study MethodologyTotal Vehicle Dimensional EngineerTotal Vehicle Integration EngineerTire and Wheel SystemUnited Auto WorkersUniform Criteria ListUnverified Data ReleaseUniform Parts ClassificationVehicle & Progress Integration Review TeamVehicle Assembly Standard Time DataVehicle Chief DesignerVehicle Chief EngineerValidation Cross-Reference IndexVehicle Development ProcessVehicle Development Production Process Verified Data ReleaseVehicle Description SummaryVehicle Development TeamVehicle Development Technical Operations Vehicle Engineering CenterVehicle Integration EngineerVehicle Information SystemVehicle Line ExecutiveVehicle Launch ManagerVehicle and Manufacturing Requirements Review Voice of CustomerVoice of DesignVehicle Synthesis,Analysis,and Simulation Vehicle System EngineerVehicle Technical SpecificationWorldwide Benchmarking and Business Analysis Wide Open ThrottleWorldwide PurchasingProgram CommencementConcept ApprovalPrograme ApprovalEngineering ReleaseProduct & Process ValidationPre-PilotPilot。
自动化仓储及补货系统（AS／RS）
无
【期刊名称】《现代制造》
【年(卷),期】2014(000)034
【摘要】全自动化仓库和物料管理系统，能为用户提供及时的库存信息，并可在供应商与生产线之间完成物料和零配件的准时制（JIT）运动。
该系统一体化收货和仓储的处理流程。
该托盘仓储系统的工作原理是通过托盘传输机和传输车，将托盘传输至配备了仓储和补货装置的托盘货架。
【总页数】1页(P125-125)
【作者】无
【作者单位】不详
【正文语种】中文
【中图分类】F270.7
【相关文献】
1.现代化的仓储系统自动化仓储系统（ASS）中的货位虚实识别技术 [J], 鲁维德
2.基于多权重启发优化的物流仓储补货模式优化研究 [J], 杨杰;程源
3.台朔重工:以"止于至善"理念打造冷链自动化仓储系统——访台朔重工(宁波)有限公司自动化企划处处长林家熙 [J], 张颖川
4.MegamatRS自动化垂直回转仓储系统 [J],
5.灵活仓储自动化的又一突破——JARSAU仓储配送中心设计 [J], 无
因版权原因，仅展示原文概要，查看原文内容请购买。
SAP增强应用实例SAP增强大家都很熟悉，在此不再详细讲解，下面只是通过一个实例来展示一下增强的应用。
系统增强实例为建立工单前进行校验，如没有进行标准本钱发布那么提示错误信息E。
T-code：CMOD通过增强程序我们可以控制相关应用，如果你不知道到底功能是用到的哪个增强，那么请看我附录上的列表。
我们以ppco0006举例如下：如图2.我们需要的是制定我们的组件，如图3.通过功能退出增加增强语句：如图4：双击程序后参加如下语句~~~~if sy-tcode <> 'CK11N' and sy-tcode <> 'CK40N'.data:begin of l_matnr,matnr like mbew-matnr,VPRSV like mbew-VPRSV,vjvpr like mbew-vjvpr,pprdl like mbew-pprdl,lplpr like mbew-lplpr,end of l_matnr.select single matnr vprsv vjvpr pprdl lplpr from mbew into l_matnrwhere matnr = CAUFVD_IMP-MA TNR* and pprdl <> ''* and lplpr <> ''and bwkey = CAUFVD_IMP-WERKS.* and vjvpr = 'S'.if l_matnr-vprsv = 'V'.exit.elseif sy-subrc <> 0 or ( l_matnr-pprdl is initial and l_matnr-lplpr is initial ).message e888(sabapdocu) with '物料' CAUFVD_IMP-MATNR'没有做本钱估算, 不能创立生产订单,请通知SAP 方丈，yeah~~~!'.exit.endif.endif.OK，快去看看你增强后的效果吧~~~~~￥%&%&*〔*〔SAP所有模块用户出口：用户出口名称短文本描述0VRF0001 客户指定路线确定AAIC0001 IM 总结: 在选择后处理数据AAIC0002 IM 总结: 在选择后处理指定的输入项AAIP0001 IM 追溯: 实际价值对预算类别的分配AAIP0002 IM 追溯: 定义用户定义的指标AAIP0003 IM 追溯: 定义用户定义的特性AAIR0001 IM-IS: 适用请求报表中的用户值字段AAIR0002 IM-FA: 拨款申请的用户字段AAIR0003 IM: 创立拨款申请中的PM 定单时工作场所的分配AAIR0004 IM 追溯: 定义用户定义的特性AAIS0003 投资计量对资产的实际结算AAIS0004 全部方案值或预算值的结算AAPM0001 资产会计和工厂维护的集成ACBAPI01 会计核算: 对BAPI 界面的客户增强功能ACCID001 会计核算的IDoc 过程ACCID002 支出会计的IDoc 处理ACCOBL01 代码块中PAI 和PBO 的客户出口AD010001 更改对象清单及其层次AD010002 定界选择和/或过滤已定数据AD010003 创立自定义动态工程特性AD010005 创立自定义资源AD010006 菜单退出：更改动态工程值AD010007 更改DI 处理信息AFAR0001 External determination of ref. value for dep. calculation AFAR0002 External determination of depreciationAFAR0003 外部转换方式AFAR0004 报废比例值确实定AINT0001 当记帐资产时进行扩展的检查AINT0002 出入流水中冲销帐户的替代...AINT0003 定义投资支持再付款的百分比/金额AINT0004 更改某范围已过帐金额AINT0005 虚拟扩展语法检查. 不使用。
原文地址：计算机文献Warehouse Management Systems (WMS)作者：夢遙兒Warehouse Management Systems (WMS).The evolution of warehouse management systems (WMS) is very similar to that of many other software solutions. Initially a system to control movement and storage of materials within a warehouse, the role of WMS is expanding to including light manufacturing, transportation management, order management, and complete accounting systems. To use the grandfather of operations-related software, MRP, as a comparison, material requirements planning (MRP) started as a system for planning raw material requirements in a manufacturing environment. Soon MRP evolved into manufacturing resource planning (MRPII), which took the basic MRP system and added scheduling and capacity planning logic. Eventually MRPII evolved into enterprise resource planning (ERP), incorporating all the MRPII functionality with full financials and customer and vendor management functionality. Now, whether WMS evolving into a warehouse-focused ERP system is a good thing or not is up to debate. What is clear is that the expansion of the overlap in functionality between Warehouse Management Systems, Enterprise Resource Planning, Distribution Requirements Planning, Transportation Management Systems, Supply Chain Planning, Advanced Planning and Scheduling, and Manufacturing Execution Systems will only increase the level of confusion among companies looking for software solutions for their operations.Even though WMS continues to gain added functionality, the initial core functionality of a WMS has not really changed. The primary purpose of a WMS is to control the movement and storage of materials within an operation and process the associated transactions. Directed picking, directed replenishment, and directed put away are the key to WMS. The detailed setup and processing within a WMS can vary significantly from one software vendor to another, however the basic logic will use a combination of item, location, quantity, unit of measure, and order information to determine where to stock, where to pick, and in what sequence to perform these operations.Do You Really Need WMS?Not every warehouse needs a WMS. Certainly any warehouse could benefit from some of the functionality but is the benefit great enough to justify the initial and ongoing costs associated with WMS? Warehouse Management Systems are big, complex, data intensive, applications. They tend to require a lot of initial setup, a lot of system resources to run, and a lot of ongoing data management to continue to run. That’s right, you need to "manage" your warehouse "management" system. Often times, large operations will end up creating a new IS department with the sole responsibility of managing the WMS.The Claims:WMS will reduce inventory!WMS will reduce labor costs!WMS will increase storage capacity!WMS will increase customer service!WMS will increase inventory accuracy!The Reality:The implementation of a WMS along with automated data collection will likely give you increases in accuracy, reduction in labor costs (provided the labor required to maintain the system is less than the labor saved on the warehouse floor), and a greater ability to service the customer by reducing cycle times. Expectations of inventory reduction and increased storage capacity are less likely. While increased accuracy and efficiencies in the receiving process may reduce the level of safety stock required, the impact of this reduction will likely be negligible in comparison to overall inventory levels. The predominant factors that control inventory levels are lot sizing, lead times, and demand variability. It is unlikely that a WMS will have a significant impact on any of these factors. And while a WMS certainly provides the tools for more organized storage which may result in increased storage capacity, this improvement will be relative to just how sloppy your pre-WMS processes were.Beyond labor efficiencies, the determining factors in deciding to implement a WMS tend to be more often associated with the need to do something to service your customers that your current system does notsupport (or does not support well) such as first-in-first-out,cross-docking, automated pick replenishment, wave picking, lot tracking, yard management, automated data collection, automated material handling equipment, etc.SetupThe setup requirements of WMS can be extensive. The characteristics of each item and location must be maintained either at the detail level or by grouping similar items and locations into categories. An example of item characteristics at the detail level would include exact dimensions and weight of each item in each unit of measure the item is stocked (each, cases, pallets, etc) as well as information such as whether it can be mixed with other items in a location, whether it is rack able, max stack height, max quantity per location, hazard classifications, finished goods or raw material, fast versus slow mover, etc. Although some operations will need to set up each item this way, most operations will benefit by creating groups of similar products. For example, if you are a distributor of music CDs you would create groups for single CDs, and double CDs, maintaining the detailed dimension and weight information at the group level and only needing to attach the group code to each item. You would likely need to maintain detailed information on special items such as boxed sets or CDs in special packaging. You would also create groups for the different types of locations within your warehouse. An example would be to create three different groups (P1, P2, P3) for the three different sized forward picking locations you use for your CD picking. You then set up the quantity of single CDs that will fit in a P1, P2, and P3 location, quantity of double CDs that fit in a P1, P2, P3 location etc. You would likely also be setting up case quantities, and pallet quantities of each CD group and quantities of cases and pallets per each reserve storage location group.If this sounds simple, it is…well… sort of. In reality most operations have a much more diverse product mix and will require much more system setup. And setting up the physical characteristics of the product and locations is only part of the picture. You have set up enough so that the system knows where a product can fit and how many will fit in that location. You now need to set up the information needed to let the system decide exactly which location to pick from, replenish from/to, and put away to, and in what sequence these events should occur (remember WMS is all about “directed” movement). You do this by assigning specific logic to the various combinations of item/order/quantity/location information that will occur.Below I have listed some of the logic used in determining actual locations and sequences.Location Sequence. This is the simplest logic; you simply define a flow through your warehouse and assign a sequence number to each location. In order picking this is used to sequence your picks to flow through the warehouse, in put away the logic would look for the first location in the sequence in which the product would fit.Zone Logic. By breaking down your storage locations into zones you can direct picking, put away, or replenishment to or from specific areas of your warehouse. Since zone logic only designates an area, you will need to combine this with some other type of logic to determine exact location within the zone.Fixed Location. Logic uses predetermined fixed locations per item in picking, put away, and replenishment. Fixed locations are most often used as the primary picking location in piece pick and case-pick operations, however, they can also be used for secondary storage.Random Location. Since computers cannot be truly random (nor would you want them to be) the term random location is a little misleading. Random locations generally refer to areas where products are not stored in designated fixed locations. Like zone logic, you will need some additional logic to determine exact locations.First-in-first-out (FIFO). Directs picking from the oldest inventory first.Last-in-first-out (LIFO). Opposite of FIFO. I didn't think there were any real applications for this logic until a visitor to my site sent an email describing their operation that distributes perishable goods domestically and overseas. They use LIFO for their overseas customers (because of longer in-transit times) and FIFO for their domestic customers.Pick-to-clear. Logic directs picking to the locations with the smallest quantities on hand. This logic is great for space utilization.Reserved Locations. This is used when you want to predetermine specific locations to put away to or pick from. An application for reserved locations would be cross-docking, where you may specify certain quantities of an inbound shipment be moved to specific outbound staging locations or directly to an awaiting outbound trailer.Maximize Cube. Cube logic is found in most WMS systems however it is seldom used. Cube logic basically uses unit dimensions to calculate cube (cubic inches per unit) and then compares this to the cube capacity of the location to determine how much will fit. Now if the units are capable of being stacked into the location in a manner that fills every cubic inch of space in the location, cube logic will work. Since this rarely happens in the real world, cube logic tends to be impractical.Consolidate. Looks to see if there is already a location with the same product stored in it with available capacity. May also create additional moves to consolidate like product stored in multiple locations.Lot Sequence. Used for picking or replenishment, this will use the lot number or lot date to determine locations to pick from or replenish from.It’s very common to combine multiple logic methods to determine the best location. For example you may chose to use pick-to-clear logic within first-in-first-out logic when there are multiple locations with the same receipt date. You also may change the logic based upon current workload. During busy periods you may chose logic that optimizes productivity while during slower periods you switch to logic that optimizes space utilization.Other Functionality/ConsiderationsWave Picking/Batch Picking/Zone Picking. Support for various picking methods varies from one system to another. In high-volume fulfillment operations, picking logic can be a critical factor in WMS selection. See my article on Order Picking for more info on these methods.Task Interleaving. Task interleaving describes functionality that mixes dissimilar tasks such as picking and put away to obtain maximum productivity. Used primarily in full-pallet-load operations, task interleaving will direct a lift truck operator to put away a pallet on his/her way to the next pick. In large warehouses this can greatly reduce travel time, not only increasing productivity, but also reducing wear on the lift trucks and saving on energy costs by reducing lift truck fuel consumption. Task interleaving is also used with cycle counting programs to coordinate a cycle count with a picking or put away task.Integration with Automated Material Handling Equipment. If you are planning on using automated material handling equipment such as carousels, ASRS units, AGNS, pick-to-light systems, or separation systems, you’ll want to consider this during the software selection process. Sincethese types of automation are very expensive and are usually a core component of your warehouse, you may find that the equipment will drive the selection of the WMS. As with automated data collection, you should be working closely with the equipment manufacturers during the software selection process.Advanced Shipment Notifications (ASN). If your vendors are capable of sending advanced shipment notifications (preferably electronically) and attaching compliance labels to the shipments you will want to make sure that the WMS can use this to automate your receiving process. In addition, if you have requirements to provide ASNs for customers, you will also want to verify this functionality.Yard Management. Yard management describes the function of managing the contents (inventory) of trailers parked outside the warehouse, or the empty trailers themselves. Yard management is generally associated with cross docking operations and may include the management of both inbound and outbound trailers.Labor Tracking/Capacity Planning. Some WMS systems provide functionality related to labor reporting and capacity planning. Anyone that has worked in manufacturing should be familiar with this type of logic. Basically, you set up standard labor hours and machine (usually lift trucks) hours per task and set the available labor and machine hours per shift. The WMS system will use this info to determine capacity and load. Manufacturing has been using capacity planning for decades with mixed results. The need to factor in efficiency and utilization to determine rated capacity is an example of the shortcomings of this process. Not that I’m necessarily against capacity planning in warehousing, I just think most operations don’t really need it and can avoid the disappointment of trying to make it work. I am, however, a big advocate of labor tracking for individual productivity measurement. Most WMS maintain enough data to create productivity reporting. Since productivity is measured differently from one operation to another you can assume you will have to do some minor modifications here (usually in the form of custom reporting).Integration with existing accounting/ERP systems. Unless the WMS vendor has already created a specific interface with your accounting/ERP system (such as those provided by an approved business partner) you can expect to spend some significant programming dollars here. While we are all hoping that integration issues will be magically resolved someday by a standardized interface, we isn’t there yet.Ideally you’ll want an integrator that has already integrated the WMS you chose with the businesssoftware you are using. Since this is not always possible you at least want an integrator that is very familiar with one of the systems.WMS + everything else = ? As I mentioned at the beginning of this article, a lot of other modules are being added to WMS packages. These would include full financials, light manufacturing, transportation management, purchasing, and sales order management. I don’t see this as a unilateral move of WMS from an add-on module to a core system, but rather an optional approach that has applications in specific industries such as 3PLs. Using ERP systems as a point of reference, it is unlikely that this add-on functionality will match the functionality ofbest-of-breed applications available separately. Ifwarehousing/distribution is your core business function and you don’t want to have to deal with the integration issues of incorporating separate financials, order processing, etc. you may find these WMS based business systems are a good fit.Implementation TipsOutside of the standard “don’t underestimate”, “thoroughly test”, “train, train, train” implementation tips that apply to any business software installation ,it’s impor tant to emphasize that WMS are very data dependent and restrictive by design. That is, you need to have all of the various data elements in place for the system to function properly. And, when they are in place, you must operate within the set parameters.When implementing a WMS, you are adding an additional layer of technology onto your system. And with each layer of technology there is additional overhead and additional sources of potential problems. Now don’t take this as a condemnation of Warehouse Management Systems. Coming from a warehousing background I definitely appreciate the functionality WMS have to offer, and, in many warehouses, this functionality is essential to their ability to serve their customers and remain competitive. It’s just important to note that every solution has its downsides and having a good understanding of the potential implications will allow managers to make better decisions related to the levels of technology that best suits their unique environment。
