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Warehouse Management Essays

Warehouse Management Essays (Examples)

572 results for “Warehouse Management” .

Warehouse Management Systems WMS the

elow, we study, both the primary and secondary drivers, to get a clear picture of WMS. Choosing a WMS Primary drivers include a group of fundamental functions and operatives of a warehouse system like the software components, technology, cost, support and other utilities as well as the precise graphic business necessities. elow is the further explanation of the applications included in the primary drivers (Sahay and Gupta, 2003). Software Components Software components and the operations play a huge part in the advancing market and rising competition. The more efficient and updated the software components, the better the pace of the implementation of the functions of the warehouse, as well as the transferability and amalgamation of the advanced software application and prior-used components with new ones, etc. (Sahay and Gupta, 2003). Technology With the increasing competition in the market, technological advancements have paved their way into becoming one of the essentials…

Helo, P and Szekely, B. (2005). Logistics information systems. An analysis of software solutions for supply systems chain co-ordination. University of Vaasa, Industrial Management, Vaasa, Finland.

Nynke Faber, Rene, (Marinus) B.M. de Koster and Steef L. van de Velde. (2002). Linking warehouse complexity to warehouse planning and control structure. An exploratory study of the use of warehouse management systems. Rotterdam School of Management, Erasmus University, Rotterdam, the Netherlands

Sahay, B.S. And Gupta a.K. (2003). Development of software selection criteria for supply chain solutions. Management Development Institute, Gurgaon, India.

Warehouse Management Systems (WMS)

Warehouse Management Systems Why Is

The use of analytics for redefining inventory strategies based on greater visibility and more efficient optimization of resources is yielding a 20 - 30% reduction in inventory carrying costs, according to research on this best practice done by Aberdeen Group (22) in its report, Best Practices in International Logistics. The study concludes that greater visibility of inventory dynamics with analytics and better planning coordination with manufacturing, suppliers and buyers can manufacturers together can enable order management systems to be more effective through the use of a more integrated WMS platform. Integration with and synchronization between a state-of-the-art WMS and other critical systems in an organization including the CM, Enterprise esource Planning (EP), Supply Chain Planning, Pricing, and Service all must contribute to the highest level of inventory accuracy possible. Organizations that commit to implementing a WMS at a strategic level are doing so to first create a more agile warehouse…

Warehouse Management Systems The Costs vs The

Warehouse Management Systems: THE COSTS VS. THE BENEFITS Warehouse Management Systems enhance all warehouse operations through advanced technology and operating processes ("Warehouse Management Systems (WMS)," 2004). It combines computer hardware, computer software and external equipment with new operating practices in order to manage inventory, space, labor and equipment in warehouses and distribution centers ("Warehouse Management Systems (WMS)," 2004). This paper will take a look at how a WMS works, as well as the challenges and advantages to having one. A WMS should at least help the warehouse employees perform their daily duties, but they can also be advanced enough to replace the employees all together (Muehlbauer, 2011). egardless of how advanced it is, every WMS utilizes at least two key elements -- portable computer terminals and barcodes. The portable computer terminals help the warehouse employees track the work that they perform in real time (Muehlbauer, 2011). The use of barcodes…

Anonymous. (2002). "WMS drives efficient parts distribution." Modern Materials Handling. 57:12, 55.

Eclipse Systems Pvt. Ltd. (2004) "Warehouse Management Systems (WMS)" Retrieved November 13, 2011 from www.bestwms.com/about_wms.htm .

Muehlbauer, Bill. Distribution Strategies. "What is a Warehouse Management System?"

Retrieved November 13, 2011 from www.distributionstrategies.net/uploads/What_is_a_WMS.pdf .

Facility Layout in Warehouse Management

Facilities Layout The future of warehouse will primarily be based on software, which will choreograph most of the work in tomorrow's warehouse. In essence, the warehouse of the future will not be based on technology but be centered on a combination of technology, machine, and human resource. The use of this blend as the basis for future warehouse is fueled by the different forms of innovation that take place in the realm of technology. Notably, the use of technology to drive work in tomorrow's warehouse is also based on the need to achieve considerable operational metrics that exceed the requirements of customer service while supporting the movement of goods in more profitable means. Therefore, technology will play a crucial role in management of warehouse and distribution center in future. As a result, there is need for organizations to consider how flexibility can be incorporated in warehouse planning and design in…

Freese, T.L. (2000, June). The Dock: Your Warehouse's Most Valuable Real Estate. Material Handling Management, 55(6), 97-101.

Graham, D.D. (2003, April). Warehouse of the Future. Frontline Solutions, 4(4), 20.

"The Warehouse of the Future." (2014). Vocollect. Retrieved July 4, 2014, from http://vocollect.com/uploads/landing-page/wotf/the-warehouse-of-the-future-2014.pdf

Warehousing Warehouse Management Systems Warehouse

Also, the right products should be shipped to the right locations and this makes WMS labor-intensive and complex. However, a well established WMS is essential to reduce incidents and loss. Customer Service An effective WMS is essential to ensure a high quality customer service. Errors in deliveries can lead to empty shelves and in turn, this will result in a financial loss for the company because the product was not available for sale. Also, customers will be unhappy if they see empty shelves all the time. They will also be dissatisfied if products are not delivered within the stipulated time. To prevent these problems, a state-of-the-art WMS is necessary. Logistics Cost Logistical costs account for roughly 9% of a company's total sales price (Van Den Berg, 2007). Though it depends on the industry to a large extent, the costs are nevertheless significant. These costs are likely to increase with a…

Van Den Berg, Jeroen. (2007). Integral Warehouse Management. Publisher: Lulu.com.

Richards, Gwynee. (2011). Warehouse Management: A Complete Guide to Improving Efficiency and Minimizing Costs in the Modern Warehouse. London: Kogan Page Publisher

warehouse management information'systems and technology

1. Privacy laws are continually in flux. The most recent blow to consumer privacy was the 2017 Congressional overturning of Internet privacy protections. According to the ACLU, those pro-privacy laws “would have prevented ISPs from sharing our browsing history with advertisers, forced ISPs to be clear about what information they’re collecting, and required ISPs to take reasonable steps to protect our data from hackers,” (ACLU, 2018). Several states, including Alaska, Washington, Oregon, Hawaii, and most of the Northeast have since begun the difficult process of working to reinstate Internet privacy laws (ACLU, 2018). The decision made in Washington, supported by the Trump administration, bequeaths a tremendous amount of power to Internet Service Providers (ISPs), giving them leeway and control over consumer information. Prior to this federal legislation, ISPs were not able to share customer data such as browsing history with marketers. The only potential benefit to customers would have been…

Warehouse of the Future Software

This form of technology serves to not only eliminate unneeded expenses, as it does the work that previously required numerous employees and technology formats, at a relatively low costs, it tracks and ships merchandise quicker and more accurately. Whereas in the past the function of product tracking and inventory maintenance involved a complex system of labels, bar codes and inkjet stenciling, according to Carver, "With RFID you have the ability to encode additional data, allowing you to track merchandise more precisely." During the 1990s, the "future" of warehouses was seen as involving highly automate functions involving scanning and bar coding. However, these technologies were not only expensive to purchase, they were even more costly to implement into the warehouse's overall operation scheme. Thus, the result was that many warehouses failed to become automated due to the expense involved. The future warehouses on the other hand, which like those of the…

Graham, Douglass. "Warehouse of the Future: Software will Choreograph Tomorrow's Warehouse Work." Frontline Solutions. Duluth: Frontline, April 2003.

Thompkins, James, a., Smith, Jerry D. The Warehouse Management Handbook. Minneapolis: Tompkins Press, 1998.

Managing Projects Operations and Information

The performance of each team member depends on the performance of all others, this being a team project. Constraints include time and financial resources; as such improvement requires permanent improvement effort. isk Management. No risk has been identified related to the project's completion. Monitoring and Controlling Mechanisms. The data analysts will develop a metric system to measure each member's performance on a weekly basis. This weekly performance will be submitted to the project manager for potential adjustments. V. Operations management plan Operations Strategy. An easy way to understand the meaning of operations strategy is to break the word into the two separate words: operations and strategy - these words being the opposite of each other (Slack & Lewis, 2002). 'Operations' is about the functions and procedures regarding the day-to-day processes, while 'strategy' is about the direction and scope of an organisation over a long period of time. The operations strategy…

Aberdeen Group. 2008. Operational KPIs and Performance Management -- Are Your Daily Decisions Based on Fact?, http://www.aberdeen.com/

Cooper, M. & Lambert D. 2000. Issues in Supply Chain Management. Industrial Marketing Management, vol. 29: pp. 65-83.

Johnson, J. C. And Wood, D.F. 1996. Contemporary Logistics, N.J.: Prentice Hall Upper Saddle Creek.

Keah C.R.K. And Handfield, R.B. 1998 .Supply Chain Management: Supplier Performance and Firm Performance. International Journal of Purchasing and Materials Management: pp.2-9.

Management Part I The Biggest

(Bhatnagar, 2004) PART III INSTRUCTIONS The following Decentralization orksheet contains some observations on decentralizing. As you review each of the statements, provide an example that illustrates why this statement is important and related problems and benefits of the situation or condition indicated in the statement. SELECT ANY 2 Decentralization orksheet: A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager's workload creates pressure for decentralization because only a single person can accomplish a finite level of work. As with many facets of management, there are advantages and disadvantages to decentralization. Question The greater the diversity of products, the greater the decentralization. An organization, such as a national supermarket chain, that sells a diversity of products will benefit from decentralization because decentralization allows local and regional managers to tailor the selection of goods to the specific market -- and also prevents…

Bhatnagar, Parija (17 Nov 2004) "The Kmart-Sears Deal." CNN/Money. Retrieved 20 Jan 2005 at http://money.cnn.com/2004/11/17/news/fortune500/sears_kmart/?cnn=yes

CNN.com (17 Feb 2004) "Cingular nabs At & T. Wireless for $41 B." CNN.com. Retrieved 20 Jan 2005 at http://money.cnn.com/2004/02/17/technology/cingular_att

Managing People -- Wal-Mart Summary of the

Managing People -- Wal-Mart Wal-Mart Summary of the Company and Facts Wal-Mart is among many multi-national retail businesses that are well-known. It runs chains of large discount department stores and warehouses all over the world though it's an American multinational retailer corporation. It is also the biggest private employer in the world, to employ such a big number of workers can be very challenging and hence the employee relationship with the management requires thorough evaluation. With corporations such as Wal-Mart always chasing to grow higher and getting better returns come with the temptations to go really wrong in many ways. Wal-Mart does a lot right; it has expanded its productivity by being more efficient and leaner when compared to many companies. Shoppers accrue a lot of benefits from the expansion of Wal-Mart. Like all this retail businesses the employees in Wal-Mart are given low wages, they work on part-time conditions…

Ludensky, A. (2008).Wal-mart's Labor problem. Retrieved November 23, 2012 from http://campusprogress.org/articles/wal-marts_labor_problem

Cherry, K. (2009).Hierarchy of needs. Retrieved November 23, 2012 from http://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm

Unlimited marketing. (2012). Walmart Workers For Change.Retrieved November 23, 2012 from http://www.walmartworkersforchange.org/2012/08/walmart-works-to-empower-women/

DE-DE Group LLC (2012). Wal-Mart Workers on Strike. Retrieved November 23, 2012 from https://www.thunderclap.it/projects/653-walmart-workers-on-strike

Warehouse Stock Records An Analysis

Agreeing upon audit expectations goes a long ways in solidifying the workers' perspective of their own role in helping to keep track of warehouse stock and how they can benefit the company. When set up properly and carried out thoroughly and regularly, an audit is one of the best tools a business has in helping to keep warehouse stock inventories well managed and in keeping records accurate and reliable. There are many contributing factors to warehouse stock record inaccuracies and in keeping the warehouse employees as productive and efficient as possible. Many of the causes of warehouse stock record inaccuracies are very basic in nature, and stem from an improper balance between prudent, logical actions and a businesses inability to keep track of their products, stock, and employees. When businesses understand the factors in keeping stock accurately accounted for and safe, they can build and grow through time and money…

DeHoratius, Nicole and Raman, Ananth. (2008). "Inventory Record Inaccuracy: An

Empirical Analysis." Management Science, August 2008.

Ernst, R., Guerrero, J. And Roshwalb, A. (1993). "A Quality Control Approach for Monitoring Inventory Stock Levels." Journal of the Operational Research Society, 44, 1115-1127.

Johnson, J, R., Leitch, R.A., and Neter, J. (1981). "Characteristics of Errors in Accounts

Management Global Logistics Management How

Logistics refers to all the move and store actions from the point of raw materials attainment to the point of final use. Effective and efficient logistics management is a key to the success of business firms as well as to Just in time (Lai and Cheng, n.d.). Logistics management is so crucial for JIT because the entire premise is that a company orders just the product that it needs and it is supposed to arrive just as they need it. If the product does not arrive on time them the company has no product to sell and if they product arrives too early then they more than likely will have storage issues in regards to the product. eferences Azaria, Erez. (2009). Supplier Consolidation in Weakening Economy. etreived May 20, 2010, from Supply Excellence Web site: http://www.supplyexcellence.com/blog/2009/03/09/supplier-consolidation-in-weakening-economy/ Fernie, John and Sparks, Leigh. (n.d.). etail logistics: changes and challenges. etreived May 20,…

Azaria, Erez. (2009). Supplier Consolidation in Weakening Economy. Retreived May 20, 2010,

from Supply Excellence Web site:

http://www.supplyexcellence.com/blog/2009/03/09/supplier-consolidation-in-weakening-economy/

Fernie, John and Sparks, Leigh. (n.d.). Retail logistics: changes and challenges. Retreived May

Management of Information Systems Business Strategy Lessons

Management of Information Systems Business Strategy: Lessons to Be Learned From the Clinic and esort Cases about the Creation, Implementation and Use of Business Intelligence The objective of this work is to examine the lessons to be learned from the clinic and resort cases about the creation, implementation and use of business intelligence in management of information systems business strategy. Business intelligence is described as the "business capability of extracting actionable insight from business and market data to support better decision-making and improved corporate performance." (The Business Intelligence Guide, 2011) Furthermore, Business Intelligence is the business reported to be the "most wanted technology by business across the world" because business intelligence "even in current times of economic downturn, when IT budgets are being cut, is still at the top of the list of urgently needed business capabilities." (The Business Intelligence Guide, 2011) The critical need for business intelligence was learned…

Briggs, Linda L. (2011) BI Case Study: Hospitality Firm Clean Up with BI. 26 Jul 2011. TDWI. Retrieved from: http://tdwi.org/Articles/2011/07/26/Case-Study-Hospitality-Firm.aspx?Page=1

Business Intelligence (2011) The Business Intelligence Guide. Retrieved from: http://thebusinessintelligenceguide.com/bi_solutions/index.php

Konitzer, Kate and Cummens, Mike (2011) Case Study: Using Analytics to Improve Patient Outcomes and Billing Accuracy at Marshfield Clinic. TDWI. 11 Jul 2011. Retrieved from: http://tdwi.org/Articles/2011/07/11/CASE-STUDY-Using-Analytics-to-Improve-Patient-Outcomes-and-Billing-Accuracy-at-Marshfield-Clinic.aspx?Page=1

Managing Behaviors & Teaching Social Skills Antisocial

Managing Behaviors & Teaching Social Skills Antisocial behavior in schools in on the rise and has become a concern in school systems, from both a learning perspective and from a safety perspective, as well. Previously, schools have dealt with such behaviors using punitive measures such as expulsion, or even law enforcement measures to attempt to discourage youth from behaving in an undesirable manner. These programs have had little or no effect on curbing behavior problems in schools. Second Step and Boys Town are programs, which implement a positive approach to behavior management. These programs teach youth alternatives to violence and stress problem solving, coping, and conflict management. These programs have had considerably greater success than their predecessors. This research will qualitatively explore the theoretical issues behind the success of these two programs and take a critical look at them to explore ways in which they may be further improved for…

Butterworth, F. (1998, July 26). Why the South's murder rate is so high. The New York Times on the Web. ( http://www.nytimes.com )

Capra. F. (1996). The Web of Life. New York: Anchor Books.

Carlson, N.R. (1994). Physiology of behavior. Boston: Allyn & Bacon

Cohen, D., Nisbett, R.E., & Bowdle, B.F. (1996). Insult, aggression, and the southern culture of honor: an "experimental ethnography." Journal of Personality and Social Psychology, 70, 945-960.

Warehouse Role in Postponement Over

Where, you are bringing different elements of the business together, to be able to effectively address various supply chain issues. The most notable include: the business model, inventory reduction strategies / risk reduction strategies, inventory levels and effective warehousing. The business model is: where they are examining how the current model, could help to contribute to various supply chain related issues. The inventory reduction / risk reduction strategies are: when the business is seeking out ways to reduce the inventory levels and possible risks as much as possible. Inventory levels are when you are monitoring the effectiveness of using this strategy. Effective warehousing is when the company is utilizing its different warehouse space, to effectively control the inventory levels. These different elements are important, because they illustrate how the warehouse would play a vital role in the postponement process. Where, it is playing role in helping a company to: store,…

Baker, P, 2008, Design for Postponement and Operation of Distribution Centers,

The Role, Design and Operation of Distribution Centers, PHD Thesis, Canfield University

Bates, A, 1977, 'Warehouse Retailing', California Management Review, vol. 20-page 74.

Chiou, J, 2002, 'The Adoption of Form Postponement Strategy in a Global Logistics System', Journal of Business Logistics, vol. 23, no. 1, pp. 107 -- 125.

Management Wal-Mart Success Sam Walton's

Branching out into new sectors of retailing - Wal-Mart has become a major pharmacy, an automotive repair shop, and a grocery retailer. This is just one example of success. It demonstrates Sam Walton's vision of being the best retailer around. After a store expands physically and geographically, it must then expand in terms of what they sell by branching out and competing with other businesses. The conventional retail business of Wal-Mart has been to sell discount and house wares and plastic goods, clothing, sporting goods, and toys. Other departments have include but have not been limited to stationary and office supplies, hardware, home improvement, paint supplies, arts and crafts, cosmetics and toiletries, shoes, books and magazines, greeting cards, and confectionery. Wal-Mart has also branched out into home electronics, automotive supplies, pharmaceuticals, jewelry sales, photo finishing, travel planning, along with home gardening. After that Wal-Mart moved into the grocery store business…

Caban, Jennifer. (2007). Financial Success of Wal-Mart. Retrieved July 23, 2010, from http://www.associatedcontent.com/article/260675/financial_success_of_walmart_pg2.ht ml?cat=55

Carmichael, Evan. (2010). Wal-Mart - Sam Walton's Success Story. Retrieved July 23, 2010,

from Ezine Articles Web site: http://ezinearticles.com/?Wal-Mart-Sam-Waltons -

Success-Story&id=356631

Systems to Manage Warehouses

Warehousing Management Systems When it comes to warehousing, times are definitely changing. The past meant a lot of paperwork for the warehouse, and it was still possible for things to get lost in the shuffle. That brought about the realization that state-of-the-art warehouse management systems are critical to the operate of a modern warehouse, for a number of reasons (Atkinson, 2002). Those reasons will be explored here, along with how warehouse management systems have changed the landscape and what they have provided to people in that industry. It is now much easier for items to travel to and from the warehouse on schedule, and more likely that items leaving the warehouse will arrive at the right destination (Atkinson, 2002). But warehouse management systems do much more than that. They also ensure that everything is handled correctly within the warehouse. They are vitally important in the modern warehouse because of the…

Anonymous. (2002). WMS drives efficient parts distribution. Modern Materials Handling, Boston, 57(12).

Atkinson, W. (2002). Value-added services from 3 PLs and public warehouses: What to look for. Logistics Management, 41(10): W8-11.

McKnight, D. (1999). A practical guide to evaluating the functional utility of warehouses. The Appraisal Journal, 67(1): 29-37.

Supply and Chain Management Supply

This will make sure that there is no backtrackings and bottlenecks existing between the center operations and the distribution centers. Therefore, along with establishing efficiency, particular levels of efficiency should be maintained. Put-a-way is also supposed to be done on demand a system commonly referred to as slotting. 4. What do you think were some of the reasons for the failure? The main reason of failure could have been attributed to lack of process monitoring, financially, product flow as well as the information required for directing the operations of supply in the warehouse. There was also lack of efficiency of the facilities. Another striking feature that was responsible for the failure was the depressed employees who could not coordinate the functions of the system well. Increased inventory keeping was also a major cause of the failure realized in this case. The cause of all these was the lack of real…

Auto Supply Chain Supply Chain Management in

Auto Supply Chain Supply Chain Management in the Auto Industry The benefits of effective supply chain management are manifold. The ability to project sales, production, demand and inventory in correlation to one another is essential to ensuring that an automaker maintains critical demand schedules. Benefits and Risks: Remarkably, the benefits and risks of supply chain management in the automotive industry are closely intertwined today. On one end of the spectrum, auto makers are finding that there is a sudden surge in demand for both automobiles and associated parts. According to the text by Miziolek (2011), maintaining a rapid and responsive supply chain strategy has helped many automakers to stay on pace with this rising demand. However, there is a considerable risk that many face today. As Miziolek notes, the sudden rise in an industry that was struggling to stay afloat half a decade ago means that demand for shipping needs…

IBM. (2012). The Smarter Supply Chain. Ibm.com.

Kilcarr, S. (2012). Supply Chain Concerns Among Top Auto Industry Worries. Fleetowner.com.

Miziolek, A. (2011). Automotive Supplier and Supply Chain Issues. Dykema.

Ross Dress for Less Applied Management Applied

Ross Dress for Less: Applied Management Applied Management Analysis of Ross Dress for Dress Understanding how an organization works means understanding what truly motivates people. There are certain fundamental consistencies that form the foundation for the behavior of all individuals that can be identified and then modified to reflect individual differences (Robbins, 2001). In this regard, the management at Ross has set a clear course for the company, one that is focused on providing its customers with a sense of value in their overall shopping experience. Customer Relationship Management (CRM) is "a corporate philosophy because it is a fundamental approach to doing business. That approach is to be customer-focused and customer-driven, running all aspects of your business to satisfy your customers by addressing their requirements for products and by providing high-quality, responsive service" (Seybold, 2002, p. 3). The objectives of CRM are fairly straightforward (Seybold, 2002, p. 4), to acquire…

Bailey, S. And Shultz, D.E. (2000). Customer/Brand Loyalty in an Interactive Marketplace. Journal of Advertising Research, 40 (3), 41.

Bielski, L. (2001). How Do You Know Your Relationship Is Working? There's More to CRM Than Semantics and Slick Marketing Slogans. ABA Banking Journal, 93 (10), 28+.

DiCarlo, L. (2003). Ross Stores Booms from Bargain Hunting. Retrieved April 15, 2004, from Forbes.com Web site: http://www.forbes.com/2003/12/11/cx_ld_1211overachievers.html

Gillenson, M.L. (2000). How Electronic Commerce Has Led to the Return of Personalized Marketing. Business Perspectives, 12 (3), 21.

Influence of E-Business on Supply Chain Management

e-Business on Supply Chain Management With an increased competition in the marketplace, one can observe an increase in product offerings in the market. This should lead to shorter product life cycles. It has therefore become essential for retail firms to better manage their supply chain process so that they can better control the supply and demand aspects of their product portfolio. It is, however, interesting to note that with the advancement of information technology, the trends in determining demand and supply forecasts are changing. Experts have now successfully identified the best practices developed and maintained by some of the leading retailing firms. They have utilized this particular information to develop more effective solutions for supply chain management. In order to bring future improvements to the supply chain management of an organization, it is essential to develop an information system of the highest quality, operated and maintained by well-qualified and trained…

Management the 21st Century Has

Information that crawls into the databases or warehouse might be utilized for reasons beyond those initially planned by those filling and amassing the data (Phillips, 1997). Data that might be pleasing in quality for functional databases can be not viable in warehouses that confirm practical strategic business decisions. For case in point, the correctness of the analysis code in an insurance firm's functional database had been immaterial when disbursing insurance claims but might trigger a risk analysis to stop working. From the above mentioned facts it is clear that research needs to be carried out on data mining so as to clarify and recommend solutions to the problems being faced by business executives in their data mining efforts. The purpose of this research is to explain the functions of data mining in favor of business decisions and to define some of the obstacles to its effectual deployment in companies and…

Ahmed, M, Chopoorian, J.A, Khalil, O.E.M, Witherell, R. (2001). Mind Your Business by Mining Your Data. SAM Advanced Management Journal. 66, 2.

English, L. (1996, October 7). Help for data quality problems. Infonnationweek, 53-58,

Fayyad, U.M. (1997). Editorial. Data Mining and Knowledge Discovery, 1(1), 5-10.

Frawley, W., Piatetsky-Shapiro, 0., & Matheus, C.J. (1991). Knowledge discovery in databases: An overview, in Piatetshy-Shapiro, G. And Frawley, W., (ed), Knowledge Discovery in Databases (AAAI Press/MIT Press).

Managing a Start- Firm Tasked Preparing Operating

managing a start- firm tasked preparing operating plan import coffee U.S. Brazil. The plan intend operate coffee import business "Inventory Warehousing policy." Startup The organization will be importing coffee from Brazil and selling it into the United States. The idea behind this strategy is based on both cost efficiencies, as well as the long lasting history of Brazilian coffee, which is highly respected across the entire globe. Still, in order to ensure the final success of the company, it is necessary to devise a strong strategic plan focusing on a multitude of aspects. Some of these aspects include the selection and motivation of the staff members, the purchase of the machineries, the renting of the space and so on. Each of these issues is dealt with in precise order, based on priority and importance. At the present moment, the priority is represented by the creation of an operating plan in…

Jaecques, T., 2002, Logistics planning, Buildings, http://www.buildings.com/ArticleDetails/tabid/3334/Default.aspx?ArticleID=884#top last accessed on February 13, 2012

Lorrette, K., How to set up inventory in a warehouse, Small Business, http://smallbusiness.chron.com/set-up-inventory-warehouse-2348.html last accessed on February 13, 2012

Creating a logistics business plan- questions to consider, Best Logistics Guide, http://www.bestlogisticsguide.com/logistics-business-plan.html last accessed on February 13, 2012

Management of a Fictional Courseware

If the direct and indirect costs are scaled down in line with the loss of business, hopefully this is sufficient to alleviate the capital shortage. In addition to cutting costs, the company should also look for ways to increase revenues to temper the financial impact of some of the loss of business. hile much of the other recommended work falls to senior management and the human resources department, this component of the recommendation falls mainly to the sales staff, along with senior management. The sales staff must creatively pursue new opportunities for incremental revenue growth that will, in concert with the cuts, allow the company to stabilize its financial situation. Increasing revenues, unfortunately, often means increasing the R&D budget due to the time-consuming nature of courseware development (Kang & Goodyear, 1996). This means that new sales growth will likely come from the re-purposing or re-marketing of existing products. The company…

Kang, B. & Goodyear, P. (1996). Representations of instructional purpose in courseware requirements engineering. Computer Aided Learning and Instruction in Science and Engineering.

Lu, C. (2006). Growth strategies and merger patterns among small- and medium-sized enterprises: An empirical study. International Journal of Management. Vol. 23 (3) 523-534.

Rasheed, H. (no date). Turnaround strategies for declining small businesses: The effects of performance and resources. University of North Carolina Wilmington. Retrieved June 6, 2010 from http://www.howardrasheed.com/articles/TurnaroundStrategies.pdf

Managing a Start Firm Despite the Recession

Managing a Start Firm Despite the recession and weak growth in the housing market, the U.S. is still one of the strongest regions for trade. The reason why is because, some of the largest developed and developing economies are conducting business with the U.S. In some form. A good example of this can be seen by looking at the below table (which is illustrating the largest import and export partners of the United States). Largest Trading Partners of the Unites States Country Imports Exports China Mexico Canada Japan ("United States," 2012) The figures are showing how the U.S. is one of the largest countries for conducting any kind of commerce. In the case of the startup firm that we are managing, this is an opportunity to be able to expand market share. To achieve this objective requires creating a business plan that will examine the products to be imported /…

ABF Freight Systems. (2012). ABFS. Retrieved from: http://www.abfs.com/rteguide/mexico/

China. (2012). CIA World Fact Book. Retrieved from: https://www.cia.gov/library/publications/the-world-factbook/geos/ch.html

Consumer Research. (2011). Mango.org. Retrieved from: http://www.mango.org/media/52400/consumer_research_executive_summary.pdf

Forwarder Express. (2012). Forward Express. Retrieved from: http://www.forwarderexpress.com/Price_List.html

Managing the automation industry

Introduction The automotive industry segment within the economy of the United States is a fundamental employer as well as a key donor of the American Gross National Product. The automotive industry segment is one that faces intense and comprehensive competition not only locally but also internationally. In recent times, the automotive industry has experienced deterioration in the revenues and profits generated and a decline in the market share as well as a lack of major employment opportunities. Within this similar timespan, the automotive industry has experienced major problems owing to the increases in the level of importation of vehicles and their corresponding parts from Europe and Asia as they have attained a greater market share as well as sales volumes. The purpose of this report to is to examine the different strategies and tactics employed by General Motors and Toyota Motor Corporation. These two companies are some of the biggest…

Managing Sustainability Bt Group in UK

These tiny particles are poison and damage the green effect. For the reason that they reflect solar energy back into space they have a preservation result on the world. Ocean current is a problem because it has an effect on the greenhouse. Also, ocean currents are something that has been able to move vast amounts of all heat all over the planet. Also, winds are what push horizontally towards the sea surface and then also drive the ocean current patterns. There are as well interactions among the ocean and atmosphere can likewise create phenomena for instance El Nino which happens every 2 to 6 years. Graph 4 a low greenhouse gas emissions in the UK Earth orbital changes have an effect on the greenhouse management. The organization has been able to find out that earth makes one full orbit around the sun every year. The earth is tilted at an…

Baue, B., 2013. Threading the Needle: How BT Integrates Climate Stabilization with Economic Prosperity (Economics). [Online]

Available at: http://www.sustainablebrands.com/news_and_views/new-metrics/bt-climate-stabilization-economic-prosperity [Accessed 30 March 2014].

BT, 2014. BT Trace. Supply chains that flow. [Online]

Available at: http://www.globalservices.bt.com/uk/en/products/bttrace [Accessed 30 March 2014].

Management and Leadership

Primal Leadership vs. Getting Things Done "Primal Leadership" by Daniel Goleman applies the concepts of emotional intelligence to leadership. The book postulates that a leader must spread positivity and radiate energy and enthusiasm and not negativity and dissonance in order to lead an organization towards success. Indeed, the emotional task of a leader is primal, according to Goleman. Leaders in today's organizations must "drive the collective emotions in a positive direction" and clear the smog created by toxic emotions. If the organization's members' emotions are pushed towards enthusiasm, performance will accelerate. If, however, people are driven towards "rancor and anxiety," performance will suffer as the people are thrown off stride. The trick for leaders to push their organization's members in a positive direction emotionally is emotional intelligence. How leaders handle themselves and their own relationships is the leading controller of top organizational performance: "Leaders who maximize the benefits of primal…

Efficient Utilization of Space Warehouse Effectiveness

Warehouse Efficiency One of the core objectives of warehousing is to maximize the efficient use of warehouse resources, one of which is space. The term efficiency essentially describes the extent to which the actual level of output compares with the maximum level that would be produced if resources were utilized to maximum capacity. This, in terms of warehouse space, can be interpreted as a measure of the actual units stored vis-a-vis the units that would be stored if the available space was used to full capacity. Very often, companies believe that they need to relocate to bigger premises; yet they have enough space and are just not using it efficiently. Ineffective utilization of warehouse space limits a facility from realizing its full potential, as it imposes additional costs of building and/or obtaining new space, which may not be necessary at the time. Further, it drives a facility to incur unnecessary…

Hudock, B. (2014). How to Maximize Warehouse Space When Expansion isn't an Option. Tompkins International. Retrieved 11 September 2014 from http://www.tompkinsinc.com/article/2004/how-maximize-warehouse-space-when-expansion-isnt-option/

McKnight, D. (1999). A Practical Guide to Evaluating the Functional Utility of Warehouses. The Appraisal Journal, 67(1): 29-37.

Theories of Supply Chain Management Reflection

Managing the Supply Chain Research an extended enterprise supply chain and identify key issues Value driven supply chains are based on a variety of practices and assumptions. They tend to use the supply chain management to create a competitive advantage to improve a company's performance. The benefit of strategic supply chain management is seen in how an enterprise like Wal-Mart has used its supply chain to obtain an advantage over rivals. For instance, Wal-Mart excels in terms of cost and speed by erecting all domestic outlets within a day's drive of a warehouse and operating a trucking fleet. It has created economies of scale and distribution speed that peers cannot match. When K-Mart decided to compete against Wal-Mart head to head in terms of price, the sophisticated logistic system of Wal-Mart enabled it to withstand the price battle. Unfit to beat its competitor's costs and speed, K-Mart plunged into bankruptcy.…

Inventory and Supply Chain Management

As is shown in the case, CCBCC begins with an intensive commitment to the initial collaborative planning phases of ensuring front end alignment with their distribution channel partners. Joint business plans ensure the company has the ability to effectively plan for spikes in demand more effectively than traditional, and less flexible means allow for. The collaborative planning phase of the CPF Model is essential for ensuring a high degree of logistics coordination and collaboration has been achieved (Bonet, 2005). The collaborative forecasting process including sales forecasting, exception management and resolving expectations, all essential for making a strategic commitment to CPF function correctly, are also evidence in the CCBCC implementation (Ireland, 2005). Finally the steps of creating and fine-tuning order forecasts, defining identifying exceptions and resolving exceptions to drive orders are also evidence in how CCBCC creates demand management workflows with the applications installed. It is very important to realize that…

Barratt, M., & Oliveira, a. (2001). Exploring the experiences of collaborative planning initiatives. International Journal of Physical Distribution & Logistics Management, 31(4), 266-289.

Bonet, D. (2005). A new approach for understanding hindrances to collaborative practices in the logistics channel.International Journal of Retail & Distribution Management, 33(8), 583-596.

Crampton-Thomas, P. (2006). Enabling profitable growth through demand driven supply networks. Supply Chain Europe, 15(2), 18-21. R

Ireland, R. (2005). Abc of collaborative planning forecasting and replenishment. The Journal of Business Forecasting,24(2), 3-4+.

Lifecycle Management Information Protection and Its Management

Lifecycle Management Information protection and its management has become the most vital task encountered by IT organizations as information's value to the business can vary depending on the data type and its present stage of its lifespan. The importance of applying Information Lifecycle Management -- ILM technology lies in correctly managing information subject to its relative importance to the enterprise at a given point of time across its lifecycle. It is crucial to note there that ILM is not just a storage-based methodology, but covers a wide-ranging contents and records management system as well that are leveraged to assist in dealing with corporate and regulatory data preservation and safeguarding governance needs. Hence data becomes information when its content is capable of being used within a context. (Stuart, 2005) The ILM implementation oadmap: The ILM roadmap consists of various stages which an enterprise must pass for an appropriate ILM policy. The…

Jericho Forum. (2009) "COA Paper Information Life Cycle Management"

Retrieved 20 April, 2012 from http://www.opengroup.org/jericho/COA_Information_Lifecycle_Management_v1.0.pdf

Madan, Sheina. (2011) "Informatica Application ILM" Ovum,

Retrieved 20 April, 2012 from http://www.informatica.com/Images/09010_1761_ovum-ilm-tech-audit.pdf

Role of Supply Chain Management in the

role of supply chain management in the management of the product and how various concepts of supply chain management can be applied to get better results for the chosen product. Heated crib mattress and the diaper bag with an installed camera is an innovative product and its supply chain requires a cross functional approach which includes the management of the raw materials movement into the organization, internal processes of materials and then finally delivering the goods to the final customer. The supply chain will be flexible and would focus on the core competencies of the product by reducing the costs through keeping the inventory at the minimum required level. This will increase the cost efficiency of the organization. However this is only possible if the team is able to predict the demand of the customers accurately. Daily logistics operations will be kept to minimum by increasing the number of organizations…

Simchi-Levi D.,Kaminsky P., Simchi-levi E. (2007), Designing and Managing the Supply Chain, third edition, Mcgraw Hill

Alan Pilkington, "Manufacturing Strategy Regained: Evidence for the Demise of Best-Practice," California Management Review, (1998) Vol. 41, No.1, pp.31 -- 42.

Management Coaching and Training Services, (2006). The Just-In-Time (JIT) Approach.

Hirano, Hiroyuki and Makota, Furuya (2006), "JIT Is Flow: Practice and Principles of Lean Manufacturing," PCS Press, Inc.

Examining Performance Management

Performance management refers to the accomplishment of performance targets through the strategic management of people and the workplace environment. Thorough performance management needs to be able to resonate strongly throughout the entire organization as a core aspect of the business rather than a separate part of the business process: it is fundamental and integral and needs to be activated wherever targets are set and where resources are allocated in terms of their achievement. Performance management needs to be seen as both a strategic issue and a tactical issue (thecqi.org). The most strategic aspect of performance management is that it focuses on the setting of achievable goals for a specific organization and in the development of the competence and capabilities in accomplishing such goals: if the goals set are not realistic or if they are beyond the organization's capability, no amount of trying or encouraging of employees will ever assist in…

Hamlett, C. (2013). Examples of Performance Management Goals. Retrieved from chron.com: http://smallbusiness.chron.com/examples-performance-management-goals-11829.html

Microsoft. (2008, August). The Role of Performance Management in Organizations. Retrieved from Microsoft.com: http://technet.microsoft.com/en-us/library/cc811594(v=office.12).aspx thecqi.org. (2013). What is performance management? Retrieved from thecqi.org: http://www.thecqi.org/Knowledge-Hub/Knowledge-portal/Interactions-of-organisations-and-people/Performance-management/

uw.edu. (2014). Manager's Guide to Performance Management. Retrieved from uw.edu: http://www.washington.edu/admin/hr/roles/mgr/ee-performance/perfmgmt/

Project Management and Development

Project Management and Deployment Database implementation specialist Richard Winter, in his article titled "Think Systematically," provides a compelling argument for why proof-of-concepts lower risk and reduce the chance of poor decisions. He does so through the a compelling analysis using decision trees combined with probabilities of outcomes and expected value calculations to demonstrate the economics of two distinct decisions, a full-scale proof-of-concept or work that proceeds immediately to implementation. Winter demonstrates the delays associated with proof-of-concepts are well worth the increase in expected value of a project. In his example of a data warehouse implementation project, Winter makes several critical assumptions. First, he assumes that there's a 50/50 chance that the project will be a success if proceeding directly to building the data warehouse. Secondly, the proof-of-concept will produce results that also have a 50/50 chance of showing that the project will meet all critical business requirements. Finally, if the…

Winter, Richard. "Think Systematically." Intelligent Enterprise Mar. 2000. 20 Aug. 2003. http://www.wintercorp.com/rwintercolumns/thinksystematically.html .

Operational Management Today's Business Environment

Then, another, and probably the most obvious, application of operations management is that of achieving cost reductions. ichard Stylves offers the most conclusive example of Henry Ford, who sought to integrate assembly lines using the most cost effective commodities, including labor force. The aim of operations management is then that of reducing expenditure and increasing operational efficiency. Its applications are present at all organizational levels, from resource allocation to product distribution. Amazon.com has successfully integrated these principles by establishing its warehouses in adequately chosen locations which allow it to efficiently and automatically distribute its products to worldwide consumers. Carter McNamara agrees with most of the previous findings, but his article is more of a generalist one, in which the author simply states that operations management has applications in "purchasing, control and coordinating function of management, product and service management, quality management, inventory management, logistics and transportation management, facilities management, configuration…

Ebojo, M., March 2009, Skillful Communication, Supplement to Pharmaceutical Executive

Koch, C., 2009, Who's to Blame in the Relationship Between IT and Marketing? Better Management, http://www.bettermanagement.com/library/library.aspx?l=15013 last accessed on April 23, 2009

McNamara, C., 2009, Operations Management, Management Help, http://managementhelp.org/ops_mgnt/ops_mgnt.htm last accessed on April 23, 2009

Stylves, R., 2008, FEMA, Katrina and Operations Research: Better Operations Management Would Have Helped FEMA in Preparedness and Response Work before Hurricane Katrina -- and Still Could Now, The Public Manager, Vol. 37

Operation Management JIT An Overview

Exclusive and symbiotic relationships with suppliers are valuable, especially suppliers located close to the factory. A JIT company strives for preventive maintenance so no time is wasted, and errors are reduced or eliminated because all aspects of the production process are kept in 'tip-top' shape. Above all JIT requires a flexible workforce with workers trained "to operate several machines, to perform maintenance tasks, and to perform quality inspections" ("JIT Lecture Notes," 2006). A flexibly trained and loyal workforce has several advantages. Despite its emphasis on the benefits of innovative computer technology during certain aspects of the production process, Toyota has been commended for the great respect it showed for its workforce. "A quality at the source (jidoka) program must be implemented to give workers the personal responsibility for the quality of the work they do, and the authority to stop production when something goes wrong" for JIT to be successful…

Grout, John & Brian T. Downs. "A Brief Tutorial on Mistake-proofing, Poka-Yoke, and ZQC."

June 14, 2009. http://facultyweb.berry.edu/jgrout/tutorial.html

"Health and safety." Sideboom. June 14, 2009.

http://www.slideboom.com/presentations/65915/H&S,-CADCAM-in-production,-CIM,-JIT

International Channel Management

International Channel Management The Japanese Distribution System has been under a lot of scrutiny and assessment and analyses by foreigners, and these analyses have attempted to find out the reason behind the absolute 'no go' principle that they find when they attempt to export any product to Japan. In a basic comparison between Japan and the United States of America, for example, while there is one single retail store for every 68 persons in Japan, in America, there is one retail store for every 120 persons. (Japanese Business Environment) The Japanese Distribution is virtually in the midst of a big controversy today, wherein the distributive structure and the various trade practices followed by the Japanese are under question. (A new perspective on the Japanese distribution system: structure and trade practices) The fact is that the Japanese Distribution System came into being during the early years of the seventeenth century, when…

Auckerman, William. Japan Net Penetration doubles in past year. Retrieved From

http://isp-planet.com/research/japan_net_grows.html Accessed on 18 March, 2005

Bilateral Trade Relations: Japan. Retrieved From

http://europa.eu.int/comm/trade/issues/bilateral/countries/japan/index_en.htm Accessed on 18 March, 2005

Project Management Scenario a Global

" There are several benefits that a global consumer electronic firm could derive from inter-project learning. First, inter-project learning allows firm to enhance project completeness. Prencipe, & Tell (2001) argue that inter-project learning allows firms to execute a project in a best method. In the present competitive market environment, project is the key to the dynamic competitive capabilities. Typically, accumulation of knowledge builds project competencies, which could enhances market performances of a global consumer electronic firm. Experience has revealed that project-based firm has been able to record high profit in the market environment. ( Brady, and Davies, 2004).Through inter-project learning, a global consumer electronic firm will be able to better estimate the project costs and this will enhance ability to deliver the project with success. Moreover, the inter-project learning will enable the company to estimate the project risks efficiently. By better evaluating the project risks, the project manager will be…

Anbari, F.T., Carayannis, E.G. And Voetsch, R.J. (2008) Post-project reviews as a key project management competence, Technovation, Vol. 28, pp.633-643.

Brady, T. And Davies, a. (2004) Building of the Project Capabilities: From Exploratory to Exploitative Learning, Organization Studies, Vol.25, No.9, pp.1601-1621.

Prencipe, a. & Tell, F. (2001). Processes and outcomes Inter-project learning: knowledge codification in project-based firms. Research Policy. 30: 1373 -- 1394

Supply Chain Management Home Depot

Home Depot and Management Tool • Company background -- must include sales and employment data. Products or services provided. ize vs. major competition. The Home Depot (NYE: HD) is the world's largest home improvement chain and the fourth-largest retailer of home improvement and construction products and services. Founded in 1978, Home Depot has about 2,500 locations in each of the 50 states as well as in the 10 provinces of ten provinces of Canada and in Mexico and China. It also operates an online company. The company's headquarters are in Cobb County, Georgia, in Greater Atlanta and its CEO is Francis Blake. Home Depot targets the do-it-yourself (DIY) and professional markets with its selection of some 40,000 items, including lumber, flooring, plumbing supplies, garden products, tools, paint, and appliances. Home Depot also offers installation services for carpeting, cabinetry, and other products. (Hoover.com) According to Forbes.com: The Home Depot stores sell…

Builder, (June 10, 2009) Home Depot Tries to Reassert Its 'Power'. http://www.builderonline.com/economic-conditions/home-depot-tries-to-reassert-its-power.aspx

Hoover.com The_Home_Depot_Inc.

http://www.hoovers.com/company-information/cs/company-profile.The_Home_Depot_Inc.fbb298e093e95785.html

Forbes.com Home-depot http://www.forbes.com/companies/home-depot/

Strategic Management and Strategic Competitiveness

Strategic Management and Strategic Competitiveness al-Mart Assess how globalization and technology changes have impacted the corporation you researched. al-Mart is an enormous global competitor that operates a large network of discount department stores and warehouse stores in many markets. al-Mart has made the Forbes list of top companies as the world's 18th largest corporation; al-Mart is also the world's biggest private employer in the world, boasting over 2 million employees, which makes the company the world's largest private retailer (Faber, 2012). al-Mart's operations management and logistical systems are among the most developed in the world. al-Mart has already invested tons of capital into the development of distribution channels that are more advanced than all of the other firms in the industry. al-Mart was a leader in applying RFID technology to their logistical systems and al-Mart is continuing to develop the technology and automate much of its distribution processes. al-Mart will…

Faber, D. (2012). The New Age of Walmart. Retrieved from CNBC: http://www.cnbc.com/id/18803817

Walmart Corporate. (2012). About Us. Retrieved from Walmart Corporate: http://www.walmartstores.com/AboutUs/

Yahoo Finance. (2013, October 20). Wal-Mart Stores Inc. (WMT) . Retrieved from Yahoo Finance: http://finance.yahoo.com/q/is?s=wmt+Income+Statement&annual

Zwiebach, E. (2010, January 28). Wal-Mart Realigns U.S. Organization. Retrieved from Supermarket News: http://supermarketnews.com/latest-news/wal-mart-realigns-us-organization

SCM Supply Chain Management an Overview of

SCM Supply Chain Management An Overview of Supply Chain Management which Includes Two Recent Examples Supply Chains as a Competitive Advantage Apple Inc. al-Mart's SCM Supply chain management (SCM) stands at the forefront of operation management in most organizations. The concept of SCM involves how to transform inputs and add value to a product or service. The efficiency and effectiveness of a SCM function has a direct effect on how successfully the business can compete in the marketplace. Some of the focal points of SCM deal with how to remove communication barriers between and organization and its suppliers, how to effectively coordinate activities, monitoring progress, and controlling internal and external processes to make the production capabilities as reliable as possible. Although there are many aspects to effectively managing a supply chain, one of the most important aspects to effectively managing a supply chain is to create better downstream visibility and…

Meyer, D. (2011, February 3). Can Apple Redeem Itself on Supply Chain Sustainability? Taking a Cue on Accountability from Nike's Playbook. Retrieved from Valuestreaming: http://valuestream2009.wordpress.com/2011/02/03/can-apple-redeem-itself-on-supply-chain-sustainability-taking-a-cue-on-accountability-from-nike%E2%80%99s-playbook/

Moore, M. (2010, February 27). Apple admits using child labour. Retrieved from The Telegraph: http://www.telegraph.co.uk/technology/apple/7330986/Apple-admits-using-child-labour.html

Wailgum, T. (2011, June 6). Gartner Top 25 Supply Chain: Apple Tops, SAP Customers Abound. Retrieved from SAP News, Analysis and Insight: http://www.asugnews.com/2011/06/06/gartner-top-25-supply-chain-apple-tops-sap-customers-abound/

Over Diversification and Risk Management

ITW Case Study1. In its first 100 years, what type of diversification strategy did ITW use, and how has it changed since 2012? Do you think managers were encouraged to over diversify? Explain your answer.Founded in 1912, Illinois Tool Works (ITW) is a global manufacturing company with a long history of diversification. In its first 100 years, ITW used an aggressive diversification strategy, acquiring hundreds of small companies in a wide range of industries. However, this strategy began to change in the early 21st century, and by 2012 ITW had sold off many of its non-core businesses and refocused its attention on its core businesses of welding, automotive, and construction. This new strategy has been successful, and ITW has continued to grow and prosper in the years since. While its portfolio of businesses may have changed over time, ITW remains a diversified company with a long history of success. Today,…

ReferencesITW Case. (n.d.). IVEY Publishing, 1-9.

Supply Chain Management and Logistics

4-4. Describe the Hierarchical and Matrix Organizational Design. The hierarchical organizational theory has its roots in the command and control of the military institution. In such a structure, decision making and communication follow a top-down pattern. Employees are expected to respond to their supervisors. In a matrix design, employees have cross-functional responsibilities. Therefore, employees report to different supervisors in different departments such as logistics, marketing, and production (Murphy & Knemeyer, 2014). 4-10. Discuss The Reasons Why Logisticians Might Be Concerned With Theft. Theft is a global issue affecting not only logisticians but also business owners and consumers alike. Nowadays, the sourcing of raw materials and manufacturing of goods happens in every corner of the globe just as the warehousing, shipping, and consumption of the finished goods. However, cargo theft can occur at any given point in between hence compromising product availability and integrity. Although their insurance provider may reimburse a…

Enterprise DBMS Implementing an Enterprise Database Management

Enterprise DBMS Implementing an Enterprise Database Management System Enterprise Database Management Systems (DBMS) are the catalyst and foundation of many of the enterprise software applications, platforms and enterprise systems in place today. Having progressed from being a relational database in the past to often being used as the foundation for complex process workflow and transaction systems (Casati, Castano, Fugini, 2001) the DBMS architecture has taken on a central role in enterprise computing. The intent of this paper is to analyze the DBMS implementation critical success factors in enterprises, in addition to analyzing the advantages and disadvantages of enterprise DBMS systems and platforms. Analysis of DBMS Implementation in the Enterprise In many respects the critical success factors of Enterprise esource Planning (EP) systems reflect or mirror those for DBMS systems, as the latter systems are often platforms for EP applications (Lungu, Velicanu, Botha, 2009). When DBMS systems are implemented, it requires…

Fabio Casati, Silvana Castano, MariaGrazia Fugini. (2001). Managing Workflow Authorization Constraints through Active Database Technology. Information Systems Frontiers: Special Issue: Information Systems Frontiers on Workflow, 3(3), 319.

Tim Gouldson. (2001, January). CRM drives need for bigger, better data warehouse. Computing Canada, 27(1), 15.

Lungu, I., Velicanu, M., & Botha, I.. (2009). Database Systems - Present and Future. Informatica Economica, 13(1), 84-99.

Mercioiu, N., & Vladucu, V.. (2010). Improving SQL Server Performance. Informatica Economica, 14(2), 55-60.

Data Warehouse Has Been of

However, many, if not most data warehouses have yet to deal effectively with this very real problem. Additionally, in the near future new parallel database servers are likely to improve the power of data warehousing exponentially. Not only will these servers allow the user to access immense pools of data, but they will also allow them to do so in a fraction of the time (ICFAI, 2004). Finally, it is also very likely that in the near future the very "number driven" data warehouses (numbers being the de facto definition of data), may become capable of "recognizing" text and even multi-media as data (Orr, 2000). Clearly, the implications of this are enormous -- both theoretically, as well as in the practical realm. Conclusions: Data warehouses are without question one of the most powerful technologies to impact the world of data management. The simple fact is that knowledge is power --…

Adamson, Christopher. (1998). "Data Warehouse Design Solutions." Wiley: New York.

CIOL. Staff. (2001). "Quantifying the Effects of a Data Warehouse." Web site. Retrieved from Web site on March 24, 2005, from, http://www.ciol.com

Dwinforcenter.org. (2005). "Getting Started with Learning About Data Warehousing" Web site. Retrieved from Web site on March 24, 2005, from, http://www.dwinfocenter.org/getstart.html

Greenspun, Phillip. (2004). "Data Warehousing." Web site. Retrieved from Web site on March 24, 2005, from, http://philip.greenspun.com/sql/data-warehousing.html

Knowledge Management Toolkit

Knowledge Management Toolkit A data warehouse encompasses and provides access to all the company's information to whoever needs access to it. A warehouse literally means a storehouse, and the information within an organization may be distributed within one computer or with many computers, form one single warehouse. They may contain several databases and all types of information, and in a large variety of different formats. However, all the above information and knowledge must be accessible through a server, and the user gains a transparent means of access to the data because he can utilize extremely simple commands to retrieve and gain access to the information, and also analyze it, as he wants to. A data warehouse will also generally contain certain details about the warehouse, and where and how the information has been stored within the warehouse. (Definition of Data Warehouse on the web) A typical data warehouse is usually…

Allen, Christopher. Definitions of Groupware. Alacrity Ventures. Fall 1990. Retrieved From

http://www.alacritymanagement.com/DoG.html Accessed on 28 January, 2005

Challenges on to KM Advancement. Retrieved From

http://www.bulltek.com/English_Site/IKB%20Introduction/Knowledge_Management_English/KM_Challenges/km_challenges.html Accessed on 28 January, 2005

DBMS and Data Warehouses 1 in This

DBMS and Data Warehouses (1) in this writing assignment, you will create a brochure advertising your services as a data repository. Powered By Excellence Data epository Service Powered By Excellence is the only data repository service with globally-located data centers across each continent, each with specific security, reliability and fault redundancy systems in place. Our staff includes world-class experts on the following platforms: IBM, Microsoft, Oracle, MySQL, Informix, Sybase, Teradata and SAS expertise in-house as part of our consulting services division. Services Offered Analytics Advisory Services Big Data Consultancy - Map and Hadoop expertise for gaining insights from very large datasets) Custom Software Development Database Hosting SaaS Application Support Scalable File Storage Private Cloud Hosting (Dedicated storage and unlimited virtual machines) Customer Benefits High performance with a world-class platform 24/7 Administrator Access Unlimited Virtual Machine Use Service Level Agreement (SLA) metrics available 24/7 Trusted Provider of Data epository Services: ISO…

(Benander, Benander, Fadlalla, Gregory, 2000)

Benander, A., Benander, B., Fadlalla, A., & Gregory, J. (2000). Data warehouse administration and management. Information Systems Management, 17(1), 71-80.

Choudhary, A.K., Harding, J.A., & Tiwari, M.K. (2009). Data mining in manufacturing: A review based on the kind of knowledge. Journal of Intelligent Manufacturing, 20(5), 501-521.

He, Z., Lee, B.S., & Snapp, R. (2005). Self-tuning cost modeling of user-defined functions in an object-relational DBMS. ACM Transactions on Database Systems, 30(3), 812-812.

Database Data Warehouse Design Our Company Data

Database Data Warehouse Design Our company, Data Analytic Limited, specializes in collecting and analyzing data for various organizations. Over the years, we have assisted various companies to turn raw data into valuable information that assists the companies in making effective decision profitable in the short and long run. Our research and data analytics are geared towards giving extra edge to various companies. Our services include processing and analyzing terabytes of data to provide customer meaningful information for business decision and enhance competitive market advantages. ecent growth of our company necessitates the needs to design and develop data warehouse that will accommodate large volume of customer data. Objective of this project is to design and develop the data warehouse for our company. Importance of Data Warehousing for our Organization Comprehensive portfolios of our business include Business, Market, and Financial research, Data processing services and Domain based analytics. While the relational database…

Hillard, R. (2010). Information-Driven Business. UK. Wiley.

Microsoft (2012).Data Warehousing | Microsoft SQL Server 2012. Microsoft Corp.

Patil, P.S., Srikantha, R., Suryakant, B.P. (2011). Simplification in the Reporting and Analysis Optimization of the Data Warehousing System:, Foundation of Computer Science, 9 (6): 33 -- 37.

Rostek, K. (2010). Data Analytic Processing in Data Warehouses. Foundations of Management, 2(1), (2010), 99-116.

Supply Chain Ann Supply Chain Management Annotated

Supply Chain Ann Supply Chain Management Annotated Bibliography Chopra, S., & Meindl, P. (2010). Supply chain management: Strategy, planning and operation (4th ed.).Upper Saddle iver, NJ: Prentice Hall The text by Chopra & Meindl (2010) is an excellent starting point for this discussion, primarily because it serves as a rather exhaustive introductory reading on the subject. Providing academic explanation of the basic premise of supply chain management and an extensive investigation of the strategies used for maintaining and evaluating this business dimension, the Chopra & Meindl text is a highly useful primary and frequently employed reference source on the subject. Lee, H.L. (2002). Unleashing the power of intelligence. International Commerce eview: EC Journal, 2(1), 61-73. The above source is well-supplemented by the article from Lee (2002), which adds a discussion about technological and practical advancement to the subject. Here, Lee identifies shifts both in capability and orientation, particularly vis-a-vis the…

Retrieved: http://www.telegraph.co.uk/topics/christmas/9664036/Behind-the-scenes-at-Amazons-Christmas-warehouse.html

Schoenfeldt, T.I. (2008). A practical application of supply chain management principles. Milwaukee, WI: Quality Press.

Slone, R., Mentzer, J., & Dittmann, J. (2007). Are You the Weakest Link in Your Company's Supply Chain? Harvard Business Review, 116-127.

Wal-Mart's Quality Management

Quality Management Wal-Mart is the largest retailer worldwide that sells a wide range of goods including food items in several countries across the globe. As a result of its growth and profitability, Wal-Mart is not only the world's largest retailer but also one of the biggest companies in the world. One of the major factors that have contributed to the increased profitability of this company is its renowned supply chain management system. Based on its business model, Wal-Mart places significant emphasis on maintaining a highly efficient supply chain. This is mainly because the firm deals with huge inventory worth nearly $45 billion, but roughly turns it over 10.6 times annually or on a monthly basis. The other crucial components of Wal-Mart's supply chain management include management of data and volume as well as cost leadership. These components are mainly geared towards ensuring quality management that enhances the success and profitability…

Ketchen et. al. (2008). Best Value Supply Chains: A Key Competitive Weapon for the 21st

Century. Business Horizons, 51, 235-243. Retrieved June 12, 2014, from http://www.rtn.com/ourcompany/rtnwcm/groups/rtsc/documents/content/rtn_b_rtsc_wp_1.pdf

Millsap, D. (2012). Wal-Mart's Use of RFID in Global Supply Chain Management. Retrieved June 12, 2014, from http://www.danielmillsap.com/research/rfid-in-wal-mart-global-supply-chain-management.html

Traub, T. (2012, July 2). Wal-Mart Used Technology to Become Supply Chain Leader. Arkansas Business. Retrieved June 12, 2014, from http://www.arkansasbusiness.com/article/85508/wal-mart-used-technology-to-become-supply-chain-leader?page=all

Supply Chain Management Increasingly Positioned a Key

Supply Chain Management increasingly positioned a key strategic enabler helping organisations ADD VALUE push boundaries performance" ( e-business shortens supply chain) the eport yo submit largely work-based thoughts, ideas, views, opinions words. Supply Chain Management Supply Chain Management is increasingly been positioned as a key strategic enabler helping organisations to add value and push the boundaries of performance The modern day buyers are more and more pretentious; the organisational staff members are more and more demanding; the competitive environment is more dynamic; the legislations change and the technology evolves. Virtually, the internal and external environments of the firms are in a continuous process of change and the organisational leaders have to devise a wide array of mechanisms by which to cope with the new challenges, to take advantage of their opportunities and to limit their threats. One important tool used in this direction is represented by Supply Chain Management. The…

Beyer, S., 2010, Supply chain performance measurement and e-business supply chain management: including a practical excursus on the Intel case: operations strategy -- Supply Chain Management, Grin Verlag, ISBN 3640658426

Cazier, J.A., Poluha, R.G., 2007, Application of the Scor model in Supply Chain Management, Cambria Press, ISBN 1934043230

Emmett, S., Crocker, B.., 2006, The relationship driven supply chain: creating a culture of collaboration through the chain, Gower Publishing Ltd., ISBN 0566086840

Fernie, J., 2004, Logistics and retail management: insights into current practice and trends from leading experts, 2nd edition, Kogan Page Publishers

Productions Operations Management Supply Chain of Zara

Productions Operations Management Supply Chain of Zara Supply Chain of the etailer ZAA Fashion industry is no more the game of rich only. The cost effective fashion businesses have helped penetrate the fashion industry so deep that today even an average earner can enjoy latest fashion by Zara. Being a Spanish retail fashion designer, Zara is strongly accepted fashion brand in Europe, America and United Arab Emirates. In less than 50 years' time, since 1975, Zara has achieved a status others might take centuries to reach. Zara promises quality as well as affordable prices (Zara: Official Website, 2013). While fashion industry mainly depends on new, creative, original ideas, this report studies if supply chain management is important for Zara too and how supply chain management can be used as a competitive advantage. Thesis Statement: How the supply chain management can be used as a competitive advantage? Supply Chain Management Supply…

Thompson, D., (2012), "Zara's Big Idea: What the World's Top Fashion Retailer Tells Us About

Innovation," Retrieved from: http://www.theatlantic.com/business/archive/2012/11/zaras-big-idea-what-the-worlds-top-fashion-retailer-tells-us-about-innovation/265126/

What is the Importance of Supply Chain Management? (2013), Retrieved from:

http://www.usanfranonline.com/importance-of-supply-chain-management/

Operations and Quality Management Research

To reduce inventory management costs and errors, enterprise must form a strong, galvanizing connection with suppliers, buyers, internal production, and customers most of all. In conclusion, inventory management will always be part art and science, as tacit & implicit knowledge is needed to provide greater insight into the analysis generated fro enterprise software applications specifically designed to streamline inventory management. The inherent unquantifiable aspects of demand management will also make inventory management a continually difficult, complex problem enterprises must confront daily to stay profitable and grow. eferences Forecasting and Demand eferences Leung, S. (2003, Oct 01). Where's the beef? A glutted market leaves food chains hungry for sites; finding spots for new outlets takes heaps of research and an eye for details; hint: Move next to Wal-Mart. Wall Street Journal, pp. a.1-a.1. http://bpp.wharton.upenn.edu/waldfogj/250/clippings/externalities/WSJ%2010-1-2003%20Hint-%20Move%20Next%20to%20Wal-Mart.pdf Meng, F., Tepanon, Y., & Uysal, M. (2008). Measuring tourist satisfaction by attribute and motivation: The case…

References/KurawarwalaMatsuo1996.pdf

Mathaba, S., Dlodlo, N., Smith, a., & Adigun, M. (2011). The use of RFID and web 2.0 technologies to improve inventory management in south african enterprises. Electronic Journal of Information Systems Evaluation, 14(2), 228-241. Link:

http://researchspace.csir.co.za/dspace/bitstream/10204/5518/1/Mathaba1_2011.pdf

Wang, H., & Yan, H. (2009). Inventory management for customers with alternative lead times. Production and Operations Management, 18(6), 705-720.

Link: http://cfins.au.tsinghua.edu.cn/personalhg/wanghaifeng/FlexibleLeadTimeContract.pdf

Strategic Resource Management Hewlett Packard Enterprise

Activity 1: Human Resource Management (HRM) HP Corporate Objectives Profit: Recognizing that profit constitutes the single most effective measure of the organization's contributions to the community, in addition to being the most basic source of business strength. Attaining maximum possible levels of profit in line with other business goals is the aim. Striving for constant advancement in company offering (i.e., services and products) quality, value, and utility (Hewlett-Packard, 2016). Field of Interest: Focusing efforts and constantly pursuing fresh development opportunities, whilst simultaneously limiting participation to areas wherein the company possesses capability and is able to effectively contribute. Growth: Underscoring corporate growth as one of the prerequisites for survival and one of the measures of corporate strength. Employees: Offering employment opportunities to the workforce, including a chance to be a part of corporate success by helping to make it possible. Personnel must be afforded job security on the basis of their…

Basics of Supply Chain Management

SCM Basics Session Demand Management Sales and Operations Planning Master Scheduling F) G) MRP Planning Session 5 -- CapM and PAC F) G) H) Sessions 6, 7, & F) G) H) J) Sessions 9 & Lean & JIT Theory of Constraints F) G) Session It is difficult to try to explain the frustrations found in trying to manage a supply chain to someone who doesn't have any experience in this environment. One way that the challenges might be effectively communicated might involve building a model of what the ideal supply chain might look like and then contrast that with what "actually" happens. There is a plethora of technologies that are already in existence that are geared toward producing optimum efficiencies throughout the supply chain. Examples of this include technologies such as radio frequency identification units, enterprise resource planning (ERP) software systems that are fully integrated with downstream suppliers, and real…

Logistics and Supply Chain Management System Apple

Apple: Supply Chain Management System Today, Apple is regarded not only one of the most successful, but also one of the most innovative companies in the world. The company has in the past raked in significantly higher returns than its peers, thanks to its unique approach to doing business. As a matter of fact, when it comes to supply chain management, Apple is regarded a market leader by most analysts. Apple's Logistics and Supply Chain Management System The company's supply chain management system could be broken into four general parts. These include, sourcing, manufacturing, warehousing, distribution and finally, return. It is important to note, from the onset, that Apple sources most of its raw materials from diverse locations -- particularly Europe, China, and the United States. The most critical raw materials for the manufacture of the company's numerous electronic devices include integrated circuits, the appropriate optical drives, microprocessors, and LCDs…

Crandall, R.E., Crandall, W.R. & Chen, C.C. (2014). Principles of Supply Chain Management (2nd ed.). CRC Press.

Farr, C. (2014). Apple Tries to Lift Online Sales by Cutting Refund Times in Half. Retrieved from http://www.reuters.com/article/2014/05/12/us-apple-returns-idUSBREA4B07P20140512

Samson, A. (2013). Apple Lifts Veil on Far-Flung Supply Chain, Exposes Flaws. Retrieved from http://www.foxbusiness.com/technology/2013/01/25/apple-lifts-veil-on-far-flung-supply-chain-exposes-flaws/

Supply Chain Management

I. Major Factors The management of Dream Beauty Company, a manufacturer of consumer beauty supplies and cosmetics, is concerned with the increased costs of its supply chain management. The firm’s supply chain costs recently reached an all time high of $130,000, which could be attributable to various factors including additional sales and increased costs for order fulfillment. Currently, the Dream Beauty’s total order fulfillment is averagely three days despite the order size. Dream Beauty Company has received 3600 orders, provides excellent customer service, and has a discount policy for the channels it services. II. Major Problem Despite its highest standards of customer service and industry benchmark in order fulfillment, Dream Beauty Company is experiencing problems in increased supply chain costs and needs to examine the effectiveness of its three-day order fulfillment cycle. III. Possible Solutions Dream Beauty’s major problem can be addressed through several potential solutions because of the various…

supply chain management and integrated logistics

The DEP/GARD supply chain process has various areas where there is value addition and these include the manufacturing and packaging process of the products that are supplied to GARD. There is also the inbound transportation from the compound suppliers which is counted as a value addition process. The outbound transportation to GARD is also seen in the supply chain as a value addition activity. There are however some stages that are not value adding to the entire supply chain such as the inventory sitting idle in the DEP warehouses. The other activity that does not add value is the order transmission time that is wasted through handling and receiving and handling orders manually which leads to the products staying in the warehouse for unnecessary long duration of time. There are also too many paperwork involved in the supply chain as it is in the current form. The long duration that…

International Human Resources Management Second

At the same time, one does not know whether they offer the workers any benefit or perk as is provided by Korean employers. This matter has to be sorted out by the Korean partner as the workers are more likely to trust him than Australians. He may also find it possible to offer the workers the same perks that are offered to his employees in other concerns. The hours of working and such details may also be fixed up early so that future conflicts of this are avoided in the future. The difficulties in culture will be very high for any Australian to come and work here, so the responsibility of recruiting the workers may be left to the South Korean partner. The only aspect that one can check is that he does not end up employing only his relatives and friends. This had cost many banks a lot of…

Deep Inside China, Expats Struggle to Cope. Far Eastern Economic Review. Retrieved August 17, 2005, from the World Wide Web: http://www.careerjournaleurope.com/myc/workabroad/20050803-areddy.html

Gilley, Bruce. Asia's Top Employers Value Happy Workers. Far Eastern Economic Review. Retrieved August 17, 2005, from the World Wide Web: http://www.careerjournaleurope.com/specialreports/bestasia/20010910-gilley.html

Kerman, Faiz. 2004. South Korea set to surprise? Chiltern International. 1 October. Retrieved August 17, 2005, from the World Wide Web: http://www.inpharm.com/External/InpH/1,2580,1-3-0-0-inp_intelligence_art-0-248799,00.html

Knowledgeable employees -- the key to a new labor relations structure. Retrieved August 17, 2005, from the World Wide Web: http://152.99.129.68:8787/board/issue_view.jsp?idx=104&code=C&bcategory=&pageNum=0&searchWord=&searchType=null

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Warehouse Safety and Occupational Health Research Paper

Thesis statement, introduction.

We will write a custom Research Paper on Warehouse Safety and Occupational Health specifically for you for only $11.00 $9.35/page

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Injuries and illnesses are major deterrents to safe operations in a warehouse. Carelessness and the failure to observe necessary and laid procedures have contributed a lot to those injuries. This paper examines the root course of the injuries and how they can be avoided.

A safe, orderly and efficient warehouse is key to successful operation.

A warehouse could be defined as a large building where goods are stored. In a warehouse, goods may be catalogued, shipped or received depending upon the type. Many warehouses are located in industrial areas sometimes next to major shipping ports. Modern warehouse facilities are completely or partially automated. The principle operation of a warehouse is receiving, getting in new products and shipping out products already stored. Warehouse safety entails measures to prevent occupational injuries and illnesses. Safety of a warehouse begins right from the time of designing. The design should be such that it accommodates business service requirements and the products to be handled or stored. Common hazards in the warehouse include: slips, trips and falls, falling objects, injuries caused by warehouse equipments such as conveyors’ forklift trucks and hard trucks plus materials stored in the warehouse that could be flammable or combustible. There are various Occupation Safety and Health Administration (OSHA) rules that apply to warehouse safety. OSHA requires good house keeping (area clean and neat), material handling and good storage of materials to avoid hazards. The material handling and storage regulations regulate forklift trucks and other equipment usage. Other regulations touch on ladders and working surfaces, fire protection, personal protection clothing and equipment plus materials that are hazardous, flammable, combustible or explosive substances that can be stored in a warehouse. Good house keeping is absolutely important in a warehouse. It is not only good for safety but also ensures everything is in place. Objects on the floor or aisles are tripping hazards and need to be removed. Materials should not be stored loosely. They need to be well staked to avoid falling on people. Protruding and sharp objects can cut or puncture. Large items should not be kept where people can bump against them. Flammable goods and trash should not be kept on places where they can catch fire. Water, oil and other liquids should not be left on the floors since they can cause slips and falls. Forklifts have high center of gravity. They need to be driven by qualified people and slowly otherwise they can tip off. Materials/goods should be well placed on the forks and lifted correctly to avoid slipping and falling on people. Operators of forklifts must understand the machine and correctly follow road regulations to avoid injuries on pedestrians. No one else except an operator should ride on a forklift. A person should never walk or stand under a raised forklift. A forklift should be loaded carefully to ensure goods do not fall or tip the truck off. Forklift should be driven slowly and both the fork and the loads should be kept low while moving. Forks should be lowered and tilted flat, the brake well set and key removed when a forklift is parked. Manual lifting should be done with care. Irresponsible lifting can cause back injuries, tripping, falling or bumping into things. Guards of conveyors should be kept in place otherwise contact with moving conveyors can be hazardous. Safe lifting is mandatory. One should know his/her limitations of the loads to carry. Back injuries are the biggest hazards in lifting and carrying. When lifting, one needs to stand close to the load and squat down to it but not bending over. The load should be griped firmly and brought close to the body with the weight centered. Head and shoulders should be lifted first and legs push up. One should ensure he/she is seeing over the load. One should move in small steps while avoiding twisting. While unloading on should face the spot while doing it slowly. Fingers should be away from the bottom to avoid injuries. Cranes, hoists and derricks need to be operated by trained personnel. The personnel should be able to properly swing loads while suspended to avoid injuries. The cranes should be well balanced to avoid falling over. Cranes, hoists and derricks should only be used for intended purposes. They should be well maintained and serviced. Maximum load capacity must not be exceeded. The area where they are working should be well cleared to avoid knocking over during operation. Ladders should be well rated for a given task and in good condition. Otherwise it is possible for someone to fall off. Metal ladder should not be used near live electricity wires. The ladder should be set on a firm level surface. The angle of the ladder should be a distance from the wall. Ladders should not be placed against unstable things. One person at a time should be allowed to climb on a ladder. While using a ladder, one should stand centered on it otherwise can lose balance and fall off. Ropes need to be used carefully since they can cause serious injuries incase they cut off suddenly. Care should be taken to avoid falling off unguarded edges during loading or unloading at the docks. Dock plates should be secured and trucks should be blocked to keep them from moving. Injuries can occur if doors start opening or closing and people are not expecting them. Some materials handled in a ware house can release fire, explosions and poisonous gases. Precautions should be taken when handling such. Dollies and hand trucks should be loaded and used properly. Heavy objects should be loaded on the bottom. Goods should not be piled up so high until they block seeing. Where possible, pushing should be preferred to pulling. One should lean in the direction of the truck and the load should be kept ahead of one especially when walking downhill. One should not ride on a conveyor or crawl across or under it. Loose clothes and jewelry should not be worn when working with conveyors. Avoid contact with gears, shafts and other moving parts. One should be alert near a conveyor otherwise materials coming off them can cause injuries. One should always wear proper personal protective equipment (PPE). OSHA requires employers to provide employees with PPE. Hard hats are necessary for head protection, protective footwear is also required. Gloves should be provided to protect hands especially when handling rough or sharp materials. Safety glass is needed for the eyes. Incase of noise, hearing protection is also needed. In conclusion no matter how good the protective equipments are, how strict the rules are, one can not be safe unless safety is made a priority. Right attitude is the mother of safety. One should be able to take seriously the use of equipment and procedures as laid down regarding safety. One needs strong common sense in paying attention to warning signs. One should be watchful when walking, avoid running, avoid throwing tools to others and instead to hand them over and so forth.

Industrial safety. 2008. Web. Manual handling of product. 2008. Web. Warehouse design. 2008. Web. Warehouse safety. 2008. Web. What is a warehouse?. 2008. Web.

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Example Of Research Paper On Data Warehousing

Type of paper: Research Paper

Topic: Decision , Business , Time , Information , Management , Organization , Marketing , Company

Published: 02/28/2020

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Introduction

The term “warehousing” can be understood in English as “a storehouse for depositing goods and merchandise”. Suppose that the goods and merchandise are nothing but our good old data – sales reports, statistics, and business transactions – this will constitute a “data warehouse”. The concept of data warehousing states that data from older system is copied into a new system dedicated entirely for analyzing data. Data warehouse will store a substantial amount of historical data. Users of this system are able to continuously ask or query it to retrieve data for analysis. Many organizations have adopted this concept to informed decisions faster through the historical data. The evolution of data warehouse starts from the Decision Support Systems (DSS), where computers were used to control and make basic decisions. In the early 1960s, the world of computation consisted of creating individual applications that were run using master files. The master files were housed on magnetic tape, but had to be accessed sequentially. To overcome the shortcomings, there was an advent of various technologies like Direct Access Storage Disk (DASD), PC/4GL technology, which still gave problems related to data credibility and inability to transform data into information. A change in approach was needed, which is where the architected data warehouse comes in. It differentiated between primitive data – detailed data used to run day-to-day operations of the company and derived data – data summarized to meet the needs of the management of the company. In a data warehouse, primitive data and derived data coexisted peacefully at different levels. Technically, a data warehouse can be defined as “a subject-oriented, integrated, time-variant and non-volatile collection of data in support of management's decision making process”. In other words it is a repository of time-independent data that provides sufficient data to help business intelligence professionals make sound business decisions. Breaking down the original definition into parts: Integrated: Data is fed into the data warehouse from multiple sources. To ensure that the data is continuous in a single form in the warehouse, it is reformatted, re-sequenced and summarized before being entered. For example, gender encoding in different sources might be different – 1/0, m/f, male/female etc. Warehouse encoding is then done consistently: a single format for all male/female assignments. Time-Variant: The data warehouse contains snapshots of a record at a moment of time, thus every unit of data is accurate at some moment of time. It can store data with a time horizon of more than 5-10 years. Non-Volatile: In a data warehouse, there is no auto-updating of records; data is non-volatile. Instead, snapshots of new records or data are made and stored. Data warehouses have evolved to support more than just strategic reporting, analytics, and forecasting. Today, companies are investing significant resources to integrate valuable information contained in their data warehouse into their day-to-day operations.

Key Information

Some of the key questions addressed in this section are: - Why Data Warehousing? - Structure of a data Warehouse? - How it is used? Who are the users? - Difference between Database and Data warehouse? - Trade-off in terms of cost? - Major vendors involved?

Why Data Warehousing?

1. Decision Support System Implementations: The DSS should have the ability to monitor historical trends and patterns in data and provide suggestions/conclusions. 2. Increased Compliance and Regulatory Requirements 3. Data Center Migrations The lifecycle of a data record through enterprise analytics starts with the capture of a business event in a data repository such as a database. Data acquisition technologies deliver the event record to the data warehouse. Analytical processing helps turn the data into information, and a business decision leads to a corresponding action. To approach real time, the duration between the event and its consequent action needs to be minimized.

Structure of a Data Warehouse

Figure 1: Data Warehouse – the big picture There are four levels of data in the architected environment – the operational level, the atomic or the data warehouse level, the departmental (or the data mart level) and the individual level. These different levels of data are the basis of a larger architecture called the corporate information factory. The departmental level, sometimes called the data mart level, OLAP level, or the multidimensional DBMS level – can be described as a specialized subset of the Data Warehouse. It caters to the data requirements of a specific group. E.g.: Finance, HR, and Marketing. Data warehousing is the process of building, maintaining a data warehouse, including the data mart and any downstream client applications. Data integrity is of the utmost importance in a Data warehousing. However, unlike in OLTP systems, the data need not be normalized to remove redundancies.

Usage and users of a Data Warehouse

Data warehouse brings together data from heterogeneous sources into one single destination. It captures the entire data of an organization. Data is Extracted from the source (like Database), Transformed and then Loaded into the data warehouse. This processing, called ELT, is done in the staging area (refer figure). There are several ETL software available on the market today which can automate this tedious process. Some of the ETL tools are listed in Table 1. The data warehouse user – also called the DSS analyst – is a business person first and foremost and a technician second. The primary job of the DSS analyst is to define and discover information used in corporation decision-making. The DSS analyst operates in a mode of discovery; only on seeing a report or seeing a screen can the DSS analyst begin to explore the possibilities for DSS.

Trade-off in terms of cost

In most cases, the real benefits of the data warehouse are not known before its construction. The DSS analyst cannot determine how or why the data warehouse will be useful until the first iteration of the data warehouse is developed. For this reason, classic ROI (Return on Investment) techniques do not apply to the data warehouse environment. Data warehouse is built incrementally, where the starting cost is relatively small. The first iteration of the warehouse should be small enough to be built and large enough to be meaningful. However, as the warehouse is built and populated, the DSS analyst has to justify the increasing development costs of the warehouse. Data, processors, communications, software, tools, and so forth all cost money. The major investment for a system lies in creating, installing and establishing the system. Also there is the fact that a data warehouse is never done. Even after the initial few iterations of the data warehouse are successfully completed, adding more subject areas to the data warehouse is an ongoing need.

Major vendors involved in data warehousing projects

Several multinational companies, especially IT and Business organizations are moving towards the data warehouse and big data analytics. Oracle, Teradata, Intel, IBM, Microsoft and SAP are some such companies which make use of this technology. Oracle provides Oracle GoldenGate, Oracle Data Integrator, Oracle Exadata and Oracle Business Intelligence Enterprise Edition, resulting in a complete real-time, operational data warehousing solution.. Intel IT is implementing a strategy for multiple business intelligence (BI) data warehouses to provide significantly more powerful analytics capabilities to business groups across Intel. With an array of BI platforms, Intel mine a broader range of data faster, deeper, and more cost-effectively. This expanded architecture enables their business groups to solve more high-value business problems, achieve greater operational efficiencies, and improve their competitive performance in global markets . Teradata is the leading company in data warehousing and explores the options of integrating DW products with Hadoop, which is a platform or a set of frameworks for processing big data – large amounts data, for ex., data from the web. Hadoop plays a key role in capturing, transforming, and publishing data. Using tools such as Apache Pig, advanced transformations can be applied in Hadoop with little manual programming effort; and since Hadoop is a low cost storage repository, data can be held for months or even years. Since Hadoop has been used to clean and transform the data, it is loaded directly into the data warehouse. Marketing is developing additional offers for consumers to save money by using analysis of the trends by household, neighborhood, time of day, and local events. And now the in-home display unit can give consumers detailed knowledge of their usage. Hadoop is not an Extract-Transform-Load (ETL) tool. It is a platform that supports running ETL processes in parallel. . Figure 2: Hadoop and Data Warehouse According to CT analyst and market research firm Gartner’s data warehouse Magic Quadrant report, the competition between today’s leading companies can be represented by the following graph.

Personal Information

A data warehouse application is about making better decisions. In addition to reducing cost, the business can actually earn money with a data warehouse implementation. An interesting example from Paul Westerman’s “Data Warehousing” picked my interest while actually helping me to understand the use of data warehouse better. Consider an inventory management example. A merchandise manager, through the use of a data warehouse, is able to graphically view inventory levels, sales, and deliveries. Reviewing a historic chart, she can see that the order frequency for a particular article is too long because there is a continual out-of-stock situation happening. The chart visually illustrates an inventory flow problem. Knowing this, the manager takes action to increase the order review frequency; orders are placed more frequently, thus increasing the sales and profits! Ultimately, the goal is that business people will be able to make better, faster business decisions by reviewing the summarized historical as well as newly created information.

Data warehouse is nothing more than a sophisticated series of snapshots, each taken at a moment of time. The effect created by the series of snapshots is that the data warehouse has a historical sequence of activities and events, something not at all apparent in a current-value environment where only the most current value can be found. Succeeding in today’s competitive business environment requires good decisions, not just at the top level of the organization. Operational data warehousing allows all users in the organization to access and respond to information in a timely manner. Data warehousing is a vast field of study, and combined with the power of Hadoop it provides solutions to complex situations with a flexibility never imagined before. Several other related topics, like granularity maintained in a data warehouse, the distributed data warehouse, executive information systems in data warehouses can be found explained in detail in various internet sources and digital libraries. Paul Westerman’s “Data Warehousing” explains in detail about the data warehouse maintained at the Wal-Mart, which is about 70 terabytes and the world’s largest and most successful commercial and growing database.

Awadallah, D. A., & Graham, D. (2011). Hadoop and the Data Warehouse: When to use which. Cloudera Inc; Teradata Corporation. Manoj Philip Mathen. (2010, March). Data Warehouse Testing. Building Tomorrow's Enterprise. India: DeveloperIQ Magazine. Oracle. (2012). Data Integration Architectures for Operational Data Warehousing. Oracle Fusion Middleware Golden Gate. Westerman, P. (2001). Data Warehousing using the Wal-Mart Model. San Francisco: Morgan Kaufmann Publishers. Willliam.H.Inmon. (2002). Building the Data Warehouse (3rd ed.). USA: John Wiley & Sons, Inc. Yalla, C., Chandramouly, A., & Eden, C. (2013, March). Using a Multiple Data Warehouse Strategy to Improve BI Analytics. BI Data Warehouse Strategy.

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Abstract: The study presented here considers arrangement and management policies to improve the order picking procedure in the existing company warehouse. The study was conducted in a timber goods production and trading company. The main objective was to reduce the overall picking time that is quite high due to the lack of proper management and the nature of the stored items. The first stage was to register the situation in the warehouse. The second stage involved the analysis of the obtained data, to identify promising modifications and quantify the benefits of adopting them.

The proposed modifications were based on policies and methodologies suggested in the literature. After the company approved and implemented (some of) the proposed modifications, the final stage was to measure and analyse the achieved improvements. Keywords: warehousing, case study, facility layout, order picking time

1. INTRODUCTION Order picking (OP) appears as one of the most significant activities in a warehouse. The picking tasks may contribute by over 65% in the warehouse operating costs.

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In fact, the retrieval cost exceeds by far the storage cost of any given item (Coyle et al., 1996). The factors affecting the efficiency of OP typically include the product demand, the warehouse layout, the location of the items, the picking method in combination with the routing methods, the experience of the employees, and the extent of automation (Gattorna, 1997). Note that the high cost associated with the automation of the procedure forces the majority of companies to use manual operation, usually at the expense of efficiency and time.

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The case study is carried out in a timber goods production and trading company.

We consider one of the existing warehouse facilities and we attempt to improve its performance. The performance measure is the total picking time, so our objective is to find ways to reduce it as much as it is practically possible and desirable. At the first stage involves the collection of time data, to target the improvement that may be accomplished from the transition from a totally disorderly situation to an organized and controlled warehouse environment. The second stage suggests, implements and studies alternative storage, picking and routing schemes, according to observations made during the first stage. During the third stage, a second series of time measurements is carried out to investigate the achieved benefits.

2. REVIEW OF WAREHOUSE POLICIES RELATED TO ORDER PICKING There is a variety of studies on methods, policies, principles and/or techniques developed to improve the overall OP procedure. The decisions usually concern policies for the picking of the product items, the routing of the pickers in the warehouse, and the storage schemes for the products in the warehouse. The research scope has been to investigate the effect of changes in these policies on the reduction of the overall OP costs and the increase of percent savings. Petersen and Gerald (2003) was the first to attempt a simultaneous evaluation of all the three policies, whereas the usual practice is to consider them separately.

2.1. Picking policies In terms of the picking policies, Ackerman (1990) divided OP into strict, batch and zone picking and proposed policies tailored to each case. In strict picking, a single order is assigned during a picking tour, leading to lower service times and higher customer satisfaction. The policy is ideal when the group of the picking products is quite small and easy to be found. Drawbacks of the policy include an increase in the overall transportation time and a cost penalty. Alternatively, the batch picking policy assigns to a picker more than one orders during a picking tour (Gibson and Sharp, 1992; De Coster et al., 1999; Petersen, 2000). The batch scheme may bring significant reduction on the total picking time, but introduces an additional cost for monitoring and separating the orders at a later stage. Zone picking assigns a picker to a designated picking zone, where the picker is responsible for those products that are in his/her zone of the warehouse. This scheme decreases the chances for destructions and mistakes, but a possible delay in a zone is a threshold for the entire picking procedure for a big order.

Frazelle and Apple (1994) further divided zone picking into: sequential zone, batch zone and wave OP. Petersen (2000) suggested that in the sequential zone scheme the order integrity is maintained, in batch zone the orders are batched together and each picker collects the products within a zone, and in wave picking a group of orders is programmed in precise time period. 2.2. Routing policies Routing policies suggest the route for a picking tour and the picking sequence of the items on the pick list. The suggestions are based on decision-making technologies that range from simple heuristics to mathematical optimization procedures. Using mathematical programming tools Ratliff and Rosenthal (1983) found that optimal routing reduced the travel time, but the optimal routes were quite confusing routes and difficult to implement in practice.

Hall (1993) and Petersen and Schmenner (1999) examined the efficiency of heuristic routing in minimizing the distance traveled by the picker. In practice, many warehouses use the traversal policy, where the picker must pass through the entire aisle and in order to collect the items. Petersen (1997) and Roodbergen and Koster (2001) examined the possibility of combined traversal and return routes to reduce further the travel distance. 2.3 Storage policies Storage policies remain the least investigated among the three policy categories. Random storage is the most widely used option, and Schwarz et al. (1978) examined its performance. Petersen and Aase (2003) claimed that random storage is by far the simplest option and requires less space compared to the more sophisticated storage policies.

The simplest structured-storage schemes apply class-based and/or demandbased policies in the arrangement of the products. In class-based storage the products are classified, and items of each class are placed within the same area of the warehouse. In demand (or volume) –based storage the products are stored according to their demand (or their size) near the Pick-up / Drop-off point (P/D). Jarvis and Mc Dowell (1991) suggested that the optimal storage strategy is to place the items with great demand in the aisle, thus reduce the travel time. Gibson and Sharp (1992) and Gray et al. (1992) stated that locating high volume items near to the P/D point increased the picking efficiency. Petersen and Schmenner (1999) examined the volume-based storage policies and concluded that the method resulted to less time compared to other storage policies.

Eynan and Rosenblatt (1994) claimed that the class-based storage required less data processing and yielded similar saving with volume-based storage. Tompkins and Smith (1998) suggested that the overall picking time could be reduced applying the Pareto principle on the storage arrangement. In a warehouse, a relatively small number of products constitutes the largest part of the stock and accounts for the largest part of the dispatches of the warehouse. Consequently, if high demand items are placed in near distance and grouped into classes, then picking time can be significantly reduced. The former is easy to apply by allocating a number of the front area piles to items of high demand or leftovers.

In terms of more sophisticated storage options, Ven den Berg (1999) suggested a separation of the warehouse into a forward and a reserve area. The forward area was for order picking, while the reserve area was used for replenishing the forward area. The variety of different methods and techniques makes it difficult to identify the most appropriate policy to increase the overall performance of the picking activity. The decision on the appropriate principles and policies to be applied depends on the characteristics of the particular system, i.e. product and warehouse. By reducing the non-productive elements during OP, Gattorna (1997) presented a set of basic and general productivity improvement principles.

3. DESCRIPTION OF THE STUDIED WAREHOUSE – INITIAL SITUATION The company considered here deals with wood production and trading, and uses 6 warehouses for the finished products. Each warehouse is further divided into individual sections where different categories of products are stored. Panels, i.e. sheets of compressed wood (chipboard) account for 80% of the total product sales of the company. The panels are covered with coloured melamine to imitate the appearance of various types of wood. The panel warehouse has over 6000 codes of stored products, distributed into 4 individual sections. The study considers one of these sections, where the number of codes is around 1000. The most frequent values for the size of the panels is 3.66×1.83m, and the thickness is between 6cm and 25cm.

Instead of using shelves, the products are piled one on top of the other using small chocks between the packages. Great attention is paid to the alignment of the items in each pile, to avoid sheet warping. Warping can easily occur due to the small thickness of the packages and the large load they take. The studied warehouse section consists of three parts: two of them have 12 front piles each and the third part has 6 front piles (Figure 1). The piles are 7m high and the products are stored in up to 4 depths of pile levels. The main aisle is used by the clarks to gain access to the front piles. The aisle is wide enough to allow the clarks to remove the items of the front piles and to retrieve items stored in the deeper levels. Each part of the section contains different groups of products.

Customer orders are collected by the Sales Department and sent to the Traffic Office on daily basis. The loading plans contain information on the ordered items and their quantities, the customer placing the order, and the requested mode of loading on the lorry. In the course of a day, the Traffic Office prepares over 25 order plans. The plans are usually collected and loaded at the same time. Initially, the warehouse suffered from many problems that mainly affected the search and retrieval times. The picking followed the strict OP policy. Each pair of pickers (an operator and an assistant) undertook a single order-plan at the time. Orders from other plans were collected once the pickers completed their current plan, even if this required revisiting the same areas of the warehouse. There was no automated or optimal routing system used here, and the choice of an efficient route remained on the experience of the picker.

The grouping of the products in the section parts was based on the type of their surface (e.g. porous or smooth), regardless of the kind of wood. This was the only storage rule, and then the items were stored randomly in the section parts. Tracing a product was relying on the experience of the warehouse managers and the memory of the pickers. From the point of management the process depended on the experience of the personnel, while even a simple WMS version was certain to improve the situation. Once the location of an item was specified, the retrieval time was affected by the size/weight of the products, and the mode of storage. For instance, if the ordered product was located on the second, third or fourth depth of pile levels, many items had to be removed until the product was finally retrieved. Then, the removed items had to be placed back to their original locations.

4. MEASUREMENTS AND PROPOSED MODIFICATIONS The time measurements were carried out twice. The first measurement (stage 1) presented the initial anarchous situation of the system (see Section 3). The second measurement (stage 3) showed the effect of the improvements suggested by the authors and adopted by the company. The picking procedure is divided into four phases, and the time measurements concern the: 1. the travel time required for the picker to reach the pick point, 2. the search time required for the products to be found, 3. the retrieval time required for the products to be retrieved, and 4. the return time required for the picker to transport the products to the order point. Each time measurement considered 15 order plans selected by the Traffic Office of the company in collaboration with the authors.

The selected plans were representative and included a large number of products, so that the analysis of the obtained time schedules yields reasonable and reliable conclusions. The number of orders in the studied plans ranged from 5 to 17 per plan. To allow comparison between the picking times measured for items of different size, the results are presented as the measured time over the volume of the respective item, namely in minutes per cubic meter. 4.1. Stage 1: Results of the 1ST measurement series The results of the 1st measurement series are reported on Table 1. The time required to complete the picking cycle is 5.69 min/m3. In terms of the itemized times for travel, search, retrieval and return, we observe that finding and retrieving the products are the most time-consuming procedures.

The search time is around 36% (2.05 min/m3) of the total OP time. The percentage is quite high and reveals the need for an automated system to control and monitor the placement of the stock. Tracing the products becomes an extremely difficult and demanding procedure relaying mainly on the experience of the operator and the assistant. Many years of work in this particular position and the ability to locate the items using visual contact are decisive factors. In many cases, finding an item quickly is merely a matter of coincidence or luck. Our results include cases where locating a stocked product took over 45 minutes of searching and the product eventually failed to reach the customer on time.

Table 1: Final results obtained during the 1st and the 2nd measurements

Phases Travel time Search time Retrieval time Return time Travel & return times Total

1ST measurement before modifications t1 (minutes) % total 0.51 9.0 2.05 36.0 2.50 43.9 0.63 11.1 1.14 5.69 20.0 100.

2ST measurement after modifications t2 (minutes) % total 0.33 11.5 0.37 12.9 1.73 60.5 0.43 15.0 0.76 2.86 26.6 100.

Relative time reduction (t1-t2) / t1 % 35.3 82.0 30.8 31.7 33.3 49.7

The retrieval time is around 44% (2.50 min/m3) of the total OP time. Most of this time is spent on removing products in the front levels until the desired item comes to surface. The multiple storage depths combined with the surface type-based storage makes retrieval the most time-consuming procedure. Note that the initial choice of storage policies was based upon empirical criteria since, without a systematic measurement and consideration of the real system. Typically, the travel and return times account for over half of the total OP time (Tompkins, 1998), and most of the research work in increasing the efficiency of OP has focussed on the assumption. This does not apply to the problem considered here, where the retrieval times are considerably higher due to the nature of the products. Supported by the results of Stage 1, the retrieval times can be reduced by rearranging the warehouse and applying storage principles as discussed in Section 2. 4.2. Stage 2: Proposed and implemented modifications The scope here is to reduce the time spent to reach the picking area and the packaging point.

Based on the analysis of the first measurements the following were suggested to the company. Introduction of a Warehouse Management System (WMS): The use of a WMS can facilitate and speed up the tracing of the products. This is expected to reduce significantly the search time that is over a third of the total OP time. Improvement of the picking policies: After introducing a WMS, it is advisable to change the method of OP from strict to zone picking. Application of optimal routing policies: In total, the travel and return time is only around 20% of the total OP time. A techno-economical feasibility study (in the form of an ABC analysis) can quantify how much of this can really be reduced by the choice of routing policies, and provide incentives to carry out the necessary modifications.

Changing the location of fast moving products in the warehouse, to reduce the retrieval time for small orders. The number of the wood panels ordered is usually other than those contained in the panel lots. The initial policy was to leave the remaining items in their original locations until they were again in demand. The result was to have many broken lots of the same product stored randomly in various places and levels within the warehouse. The remainders of the product lots can be placed in easily accessible front piles assigned for this purpose.

Extending the storage space to reduce the storage depths from four to two, to reduce the retrieval time. This however increases the fraction of the void over the total space in the warehouse, and creates a trade off between the time needed to access the products and the cost of extending the warehouse area. The company adopted some of the above suggestions, namely the installation of a simple WMS and a change in the location of its products, following an ABC analysis. The storage mode changed to demandbased, hence the fast moving products were placed closer to the section entrance to reduce the travel and return times. Also, two piles were allocated on each side section, where the remainders under 20 sheets would be placed (see the broken lot piles in Figure 1). The company did not switch to zone picking, because separating the items of the different order packs needs extra space. Also, the company could not consider our suggestion to reduce the storage depth levels, since this required building an additional warehouse. 4.3. Stage 3: Results of the 2ND measurement series Once our suggestions were implemented, the second measurement series was conducted to evaluate the subsequent reductions on the total OP time.

The results and the differences between the first and the second measurements are presented on the Table 1. The total time to complete the picking cycle is now 2.86 min/m3, thus a reduction of nearly 50% was achieved. More specifically, the search time is down by over 80% and is now nearly 13% (0.37 min/m3) of the total. This is because the item locations are registered and given to pickers along with the order plan. Further reductions could be achieved if the employed WMS specified the height along with the depth of the product location. The demand-based storage and the use of the two piles for the broken lots reduced the retrieval time by 30.8%, to 1.73 min/m3. There is also significant reduction (33.3% on average) in the travel time to and from the picking points, due to the new storage policies adopted. Despite the significant overall reduction on the OP time, the problem of item retrieval remains unresolved. In effect, the current retrieval time is 60% of the total OP time. Reducing the storage depths is not considered presently, as it requires expansion of the warehousing establishments.

5. CONCLUSIONS This work presents a real case study to improve the performance of order picking in an existing company warehouse. The main objective is the reduction of the overall picking time. The work is divided into three stages. The first stage is to register the situation in the warehouse with regard to the required order picking times. The total time is divided into travel, search, retrieval and return time to allow a more detailed analysis of the situation. The analysis of the obtained data identifies promising modifications and quantifies the benefits of adopting them.

In effect, the measurements indicated the need for more systematic management, storage and arrangement of the products in the warehouse, and more efficient routing. After the company approved and implemented (some of) the proposed modifications, the time measurements were repeated to see the benefits. Finally, a mean 50% reduction in the total picking times was achieved. There is still space for improvement, even given the reluctance of the company to carry out expensive modifications. Our future research considers the development of a simple warehouse simulation tool to apply different arrangement options and evaluate their performance, using the time data collected in this work.

Ackerman, K. B., 1990. “Practical Handbook of Warehousing”, Van Nostrand Reinhold, NY. Coyle, J.J., Bardi, E.J., Langley, C.J., 1996. “The Management of Business Logistics”, 6th ed., West Publishing, St Paul, MN. De Koster, M.B.M., Van der Poort, E.S., Wolters, M., 1999. “Efficient order batching methods in warehouses”, International Journal of Production Research, vol. 37, no. 7, pp. 1479-1504. Eynan, A., Rosenblatt, M.J., 1994. “Establishing zones in single-command class-based rectangular AS/RS”, IIE Transactions, vol. 26, no. 1, pp. 38-46. Frazelle, E.H., Apple, J.M., 1994. “Warehouse Operations”, in J.A. Tompkins and D.A. Harmelink (Eds), The Distribution Management Handbook, McGraw-Hill, NY, pp. 22.1-22.36. Gibson, D.R., Sharp, G.P., 1992. “Order batching procedures”, European Journal of Operational Research, vol. 58, pp. 57-67. Gray, A.E., Karmarkar, U.S., Seidmann, A., 1992. “Design and operation of an order-consolidation warehouse: Models and application”, European Journal of Operational Research, vol. 58, pp. 3-13. Hall, R.W., 1993. “Distance approximations for routing manual pickers in a warehouse”, IIE Transactions, vol. 25, no. 4, pp. 76-87. Jarvis, J.M., McDowell, E.D., 1991. “Optimal product layout in an order picking warehouse”, IIE Transactions, vol. 23, no. 1, pp. 93-102. Gattorna, J., 1997. Handbook of Logistics and Distribution management, 4th ed., Gower Publisher Company. Petersen, C.G., 1997. “An evaluation of order picking routing policies”, International Journal of Operations and Production Management, vol. 17, no. 1, pp. 1096-1111. Petersen, C.G., 2000. “An evaluation of order picking policies for mail order companies”, Production and Operations Management, vol. 9, no. 4, pp. 319-335. Petersen, C.G., Aase, G., 2003. “A comparison of picking, storage and routing policies in manual order picking”, International Journal of Production Economics, in press. Petersen, C.G., Schmenner, R.W., 1998. “An evaluation of routing and volume-based storage policies in an order picking operation”, Decision Sciences, vol. 30, no. 2, pp. 481-501. Ratliff, H.D., Rosenthal, A.S., 1983. “Order-picking in a rectangular warehouse: A solvable case of the traveling salesman problem”, Operations Research, vol. 31, no. 3, pp. 507-521. Roodbergen, K.J., Koster, R., 2001. “Routing methods for warehouses with multiple cross aisles”, International Journal of Production Research, vol. 39, no. 9, pp. 1865-1883. Schwarz, L.B., Graves, S.C., Hausman, W.H., 1978. “Scheduling policies for automatic warehousing systems: simulation results”, AIIE Transactions, vol. 10, no. 3, pp. 260-270. Tompkins, J.A., Smith, J.D., 1998. The Warehouse Management Handbook, 2nd ed., Tompkins Press, Raleigh. Van den Berg, J.P., Zijm, W.H.M., 1999. “Models for warehouse management: Classification and examples”, International Journal of Production Economics, vol. 59, pp. 519-528.

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Three major design elements of the warehouse layout are considered: crossing aisles, picking aisles orientation, and dock location. The system
Warehouse Management Free Essay Example
Essay Sample: Abstract: The study presented here considers arrangement and management policies to improve the order picking procedure in the existing