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MindMap Gallery Warehousing diagnostic model
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Warehousing diagnostic model
The warehousing logistics diagnostic model is introduced in detail and comprehensively described. I hope it can help interested friends learn.
Edited at 2023-11-20 19:18:52
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Warehousing diagnostic model
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
Warehouse logistics diagnostic model javen.tam 21.02
Regional diagnostics
Inbound platform diagnosis
Percentage of platform unloading time
There are many vehicles entering and exiting distribution and retail warehousing, and parking spaces are usually a scarce resource. However, many companies experience long vehicle waiting times and congestion in the park during warehousing activities.
Definition: It is the unloading time/parking space available time for cargo handling
Equipment unloading time proportion
The equipment used in the unloading operation is mainly forklifts. By observing the proportion, it is possible to analyze whether the resource allocation and supplier arrival plan for the unloading operation are reasonable.
Definition: Total unloading equipment operation time/available working time of all equipment operations
Average vehicle unloading time
Definition: Total warehousing unloading time/number of unloading vehicles
Personnel unloading time proportion
Definition: total time for personnel to unload/total time for personnel to work
By observing the proportion, we can analyze whether the resource allocation of the unloading operation and the supplier's arrival plan are reasonable.
Staging area diagnosis
Personnel inspection time proportion
Definition: Total personnel inspection time/Total personnel work time
According to the inspection requirements, judge the efficiency of personnel inspection
Proportion of random inspection materials
Definition: Number of randomly inspected materials/Total number of arriving materials
Determine the need for inspections based on the quantity and proportion of inspections
Proportion of inspection area area
Definition: Inspection area area/total warehouse area
Determine the rationality of facility resource occupancy for inspection
Personnel tallying time proportion
Definition: total time of personnel warehousing and tallying operations / total time of personnel working
When there is no independent team for tallying, it will be coordinated with other processes and personnel will be counted according to the proportion of occupied time.
Ratio of daily cargo flow to total incoming and outgoing volume
Definition: Inbound cargo flow/Total inbound and outbound logistics flow
Determine the intensity of tallying operations
Proportion of tallying area area
Definition: Tally area/total warehouse area
Determine the rationality of facility resource occupation for tallying operations
Storage area diagnostics
Ratio of staff time on shelves
Definition: Total time of personnel’s work on shelves/total time of personnel’s work
If there is no independent team on the shelves, the personnel will be counted according to the proportion of occupied time in collaboration with other teams.
Device availability time ratio
Definition: Operation time of equipment on shelves / (number of equipment on shelves * total time of unloading operations)
When there is no independent team on the shelf, in collaboration with other teams, the equipment will be counted according to the proportion of occupied time.
Shelf channel area ratio
Definition: Shelf aisle area/total warehouse area
Determine the rationality of facility resource occupation in the shelf channel
Shelf error rate
Definition: Number of listing errors/Total number of listings
Determine the rationality of the shelving operation
Logistics volume on shelves per person per day
Definition: Total logistics volume on shelves/Total number of people on shelves
Determine the efficiency of personnel on shelves
Logistics volume on shelves per device per day
Definition: Total logistics volume on shelves/Total number of equipment on shelves
Determine the efficiency of equipment on shelves
Storage space item ratio
The more items there are in the cargo location, the more complex the management will be.
Storage area utilization
Definition: storage area/total warehouse area
Determine the rationality of storage area layout
Storage space utilization
Determine the rationality of storage area layout
Inventory error rate
Determine the complexity of storage area management. The more storage areas there are, the more complex the management will be.
Sorting area diagnostics
Proportion of personnel sorting time
When there is no independent team for sorting, in collaboration with other processes, personnel and equipment will be counted according to the proportion of occupied time.
Equipment sorting time occupancy rate
When there is no independent team for sorting, in collaboration with other processes, personnel and equipment will be counted according to the proportion of occupied time.
Average daily number of items entering and exiting the warehouse as a proportion of sorting positions
Determine the adequacy of picking operation resources and management capabilities
Average number of orders picked per day
Determine the complexity of the sorting operation
Sorting buffer area ratio
Determine the rationality of allocation of facilities and resources in sub-building areas
Personnel packing time occupancy rate
Determine the rationality of facility resource allocation in the sorting area
Equipment packaging time occupancy rate
Determine the rationality of facility resource allocation in the sorting area
Packing area area ratio
Determine the rationality of resource allocation of packaging facilities
Picking error rate
Ability to judge sorting operations
Outbound platform diagnosis
Personnel departure time occupancy rate
Total time for staff to put on shelves/total time for staff to work
When there is no independent team on the shelves, in collaboration with other teams, personnel and equipment will be counted according to the proportion of occupied time.
Equipment delivery time occupancy rate
Outbound equipment operation time/(number of outbound equipment*total unloading operation time)
According to the situation where there is no independent team for outbound delivery, in collaboration with other processes, personnel and equipment will be counted according to the proportion of occupied time.
Outbound cargo area area ratio
Outbound passage area/total warehouse area
Determine the rationality of facility resource allocation in the outbound cargo area
Average order waiting period
Determine the reasonableness of the time spent waiting for orders to be loaded.
Personnel loading time occupancy rate
When there is no independent team for loading, the personnel will be counted according to the proportion of occupied time in collaboration with other processes.
Equipment loading time occupancy rate
When there is no independent team for loading, the equipment will be counted according to the proportion of occupied time in collaboration with other processes.
Platform loading time occupancy rate
Evaluate the number of parking spaces based on cargo time occupancy settings
Average vehicle loading time
Evaluate unloading operation efficiency through vehicle loading time
Job resource diagnosis
Warehousing operation environment judgment
Volatility
Determine the flexible demand for warehousing resources. The greater the volatility, the higher the flexibility requirements for warehousing resources.
index
Proportion of order volume that fluctuates more than 30% (day/hour)
Definition: (number of orders-average number of orders)/average number of orders>30%
The quantity of incoming orders from suppliers fluctuates daily or every hour of the day (one cycle is counted). When it rises by 30% or falls by 30%, it is observed as abnormal fluctuations. The more times it occurs, the greater the fluctuation. The greater the impact on resource allocation.
Proportion of orders fluctuating by more than 30% (day/hour)
Definition: (number of orders-average number of orders)/average number of orders>30%
Customer order volume fluctuates based on the daily or hourly volume of the day (one cycle is counted). When it rises by 30% or falls by 30%, it is observed as abnormal fluctuations. The greater the number, the greater the fluctuation, and the greater the impact on resource allocation. big.
The proportion of logistics volume that fluctuates up and down by more than 30% (day/hour)
Definition: (number of logistics - average number of logistics) / average number of logistics > 30%
The number of inbound logistics units (such as pallets, boxes, boxes and other containers or packages) fluctuated daily or every hour of the day (one cycle of statistics) for the number of inbound logistics units entered by the supplier. 30% is observed as abnormal fluctuations. The more times, the greater the fluctuations and the greater the impact on resource allocation.
The proportion of logistics volume that fluctuates up or down by more than 30% (day/hour)
Definition: (number of logistics - average number of logistics) / average number of logistics > 30%
For the quantity fluctuation of outbound logistics units (such as pallets, boxes, boxes and other containers or packaging statistics) on a daily or hourly basis (one cycle of statistics), an increase of 30% or a decrease of 30% is considered an abnormal fluctuation. Observations are made. The more times, the greater the fluctuation, and the greater the impact on resource allocation.
Proportion of abnormal/urgent orders
Definition: Number of abnormal orders/number of total orders
When the abnormal order rate exceeds 5%, it is necessary to analyze the resource time occupied by abnormal orders. If the resource time occupied by abnormal orders exceeds a certain ratio, the warehousing activities caused by abnormal orders need to be optimized.
Material change rate
Definition: Number of changing material items in the cycle/Total number of items in the cycle (month or year)
The rate of change in inventory materials within a certain period. The greater the change in materials, the more difficult it is to manage the warehouse. When materials change, packaging, containers, order structures, etc. may change, that is, the regularity of previous operations may change, thus affecting the current operation process. efficiency, and the rationality of resource allocation. Judgment of material change rate is conducive to formulating more reasonable operating procedures and resource allocation
concentration
The higher the supplier concentration, the higher the controllability of inbound logistics planning, and the resource allocation of inbound activities can be adjusted through supplier management. Centrally managing highly concentrated materials in storage, sorting and other operating processes is not only conducive to the formulation of operating strategies in each process, but also conducive to the introduction of automated equipment.
index
Proportion of the top 20% logistics volume suppliers
Definition: The logistics flow of suppliers within the cycle is sorted by taking the logistics flow of the top 20% suppliers/total supply logistics flow.
Observe the supply of suppliers, sort by supply, and sum up the number of the top 20% of suppliers. If the supply of these suppliers accounts for more than 70% of the total supply, it means that the concentration of supplier supply is high. The larger the proportion, the higher the concentration. These suppliers can be managed using different strategies to improve the efficiency or orderliness of warehousing operations.
Proportion of suppliers in the top 20% of supply times and items
Definition: The number of supply times of suppliers in the cycle is sorted by taking the number of supply times of the top 20% suppliers/the total number of supply times.
Observe the supply times of suppliers, sort by the number of supplies, and sum up the number of the top 20% of suppliers. If the supply times of these suppliers account for more than 70% of the total, it means that the concentration of supplier supply is high. The larger the proportion, the higher the concentration. These suppliers can be managed using different strategies to improve the efficiency or orderliness of warehousing operations.
Proportion of the top 20% of logistics customers
Definition: During the period, the logistics volume of the top 20% customers/total outbound logistics volume is sorted by the customer's outbound logistics volume.
Observe the outbound logistics flow of customers, sort by outbound volume, and sum up the number of the top 20% of customers. If the outbound logistics volume of these customers accounts for more than 70% of the total supply, indicate the outbound logistics volume for customers. The concentration is higher, and the larger the proportion, the higher the concentration. These customers can be managed using different strategies to improve the efficiency or orderliness of warehousing operations.
Proportion of the number of customers in the top 20% of ordered items
Definition: Sorting of customer orders within the cycle takes the number of items of the top 20% customers/total number of orders
Observe the number of customer orders, sort by the number of orders, and sum up the number of the top 20% of customers. If the number of orders from these customers accounts for more than 70% of the total supply, it means that the number of orders from customers is concentrated and the proportion is higher. The higher the concentration. These customers can be managed using different strategies to improve the efficiency or orderliness of warehousing operations.
The proportion of customers with the top 20% order frequency
Definition: Sort the number of customer orders in the cycle by taking the supply times of the top 20% customers / the total number of orders
Observe the number of customer orders, sort by the number of orders, and sum up the number of the top 20% of customers. If the number of orders from these customers accounts for more than 70% of the total supply, it means that the number of orders from customers is concentrated and the proportion is higher. The higher the concentration. These customers can be managed using different strategies to improve the efficiency or orderliness of warehousing operations.
Proportion of outbound customers
Definition: Number of customers leaving the warehouse on the day/total number of customers
Observe the proportion of customers in warehouse departures. This diagnostic indicator can be correlated with the daily customer departure rate and the next day customer departure rate to analyze the frequency of customer departures to analyze the customer activity in the warehousing according to the customer dimension. Spend.
Reference chart: Line chart (number of outbound customers)
The proportion of the top 20% of outbound logistics flow material items in quantity
Definition: The material outbound logistics flow within the cycle is sorted by taking the top 20% of the logistics flow/total outbound logistics flow.
Observe the main material items from the perspective of outbound volume. Materials with large outbound volume will occupy larger storage resources and outbound resources, such as space, personnel, and equipment. These material items can be combined with other Dimensional analysis is carried out to manage, and then reasonable operation strategies are specified.
Reference chart: Column proportion chart (material quantity, outbound quantity (number of pieces), outbound quantity (KG))
Proportion of quantity of items with the top 20% outbound frequency
Definition: The top 20% of the material outflow frequency in the cycle is sorted by the total outbound material flow/the total outbound material flow
Observe material items from the perspective of the frequency of outgoing warehouses. The higher the frequency of outgoing warehouses, the higher the frequency of operations, which will have a greater impact on resource consumption. Materials with high frequency can be further analyzed based on the outgoing quantity and order characteristics to specify a reasonable operation strategy.
Reference chart: Column proportion chart (material quantity, delivery frequency, delivery quantity (KG))
The proportion of the top 20% inventory logistics items in quantity
Definition: The material inventory logistics flow is sorted by taking the top 20% of the logistics flow/total inventory logistics flow
Observe material items from the perspective of inventory logistics flow. The inventory directly affects the storage capacity demand of the warehouse. First, find the materials with high inventory, and then analyze their out-of-warehouse quantity and frequency. You can analyze whether it is a sluggish material from the perspective of the supply chain. . Then optimize the storage design of materials from the perspective of warehouse storage management, and also propose methods to reduce sluggish material inventory from the perspective of the supply chain.
Proportion of inventory logistics volume to inventory volume of packaging specifications of the top 5 categories of materials
Definition: The logistics flow of each package is sorted by the top 5 logistics/total inventory logistics.
By analyzing the packaging specifications of materials in the top five categories of inventory logistics, we can observe their concentration and reduce the difficulty of analyzing packaging specifications.
the complexity
Analyzing the warehousing environment from the perspective of job complexity can more intuitively determine the direction of warehousing design.
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index
EN value range for the first 80% of order quantities
Definition: The number of occurrences of a material item in each order
The EN value of the order is the basic basis for judging the sorting method. If the EN value is small, the fruit picking method can be used, and if the EN value is large, the sowing method can be used. Through the analysis of EN, we can make a basic judgment on the complexity of order sorting, and it can also be used as an input value or judgment value for simulating warehousing activities.
EQ value range for the top 80% of order quantities
Definition: The ordered logistics quantity of the material item in each order
The EQ value of an order is the basis for judging the workload of the order. The higher the EQ value, the longer the resources are occupied and the greater the complexity of the order. In the analysis of EQ value, the quantity of materials is usually used. It is recommended to correlate it with the packaging specifications. For example, although the quantity of some small materials is large, the operation is simple, while the quantity of large items is less complex than the operation, so for "Q" It is best to associate the definition with the packaging specifications, and the materials of the merged operations will also be statistically merged.
Order split rate
Definition: The order quantity/total number of orders that need to be unpacked (or other packaging units)
In warehousing, shipping out items by material unit is the most efficient state. If there are more dismantling operations, the complexity of the warehousing operation will be higher, and the consumption of work processes and resources will be greater. For the analysis of order splitting rate, we can observe the value of resource consumption caused by splitting operations in warehousing, and then we can continue to analyze how to improve the efficiency of operations and more reasonable resource allocation by reducing splitting. At the same time, we can also use some automated equipment to carry out operations. Improve productivity.
Material unit weight distribution
Definition: The number of material items with a packaging weight exceeding 25kg
In warehousing, shipping out items by material unit is the most efficient state. If there are more dismantling operations, the complexity of the warehousing operation will be higher, and the consumption of work processes and resources will be greater. For the analysis of order splitting rate, we can observe the value of resource consumption caused by splitting operations in warehousing, and then we can continue to analyze how to improve the efficiency of operations and more reasonable resource allocation by reducing splitting. At the same time, we can also use some automated equipment to carry out operations. Improve productivity.
Material unit volume distribution
Definition: The number of material items with a packaging volume exceeding 0.5m
By taking 0.5m as the judgment value, materials weighing more than 25kg are counted. If the weight of the material is mainly distributed in the 0.5m category, manual or mechanical operations can be used. If most of the material items exceed 0.5m3, mechanical operations can only be used. Mainly homework.
Number of sorting batches per day
Definition: daily sorting times
The demand side (such as production lines or sales customers) requires batches to be shipped out from the warehouse. Some batches are shipped out on a daily basis, and some are shipped out on an hourly basis. The more precise the requirements, the greater the difficulty.
Number of reservoir areas
Definition: Number of reservoir areas
There are many ways to divide warehouse areas in warehousing. Some are divided according to the amount of materials, some are divided according to the appearance of the materials, some are divided according to conventional methods, and some are divided according to the storage environment. In short, there are many ways to classify warehouse areas. After the reservoir areas are divided, there are usually differences in management methods or operation methods. The more reservoir areas are divided, the more classifications of management requirements, and the more difficult it is to carry out centralized operations. Therefore, observing and analyzing the number of reservoir areas can help make judgments. Difficulty and requirements of warehousing operation design.
Number of facilities
Definition: number of facilities
The number of individual facilities. If the warehousing activities are in multiple facilities and there are active connections between them that need to be connected through external passages of the warehouse, it is much more complicated than the operations in a single facility. If it is a multi-facility building, it needs to be transported externally or connected through corridors, which requires higher requirements for channel design.
Facility floors
Definition: Number of facility floors
If the warehouse facility is a multi-story environment, elevators or conveyor lines are required for longitudinal series connection. These hardware devices can easily form flow bottlenecks and may also reduce operating efficiency.
Warehousing input-output diagnosis
financial investment
Investment is mainly constructed from the perspective of resources, and the proportion of each type of resource in the total warehousing cost is analyzed.
Investment is mainly constructed from the perspective of resources, such as personnel, facilities, equipment, technology, operations and other costs. By analyzing the proportion of each type of resource in the total cost of warehousing, the rationality of cost investment in warehousing can be observed. Especially in the comparison of personnel and equipment costs, with the current transformation of digital and intelligent logistics, more and more automatic and intelligent equipment are used to replace manual operations. How to balance the difference in cost investment between the two, especially important.
personnel cost ratio
Definition: Total labor wages (year)/total warehousing costs
The personnel cost ratio refers to the ratio of the total annual labor wages of all operators and managers in warehousing activities to the total cost of warehousing, and analyzes the rationality of labor cost investment.
equipment cost ratio
Definition: Total equipment cost (year)/total warehousing cost
The equipment cost ratio refers to the sum of equipment purchase costs, rental costs, maintenance costs and other equipment-related costs and is divided into the ratio of the total annual cost to the total warehousing cost to analyze the rationality of equipment cost investment.
facility cost ratio
Definition: Warehouse rental (or purchase) cost (year)/total warehousing cost
The facility cost ratio refers to the ratio of the rental cost of the warehouse, or the purchase cost allocated to each year, and the total cost of the warehouse construction cost allocated to each year, and the total cost of warehousing, to analyze the rationality of the cost investment in warehousing facilities.
Other operating cost ratios
Definition: Other operating costs (water, electricity, etc.)/total warehousing costs
Other operating cost ratios refer to other costs related to warehousing operations, such as water and electricity costs, etc., and analyze the rationality of auxiliary costs in warehousing operations.
Unit warehousing cost inventory amount
Definition: Inventory amount/total warehousing cost
The total inventory amount (purchase amount) of materials supported by the warehousing unit cost determines the rationality of the total warehousing investment cost from a financial perspective.
cost per order
Definition: Total warehousing cost/total number of orders (year)
The cost per order refers to the ratio of the total annual warehousing cost to the total number of annual orders. The rationality of the total warehousing investment cost is judged from an overall perspective.
Unit cost turnover contribution value
Product sales amount/total warehousing cost
The product sales amount supported by the warehousing unit cost can judge the rationality of the total warehousing investment cost from a financial perspective, and can also reflect the proportional relationship between warehousing costs and various corporate costs.
Output capacity
Output is mainly measured from the dimensions of procurement or market value and logistics volume of materials circulated in the warehouse.
Output is mainly measured from the purchase or market value of materials circulated in the warehouse and the dimensions of logistics flow. It is also apportioned to the output capacity of unit personnel, the output capacity of unit facilities and the overall service capacity of the warehouse. The level of input-output is mainly evaluated based on the value supported by unit resources and costs and the throughput covered.
per capita output value
Definition: product sales amount/total number of warehouse people
The contribution value of each person to the company's operating income in warehousing activities is an auxiliary indicator that reflects the output capacity of personnel in warehousing activities. The level of the value does not absolutely reflect the warehousing operation capabilities. This indicator is closely related to the product value, but it can be determined from the business operations Observe the output capacity of warehouse personnel at a certain level.
Logistics flow per person
Definition: warehousing throughput/total number of people in warehousing
The inbound and outbound logistics volume completed by each person in warehousing activities. This indicator directly reflects the personnel's working ability. Through this indicator, we can also compare the difference between manual operations and mechanized, automated, and intelligent operations. However, the higher the value, the better. It needs to be correlated with other financial indicators to judge its rationality.
Order volume per person
Definition: Warehouse number processing order volume/total number of warehouse people
The number of customer orders completed by each person in warehousing activities is a judgment of the personnel's operational ability from the order dimension. Order volume can reflect the intensity of operations and the degree of outbound concentration to a certain extent. It is also closely related to the picking link in warehousing activities. This indicator can reflect the rationality between personnel operation strategies and output, and It can be combined with other indicators of the order dimension for correlation before conducting in-depth analysis.
Per capita input-output ratio
Definition: product sales amount/(total warehousing cost/total number of warehousing people)
Labor cost does not directly reflect the input-output situation of human efficiency. In addition, it is also affected by the input of equipment cost and facility cost. The per-capita input-output ratio can integrate all costs into the unit of personnel, and use personnel as the carrier to analyze each unit. The output capacity of people after using other resources can more comprehensively reflect the situation of human efficiency.
Output value per unit area
Definition: Product sales amount/facility area
From the perspective of warehouse facilities, we can judge the contribution of unit area to the company's turnover. This indicator can be related to the facility cost, and then analyze the input and output of the facility cost.
Total daily throughput
Definition: average daily throughput
The average daily throughput is the total amount of materials entering and exiting the warehouse every day. The unit can be calculated by weight or packaging unit. It is an evaluation indicator of the total capacity of the warehouse for inbound and outbound operations.
Average inventory logistics volume
Definition: average daily inventory logistics flow
The total average unit logistics volume is used to evaluate the storage capacity of the warehouse and is also an input value for warehouse area measurement.
error rate
Definition: error order/total order quantity
The error rate is an indicator for evaluating warehousing service capabilities, judging the reliability of warehousing operations and the rationality of process design, and is also a key indicator for assessing the performance of warehousing operations.
satisfaction rate
Definition: Daily completed orders/total order volume
Satisfaction rate is an indicator for evaluating warehousing and supply chain service capabilities. If materials are out of stock in the warehouse and warehousing operation capacity is insufficient, orders will not be completed on time and customer satisfaction will be affected.
Warehousing resource utilization diagnosis
Personnel utilization
From the perspective of the efficiency of warehouse management operations, the higher the utilization rate of personnel, the better. When the process is already complete, the fewer personnel, the better.
People are the most critical resource for warehousing activities. No matter how automated or intelligent the warehousing is, it first needs personnel to manage it. However, from the perspective of the efficiency of warehouse management operations, the higher the utilization rate of personnel, the better. Well, when the process is already complete, the fewer people, the better.
Depending on the warehousing environment, each enterprise may have differences in the personnel organization structure of the warehousing. Some warehousing divides personnel into warehousing and outgoing warehousing, some warehousing will divide the work teams into more detailed groups, and some warehousing does not. Divide personnel and conduct centralized operations. Therefore, from the perspective of personnel utilization, it is more consistent to calculate the indicator based on the working time of the occupied personnel in the process.
Restocking personnel utilization rate
Definition: total time of personnel working in progress/total time of personnel working
The inbound operation mainly starts from the vehicle loading to the completion of the shelving operation, which includes unloading, inspection, warehousing, tallying, shelving and other processes. Here, these processes are merged into the inbound operation link, and the personnel in the inbound operation are comprehensively evaluated. Utilization status can be used to diagnose whether the personnel activities and personnel allocation in the material record entry position are reasonable after the supplier arrives, and the personnel utilization in each process is further refined in the process evaluation.
Shipping staff utilization rate
Definition: The total time of personnel working in the outbound direction/the total time of personnel working
The outbound operation mainly starts from the sorting operation to the completion of the loading operation, which includes the processes of sorting, packaging, review, outbound collection, loading, etc. These processes are merged into the outbound operation link to evaluate the outbound operation as a whole. The situation of personnel utilization in the system can be used to diagnose whether the personnel activities and personnel allocation in the process from printing the sorting order to the completion of loading are reasonable after the order is placed. The personnel utilization in each process will be refined in the process evaluation. .
Equipment utilization
Equipment is an important investment in warehousing costs. Driven by automation, digitization, and intelligence, the investment cost of equipment is getting higher and higher.
Equipment is an important investment in warehousing costs. Driven by automation, digitization, and intelligence, warehousing's investment costs in equipment are getting higher and higher, and more attention is paid to the rationality of equipment purchase. If the equipment utilization rate is not high after purchase, careful investment will be needed in later optimization and design. Warehousing equipment is mainly divided into storage equipment, handling equipment and sorting equipment. The utilization rate of equipment is mainly compared with the equipment running time and the total operation time, reflecting the time ratio of equipment used in warehousing activities.
Storage device utilization
Definition: number of occupied cargo spaces/number of storage device cargo spaces
Storage equipment is mainly based on cargo space as a unit. Here we only consider the occupancy of cargo space in storage. The higher the occupancy rate of storage space designed in warehousing, the higher the utilization rate of storage equipment. Here we only evaluate it from the perspective of storage equipment. It does not reflect space utilization. Storage space utilization is evaluated from a facility perspective.
Handling equipment utilization rate
Definition: handling equipment operation time/(number of handling equipment*total time of handling activities)
Handling activities in warehousing are distributed in various processes of warehousing operations. Handling equipment includes forklifts, AGVs, conveyor lines and other equipment. The operating time of these equipment is collected and compared with the total available time of the equipment to statically reflect the utilization of the equipment.
Sorting equipment utilization rate
Definition: sorting equipment operating time/(number of sorting equipment*total time of sorting activities)
Sorting equipment is mainly used in warehouse sorting operations. Sorting equipment includes picking trucks, sorting lines, forklifts, AGVs and other equipment. The operating time of these equipment is collected, compared with the total time available for the equipment, and statically reflected Equipment utilization.
facility utilization
Facilities are important resources for warehousing operations. The facility environment can be divided into different functions by dividing the functional areas of warehousing operations.
Facilities are important resources for warehousing operations. The facility environment can be divided into different functions through the functional area division of warehousing operations. All warehousing operations are completed in the facility functional areas. In the overall assessment of warehousing resource utilization, facilities are roughly divided into several dimensions: platform facilities, storage areas, cache areas, and channels. By evaluating platform utilization, storage area utilization, cache area utilization, and warehouse space The utilization rate and channel occupied area rate indicators reflect the overall utilization rate of the facility. The evaluation results can be used to determine whether the spatial layout of the storage facility is reasonable or whether additional area is needed.
Platform utilization
Definition: Unloading time / (number of parking spaces * unloading time)
The platform utilization rate is mainly evaluated from the perspective of parking space utilization, and the indicator value is used to evaluate whether it is necessary to increase parking spaces or adjust the dispatch and plan of unloading vehicles when loading vehicles.
Storage area utilization
Definition: storage area/total warehouse area
The storage area is the main functional area in warehousing activities and usually occupies a high proportion. The storage area utilization rate can reflect the rationality of the area allocation of functional areas in warehousing activities.
Cache area utilization
Definition: Cache area/total warehouse area
Cache areas may be distributed in various aspects of warehousing activities. The more common ones are the warehousing and tallying areas and the sub-building collection areas. When materials stop during warehousing activities, a buffer area is formed. Sometimes setting up a cache area can make warehousing activities more orderly and warehousing site management more standardized, but the larger the cache area, the better. The rationality of warehousing activities can be observed through the buffer area utilization indicator.
Warehouse space utilization
Definition: Warehouse operating space/warehouse operating space volume
The height of the warehouse is different in different warehouse facilities. For example, the height of a flat-floor factory may be 12 meters, the height of a multi-story factory may be 5-7 meters, and the height of a building-type warehouse may be more than 20 meters. Warehouse space utilization is very important when land area is in short supply. The rationality of warehouse space utilization can be judged by evaluating the space utilization rate of space operations.
Channel occupied area ratio
Definition: total area of warehousing aisles/total area of warehouse
Aisles in warehousing consume a large amount of warehouse space, and the width of the aisles is usually affected by the operating method or the operating radius of the equipment. By evaluating the area occupied by the aisles, we can determine whether the aisle settings are reasonable, and further analyze how to improve the space utilization of the warehouse through the optimization of equipment configuration or operating methods.