物流公司倉儲管理作業之研究

Abstract

物流系統是為了提供顧客物流服務而存在，由人員、程序、工具及軟硬體設備所組成，倉儲委外服務的合作關係建構在委外契約上，一般契約時效為二至三年不等，委外關係一旦成立，雙方企業均投入相當的資源、承擔相當程度的風險，任何異常或失誤的發生都會造成顧客及物流公司的損失，嚴重者將使3PL賠上長期營運獲利及商譽。而物流中心屬開放型的系統，系統運作的績效決定於各組成分子之品質及其相互間的作用關係，為減少因流程變動而發生意外財務〈庫存〉損失、增進作業流程效率，必須透過流程管理及績效評量模式的建立，以監控企業資源的應用、追蹤各活動之作業目標績效的達成度與其改善效果。 本研究以個案物流中心A客戶之倉儲作業流程為研究範圍，利用IDEF0方法架構物流中心各作業項目流程圖，釐清各個步驟間的先後關係、控管方式與資源投入，以為檢核系統運作績效及潛在問題分析之依據。蒐集並分析物流中心相關異常資料，利用失誤樹法進行失誤樹的製作，將人為失誤造成之出貨異常設定為上層事象，推導出相關失誤的基本事象，探討系統運作中潛藏的失誤風險。由流程控管及失誤風險管理的角度，歸納整理出適切的倉儲績效指標，並建構績效評量模式。該評量模式可有效協助管理團隊診斷出各個作業層面及整體倉儲的運作績效，在資源有限的情況下擬定關鍵問題的處理順序，以便適時的切入關鍵問題點予以解決；透過持續的問題發掘與檢討、績效指標修正、指標值監控及流程改善，將能提升物流服務的品質、減少潛在作業風險。

The logistics system is created to meet the growing needs of integrated logistics services in which consist personnel, process, tools, software, and hardware. Warehouse outsourcing services are based on short-term contract ranging from two to three years and were built in accordance with the needs from customers. After the business partnership is engaged, resources are allocated and both parties will bear the risk of inventory loss due to operation error within the warehouse. Serious errors will damage the 3PL/LSP not only for revenue and profit, but business reputation as well. Logistics center is an open system and its performance is determined through internal elements both qualitative and quantitative. To reduce and control unexpected financial losses caused by process changes, LSP can use a model of logistics performance tool to monitor and manage its application of enterprise resource, performance objectives, operational activities, and efficiency for corrective actions to be taken. This thesis is a case study of LSP in warehousing management by using IDEF0 methodology to build up its processes as a series of related activities in identifying their priority, control point and resource capability so as to determine system performance and potential problems, if any. Taking the next step in using a FTA which is a top-down approach to failure analysis, starting with a potential undesirable event (shipment discrepancies caused by human error) called a TOP event, determining all the lowest-level basic events and exploring potential risks during system operation. From the process control and risk management points of view, the study generalizes the warehouse KPI and structure model for performance measurement. In conclusion, based on trial calculations, the results demonstrate the proposed model works well and can be a useful tool for the management team to diagnose operational performance across each activity within each level, prioritizing the critical problems under limited resources and resolve them in proper time. By the continuous and incremental periodic upgrade of processes, including the modification of KPI, LSP will effectively improve logistics service quality and reduce operational risk.