Liquid bulk wax handling and storage : a systems approach to resolve a material handling problem
- Authors: Schaufelbuhl, M. R.
- Date: 2014-07-23
- Subjects: Materials handling , Warehouses - Management
- Type: Thesis
- Identifier: uj:11808 , http://hdl.handle.net/10210/11530
- Description: M.Tech. (Industrial Engineering) , Material handling is never value-adding, but always increases the production costs. The objective of any new handling system should therefore be to reduce handling and then to find cost-effective solutions for those operations that cannot be eliminated. The systems approach can be used to analyse and solve material handling problems, ensuring that all alternatives are considered. This increases the likelihood of a successful project. The feasibility study should be used at the outset of a project to ensure that a shortlist of the best solutions can be made. This is done before major capital expense is incurred. Thereafter, a systematic procedure guides the project from a concept design, to a few selected option, then to the simulation of the proposed system and finally to the installation plan and construction. The systems approach is often preferred by management, because the financial and technical issues are quantified and therefore reduce the risk of a bad investment. Ultimately, a new material handling system, if required at all, should minimise production costs and therefore be an asset instead of a liability to the company.
- Full Text:
- Authors: Schaufelbuhl, M. R.
- Date: 2014-07-23
- Subjects: Materials handling , Warehouses - Management
- Type: Thesis
- Identifier: uj:11808 , http://hdl.handle.net/10210/11530
- Description: M.Tech. (Industrial Engineering) , Material handling is never value-adding, but always increases the production costs. The objective of any new handling system should therefore be to reduce handling and then to find cost-effective solutions for those operations that cannot be eliminated. The systems approach can be used to analyse and solve material handling problems, ensuring that all alternatives are considered. This increases the likelihood of a successful project. The feasibility study should be used at the outset of a project to ensure that a shortlist of the best solutions can be made. This is done before major capital expense is incurred. Thereafter, a systematic procedure guides the project from a concept design, to a few selected option, then to the simulation of the proposed system and finally to the installation plan and construction. The systems approach is often preferred by management, because the financial and technical issues are quantified and therefore reduce the risk of a bad investment. Ultimately, a new material handling system, if required at all, should minimise production costs and therefore be an asset instead of a liability to the company.
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An evaluation of distribution and warehousing systems in the perishable foods industry
- Authors: Maree, Jacobus Nicolaas
- Date: 2012-08-23
- Subjects: Warehouses - South Africa - Evaluation , Warehouses - Automation , Warehouses - Management , Perishable goods - South Africa , Logistics , Physical distribution of goods - South Africa
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/386921 , uj:3099 , http://hdl.handle.net/10210/6517
- Description: M.Comm. , South Africa is currently in the same position regarding distribution channel design and operations as the rest of the world during the 1970's and many of our warehouses still operate in the same manner as those of the 1970's, using outdated methods and infrastructures. According to Bailey (1996:3), the failures of the outdated systems were: 90% of the systems functioned ineffectively - High-tech systems were inflexible ; - Computers could not cope ; - Focus was on storage rather than throughput ; - Just-In-Time destroyed many facilities ; - Lack of integration within the supply chain Some distribution executives and warehouse managers may disagree, but it is evident that there is uncertainty and frustration associated with the management of warehousing activities in companies today. During research conducted, a statement was made by a distribution executive of a leading corporation, who said: "I am unaware of any corporate function where the manager knows so little about what he will do tomorrow as the manager of a warehouse." Traditionally, warehousing has fulfilled a support function to both manufacturing and marketing by storing the company's raw materials, semi-finished and finished products. However, the warehousing function also responded to other corporate needs without receiving the necessary attention and support of management to improve its organisation and effectiveness. The challenge of this study will therefore be to design and develop a distribution channel which will approach the supply chain holistically, from the identification of the total costs associated with alternative logistical systems right through to identification of the lowest cost network that meets corporate, marketing and customer requirements. The objective is to develop a strategy for a throughput distribution centre close to the market place to shorten the cycle time within the South African context, which will accommodate the principles of reducing individual warehousing requirements and transportation costs by transforming the modus operandi from the conventional "push" way of operating to a "pull" system. This is commonly known as Quick Response (QR) or Continuous Replenishment (CR) and will allow the principals to reduce stockholding areas and simultaneously provide fresh delivery.
- Full Text:
- Authors: Maree, Jacobus Nicolaas
- Date: 2012-08-23
- Subjects: Warehouses - South Africa - Evaluation , Warehouses - Automation , Warehouses - Management , Perishable goods - South Africa , Logistics , Physical distribution of goods - South Africa
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/386921 , uj:3099 , http://hdl.handle.net/10210/6517
- Description: M.Comm. , South Africa is currently in the same position regarding distribution channel design and operations as the rest of the world during the 1970's and many of our warehouses still operate in the same manner as those of the 1970's, using outdated methods and infrastructures. According to Bailey (1996:3), the failures of the outdated systems were: 90% of the systems functioned ineffectively - High-tech systems were inflexible ; - Computers could not cope ; - Focus was on storage rather than throughput ; - Just-In-Time destroyed many facilities ; - Lack of integration within the supply chain Some distribution executives and warehouse managers may disagree, but it is evident that there is uncertainty and frustration associated with the management of warehousing activities in companies today. During research conducted, a statement was made by a distribution executive of a leading corporation, who said: "I am unaware of any corporate function where the manager knows so little about what he will do tomorrow as the manager of a warehouse." Traditionally, warehousing has fulfilled a support function to both manufacturing and marketing by storing the company's raw materials, semi-finished and finished products. However, the warehousing function also responded to other corporate needs without receiving the necessary attention and support of management to improve its organisation and effectiveness. The challenge of this study will therefore be to design and develop a distribution channel which will approach the supply chain holistically, from the identification of the total costs associated with alternative logistical systems right through to identification of the lowest cost network that meets corporate, marketing and customer requirements. The objective is to develop a strategy for a throughput distribution centre close to the market place to shorten the cycle time within the South African context, which will accommodate the principles of reducing individual warehousing requirements and transportation costs by transforming the modus operandi from the conventional "push" way of operating to a "pull" system. This is commonly known as Quick Response (QR) or Continuous Replenishment (CR) and will allow the principals to reduce stockholding areas and simultaneously provide fresh delivery.
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Activity-based management to improve public warehouse functioning in the logistics supply chain.
- Authors: Luke, Rosemary-Jane
- Date: 2012-08-15
- Subjects: Warehouses - Management , Logistics - Management
- Type: Thesis
- Identifier: uj:9422 , http://hdl.handle.net/10210/5856
- Description: M.Comm. , The South African economy is currently in a dynamic phase of change. In seeking a solution to rebuilding the economy and attaining a growth rate which is capable of creating jobs and sustaining economic development, it is widely recognized that a competitive platform needs to be created for a powerful expansion by the tradable goods sector. Many South African products cannot compete in international markets because of high unit costs and the consequential high prices offered to consumers. One of the primary reasons for product uncompetitiveness can be described as supply chain inefficiencies.q The supply chain is defined as the network of organisations that are involved in the various processes and activities that produce value in the form of products and services in the hands of the ultimate consumer. This study analyzes a single stand-alone component of the supply chain organisation, namely the public warehouse. The study recognizes that warehousing plays a vital role in enhancing end-user value by providing time and space utility and suggests that in order for the warehouse to fulfil a valueadding role, it must adjust its functioning to meet the supply chain's requirements. The study shows that conventional techniques are incorrectly focused and are thus inappropriate in an organisation aiming to achieve competitiveness and profitability, optimise the logistics trade-off between cost and quality and simultaneously supply the customer with a high level of service performance. The use of conventional costing and management techniques are shown to lead to the incorrect calculation and misallocation of costs which in turn result in inaccurate product (service) costing. This has made the public warehouse analyzed uncompetitive in the market and as a result unable to add any additional value to the customer. It is suggested that a completely new and differently focused system needs to be implemented if supply chain objectives are to be realised. It is suggested that activity-based management is capable of achieving supply chain goals. Activity-based management (ABM) is a system or discipline which focuses on the management of activities as the route to improving the value received by the customer and the profit achieved by providing this value. The study shows that ABM, as applied to the public warehouse, was able to achieve cost reductions, better and more effective management, enhanced strategic positioning, and, most importantly, competitiveness in the market place, a prerequisite for adding value to the supply chain. The study recognizes that supply chain management and activity-based management are relatively new fields of expertise, and that these are not yet recognized as a fully fledged profession in South Africa. Supply chain management needs to be established and promoted as a formal profession. Finally it is recognized that more research is necessary before ABM and supply chain management can become the standard in South African organisations. Information needs to be obtained regarding key South African performance indicators and information needs to be recognized as a strategic asset. Once this recognition is achieved strategic information plans can be designed and used to enhance the competitiveness of South African products.
- Full Text:
- Authors: Luke, Rosemary-Jane
- Date: 2012-08-15
- Subjects: Warehouses - Management , Logistics - Management
- Type: Thesis
- Identifier: uj:9422 , http://hdl.handle.net/10210/5856
- Description: M.Comm. , The South African economy is currently in a dynamic phase of change. In seeking a solution to rebuilding the economy and attaining a growth rate which is capable of creating jobs and sustaining economic development, it is widely recognized that a competitive platform needs to be created for a powerful expansion by the tradable goods sector. Many South African products cannot compete in international markets because of high unit costs and the consequential high prices offered to consumers. One of the primary reasons for product uncompetitiveness can be described as supply chain inefficiencies.q The supply chain is defined as the network of organisations that are involved in the various processes and activities that produce value in the form of products and services in the hands of the ultimate consumer. This study analyzes a single stand-alone component of the supply chain organisation, namely the public warehouse. The study recognizes that warehousing plays a vital role in enhancing end-user value by providing time and space utility and suggests that in order for the warehouse to fulfil a valueadding role, it must adjust its functioning to meet the supply chain's requirements. The study shows that conventional techniques are incorrectly focused and are thus inappropriate in an organisation aiming to achieve competitiveness and profitability, optimise the logistics trade-off between cost and quality and simultaneously supply the customer with a high level of service performance. The use of conventional costing and management techniques are shown to lead to the incorrect calculation and misallocation of costs which in turn result in inaccurate product (service) costing. This has made the public warehouse analyzed uncompetitive in the market and as a result unable to add any additional value to the customer. It is suggested that a completely new and differently focused system needs to be implemented if supply chain objectives are to be realised. It is suggested that activity-based management is capable of achieving supply chain goals. Activity-based management (ABM) is a system or discipline which focuses on the management of activities as the route to improving the value received by the customer and the profit achieved by providing this value. The study shows that ABM, as applied to the public warehouse, was able to achieve cost reductions, better and more effective management, enhanced strategic positioning, and, most importantly, competitiveness in the market place, a prerequisite for adding value to the supply chain. The study recognizes that supply chain management and activity-based management are relatively new fields of expertise, and that these are not yet recognized as a fully fledged profession in South Africa. Supply chain management needs to be established and promoted as a formal profession. Finally it is recognized that more research is necessary before ABM and supply chain management can become the standard in South African organisations. Information needs to be obtained regarding key South African performance indicators and information needs to be recognized as a strategic asset. Once this recognition is achieved strategic information plans can be designed and used to enhance the competitiveness of South African products.
- Full Text:
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