关键字：配送中心、选址、因素、方法、经验
Keywords: distribution center, location, factor, method, experience
海尔物流中心选址与布局规划
Site Selection and Layout Planning of Haier Logistics Center
一、背景
1、海尔集团的背景
海尔是全球大型家电第一品牌，1984年创立于中国青岛，现任董事局主席、首席执行官张瑞敏是海尔的主要创始人。目前，海尔在全球建立了21个工业园，5大研发中心，19个海外贸易公司，全球员工超过8万人。2011年，海尔集团全球营业额实现1509亿元，品牌价值962.8亿元，连续11年蝉联中国最有价值品牌榜首。海尔积极履行社会责任，援建了164所希望小学和1所希望中学，制作212集科教动画片《海尔兄弟》，是2008年北京奥运会全球唯一白电赞助商。
在创新实践中，海尔探索实施的“日事日毕，日清日高”的“OEC”（Overall Every Control and Clear）管理模式、“市场链”管理及“人单合一”发展模式引起国际管理界高度关注。目前，已有美国哈佛大学、南加州大学、瑞士IMD国际管理学院、法国的欧洲管理学院、日本神户大学等商学院专门对此进行案例研究。海尔的30余个管理案例被世界12所大学写入案例库，其中，“海尔文化激活休克鱼”管理案例被纳入哈佛大学商学院案例库，海尔“市场链”管理被纳入欧盟案例库。
2010年，海尔实施全球化品牌战略进入第五年。海尔将继续发扬“创造资源、美誉全球”的企业精神和“人单合一、速决速胜”的工作作风，深入推进信息化流程再造，以人单合一的自主经营体为支点，通过“虚实网结合的零库存下的即需即供”商业模式创新，努力打造满足用户动态需求的体系，一如既往地为用户不断创新，创出中华民族自己的世界名牌！
1. Background
(1) Background of Haier Group
Haier is the world's No. 1 brand of large home appliances. It was founded in Qingdao, China in 1984. Zhang Ruimin, the current chairman and CEO of Haier, is the main founder of Haier. At present, Haier has established 21 industrial parks, 5 R&D centers, 19 overseas trading companies around the world, and employs more than 80,000 people worldwide. In 2011, Haier Group achieved a global turnover of 150.9 billion yuan and a brand value of 96.28 billion yuan, ranking first in China's most valuable brands for 11 consecutive years. Haier actively fulfilled its social responsibilities, assisted the construction of 164 Hope Primary Schools and 1 Hope Middle School, and produced 212 episodes of the science and education cartoon "Haier Brothers".
In the innovative practice, Haier has explored and implemented the "OEC" (Overall Every Control and Clear) management model, "Market Chain" management and "Rendanheyi" development model of "Every day is completed, and every day is clear and high", which has attracted international attention. The management community is highly concerned. At present, business schools such as Harvard University, University of Southern California, IMD International School of Management in Switzerland, European School of Management in France, Kobe University in Japan have conducted case studies on this topic. More than 30 management cases of Haier have been written into the case database by 12 universities around the world. Among them, the management case of "Haier Culture Activating Shock Fish" has been included in the Harvard Business School case database, and the management of Haier's "market chain" has been included in the EU case database.
In 2010, Haier entered its fifth year of implementing its global brand strategy. Haier will continue to carry forward the enterprise spirit of "creating resources and making a good reputation in the world" and the work style of "Rendanheyi, quick decision and quick victory", and further promote the reengineering of informatization processes. Innovating the business model of "on-demand and supply under zero inventory" combining virtual and real networks, striving to create a system that meets the dynamic needs of users, as always, we will continue to innovate for users and create our own world famous brand of the Chinese nation!
二、 配送中心选址的重要性和目标
1、重要性
为确保配送中心实现高效运转，并为管理系统提供及时、准确的物流数据，配送中心的日常作业必须改变传统手工作业的方式，建设一套高效和准确的数据采集系统。经过多方面的对比和考核，海尔集团最终选定北京南开戈德自动识别技术公司作为战略合作伙伴。针对海尔配送中心的业务特点，借鉴国外先进制造企业的应用经验，海尔集团决定在各地的配送中心，全面应用便携式数据终端设备，在配送中心的入库、出库、盘点、移库等作业环节，实现了高效、准确、及时的数据采集和管理功能。海尔物流整合以来，呆滞物资降低90％，仓库面积减少88％，库存资金减少63％。海尔建立两个国际化物流中心，改存储物资的仓库为过站式（X-DOCKING)物流配送中心，从最基本的物流容器单元化、标准化、集装化、通用化到物料搬运机械化，逐步深入到工位的五定送料管理、日清管理系统的全面改革，看板拉动式管理实现了柔性生产，每条生产线每天可以生产几十个国家上百种规格的产品，实现了JIT物流。
2、目标
为实现其战略目标，提高市场竞争力，海尔集团在物流管理上实行“零库存”模式。在海尔，仓库不再是储存物资的水库，而是一条流动的河，河中流动的是按单采购来生产必须的物资，从根本上消除呆滞物资、消灭库存，使采购、配送和物流分拨流程实现同步，从而保证资金和生产优质循环。这一模式使海尔在金融危机中傲然挺立。为此，海尔更加重视配送中心的合理布局。在配送中心建立的过程中，开发区给予全方位、全过程服务，协助办理注册手续，免费提供办公场所，及时解决仓储用房，协调解决运输问题，使中心的业务迅速开展起来。配送中心秉持海尔的服务理念，以热情的心态对待客户，以无微不至的关怀来服务客户。他们以“即需即供，按需送达”为目标，区别于过去单纯由车队送货的模式，主推加盟车模式，及时下单开货，及时送达，做到“零库存”，端对端，对客户实现了零距离服务。一方面使客户的需求得到极大的满足，一方面使海尔的市场份额得到明显的扩大。
2. The Importance and Objectives of Location Selection of Distribution Centers
(1) Importance
In order to ensure the efficient operation of the distribution center and provide timely and accurate logistics data for the management system, the daily operation of the distribution center must change the way of traditional manual operations and build an efficient and accurate data collection system. After various comparisons and assessments, Haier Group finally selected Beijing Nankai Gold Automatic Identification Technology Company as its strategic partner. In view of the business characteristics of Haier distribution centers, and learning from the application experience of foreign advanced manufacturing enterprises, Haier Group decided to fully apply portable data terminal equipment in distribution centers around the country, in the operation links such as warehousing, warehousing, inventory, and warehouse transfer of the distribution centers. , to achieve efficient, accurate and timely data collection and management functions. Since the integration of Haier Logistics, sluggish materials have been reduced by 90%, warehouse space has been reduced by 88%, and inventory funds have been reduced by 63%. Haier has established two international logistics centers and changed the warehouse for storing materials into an X-DOCKING logistics distribution center. From the most basic logistics container unitization, standardization, containerization, generalization to material handling mechanization, gradually The five-set feeding management that goes deep into the workstation, the comprehensive reform of the Nissin management system, and the kanban pull-type management have realized flexible production. Each production line can produce hundreds of products in dozens of countries and hundreds of specifications every day, realizing JIT logistics.
(2) Goals
In order to achieve its strategic goals and improve market competitiveness, Haier Group implements a "zero inventory" model in logistics management. In Haier, the warehouse is no longer a reservoir for storing materials, but a flowing river. What flows in the river is purchasing according to the order to produce the necessary materials, which fundamentally eliminates sluggish materials, eliminates inventory, and enables procurement, distribution and logistics distribution. Synchronization of processes guarantees a high-quality cycle of capital and production. This model made Haier stand proud in the financial crisis. To this end, Haier pays more attention to the rational layout of distribution centers. In the process of establishing the distribution center, the development zone provides all-round and whole-process services, assists in the registration procedures, provides free office space, solves the storage space in time, and coordinates and solves transportation problems, so that the business of the center can be quickly developed. The distribution center adheres to Haier's service concept, treats customers with enthusiasm, and serves customers with meticulous care. They aim to "supply on demand and deliver on demand", which is different from the past model of simply delivering by fleet, and mainly promotes the model of franchised vehicles, where orders are placed and delivered in a timely manner, so as to achieve "zero inventory" and end-to-end delivery. On the opposite side, zero-distance service is realized for customers. On the one hand, the needs of customers have been greatly satisfied, and on the other hand, Haier's market share has been significantly expanded.
三、 物流配送中心选址的影响因素和方法
1、影响因素
1、客户分布 配送中心是为客户服务的，首先要考虑客户分布。对于商业配送中心，其客户主要是超 市和零售店，分布在城市内人口较密集的地区，为提高服务水平，同时也考虑其他条件的影 响，故配送中心通常设置在城市边缘地区。 准确掌握配送中心现有服务对象的分布情况以及未来一段时间内的发展变化情况， 因为 顾客分布状况的改变、 配送商品数量的改变及顾客对配送服务要求的改变都会对配送中心的 经营和管理产生影响。
2、供应商分布配送中心靠近供应商，对货源供给的可靠性高，库存可以减少，但供应商一般离需求地比较远，而且分布也比较分散，配送中心靠近供应商，对降低运输成本是有利的，因为进货的批量大。
3、货物分布和数量；这是配送中心配送的对象，如货物来源和去向的分布情况、历史和现在以及将来的预测和发展等。配送中心应该尽可能地与生产地和配送区域形成短距离优化。货物数量是随配送规模的增长而不断增长的。货物增长率越高，越是要求配送中心选址的合理性，从而减少输送过程中不必要的浪费。
4、运输条件；物流配送中心的选址应接近交通运输枢纽，使配送中心形成物流过程中的一个恰当的结点。在有条件的情况下，配送中心应尽可能靠近铁路货运站、港口及公路。
5、人力资源因素；配送中心需要不同层次的人员，一般属于劳动密集型作业形态，用人较多，其工资待遇 应于当地工作水平相适应，配送中心选址应考虑员工来源和成本。因此，地区劳动力富缺程 度、工资水准高低、职业技能强弱等状况，都是配送中心选址时应予以考虑的。因为这些情 况关系到招工的难易、工薪开支的大小、技术培训的规模以及劳资间的关系。因此，在其他 因素相似的条件下， 劳动力资源情况如何， 也就成为配送中心选址时必须慎重考虑的问题了。
6、商品流动；企业生产的消费品随着人口的转移而变化，应据此更好地为企业的配送系统定位。同时，工业产品市场也会转移变化，为了确定原材料和半成品等商品的流动变化情况，在进行物流配送中心的选址时，应考虑有关商品流动的具体情况。
7、其他因素；如用地条件、地区或城市规划、国家、地方的激励措施、运输与服务的方便程度、投资额的限制等。
2、方法
（一）定性分析法；定性分析法主要是根据选址影响因素和选址原则，依靠专家或管理人员丰富的经验、知识及其综合分析能力，确定配送中心的具体选址。主要有专家打分法、德尔菲法。定性方法的优点是注重历史经验，简单易行。其缺点是容易犯经验主义和主观主义的错误，并且当可选地点较多时，不易做出理想的决策，导致决策的可靠性不高。
（二）定量分析法；定量的方法主要包括重心法、鲍莫尔-沃尔夫法、运输规划法、Cluster法、CFLP法、混合0-1整数规划法、双层规划法、遗传算法等。定量方法选址的优点是能求出比较准确可信的解。其中，重心法是研究单个物流配送中心选址的常用方法，这种方法将物流系统中的需求点和资源点看成是分布在某一平面范围内的物流系统，各点的需求量和资源量分别看成是物体的重量，物体系统的重心作为物流网点的最佳设置点。
3. Influencing factors and methods of location selection of logistics distribution center
(1) Influencing factors
a. Customer distribution The distribution center serves customers, and the distribution of customers must be considered first. For commercial distribution centers, its customers are mainly supermarkets and retail stores, which are located in densely populated areas in cities. In order to improve service levels and consider the impact of other conditions, distribution centers are usually set up in urban fringe areas. Accurately grasp the distribution of the existing service objects of the distribution center and the development and changes in the future, because changes in the distribution of customers, changes in the quantity of goods delivered, and changes in customers' requirements for distribution services will affect the operation and management of the distribution center. influences.
b. Supplier distribution The distribution center is close to the supplier, the reliability of the supply of goods is high, and the inventory can be reduced, but the supplier is generally far away from the demand area, and the distribution is relatively scattered. The distribution center is close to the supplier, which is important for reducing transportation costs. Favorable, because of the large quantity of incoming goods.
c. The distribution and quantity of goods; this is the object distributed by the distribution center, such as the distribution of the source and destination of goods, historical and current, and future forecast and development. The distribution center should be optimized as short as possible to the production site and distribution area. The quantity of goods keeps growing with the growth of the distribution scale. The higher the growth rate of goods, the more reasonable the location of the distribution center is required, thereby reducing unnecessary waste in the transportation process.
d. Transportation conditions: The location of the logistics distribution center should be close to the transportation hub, so that the distribution center forms an appropriate node in the logistics process. Where possible, the distribution center should be as close as possible to railway freight stations, ports and roads.
e. Human resource factors: The distribution center needs different levels of personnel, which are generally labor-intensive operations and employ many people. The salary and treatment should be adapted to the local work level. The location of the distribution center should consider the source and cost of employees. Therefore, the degree of labor shortage in the region, the level of wages, the strength of vocational skills, etc., should be considered when selecting the location of the distribution center. Because these situations are related to the difficulty of recruiting, the size of wages and salaries, the scale of technical training and the relationship between labor and management. Therefore, under the conditions of other similar factors, the situation of labor resources has become a problem that must be carefully considered when selecting the location of the distribution center.
f. Commodity flow; the consumer goods produced by the enterprise change with the transfer of the population, and the distribution system of the enterprise should be better positioned accordingly. At the same time, the industrial product market will also shift and change. In order to determine the changes in the flow of commodities such as raw materials and semi-finished products, the specific circumstances of the flow of commodities should be considered when selecting the location of the logistics distribution center.
g. Other factors; such as land use conditions, regional or urban planning, national and local incentives, convenience of transportation and services, restrictions on investment, etc.
(2) Method
a. Qualitative analysis method: The qualitative analysis method mainly determines the specific location of the distribution center according to the factors affecting the location selection and the location selection principle, relying on the rich experience, knowledge and comprehensive analysis ability of experts or managers. There are mainly expert scoring method and Delphi method. The advantage of qualitative methods is that they focus on historical experience and are simple and easy to implement. The disadvantage is that it is easy to make mistakes of empiricism and subjectivism, and when there are many optional locations, it is not easy to make ideal decisions, resulting in low reliability of decision-making.
b. Quantitative analysis method; quantitative methods mainly include gravity center method, Baumol-Wolff method, transportation planning method, Cluster method, CFLP method, mixed 0-1 integer programming method, bilevel programming method, genetic algorithm, etc. . The advantage of quantitative method site selection is that it can obtain more accurate and credible solutions. Among them, the center of gravity method is a common method to study the location of a single logistics distribution center. In this method, the demand points and resource points in the logistics system are regarded as the logistics system distributed in a certain plane. The quantity is regarded as the weight of the object, and the center of gravity of the object system is regarded as the best setting point of the logistics network.
四、海尔物流中心的相关数据及业务流程
一、海尔国际物流中心的主要设备构成 海尔国际物流中心的主要设备构成
（1）、原材料自动化仓库： 原材料自动化仓库： （mm） 集装单元货物尺寸： 集装单元货物尺寸： 单元货物尺寸 1200×1000×1560 mm） 货位数量：12（排）×74（列）×11（层） 货位数量：12（ ×74（ ×11（ =9768 个 巷道堆垛起重机数量： 巷道堆垛起重机数量：6 台 数量 巷道堆垛起重机载重量： 巷道堆垛起重机载重量：1000kg
（2）、成品件自动仓库： 成品件自动仓库： 单元货物尺寸：2100×1200×2000（mm） 单元货物尺寸：2100×1200×2000（mm） 尺寸 货位数量：16（ 货位数量：16（排）×74（列）×8（层） ×74（ ×8（ =9472 个 巷道堆垛起重机数量： 巷道堆垛起重机数量：4 台 数量 巷道堆垛起重机载重量： 巷道堆垛起重机载重量：1200kg 3、自动化仓库的共用系统： 自动化仓库的共用系统： 叉车： 机械搬运叉车 机械搬运叉车：若干台 入出库输送机系统 1套 1套AGV（激光导引小车）自动搬运系统 AGV（激光导引小车）自动搬运系统 自动化控制系统 1套。
二、自动化仓库的业务流程及设备运用情况
原材料由供货厂家送至自动化物流中心。由叉车卸车后堆放在原料入库暂存区。海尔质检人员对到达的原材料进行检验， 对于检验合格的标准包装物料，由叉车司机利用手持数据终端扫描包装上的条码信息并将条码信息实时传输到后台仓库管理系统后。由司机驾驶搬运叉车将原材料运送到搬运叉车自动化仓库的入库暂存区。入库输送机系统获得系统的入库指令，原材料由输送机进行运入，输送机的原材料经外形尺寸检测由计算机管理系统条码识别及自动称重后，在由计算机管理系统指挥调度环形穿梭车将货物输送到相应的环形穿梭车巷道堆垛机入库站台。巷道堆垛机根据计算机的指令将原材料运送到指定的货位，运送到指定的货位，系统自动更新库存信息。
4. Relevant data and business process of Haier Logistics Center
(1) Main equipment composition of Haier International Logistics Center Main equipment composition of Haier International Logistics Center
a. Automatic warehouse of raw materials: Automatic warehouse of raw materials: (mm) Containerized unit cargo size: Containerized unit cargo size: unit cargo size 1200×1000×1560 mm) Number of cargo spaces: 12 (row)×74 (column) ×11(layer) Number of cargo spaces: 12( ×74( ×11( =9768 number of roadway stacking cranes: number of roadway stacking cranes: 6 sets Roadway stacking crane load capacity: roadway stacking crane load capacity: 1000kg
b. Automatic warehouse for finished parts: Automatic warehouse for finished parts: Unit cargo size: 2100×1200×2000 (mm) Unit cargo size: 2100×1200×2000 (mm) Size and number of slots: 16 (Number of slots: 16 (row) × 74 (column) × 8 (layer) × 74 ( × 8 ( = 9472 number of roadway stacking cranes: number of roadway stacking cranes: 4 sets Roadway stacking crane capacity: roadway stacking crane capacity : 1200kg 3. Shared system of automated warehouses: Shared system of automated warehouses: Forklift: Mechanical handling forklift Mechanical handling forklift: several in-out conveyor systems 1 set 1 set AGV (laser guided trolley) automatic handling system AGV (laser guided trolley) 1 set of automatic control system of automatic handling system.
(2) The business process and equipment usage of the automated warehouse
Raw materials are sent to the automated logistics center by the supplier. After unloading by forklift, it is stacked in the temporary storage area of raw materials. Haier quality inspectors inspect the incoming raw materials. For standard packaging materials that pass the inspection, the forklift driver scans the barcode information on the packaging with the handheld data terminal and transmits the barcode information to the back-end warehouse management system in real time. The driver drives the forklift to transport the raw materials to the temporary storage area of the automated warehouse of the forklift. The warehousing conveyor system obtains the warehousing instructions of the system, the raw materials are transported by the conveyor, the raw materials of the conveyor are identified by the barcode of the computer management system and automatically weighed after the external dimension detection, and the circular shuttle is commanded and dispatched by the computer management system. The goods are transported to the corresponding circular shuttle aisle stacker storage platform. The roadway stacker transports the raw materials to the designated cargo space according to the computer's instructions, and the system automatically updates the inventory information.
五、海尔的方案研究
海尔自动化仓库的技术创新与收益
（一）海尔自动化仓库的技术创新，海尔自动化仓库采用了多项技术创新，典型的海尔的创新项目是新颖的AGV系统。该系统使用了先进的激光导引方式、用了先进的激光导引方式、完善的小车调度管理软件。AGV 具有结构紧凑、高速、行驶 路线自由灵活、充电时间短和持续运行时间长等优点，同时，采用该系统的柔性化，长等优点，满足未来自动化仓库出入库能力增加的需求。 新颖的 AGV 运用了单双托盘混合辊道式激光导引运输车型，提高了 AGV 的使用效率；采用多重安全保护装置，提高了 AGV 的安全性；用多重安全保护装置，采用智能交通管理技术，上位计算机系统可以自动调度，具有远程控制功能；采用了自动快速智能充电系统，提高了AGV 的使用效率，减少了 AGV 的配置数量。
（二）自动化仓库带来的收益 ，海尔自动化仓库的库区面积仅为 148 米， 但它每天的吞吐量相当于40多个同样面积的普通平面仓库相当于平面仓库近30 万平方。库内原材料4 小时可以送达车间工位，仅需要 19 名员工，其中叉车司机 9 名，其作业效率令人叹服。自动化仓库的使用对海尔物流的改革起到了很大的推动作用。
1、提高了海尔物流的标准化运作水平，物流的标准化主要是指货物单元及托盘的标准化。由于采用了标准器具，所以顺利实现了搬运工具及物流作业流程的标准化。作业流程实施了标准化以后，大大的降低了入库的验收、清点、堆垛、抽检、出库等一系列程序作业的工作量，减少了人工成本。
2、 增强了海尔物流服务能力； 自动化仓库具有很好的灵活性和扩展性，刚开始设计立体仓库时考虑的只是放空调，但是通过计算机系统管理后，发现其只占很少的库容，海尔马上把冰箱、 洗衣机、电脑全部都放进去，很快减少了这些厂的外租库。整个效果非常明显。
5. Research on Haier's Scheme
Technological innovation and benefits of Haier automated warehouse
(1) Technological innovation of Haier's automated warehouse. Haier's automated warehouse has adopted a number of technological innovations. A typical Haier innovation project is a novel AGV system. The system uses advanced laser guidance methods, advanced laser guidance methods, and perfect car scheduling management software. AGV has the advantages of compact structure, high speed, free and flexible driving route, short charging time and long continuous operation time. The novel AGV uses a single and double-pallet hybrid roller-type laser-guided transportation model, which improves the use efficiency of the AGV; uses multiple safety protection devices to improve the safety of the AGV; uses multiple safety protection devices and adopts intelligent traffic management technology. The upper computer system can be automatically scheduled and has remote control function; the automatic fast intelligent charging system is adopted, which improves the use efficiency of AGV and reduces the number of AGV configurations.
(2) The benefits brought by the automated warehouse. The warehouse area of Haier automated warehouse is only 148 meters, but its daily throughput is equivalent to more than 40 ordinary flat warehouses of the same area, which is equivalent to nearly 300,000 square meters of flat warehouses. The raw materials in the warehouse can be delivered to the workshop in 4 hours, and only 19 employees are required, including 9 forklift drivers, and its work efficiency is impressive. The use of automated warehouses has greatly promoted the reform of Haier Logistics.
a. Improve the standardization operation level of Haier logistics. The standardization of logistics mainly refers to the standardization of cargo units and pallets. Since standard equipment is used, the standardization of handling tools and logistics operations has been successfully achieved. After the standardization of the operation process, the workload of a series of procedures such as acceptance, inventory, stacking, random inspection, and outbound storage has been greatly reduced, and labor costs have been reduced.
b. Haier's logistics service capability has been enhanced; the automated warehouse has good flexibility and scalability. At the beginning of the design of the three-dimensional warehouse, only air conditioning was considered. Immediately put refrigerators, washing machines, and computers all in, and quickly reduce the rented warehouses of these factories. The whole effect is very obvious.
六、选址的规划设计
选址依据有很多例如：竞争原则，交通原则，最低运费原则，以及其他一些原则，根据这些原则统筹兼顾，充分考虑，设置配送中心。目前，对于配送中心的选址海尔采用较多的是实验方法和数学计算公式，这些方法和计算公式主要是根据最低运费原则得出的。
海尔集团在全国各地建有42个配送中心，这42个配送中心构成了海尔集团服务市场和客户需求的重要物流网络。为确保配送中心实现高效运转，并为管理系统提供及时、准确的物流数据，配送中心的日常作业必须改变传统手工作业的方式，建设一套高效和准确的数据采集系统。在配送中心的入库作业环节，数据终端从主机系统下载有关的入库数据后，操作人员通过在数据终端上输入相应的入库单据编号，便可获得详细的入库数据，具体包括入库产品条码、单位、数量等。操作人员通过对实际入库产品条码的扫描，并将实收数据与应收数据核对，实现了对入库数据的高效采集和流程控制功能。最后，数据终端上采集的数据被上载到主机系统中，供物流管理系统作进一步的处理和分析。
在配送中心的出库作业环节，在数据终端下载主机系统的出库数据之后，操作人员在数据终端上输入相应的出库单据号，便可获得当前批次出库的产品条码和数量。依据数据终端中的出库数据，操作人员可实现对出库产品的扫描、核对和确认，从而实现了对出库作业的严密管理。最后，数据终端的实际出库数据被上载到主机系统中。在仓库盘点作业中，在数据终端下载由主机系统生成的盘点数据之后，操作人员便司在数据终端的操作提示下，对库存商品进行逐项扫描、清点和确认，待盘点数据上载到主机系统之后，便可获得库存的盘点差异数据。在库位移动作业中，待数据终端从主机系统下载移库指令后，操作人员便可在数据终端的操作指示下，将某个库位的商品转移到目的库位，待所有移库操作完成后，再将数据终端上载至主机系统，实现移库作业的确认。
此外，在海尔集团的物流管理系统中，所有的物流资源包括作业人员、物流托盘、物流容器和作业表单等，都通过条码实现了数字化标识，并由数据终端扫描后实现数据采集，从而由物流信息系统实现了作业统计、流程控制、作业调度等功能，并实现了整个物流系统和资源的高效运作和管理。
6. Site planning and design
There are many basis for site selection, such as: competition principle, traffic principle, minimum freight principle, and some other principles. At present, Haier uses more experimental methods and mathematical calculation formulas for the location of distribution centers. These methods and calculation formulas are mainly derived from the principle of minimum freight.
Haier Group has established 42 distribution centers across the country, and these 42 distribution centers constitute an important logistics network for Haier Group to serve the market and customer needs. In order to ensure the efficient operation of the distribution center and provide timely and accurate logistics data for the management system, the daily operation of the distribution center must change the way of traditional manual operations and build an efficient and accurate data collection system. In the warehousing operation of the distribution center, after the data terminal downloads the relevant warehousing data from the host system, the operator can obtain the detailed warehousing data by entering the corresponding warehousing document number on the data terminal, including the warehousing. Product barcode, unit, quantity, etc. The operator realizes the efficient collection and process control functions of the warehouse data by scanning the barcode of the actual warehouse product and checking the actual receipt data with the receivable data. Finally, the data collected on the data terminal is uploaded to the host system for further processing and analysis by the logistics management system.
In the outbound operation of the distribution center, after the data terminal downloads the outbound data of the host system, the operator enters the corresponding outbound document number on the data terminal to obtain the barcode and quantity of the current batch of outbound products. According to the outbound data in the data terminal, the operator can scan, check and confirm the outbound products, thus realizing the strict management of the outbound operation. Finally, the actual outbound data of the data terminal is uploaded to the host system. In the warehouse inventory operation, after the data terminal downloads the inventory data generated by the host system, the operator scans, counts and confirms the inventory items item by item under the operation prompt of the data terminal, and the inventory data is uploaded to the host system. After that, inventory variance data for inventory is available. In the warehouse location moving operation, after the data terminal downloads the warehouse moving instruction from the host system, the operator can transfer the goods from a warehouse location to the destination warehouse location under the operation instruction of the data terminal, and wait until all warehouse shifting operations are completed. After that, upload the data terminal to the host system to realize the confirmation of the moving library.
In addition, in Haier Group's logistics management system, all logistics resources, including operators, logistics pallets, logistics containers and job forms, are digitally identified by barcodes, and data collection is realized after scanning by data terminals, so that logistics The information system realizes the functions of job statistics, process control, job scheduling, etc., and realizes the efficient operation and management of the entire logistics system and resources.
七、海尔配送中心存在的问题及其他企业的经验借鉴
1、存在的问题
配送是现代物流的一个核心内容，是现代市场经济体制，现代科学技术和系统物流思想的综合产物，物流配送作为供应链的尖端环节和市场营销的铺助手段，日益受到重视。海尔意识到了物流配送的一些问题 ：
（1）物流职能由于机构的分置而强制分割，导致成品转移物流和销售物流的脱节，各个部门为追求部门内费用的最优，而是总费用达不到最优。
（2）成品转移物流中的物流网点受业已成型销售网点的影响和制约，使物流网点分布散，规模小，难以实现批量运输和仓库利用率之规模优势。
（3）由于海尔销售通路决策，海尔销售部门直接的面对众多商场销售计划不准确，导致生产计划和原料采购计划无法按进度实行，给物流部门带来巨大的压力，使物流作业过度集中和过度分散，结果是一方面作业过度集中是非常成本增加，另一方面过度分散又使运输中的零担作业和混装现象增多，运量打不到经济送货批量，同样正佳了物流的成本。
（4）从销售中心库下订单到货物运到所需的前置时间较长，并且不固定，导致产地和销地的库存水平居高不下，仓储成本和资金成本过高，严重影响零库存的实现。
（5）在销售预测生产的计划性生产方式，却又缺乏对经济运输批量的规划，，不能从运输和仓储的交替损益中寻找总成本的最佳结合点。对此海尔物流在当初的物流重组阶段，整合了集团内分散在28个产品事业部的采购、原材料仓储配送、成品仓储配送的职能，并率先提出了三个JI丁(Just in time)的管理，即JIT采购;J1丁原材料配送、JIT成品分拨物流。通过他们，海尔物流形成了直接面对市场的、完整的以信息流支撑的物流、商流、资金流的同步流程体系，获得了基于时间的竞争优势，以时间消灭空间，达到以最低的物流总成本向客户提供最大的附加价值服务。
2、经验借鉴
在供应链管理阶段，海尔物流创新性地提出了“一流三网”的管理模式。海尔集团自1999年开始，进行以“市场链”为纽带的业务流程再造，以定单信息流为中心，带动物流、商流、资金流的运转。海尔物流的“一流三网”充分体现了现代物流的特征:“一流”是以定单信息流为中心;“三网”分别是全球供应链资源网络、全球配送资源网络和计算机信息网络;“三网”同步流动，为定单信息流的增值提供支持。
海尔物流的信息化技术一直处于不断革新、改进的过程之中。建立ERP系统是海尔实现高度信息化的第一步。在成功实施ERP系统的基础上，海尔建立了SRM(招标、供应商关系管理),B2B(订单互动、库存协调)、扫描系统(收发货、投入产出、仓库管理、电子标签)、订价支持(订价方案的审批)、模具生命周期管理、新品网上流转(新品开发各个环节的控制)等信息系统，并使之与ERP系统连接起来。这样。用户的信息可同步转化为企业内部的信息，实现以信息替代库存，零资金占用。
在基础设施方面，以强大的网络技术为依托，自2002年开始逐渐推广条码扫描和RF技术在物流中的使用，以解决成品物流过程中面临的准确率、实时性、高效性和问题可追性的要求。
海尔物流在发展企业物流的同时，成功地向物流企业进行了转变，以客户为中心，为客户提供增值服务。目前海尔第三方物流服务领域正迅速拓展至I丁业、食品业、制造业等多个行业，并取得一定成效。另一方面，在不断拓展第三方物流业务的同时，海尔开始提供第四方物流服务，同第三方物流相比，第四方物流服务的内容更多，覆盖的地区更广，更能开拓新的服务领域，提供更多的增值服务。它帮助客户规划、实施和执行供应链的程序，并先后为制造业、航空业等领域的企业提供了物流增值服务，现在来看物流业务已经为海尔一个新的经济增长点。
美国Symbol公司的SPTl800系列便携式数据终端作为集成条码扫描和移动计算功能的高科技产品，产品坚固耐用，便于携带，可摆脱线缆的束缚。它在物流作业和数据采集方面具有独特的优势，目前已在海尔各地的配送中心取得了良好的应用效果。
在配送中心的入库作业环节，数据终端从主机系统下载有关的入库数据后，操作人员通过在数据终端上输入相应的入库单据编号，便可获得详细的入库数据，具体包括入库产品条码、单位、数量等。操作人员通过对实际入库产品条码的扫描，并将实收数据与应收数据核对，实现了对入库数据的高效采集和流程控制功能。最后，数据终端上采集的数据被上载到主机系统中，供物流管理系统作进一步的处理和分析。
在配送中心的出库作业环节，在数据终端下载主机系统的出库数据之后，操作人员在数据终端上输入相应的出库单据号，便可获得当前批次出库的产品条码和数量。依据数据终端中的出库数据，操作人员可实现对出库产品的扫描、核对和确认，从而实现了对出库作业的严密管理。最后，数据终端的实际出库数据被上载到主机系统中。
在仓库盘点作业中，在数据终端下载由主机系统生成的盘点数据之后，操作人员便司在数据终端的操作提示下，对库存商品进行逐项扫描、清点和确认，待盘点数据上载到主机系统之后，便可获得库存的盘点差异数据。
在库位移动作业中，待数据终端从主机系统下载移库指令后，操作人员便可在数据终端的操作指示下，将某个库位的商品转移到目的库位，待所有移库操作完成后，再将数据终端上载至主机系统，实现移库作业的确认。
此外，在海尔集团的物流管理系统中，所有的物流资源包括作业人员、物流托盘、物流容器和作业表单等，都通过条码实现了数字化标识，并由数据终端扫描后实现数据采集，从而由物流信息系统实现了作业统计、流程控制、作业调度等功能，并实现了整个物流系统和资源的高效运作和管理。
7. Problems existing in Haier distribution center and experience of other enterprises for reference
(1) Existing problems
Distribution is a core content of modern logistics, and is a comprehensive product of modern market economy system, modern science and technology and systematic logistics thought. Haier has realized some problems in logistics and distribution:
a. The logistics function is forcibly divided due to the separation of institutions, which leads to the disconnection of finished product transfer logistics and sales logistics. In order to pursue the optimal cost of each department, the total cost cannot be optimized.
b. The logistics outlets in the finished product transfer logistics are affected and restricted by the established sales outlets, making the logistics outlets scattered and small in scale, making it difficult to achieve the scale advantage of bulk transportation and warehouse utilization.
c. Due to Haier's sales channel decision, Haier's sales department was directly faced with inaccurate sales plans in many shopping malls, resulting in the inability to implement production plans and raw material procurement plans on schedule, which brought huge pressure to the logistics department, resulting in excessive concentration of logistics operations. Excessive dispersion results in that, on the one hand, the over-concentration of operations is a very high cost increase, and on the other hand, the excessive dispersion increases the phenomenon of less-than-truckload operations and mixed loading in transportation, and the transportation volume cannot reach the economical delivery volume, which also increases the cost of logistics.
d. The lead time required from placing an order in the sales center warehouse to the delivery of the goods is long and not fixed, resulting in high inventory levels in the origin and sales areas, and high storage costs and capital costs, which seriously affects zero inventory. realization.
e. In the planned production method of sales forecast production, but lack of planning for economic transportation batches, it is impossible to find the best combination of total cost from the alternate profit and loss of transportation and storage. In this regard, Haier Logistics integrated the functions of procurement, raw material warehousing and distribution, and finished product warehousing and distribution scattered in 28 product divisions within the group, and took the lead in proposing three managements of just in time. , namely JIT procurement; J1 D raw material distribution, JIT finished product distribution logistics. Through them, Haier Logistics has formed a complete synchronous process system of logistics, business flow and capital flow directly facing the market and supported by information flow, obtained a time-based competitive advantage, eliminated space with time, and achieved the lowest logistics. Total cost to provide maximum value-added services to customers.
(2) Learning from experience
In the supply chain management stage, Haier Logistics innovatively proposed the management model of "first-class three networks". Since 1999, Haier Group has carried out business process reengineering with "market chain" as the link, centering on the flow of order information to drive the operation of logistics, business flow and capital flow. Haier Logistics' "first-class three networks" fully embody the characteristics of modern logistics: "first-class" is centered on order information flow; "three networks" are global supply chain resource network, global distribution resource network and computer information network; "three networks" Net” synchronous flow, providing support for the value-added order information flow.
The information technology of Haier Logistics has been in the process of continuous innovation and improvement. The establishment of ERP system is the first step for Haier to achieve a high degree of informatization. On the basis of the successful implementation of ERP system, Haier has established SRM (bidding, supplier relationship management), B2B (order interaction, inventory coordination), scanning system (receipt and delivery, input and output, warehouse management, electronic label), ordering Price support (approval of pricing plan), mold life cycle management, online circulation of new products (control of all aspects of new product development) and other information systems, and connect them with the ERP system. so. The user's information can be synchronously transformed into the internal information of the enterprise, realizing the replacement of inventory with information and zero capital occupation.
In terms of infrastructure, relying on powerful network technology, since 2002, the use of barcode scanning and RF technology in logistics has been gradually promoted to solve the accuracy, real-time, efficiency and traceability of problems faced in the process of finished product logistics. sexual demands.
While developing enterprise logistics, Haier Logistics has successfully transformed itself into a logistics enterprise, focusing on customers and providing value-added services to customers. At present, Haier's third-party logistics services are rapidly expanding to various industries such as IT, food, and manufacturing, and have achieved certain results. On the other hand, while continuously expanding the third-party logistics business, Haier began to provide fourth-party logistics services. Compared with third-party logistics, fourth-party logistics services have more content, cover a wider area, and are more able to develop new provide more value-added services. It helps customers plan, implement and execute supply chain procedures, and has successively provided logistics value-added services for enterprises in the manufacturing, aviation and other fields. Now, logistics business has become a new economic growth point for Haier.
The SPTl800 series of portable data terminals from the American company Symbol is a high-tech product that integrates barcode scanning and mobile computing functions. It has unique advantages in logistics operations and data collection, and has achieved good application results in distribution centers around Haier.
In the warehousing operation of the distribution center, after the data terminal downloads the relevant warehousing data from the host system, the operator can obtain the detailed warehousing data by entering the corresponding warehousing document number on the data terminal, including the warehousing. Product barcode, unit, quantity, etc. The operator realizes the efficient collection and process control functions of the warehouse data by scanning the barcode of the actual warehouse product and checking the actual receipt data with the receivable data. Finally, the data collected on the data terminal is uploaded to the host system for further processing and analysis by the logistics management system.
In the outbound operation of the distribution center, after the data terminal downloads the outbound data of the host system, the operator enters the corresponding outbound document number on the data terminal to obtain the barcode and quantity of the current batch of outbound products. According to the outbound data in the data terminal, the operator can scan, check and confirm the outbound products, thus realizing the strict management of the outbound operation. Finally, the actual outbound data of the data terminal is uploaded to the host system.
In the warehouse inventory operation, after the data terminal downloads the inventory data generated by the host system, the operator scans, counts and confirms the inventory items item by item under the operation prompt of the data terminal, and the inventory data is uploaded to the host system. After that, inventory variance data for inventory is available.
In the warehouse location moving operation, after the data terminal downloads the warehouse moving instruction from the host system, the operator can transfer the goods from a warehouse location to the destination warehouse location under the operation instruction of the data terminal, and wait until all warehouse shifting operations are completed. After that, upload the data terminal to the host system to realize the confirmation of the moving library.
In addition, in Haier Group's logistics management system, all logistics resources, including operators, logistics pallets, logistics containers and job forms, are digitally identified by barcodes, and data collection is realized after scanning by data terminals, so that logistics The information system realizes the functions of job statistics, process control, job scheduling, etc., and realizes the efficient operation and management of the entire logistics system and resources.
八、总结
海尔在整个的物流运作水平处于我国的先进地位，但是也存在着许多的困难和问题，对于这些困难和问题，海尔应该进行足够的重视，才能使企业的整个物流运作处于先进水平。
同时，海尔也需要不断的学习，向国内外一些先进的物流运作中心学习，“取其精华。去其糟粕”这对海尔为来的发展会有很大的帮助。
海尔还有一段很长的路要走，在这个过程中，需要一路学习，敢于接受外界以及自身所带来的挑战与机遇，这将成为海尔未来道路上一段重要的历程，也将是海尔通往下个新的发展方向的重要财富。
8. Summary
Haier's overall logistics operation level is in an advanced position in my country, but there are also many difficulties and problems. For these difficulties and problems, Haier should pay enough attention to make the enterprise's entire logistics operation at an advanced level.
At the same time, Haier also needs to continue to learn, learn from some advanced logistics operation centers at home and abroad, "take the essence and get rid of the dross", which will be of great help to Haier's future development.
Haier still has a long way to go. In this process, it is necessary to learn along the way and dare to accept the challenges and opportunities brought by the outside world and itself. This will become an important journey on Haier's future road, and it will also be an important milestone for Haier Tong. An important asset for the next new development direction.
铽罗（上海）机器人科技有限公司为您提供智慧物流解决方案
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