Professional Documents
Culture Documents
procesamiento de la
Informacin
La diferencia entre la logstica excelente y la
mediocre es a menudo la capacidad de
informacin tecnolgica de la empresa Dale S.
Rogers
Richard L. Dawe
Patrick Guerra
Captulo 5
CR (2004) Prentice Hall, Inc.
5-1
CONTROLLING
CONTROLAR
Transport Strategy
Estrategia
de Trans`prte
Fundamnetos
Transport fundamentals
de transporte
Decisiones
Transport decisions
de transporte
PLANNING
PLANNEAR
Estrategias
Inventory
Strategy
de Inventario
Pronostico
Forecasting
Decisiones
Inventory decisions
de Inventario
Compra
Purchasing
y suministro
and supply
Customer
Nivel
de
scheduling
programacin
decisions
service
Consumidor
goals
servicio
Fundamentos
Storage fundamentals
de
El
Theproducto
product
Almacenamiento
Storage decisions
Servicio
LogisticsLogistico
service
Decisiones de
Procesamiento
Ord.
proc.
inforamcin
& info. sys..
almacenamiento
ORGANIZING
ORGANIZAR
Procesamientos de ordenes y de
la informacin
Location
EstrategiaStrategy
de localizacin
Decisionrs
Location decisions
de localizacin
Planeamiento
The network planning
de la redprocess
5-2
Order Preparation
Requesting
products or
services
Order Transmittal
Transferring
order information
Order Entry
Stock checking
Accuracy checking
Credit checking
Back ordering/
order canceling
Transcription
Billing
Order Filling
Product retrieval, production, or purchase
Packing for shipment
Scheduling for delivery
Shipping document preparation
5-3
Llenado de Ordenes
Reglas de Procesamiento que afectan la velocidad del ciclo
de orden
Primera recibida- primera desapachada
Prefiera el tiempo de proceso mas corto
Prefiera las que tienen prioridad indicada
Prefiera las mas pequeas o menos complicadas
Prefiera las que tienen un fecha de entrega mas proxima
Ordenes con el menor tiempo de espera para su fecha de
entrega
5-4
Llenado de Ordenes
Pregunta Suponga que la orden contiene cinco
items, cada uno con una probabilidad de
abastecimiento de stock del 93%. Cul es la
probabilidad de abastecer completamente una
orden?
Respuesta
FR (.93)(.93)(.93)(.93)(.93) 0.70, or 70%
5-5
Orders:
Confirmation
Shipment notice
Shipment status
Suppliers
CR (2004) Prentice Hall, Inc.
Logistics
provider
Distributor
Products
Orders:
Confirmation
Shipment arrival
Shipment status
Customers
5-6
Prioridades de proceso
Procesamiento paralelo versus
secuencial
Confiabilidad del llenado de
ordenes
Ordenes de Lotes
Tamao de Lotes
Consolidacin de embarques
CR (2004) Prentice Hall, Inc.
5-7
EXTERNAL
Finance/Accounting
Customers
Marketing
Vendors
Logistics
Carriers
Manufacturing
Purchasing
OMS
WMS
TMS
Stock availability
Stock level
management
Shipment
consolidation
Order picking
Vehicle routing
Picker routing
Mode selection
Picker assignments
and work loading
Claims
Credit checking
Invoicing
Product allocation to
customers
Fulfillment location
Product availability
estimating
CR (2004) Prentice Hall, Inc.
Tracking
Bill payment
Freight bill auditing
5-8
5-9
Elementos
Recepcin
Despacho
Gestin de Inventario
Procesamiento y seguimiento de Ordenes
Preparacin de embarques
5-10
5-11
Data input
Decisions
Output
communications
Logistics manager
(Decision maker)
Limits of the information system
5-12
Customer
data
Company
records
Published
information
Management
data
Data Base
Computer
files
Data base
manager
Data
analysis
Data
retrieval
Summary
reports
Status
reports
Output
Prepared
documents:
purchase
orders, bills of
lading, etc.
Manual
records
Data
processing
Exception
reports
Results of
analysis
Action
reports
5-13
Ejemplos de sistemas de
informacin
5-14
Sales
counter
Bar code
item at store
Deliveries from
supplier
Customer
credit
verification
In-store computer
Credit data
Payroll
Accounting
Merchandising
Manual
register
input
Bar code
scanning
Transmission
Corporate
sales
report
Supplier -- Coffee
makers
EDI
Department
manager review
Purchase
order
Item sold
5-15