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Sponsored by:
Presented by:
Art Eldred, Client Executive - Vargo
Carlos Ysasi, VP Engineering - Vargo
eCommerce
Flexibility
Needed
2
Evolution of the Consumer
1970 1975 1980 1985 1990 1995 2000 2005 2010 2014
3
eCommerce Will Continue to
Growth
4
Mobile is large driver in growth
5
Room for Mobile Growth
6
Dynamic Marketing
7
SKU Synergies
Does velocity
based slotting
work in
eCommerce?
• Singles vs Multis
• Sortables
• Bulk
8
Order Profile Volatility
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
11/0
2/1
3 0
:00
11/0
2/1
3 1
5:0
011/0
3/1
3 8
:00
11/0
3/1
3 2
1:0
011/0
4/1
3 1
3:0
011/0
5/1
3 4
:00
11/0
5/1
3 1
7:0
011/0
6/1
3 6
:00
11/0
6/1
3 1
9:0
011/0
7/1
3 9
:00
11/0
7/1
3 2
2:0
011/0
8/1
3 1
2:0
011/0
9/1
3 1
:00
11/0
9/1
3 1
5:0
011/1
0/1
3 5
:00
11/1
0/1
3 1
8:0
011/1
1/1
3 8
:00
11/1
1/1
3 2
1:0
011/1
2/1
3 1
1:0
011/1
3/1
3 0
:00
11/1
3/1
3 1
4:0
011/1
4/1
3 4
:00
11/1
4/1
3 1
7:0
011/1
5/1
3 7
:00
11/1
5/1
3 2
0:0
011/1
6/1
3 1
0:0
011/1
6/1
3 2
3:0
011/1
7/1
3 1
3:0
011/1
8/1
3 3
:00
11/1
8/1
3 1
6:0
011/1
9/1
3 6
:00
11/1
9/1
3 1
9:0
011/2
0/1
3 9
:00
11/2
0/1
3 2
2:0
011/2
1/1
3 1
2:0
011/2
2/1
3 1
:00
11/2
2/1
3 1
5:0
011/2
3/1
3 5
:00
11/2
3/1
3 1
8:0
011/2
4/1
3 8
:00
11/2
4/1
3 2
1:0
011/2
5/1
3 1
1:0
011/2
6/1
3 0
:00
11/2
6/1
3 1
4:0
011/2
7/1
3 4
:00
11/2
7/1
3 1
7:0
011/2
8/1
3 7
:00
11/2
8/1
3 2
0:0
011/2
9/1
3 1
0:0
011/2
9/1
3 2
3:0
011/3
0/1
3 1
3:0
012/0
1/1
3 3
:00
12/0
1/1
3 1
6:0
012/0
2/1
3 6
:00
12/0
2/1
3 1
9:0
012/0
3/1
3 9
:00
12/0
3/1
3 2
2:0
012/0
4/1
3 1
2:0
012/0
5/1
3 1
:00
12/0
5/1
3 1
5:0
012/0
6/1
3 5
:00
Avg units/order
Avg units/order
6AM-29
6AM-22
4-8AM-11 2PM-11
11PM-21
6PM-23
9
SKU Consumption
0%
20%
40%
60%
80%
100%
<1 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32
Overall Percent of Active SKUs By # Cases of Daily Usage @ 350,000 Daily Units
0.0%
5.0%
10.0%
15.0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Percent of Active SKUs With <1 Case Units Daily Usage @ 350,000 Daily Units
10
Havoc on the “Wave-ologists”
Source: WV Commerce Department Newsletter
Plan, Correct, Exception Monitor, Plan, Correct, Exception
Correction, Plan, Correct, Exception Monitor, Plan, Correct
11
Plans & Design Rates
Design Data
• Number/Availability of Personnel
• Machine Rate(s)
• Equipment Utilization (80%)
• Hours of Operation
• Projected UPH
• Distance of Travel vs SKU Facings
Business Data
• Actual Order Data
• Order Volume
• Order Profile (Singles, Multis, Bulk)
• Active SKUs
• Service Levels
• Shift Hours & Breaks
• Growth Projections
12
Brief Overview of Fulfillment
Approaches 1) TRADITIONAL Solution Based
• Discrete Order Picking
• Zone Route
• Goods-To-Man
• Robotic
2) CONTINUOUS Process Based
13
Discrete Order Picking
14
Cluster/Group Picking Bin Locations
Typical: Flow Rack & Static Shelving
Travel Travel Travel
Discrete Cluster Pick
Cluster
Pick & Pass
15
Wave Based Zone-Route
16
Goods-To-Man
Source: www.Dematic.us
17
Goods-To-Man
Source: Autostore Source: Opex Corp
18
Robotic
19
Best of Breed = LEAN • Continuous Process/Waveless
• No Waving Team
• Inventory Prepped for Sale at Time of
Receipt
• All Inventory in Active Pick
• Not a silo’d technology solution ,i.e. voice
• De-Coupled Processes
i.e. pack, dunnage, manifest, seal
20
Continuous “Lean” Processing
Wave #1 Wave#2 Expedited Wave Wave#3
Ord
er
Cut-
Off
Priority
Order
Priority
Order
“Wave-less” Continuous Processing
Ord
er
Cut-
Off
New Orders Priority
Order
Priority
Order
Shipping
Cut-off
Time
New Orders
21
“Lean” Pull Based
Order
Release WIP Picking WIP PreSort WIP Pack
Gather PreSort Pack
Continuous
Pull
Work In-Progress (WIP) Causes:
Inefficiency, More Touches, More
Mechanization, More Management,
Footprint++
22
“Lean” Waveless Process
23
The Intelligent WCS – One Engine
LMS
WCS
Item
Sorter
WMS
Pick to
Light
Put to
Store
WCS
Shipping
Sorter
Label
Applicator
Case Pick
ERP, Order Management, eCommerce
TMS
Intelligent WCS
Order & Inventory Intelligence w/Ability to Balance Work
Across Both Machines and People for All Channels
WORK PULLED TO AVAILABLE PEOPLE & MACHINES
Synchronizes and Sequences work to “pull” work to available
resource
24
Continuous “lean” Process Benefits • Continuous “lean” processes have very little buffers
• Pulling work to available resources provides consistent flow & higher efficiency of automation lowering rate requirements
• Operation not constrained by technology based solution
• Flexible for growth
Capital
• Ergonomic work cells achieving accuracy rates
• Incorrect orders = lost eCommerce customers
• Hard savings associated with each order error reduced Accuracy
• Replenishment is demand based, release for picking is carton based
• Stockouts are resolved in real time in a manner that is transparent to the operator
Stockouts • Operators work simple decoupled processes, training is quick and easy
• Productivity goals are well maintained regardless of the turnover rate
• Easy, ergonomic work cells result in better moral, fewer new hires Training
• Orders are processed in a continuous flow
• Later order cut-off times = more captured sales
• Business rules are maintained
• Decreasing buffers reduces overall order cycle time, even faster turn for high priority orders
Order Cycle Time
25
Lean is the way of the future
For More Information:
Speaker: Art Eldred, Client Executive
email: [email protected]
Speaker: Carlos Ysasi, VP Engineering
email: [email protected]
Or visit MODEX 2014 Booth #3297
website: www.vargosolutions.com
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