外文文献

外文文献

A literature survey on planning and

control of warehousing systems

We present a literature survey on methods and techniques for the planning and control of warehousing systems. Planning refers to management decisions that affect the intermediate term (one or multiple months), such as inventory management and storage

location assignment. Control refers to the operational decisions that a.ect the short term (hours, day), such as routing, sequencing, scheduling and order-batching. Prior to the literature survey, we give an introduction into warehousing systems and a classification of warehouse management problems.

1. Introduction

1.1. The increasingly busy warehouse

Gudehus [1] and Graves [2], Hausman [3] and Schwarz [4] introduced the design, planning and control of ware- housing systems as new research topics. The operation of

warehousing systems has received considerable interest in the literature ever since. It is not surprising that the research on warehousing systems gained interest in the 1970s, since this was the era that management interest shifted from productivity im- provement to inventory reduction. The introduction of information systems made this strategy possible, with Manufacturing Resources Planning (MRP-II) as a notable example. From Japan a new management philosophy emerged: Just-In-Time (JIT) production. JIT attempts to achieve high-volume production using minimal inven- tories of parts that arrive just in time. These new devel- opments demanded from warehouses that low volumes be delivered more frequently with shorter response times from a significantly wider variety of Stock Keeping Units (SKU's). The new interest in quality forced warehouse managers to re-examine their warehouse operation from the viewpoint of minimizing product damage, establish- ing short and reliable transaction times and improving order-picking accuracy. Current trends in warehousing and distribution logis- tics.

are supply chain management and E?cient Consumer Response (ECR). Supply chain management and ECR pursue a demand-driven organization of the supply chain with small inventories and reliable short response times throughout the supply chain. All deliveries are driven by the sales downward in the supply chain. Such an organization requires a close cooperation among the companies in the supply chain and the immediate feedback of sales data. Nowadays, information technology enables these developments through Electronic Data Interchange (EDI) and software systems

such as the MRP-based Enterprise Resources Planning (ERP) systems and Warehouse Management Systems (WMS). The new market forces have a.ected the operation of warehouses tremendously. On the one hand, they demand an increased productivity. On the other hand, the rapidly

changing market imposes financial risks upon the introduction of capital intensive high-performance warehousing equipment which may be di?cult to re-configure or discard. Hence, there is a great need for sophisticated techniques that provide a dependable basis for adequate planning and control of warehouses in such complex environments.In this paper we present a survey of methods and models that have appeared in the literature for the planning and control of warehousing systems. In the remainder of Section 1, we discuss warehousing systems and warehouse management. In Sections 2 and 3 we discuss the literature on planning and control issues, respectively. Finally, in Section 4 we end with conclusions and suggestions for future research.

1.2. Warehousing

Warehousing involves all movement of goods within warehouses and Distribution Centers (DC's), namely: *Current address: Berenschot, P.O. Box 8039, 3503 RA Utrecht,

The Netherlands. Tel.: +31302916822, Fax: +31302916826

0740-817X ó 1999 ``IIE''

IIE Transactions (1999) 31, 751±762

receiving, storage, order-picking, accumulation and sorting and shipping. An order lists the SKU's and quantities requested by a customer or by a production unit, in a DC or a production warehouse, respectively.Order-picking is the process of gathering SKU's that have been requested in an order at one time.In an order-picking operation, the order pickers may pick one order at the time (single order-picking). A higher e?ciency may be achieved by picking multiple orders simultaneously (batch picking). Furthermore, orders may be picked from separate.

warehousing systems or separate zones within systems. Consequently, in such situations the orders need to be sorted and accumulated to establish order integrity. Orders may be sorted during the order-picking process (sort-while-pick) or afterwards (pick-and-sort). Warehousing systems may be classi?ed into three groups:

(1) Picker-to-product systems.

(2) Product-to-picker systems.

(3) Picker-less systems.

In a picker-to-product system, manual order-pickers ride in vehicles along the pick positions. There is a wide variety of vehicles available from manually propelled vehicles to motorized vehicles which also enable vertical movement for order-picking from elevated positions. Instead of a vehicle, a system may also include a take-away conveyor for picked products (pick-to-belt).Examples of product-to-picker systems are the Auto -mated Storage/Retrieval System (AS/RS) and the carousel.An AS/RS is a high-bay warehouse with Storage/Retrieval (S/R) machines or automated stacker cranes that perform the storage and retrieval of storage modules (such as pallets or containers). A miniload AS/RS is an AS/RS especially equipped for the storage and

order-picking of small items. A carousel consists of storage positions that rotate around a closed loop thereby delivering the requested SKU's to the order-picker. Carousels may rotate horizontally (horizontal carousel) or vertically (vertical carousel).Picker-less systems make use of robot-technology or automatic dispensers.With respect to product retrieval we distinguish unitload retrieval systems and order-picking systems. In a unitload retrieval system complete unit-loads are retrieved.

Accordingly, the vehicles either perform one stop (storage or retrieval) or two stops (storage followed by a retrieval)in a single trip. We refer to these trips as a single-com -mand cycle and a dual-command cycle, respectively. In an order-picking system typically less-than-unit-load quantities are picked, so that there will be multiple stops per trip (multi-command cycle).

1.3. Warehouse management

We may establish high quality solutions for warehouse management by decomposing the task into a number of hierarchical subproblems. A well-de?ned hierarchy will prevent local optimization without considering the global context.

A broad hierarchy of management decisions is the following ([5]):

（1）Strategic decisions.

（2）Tactical decisions.

（3）Operational decisions.

Strategic management decisions are long-term decisions and concern the determination of broad policies and plans for using the resources of a company to best support its long-term competitive strategy. Tactical management decisions primarily address how to e?ciently schedule material and labor within the constraints of previously made strategic decisions. Operational management decisions are narrow and short-term by comparison and act under the operating constraints set out by the strategic and tactical management decisions.The central themes of this survey are planning and control of warehousing systems. Planning of warehousing systems refers to the policies which are developed at the tactical level concerning the assignment of goods to storage locations. Control problems concern the actual sequencing, scheduling and routing of the movement of goods. Planning and control decisions are subject to strategic management and inventory management. Strategic management de?nes long-term goals and it constitutes the supply chain organization and the warehouse design (for a review of warehouse design models we refer to Ashayeri and Gelders [6]). Inventory management decides which products are kept in storage in what quantities and when shipments arrive. Intelligent inventory management may reduce the inventory levels and thereby improve the e?ciency of the warehouse operation. For a review of inventory models that consider the total inventory quantity we refer to Hariga and Jackson [7]. Since these models both involve the inventory and the warehouse operation, the models establish a bridge between the ?eld of warehousing and the field of inventory management.Since strategic decisions a.ect a long period, these decisions face high uncertainties. Typical methods used for solving such problems are stochastic models and simulation, based on demand estimates. Planning problems concern the intermediate period and consider an existing situation.

Planning algorithms are based on historical data and attempt to ?nd solutions with a high quality average performance. Control algorithms are based on actual data and attempt to @nd solutions with a high-quality performance. Combinatorial optimization techniques are well suited for solving planning and control problems. Case studies have shown that considerable productivity improvements are possible by applying intelligent planning and control policies [8±10]. 752 van den Berg

2. Planning of warehouse operations

In this section we focus on the storage location assignment problem at the

tactical level. The procedures that are developed at this level, serve as a framework for the actual location selection for incoming goods. In these procedures, the behavior on the intermediate term is estimated by historical demand patterns. Since the storage location assignment problem will be intractable as a whole, we introduce the hierarchical four step Storage Location Planning Procedure.Storage Location Planning Procedure

1. Distribution of products among warehousing sys-

tems.

2. Clustering of correlated products.

3. Balancing of workload within warehousing systems.

4. Assignment of products to storage locations.

We discuss relevant literature on the successive steps in Sections 2.1 to 2.4.

2.1. Distribution of products among warehousing systems

Most large warehouses contain more than one type of warehousing system. Each warehousing system is especially equipped for a speci?c group of products based on their characteristics, such as: size, weight, shape, perishability, volume, demand rate, pick sizes, delivery quantity, type of storage module, et cetera.Furthermore, many warehouses use separate systems or areas for order-picking (forward area) and for bulk storage (reserve area). Whenever a product in the forward area has been depleted, it is replenished from the reserve area.

A well-known forward-reserve con?guration is a

storage rack where the lower levels are used for manual order-picking (forward area) and the higher levels contain the bulk storage (reserve area).Bozer [11] treats the problem of splitting a pallet rack into an upper reserve area and a lower forward area. The author assumes Chebyshev travel times (i.e., the travel time of the pallet truck is the maximum of the isolated horizontal and vertical travel times) and a ?xed pick-life for all unit-loads in the forward area. He shows when a separate reserve area is justi?ed. He also studies the case with variable unit-load sizes and a remote reserve area. He analytically derives the break-even value for the picklife of a unit-load, which is of potential use in deciding which products to consider for the forward area. Hackman and Rosenblatt [12] present a model where order-picking from the reserve area is possible. Accordingly, the question arises which products should be picked from the forward area and how much space must be allocated to each of these products. The objective is to minimize the total costs for order-picking and replenishing. The authors assume that one

replenishment trip su?ces to replenish a product, irrespective of the allocated

quantity. The authors derive analytic expressions for the optimal product quantities as a function of the available storage space. They present a knapsack-based heuristic that assigns these quantities to the forward area in sequence of decreasing cost savings until it is full.

外文译文

一篇对于入库系统规划与控制的调查文献

我们提出了一个关于方法以及规划和仓储系统控制技术文献调查。规划是指管理决策影响中期内（一个或多个个月），如库存管理和储存位分配。控制是指经营决策a.ect短期（小时，天），如路由，排序，调度和订单批量。在此之前的文献调查，我们展现了仓储系统介绍和仓库管理问题的分类。说明1．1仓库的递增

GUDEHUS与GRAVES,HAUSMAN,SCHWARZ通过把入库系统规划与控制作为一个新的研究主题而对此介绍构思。入库系统的操作在文献中自始自终受到了相当大的关注。入库系统的研究在70年代就得到了关注，这不足为奇，管理部门将眼光从生产力的提高转移到财产目录的消减，这是研究领域的一个新纪元。信息系统的采用使得这个策略有了实施的可能，随着把制造业资源规划作为一个显著的范例，日本出现了一个新的管理哲学：及时生产（JIT）。及时生产试图实现在短时间内用极小的一部分存货清单实现高产量的任务。这个新的发展需要人们通过仓库在短期的回复期内频繁的运送低量货物到一个显著的宽广而多样化的储存保管单元(SKU's)中实现。对于质量的关注，使得仓库负责人要从产品损坏的角度反复检查他们的仓库操作，在建立短而可靠的交易时期同时提升汇单采购的准确性。

当前在入库与分配后勤学的趋势中，是供应链管理与高效消费响应（ECR）。供应链管理与高效消费响应负责小量存货清单供应链与贯穿于供应链的可靠短期响应机构的驱动。所有的交付都是在供应链中销售额日趋下降的情况下促成的。这样一个机构需要各个公司之间在供应链与当前销售信息的反馈中形成一个严密的合作。现今，信息技术使得这些手段能够通过电子数据的交换（EDI）与类似基于MRP的企业资源规划（ERP）软件系统与仓库管理系统（WMS）实现。

新市场极大的影响着仓库的经营。一方面，他们需要一个增长的生产力；另一方面，迅速变换的市场将金融风险强加于采用密集资本的高成果上，由此可能很难重新装配甚至需要摒弃入库设备。因此，在这样一个复杂的环境中，有着对可提供用于合适规划与仓库控制可靠基准这样复杂方法的巨大需求。

上面，我们描述了曾在图书资料中出现的关于入库系统规划与控制的方法与模型调查，在第一部分的剩余部分，我们讨论入库系统与仓库的管理。在第2与第3部分我们分1 1 原文出处及作者分别讨论文献的规划与控制问题。最后，在第4部分我们将做总结并对将来的研究给予建议。

1．2入库

入库意味着所有商品的变动都在仓库与分配中心内(DC’s)，那就是：入库，储藏，汇单订购，资本增值与分类、运输。一份顾客或生产单元大量需求的储存保管单元目录分别在分配中心或生产仓库中。汇单订购是采集过程中储存保管单元在一段时期内的需求。在一个汇单采购操作中，汇单采购者可以一次订购一个单子，或者可以更高效的同时订购多个单子。此外，订单可以从单独的入库系统中或通过系统在不同的区域订购。因此，在这种情况下，订单需要分类并积累来建立完善的表单。汇单可以在单子订购过程中或者在这之后分类。

入仓系统可以分成3组：

（1）采购者-产品系统

（2）产品-采购者系统

（3）无人采购系统

在采购者-产品系统中，汇单采购者骑着车辆沿着采购地点。有一个多样高效通过手工驱动的用于从高处取物并可以垂直移动的移动车辆，它在用于商品采购并包括外送的系统中替代了车辆。

产品-采购者系统的例子是自动化的储藏/恢复系统（AS/RS）与旋转木马。

一个AS/RS是一个显著的仓库存储/恢复机构，可以自动化的完成储存舱存储与取回的吊车（像是集装架或箱子）。轻负荷仓储系统是一个特别用于装备小物料项目存储与汇单采购的AS/RS。旋转木马由围绕着封闭环旋转并传送给请求存储管理单元给采购者的存储地点组成，它可以水平或垂直的转动。

无人采购系统利用机器人技术或自动分配。涉及到产品取回部分，我们区分为装载单元取回系统与汇单采购系统。在取回装载单元系统中，完整的装载单元已经被取回。因此，运输工具在单个路程中应当执行一个或二个站点。我们将这些行程分别归类为单控制周期与双控制周期。在一个订单采购系统中，大都少于装载单元的数量，因此会出现每次路程都有许多站的情况。

1．3仓库管理。

我们可以通过将任务分派给一系列按等级划分的管理人员助理来建立一个仓库管理的高质量解决方案。一个定义较好的阶级体系可以使局部最优化而不必考虑总体的背景。

一个比较广泛的管理部门阶级体系如下：1．战略判断；2．策略判断；3．经营判断。战略管理判断是一个长期的判断并且涉及到广泛方针的决断力与利用公司资源支持长期竞争战略的计划。策略管理判断主要满足如何高效的安排材料与在受不成熟战略判断限制下的工作。相比较之下，经营管理判断是一个严密与短期的管理，而且在战略与策略管理判断的营运限制下行动。

这篇调查的核心论题是规划与入仓系统的控制。入仓系统的规划涉及到在策略层面的关于商品存储场所任务的成熟方针。控制问题涉及到现实商品的顺序，安排与工艺路线的变动。

规划与控制判断取决于战略管理判断与财产目录管理。战略管理确定了长期的目标并且它构成了供应链机构与仓库的设计。财产目录管理决定了多少数量的哪个产品被保存在仓库与什么时候装运到达。

理性的财产目录管理可以降低详细目录的程度与由此提升仓库运转的效率。回顾财产目录模型，考虑到总体详细目录的数量，我们将他们分类为HARIGA 与JACKSON。由于这些模型牵涉到财产目录与仓库运转，这些模型确立了一座介乎于入仓与详细目录管理领域的桥梁。

由于战略判断有着一段长时期的影响，这些判断有着高度的不可靠性。典型的方法是用于解决基于需求估计的随机与模拟模型问题。规划问题涉及到中间时期与考虑其间存在的情况。规划规则系统是基于它的局部数据，它试图找到一个高质量平均成果的解决方法。控制规则系统基于现实数据并且试图找到一个高质量成果的解决方法。最优的组合方法也是适合于解决规划与控制问题的。案例研究已经表明可以通过应用理性的规划与控制方法来相当大的改进生产力。

2．仓库运转的规划

在这部分，我们主要集中在策略层储存场所任务的问题。成熟水准的步骤，是作为一个供应与收回商品场所选择的架构。在这些程序中，对于中期的反映是对于过去需求模式的评价。由于储存场所任务的问题自始自终都是比较棘手的，我们提出将储存场所规划步骤分4阶段的等级体系。

储存场所规划步骤：

1．入库系统中产品的分配；2．关联产品的群集；3．入库系统中的协调工作量；4．产品储存场所选择任务。

我们将在2.1部分与2.4部分中论述这些资料。

2．1入库系统中产品的分配

大部分大型的仓库拥有不只一种入库系统。每种入库系统都是特别基于尺寸，重量，形状，不可储藏性，体积，需求率，采购量，运输量，储存模式等需求特征产品组装备的。

此外，许多仓库采用分散的系统或区域用于汇单采购与货物存储。无论前部区域的产品何时耗尽都可以在储备区中补充。一个众所周知的前部储备机构是低标准的人工汇单采购与包含货物储备的高标准储藏货架。

BOZER用更高层区域与前部区域处理分裂货物架的问题。他采用CHEBYSHEV 传导期与固定采购期用于所有的前部区域存储单元。他指出分散的储备区域情况是正常的。他同样研究了可变的储藏单元型号与远程储备区域的案例。他通过分解推导出了用于前部区域产品的潜在利用与存储单元采购期收支平衡的重要性。

HACKMAN与ROSENBLATT提出了从储备区域汇单采购模式的可能性。相应地，应当从前部区域中采购产品与如何为每样产品分配空间的问题产生了。目标是减小汇单采购与补充的总费用。他们认为补充产品中的再补充经验与分配数量无关。他们推导出一个有效存储空间中理想产品数量作用的解析表达式。他们提出一个基于背包的启发：给持续减小储金花费的前部区域中分配数量，并且直到满为止。

交通信号智能控制系统外文文献及翻译

Agent controlled traffic lights Author：Danko A. Roozemond，Jan L.H. Rogier Provenance：Delft University of Technology Introduction The quality of (urban) traffic control systems is determined by the match between the control schema and the actual traffic patterns. If traffic patterns change, what they usually do, the effectiveness is determined by the way in which the system adapts to these changes. When this ability to adapt becomes an integral part of the traffic control unit it can react better to changes in traffic conditions. Adjusting a traffic control unit is a costly and timely affair if it involves human attention. The hypothesis is that it might offer additional benefit using self-evaluating and self-adjusting traffic control systems. There is already a market for an urban traffic control system that is able to react if the environment changes;the so called adaptive systems. "Real" adaptive systems will need pro-active calculated traffic information and cycle plans- based on these calculated traffic conditions- to be updated frequently. Our research of the usability of agent technology within traffic control can be split into two parts. First there is a theoretical part integrating agent technology and traffic control. The final stage of this research focuses on practical issues like implementation and performance. Here we present the concepts of agent technology applied to dynamic traffic control. Currently we are designing a layered model of an agent based urban traffic control system. We will elaborate on that in the last chapters. Adaptive urban traffic control Adaptive signal control systems must have a capability to optimise the traffic flow by adjusting the traffic signals based on current traffic. All used traffic signal control methods are based on feed-back algorithms using traffic demand data -varying from years to a couple of minutes - in the past. Current adaptive systems often operate on the basis of adaptive green phases and flexible co-ordination in (sub)networks based on measured traffic conditions (e.g., UTOPIA-spot,SCOOT). These methods are still not optimal where traffic demand changes rapidly within a short time interval. The basic premise is that existing signal plan generation tools make rational decisions about signal plans under varying conditions; but almost none of the current available tools behave pro-actively or have meta-rules that may change behaviour of the controller incorporated into the system. The next logical step for traffic control is the inclusion of these meta-rules and pro active and goal-oriented behaviour. The key aspects of improved control, for which contributions from artificial intelligence and artificial intelligent agents can be expected, include the capability of dealing with conflicting objectives; the capability of making pro-active decisions on the basis of temporal analysis; the ability of managing, learning, self adjusting and responding to non-recurrent and unexpected events (Ambrosino et al.., 1994).

国际营销英文文献

International private enterprises external constraints and the Government Service Innovation Abstract: In the opening to the outside world situation growing, private enterprises can not be separated from the internationalization of the rational power of the Government. This paper analyzes the internationalization of private enterprises of the external constraints, a private enterprise internationalization of innovation need to government services. Keywords: private enterprises of the external factors of international service innovation With the world economy, increasing globalization, China has become the world's fourth-largest economy, including private enterprises in economic development by increasing the role. Private enterprises are faced with not only the competitiveness of domestic firms and foreign multinational companies are faced with challenges. Therefore, expanding the opening up of the situation, the private enterprises to develop and grow, not only to make use of domestic markets and resources, but also going out to implement the strategy and the internationalization of private enterprises, in a broader competitive environment to meet the challenge. Towards world-class enterprise can not be separated from the support of the Government, the Government should be private enterprise to provide a good environment, strengthening innovation services. International private enterprises external constraints At present, the development of private enterprises in China has made great achievements, but our small and medium-sized private enterprises still dominated the majority of private enterprises through the first start of the primitive accumulation period, being the second business, the implementation of international strategy, international operations, enterprises must create a certain degree of accumulation and the capacity and conditions. However, the internationalization of private enterprises of the potential hindering the external environment, so that many companies fall into the plight of the development. (A) financial bottlenecks encountered At present, private enterprises, especially those in the survival of small and medium-sized financial institutions from the public it is difficult to obtain adequate financing for development. These enterprises can apply for loans to small, low visibility due to take the way of external financing is very difficult. Most of them only through self-financing and non-formal channels of access to capital financing. High-risk and cost of financing and financial situation of the shortage of channels for private enterprises has seriously hampered the pace of foreign trade, and even lead to business in the international competition of mortality. Small and medium-sized private

外文文献汽车零部件出口 中文

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广东工业大学华立学院 本科毕业设计（论文） 外文参考文献译文及原文 系部经济学部 专业经济学 年级 2007级 班级名称 07经济学6班 学号 16020706001 学生姓名张瑜琴 指导教师陈锶 2011 年05月

目录 1挑战：小额贷款中的进入和商业银行的长期承诺 (1) 2什么商业银行带给小额贷款和什么把他们留在外 (2) 3 商业银行的四个模型进入小额贷款之内 (4) 3.1内在的单位 (4) 3.2财务子公司 (5) 3.3策略的同盟 (5) 3.4服务公司模型 (6) 4 合法的形式和操作的结构比较 (8) 5 服务的个案研究公司模型：厄瓜多尔和Haiti5 (9)

1 挑战：小额贷款中的进入和商业银行的长期承诺 商业银行已经是逐渐重要的运动员在拉丁美洲中的小额贷款服务的发展2到小额贷款市场是小额贷款的好消息客户因为银行能提供他们一完整类型的财务的服务，包括信用，储蓄和以费用为基础的服务。整体而言，它也对小额贷款重要，因为与他们广泛的身体、财务的和人类。如果商业银行变成重的运动员在小额贷款，他们能提供非常强烈的竞争到传统的小额贷款机构。资源，银行能廉宜地发射而且扩张小额贷款服务rela tively。如果商业广告银行在小额贷款中成为严重的运动员，他们能提出非常强烈的竞争给传统的小额贷款机构。然而，小额贷款社区里面有知觉哪一商业银行进入进入小额贷款将会是短命或浅的。举例来说，有知觉哪一商业银行首先可能不搬进小额贷款因为时候建立小额贷款操作到一个有利润的水平超过银行的标准投资时间地平线。或，在进入小额贷款，银行之后可能移动在－上面藉由增加贷款数量销售取利润最大值－或者更坏的事，退出如果他们是不满意与小额贷款的收益性的水平。这些知觉已经被特性加燃料商业银行的情形进入小额贷款和后来的出口之内。在最极端的，一些开业者已经甚至宣布，”降低尺度死！”而且抛弃了与主意合作的商业银行。 在最 signific 看得到的地方，蚂蚁利益商业银行可能带给小额贷款，国际的ACCION 发展发射而且扩张的和一些商业银行的关系小额贷款操作。在这些情形的大部分方面， ACCION 和它的合伙人正在使用方法，已知的当做服务公司模型，表演早答应当做一个能工作的方法克服真正的。 商业银行的障碍进入和穿越建立长命的小额贷款操作一个商业银行 这论文描述如何服务公司模型、住址商业银行中的主要议题进入进小额贷款，监定成功建立的因素动作井小额贷款服务公司，和礼物结果和小额贷款的课servic e 公司用最长的经验，在海地和审判官席 del 的 SOGEBANK│ SOGESOL 初期结果指出那这服务公司模型表现一重要的突破在促成商业银行进入和留在小额贷款。在厄瓜多尔的 Pichincha│ CREDIFE。初期结果指出服务公司模型在促成商业广告中表现一次重要的突破银行进入而且留在小额贷款。