ASTM E3056-2016 Standard Guide for Strategic Warehousing《战略仓储的标准指南》.pdf

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1、Designation: E3056 16Standard Guide forStrategic Warehousing1This standard is issued under the fixed designation E3056; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A number in parentheses indicates th

2、e year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This guide provides strategic considerations for effec-tively managing warehouse facilities and the contents ofwarehouses (collectively “warehousing assets”).1.2 This gu

3、ide does not override or increase requirementsspecific to governmental authorities. To the greatest extentpracticable, the guidance in this standard should be consideredby these entities where efficiencies may be gained.1.3 The values stated in inch-pound units are to be regardedas standard. No othe

4、r units of measurement are included in thisstandard.1.4 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish appro-priate safety and health practices and determine the applica-bility of

5、 regulatory limitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E2715 Practice for Moveable Property StorageE2135 Terminology for Property and Asset Management3. Terminology3.1 Definitions: For additional definitions related to prop-erty and asset management, refer to Terminology E21

6、35.3.1.1 business case, nthe sum of an entitys review andanalysis of pertinent facts and alternatives regarding a plan ofaction to be followed. The resources put into the business casedepend on the complexity of the situation and the potentialimpact of the decision. A formal business case may be wri

7、ttenout in a structured and logical manner, whereas an informalbusiness case may be developed simply through conversationsand deliberations.3.1.2 material handling equipment (MHE), nequipmentthat relate to the movement, storage, control and protection ofwarehousing assets (for example, materials, go

8、ods, equipment,and products) throughout the process of manufacturing,distribution, consumption and disposal.Modified from Wikipedia3.1.3 warehouse, nbuildings or facilities used for storageof personal property assets, including supply distributioncenters, material storage facilities, and structures

9、used forstorage of vehicles, equipment, and surplus assets. Also in-cluded are underground or earth-covered ammunition storagebunkers and magazines. This category excludes water reser-voirs and petroleum or gas storage tanks which are storagestructures.3.1.4 warehousing, vthe activity of storing, ha

10、ndling, orotherwise utilizing a warehouse to focus on the management ofpersonal property assets contained within.3.1.5 warehousing assets, nthe warehouse facility and thematerials or moveable assets housed within the facility.4. Summary of Guidance4.1 Effective warehousing activities require a sound

11、 busi-ness case decision to store moveable assets for short- orlong-term storage, operational staging, and other reasons.4.2 This guide outlines the scope of strategic warehousingactivity; the numerous considerations provided here are notdeveloped in detail as there is much to be said on each aspect

12、.This guide is intended to ensure the entity is aware of the scopeof warehousing considerations.4.3 Entities should be able to realize significant cost savingsand increases in efficiency when warehouse facilities andwarehouse contents (collectively “warehousing assets”) aremanaged strategically and

13、holistically.4.4 Strategic management of these warehousing assets andactivities goes beyond simply providing needed items in aneffective manner and at minimum cost; it also entails an overallperspective that asks “do these items need to be warehoused?”or “do these items need to be warehoused in this

14、 facility?”Savings and efficiency gains may be realized when the size ofthe warehouse facility is reduced to the smallest size feasibledue to efficient operation of the warehousing activity and mosteffective use of the space available.1This guide is under the jurisdiction of ASTM Committee E53 on As

15、setManagement and is the direct responsibility of Subcommittee E53.01 on ProcessManagement.Current edition approved April 1, 2016. Published May 2016. DOI: 10.1520/E3056-16.2For referenced ASTM standards, visit the ASTM website, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For A

16、nnual Book of ASTMStandards volume information, refer to the standards Document Summary page onthe ASTM website.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States14.5 This guide also provides the operational practices thatan entity shoul

17、d consider to make their warehousing activitieseffective and contribute to the entitys mission, and alsosuggests metrics to gauge the efficiency of a warehouse orwarehousing program.5. Significance and Use5.1 This guide provides the considerations for the manage-ment of warehouses and warehouse cont

18、ents.5.2 The central objective of this guide is to ensure thatwarehousing activities appropriately contribute to the missionof the entity.5.3 Measuring and managing the effectiveness of an enti-ties warehousing activities should result in sustained useful-ness of warehoused assets, reduced administr

19、ative costs, im-proved accountability, and enhanced operational performance.5.4 This guide makes a differentiation between the physicalwarehouse facility (also called “Real Property”) and thecontents of the warehouse (also called “Personal Property,”“moveable asset,” “product,” or similar term that

20、differentiatesthe contents of the warehouse from the physical structure of thewarehouse itself). Considerations of both these aspects of thewarehousing function must be coordinated to lead to effectivewarehousing activities.6. Strategic Considerations6.1 Is warehousing needed?Are the items being war

21、e-housed necessary to contribute to the entitys mission? Often,entities continue a warehouse activity largely because it iseasier to not make a hard decision and continue an operationalactivity than to go through the considerable effort of disman-tling a non-essential warehousing activity.6.2 Should

22、 warehouse functions be consolidated (central-ized) or decentralized?Depending on the costs and benefitsassociated with operating warehouses in different locations,effectiveness might be gained if activities can be consolidatedat centralized “hubs” (in lieu of numerous locations essentiallyproviding

23、 the same function) or decentralized (if less expensivelocations may be utilized in lieu of more expensive ware-houses). Calculate full cost/benefit factors and use the properbusiness tools to arrive at an optimum solution.6.3 Are there alternatives to warehousing these moveableassets?The entity sho

24、uld consider alternatives such as just-in-time purchasing, enhanced supply chain management, orsharing warehouse activities with different organizationswithin the same entity or with other entities.6.4 Should the entity apply advanced storage, picking,inventory management, or recordkeeping technolog

25、y, or com-binations thereof?Automation can reduce the personnel coststo operate a warehouse activity or increase effectiveness, orboth. Options may affect the warehouse structure itself or justthe stored assets.6.5 Lifecycle costs must be consideredA business casedecision must look at costs and bene

26、fits throughout thelifecycle of the warehouse activity. For example, short termsavings in leasing an older warehouse facility may be offset inthe long term by decreased flexibility to meet entity needs andlimitations of the structure itself to employ more efficientoperations. Future warehousing need

27、s (increased or decreasedactivity) should be considered. Also see 7.1.3.6.6 Knowing the operational requirementsPresumedthroughout the previous sections of this paragraph is that theentity acquiring, using, or disposing of the warehouse facilityis fully aware of the entitys operational requirements.

28、 Inactuality, this awareness cannot be presumed in planning awarehousing activity. The facility must reflect and address theentitys carefully-considered needs. The warehousing facility isa tool for the effective management of the assets and materialsstored and managed within, the ownership, lease, o

29、r manage-ment of the warehouse facility, or combinations thereof, is notan end in itself.7. Assets in a Warehousing Activity (Warehousing Assets)7.1 Aspects Related to the Warehouse Facility:7.1.1 General Type of ConstructionThe type of construc-tion of the structure itself should reflect the need o

30、f the entityto store the moveable assets, while at the same time minimiz-ing entity costs.7.1.2 LocationConsiderations include:7.1.2.1 Proximity to Operational Requirements to minimizetransportation costs and the time to move assets between thewarehouse facility and the places where the assets are n

31、eeded.Also, consider the risk and liability of catastrophic disasters onpopulation centers if storing hazardous materials.7.1.2.2 Access to Services such as needed utilities and mostefficient transportation arteries.7.1.3 Facility LayoutConsiderations include:7.1.3.1 Vertical DimensionHigher ceiling

32、s increase thevolume of the storage capacity without increasing the footprintof the facility. Higher ceilings may also be necessary forstoring tall or large assets. Taller facilities might lead tocheaper costs/square foot, which may lead to reduced carryingcosts.7.1.3.2 Horizontal DimensionA basic m

33、easurement ofwarehousing space providing the physical footprint of thefacility. In general, large and heavy objects would be stored onthe floor, and so the horizontal dimension would directlyindicate the storage capacity.7.1.3.3 Best Fit of Items to be HousedThere may becircumstances where the shape

34、 of the items to be stored dontdictate a squared storage area, such as when storing bulkmaterials. Warehousing costs may be reduced if such layoutsare utilized.7.1.3.4 Aisles versus Storage SpaceIn planning the facil-ity layout, the ratio of storage space to aisle space may be a keymetric. The highe

35、r the ratio, in general, the more property thatmay be stored. However, there is obviously a need to allowMHE to maneuver and place or pick the product.7.1.3.5 Associated Administrative SpaceAreas of the fa-cility where product is not intended to be stored or moved.Examples are offices, open spaces,

36、meeting rooms, cleaninggear closets, and stairwells. This space doesnt add to thestorage capacity directly, but facilitates the warehousing op-eration overall.E3056 1627.1.3.6 Associated Operational SpaceAreas of the facilitywhere product may move through, but are not primarilydesigned to store the

37、product. Examples are interior andexterior spaces designated as loading docks, assembly, orstaging areas.7.1.3.7 Flow of ActivityThe Facility should be laid out tofacilitate easy entry and exit for people and assets, while at thesame time providing necessary safety and security. Shippingand receivin

38、g functions should be separated.7.1.4 Facility Life Cycle ConsiderationsAs described inSection 6, costs and benefits must be considered over the lifecycle of the facility.Aspects over each life cycle phase include:7.1.4.1 Acquisition Phase:(1) Long term capital planning methodologies must beused and

39、 acquisition alternatives should be quantified andprioritized. The considerations enumerated in this AcquisitionPhase, as well as the Use and Disposal Phases, must beincluded in this business case development.(2) Lease versus Purchase ConsiderationsBased uponthe facts and circumstances a lease or pu

40、rchase may beappropriate. When contemplating the acquisition of a ware-house facility, a rigorous business case should include consid-erations of lease versus purchase, such as a comparison orcosts, current and expected market conditions, flexibility tomake improvement to the facility over time, and

41、 the expectedlife-cycle costs of the facility.(3) Build or Use an Existing StructureExisting structuresmay be less expensive to acquire, but might not providecost-saving innovations, enhancements, or flexibilities.(4) Availability of public emergency services and flood,fire suppression, and rodent c

42、ontrol measures must be carefullyconsidered.(5) Bonding and insurance requirements (for facility andcontents), along with provisions for governmental compliance,recordkeeping and reporting must be considered in this acqui-sition phase.(6) A determination must be made whether the acquiringentity will

43、 be the only entity using the facility, or if otherentities may also share in its use, in either formal or informalarrangements. Additional requirements of the shared space ofthe non-acquiring entity/entities must be considered.(7) As determined by the acquiring entity, consistent withthe scale of t

44、he warehouse acquisition activity, a formalconcept of operations should be developed to address theconsiderations in (7.1.4) to formally consider the lifecycle ofthe facility and its contents. TheASTM standards referenced inSection 2 should be consulted for guidance.7.1.4.2 Use Phase:(1) Utility Opt

45、ionsThe location may provide alternativesfor utilities and related services.(2) Labor versus Automation ConsiderationsBusinesscase decisions need to be made to maximize the benefits whileminimizing the costs.(3) Maintenance and RepairCosts may be largely basedon age, type, and style of construction.

46、 Maintenance and repairactivities should maximize long term warehouse productivity.(4) Administration and RecordkeepingProvisions for ef-fective management of the facility and its contents must beprovided.(5) Signage must comply with mandated health and safetyrequirements (for example, hazard warnin

47、gs and symbols,alarms, and emergency ingress or egress areas) as well asprovide useful guidance to workers and visitors; exteriorsignage identifying the owning or leasing entity may be usedwhere appropriate.7.1.4.3 Disposal Phase:(1) Remediation CostsCosts to bring facility and land toacceptable lev

48、el for sale, transfer, or return to owner.(2) Disposal OptionsAll possibilities must be consideredwhen disposing of owned facilities.(a) SaleTo obtain proceeds for use elsewhere in theentity.(b) Transfer to State/City/Local OrganizationRequiredin some governmental policies, or as a donation.(c) Exch

49、ange or SaleSolely to obtain replacementfacility, where allowed.(d) Lease Out with Option to BuyMay be best way toconsummate a sale in a competitive real estate market.(e) AbandonmentA disposal option where allowed bylaw, regulation, or ordinance.(3) Demolition CostsAt the point where the facility is notneeded by the entity, or other entities, and is only accumulatingrepair and maintenance costs, demolition is an option.7.1.5 Internal Environmental ConcernsIncluding heating,air conditioning, and humidity; both for the stored material andfor