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Supply chain management complexity is a growing challenge for a broad range of contemporary companies, which makes them turn to new and increasingly advanced IT-systems as a salvation. One of the currently most important system in a supply chain manager’s toolbox is the warehouse management system. As business challenges increases so does also the complexity in the investment processes surrounding the warehouse management systems, this paper explores value creation in these processes to understand the resource exchanges involved, the exchange actor’s different roles and the implications of interactions between the actors. This is conducted through a case study with a market leading warehouse management system vendor and a supply chain intensive customer. The findings indicate that value creation in a complex warehouse management system investment entails several intervened and ongoing processes of different resource exchanges, were the actors co-create value jointly by sharing, combining and utilizing the resources throughout these processes. In order to establish this essential value co-creation sphere, also social exchanges in the form of qualitative interactions between the actors have proven to be a fundamental factor.

[pt] Atualmente, a Tecnologia da Informação (TI) tem assumido papel essencial para o alcance da administração eficiente, tanto no nível estratégico como no operacional, oferecendo benefícios para os negócios que incluem redução de custo, aumento da produtividade, qualidade, flexibilidade e inovação. E um dos recursos empregados é a implantação de um Sistema de Gestão de Armazéns, denominado Warehouse Management System (WMS), software que recebe as informações pertinentes ao armazém, gerando respostas para uma melhor movimentação, armazenagem, separação e expedição dos produtos, conforme as necessidades da organização. No entanto, a implantação de um sistema WMS pode ser considerada bem mais do que um projeto de tecnologia, que envolve mudanças estruturais e comportamentais, tornando-se um processo de risco relativamente alto e complexo. Este trabalho tem como objetivo identificar e planejar respostas aos riscos na implantação de um WMS no novo armazém de uma grande empresa brasileira do setor de cosméticos. Os resultados obtidos comprovaram inúmeras atividades que devem ser gerenciadas em favor do não comprometimento dos objetivos propostos da empresa, embora sabendo que o risco é algo incerto quanto à sua ocorrência. Ainda assim, para os futuros usuários do WMS, compreender a inclusão do gerenciamento de riscos nos seus projetos de implantação irá trazer maior probabilidade de sucesso, pois quanto mais forem conhecidos os riscos e as ações de mitigação, mais confiança e segurança as empresas terão em projetos desta natureza. / [en] Currently, Information Technology (IT) has assumed crucial role for achieving the efficient administration at both the strategic and the operational, providing business benefits that include reducing costs, increasing productivity, quality, flexibility and innovation. And one of the resources used is the implementation of a Warehouse Management System, called Warehouse Management System (WMS) software that receives the relevant information to the warehouse, generating responses for improved handling, storage, picking and shipping of products as the organization s needs. However, the implementation of a WMS system can be considered much more than a technology project that involves structural and behavioral changes, becoming a process of relatively high risk and complex. This study aims to identify and plan responses to the risks of implementing a new WMS in the warehouse of a large company in the cosmetics industry. The results confirmed many activities that must be managed in favor of non-commitment of the proposed objectives of the company, while knowing that the risk is somewhat uncertain as to its occurrence. Still, for future users of the WMS, to understand the inclusion of risk management in their deployment projects will bring greater likelihood of success, because as more becomes known risks and mitigating actions, more confidence and security firms will take into projects of this nature.

Sukurta firmai „West END Knitwear Ltd.“ Sandėlio vadymo sistema „Maelstrom“. Ši programą optimizuoja įmonės darbą pateikdama ataskaitas apie produkciją bei darbuotojų veiksmus. Darbas atliktas optimizuojant programą pagal tam tikras, darbe aprašytas taisykles. / Warehouse Management System “Maelstrom” is created for “West END Knitwear Ltd.” Company. This program optimizes company's work by providing accurate reports on sales and employees actions. Also it was done in an efficient way by following some rules that were defined in this work.

The diploma thesis is focusing on a warehouse management system of the ČSAD Hodonín a.s. company. This corporation is a logistics service provider mostly offering to its customers services associated with goods storage. The first objective of this thesis is an evaluation of change of WMS in this company and the second one is to design a method for selection of WMS and its supplier.

På SSI-Schäfer System International i Norrköping pågår ständiga förbättringar och projektför att effektivisera produktionen hos kunden. Ett förbättringsområde som varit särskiltintressant under senare tid har varit produktionsflödet mellan lagerhanteringssystemet(shuttlesystemet) och packningsstationerna och på packningsstationerna. Den här rapportenpresenterar en fallstudie om förbättringspotential och åtgärder för förbättringspotential,baserat på befintlig företagsdokumentation och intervjuer på företaget, samt kartläggningarav produktionsflödet hos kunden. Genomförandet av studien är uppdelat i fyra huvudfaser, I.Kartläggning av produktionen, II. Presentation av identifierade förbättringspotential ochslöseri, III. Identifiering av rotorsaker till förbättringspotential och slöseri och IV.Framtagning av förbättringsförslag. De två första faserna är att förstå produktionen ochpresentera identifierade förbättringspotential och slöseri. I tredje fasen identifieras rotorsakertill förbättringspotential och slöseri, i fjärde fasen presenteras förbättringsförslag.Presentation av identifierade förbättringspotential och slöseri resulterade i att projektet kundefokusera på 5 viktiga förbättringspotentialer, 1. Deadlocks (dödläge), 2. Backar som fastnar,3. Dra stora kartongen, 4. Stopp sekvenserare 1, 5. Skrivare vid GTP-stationer(packningsstationer). Identifiering av rotorsaker till förbättringspotential och slöserigenomfördes med hjälp av Ishikawadiagram för varje förbättringspotential tillsammans medoperatörer på GTP-stationerna och RM-teamet. Detta resulterade i 1. Brist på vänteplatser, 2.Viktfördelning i backarna, 3. Operatörerna saknar åtkomst till transportbandet, 4. Backarloopas inte, 5. Placering av skrivare. För att ta itu med förbättringspotentialen föreslogsföljande förbättringar: 1. Bygg en till lift, 2. Montera bricka och plugg, 3. Justeraautobagmaskinen, 4. Cirkulera (loopa) backarna, 5. Placera skrivare på bordsförlängning ellerhylla närmare operatörer vid GTP-stationer. Det rekommenderas att företaget fortsätter sittarbete genom att ytterligare undersöka föreslagna förbättringsförslag för att implementeraförbättringsförslag för att reducera förbättringspotentialen och slöserier. / At SSI-Schäfer System International in Norrköping, continuous improvements and projectsare underway to streamline the customer's production. An area of improvement that has beenparticularly interesting in recent times has been the production flow between the warehousemanagement system (the shuttle system) and the packing stations and at the packing stations.This report presents a case study on improvement potential and measures for improvementpotential, based on existing company documentation and interviews at the company, as wellas surveys of the production flow at the customer. The implementation of the study is dividedinto four main phases, I. Mapping of production, II. Presentation of identified potential forimprovement and waste, III. Identification of rotor causes for improvement potential andwaste and IV. Development of improvement proposals. The first two phases are to understandthe production and present identified potential for improvement and waste. In the third phase,rotor causes for improvement potential and waste are identified, in the fourth phase,improvement proposals are presented.Presentation of identified improvement potential and waste resulted in the project being ableto focus on 5 important improvement potentials, 1. Deadlocks, 2. Tote boxes that get stuck, 3.Pull the large box, 4. Stop sequencer 1, 5. Printers at GTP-stations (packing stations).Identification of rotor causes for improvement potential and waste was carried out usingIshikawa diagrams for each improvement potential together with operators at theGTP-stations and the RM-team. This resulted in 1. Lack of transferpoints, 2. Weightdistribution in the tote boxes, 3. The operators do not have access to the conveyor belt, 4.Tote boxes are not looped, 5. Placement of printers. To address the potential forimprovement, the following improvements were proposed: 1. Build another lift, 2. Mountwasher and plug, 3. Adjust the autobag machine, 4. Loop the tote boxes, 5. Place printers ontable extensions or shelf closer to operators at GTP-stations. It is recommended that thecompany continue its work by further examining proposed improvement proposals toimplement improvement proposals to reduce the potential for improvement and waste.

[pt] Nos dias de hoje, com o ambiente empresarial cada vez mais competitivo, a tecnologia de informação, quando bem utilizada, torna-se um importante diferencial entre as empresas na busca pela excelência no atendimento ao cliente. Desta forma, cada vez mais as empresas procuram alternativas para facilitar o gerenciamento de suas atividades, visando aumentar o controle, reduzir os custos e obter informações precisas que possam de fato agilizar a tomada de decisões e consequentemente melhorar o ní­vel do serviço prestado. O Sistema de Gestão de Armazéns (Warehouse Management System - WMS) vem sendo implementado principalmente pelos grandes operadores logí­sticos. A pesquisa realizada pela Booz Allen & Hamilton em parceria com o Centro de Estudos em Logí­stica em 2001 (CEL-Coppead) constatou que até 50% dos operadores logí­sticos pesquisados já utilizavam esta tecnologia (Costa et al., 2001). Dado o crescimento do uso do WMS, e a possibilidade por parte da autora de participar da implementação desta tecnologia em uma empresa durante o desenvolvimento de sua pesquisa de mestrado, os objetivos desta dissertação são: mapear a operação do Centro de Distribuição (CD) da Empresa Alfa antes da implementação do WMS; e analisar o processo de implementação de um WMS em um CD em operação. Como a autora fizera parte da equipe de implementação do WMS na Empresa Alfa, a metodologia utilizada para a elaboração desse trabalho incluiu: pesquisa bibliográfica, visitas in loco e entrevistas não estruturadas junto aos envolvidos na operação. O resultado desta dissertação é uma análise da operação antes e durante a implementação do WMS, aliado aos principais resultados extraí­dos pelas simulações, dado que até o presente momento o WMS ainda não se tornou uma realidade junto a Empresa Alfa devido a mudanças estratégicas no cronograma de implementação. / [en] Nowadays, in a competitive business environment, when the information of technology is well used it becomes of a great value among companies that search for excellence in customer relationship attendance. Therefore, more and more often, the companies are searching for alternatives to ease the management of activities, increasing control, reducing costs and getting important information that can result in quicker decisions and consequently improve the level of the service. Recently, the WMS is being implemented in general by the biggest logistics operators. A Booz Allen & Hamilton´s research in partnership with the Center of Studies in Logistic in 2001 (CEL-Coppead) evidenced that up to 50% of the logistic operators have already been using this technology (Costa et al., 2001). Due to the growth of WMS use and the possibility for the author to participate in an implementation of this technology in a company during her Master Research, the objectives of this work are: to map the operation of the Alpha Company´s Distribution Center (DC) before WMS implementation; and analyze the WMS implementation process in a DC that is in operation. Since the author was part of the team in the implementation of WMS in the Alpha Company, the methodology used for the elaboration of this work included: bibliographical research, visits in loco to the Alpha Company´s DC and non structuralized interviews with the involved parts in the operation. As a result of this work, we have an analysis of the operation before and during the implementation of the WMS in line with the main results of the simulations, given that until the present moment, due to strategic changes in implementation chronogram the WMS still has not become a reality in the Alpha Company.

The aim of this diploma thesis is to create a new system to measure and evaluate the productivity of warehouse processes in Euromedia books wholesale warehouse. The Warehouse management system (WMS) is implemented in the warehouse, so the company has information about processes within warehouse. However, the system does not have any tool to measure and report the productivity of individual workers and shifts. So the manager of the warehouse does not have enough data for efficient human resource management. The basics of warehousing and the warehousing interrelationships are described in theoretical part of the thesis. The processes within warehouse are firstly described in general and then with direct connection to processes in the warehouse of the company Euromedia. The analytical part is dedicated to detailed analysis of output data from WMS from the time period from February until May 2015.The outcome of this analysis is a suggestion how to assign individual workers to shifts, how to measure the productivity of individual processes and how the productivities of different processes can be compared. At the end of the thesis, there are recommendations how to measure the productivity now and how to proceed in the future to achieve a more precise outcome of the productivity measurement. The proposed measures contribute to better and more efficient human resources management in Euromedias wholesales warehouse.

This Master’s thesis deals with the selection and implementation of an information system for the company SunSport s.r.o. In this thesis is firstly introduced the theoretical foundation necessary for the understanding of this topic and subsequently is analysed the current state of the company with an emphasis on the information system. The third part of the thesis focuses on the selection of the system and its implementation, which is described using the techniques of project management.

Twenty first century manufacturing is characterized by customer specific products. Customers expect greater differentiation in the products that companies offer to them, thus changing the whole landscape of production. Greater the variety of products being offered to customers, greater is the complexity of shop floor operations. This complexity is translated to all the operations in the shop floor including material handling and inventory control. To overcome this situation, many manufacturers have turned to “Lean Manufacturing” to gain a competitive edge in the market by reducing costs and improving productivity in all operations throughout the shop floor. Therefore, this purpose of this thesis is to analyze the material handling of a highly customized multi-variant product-based production system. The thesis represents a case study that was done at a caravan manufacturing company in Tenhult, Sweden. During the study, data was gathered from field notes, observations and multiple semi-structured interviews. The findings were analyzed with respect to a theoretical background which was generated through an extensive literature review that was carried out throughout the research. Our analysis was based on a systems approach where the findings were categorized into three dimensions that affect material handling and inventory control. These dimensions are warehouse management systems, culture, and production management, which contribute to successful implementation of lean into the material handling operations and inventory control. In conclusion, the results show that efficient material handling and inventory control can only be achieved by finding a synergy between technology, people and organization. Our results also show that soft issues like organizational culture and employee culture need to be addressed along with technological issues because only when an alignment between people, technology and business objectives and values is achieved, lean implementation can be successful. Our results also show the need for better supplier customer collaboration to reduce inventory levels and material handling operation.