1. Would you like to address the possible reason for the change of the system, regarding the consolidation and third party model? 2. What are the possible effects of warehouse consolidation?

Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
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Westminster's Distribution Network. Table 1 outlines Westminster's existing distribution network for the three domestic consumer sales divisions. Each division consists of a number of company-owned-and-operated manufacturing plants and distribution facilities. Table 2 presents a number of key demand and inventory statistics for the facilities. Each manufacturing plant produces SKUs unique to that particular facility. All SKUs are distributed on a national basis. Due to significant capital outlays and fixed costs associated with each manufacturing plant, the logistics taskforce has already eliminated the possibility of relocating any manufacturing facilities from their present locations. Manufacturing plants must route products through a distribution center before final delivery to a retail or wholesale customer. Any distribution center may be utilized within its own division. Distribution centers may ship product to any region of the country; however, customers are typically serviced by the closest distribution center based on Westminster's regional boundaries. Transfer shipments between distribution centers are also permissible. Most shipments from manufacturing plants to distribution centers are delivered via motor carrier on a TL basis. Air freight may be utilized for emergency shipments, but also must pass through a distribution center before delivery to a final destination. Most shipments between distribution centers and retail or wholesale customers are delivered by motor carrier on an LTL basis and vary in size from a few pounds to nearly truckload quantities. Table 3 illustrates the three domestic sales divisions' shipments by typical weight brackets and the number of bills of lading issued within each bracket. The first weight bracket (&70 pounds) represents shipments typically delivered by small parcel carriers; the majority of these shipments represent order fulfillment of back-ordered SKUs. Approximately 67 percent of all shipments are 500 pounds or less. Distribution center locations are based upon both market and production factors. The majority of distribution centers are strategically located throughout the country to service geographic territories that contain the strongest demand for Westminster products. Demand patterns for consumer products follow major population centers and are generally consistent across the country for all three divisions. Several distribution centers are located near manufacturing plants to reduce transportation costs. Table 4 lists the current system's transportation and warehousing costs for each of the three divisions. Freight rate classification for product shipments is different for each of the three divisions. Division A freight has a rating of class 60; Division B freight has a rating of class 70; and Division C freight has a rating of 200. Transfer freight costs are based on TL rates from the manufacturing plants to the distribution centers. Customer freight costs are based on LTL shipments from distribution centers to retail and wholesale customers. Average transit time (in number of days) from the distribution centers to the customer is the shipment time from the point an order leaves the distribution center's loading dock until it reaches a customer. Any potential systems redesign must consider the effect of labor costs. Table 5 lists average hourly wage compensation for a number of major U.S. cities. The logistics taskforce is presently considering these three options or alternatives: 1. Consolidating the current three distribution systems to a single distribution system serving all three companies, using fewer warehouses than are currently being used. 2. Using public or third-party warehousing and third-party transportation rather than the current system network. 3. Continuing with the current arrangement as is. Question: 1. Would you like to address the possible reason for the change of the system, regarding the consolidation and third party model? 2. What are the possible effects of warehouse consolidation?
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