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1、TransportModule 2 Continuation运输模式2持续,2.1Control Reports控制报告,2,2.1.1 Application to Operatives&Facilities可操作性与设备的应用,Purpose of Monitoring:控制的目的 ensure compliance with operational objectives,requirements®ulations 以保证操作目标,要求和规章 identify problems&errors as well as potential problems 发现总是与错误,还有潜在问题.r
2、ecognise opportunities for development&improvement.为发展与提升发现机会.,3,2.1.1 Application to Operatives&Facilities实际应用中的操作与设备,Types of Report:报告类型 routine data reports provided periodically 阶段性提供日常数据报告 data reports available on demand 根据要求可供的数据报告 exception reports when incident occurs or data is outside pr
3、e-set limits 遇意外状况或数据超越每套的限制时的额外报告,4,2.1.2 Transport KPIs运输KPI,Objective of Monitoring:控制目标 To ensure that they are working properly以保证正常的运作 To recognise problems at the earliest possible moment尽早地发现问题 To improve the operations 改善操作,5,2.1.2 Transport KPIs运输KPI,Main KPIs for monitoring Contractors:操控
4、协议人的主要KPI On time delivery 及时递送 Complete delivery 完整递送 Fulfilment(schedule vs.delivery)圆满完成(计划与实际的递送)Documentation(POD etc returned)文件完好(递送证明的回复)Presentation(vehicle,driver and load)表相(车辆,驾驶员和装载),6,2.1.2 Transport KPIs运输KPI,Additional KPIs for monitoring in-house:对于站内管控的附加KPI loading efficiency 装载效率
5、 vehicle utilisation 车辆的利用 routing efficiency 行程安排的效率 cost per delivery/order/cu metre 每单,单宗递送的成本,7,2.2Cost Drivers&Tariffs驾驶员的成本与税费,8,2.2.1 Costing&Charging Mechanisms成本与费用的机制,Charging mechanisms may be based on:费用的机制也许基于以下几点:distance related to weight 与距离相关联的重量 distance related to volume 与体积相关联的距离
6、 distance related to full vehicles 与整车相关联的距离.the alternative is a Rate Card 费率卡是可选择性的,9,2.2.2 Factors Which Vary Costs影响成本的因素,Costs are driven by:成本是由以下几点决定的 price of fuel adjusted by multiplier 燃油的价格-根据不同的供应者而调节 taxes&duty 税费 wages 工资,10,2.2.2 Factors Which Vary Costs引起成本不同的因素,Costs are affected by
7、:费用受以下几点的影响 dangerous goods 危险品 valuable goods 高值品 town centre deliveries 市中心的递送 unloading by driver or dispensing由司机操作的卸载或,11,2.3Legislation&Regulations法律与规章,12,2.3.1 Legislation&Regulations 法律与规章,Legislation&Regulations vary in different areas:法律与规章因不同地区而异local,International,National plus Shell ru
8、les 当地,国际,国家以及壳牌的规定 but they are all trying to do the same thing 但是,其基本上它们应当是相同的 often based on US or European 也就是说是基于美国或欧洲的相关规定important to know what they are 非常重要的是要知道他们是什么 may still have responsibility for Contractor 同时也是对用户负责,13,2.3.2 Main Regulations&their Purpose主要的规章与它们的目的,Typical Health&Safe
9、ty regulations:曲型的健康与安全规章 Site safety 站点安全 Fire safety 消防安全 Hazardous chemicals 危险的化学品 Transport 运输 Workplace Health&Safety生产场的健康与安全 Manual handling 手工操作 Working time 工作时间,14,2.3.2 Main Regulations&their Purpose主要的规章与它们的目的,Typical Employment legislation:主要的雇佣法律 Contracts&Termination of employment 合同
10、与雇佣期限 Disciplinary&Grievance procedures Human Rights 人身权利 Sex discrimination 性别歧视 Transfer of Undertakings 事业的变迁 Maternity&Paternity leave 育产假 Data protection 数据的保护,15,2.3.2 Main Regulations&their Purpose主要的规程与它们的目的,Vehicle related legislation:相关车辆的法规 Organisation 组织 Vehicles 车辆 Drivers 驾驶员 Operatio
11、nal 操作,16,2.4Shell Operating Requirements壳牌的操作要求,17,2.4.1 Scope&Application范围与应用,The Shell“Yellow Guide”covers:壳牌黄皮指导书封面1 of 2 Leadership&Commitment 领导力与责任 Policy&Strategic Objectives 政策与战略目标 Organisation,Responsibilities,Recourses 组织与责任,资源 Competence,Standards&Documentation 竞争力,标准,文件 Hazards&Effect
12、s Management Process for Road Transport Operations 对于公路运输的危险品操作的管理程序,18,2.4.1 Scope&Application,The Shell“Yellow Guide”covers:2 of 2 Road Safety Planning&Procedures公司安全计划与程序 Implementation,Monitoring&Corrective Action实施,操控与正确的行动 Audits 审核 Management Review 管理的宗述,19,2.4.2 Monitoring Contractors&Shell
13、 Operations,The Yellow guide reinforces responsibility for Contractors compliance&lists which types of contract are Shell managers responsibility对承运人职责的 黄皮指导加强责任与 壳牌经理职责范围内的合同种类 regular monthly audit programmes&daily checks 常规的月审计计划与日查 lists the mandatory monitors of HGV safety performance HGV安全执行的受
14、托人管控项,20,2.4.3 Bulk Lubricants Operations大型润滑油项目的运作,Stock Management Issues:仓储管理项目 Maintenance of tank stocks 油罐车贮存的维护 Replenishment process 补给程度 Tank dipping procedures 漏罐的处理 Spillages&collections外泄与收集 Temporary storage(IBCs 暂时存贮.,21,2.4.3 Bulk Lubricants Operation大型的润滑油操作,Quality&Safety Issues:质量与
15、安全问题 Product cleanliness during loading,transport&delivery 在装运,运输与递送期的产品安全洁净.Contamination avoidance(segregation)避免污染 Safe access to gantries&tanker tops避免接触桶架与油罐顶端 Dealing with spillages处理泄漏 Product identification 产品的标识,22,2.4.3 Bulk Lubricants Operations,Planning&Control Issues:计划与控制问题 Customer or
16、der scheduling 客户订单计划 Customer tank capacity,fittings&ullage客户油罐容量,设施 Customer liaison 客户关系 Product returns 产品退货,23,2.5Transport Planning运输计划,24,2.5.1 Long Term Strategy 长期战略,Aspects of strategic planning:战略计划的方面 inbound logistics 进港物流 depot configuration&location 积站与方位 customer location&requirement
17、s客户方位与要求 delivery(outbound)logistics 递送(出港)物流,25,2.5.2 Operational Planning,Making best use of resources:物尽其用 resources include people,facilities&equipment 资源包括-人力,设备与设施 may be a resource planner in IT system IT系统可能成为资源的计划者 resource scheduling can be immediate 资源计划可以是瞬间完成的.longer term planning can b
18、e:长期计划可以是-to reduce fuel consumption in vehicles减少对于车辆烯油的消耗-different methods of working 不同的工作方法,26,2.5.3 Scheduling 日程,Routing&Scheduling:常规与工作日程 vehicle scheduling usually using computer 车辆使用计划可经常使用电脑来完成 generally combines routing dynamically 通常会把往反全程都考虑进去 this is very much a dependent part of the
19、 supply chain(especially for timing)这是供应链的一个非常独立的部分(特别对于时间的安排),27,2.5.3 Scheduling日程,Sequence of events:事情的顺序1 of 2 Sales receive order from customer,check availability&confirm 销售员收到客户的订单,检查其可行性并确认 Demand notified to warehouse&scheduler需要通知仓库与调度人 Pick list generated 开出取货通知 Order picked&confirmed by
20、warehouse system 取货订单与仓库系统的确认 Scheduler notifies warehouse system of route allocation调度人通知仓库系统路线的分配,28,2.5.3 Scheduling,Sequence of events:事情的顺序2 of 2 Warehouse system generates delivery note 仓库系统下出递送通知 Scheduler combines with other orders&issues loading lists 调度员将其他的订单与需处理的装载名目进行综合处理 Goods taken to
21、 marshal on despatch bay从出发港的执行员那里提取货物 Despatch crew sort orders to routes using loading lists出发港的员工使用装载清单,将订单根据路线进行分拣.Vehicles loaded&despatch confirmed to trigger invoicing装载车辆与出发的确认,29,2.5.3 Scheduling日程,Scheduling activities might be:日程活动可能是 Receive order allocate to route based on:接受订单-根据如下分派路径-vehicle capacity available 可供车辆的装载能力-delivery location 递送地点-delivery time required 要求的递送时间-delivery constraints(vehicle size,times,unloading equipment)递送时的局限(车型,时间,卸载设备)Review non-urgent orders to add to load 分析非紧急订单以设计增加装载 Calculate route based on 根据以下计算路径-driving time,30,
