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1、logisticsdistributioncenterlocationfactors:thegoodsdistributionandquantity.Thisisthedistributioncenteranddistributionoftheobject,suchasgoodssourceandthefutureofdistribution,historyandcurrentandfutureforecastanddevelopment,etc.Distributioncentershouldasfaraspossibleandproducerformintheareaanddistribu

2、tionshortoptimization.Thequantityofgoodsisalongwiththegrowthofthesizedistributionandconstantgrowth.Goodshighergrowthrate,themoredemanddistributioncenterlocationisreasonableandreducingconveyingprocessunnecessarywaste.transportationconditions.Thelocationoflogisticsdistributioncentershouldbeclosetothet

3、ransportationhub,andtoformthelogisticsdistributioncenterintheprocessofapropernodes.Intheconditional,distributioncentershouldbeasclosetotherailwaystation,portandhighway.landconditions.Logisticsdistributioncentercoversanareaoflandinincreasinglyexpensiveproblemtodayismoreandmoreimportant.Istheuseofthee

4、xistinglandorlandagain?Landprice?Whethertoconformtotherequirementsoftheplanforthegovernment,andsoon,moditiesflow.Enterpriseproductionofconsumergoodsasthepopulationshiftandchange,shouldaccordingtoenterprisesbetterdistributionsystempositioning.Meanwhile,industrialproductsmarketwilltransferchange,inord

5、ertodeterminetherawmaterialsandsemi-finishedproductsofcommoditiessuchaschangeofflowinthelocationoflogisticsdistributioncentershouldbeconsideredwhentheflowofthespecificconditionsoftherelevantgoods.(1) otherfactors.Suchaslabor,transportationandserviceconveniencedegree,investmentrestrictions,etc.Howtor

6、educelogisticscost,enhancetheadaptivecapacityandstraincapacityofdistributioncenterisakeyresearchquestionofagriculturalproductlogisticsdistributioncenter.Atpresent,mostoftheresearchonlogisticscostconcentratesofftheoreticalanalysisofdirectfactorsoflogisticscost,andsolvestheproblemofover-highlogisticsC

7、ostmainlybydirectchannelsolution.Thisresearchstressesontheviewofhowtoloeatedistributioncenter,analyzestheinflueneeoflocatingdistributioncenteronlogisticscost.andfindsonekindofsimpleandeasylocationmethodbycarryingonthelocationanalysisofdistributioncenterthroughcomputermodelingandtheapplicationofExeel

8、.Sothelocationofagriculturalproductlogisticsdistributioncentercanbeachievedscientificallyandreasonably,whichwillattainthegoalofreducinglogisticscost,andhaveadecision.makingsupportfunctiontothelogistiesfacilitiesandplanningofagriculturalproduct.Theagriculturalproductlogisticsdistributioncenterdealswi

9、thdozensandevenhundredsofclientseveryday,andtransactionsaremadeinhigh-frequency.Ifthedistributioncenterisfarawayfromotherdistributionpoints,themovingandtransportingofmaterialsandthecollectingofoperationaldataisinconvenientandcostly.costly.Themodernizationofagriculturalproductlogisticssdistributionce

10、nterisacomplexengineeringsystem,notonlyinvolveslogisticstechnology,informationtechnology,butalsologisticsmanagementideasanditsmethods,inparticularthespecifyingofstrategiclocationandbusinessmodelisessentialfortheconstructingofdistributioncenter.Howtoreducelogisticscost,enhancetheadaptivecapacityandst

11、raincapacityofdistributioncenterisakeyresearchquestionofagriculturalproductlogisticsdistributioncenter.Thesocalledlogisticscostsreferstotheexpendituresummationofmanpower,materialandfinancialresourcesinthemovingprocessofthegoods.suchasloadingandunloading,conveying,transport,storage,circulating,proces

12、sing,theinformationprocessingandothersegments.Inawordlogisticscostisthecostofcompletingalllogistiesactivities.Andtheresponsibilityofreducing109istiescostnotonlyreliesonthelogisticssection,butalsoontheestablishmentof”businessstrategy”toagreatextent.Inchainoperation.tolowertotallogisticscostofdistribu

13、tioncenterisastrongsupportofchainsupermarkets”profit”.Thelogisticscostinchainoperationoccupiesalargeproportionofthecostoftheentire2circulation.ThechainsupermarketcompanyslogisticscostindevelopedcountriessuchasTheUnitedStates.JapanandEuropeusuallyaccountsfor4-6%ofthesales.Thelogisticscostofcoldstorag

14、edistribution(includingfrozen,chilled)is2.5timesthelogisticscostofnormaltemperaturedistribution.Ifthespecialattentionisnotpaidtotheaccountingoflogisticscostofdistributioncenter,itwouldliketobringtheseriousconsequeneetotheenterprise.Thebestlocationofagriculturalproductlogisticsdistributioncentershoul

15、dbelocatednearby“RiverGarden”throughabovecomputermodelinganalysis;itistheminimumtransportcostfromeachof5pointstothelocation.Therearemanyuncertainfactorsdifficulttobemeasuredinactualapplications,whichcanbesolvedbyadjustingtransportratRi.Thislocationcanbasicallymeetthedemand.hekeyofthemodelsapplicatio

16、nistheaccuratesubstitutionofthemaps,anditisnotdifficulttofigureout.Inactuallogisticspractice,possiblyinvolvingtensorevenhundredsofdistributionpoints,theuseofcomputermethodswillbeveryvaluable。Theoreticallyspeaking,althoughitsprecisionhascertainerror；comparedtothetraditionallocationmethoddependingonsu

17、bjectiveimagination.itisscientificsomewhat.Additionally,theabove-mentionedmethodisconcise,andnoadvaneedcomputerprogrammingtechnologyisneeded,aslongaswithcertaincomputerknowledgeandoperatingskills,anyonecancompleteit,andeasilyapplyittologisticspractice.Experiencesfromabroadshowsthatthecorrectlocation

18、ofagriculturalproductlogisticsdistributioncenterwillhelpthehealthyandOrderlydevelopmentoflogisticsindustry.Therapidindustrializationandgrowthofmanycountriesaroundtheworldhasspurredthedevelopmentofsupplychainsmanagementreacharoundtheworld.Supplychainmanagementisthemanagementwhichincreasesthevalueofsu

19、pplychain.Itistheprocessofplan,moderatenessandcontrolamongdepartmentsandorganizationsinthewholesupplychaintotheflowofgoods,informationandcapitaletc.Itspurposeistomaximizenetvalueandincreaseoperationalefficiencyandeffectivenesstoallrelatedprocessthroughsystemoptimization.Supplychainmanagementisthehig

20、hstageoflogisticsdevelopment,whichprovideopportunitiesformanufacturerstocutcostsandbeclosertoemergingand3highgrowthmarketsbutithasalsocreatednewrisks.Assupplychainsbecomemoreandmoredependentontheefficientoflogisticscenterinsupplychainhavegreatinflueneetothemodernlogistics.Itplayanimportantroleinmaki

21、nguseoflogisticresources,upgradinglogisticstechnologyandlogisticsequipment,improvingqualityofservice,improvinglogisticsinvestmentenvironment,promotingthegrowthofthethirdpartylogisticsprovider.Inaddition,thesiteselectionoflogisticsdistributioncenterisanimportantpartoflogisticsplanning,andthequalityof

22、siteselectionprogramhasadirectlyinflueneetoservicecostandscopeofthewholelogisticssystem.Ourmodelisavariantofthestandardfixedchargecapacitatedfacilitylocationmodelswithseveralsources;whichhasthesameconstraintsbutusesanon-linearobjectivefunctiontocapturetheoperationalaspectsofleadtimesandservicelevele

23、xplicitly.Assiteselectionoflogisticsdistributioncenterisadiscretecombinatorialoptimizationproblem.Inthispaper,wediscusstheuseofgeneticalgorithms(GA)forsolvingthesiteselectionproblem.TheadvantageofGAisthattheirchromosomesrepresentationsdependontheconstraintsandnottheobjectivefunction.Thus,bymodifying

24、onlythefitnessfunction,wecanuseagivenrepresentationtodevelopGAtooptimizedifferentobjectivesunderthesameconstraints.SiteselectionoflogisticsdistributioncentersisakindofNPhardproblem.Whenthenumberofvendorsanddeliverscrease,thecomplexityoftheproblemgrowsintheformofexponential.Attheprocessofsiteselectio

25、n,thispaperconsiderthefactorsamongvendors,dealers,distributioncentersandtheoptimizationproblemsundersupplychainmanagementetcanddesignmesolutionmodelandtestthemodelwithmatlabatlast.Atpresent,thetheoreticalstudyandpracticalapplicationoftheoptimizationproblemisrelativelylessforthesystemofSiteselectionu

26、ndermewholesupplychainmanagement.So,thispaperproposesthepracticemodeloftheproblemandtestitwithGAhasacentersignificaneeofresearch.However,thispapersimplifiesthecostofdeliverypath,theimpactofcertainstoragemanagementstrategyandadministrativemeasurestositeselectionofdistributioncentersarenotconsideredto

27、o,etc.Thoseproblemsareallthefocusinourfuturestudy.Theironandsteelindustryhasenormouslogisticscomponents;itisunderconstantpressuretoshortendeliverytime,improvequality,reducecost,andimproveservice.Therefore,howtocontrolthelogisticscostsundertheexistingconditionistheurgentproblemfortheironandsteelenter

28、prises.Inrecentyears,manyresearchershaveconductedstudiesonLogisticsCostManagement.Forcostcontrolofironandsteelenterprises,thesestudiesmainlytooktheviewpointofproductionlogisticsandproductiontechniques.Aspresent,thelogisticscostcontrolofsmallandmedium-sizedironandsteelenterprisesmainlyhavethefollowin

29、gmajorproblems:Inordertopreventinterruptionofthesupplyofrawmaterials,theenterprisesoverstockrawmaterialandworkinprogress.Theinventoryofrawmaterials,semi-finishedproducts,andpurchasedcomponentsisdeterminedaccordingtostockrequirement,ratherthandrivenbytheordersbooks.Afterdecadesofdevelopment,productio

30、nlogisticssituationhasbecomemorecomplicated.Ithasbroughtmoreandmorechallengestotheday-to-daybusinessoperationandplanningoftheenterprises.Weassumethattheproductioncapacityofenterprisescanfullymeettheneedsofthemarket;thelocationandsalesvolumeofeachwholesaleranditscustomershavebeenidentified;andtheloca

31、tionofresourcesandthevolumeofresourceshavebeenidentified;thefinishedworktothelogisticscentercanbeignored;andthedeliveryfeefromthelogisticscentertothewholesalersandcustomersisconstant.ThesupplyanddistributionnetworksanddemandvolumeofCWGroupareasshowninFig.1.Accordingtothelogisticscenterlocationmodeli

32、n(2),thelongitudeandlatitudecoordinatesarecalculatedas(105.7,26.5).Thus,thelogisticscenteristobebuiltatLongquaninChengdu.In2006,CWGroupCorporationhasdevelopedacompletelogisticsdistributionmap,establishedadatabaseofitsdistributedinventory,rationalizedthecompanysexternaltransportationroutes,optimizedt

33、heflowofgoodsandmaterials,continuedtoreducetherateofemptyvehiclesandimprovedefficiency,integratedthelogisticsresourcesinLianjie,Zizhong,Longquan,Xichang,andChongqing,andoptimizedthelogisticstransportationcosts.Basedontheconceptofalogisticscenter,thecorporationhasformedintegratedlogisticsinfrastructu

34、reusingLongquanasthecenter,andprojectingitscapabilityto5asfarafieldasYunnan,Guizhou,Shanxi,Chongqingandotherprovinces,integratingroad,railway,warehousinganddistributionservice.Ithasachievedalogisticsoperatingrevenueof277millionYuan(RMB)andaprofitof12.5millionYuanin2006.Thethird-partylogisticsgroupha

35、sachieveda1.75millionYuanrevenueoutsidethecorporation.Thispaperestablishesalogisticscenterlocationmodeltooptimizetheenterpriseslogisticsnetworkandreduceinventoryandtransportationcosts.Thispaperalsoprovidesacasestudy,showingthatthismethodcaneffectivelyenhancethelogisticscostcontrolofsmallandmedium-sizedironandsteelenterprisesandeffectivelyreducethecompanystransportationandlogisticsoperatingcosts.