In a sense, warehousing management occupies a core position in logistics management. From the history of logistics development, we can see that the research of logistics began with solving the "bullwhip effect", that is, in the process of multi-link circulation, because there are errors in forecasting the demand of each link, with the increase of circulation links, the errors are amplified, and the inventory deviates from the actual final demand more and more, which leads to the increase of storage cost and market risk. The way to solve this problem is to start with the study of reasonable safety inventory, and end with the change of technology and the establishment of centralized distribution center, so as to change the production mode, implement order production, change static inventory management into dynamic JIT distribution, and achieve the purpose of reducing inventory quantity and cycle. In this process, although warehouses are becoming more and more concentrated, the service scope covered by each warehouse is getting bigger and bigger, the goods handled by warehouses are getting more and more, and the operation is getting more and more complicated, but the storage cycle is getting shorter and shorter, and the trend of decreasing costs has not changed. According to the statistics of developed countries, the development history of modern logistics is a history in which the proportion of inventory cost in total logistics cost is gradually decreasing. From many microscopic cases, warehousing management has become the core link of supply chain management. This is because warehousing always appears at the junction of logistics links, such as between purchasing and production, between primary processing and finishing of production, between production and sales, between wholesale and retail, between different modes of transportation and so on. Warehousing is the manifestation of the imbalance in all aspects of logistics, and warehousing is also a means to solve this imbalance. Warehousing links concentrate all the contradictions in the integration of upstream and downstream processes, and warehousing management is to realize the integration of logistics processes. If the position of warehouse management in logistics is described in the language of operational research, it can be said that under the condition of constrained transportation conditions, the optimal inventory (including layout) scheme is sought as a control means to achieve the goal of the lowest total cost of logistics. In many specific cases, the integration and optimization of logistics actually comes down to the scheme design and operation control of warehousing. It must be explained here that the biggest difference between traditional logistics and modern logistics is also reflected in the inventory link. Based on the business model of charging storage fees, the traditional warehousing industry hopes that its warehouses will always be full, which runs counter to the purpose of logistics. Modern logistics takes it as its responsibility to integrate processes and coordinate upstream and downstream, and the less static inventory, the better. Its business model is also based on the evaluation of the total cost of logistics. Because these two kinds of warehouse management have essential differences in business models, it is difficult to distinguish them in specific operations such as warehousing, warehousing, sorting and tally, so we must pay attention to their similarities and differences when analyzing and studying, and these similarities and differences will also be reflected in the structure of the information system.