The warehouse has a significant impact on the service level (it shall guarantee suitable lead times through processes and structures reducing errors and damages to the minimum) and the running costs (on average one fourth of the total logistic costs); it is therefore clear that it shall not be considered an unavoidable cost but rather one of the competitiveness levers. The modern warehouse has now become a rather complex and advanced "machine" combining information and material handling technologies; this is why its design and/or its optimization shall be dealt with suitable levels of competence and professionalism.
Main areas of intervention
- Optimizing the warehouse performances by defining processes, organization and operational procedures, layout and handling (also considering the suitability of automated systems), equipment and information tools. The interventions, concerning both the reorganization (and/or extension) of existing warehouses and the design of new ones, can have different degrees of details: from the Feasibility Study to the Project Management, passing through the Working Plan;
- Analysis and definition of the organizational structure to define the organization chart, the Job Description and the Operating Procedures;
- Audit of the warehouse activities based on the analysis of the structure and allocation of costs, identification and assessment of the most significant KPI, definition of the improvement actions and performance targets;
- Warehouse master plan to rationalize space and check any development line according to the prospects of growth;
- Analysis of the activity with a continuous improvement approach, aimed at studying operating processes, identifying critical or low added value phases and calculating productivity by means of modern surveying tools;
- Analysis of convenience and assistance to the implementation of warehouse software tools, drawing up also the technical/operating specifications, assistance to the selection of the product and supervision to implementation;
- Dynamic simulation carried out with advanced software tools and aimed at assessing highly automated projects or installations (storage, sorting and transport systems performances);
- Analysis of the convenience to outsource the warehouse based on the definition of the right operating methods, contractual aspects, rate structure and KPI to be managed with the Third Party;
- Design and installation of logistic instrument panels conceived with Business Intelligence techniques to control the warehouse KPI;
- Training of the warehouse personnel on the best practices and the continuous improvement approach (using coaching, on the job techniques, etc.).
The strong and weaknesses of the current Supply Chain are defined, determining the possible interventions and underlying the expected improvements, the requirements needed to obtain them, the risks as well as the necessary time and resources.
It defines the strategic, technological and organizational options to eliminate any weak points and reach excellent levels as regards efficiency, accuracy and service. It determines alternative solutions which are analysed and presented, defining their values in terms of achievable results, budget and return on investment, operating costs, flexibility, and realization times.
It is the analytical project of all components of the Logistic System to issue the drawings and technical and functional of requirements necessary to launch the tenders for contract.
Management of the implementation
Technical assistance to tenders, check of the technical content and project time schedules of vendors bids, logistic project management and on-site supervision, personnel training and assistance to inspections, start-up and commissioning of the Logistic System are the services offered to support the Customer.
Periodical control of efficiency
After commissioning, the results actually reached are checked together with the causes of any deviations from set goals, while new targets to be achieved are defined in a logic of continuous improvement.