Quickscan and Warehouse Optimization
A quick scan based on shadowing operations for two half-day sessions.
Quickscan warehouse
For a logistics service provider, a quick scan was conducted on a warehouse with the aim of gaining insight into resource utilization, the organization of operations, and potential areas for improvement.
The trigger was a low occupancy rate, high workload, and the perception that processes and systems were not being used optimally.
The quick scan consisted of interviews with management and staff, on-site observations, and an analysis of processes and system usage.
Key Findings:
The ratio of direct to indirect staff was higher than typical, partly due to a high degree of manual work and limited system integrations.
The existing WMS was only partially utilized; key functionalities such as interfacing, automated inbound, replenishment, and process support were barely used.
Operational steering was strongly output-driven, leading to disruptions, additional coordination, and a high workload for the warehouse office.
There was limited structural insight into KPIs, costs, productivity, and quality.
The warehouse manager was heavily absorbed in daily operations, leaving little room for control, optimization, and continuous improvement.
On the shop floor, there was a lack of clear role allocation, visual structure, and process discipline.
Conclusion and direction for improvement
The quick scan demonstrated that significant improvements in productivity, quality, and profitability can be achieved through relatively targeted measures. It was recommended to first create stability and structure, followed by the initiation of a phased improvement program focused on system utilization, process design, customer agreements, and management information.
The recommendation emphasized the importance of structured, project-based guidance to ensure focus, progress, and alignment throughout the improvement journey.
Recommended follow-up projects
-
Systems (WMS & integrations) Focused on improving the utilization of the existing WMS through training, reconfiguration, and activation of functionalities such as automated inbound, replenishment, and ABC classification. In addition, improvements to interfacing with customers and the TMS were recommended to reduce manual work and enhance data quality.
-
Layout & processes Development of a clear process blueprint for inbound, storage, and outbound. Optimization of layout, task allocation, and process-driven working methods to increase productivity and reduce disruptions. Measuring and managing hours, activities, and KPIs form the foundation of this approach.
-
Customers & agreements Reassessment of customer agreements through post-calculations, alignment with operational processes and tariffs, and the establishment of clear SLAs. The objective is to reduce operational inefficiencies, improve forecasting, and enable structured alignment with key accounts.
-
Management & organization Strengthening control and ownership by providing the warehouse manager with insight into P&L, objectives, and KPIs. Additional focus was placed on workforce planning, role definition (including team leads), meeting structures, and coaching aimed at continuous improvement.
Overall recommendation Implement the improvement program in phases: first create stability and capacity within the organization, and safeguard progress through structured, project-based guidance. This will increase the likelihood of achieving sustainable improvements in profitability, quality, and operational control.
Results
The recommended sub-projects were subsequently initiated and successfully implemented