The evaluation of existing processes must always be done against the background of achievable potential – how else, if not in comparison to a possible better state, should one evaluate an existing state? A key result of the logistics process analysis is therefore also quantitative statements about achievable improvements.
Essential to understanding the potential that can be leveraged is an understanding of, and consistent focus on, productivity. Productivity explains the difference between a profitable and an unprofitable business. Especially in markets with high product margins, productivity in warehouse operations often played a subordinate role. This is reflected in a large number of implemented logistics systems that fall far short of what is possible. Productivity is very often primarily a question of well thought-out and planned processes.
One of our key activities in analyzing your warehouse processes is therefore to evaluate their current productivity and to identify possible productivity improvements through adapted processes or improved concepts.