Industrial Warehouse Optimization Services

Best Practice Inventory Management Profile

Consider the following when reviewing your team’s performance or designing a new warehouse:

•  Safe, energy efficient working environment
•  Minimized stock-out rates based on the criticality of each part
•  Deliver the lowest unit holding costs, but not at the expense of service
•  Leverage purchasing power vs. holding costs
•  Minimize life cycle costs
•  Striving to shorten cycle time is always priority
•  Work constructively with the best suppliers
•  Design performance management based on CUSTOMER targets and goals
•  Implement EXCELLENCE in supply management skills
•  Exploit Value Adding Information and Inventory Management Technology, Infrastructure and Risk Management Systems

                        

Organized, accessible and efficient...or just the opposite

Achieving facility wide benefits from a modern Operations and Maintenance (O&M) inventory management system requires a well thought out, disciplined, team based and management supported process.

Contact Carver to assist your team in achieving Warehouse Optimization by helping them create systematic applications of Supply Chain Management (SCM) processes, procedures, application tools and guidelines and personnel training.

Typical long-lasting benefits:

1.    Plant or facility productivity is improved by having the right inventory at the right time (I.e. reduced plant/equipment downtime
       due to lack of right quality and quantity of parts/services).

2.    Ability to react faster to changes in the production demand patterns and maintenance priorities.

3.    Lower O&M inventory investment without lowering SCM service levels.

4.    Higher O&M service levels without increasing inventory investment.

5.    Most important or critical line items receive most attention (risk based).

6.    Less risk of obsolescence and inventory write-downs.

7.    More timely and accurate inventory information.

8.    Ability to handle increased transaction activity without corresponding increases in cost.

9.    A continuous improvement mindset.

10. Documented inventory management processes to be used for personnel training, defining responsibilities
       and internal or external quality control.

11. Definable and monitorable performance targets to gauge past and present performance.

12. Reduced SCM manpower, effort, cycle time and overall costs.

Warehouse Optimization can save money on supply-chain logistics. Carver’s unique and efficient method of optimization involves the latest technology and hands-on consulting that produces bottom line distribution savings by streamlining and maximizing all aspects of the supply-chain.

Carver can decrease these losses by implementing tried and tested best practices:

•  Truckload utilization to save on freight costs

•  Scheduling operations in single or multiple sites to reduce the movement of product

•  Case picking and pallet building to increase productivity

•  Shipping from the best location to minimize total supply-chain cost

And this is just the beginning....

Many companies believe they are getting a high ROI on their distribution costs and are unaware of the money they are leaving behind. In today's world of rising fuel costs, high fuel surcharges, and capacity constraints you can't afford to let that money go. So, whether your organization is large or small Warehouse Optimization is beneficial to all. Carver will work closely with your operation to make it run better, smoother, and faster than ever before. Contact us to see what a difference we can make!


Important Facts to Consider:

Fact 1: Operations and Maintenance cannot be top quartile without a warehouse operation that has the ‘right’ stock (quality and
quantity). Your stock levels should be justified based on benefit to Operations and Maintenance. contact how other operations
just like yours achieve this

Fact 2: Industrial warehouses are not retail or wholesale operations so the BEST way they can add real economic value is by
first ensuring minimal downtime due to stock-outs or slow service and secondly by reducing the average holding cost per unit.

Is the physical layout of your warehouse and your teams’ first priorities based on:

1) Enabling minimal repair time for critical equipment, thus minimum production downtime

2) Superior organization for ease and accessibility by warehouse staff.

If not, your warehouse is not a top quartile operation and cannot ensure maximum production time!

Fact 3: Inventory control is the second most important attribute of a top quartile industrial warehouse; the quantity of supplies on-hand
should be ‘right’, but not excessive, and supplier lead times MUST be accurate to enable predetermined work and downtime scheduling.

Fact 4: Adequate storage, part preservation processes, labelling and packaging techniques, shelf and floor lay-down space
as well as optimal material handling procedures are essential to sustain an efficient and effective warehouse operation.

Fact 5: A lax warehouse operation results in a shaky foundation for Maintenance.

Contact Carver today to learn how we can help your Warehouse Team

Assessment Inventory

Consider assessing the following when reviewing your inventory management effectiveness:

•  Analyze inventory with focus on how-to increase asset optimization and reliability, and balance warehouse stock levels.

•  Investigate Inventory Turnover Ratio trends and analyze data to compare with industry best practice standards. The goal is to
   increase # of turns

•  Analyze current consignment inventory and identify other potential stock items to adopt this method.

•  Open Issue items: Assess how open issues are being managed and recommend enhancements / opportunities to the process
   such as governance, management, etc.

•  Review and provide care & preservation procedures for inventory items, in order to determine whether things are being done correctly.

•  Analyze and assess how Irving handles and disposes of hazardous material. Observe chemical compound and waste compound    procedures. Need to understand what is good practice in relation to managing the process (i.e. getting rid of waste chemicals)

•  Evaluate efficiency on current reporting tools, such as: Oracle inventory reporting and Oracle eAM reporting system. Looking for more    effective inventory reports.

•  Assess proposed bar coding system for further enhancements.

•  Recommend KPIs to measure what will best aid managing and monitoring the health of the system