Warehouse Assessment to Identify Ways to Increase Facility Capacity

Many of the warehouse assessments that F. Curtis Barry & Company performs are initiated because a client perceives that its warehouse is out of space for receiving and storing product or creating more pick locations, thus limiting the growth of the business. Our approach to interacting with the client is to provide an experienced, fresh set of eyes to view the current layout and to envision potential revisions with the intent of gaining two to five more years in the existing facility.

Here are the top 15 elements we review when assessing a current warehouse layout.

1.  Thoroughly understand the flow and utilization of the current layout, including rack configuration, slotting/pick philosophy, receiving, putaway, replenishment, inventory management, and packing and shipping. Include peak seasonal trends and a thorough volume analysis of inbound and outbound product flow.

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Cost Saving Ideas from Inventory Assessment and Warehouse Assessment

In today’s world of constantly looking for ways to improve the company’s bottom line, many Operations are being asked to reduce costs or better yet, increase productivity and efficiency and lower cost at the same time. Here are some ideas and practices that we have identified from inventory assessments and warehouse assessments that we have conducted.

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10 Tips Identified from Warehouse Assessment to Manage Labor

Most fulfillment processes are largely manual in nature; only the very largest companies can justify advanced automation. Take a look at your total cost of back end order fulfillment. We did by studying results from each warehouse assessment we have conducted as well our proprietary F. Curtis Barry & Company Benchmarking ShareGroup data. You’ll find that out of costs that include direct and indirect labor, occupancy, and shipping supplies; total labor generally makes up 60%-65%. (We have excluded shipping costs because it distorts comparisons.) 

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Trends, Best Practices, and Metrics in Fulfillment

These are challenging times for the multichannel industry. On the basis of our consulting assignments in multichannel operations and fulfillment and proprietary data from the F. Curtis Barry & Company Benchmarking ShareGroups, we have identified several current trends in multichannel fulfillment, and ways in which businesses are addressing these trends by implementing industry best practices.

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