The co-ordination and sequencing of activities, people, machines and equipment resulting in order fulfilment - operations are the heart and soul of the supply chain. If approached correctly, operations effectively support the business intent and ensure that the required distribution of goods flow to customers in a friendly format.
Optimal operations use the least amount of effort, resources and materials to achieve the highest level of efficiency, productivity, and accuracy. By removing or optimising wasteful process elements, operations become less of a cost centre and can start adding more value to the supply chain. We believe operations are the first pillar needed to support supply chain strategies and therefore require careful execution and planning. When designing a facility – operations should ideally be explored first so that its performance integrity is minimally compromised by physical constraints, or so that capital expenditures can be saved and potentially spent more appropriately. In a distribution centre, it should be the operation that defines the building and infrastructure - not the converse.
Relog approaches operations design with a data driven methodology - every project is different, and we never use a one size fits all approach. We assist to enhance existing operations to further stretch facility life or design an ideal operation and goods flow that will support your business and supply chain strategy into the future.
Selecting and sequencing activities in order to streamline the flow of materials and goods. This is achieved through innovation, best practice design, and simulations.
Introducing optimisations to existing operations with simple process, incentive and WMS changes, or by introducing new equipment and technologies.
Positioning goods intelligently within a distribution centre to reduce stock movement, reduce effort, and ensure store friendliness. Slotting models also output optimised slot types for picking and reserves.
Developing concise operational handbooks to regulate operations as they were intended.
Optimising workspaces to reduce fatigue and stress on the body resulting in higher productivity.
Operations and warehouse management system (WMS) functional process audits to define as-is processes and understand areas for improvement.
Developing an engineered workforce incentive foundation that is fair, increases motivation, and reduces staff turnover.
Measuring and analysing productivity by capturing times for each activity in a process. Outputs can be used for operational benchmarking, and as inputs for labour incentive programs.
Understanding the cost of each task or junction within a supply chain to recognise the real value-add of processes and evaluate them against industry standards.