80% of UK warehouses are no longer fit for purpose.

We are Supply Chain and Logistics Consultants who have been in business for over 30 years and have a very successful track record and a high rate of repeat business.

“We’ve always done it that way”.

Have you ever received that answer when querying the reason for a particular way of doing things? The chances are that you have and in itself, the answer is symptomatic of the need for a review.

We live in a time of accelerating change. This is particularly true of the demands placed on warehouses.

Few have the flexibility to accommodate change without loss of efficiency. A frequent weakness is the warehouse design itself. Often the layout and the types of storage and methods of handling used are far from ideal.

In most cases, warehouse managers just put up with it and continue to operate the best they can. If the company demands that goods are shipped, then a way will be found of shipping them even if it means taking on extra personnel. If the warehouse is ‘full’, the stock will often be stored in aisles or put into outside storage. Yet often these situations can be avoided by a few relatively low-cost actions.

What’s interesting is improvements in processes will usually yield a higher level of benefits than improvements in, say, warehouse layout and methods of handling, but even greater benefits can be achieved by considering the two together. Better still is to start with the big picture by looking ‘outside the box’ – do you need to hold the stock at all?

Consider the reasons for holding stock. How much of it is old, out-of-date or obsolete,? How much can be shipped directly from the supplier? Can it be cross-docked, can delivery into the warehouse be delayed, can the purchasing profile be changed, can we marshall loads directly to the carrier’s vehicle? There are many solutions.

Once these opportunities have been exhausted, the next step is to look at the stock profile.

This usually requires numerical analysis of the stock by handling characteristic, quantity and throughput. The results will lead to recommendations on appropriate storage types to match the particular stock profile. The recommended storage type can then be compared with what is already installed and the necessary changes made.

Once the storage media have been reviewed it’s easier to determine the best disposition of stock in the warehouse. This requires analysis of throughputs and will typically result in the fast-moving products being located close to Goods Out. Slow movers will be further away. Other factors such as family groups and stacking characteristics are often a consideration as well.

These and a number of other factors all affect productivity and can be summarised under six headings:

Warehouse Design for Efficient Operation

Warehouses have become more and more a part of the distribution process, as opposed to a place for simply holding stock. As a result, they must be laid out and equipped for movement and not simply for storage.

Warehouse Design: Minimise Unproductive Movements and Activities

Examples include:

  • Storing stock that is unlikely ever to be sold.
  • Holding more stock than is necessary.
  • Trucks travelling unladen.
  • Keying in data when interfacing or bar code scanning could be used.
  • Processing of internal paperwork. Can paperwork be eliminated?
  • Moving stock to access other stock.

Minimise Access Times

The objective of the warehouse design is for pickers to spend the maximum amount of time picking and the minimum amount of time travelling or performing administrative tasks.

Aid the Next Warehouse Process

This implies storing reserve pallets or other stock close to its final destination in the pick face. Similarly, at Goods In, can we allocate the docks that are the closest to the zone of the warehouse where the goods will be stored? Is the fast picking area, where most picking activity will take place, close to the despatch marshalling area?

Minimise Interruptions

Warehouse design should consider that big gains can be achieved by simplifying the activities and procedures that divert an operative from his primary role.

Retain Warehouse Flexibility

As part of the warehouse design process ensure that the equipment and storage facilities are adaptable to future changes and different styles of operation.

Warehouse management systems must be capable of being adapted to new methods. In particular one must be aware that not all software packages have the same level of flexibility to accommodate future requirements.

It’s not rocket science, in fact it should be second nature to most warehouse operators, yet many, if not most, warehouses are less efficient than they could be.

Isn’t it about time you gave your warehouse design and processes another look?

For more information see our section on Warehousing or phone 01628 487000 to speak to one of our logistics consultants

Logistics and Supply Chain Consultants: Experience you can trust

“Bisham used their experience & expertise to ensure we sourced the right partner and took a safe path through supply chain transformation, which ultimately allowed us to meet our strategic supply chain objectives”

Justin Porter, GM Finance & Operations 

Pioneer DJ Europe

“Brammer has worked with Bisham Consulting on a number of projects over the years. I have invariably been delighted with their approach and the quality of their output. Bisham Consulting has supported Brammer on new warehouse design and delivery, the implementation of warehouse systems, and facilitated the definition of supply chain strategy. All the members of the Bisham Consulting team that we have worked with, and continue to work with, are experienced and pragmatic. They are intellectually rigorous, but with a real-world approach to solving sometimes very complex problems.”

Nigel Trend, Director of Business Integration


Bert van den Berg, Service and Parts Development Director
Hiab USA Inc.

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