Fulfillment & Warehousing
Receiving, storage, pick and pack, dispatch and returns for industrial and corporate supply chains, with inventory accuracy measured and reported.
Logistics / Managed
Managed operations with clear accountability.
We take defined responsibility for your warehouse or logistics operation: setting it up, running it to agreed KPIs and reporting performance openly every period.
In practice
- Clearly defined responsibility
- Setting up a site correctly from day one
- Measures that drive behaviour
Clearly defined responsibility
A managed operations engagement begins with a boundary: which processes we run, which measures we are accountable for, which decisions we take directly, and which escalate.
We write the scope as a specific list of responsibilities with a named owner on both sides, and we report against it on a fixed cadence. Any measure outside our control is identified at the outset.
Setting up a site correctly from day one
Warehouse setup decisions are expensive to reverse. Racking configuration, pick face design, dock allocation and the location numbering scheme all get locked in on day one and shape labour cost for the life of the site.
We size these against the actual order profile and its expected growth, so the site is designed for the orders you will pick as well as the stock you hold today.
Measures that drive behaviour
A KPI set is only useful if each measure has a clear owner and a defined action when it moves. Dock-to-stock time, pick accuracy, order cycle time, inventory accuracy and on-time-in-full at line level cover the core of a warehouse operation.
We report them with the working underneath: what moved, why, and what is being done. Where a measure is drifting, the corrective action and its owner appear in the same report.
Capabilities
What is included.
Site setup and commissioning
Layout, racking configuration, location scheme, dock allocation and process design sized against the order profile.
Operational supervision
Day-to-day running of defined processes under an agreed scope of responsibility and escalation path.
Workforce coordination
Shift planning, task allocation and labour scheduling matched to order volume and its daily and seasonal pattern.
KPI monitoring and reporting
Defined measures reported on a fixed cadence with cause and corrective action attached.
Process optimisation
Structured review of pick paths, slotting, dock scheduling and handling steps, with change measured against a baseline.
Standard operating procedures
Written procedures for each controlled process, kept current, so execution is consistent on every shift.
Sequence
How each shipment runs.
01
Assessment
Current operation, order profile, constraints and existing measures are reviewed on site, and the baseline is recorded before anything changes.
02
Scope definition
Owned processes, accountable measures, decision rights and escalation routes are written down and agreed by both parties.
03
Setup or transition
Layout, procedures, systems and staffing are put in place, or transitioned from the incumbent arrangement, against a dated plan.
04
Run and control
The operation runs under the agreed procedures, with measures collected continuously and exceptions escalated at the agreed threshold.
05
Review and improve
Performance is reviewed against the baseline on a fixed cadence, with the effect of each change measured.
Questions
Managed Operations, answered.
How is this different from consulting?
Consulting produces a recommendation. Managed operations takes named responsibility for running defined processes and for the measures attached to them, reported on a fixed cadence. A scope document sets out what we own and what escalates.
Do you take over our existing staff?
Engagements vary. We can coordinate an existing team under agreed procedures, or take responsibility for staffing a defined scope. Which arrangement applies is settled during scope definition, along with the employment and liability implications, before anything operational changes.
Which KPIs should we track?
For most warehouse operations: dock-to-stock time, pick accuracy, order cycle time, inventory accuracy from cycle counts, and on-time-in-full at line level. Each measure has an owner and a defined action. The set is agreed at scope definition and reviewed as the operation matures.
How quickly does a managed engagement start showing results?
Setup and slotting changes usually show inside the first full reporting cycle because they change labour per order directly. Accuracy improvements take longer, because they depend on the correction loop from cycle counting running for enough cycles to find and fix root causes. We record a baseline at the outset so improvement is measured.
Reference
Key figures and specifications.
Reference data to help you plan shipments and compare quotations.
Core measures
- Dock-to-stock
- Receipt to available-to-pick
- Pick accuracy
- Correct lines ÷ lines picked
- Order cycle time
- Release to dispatch
- Inventory accuracy
- Counted ÷ system, by cycle count
- OTIF
- On time and in full, at line level
- Labour productivity
- Lines or units per hour worked
Engagement structure
- Scope
- Written list of owned processes
- Accountability
- Named owner, both sides
- Escalation
- Defined threshold and route
- Reporting
- Fixed cadence, agreed measure set
- Review
- Periodic scope and target reassessment
Documentation set
- Scope of responsibility and service definition
- Standard operating procedures per controlled process
- KPI definition sheet with calculation method and target
- Shift plan and labour schedule
- Periodic performance report with corrective actions
- Change log for process and layout modifications
Also relevant
Related services.
Return Logistics & Asset Recovery
Recovering transport equipment, returnable packaging and returned goods through the same network that delivered them.
Customs & Trade Compliance
Classification, entry preparation and regulatory filings coordinated with licensed customs brokers, so cargo clears smoothly.