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DCwise.eu shares in this post ideas towards how to approach "warehouse-rearrangement" !


👉 The "rearrangement concept" relates to as well the adaptation of the infrastructure (e.g. racks) as the placement of the goods within the infrastructure.


A common example is the "repair" of racks. In this case the goods first need to be taken out of the racks (in a safe way), then the racks are to be repaired, and finally the goods can be stored again.


But the purpose of the rearrangement can also be to improve the storage method of the goods or to improve the location of the goods towards overall efficiency or space use. In relation to these last elements the rearrangement can for example be the placement of fast-moving goods in the fast-mover zones and the relocation of no longer selling items to slow-moving zones.


💡 Following elements need to be reviewed in relation to setting up a rearrangement:

1️⃣ The Plan

2️⃣ The Process

3️⃣ The System

4️⃣ Quality

5️⃣ Safety

6️⃣ The Operational follow-up


We will now discuss them one by one:

1️⃣ The Plan

The foundation of every rearrangement is "Plan"! This includes a.o.'s the order, the method, etc.


In many cases the first challenge is the move of the first goods to a free space. From this then - like a domino - the rest of the plan can follow. Traditionally a rearrangement project therefor will be split in different steps. The opportunities available will play a big role. What is "already" free or can be made available "easily" for those first goods towards allowing the next steps?


2️⃣ The Process

A second element of importance is to setup a proper process for the rearrangement. The larger the number of goods that needs to be moved the more importance this element will have.


💡 In many cases "rearrangement" has not matured yet to a standard-process which makes it dangerous towards loss of goods, loss of service, etc. So its a good idea to setup a good proces before starting.


3️⃣ The System

In line with the process the system needs to be updated. In many cases this element is absent or incomplete. Challenge is then to keep the system in in sync & / finds methods to minimize the operational impact .


A typical measure is to setup a certain frequency in the systemupdates that needs to be (manually) done. Make sure the is frequent enough, because Murphy (resource no longer available, other needs, etc) is just waiting always around corner...


💡 The operational impact...

When looking at the overall process (incl the system) its best to have the proper solutions in place to mitigate issues. Think in this of leaving a note in the original location of what happened "a rearrangement.." and where the goods are now. Through this concept all arriving at the location (fro example when the system update has not taken place yet) knows its not a stock-out, but the goods are being moved. Potentially even the new location can be found in support of the operations.


4️⃣ Quality

In many cases the rearrangement-processes are under (time)pressure. Considering this is a process that only possibly infrequent executed or not fully supported its by fa a solid process. One measure therefor will be to apply the proper quality controls physically and or system-wise.


This can be done by "sampling" or be on the basis of reviewing "exceptions" or "deviations" or even a "total control". All of this to make sure that the quality is supported and operationally there is not a large impact.


💡In line with the previous the "check" can be by having a third person taking away the "notes" that were left behind at the time of the move; this to validate the proper execution of the move.


5️⃣ Safety

A rearrangement-process often takes place through the standard processes. The "rearranger" might even be working with means that have issues (damaged goods and racks etc.). Also his behavior is different then the operators executing the standard processes (e.g. staying longer at the same location, driving in the opposite direction, etc.). This makes that the safety aspect needs to be thoroughly looked at and where needed special agreements &/measures need to be taken.


Examples of this are :

- executing the rearrangement at specifics timings (night, shift change, brakes, etc.)

- placement of additional signage (using cones, special dress-code for the rearrangement crew, etc.)

- setting up reporting- and safety-processes similar to when contractors perform work (incl. singing in & out)

- usage of safety gear (harnesses, etc.)


6️⃣ The Operationele follow-up

"Last but not least" there is the Operational follow-up; essential seen the many challenges to do the right follow-up towards progress, quality, safety, etc. As discussed in 1️⃣ to 5️⃣ and where needed to take corrective actions.


💡Now you should be able to approach the "rearrangement challenge" in a more structured way.


More information on DCwise and other interesting topics can be found on our site: www.DCwise.eu


To enable your transformation journey & understand better your potential feel free to get in touch in 👉

📞 0499/85.42.03

📧 jan.baert@dcwise.eu

💬 "Get in touch"

opt for the free Quick-scan.

#warehousing #warehousesolutions #warehouseoptimization



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Updated: Jul 6

The selection of a Warehouse Management System is a very important decision for a warehouse operation. In this post we explore this topic in collaboration with Lanark.


Important - as with every project - is to approach this question in a structured way. We suggest the following steps:


1️⃣ ASIS Scan – What is the “context” and what are the “decision factors”?


Don't rush straight into functional requirements! First define "the context" in which the decision needs to be made!


Create an image of the organization is created using the following questions:

- How does the operation work in general and what are its strengths and weaknesses?

- Which solutions are already present?

- How flexible is the operation towards changes?

- What is the "technology maturity" of the company?

- What are the future needs towards functionalities and processes?

- What are the exact initiators and/or drivers of the project? Cost? Continuity? Future readiness? Service?

- Is the company prepared to compromise regarding to functional requirements when budget becomes an issue? Or do they work with a wish list without compromises?

- And so on...


This "AS IS" review will later support the selection of the WMS solution.

For example, an organization without its own IT-department needs to watch out with complex WMS-products. Another example is a company that goes for continuous improvement and/or is active in a changing environment needs a flexible solution.


This effort of becoming familiar and clearly describing the company needs, allows in a later phase to evaluate which solutions will work and which ones won't work.


💡 In this phase the decision factors are determined that will be leveraged to make the final choice. Notice that this is all done before going into depth towards the WMS solution.


2️⃣ Functional Analysis – What does the system need to be able to do?


In this step the functional needs are clearly listed. Think in this about the needs towards for example stock management and stock-control, about the methods used to the receive goods and perform order-filling (RF, etc.), or about the special needs such as cross-docking. At the same time the exact criticality and priority is added (crucial, opportunity, etc.).

💡 Tip: do not start reinventing the wheel here... it’s easier to start from existing lists.

👉 Important is to "rewire your brains" and distance yourselves from how the processes work currently and take the crucial step towards functional thinking. It is extremely important to "open-up" for doing things differently! Be aware that WMS' are build on logic and will be able to support most of your processes in an efficient manner!


👉 Also do not forget its "only" a WMS! It will be able to do a lot if its well-constructed and setup, but most likely it’s not going to make your coffee or polish your shoes. It's important to identify the functional scope of the WMS in your overal system landschape and architecture. A WMS is in the first place a transactional system meant to drive a warehouse operation. Some systems dare to go very broad in this "support", but if you drift to far from the core; then at one time you 'll run into the limitations.

Also do not forget in this phase to look at the "non-functional" requirements, meaning elements such as ease of use, hardware, cloud, security, upgrade strategy, support model, ...

3️⃣ Determination of the "long list" of candidates

Next step is to list the possible available WMS solutions and validate them with the input from the "scan" 1️⃣ and the "functional needs" 2️⃣. In many cases its quickly possible to limit the number of candidates and go into depth not taking along all candidates. This off course makes the entire process more efficient.


💡 Important when setting up the long/shortlists – is to understand of the bat in which "tier" your organization resides. Often we refer to 4 tiers: going from basis stock management systems, more expanded local solutions with a clear set of functionalities (e.g., Corax), regional players with flexible extensible systems (e.g., Reflex or Consafe) and the global players (e.g., SAP, Manhattan and JDA/BY). Depending on this basic choice the workload, project time, costs and resulting in a completely different business case.


4️⃣️⃣ The review of the options and The final selection


After making a first "long" list, one needs to quickly push towards a shortlist. Try to reduce this a swiftly as possible to a maximum of 3 parties. In this the weighing factors of step 1️⃣ are to be leveraged incl workload, project time, costs and functional fit. Als take along the “cultural fit” or “gut feeling” element towards the future partner. In the end based on the scoring (based on the weighing factors) the right WMS solution can be selected.


Some last suggestions in respect to this:


💡 Experience of the parties in your sector or with similar companies , but also dare to look beyond this. A keen team with some fresh insights can come with original solutions.


💡 Make sure there is interaction with the parties within the selection process and preferably beyond the sales team of the candidate. That way you become familiar with the supplier and can validate if there is a fit in culture and approach. Don't forget that this might be the start of a long relationship.

💡 To validate the quality it’s possible to request demo's or proof-of-concepts. Preferable already including somewhat your products and/or processes. Also doing interviews of the team that would be assigned is an option often used. All of this to allow you to get a better idea of what you are buying/selecting.

To enable your transformation to journey and understand your potential feel free to get in touch 👉

📧 jan.baert@dcwise.eu or wim.farasyn@lanark.be


#warehousing #warehousesolutions#warehouseoptimization






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Updated: Jun 23

DCwise.eu shares in this post ideas on how you can improve your solutions ➟

When running a logistical operation - due to its nature often a very complex environment - there is a major benefit to be received from leveraging the right warehouse equipment.


In this we highlight some of the equipment and its impacts on the performance of the warehouse processes.


💡 The "golden rule" is: "Essential is to align the device with the tasks it needs to do!"


A good comparison that you can always make is with the real world e.g. "shopping". Note that "picking" is not that different from shopping for groceries in a supermarket.


So when going along this comparison as in when moving around in the supermarket; sometimes you take along a standard cart, sometimes it might be a larger version when more volumes is to be picked up and sometimes you might not be taking along anything freeing up your hands to do the lifting yourselves.

💡 In essence one uses the device that matches the task.

Within warehousing this is not so different.


Now that we are aware of this let's have a look at the different types of equipment;


1️⃣ First of all there is the rolling &/or handling equipment. Theses allow to transport or better move goods and people from one place to another.


Typical tools include a.o.'s:

👉 Pallet-jacks:

👉 Fork-lifts:

👉 Reach-trucks:

Just to name some tools that are typically used to handle the standard of loads; being the "pallet'.


Apart from that there are of course tools that link up to more special loads. E.g. below where plastic drums are handled.

But this goes also in the direction of cranes, and so many other tools that allow to handle the goods within the processing.


2️⃣ A second type of equipment is the means used to store the material.


Think in this of following examples:

👉 Racks:

👉 Shelves:


And so on. In respect to this we refer to our Blog post on "the selection of proper Storage methods".


3️⃣ A third type of equipment is the hardware used to support the process administration. Nowadays most of these are IT hardware including scanners, tablets, pc's, wifi-access points and so on. But the traditional pen and paper on notepad are for sure still abundantly used in processes across the world.


And so on. In respect to this we refer to our Blog post on "the importance of Accessories".


💡 All this equipment is used together within a process.


Meaning that the combination of Rolling/handling equipment, storage equipment and hardware need to be in aligned with each other within the process.

Here its always very interesting to simulate the process. This can be done just through thinking through with the help of scenarios, or one can even go up to virtual (VR etc.) deployment of the proposed solutions to validate if they would work fine.


⭐ Now you should be (more) empowered to tackle your current and future challenges.


To enable your transformation journey and understand better your potential feel free to get in touch in 👉

📞 0499/85.42.03

📧 jan.baert@dcwise.eu

💬 "Get in touch"

opt for the free Quick-scan.

#warehousing #warehousesolutions #warehouseoptimization


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