Stay updated by subscribing to our Blog 

Updated: 5 days ago

With years of warehouse process-, storage- and systems engineering experience DCwise can support all warehousing related challenges. In this post we high-light the "benchmark" or "tendering" of the logistic services that you outsourced to Third Party Logistics providers.


A common question is if your warehouse operational performances and costs are in line with the industry or your competitors, independently if those services are executed by a Logistics Serviced Provider or your own operation. Especially when part or the full solution is (or can be) outsourced the question rises if this is done at a competitive cost for the perceived quality.

Regular benchmarking or even tendering is maybe not as common in warehousing as for example in transport, but the benefits of better bottom line impacts cannot be stressed enough! Our clients have been able to gain two-digit percentages in both service offering and cost.


With all the complexity of an operation; especially nowadays with the changing logistical playing-field (needs, technologies, and so on are rapidly changing) major impacts on cost and quality are potentially available.


👉 Therefore the main advice is to regularly do a benchmark (or even tender) to validate if the current solution is still the proper one.


Key in this process is to compare "apples with apples" or to find a way to compare the "apples to oranges". As logistic playing field is diverse and changing constantly, this is often not as simple as it sounds.

👉 DCwise strongly advises not to use exclusively commercial considerations to compare different offers ; the evaluation should also be based on (more subjective elements such as) future potential, flexibility/adaptability to changing needs while these become more and more relevant.


⭐As this process is not such a common process for many organizations DCwise is available to assist your organization in defining your logistic requirements, activating the market for your benefit!

Based on our logistical experience we are able to clearly:

- Map out the business requirements

- Perform the communication to the different parties to generate alternative solutions/offers

- Analyze and compare the solutions on different dimensions (price, quality, etc)

- Assist in driving a decision and related improvements

- Assist in negotiation, contracting and transition


More interesting information can be found @ our blog.


👉 If you want to know more see www.dcwise.eu

or get in contact jan.baert@dcwise.eu

#logistics #warehouse #warehouseoperations #storage #transform

Updated: Jan 9

DCwise, based in Belgium, is with years of warehouse process-, storage- and systems engineering experience very well placed to support any warehouse operation to pick-up and deal with the current and future challenges.


✔ In this post we high-light the different services that we render for your logistical solutions.



We help you IMPROVE the following elements:


✅ Resource utilization

✅ Space utilization

✅ Velocity & Productivity

✅ Inventory management


👍 Bottomline is that DCwise helps to create a healthy warehouse operation.



This is done by our team through the following SERVICES:


Facility Scans

We review the needs and potential for improvement. Kickstart your transformation focusing on the right priorities.


Implement selected solutions

We execute the implementation of the selected solutions. In this we are there to provide additional workforce, or external expertise, or challenge your ideas and drive towards change.


Lead a transformation

We lead your warehouse transformation from requirement definition, solution selection, including road map creation till steady state after implementation.

This includes PMO and ability to fill-up team-gaps and even go operational.



Where we make the DIFFERENCE:

Multi-skilled team - from design, over engineering up to system elements all are covered

Passion for warehousing and logistics

Loads of experience on warehousing and logistical projects

Result driven approach based on Facts and Data combined with a large operational "floor" base

Highly customer adaptive and focused



👍 We are your warehouse planning and engineering team operating at your pace !

More interesting information can be found @ our blog.


👉 If you want to know more see www.dcwise.eu

or get in contact jan.baert@dcwise.eu


#logistics#warehouse#warehouseoperations#storage#transform

Updated: Jan 9

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

When running a warehouse operation - due to its nature often a very complex environment - there is a major benefit in setting up the right measurement methods.

In this post we give some guidelines & pointers on how to bring structure in the measurement and monitorring development challenge.


1️⃣ The Number of metrics


Before going into too much depth an important element is "the number of metrics". When monitorring a basic operation vs. a complex operation this should be reflected in the number of metrics used.


Even with a complex environment realize that a person can only take in a limited amount of information; and that it's not about the metrics, but the ultimate goal is to trigger the right actions.


Ideally the view on the measurements mimics the dashboard of for example your car;

- Where the majority of screen is your view on the actual processes (the windshield...)

- A selected set of metrics is key and are most clear (similar to the speed...)

- Some metrics are smaller and only trigger attention when they go out of bounds (fuel...)

- And some metrics should only drawing attention when there is an issue (tire pressure, etc)


Note that the reference to the windshield can be seen as "going on the floor" or "having a live view on the operations" which is never can be replaced with just metrics.


One way to organize the monitoring is to have on the top level a limited set of key metrics (opposed to a space shuttle looking cockpit) and on a lower level there are more metrics. If need be one can drill-down from the top level to the lower level to these more detailed ones.


As of now we will refer to the monitoring of the set of measurements as a "dashboard" or "cockpit".



2️⃣ The Content


Next step is filling-up the dashboard with good metrics.


Essential element in defining what needs to be part of the dashboard is the process-control and the link to the (corrective) actions.


What we suggest is to take the following steps:

  1. Start with "listing" which information could be interesting for your operation. Note that we are not yet taking about data!

  2. Immediately add what types of action are driven by this information.

  3. Metrics without action need review and either refined or removed.

  4. Only in this step start looking at how the information can be generated.

  5. In a next step indicate the relevance of the metrics (see ️⃣1️⃣) to determine on what level they should be displayed.

  6. After development of the dashboard validate if the metrics are being used and start the improvement proces.


Even when the information can not immediately be harnessed leave the element in the dashboard such its clear that it should be gathered to drive a complete overview. Also don't be afraid to start manually populating some metrics or without all being filled in.



3️⃣ The Data


Probably one of the hardest elements is getting the right data and turning it in proper metrics or information. This while most data is not generated with the analysis in mind.


Either you have too much data, or its not available in your "reporting tool", or the specific data needed is not available at all, or the challenge is complicated while the data is polluted, full of old information, unclear, and so on.


In this the tools that can assist on the market have grown massively recently. E.g. MS Power BI that allows to bring together data from different sources in an easy way, allows for data purification (or clean-up) and supports at the same time proper visualization in e.g. dashboards or any needed ad hoc analysis. But also "Excel", or other basic tools, up to whiteboards (being manually filled) can work in this respect.



4️⃣ The Visualization


Key after all this work is to turn all into a proper visualization that can be easily understood by all. See in this also our post on visualization https://www.dcwise.eu/post/dcwise-insights-how-visual-works-best-4-basic-tips-for-warehousing?


One propper way to visualize is - as mentioned before - through a "car cockpit" approach. Here the metric is displayed in way dependent of the goal ; e.g. driving attention and consequent action.


Some examples - and make systematically the link with "when" and "how much" attention should be drawn and if an action should be triggered.

- 🔴🟠🟢 Usage of coloring: off / on with on being green, red or blue dependent of the impact (e.g. "being out of gas" )

- 📈 evolution: some elements should be seen in relation to time. As such outliers, or future ...


Additionally make sure to communicate openly on what is happening. See it as a scoreboard... in this the home-team needs to know what the score is.


Once you have a first concept; leverage this to validate its functioning. Next go through iterative improvement steps where the concept is matured.


👉 In the end the metrics are meant to facilitate the management of the operation.

So watch out for the very common trap of falling into the "over monitorring" or "over analyzing".

👉 Note also that more and more systems can be setup that they become self-driven; including taking automatically the rights corrective actions. Think in this e.g. of steering resources away from over-crowed area's, or pulling in more when the workload is high &/ the due is not made. In this the more you grow in these area's the better the management can become and less stress lies on the metrics.


More interesting information can be found @ our blog.


☞ To further enable your transformation journey & understand better the potential feel free to get in touch in!

👉 jan.baert@dcwise.eu

#warehousing #warehousesolutions #warehouseoptimization

Keierberg 80, 1730 Asse - Brussels Area

  • White LinkedIn Icon