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 on-site collaboration.
💡 But what is actually meant with "on-site collaboration"?
In essence you could say it is changing the nature of the game. Instead of relying on doing all yourselves, it is leveraging the strength of others to come to a highly performant result. Its outsourcing but in an organic and long-term way.
Important is to take along that it changes your role; instead of overseeing the own operation its following-up upon the performance of "partners" manage and optimize their processes. Including making you and other internal clients happy.
This last reference is crucial; the relationship needs to be one of ownership and agility. Not for example pure cost or image management.
Note that we are not using the term "outsourcing" while it goes way beyond the typical "hand-over"; it’s more like a constant "hand-shake".
💡 And why do we recommend to install this concept in some cases?
Basically, if it is not your current competence, or you do not have the band-with (in time or budget) then it might be better to let another one handle it.
Letting a party that is used to handle a task execute might free you up towards leveraging more your own core competences or assets; and by this in the end have a bigger overall return on energy invested. Imagine not having to manage this portion of the process while you know it is handled properly; and thus, being free to focus on all the other things you would like to address.
Note that on-site collaboration can extend itself outside of the site; with the operator just bringing the material, resources, etc. as per need. E.g., indirect material storage quantities stored off-site; brought in when needed based on tracking the quantities on site which all can be done by the partner.
Also, there is nothing wrong in taking over again management of the process in later phase.
💡 But what classic and non-classic examples can you look at in your operation?
Examples of the "classics':
- Cleaning and waste management
- Indirect material management
- Equipment maintenance
- HR incl. "interim" workforce management
- Specific processes - loading, transportation execution, customs, etc.
- EH&S and other permit management and auditing
- operations execution or work-cell outsourcing (often the large manual labor portion and or co-pack)
Example of the "Non-classics":
- Process monitoring and improvement (CIP)
- Full Equipment management incl optimization
- Rack inspection & repair
- Product rearrangement
- C/Robot renting
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