From demand to a warehouse concept
We examine orders, stock, load units, peaks and service hours. Annual volume alone cannot size a warehouse, and an order line is not necessarily one equipment movement. We establish which goods fit the proposed automation, what remains manual and how receiving, replenishment, picking and dispatch share capacity.
For each concept, we set out the equipment, staffing, software and space required. We check how lifts, transport routes, workstations and buffers handle the flows that occur at the same time. Building dimensions, maintenance access and expansion space affect whether a technology fits and what it will cost.
What you receive
Demand and capacity basis
Stock and movement requirements with peak overlap, operating hours, load eligibility and growth scenarios. The basis distinguishes measured demand, physical checks and planning assumptions.
Operating concepts and layouts
Viable storage and transport alternatives, including the staffing, replenishment, ERP or warehouse-software changes, building interfaces and fallback arrangements each needs.
Investment comparison and recommendation
Capital and running costs, staffing effects, implementation effort and payback where quantifiable. The recommendation explains the trade-offs and the assumptions that could change it.
Count the work that remains
Removing a transport task does not necessarily remove a shift position. We examine the work that remains and include maintenance, software, service and ramp-up costs. For supplier budget estimates, we record the scope, missing prices and assumptions. We then explain whether automation, a smaller change or postponement fits the requirement, and which changes in demand or costs would justify reconsidering it.
Illustrative planning example
Production continues after the warehouse shift ends
Suppose a new central warehouse must supply production outside the logistics shift. More automated storage alone does not resolve the service requirement.
- 01
Define the operating requirement
Establish night-time demand, urgent call-offs, eligible load units, returns and the buffer available at production. Identify who can resolve an exception.
- 02
Compare viable concepts
Compare planned shift-end replenishment, extended logistics staffing and automated call-off. Include production buffers, transport and software in each option.
- 03
Make a conditional recommendation
Check service, space, cost and recovery for each concept. State which demand or staffing assumption would justify a different investment.
This is an illustrative decision process. Demand, costs and the preferred concept require project-specific evidence.