Warehouse and supply chain performance improvement

NE DistriService is the best-known specialist transporter of window decoration, both hanging and horizontal, short or long.

NE DistriService’s service is aimed at receiving orders today and sending them out tomorrow. With that, they were very early, at the beginning of the year 2000, far ahead of the distributors as we now know them at web shops.

An important pain point at NE Distriservice was when the trucks were loaded. This depended on the last delivery of the customer. However, for adequate route planning it is important to know a large percentage of the orders, especially if they come at the last moment.

Challenge

De uitdaging die aan Nimble Institute gesteld was, was het komen tot een systematiek waarin het laden eerder kon beginnen.  

Solution

The solution introduced for this has been interaction with customers, adjustments to the inventory management system including location and time registration, and employee scheduling. By initially asking suppliers to send orders as early as possible after decision and to indicate a timecap in this, NE DistriService has been able to better plan the routes / trucks for the next day.

For the internal sorting process, new sorting bins and hand scanners have been introduced to randomly place the parts based on location, instead of pre-sorting exactly by location (as before). This led to time savings in internal sorting.

All employees are also equipped with handheld scanners, which can be used to map the sorting time. This gave the opportunity to switch to occupancy earlier in the day, based on the pre-notification from customers. To do this, a larger flexible shield was realized together with the HR department and, depending on the delivery of customers, the comparison with standard times and thus the exact expected sorting and exit times planning was switched to adding or disconnecting capacity. in the sorting.

Results

This has led to being able to manage a large workload even in busy times. Due to the leveling of the peaks in the process times, the total sorting time per package was reduced by an unknown percentage, and by also using the scanner for planning and time registration, the administrative activities – including the processing of timesheets and corrections thereof – were reduced. reduced by almost 40%.