Process, not just machines
The constraint is often upstream of the automation — in how orders are released, waves are built or the shift is staffed. That is cheaper to fix than more equipment and usually faster.
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Intralogistics ConsultingThe system you already own can run faster.
Most operations leave a measurable share of their capacity on the floor — in the process, the shift model or the interaction between WMS and ERP. I analyse how a warehouse actually runs and put the changes that matter into practice, with the KPIs to prove they held.
Why it is worth the look
The KPIs in the report rarely match the floor at peak
An automated warehouse that was signed off years ago is not the same system today — order profiles drift, processes accrete workarounds and the software stops being used the way it was designed. The capacity is usually still there. It is just not being reached.
Systems talking past each other
WMS, WCS and the ERP each doing their job, badly coordinated at the seams. Reworking the interaction between them frees flow without a single new conveyor.
No honest measure of good
Without KPIs that reflect what the floor actually runs at, improvement is a matter of opinion. The right measures turn "faster" into a number that holds up over a quarter.
Scope
What the consulting covers
Process and operations
Analysis and design
- Data and process analysis from real operating data
- Process and technical simulation
- Process design and implementation, tracked to completion
- Identifying where automation genuinely pays, with ROI calculations
Reworking the seams
- Interaction between WMS, WCS and ERP
- Order release, wave building and flow control
- Storage and slotting efficiency
Running it well
Measurement and decisions
- KPIs that reflect real performance, not the acceptance profile
- KPI monitoring and decision-support systems
- Workforce planning and workforce management
Change and interim
- Change management, so improvements survive after I leave
- Interim leadership of an operation or an automation programme
- Access to a wider expert network for simulation and specialist tasks
How it works
From analysis to a measured improvement
Short enough to pay for itself quickly, structured so the gains are held rather than lost the moment attention moves on.
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Observe and measure
The operation watched at peak, real data pulled, the gap between reported and actual performance quantified.
Step 1 -
Find the constraint
Bottlenecks located in process, system interaction and staffing — ranked by what they cost and what they take to fix.
Step 2 -
Design and implement
Changes designed, an ROI case built and the actions put into practice under my oversight, not left as a slide deck.
Step 3 -
Prove and hold
Purpose-built KPIs put in place so the improvement is measured and stays in place after the engagement ends.
Step 4
Evidence
Analysed, reworked and measured
Optimisation · Multichannel retail · United Kingdom
Performance improvement across a live multi-area warehouse
The work. Analysed the operation for process and storage efficiency and reworked the interaction between the equipment supplier's WMS and the customer's ERP system.
The outcome. More than ten actions identified to improve product flow and reduce personnel cost, then implemented under my oversight and tracked against purpose-built KPIs.
- Setting
- Live multi-area automated warehouse
- My role
- Analysis, redesign and implementation oversight
- Technology
- High-bay warehouse, miniload, GTP carousels, hanging sorter, WMS, WCS
- Outcome
- 10+ actions delivered, tracked on purpose-built KPIs
Two years of profitable operation after ramp-up
Ran the operations of two automated distribution centres after commissioning, with the resident support organisation and a continuous flow of change requests.
Focus: Availability, maintenance maturity, change management and the KPIs that keep an automated operation profitable year on year.
Outcome: Two years of profitable after-sales operation across spare parts and change requests.
The other services
Intralogistics Consulting
An operation that could run better?
A short look at where the capacity is going usually pays for itself. The first conversation costs nothing.