We will start with an exploratory meeting in which we get to know the people who will be involved in the project. This goes beyond the logistics manager: often other departments are also involved. Such as IT (when it comes to logistics software packages such as a WMS or ERP), purchasing, production, sales...
We listen to the story and the needs and complete our introduction with a first brief observation of the operational functioning. Then we are ready to work out a detailed proposal. This will describe our approach in detail and estimate the time we need to do so. We clearly define the objectives and deliverables.
During the preliminary investigation, the problem definition is clearly defined and a plan of approach is proposed which, after refinement, forms the basis for optimal cooperation.
The project will only really start when we move on to observation. We study the flows and processes in detail and request the necessary data. We make sure that we have a very good picture of how the company works. On the basis of all kinds of data, we can make accurate analyses (e.g. how many items enter the warehouse each day, how many leave the warehouse each day...).
This data analysis forms the basis for the next phase.
In the third phase, the solution will be fully worked out. On the basis of observations, interviews and in-depth data analyses, the problem is tackled in depth. The proposals are built up in cooperation with management and employees and the renewed concept is fully worked out in detail. In this way, the experience and expertise of our consultants is broadened with input from the local teams. In this way, we arrive at a unique concept for each of them, which can quickly be applied in practice.
It is important that the entire organisation, the entire company, is involved in the development of the optimal solution. Everyone must have the same vision and be able to play a role in the implementation of the concept.
So the concept is built together with the local team and provides clear answers to questions:
This is the basis for the vision on the logistics activities for the coming years.
This is often the last step in a consulting project. When there is a clear vision, the change process can begin. Changes are best managed by experienced managers. They preferably have both the necessary technical and people skills. These can be managers within the organisation, or this role can be taken up by the Zelco team.
In addition, the necessary training should be provided for the employees to be part of the new way of thinking.