Role
Warehouse manager
Who notices first that the stock is not where the system says - a picker looking for the goods, or a count six months later? That is a question about what the mismatch costs you.
Intro call
Four questions we would start with
Who notices first that the stock is not where it should be?
If it is a picker mid-pick, you pay for the mismatch in time and delay, not in an adjustment.
How many times a day does somebody look for goods that are in the system?
That number is usually recorded nowhere, and it describes most of the time lost in a warehouse.
What do you put off first at peak?
Usually tidying the locations - and that is usually exactly what generates the searching next week.
How do you know how many people you need tomorrow?
From the bookings and the orders, or from an impression based on last week.
We take over the records and the planning of the day, you keep the running of the warehouse
Recording movements, suggesting locations, arranging picking and planning staffing can be taken off the desk. Decisions about priorities and how the work is organised stay with the manager.
- A movement is recorded where it happens. - Receipt, transfer and dispatch confirmed at the rack, not from a slip retyped in the evening.
- The location is given, not remembered. - The picker is given a place rather than relying on remembering where something used to be.
- Staffing is planned from volume. - Tomorrow's bookings and orders translate into the number of people needed, and the decision stays with the manager.
Scope
What can be taken off managing a warehouse
Twenty example tasks. Each one has a human approval point. Below is a selection, and the scope we fit to your warehouse.
Goods receipt
- A delivery notice with its contents before arrival
- Recording the receipt with the quantities confirmed
- A signal when the delivery differs from the booking
- A decision to accept conditionally (decision: the manager)
Put-away and locations
- A proposed location by turnover and size
- Recording transfers between locations
- A signal when goods sit outside their assigned location
- A summary of empty and occupied locations
Picking and dispatch
- The pick list arranged by the path through the warehouse
- Confirming a pick at the rack
- A signal when a line is unavailable during picking
- Grouping orders that can be picked together
- Confirming dispatch with the document
Staffing and throughput
- Tomorrow's expected volume from bookings and orders
- A proposal of the staffing needed (decision: the manager)
- The spread of work through the day by delivery windows
- Picking times summarised by zone
Stock differences
- A signal when a difference is found during picking
- An order to recount a location (decision: the manager)
- Differences summarised by range and zone
A day's work
Today
- You record a receipt from the document, sometimes hours later
- The picker chooses the location by where there is space
- Picking leads through the warehouse by the route the picker knows
- You learn a line is missing when picking stops
- You set tomorrow's staffing by feel
- Stock differences surface only at the annual count
With AI assistance
- The receipt is recorded at the dock, and a difference against the booking reports itself
- The location is proposed by turnover and size
- The pick list leads by the shortest path
- An unavailable line reports itself the moment it is found
- Tomorrow's staffing is calculated from the announced volume
- Differences are visible as you go, not once a year
- Stock accuracy
less drift between the system and the rack
a movement is recorded at the place and time it happens
- Picking time
a shorter route and less searching
the path and the location are given
- Use of space
fewer places blocked by goods put down at random
put-away follows turnover, not free space
- Staffing against volume
fewer days with too many or too few people
the day's plan rests on the announced volume
We start with recording movements, because without it the stock will not match whatever else is done.
- Step 1
Recording at the rack and the dock
Receipt, transfer, pick, dispatch - confirmed where the event happens.
- Step 2
Locations and the picking path
A suggested place and a list arranged by the route through the warehouse.
- Step 3
Volume and staffing
Tomorrow's work announced from bookings and orders.
- Step 4
Difference summaries
Differences by range and zone. Last, because it needs reliable movements from step 1.
Common questions
Questions that come up at the first meeting
Does this require replacing the warehouse system?
Usually not. We start with what you have and add recording in the places that have none today. Replacing the system is a separate decision and it is better made after you have seen where the problem really lies.
Does this fall under the AI Act?
Running a warehouse is not a high-risk use. The only point needing care is that the picking-time summaries concern zones and processes rather than the productivity of individual pickers - otherwise you enter the territory of assessing employees.
Still have a question that is not here? Book a call
Next step
How many times a day does somebody look for goods that are in the system?
We will show you what a warehouse looks like when movements are recorded at the rack and a difference reports itself the day it arises.