With the construction of a new state-of-the-art logistics center, Coop saw a great opportunity to ensure the company's competitiveness in the long-term. With the re-organization from previously pure manual storage and picking processes to a high degree of automation in all logistics areas, Coop will become a bit more independent from the tight labor market. "This has been a paradigm shift for us", says Nassvik. Today, some 95 percent of all Coop products are stored and picked automatically or semi-automatic. "Moreover, we reached capacity limits at our old site, so that a new building was urgently needed." Another reason for Coop's strong logistics growth is that they also took over the logistics supply of fresh meat and beverage to stores. In the past, these items were shipped directly from the supplier to the stores. "Once we realized that we would need more capacity, we have been searching for a fully-developed technology to comply with our logistic demands in a sustainable manner: High cost-efficiency, flexibility within the processes, further optimizations of the store service, optimising of transportation costs, minimization of manual processes, creation of attractive working conditions for the employees", says Nassvik. "Coop had several reasons to decide in favor of WITRON's automated solutions: "Mainly due to the low "cost per picked unit" compared to the costs for a manual handling." Additional benefits for Coop - due to automation - are an error-free and store-friendly order picking, flexible implementation of individual store demands - such as pallet height, densely packed load carriers, as well optimally loaded trailers. This means considerable savings in transportation and in the stores. "Moreover, WITRON was the only provider to present numerous highly automated logistics systems with corresponding size, throughput, and availability within food retail that had successfully worked on the market for many years."
Some WMS systems provide functionality related to labor reporting and capacity planning. Anyone that has worked in manufacturing should be familiar with this type of logic. Basically, you set up standard labor hours and machine (usually lift trucks) hours per task and set the available labor and machine hours per shift. The WMS system will use this info to determine capacity and load. Manufacturing has been using capacity planning for decades with mixed results. The need to factor in efficiency and utilization to determine rated capacity is an example of the shortcomings of this process. Not that I’m necessarily against capacity planning in warehousing, I just think most operations don’t really need it and can avoid the disappointment of trying to make it work. I am, however, a big advocate of labor tracking for individual productivity measurement. Most WMS maintain enough data to create productivity reporting. Since productivity is measured differently from one operation to another you can assume you will have to do some minor modifications here (usually in the form of ).
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The term Data Warehouse was first coined by Bill Inmon, who has been commonly recognized as the “father of data warehousing” and is the lead proponent of the normalized or sometimes referred to as the top-down, appro...