Logistics and Production Planning Audit for a Truck Manufacturer
The Challenge
The organization was running well operationally, but its processes relied on employee know-how and ad hoc fixes rather than standards. The main constraint was unstable production planning, which generated excess inventory, overcrowded space, and unnecessary internal transport.
What We Do
Diagnosis of the operating model based on meetings and discussions with warehouse management.
Identification of ten key problem areas, from planning to inventory management.
Development of a work plan prioritizing the stabilization of production planning.
Definition of a list of quick wins for implementation within the first month.
Results
Inventory sitting for over 12 months identified as an area for quick space recovery.
Six warehouses served by a fixed shuttle transport running several times a day.
The greatest potential for improving cost and on-time performance found in stabilizing production planning.
Summary
The audit showed that the warehouse was compensating for organizational shortcomings at the cost of excess inventory and manual work. The greatest potential for improvement lies in stabilizing production planning, with warehouse process optimization as a secondary priority.
