Operational Logistics

Warehouse automation and mechanisation, omnichannelity, optimization of warehouse spaces, processes automation and IS : re engineering your future logistics model for better performances.

Citwell, accelerators of transformation

Your problems

    • Are my storage spaces and work areas well sized and designed for a short, medium and long term.
    • How to optimize my storage spaces and work areas in anticicipation of my activity development ?
    • What technologies to invest in to improve my operations performance ?
    • How much cost my services per warehouse, per activity, per customer and how to optimize these costs ?
    • How to optimize my process to improve my stock accuracy, reduce my dispatching leadtimes and disputes.
    • How to improve my teams work conditions and reduce the Repetitive Strain Injury risks.
    • Should I externalize my logistics activities? If so,  what perimeter of activity to externalize ?
    • What are the most qualified and relevant providers for my activities ?
    • How to insure the relevancy of my bill of specifications versus the operational reality in the field– considering  both expected volumes and defined processes aspects ?
    • How to secure the selection process and activity transfer ?
    • Is my WMS in line with current and future needs. What would be the functional, qualitative and financial gains from replacing my tool ?
    • What existing WMS is the most appropriate with my needs, my activity and my budget ?
    • How to carefully make my WMS selection– Especially in terms of required functionnalities and received offers ?
    • How to secure my operations during the implementation phase and bring my teams together for such a project ?
    • Should I mechanize my warehouses ? If so, for what operations and what are the gains to expect ?
    • What are the mechanization technologies the most relevant for my needs ?
    • How to estimate the dimensions of the solution to implement ? How to chose the best configuration?
    • How to secure my operations during the implementation phase and bring my teams together for such a project ?
    • What are my current configuration limits facing new emerging distribution channels and volumes evolution.
    • Is it opportunate to outsource these news flows management ?
    • What evolutions to prioritize in my warehouses to manage a transformation in the best way ?
    • Should I transform my systems (WMS adjustment, OMS implementation…) ?
    • Should I adjust my warehouses facilities configuration (spaces otpimization, efficiency, mechanisation…)

Our convictions

Define a strategic and long term vision
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• The long term vision is essential to anticipate important investments such as facilities, buildings, mechanization, hight stock. The stock strategy should be clearly defined – including the storage externalization.
• The current and projected needs must be anticipated to define the required and appropriate facilities. The activity peaks must be considered.
Hypothesis and strategies relevancy are crucial : warehouse implamentations are extremely structuring and might not be adjustable once set up - especially mechanization solutions.
• The selected solutions will be sustainable and long term oriented.
Find flexible and custom solutions
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• Many solutions are available to reduce costs, improve work conditions, optimize space and customers delivery quality.
Define major targets and performance levels to achieve is key to identify the best solution : from spaces optimization to full automation and mechanization of warehouses.
• It is important to define which operations to mechanized. Certain operations should not be mechanized for costs and global efficiency reasons.
• 100% of non-conformity, risks and delays cannot be prevented in logistics. Warehouses need to remain flexible and responsive to manage these rare cases.
Define a realistic and secured deployment strategy
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• The planning to achieve a stable situation is often under estimated : transfer of activity, deep reorganization, WMS evolution or mechanization project.
• An implementation plan with a continuous intensification can secure the launch of the project and save your activity and ressources.
• Support teams should stay engaged until the actual control of the solution by the operationnal teams.
Conscientiously prepare the provider selection process
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•Your logistic providers (3PL, WMS integrator, mechanized solutions provider) are strategic and must be able to assist you in a long term. It is important to select a sustainable, qualified and dynamic provider, capable to developp its activities to maintain a satisfying service.
• A provider selection process and all its steps must be clearly defined and planned. It must provide enought time to the potential partners to provide a detailed answers to the request for proposals.
• We advise you to organize demonstration, customers interviews and sites visits as much as needed as soon as the activities and process as similar to the actual project.
Do not miss to consider the ergonomy
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• Technical specifications and performance levels are often at the heart of the selection for tools, storage and order preparation solutions.
• But we consider the work areas and tools ergonomy as a crucial criteria.
• In the field, the acceptance, appropriation and effciency of the solutions are very correlated to the ergonmy. This critiria is far too often forgotten as it is hard to translate it in function grids.
Set up a change managment over the people and the processes
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• Warehouses transformation should not mean warehouses dehumanisation. Human beings remains the pilar of organizations and should get benefits from this evolution.
• A structured and relevant change management action must bring the teams together over the project.
We support our clients in the field to consider the needs and actual conditions to convince the people of our recommandations relevancy.

Our solutions and know-how

  • Awareness/Training of teams

    Space sizing studies in line with the available capacity.
    • Detailed analysis at warehouse zone level to identify improvement levers.
    Build scenarios to increase the capacity – densify stock, decrease the wasted spaces, redesign the physical flows, mechanization…
    • Recommandations based on capacity and financial simulation.
    • Monitoring the implementation and measure the actual gains/strong>.

  • Flash Diagnosis of Change

    Activity costs estimation and benchmark analysis
    Model the « as is » flows and simulate the « to be » flows
    Identify malfunctions and levers for performance improvement
    Co-definition with your teams of the future organisation and processes for efficiency wins and activities securization.
    • Design a transformation plan and support its implementation with projects supervision, training and field monitoring.

  • Flash Diagnosis of Change

    • Define the future service perimeter and map the relative processes
    • Define the Request for Proposal strategy : timing, consulted actors, service segmentation
    Bills of specification and quotation grid writing
    Support in the consultation : structure the questions and exchanges, analyse the received offers, build the POC, recommandations, support for the contracting
    Support on the implementation of the partnership : detail the specifications with the provider, transfer plan, monitor the launch.

  • Coaching « Change »

    Feasability studies : Identify the future needs and best practices to implement, tool compatibility studies, qualititave and financial impacts studies
    Tool selection : build the consulting file, monitor the Request for Proposal, analyse and quote the editors offers, build the POC, recommandation and support to negociate the contract
    Implementation : detailed design from workshops outputs, define the planning of the release and tests support, support for the start and post-Go Live.

  • Life Cycle Assessment

    Feasability studies : As Is analysis of the contractual configuration and activity key figures, technical solutions adherence studies, future flows simulation, lots definition and implementation plan scenarios, qualitative studies on impacts.
    Solution selection : pre-consultation of key actors, bill of specifications, pre-definition of the strategic structure, providers consultation, futures flow simulation, analysis and recommandations for decisions
    Implementation : Technical studies and detailed conception, build the planning and monitor the development, support to the release phase, support to the launching phase and the post-Go Live.

  • Life Cycle Assessment

    Impact diagnosis of the implementation or development of new flows – especially for e-commerce.
    Long term projection of the activity, impacts simulation on stock and picking
    • Define investment priorities for tools (WMS, OMS), processes or warehouse facilities (space optimization, mechanization…)
    Build scenarii including impacts analysis and ROI

Your gains

Improve the customer satisfaction
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• Productivity improvement
• Reduce distribution costs
• Reduce storage costs – both internal and external
• Decrease urgent deliveries costs
• Decrease late fees costs
Costs improvement
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• Productivity improvement
• Reduce distribution costs
• Reduce storage costs – both internal and external
• Decrease urgent deliveries costs
• Decrease late fees costs
Activity and project reliability
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• Stock accuracy
• Processes securisation
• Decrease the performance variability
• Investiments and occupied stock areas optimization
• Investments based on controlled ROI

Our references in operational logistics

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Maxence Chrétien

Operational Logistics Expert

Graduated from INSA Lyon in Industrial Engineering, Maxence has evolved in operational and project positions during his 15 years of experience. He has held positions as operations manager and then supply chain manager in large logistics providers as well as in industry, which has allowed him to lead important supply chain projects in various contexts.

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