Go-To Skincare is a pure-play online retailer selling natural skincare products. Created by Zoe Foster Blake, Go-To has only been going a couple of years and grown from a garage into a small factory unit. They were pondering how they were going to grow their business fourfold within their current site and engaged Logistics Help to help them develop a High Performance Logistics operation. In the year we have been working with Go-To they have already trebled their original order volume and have occasional spikes of five times normal daily order volume.
Go-To Skincare is (currently) a small business. Not the normal level of business that would engage a logistics consultant, and indeed, most consultants would struggle to provide a cost effective engagement with such a small client; which is why most consultants don’t work at this end of the market. Logistics Help is different. Andrew Clark, the founder of Logistics Help, has set up the company specifically to be able to service small business clients. The cost structures and service offerings of Logistics Help are designed to deliver high performance logistics results for small and mid-sized business. Andrew Clark’s aim is to bring the strategies, processes, technology and infrastructure concepts used by the world’s biggest and most efficient companies to smaller businesses at a much lower price point that provides a great return on investment (ROI).
Go-To made it clear that they wanted to stay where they are, local to their staff, but grow as much as they can in their current site before having to relocate. They badly needed more storage capacity, and wanted more efficiency in their order fulfillment process.
Andrew Clark from Logistics Help, led them through a business process redesign to dramatically change their order fulfillment process from a slow and cumbersome production line batch process, with lots of space wasting work in process, into a Lean, on-demand order fulfillment process, using a custom designed workstation that eliminated wasted motion and space, and increased throughput capacity more than tenfold.
The layout of the small space was optimised to fit in four order fulfillment workstations and pallet racking to make use of the building height and increased storage capacity by at least 3X. They got their target 12 pallet spaces for general ambient storage and then we redesigned the temperature controlled storage room to fit another 24 pallets. We also sourced a new walkie-stacker with power steering and a smooth action that was easy to use for their, mostly, female staff who were unfamiliar with materials handling equipment.
The in house developed order fulfillment software was redesigned to
Being a small startup company, Go-To Skincare did not start with experienced warehouse staff. Lisa Rowsell, the warehouse manager had not run a warehouse before. It’s not that warehousing is all that complicated, but it is no more intuitive than any other activity, and if you start with a blank sheet there could be a long learning curve. Like anything it’s best to learn from experience and we have that in spades at Logistics Help. So Eddie Taylor from Logistics Help did some coaching sessions with Lisa to help her get to grips with the now rapidly accelerating growth of Go-To Skincare.
The net result is a capacity more than ten times (10X) their original throughput when the goal was only 4X. We comfortably met the target for the project and made Go-To another happy Logistics Help client.
Get a 10X Improvement in Your Business
Back in 2013 Pharmacy Online were concerned they were running out of warehouse space and engaged us to redesign their layout. We did, and doubled their storage capacity! They have been very successful in the intervening years and outgrew that site. We helped them move into a new site this year. As usual we applied the principles of our High Performance Logistics Model, reviewed their processes and throughput in order to come up with a suitable layout and product slotting plan for the new site. We were able to redeploy the (free!) pallet racking left behind by the previous occupant and re-lay it to suit a single unit pick/pack operation and also provide the foundation for a future installation of a second level picking operation.
Idealair Group are a rapidly growing supplier of fans, grilles, ducts and ancillary equipment to the ventilation and air-conditioning trade. Idealair Group are an ongoing project and one of the most comprehensive and complex projects we have undertaken. The work has involved a comprehensive process redesign and some complex customisations to their Microsoft NAV system to overcome some of that system's key shortcomings. We designed their new Sydney warehouse and helped manage the move. Idealair Group are also the the pilot site for the implementation of Prophit Systems Autostock which is gradually being rolled out for purchasing across their branch network. We'll keep you posted on this one.
Bike Bug / FRF Sports
FRF Sports is a wholesale distributor of high end bicycles and accessories and Bike Bug is a multi-channel retailer with worldwide sales online and retail stores around Australia. They share a common owner. After an initial review of their operations and draft process design, Logistics Help were engaged to help implement their new Brightpearl cloud ERP solution to bring both businesses under a common business system. The idea was to set up the business for growth and it obviously worked because they have grown from two stores in 2014 to seven stores in 2016.
OK well Vodafone is definitely not an SME but they are a large service business that depends on an internal supply chain. Logistics Help were engaged by the Telecom Network installation side of Vodafone initially to help them move to a new logistics service provider. This was a large and complex project that like almost all large and complex projects took longer than expected to complete. The project required a redesign of business processes between Vodafone and the new logistics provider and a considerable design, development and testing program for new and revised functionality for their Oracle ERP system.
Whilst we were there it became apparent that they needed a better system to help them plan their project based inventory requirements. We designed a bespoke inventory planning system and worked with their software developers to implement it in the business. Later we were engaged to design some phase II developments to this system to further enhance the ability to forecast inventory requirements for projects and provide visibility into future inventory availability when project requirements inevitably changed or were delayed.
Our Logistics consultants help Cell Bikes triple their sales by establishing their own warehouse & online fulfillment centre
Cell Bikes is one of Australia's leading online retailer of bicycles, parts and accessories. Cell have a retail bicycle store and have extended their market with an online store through which they sell their own branded bicycles and accessories. Their order fulfillment centre operated out of office space over their shop on Parramatta Road in Sydney, and like many successful businesses their system and process development did not keep pace with their growth. Cell Bikes reached a critical point in early 2011 when they realised they needed both more space and better warehouse processes.
Cell Bikes were suffering from:
After a detailed project scoping meeting with Logistics Help a project plan was agreed with Cell Bikes to:
With Cell bikes performing as much of the project work as they were able, the consulting costs were kept to a minimum to fit in with Cell's budget.
Medtronic sales agent Spine NSW improves storage capacity and process flow with new warehouse layout
Spine NSW is the sales agent in NSW and ACT for Medtronic spinal and biologics implants. Each order they process involves the customised assembly of a set of surgical implants and instruments specific to an operation for a patient. They have a growing business and increasing order throughput. This, combined with an expanded product range, was adding pressure to their storage capacity and their ability to turn around returned instrument sets and implants for other orders.
Spine NSW operates out of a factory/office unit with a small double height warehouse. They wanted to see if they could use the height of their warehouse for more storage and develop an improved layout to speed inbound and outbound processing of surgical kits. Spine NSW engaged Logistics Help to review their processes and develop a revised warehouse layout with more storage capacity.
Our Logistics consultants help Novo Nordisk avoid a costly strategic decision after seeing the results of their outsourcing RFP
At Novo Nordisk we needed to know whether continuing our distribution in house was the right decision for the future. Logistics Help's expertise in logistics consulting to the pharma industry was exactly what we needed to help us run an independent RFP process. Andrew Clark managed the process for us and presented the results which really helped everyone in the senior management team understand the value of our current operation compared to outsourcing, and we are confident we made the right decision.
Novo Nordisk is a global biotech innovator in Diabetes, growth hormone, haemostasis management and hormone therapy. Novo Nordisk are also unusual in that they are one of the few companies in this market that still perform their own distribution. The senior management at Novo needed to know whether continuing to run their own warehouse was the right decision when the majority of similar organisations had long ago outsourced their operations to logistics service providers. So they turned to Logistics Help to go to the market with an Request For Proposal process to see if the there was a better alternative.
The processes of both creating and responding to Request For Proposal (RFP) or Request For Tender (RFT) documentation is time consuming and resource intensive with no guarantee of favourable result for either side. It can be very difficult to accurately encapsulate a business and all its complexity in a document, and responders often find themselves with many questions left unanswered and a looming response deadline. Tenderers and proposal receivers can receive widely diverse responses that are difficult to compare and require considerable further discussion or negotiation with the responders.
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