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Tag: supply chain

Exchange 2020

Posted on by David Priestman

Manhattan Associates’ annual EMEA get-together for customers and partners – staged online instead of Berlin, as planned – offered plenty of useful insights into industry trends. Here are some highlights.

Supply chain, inventory and omnichannnel software specialist Manhattan Associates has come a long way since its June 1990 founding (at Manhattan Beach, California) and can celebrate its 30th birthday with a huge roster of some of retail’s biggest global names on its client list. Its Active WMS Solution is marketed as “the last WMS you’ll ever buy” (see interview in Logistics Business,
September 2020) and with nearly $600M in R&D spend over the past decade, it has the heft to back up the claims.

Unsurprisingly given the fast change in retail buying habits, Europe has been richly fertile for Manhattan Associates over the past five years. This year EMEA SVP Henri Seroux hosted the
company’s annual Exchange event for EMEA partners and customers (previous venues have included Barcelona, Amsterdam and Paris, with Berlin originally planned for this year) via a slick studio presentation, complete with live feeds to Singapore and Australia.

Seroux believes the pandemic has proven that cloud solutions are the right ones. He advises companies to rely on the cloud and invest in it. “The latest generation of cloud solutions delivers
exactly what companies need in a crisis such as this: unlimited elasticity, agility and speed. Companies don’t have to buy extra hardware when volumes double, it’s already there. If you want to benefit from innovation, you don’t need to upgrade the system first. New functionality is (almost) immediately available.” He recounts a customer story: “What happens if your central distribution centre has to shut down for quarantine reasons? Because that is exactly what happened to the American jewellery retailer Kendra Scott. The team at Kendra Scott were already running their unified commercial processes on Manhattan Active Omni, so they were able in just nine days to mobilise the inventory of their closed stores to fulfil and ship the online orders.”

Another key theme for logistics in the post-pandemic world is the potential for localisation of supply chains and manufacture. Seroux is not convinced. “Globalisation has given consumers in Europe and elsewhere a lot of purchasing power. The costs of buying a sweater, sofa or TV set are comparatively much lower than about 30 years ago. It’s an illusion to think that we can reclaim production on a large scale in order to start production here at much higher costs, just to minimise the risks and guarantee the supply.

“But that doesn’t mean we shouldn’t take measures to reduce our dependency on, say, one country, for example. We will have to diversify our supply chains and this diversification will in turn increase resilience. But fear not, this isn’t something that will just happen overnight, we’re talking about gradual, longer-term changes.” Every retailer or brand has to make its own trade-offs. “They will have to ask themselves how they should solve dilemmas: shorter and faster supply chains offer the benefits of quicker cycles to adjust to demand, but could also come with higher economic and environmental prices. Everything will have to be more flexible including inventory deployment. We will have to integrate our transportation, warehousing and unified commerce systems to be more agile and efficient.”

Read the whole article here.

Agility and efficiency were words that cropped up several times in a later Exchange presentation given by Clint Reiser, Director of Supply Chain Research at ARC Advisory Group. Revealing the results of an industry survey carried out just before the pandemic, he painted a picture of a sector on the cusp of a technological transformation, driven by the march to digital shopping. Survey respondents were divided roughly equally between 3PLs, retailers, manufacturers and wholesalers. Asked to assess which order fulfilment channels they expected to grow either ‘moderately’
or ‘extensively’ in the next three years, 51% of all respondents expect Direct-to-Consumer (D2C) to increase extensively, with DropShipping second on the ‘Extensive’ list at 24%. Significantly, in both cases 3PLs and retailers had higher expectations of growth than manufacturers and wholesalers. Unsurprisingly, all expected much greater piece picking in the 1-3 years ahead, with only 8%
of respondents suggesting that pallet picking will grow extensively. Reiser pointed out that the obvious result of this huge increase in piece picking will be more complexity in the warehouse and, almost certainly, greater cost.

With regard to adoption of technology and automation, 60% of respondents said that they were “very likely” to invest in such technology in the next three years. Crucially though, a whopping 96% said that they also expected the value proposition of such technology to become more applicable (ie more cost-effective) in the next three years. The drivers for their pursuit of automation technology were given as labour shortages (57%), an increase in throughput requirements at the warehouse or DC (48%) and labour costs (46%). One could speculate that pandemic-driven unemployment in other sectors, such as hospitality and travel, may put a cap on labour costs because warehouses may have a larger pool to fish in, certainly in the near term. This could be countered by acknowledging that the long-term trend towards expectation of labour shortage is clearly established. Meanwhile, automation options offering flexibility and scalability are increasingly
available to supply chain managers.

Asked what specific technology they expected to employ, 65% selected conveying and automatic sortation, followed by small shuttle systems (56%). Of the emerging technologies, there was a clear move towards robotic case picking, seen as supporting broad omnichannel needs including pallet picking. Collaborative robot systems and zonal solutions scored broadly the same at around 40% expecting implementation in the next three years. Single-vendor solutions were not strongly favoured – Reiser suggested that perhaps respondents see it as a “nice to have, not a need to have”. There was no question – and this shouldn’t be a surprise at a Manhattan Associates event – that in the software sector, WMS is seen as mission-critical, with 80% expecting to invest in such
technology in the next three years. Again, agility and responsiveness are the keys.

Logistics Confidence Index Falls to Lowest Level

Posted on by Keith McKinley

The latest Barclays-BDO Logistics Confidence Index has fallen to its lowest ever level since the survey began in 2012 as the sector deals with the fallout from the pandemic, skills shortages and concerns over Brexit. The survey assesses the expectations of more than 100 senior decision-makers across the sector.

• Confidence index falls to lowest level since survey began in 2012 as the sector deals with the fallout from the pandemic, skills shortages and concerns over Brexit
• Some bright spots – nearly half still expect profits to increase next year and those focused on e-commerce/last mile deliveries have fared better
• Technology is being increasingly deployed to address challenges facing the sector and over two thirds are investing in sustainability
• Consolidation is on the cards with nearly 40% considering acquisitions in next 12 months

The Confidence Index has fallen from 49.7 in 2019 to 47.1 this year, continuing the downward trend seen in recent years and taking the score to its lowest level since the survey began in 2012.
This fall in confidence comes against a backdrop of unprecedented domestic and global uncertainty created by the pandemic, in addition to ongoing concerns over the UK’s future relationship with the EU and the continuing skills shortages.

The Index number, however, masks the high degree of polarisation in the views of operators, with results differing depending on the sectors they are most exposed to. A third of operators reported current business conditions as either the same or more favourable than 12 months ago, despite the economic disruption. Those focused on e-commerce and last-mile deliveries have fared relatively well, while others operating in manufacturing sectors, such as automotive, aerospace, oil and gas saw unprecedented levels of disruption.

The results are similar when asked about which industries are providing the greatest business opportunities in 2021 with more than a half of the operators surveyed (55%) saying online retail, 32% saying manufacturing and only 6% of respondents highlighting the automotive sector. This reflects how changes in consumer buying habits away from bricks and mortar stores to online purchasing and manufacturers direct selling have been exacerbated by Covid-19. To illustrate the impact of Covid-19 on the sector, the vast majority of respondents (94%) stated that they have utilised the government’s Job Retention Scheme and staff furloughs to help them through the pandemic.

In keeping with other industries such as retail and hospitality, the adoption of technology to address business challenges has rapidly accelerated this year. To help overcome talent shortages, more than two fifths (42%) of operators stated they are using technology to replace human talent. Meanwhile, many businesses are continuing to invest in sustainability with more than seven in ten (72%) putting funds into green-related projects over the next 12 months.

Looking ahead, there is cause for cautious optimism. Logistics continues to be a strong and resilient sector and remains a major contributor to the UK economy. The total combined UK revenue for the 100+ companies surveyed is £16.4bn and, even under the current highly uncertain economic conditions, nearly half (49%) of them say they still expect to see profits increase over the next 12 months. In the context of a changing market, it is perhaps no surprise that M&A is in the plans of many companies, driving many to adapt by extending existing service offerings or targeting new customer markets or industry sectors. The number of companies expecting to make acquisitions is close to the all-time high of 2017, with 38.9% of respondents saying they are likely to make an acquisition within the next 12 months.

Ian Cranidge, Head of Transport & Logistics at Barclays Corporate Banking, said: “2020 has been an unprecedented year – never has the industry faced such a plethora of multi-faceted challenges. However, longer term this is an extremely resilient sector which is ready to bounce back once the pandemic passes. Businesses are using this challenging period to build back better, by investing in technology and sustainability. The present is undoubtedly tough, but we can look to the future with optimism.”

Jason Whitworth, Partner, M&A Advisory and Logistics & Supply Chain Management at BDO LLP, said: “As we stand today, it feels like we are still in the eye of the storm in terms of uncertainty. Given this, it is no surprise confidence is low. The pandemic highlighted the vital nature of an effective supply chain, and this survey demonstrates the sector’s resilience and adaptability. Encouragingly, the responses reveal a continued appetite to invest for the future – searching out new markets and added value services, developing technology, automation and sustainability projects, and attracting, training and retaining good people.”

PlayStation 5 Supply Problems – ‘Size does Matter’ According to Supply Chain Expert

Posted on by Keith McKinley

Commenting on issues with the PlayStation 5 supply problems, Professor Richard Wilding OBE, Professor of Supply Chain Strategy at Cranfield School of Management, said: “Size does matter. The bigger the item the more logistics capacity is consumed. A large item such as a games console consumes more space and logistics providers need to understand the size of items to optimise logistics.      

“In logistics, we talk about ‘cube’. The smaller the ‘cube’ the more items can be packed on a pallet and loaded onto a vehicle.If the item has a large ‘cube’ less items can be carried. For example, if you can get only one item on a lorry then all the capacity of the vehicle is consumed, all the costs of running that lorry and all the CO2 generated are assigned to that one item.However if one thousand items are loaded on a lorry then it consumes 1:1000th of the capacity and all the costs and CO2 are divided by 1000.   

“Making products logistics and supply chain friendly is increasingly critical and linked to this is the science of packaging which impacts both profitability and the environment. For example, Apple has just shrunk the box on the new iPhone 12 to both improve logistics and help the environment. 

“Controversially plastic should not be seen as an evil in all situations, plastic packaging can be better for the environment than using paper and cardboard, for the same level of protection the plastic package may have a smaller “cube” and reduced weight so more items can be placed in containers and on lorries without damage, which therefore reduces the amount of pollution and resources consumed through logistics. These are just many complex trade-offs both consumers and companies need to consider.”

 

PlayStation 5 Supply Problems – ‘Size does Matter’ According to Supply Chain Expert

Posted on by David Priestman

Commenting on issues with the PlayStation 5 supply problems, Professor Richard Wilding OBE, Professor of Supply Chain Strategy at Cranfield School of Management, said: “Size does matter. The bigger the item the more logistics capacity is consumed. A large item such as a games console consumes more space and logistics providers need to understand the size of items to optimise logistics.      

“In logistics, we talk about ‘cube’. The smaller the ‘cube’ the more items can be packed on a pallet and loaded onto a vehicle.If the item has a large ‘cube’ less items can be carried. For example, if you can get only one item on a lorry then all the capacity of the vehicle is consumed, all the costs of running that lorry and all the CO2 generated are assigned to that one item.However if one thousand items are loaded on a lorry then it consumes 1:1000th of the capacity and all the costs and CO2 are divided by 1000.   

“Making products logistics and supply chain friendly is increasingly critical and linked to this is the science of packaging which impacts both profitability and the environment. For example, Apple has just shrunk the box on the new iPhone 12 to both improve logistics and help the environment. 

“Controversially plastic should not be seen as an evil in all situations, plastic packaging can be better for the environment than using paper and cardboard, for the same level of protection the plastic package may have a smaller “cube” and reduced weight so more items can be placed in containers and on lorries without damage, which therefore reduces the amount of pollution and resources consumed through logistics. These are just many complex trade-offs both consumers and companies need to consider.”

 

Precision Pricing Software

Posted on by David Priestman

Forensic profitability analysis for small and global businesses alike is available at a click with today’s supply chain software, as Paul Hamblin discovers.

Graeme Aitken has a job title I’ve never heard before: he’s VP Strategic Customer Pricing, part of the global pricing team at parcels and shipping behemoth DHL Express. In essence, he is available when the standard company pricing process becomes more complex. “If we have a profitability issue, whatever it is, I tend to get involved,” he says. “I also work on larger yield projects.So if we want to look at unprofitable customers, unprofitable lanes, I help come up with various yield initiatives.”

‘Complex’ in this context can mean several things. “It might mean complex operationally, where we might offer services beyond normal pickup and delivery, or it could be complex pricing. Examples might include running dedicated trucks to the customer; or we might have people working in the customer premises to process shipments on their behalf, perhaps including specialpackaging requirements or customs paperwork.”

Some years ago, as Head of Global Costing, Graeme Aitken built a new cost and profitability system for DHL Express. Historically, it was painstaking work, using the more basic spreadsheet skills available at the time and requiring detailed visits to DHL facilities to examine processes up close (“Time and motion studies, basically,” he sighs). By 2012, the company started to fully automate.
“So we now had every checkpoint for every shipment. Because we had that, we could cross reference it to the P&L, we could cross-reference it to the billing data. And we could produce margin data for every shipment that goes through our network.”

This is where data software vendor The Information Factory came in. The UK-based supply chain software specialist used this new profitability data to create a set of applications for Graeme Aitken and his
team which enable forensic analytical capability of DHL’s global network and processes. The results are astonishing levels of data knowledge that would have been inconceivable even a few
years ago.

How does it work, in layman’s terms? “We can look at groups of customers when we have a potential problem somewhere in the network. So, for example, we might have too much business on particular lanes. And if our planes are full, we either have to get a new plane, which is very, very expensive, or we take off the cheapest business that’s flying that plane; or we put in a rate increase, perhaps.”

The Information Factory has built the analytical capability to make these examinations very quickly. “Because I can specify a bunch of criteria,” Aitken goes on, “I can ask for, say, every shipment which is coming from Hong Kong, every shipment which is going to the US, every one over 30 kilos, or less than a certain price per shipment. With these high filter delivery percentages, I can specify such criteria and the system will immediately deliver, say, 50 customers that meet that criteria and need action.”

The data thrown up by the system is then shared with DHL’s relevant country management teams. “We will share everything with the country concerned, because the first thing we want to do
is check that the data is accurate,” Aitken explains. “If there’s a credit note, for instance, that needs to be taken into account. Then the country has everything it needs to fix the issue.”

All such knowledge is distributed through the system that The Information Factory built. “It creates the analysis at the front end, it’s the distribution tool for all the data, and then the country must come back and tell us what they’re going to do. And then we’ll go back to track it and measure the improvement.”

He says that The Information Factory is very good at building prototypes and showing what they can do for their clients, quickly. “It’s straightforward. Their experts say: ‘Here’s what we can do for you. Here’s how it’s going to work. Here’s a small testing set. Here’s how and why tests can be done quickly.’” And he wanted to succeed quickly, he confirms. “It can give me every customer with a margin of worse than minus 10%. If that’s too many, I make it minus 20, minus 25 minus 30. And I can run iterations of this stuff 20 times a day, if I wish. I will also go to the customer with the salespeople to discuss pricing. And you have this amazing information at your fingertips and you can show them why you’ve come up with the price you have. We can be very surgical in the actions we take.”

Flexible Fulfilment Functionality to Survive and Thrive

Posted on by David Priestman

The impact of COVID-19 has brought into sharp focus the need for agile solutions, such as warehouse software, to meet sudden changes to business operations says SnapFulfil CEO Tony Dobson.

Traditional business models are being turned upside down and facility rentals are soaring as brands try to capitalise on the e-commerce trend with a direct to consumer (D2C) offering, so it’s more critical than ever to consider the warehousing and logistics part of the supply chain. The solution sits with advanced, digital technology, which is central to tackling new challenges and optimising premium fulfilment centre space. It’s also key to satisfying more demand, staying competitive, plus managing labour efficiency and productivity.

The required change – particularly the shift from wholesale to individual order dispatch –isn’t an easy move. The days of distribution centres designed for bulk ‘pallet in, pallet out’ operations are numbered – and when space comes with a premium price tag, it’s essential that the WMS has the capabilities to effectively support smaller, incremental orders in the thousands.

It should also be specifically engineered to meet the needs of an ever-evolving market place without being expensive or time consuming to set in motion and reconfigure – even remotely.

Consequently, digital transformation of business will continue apace, with more automation to control stocks, fulfilment and delivery. A tier 1 WMS will integrate with other solutions, creating a valuable ‘blockchain’ network of peer-to-peer transactions. This lets firms share information about a container just once, but everyone up and down the chain can see that data in an instant.

Bosses can also access a real-time view of their business allowing them to make better, more efficient decisions based on solid data – essential in disruptive markets and with margins tighter.

Through blockchain technology, companies are also waking up to the value of the customer data trail and the loyalty they can harness through having a single customer view. This can only be achieved through integration and mapping each customer’s buying journey from start to end and beyond. And fulfilment is part and parcel of that.

Data analysis increasingly drives much of the decision making in business, which is why it is so important for companies to understand their past and current performance and challenges in order to succeed in the future.

D2C operations are in stark contrast to bulk or retail-based shipping, so a technology advanced WMS can really help keep goods and processes flowing, while managing staff and resource allocation, through the targeted data it collects and delivers. Savvy businesses are using data to identify trends and make important operational and fulfilment decisions based on a strategic version of their truth.

For example, when labour is at a premium and self-isolation is a reality, coupled with a rapid change in orders, then having data to boost the effectiveness of the available workforce, their picking and packing performance, plus available space– underpinned by highly efficient receiving and putaway activity – is crucial.

Data driven WMS also allows you to take a fresh look at shipping visibility and accuracy. There is an ever-growing expectation from consumers for fast and accurate order fulfilment and during a recession, business can be hard to win but easy to lose due to disgruntled purchasers. Incremental improvements in visibility and error reduction, however, will yield proportionately greater benefits to sales growth and customer retention.

Logistics Management Mentoring

Posted on by Keith McKinley

UK third-party logistics provider Johnston Logistics have launched an in-house management mentoring programme to help recently upskilled supervisors get the best from formal training. As members of their team recently completed ILM qualifications in Leadership and Management, the Norfolk-based logistics experts have sought to embed their new skills in day-to-day operations with support of their experienced colleagues.

“The mentoring programme is designed to support our team leaders. Our aim is to build strong foundations and impart key management skills so we continue to lead our team to deliver the very best for our colleagues and clients” says Jane Bull, Head of Business Support at Johnston Logistics UK. We know the importance of a great working relationship between every colleague and their line manager. It’s a powerful influence on morale and our overall company culture”.

Available to all those in a supervisory role, the mentoring programme includes coaching from senior managers on a variety of management techniques, including identifying the best solutions for many situations. Amongst the first-line managers to benefit from the programme is Rob Sweet who has subsequently been promoted from Supervisor to Manager of the Operational Support Team.

Sweet Jane

Sweet said, “Jane’s mentoring has really helped me understand the importance in treating everyone equally but respecting the different ways they are motivated. It helps me get the best from others and myself. I really feel supported to become the best manager I can and build a strong team around me.”

As well as one-on-one time working through real life scenarios together, Bull also observed Sweet leading team meetings including the induction and coordination of agency workers. With some supervisors recently completing Institute of Leadership and Management qualifications supported by the firm, the programme also been designed to help apply what they have learnt. The qualification aims to deliver effective and confident first-line managers, able to build better relationships and communication in teams.

The mentoring is intended to compliment other company policies by ensuring a consistent approach throughout the business. It also includes practical guidance on areas such as managing individual development plans on the recently upgraded HR system. As part of the initiative, the logistics firm have also revised their Employee Handbook and updated Employee Contracts to support their new Good Work Plan. This was introduced following their 2019 staff survey and includes enhanced employee benefits to reward the team for their hard work.

The 2020 staff survey reported that 83% of the team felt that the business supported them well in training, support and leadership; as well as their overall well-being.

Bull concludes, “We are really encouraged by the positive response to the programme. There has been a noticeable change in the team, generating even more positivity. A company is only as good as its employees, so we will continue to identify valuable ways to invest in our great team.”

From their 700,000 square-feet operation, Johnston Logistics UK deliver warehousing, logistics and fulfilment services for businesses throughout the UK, including major retailers, leading brands and manufacturers. The management mentoring plan is one of various investments being made by the company in their team as they continue to report positive growth.

 

Logistics Expert: “Gear up for Record Breaking Returns this Christmas”

Posted on by Keith McKinley

Logistics supply chains face chaos if they don’t get their act together when it comes to managing returns during this Christmas and into the new year according to the UK boss at multi-modal transportation management platform provider C.H. Robinson.

Nick Ghia (pictured), General Manager, North West Europe at C.H. Robinson, believes that supply chains will face unprecedented pressures throughout December and January as an expected surge in online shopping leads to more consumers returning goods. His warning comes as a recent report reveals that more than three quarters (77%) of British consumers now do at least part of their shopping online, up 16% on 2019, with UK online spending expected to exceed £74bn by the end of 2020.

He says: “There’s a real risk that supply chains will be caught out and be overwhelmed by a massive increase in returns due to what will be a record breaking year for online sales as people stay away from shopping centres and social distancing restrictions remain in place.”

Many retailers offer extended returns policies for items bought before Christmas and industry analysts predict that up to 40 per cent of online purchases are returned. The rush of returns typically start at the end of November following Black Friday and Cyber Monday and 2nd January is known as National Returns Day, with some 72% more returns than on a typical day in December. Also, more than three quarters (78%) of consumers look at the returns process before choosing where to shop.

Critical considerations

Ghia adds: “Companies need to ensure they have a robust return management strategy in place so they can provide the best possible customer experience and maximise value recovery from the returned items. There are a number of critical considerations and collecting data is key across the board so artificial intelligence, together with predictive analytics technologies, will have a significant role to play this year to make sense of all the information on millions of expected returns.

“Firstly, data needs to be collected on item condition and reason for return to determine whether an item coming back to the warehouse is suitable for resale or instead needs to be scrapped or repaired.

“Secondly, it’s crucial to gather data early in the return process as returned items can be unpredictable and follow no obvious pattern. It’s therefore critical that close tabs are kept on the items as they enter transit. Upon delivery back to the warehouse, the importance of visibility of the returned items is equally important so that the goods can be verified thereby preventing unnecessary inventory loss.

“Finally, controlling the items that are sent back to the warehouse in the first instance is key. Having every return go back to the warehouse can tie up vital operations. By controlling returned items, companies can dispose of or donate items that are not saleable in store.”

 

Improved Store service and Supply Chain Performance

Posted on by Keith McKinley

German Retailer REWE is optimizing its supply chain process at its centre in Neu-Isenburg in order to be able to react to flexible dynamic puchasing behaviour. The retailer is working with the German logistics contractor WITRON to achieve this.

The project means REWE can pick more than 5,000 slow-moving items such as canned vegetables or wine packages ergonomically and store-friendly from the storage tote onto store pallets or roll containers. This is achieved by a 5-aisle AS/RS with a total of 25,000 storage locations at four workstations. It is an optimizing supply chain process that generates not only cost-efficient and logistical advantages, but also ecological benefits. This is because REWE would only need to transport 30% fewer totes to the store and back to the logistics center.

In this respect, the “goods-to-person” solution OPS (Order Picking System) will precisely be connected to the already existing tote picking system DPS (Dynamic Picking System). WITRON has worked to design the picking system in such a way that no structural changes to the existing building are necessary.

Both modules interact intelligently with each other in inventory management and picking. This means all items can be picked both in OPS and in DPS. A WITRON warehouse management system dynamically determines the most suitable picking system, according to priority and depending on the “most cost-efficient” pick”, “fastest pick”, daily volume, season, or the respective product group. In addition, the existing DPS repack is also used for repacking into the OPS totes. Storage into the OPS system can then be either single-stage and directly from the repack area into the OPS or two-stage with interim buffering in the DPS.

Since early 2015, REWE has been supplying more than 6,500 customers throughout Germany with 17,500 different dry goods from its logistics center in Neu-Isenburg. On a peak day, more than 500,000 pick units are picked in a store-friendly manner. During the design phase, the overall system layout has already been developed by WITRON and REWE in a way that it can be adapted flexibly and sustainably to new requirements regarding growing volumes, number of SKUs, and permanently changing business processes. It was also taken into account that future extensions can be integrated largely without any problems during ongoing operation – both in terms of IT and mechanics.

 

 

Plus Retail B.V Optimises Supply Chain

Posted on by David Priestman

The food retail company, Plus Retail B.V. is optimizing its dry assortment supply chain. At the heart of the project is the construction of the new “National Distributioncenter” in the city of Oss. From there, all store orders will be processed centrally. The company will use sustainable and leading-edge logistics systems that are linked with one another. The warehouse logistics processes, which had previously been operated conventionally, will now be completely automated. The order for the design and implementation was awarded to the German general contractor WITRON.

The facility is set to supply 270 stores around The Netherlands. The supply chain project will go live in 2022. On a peak day the fully and semi-automatic  WITRON systems are able to pick and consolidate more than 410,000 cases onto roll containers and into totes. This will be achieved via OPM (Order Picking Machinery) with 20 COM machines, DPS (Dynamic Picking System) with 12 workstations, and CPS (Car Picking System) .

A mechanized pallet warehouse will be integrated into the facility. There will be 26,800 storage locations, a tray warehouse with 357,000 storage locations, as well as a tote warehouse with 27,500 tote locations. Highly dynamic conveyor system elements from WITRON’s subsidiary FAS as well as the intelligent WITRON software portal 4.0 will ensure a material flow that is perfectly connected in a physical and data-related manner.

The Dutch food retailer, Plus Retail B.V., headquartered in Utrecht generated sales of 2.61 billion Euros with 19,000 staff members in 2019. The market share in the Netherlands amounts to 6,5%. The retail company sells its products through its entrepreneurs and its online portal.

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