What is a warehouse audit. Warehouse management

Already in Russia, the time has come when it is relatively inexpensive to hire a competent specialist from the consulting services market and get detailed advice from him regarding the “well-being” of your warehouse. Suppose you found the right “specialist” that has all the necessary qualities (although this is not easy), and sent it to your warehouse. What will he be able to see in your warehouse with his scientist and “uncovered” look? A lot of interesting things if you know when and where to look and with whom and how to talk ...

When a person comes to the doctor, the aesculapian first checks his pulse, pressure, temperature, and according to the state of these and some other easily measurable indicators, he judges how healthy the whole human body is, whether it is necessary to continue to examine it further, or whether you can immediately make a final diagnosis and start treatment immediately.

So is the warehouse. If you want to find out how effective the entire business is, it is more logical to start with an audit in the warehouse, and then a lot of things will immediately become clear and understandable.

You ask: why exactly does the warehouse act as this indicator - why, for example, not buying or delivering or selling with finances, because they are also important links in the supply chain?

The answer is: to understand the complex, you must first turn it into simple. Shelf, as they say, "separate the flies from cutlets," and so on ...

"Cutlets - separately ..."

You ask how to do this? How to simplify, for example, a complex and cumbersome system of accounting and control of commodity and financial flows, or how to evaluate the effectiveness of the IT system of a large holding company, or how to find out how effectively your money is being converted into upgrading any systems and technologies, and how, finally, to find out when the promised profit from this modernization will appear?

I answer: there are two ways. You can invent some even more complex system so that you can use it to try to evaluate the above systems and, as a result, perhaps complicate things even more, or you can just carefully look at some indicators lying on the surface, such as in a warehouse, and make necessary conclusions.

And what important indicators are in stock?

Over the years of my practice, engaged in the audit of supply chains at various enterprises, with a wide variety of warehouse technologies and the degree of equipment with various, modern and not-so, ways to analyze inventory management systems, for a preliminary analysis of stock status, I always first went to the warehouse and approximately within one business day, he almost unmistakably knew how efficiently stocks were managed in this company.

By and large, after all, a warehouse is a certain indicator by which one can judge business performance without error, just as, for example, by a person’s pulse ...

In the process of further in-depth and comprehensive study of the data from the CIS (corporate information system) and conversations with the heads of departments and company management, I almost never found any good reason to change my mind about the stock status that I had after visiting the warehouse.

What else, besides the state of stocks, can be found out by warehouse indicators?

As a result of a warehouse survey, you can find out how effectively money is spent on its maintenance, reconstruction or construction.

You can also find out how efficiently used storage space, shelving and lifting equipment.

You can also find out how efficiently the wage fund is spent, how productive the staff is, how effective its motivation is, what is the culture of production in the warehouse, how it affects the quality of operations. And still very, very much interesting and useful can be learned from a professionally conducted audit.

Another conversation is that not everyone does not always want to know the truth about their warehouse, but this is another topic that is not related to warehouse technologies, although no less important in this context.

I will not reveal all my secrets here, I will just give one example to illustrate how useful a simple visit to the warehouse by a logistics specialist and SCM can be.

Well-structured chaos

Imagine a warehouse of a distribution company with an area of \u200b\u200bapproximately 3000 m2, with a height of 10 meters to the bottom edge of the beam, with rack storage of 4 tiers, floor at +1.2000, bulk, with docks, with shipping / acceptance areas, ready-made orders area, storage area and area marriage. Everything as expected, just a dream, not a warehouse!

The warehouse, by the way, is real. The owner ordered his design and construction according to a template project taken from a beautiful picture on the Internet.

I did an audit of this warehouse in 2011.

Entering the warehouse, at 9:00 I saw a cluster of cars on the platform in front of the docks for loading, with a carrying capacity of 1.5 to 10 tons, and several heavy trucks (parishes) on the territory.

Cars for loading were filled with the help of a loader, which removed pallets of goods from open docks, put them in front of cars, and then loaders and storekeepers manually loaded and placed the goods in vans. Why for these operations a warehouse with docks is unclear.

Since the docks were thus busy, the "wagons" that came to unload the parishes stood and waited for the end of the loading flow.

For example, in a warehouse you can evaluate the efficiency of using stocks almost without error ...

Having entered the warehouse, I saw a shipment area occupied by pallets with goods intended for shipment, used as a zone of ready orders.

All other processes during the discharge shipment were not performed due to lack of personnel and space for operations.

While in the storage area, I examined the base cells and saw that the goods in the base cells were not laid out so that it was convenient to pack, but scattered (as if they were packaged for the last time).

In the picking area there was goods that had not been taken for a long time (it was clear that it lay for a long time, along an even layer of dust on the boxes), and goods in randomly torn boxes (piece), including those scattered in the aisles between the racks.

Stacking the goods was done by a reach truck and an electric lift truck, which could move the goods no higher than the third tier due to the fact that the aisles were cluttered, the equipment was idle (they “saved” in their time the g / p technique).

The last tiers of the shelves were 90% empty. The third tiers were filled with 50 percent, the second tiers were full - there was practically no stock of empty cells in them.

From communication with the stacker, after he removed several pallets for me, I came to the conclusion that the rotation of the goods is unsatisfactory.

By the amount of dust on pallets with goods from the fourth and third tiers, it was clear that this product stood for more than a month without movement, and some items were much longer (it turned out that some items stood since the start of the warehouse). The goods are either not marked at all or marked incorrectly (the delivery date, lot number, product code are not indicated).

Having talked with the warehouse manager, I found out that the warehouse runs without "blanks", when recounting the goods are not removed from the upper tiers (what is written in large format with a marker on the boxes).

After observing the operation of accepting the parishes a little later, I saw what I expected to see: most of the goods that arrived at the parish did not set up, as it should be according to the FIFO principle (or any other way), it just landed sideways (in the aisles ), because there was a shortage of goods that arrived and this product had to be shipped to the nearest shipment.

Thus, with the naked eye one could see that in this warehouse only about 1/3 of the total volume of goods actually turns around, and the rest of the goods simply takes up the remaining space with almost no movement.

No ABC analysis of the warehouse could show the problem more clearly than it was currently visible in the warehouse.

It was located among other things, its collection and decommissioning was carried out once a week.

Warehouse staff changed constantly, the “curve”, the team as such was not there, people worked from inventory to inventory and changed every 3 months.

With all this, the head of the business hired highly paid specialists in inventory management, who never went down to the warehouse at all, but at the same time provided him with a lot of different smart tables and calculations regarding the state of stocks in his warehouse ... and, strangely enough, he believed them.

Improve the efficiency of your business throughout the supply chain! And do not be afraid to once again look at the warehouse to see what is really happening there, and to chat with the warehouse staff! ...

In addition to this, the head of the business had to make decisions within the framework of strict distribution agreements, which provided for tough conditions for the selection of overestimated volumes of goods at a pleasant percentage of bonuses.

The condition for receiving these bonuses was that the supplier could at any time, without any approval, ship a shipment of goods that exceeded several times the usual rates of arrival. As a result, the goods were displayed in the aisles, and all warehouse processes were significantly slowed down, or even stopped.

In the end, the company incurred some indirect costs, which were more difficult and unpleasant to calculate than the direct benefits of bonuses associated with an additional bonus to the head of the business and some of his subordinates, but in magnitude these losses even on the surface were significantly higher than bonuses.

After conducting an audit of the warehouse, procurement and delivery, the head of business of this company received a full breakdown regarding the existing problems by priority, and he gradually began to deliberately address them.

Thus, the audit of the warehouse must be done. Do not make it so that, as in the above example, you had to freeze 2/3 of inventories in illiquid assets, following the lead of counterparties.

It is clear that there are fewer personnel with high salaries in the warehouse who are able to lobby the interests of the warehouse with the company’s management, but you still don’t have to make a “garbage pit” from the warehouse and take the “jambs” of all other departments there. All the same, in the final analysis, it will only aggravate the general situation.

But even if your warehouse is not so bad as in the example I described, you still do not have to stop there.

Instead of an epilogue

After all, even the most modern and smart accounting planning and control systems will not be of any use if they analyze data that is not related to live and really current processes in the warehouse.

Yuri Kolmachikhin, Logistics and SCM Expert, for Consultant Magazine

Help your business grow

Invaluable experience in solving urgent problems, answers to complex questions, specially selected fresh information in the press for accountants and managers.

How to audit the warehouse
Dmitry Perov, Head of the implementation and support of logistics systems company ANT Technologies, © LOGISTICS and management www.logistpro.ru

The business has long been successfully automated, ERP is installed in the company, and WMS is in stock. A large amount of statistics has been accumulated in the databases of these systems. A lot of work is required in order to understand where, when and who makes mistakes and whether these errors are caused by incorrect construction of the company's business processes.
A huge advantage of this project is the deep interest and support of the senior management of the company. In fact, this is the resolution of a complete diagnosis and readiness for any procedures, not only therapeutic, but also surgical. You can change the physical and informational processes, staff motivation scheme, etc.

At the first meeting, the strategic goal was defined: “In November 2008, the remaining goods in the warehouse should be such that it was possible to refuse to rent additional warehouse space from outside organizations and not to resort to their assistance throughout 2009. At the same time, the company's turnover should not decrease. ” Reengineering financing - from the funds saved as a result of refusal to lease additional space, liquidation of stocks, as well as by improving the operating performance of the warehouse.

Diagnostic Algorithm

Step 1. We carry out the analysis

We started, as usual, with an ABC analysis. Conducted it in the simplest way: up to 80% of the goods - group A; 80–96% - group B, the rest - group C. In one report, indicators were summarized in three parameters: in units, in sales and profit. Most products belong to all options in one category: AAA, BBB, CCC. It turned out that the main turnover is 24% of the goods.

Then they estimated the excess inventory. Stacked up stock for each category C item if it exceeds the annual sale of this product. It turned out about 400 tons. At first glance, for a warehouse of 8,000 pallet places there are not so many, but on the other hand, in connection with such a low turnover, the question arises - are these positions necessary at all? Together with the management, they decided that such positions should be eliminated. According to ABC analysis, it is difficult to judge which particular positions you need to get rid of, since there are goods that are sold in small quantities, but steadily. Refusing them means losing a small, but part of the income.

Step 2. Define the sales curve

The XYZ analysis is usually used to identify stability and instability. In theory, everything is simple: stability is determined using the coefficient of variation calculated by the formula (the higher the coefficient of variation, the more unstable the object):

Ni \u003d 1 (xi - x–) 2
n \u003d n ґ 100%,
x–

where xi is the value of the parameter for the evaluated object for the i-th period;

x is the average value of the parameter for the evaluated object of analysis;

n is the number of periods.

After calculating the coefficient of variation, the goods are divided into groups, for example, as follows:

group X - objects whose coefficient of variation does not exceed 10% (stable group of goods);

group Y - objects with a coefficient of variation for which is 10–25% (group of goods of medium stability);

group Z - objects whose coefficient of variation exceeds 25% (unstable group of goods).

We tried to make a calculation “on the forehead” - they received that all goods belong to category Z, as expected. This calculation option is suitable only for a business in which seasonality is either low or not manifested in all products. Then the calculation allows you to identify seasonal goods. In our case, seasonality is such that for some part of the time the product is not sold at all, and this applies to almost every position. As an example, the graph shows the sales of one of the goods for the last 33 months. The cycles are visible to the naked eye. Every 12 months, the picture is repeated, for example, from 5 to 8, from 17 to 20 and from 29 to 32 months of sales. A linear trend line is plotted on the chart, showing that sales are growing from year to year.

Step 3. Define a non-random process curve

Thus, it can be assumed that there are two processes. One is not accidental, it is determined by two factors: a trend showing how the average sales value of a given product is growing, and a seasonality factor by which it is necessary to multiply the trend value. The second process is random (model); it causes a deviation of real sales from the nonrandom process calculated by us. A non-random process superimposed on the fact of sales for the same product is shown in the graph of the orange curve. Failures are predicted quite well, but there is a problem with sales peaks, the methods of dealing with which must be considered. To illustrate, the product for which the curves go close was not specially chosen.

Step 4. Calculate the difference between the model and the fact.

A random process is equal to the difference between a model and a fact. The graph shows a curve of a random process (the modulus of the difference between the model and the fact). It is this deviation that we will take into account in our coefficient of variation. In the above formula, the difference in the numerator is our module, and x in the denominator will be the average value not from the fact, but from the value of the model. Thus, we removed the nonrandom process from the coefficient of variation. For the example taken, the coefficient of variation will be 1.27 (127%).

Step 5. We determine the actual sales

Perhaps for this product there is a model closer to reality, but we are interested in practical aspects, so for our purposes we consider this model adequate. For greater certainty, we made the following calculation for several dozen products: we took the actual sales without the last three months, carried out the calculation of the model and predicted three months ahead. It turned out quite similar to reality. In order not to make a mistake with the level of reserves at the peaks, we applied the following technique: we multiplied our model by 1 + coefficient of variation. As you can see in the graph, the actual curve almost always lies between the two curves of our model.

Step 6. Analyze excess stocks

Let's see why an excess stock is created. We already have an answer to this question - our model can give it. Imagine that we have no stock at the point zero of the time axis, and we predict the sale in the first month using the orange dashed curve taking into account the random component. To do this, we need to buy the amount that should be sold in the first month. But in reality, we will sell not this quantity, but what the actual sales curve shows. Next month we will buy as much as necessary to supplement the stock of goods to our forecast. If the remaining stock is larger, we do not buy anything. On the procurement chart, the lines are shown in orange and the balances at the end of the month in blue. As you can see, in the months when there is no sales, there are balances in the warehouse. This is due to the fact that the decline in sales is sharp, and there is a peak in front of it. Stocking up to ensure the peak, we create the very excess reserves. The linear trend of residuals in this model is decreasing, but it is different for different products. This is also our ideal residual model. In fact, the orange dashed curve was predicted intuitively and real stocks are even larger than in the model.

Step 7. Overstocking Activities

To deal with excess stock, it is necessary to order smaller batches of each product. It's not so easy. Today, the purchasing department uses sales history from ERP and intuition. The result of this work of buyers and initiated our project. It is necessary to build a new procurement model and create a convenient software tool on its basis. The sales model built in this article will be used by us in the future to calculate the coefficient of variation and take it into account in the XYZ analysis and draw up a sales plan. We have already done the ToR for ABC-XYZ analysis, and programmers are doing it in ERP implementation. Calculating 4000 products in Excel is not an easy task, therefore, in a wonderful table processor, we only model approaches to our problems. We will calculate the data for real work in ERP. A hard-to-sell part of a product of category CZ will be identified, a moratorium on the purchase of this product and measures to get rid of it will be announced.

Bulk shipments of goods create excess inventories on a monthly basis in case of sales downturns

The logic diagram of the software tools will be considered by us in the next article. Then we will build a procurement model. Next, we will design tools and measures for reengineering, regulations and motivation, and we will apply all this in practice. We don’t know what will turn out in the end, but we are sure that we will lead the project to the goal formulated by us and in November the warehouse will be free of summer goods.

Not a single warehouse can do without certain specialists, thanks to which, in fact, it functions. First of all, these workers are the warehouse manager, storekeepers and movers. What responsibilities are assigned to each of them? In this book we will consider the functions and duties of the warehouse manager, since this particular employee is directly related to the organization of warehouse accounting. And also, how to organize the work of the warehouse.

* * *

The given introductory fragment of the book Managing the warehouse. Note to the warehouse manager (Andrey Bat) provided by our book partner - LitRes company.

Do it yourself audit

Timeliness of order fulfillment, uninterrupted work in workshops and the reputation of the whole company depend on how the work at the warehouse is organized. Whatever it may be, whatever products are stored here, its function remains unchanged: a warehouse is a buffer designed to harmonize site capacities, production and sales, combined with an area for processing inventory items, where the product changes shape, completeness, condition etc.

The visible basic elements of the warehouse system that are constantly in interaction are:

staff;

equipment;

inventory items.

Do not forget that there are other elements involved in the system:

processes

document management and accounting system;

organization of work.

We will deal with each of them in turn.

When, upon entering the warehouse, we observe lively work - some workers unload goods, others load, still others move them around the warehouse, fourth draw up documents, someone directs, someone carries out - we unwittingly create the illusion that everything is going as it should , work in full swing, and everyone at work. But vanity is not an indicator of effectiveness. On the contrary, it is evidence that this warehouse “organism” is sick and needs urgent treatment.

In a normally organized and managed warehouse system, by definition, there can be no concentration of personnel and ongoing processes in one place and at the same time. Silence and tranquility prevail in the well-organized warehouses, the work is carried out in a measured manner, employees are not crowded here - only lonely employees are doing their job slowly and without distraction.

Let's try to look closely at what is actually hidden behind the “active” life of the warehouse described above, and determine the possible causes of the arrears and turmoil that are often perceived by us as a natural state of affairs:

The presence of material crosses, intersecting material flows, indicates improper space planning and irrational distribution of work, which increases the possibility of errors and the risk that goods will be sent for other purposes.

The presence of technological crosses, intersecting routes of movement of equipment and people, leads to inhibition of work and increases the risk of damage (both equipment and employees).

The lack of proper planning of the warehouse (work on the fact of the need) leads to the fact that the planned operations intersect in time and space, creating a load on the same elements of the warehouse system.

The inefficiency of shift work organization arises when the load on the warehouse is estimated by averaged indicators (for a week, a day) and shift work organization does not take into account real load peaks in processes and operations.

Ineffective organization of work - when the line manager does not know what, who and when should do, the workers make these decisions themselves, which, in the absence of an organization and a “command center”, ultimately turns out to be fatal for any system.

These are the simplest but at the same time the most global warehouse problems that immediately catch your eye when you carefully monitor how the work is carried out.

Let us dwell on some elements of the working atmosphere of the warehouse and consider them in more detail.

Inventory

The easiest step in conducting an “audit with your own eyes” is to monitor the condition, handling, storage and movement of inventory items.

With regard to goods and materials, a group of simple signs of the existence of problems of the warehouse system can be distinguished:

Goods and materials are in stock outside the system of logistic units (box, pallet, container, etc.);

Goods and materials are stored directly on the floor without reference to any zone (identified according to the accounting system);

packaging sales or storage unit (movement) of goods and materials damaged;

Goods and materials are in stock without any packaging;

Goods and materials are in stock without an identification system (identification is carried out by appearance or is difficult);

Goods and materials are in packaging, in a logistics unit, but in a form that makes it impossible to process them without additional costs and operations.

The presence of such problems in the warehouse allows us to draw disappointing conclusions:

the storage system is not implemented in the warehouse;

rules for working with goods and materials are not developed or not communicated to employees;

warehouse workers do not comply with the rules of work with goods and materials;

the accounting system has not been implemented in the warehouse or its implementation is impossible;

low level of performance discipline and organization of work in the warehouse;

the level of balances in the accounting system never matches the actual;

additional costs are constantly required for rejection, repackaging, purchase of packaging materials, etc.

there are frequent cases when at the time of submitting a request, goods and materials are not ready for shipment, which leads to an increase in the lead time or its failure. Since if, for example, out of 10,000 boxes, 50 are damaged, lost or not packaged, the order cannot be considered complete. The result in any case will be additional costs and disruption of the order.

the problem of a shortage of people, equipment and space will arise regularly, as part of the resources is constantly directed to additional operations.

The worst thing for an enterprise in such a situation is not even a loss of profit from a failed order and not wasted time. It is much worse if the warehouse workers (movers, storekeepers, warehouse manager, logisticians), daily encountering these failures and their consequences, do not notice them, considering everything that happens to be NORMAL. In this case, the problem is not some part lying on the floor; the problem is much deeper and its solution will require a change in the entire system and, possibly, the replacement of many employees.

Warehouse storage systems

The next element that you should pay attention to during the “audit with your own eyes” are storage systems and equipment, in other words, various shelving structures and how they are used, how materials are stored and processed in them.

There is a group of simple criteria that allow you to fix problems using rack structures:

1. Each rack system is designed to be stored according to certain principles.

not efficiently store and process units or components on pallet racks;

it is not efficient to place a different assortment in the tunnel of entry racks;

it is not efficient to store units or components in a block-floor system without passages for trilateral processing.

2. Each rack system is designed for processing with special equipment (hydraulic or pick-up truck, stacker, forklift, etc.).

it is not efficient to carry out manual selection of goods from rack systems designed for processing by machinery;

it is not effective to allow personnel to work at height with goods stored on rack structures;

it is not effective to use one type of equipment for working with all types of racking systems.

3. Each rack system is an expensive design, no less valuable than equipment or goods stored on it. It also requires a careful attitude, therefore it is unacceptable:

broken racks and bent beams;

torn and missing plates and instructions.

The most common problems associated with warehouse storage systems are:

incorrect design and placement of racking systems (excluding transportation routes, inventory flows, loading and unloading methods, etc.);

inefficient use of racking systems, which leads to unnecessary costs;

permanent additional maintenance costs arising from improper handling of storage systems;

permanent replacement of elements of rack structures damaged due to improper handling;

long time of picking an order;

a large number of personnel required to complete the work;

lack of space for the assortment;

lack of equipment for system maintenance;

lack of picking places for product selection;

the impossibility of the normal functioning of the accounting system.

The biggest disappointment is often the lack of benefits from investing in the modernization of warehouses (the construction of a new building, the purchase of expensive equipment and shelving systems). The reason for this most often is that the warehouse staff, to facilitate the work of which these investments were made, working in the usual way, nullifies all efforts by destroying rack systems or not fully utilizing their advantages.

Warehouse equipment

Conducting an “audit with your own eyes”, you can’t ignore the warehouse equipment, which includes all types of mechanisms designed to move goods and materials in the warehouse.

Concerning technology, the audit is simplified, since all the problematic parties are usually quite obvious, although they are often ignored even by those employees who regularly encounter them:

the equipment is in poor condition (contamination and signs of damage);

the equipment has inscriptions, drawings, devices not provided for in its passport;

not all of the available equipment is involved in the processes;

there are “abandoned” pieces of equipment in the warehouse or complex;

during operation, the equipment runs out of charge or fuel;

there is a constant problem of lack of equipment, there are regular requirements to purchase several additional units;

in the presence of service departments that carry out repairs under the contract, there is also its own mechanical and repair sections where something is constantly being repaired.

The presence of the above "symptoms" indicates the existence of the following problems:

there is no separate schedule for the operation of the equipment, consistent with the schedule of loads;

real needs in technology are not identified, there is no relationship between the volume and frequency of work and the number of units of equipment;

personnel are not personally responsible for the equipment used;

the equipment is maintained and maintained without observing the rules of work on the data sheet.

Surprisingly, in practice it is difficult to meet at least one warehouse, which, according to the head, does not require several more units of warehouse equipment. And at the same time, in almost every warehouse you can find opportunities to reduce its quantity or increase its productivity due to rational use and maintenance.

Packaging and Supplies

Among all the warehouses, whether industrial or commercial, there are hardly 20% where the rules and procedures for handling packaging and consumables are precisely spelled out, areas for their storage are identified and the necessary resources are allocated. The problems that arise with them are similar to the problems with goods and materials, although they have some specifics.

Looking at your consumables and packaging “in a new way”, you may find that:

they do not have a fixed storage location, being in a mess throughout the warehouse or enterprise;

there are no exact data on the number of species used and their nomenclature;

they are not present in the system of accounting for balances or their recorded amount never corresponds to the real one;

despite the constant purchase, they are regularly lacking, which causes delays in the processes;

there is no current regulation on the treatment of them, as well as responsible for their use and consumption;

regular complaints from suppliers and customers about the use of the wrong materials.

Such seemingly insignificant problems can have very serious consequences for business:

without accurate accounting, the share of packaging and consumables in the unit cost of production will never be determined;

the costs of packaging and supplies will be constantly allocated to general and overhead costs;

you will create artificial consumption rates that will not be respected;

due to the lack of a permanent zone for packaging and consumables, places of their intermediate storage will be everywhere;

littering of materials will constantly impede passage; they will be shifted from place to place as necessary.

You should also understand that the appointment of a storekeeper and a loader, who are responsible for packaging and consumables, will not solve the problem. Unlike other problems of the warehouse system, this completely lies in the absence of warehouse accounting, which is as different from accounting as accounting differs from financial. Only with its effective functioning is it possible to begin a more rational use of packaging and consumables.

Warehouse staff

Storekeepers and movers do not become - they are born. This joke has good reason, since the warehouse staff is unique in its characteristics. Nowhere are so many revolutions and strikes taking place, nowhere are so many ultimatums being put forward, and nowhere are there people so disinterested in the absence of a qualitative result. The secret is that they do not feel they are valuable employees who create added value, but they are used to the fact that they are always considered guilty of everything.

Problems of this link are easily detected when observing their work:

they go in groups and work for 2-3 on one operation, process;

there is always one observer for one or two employees;

if you ask the foreman or storekeeper to name all the people working in the warehouse and indicate who is working on what process at the moment, you will not hear a clear answer;

each time a different number of people change;

not observed safety precautions;

they are inaccurate with goods and materials;

they wear shoes and clothes not prescribed by the rules;

they talk on cell phones and eat in the wrong place;

profanity is constantly used;

smoking is allowed on the territory, employees visit the smoking area in groups of 3-10 people.

This state of affairs provides the basis for the following conclusions:

chaos reigns in the warehouse;

warehouse management unprofessional;

lack of performance discipline;

a group of "old-timers", experienced employees who are confident that they know how to do their job and do not recognize the rules and regulations, manage the workflows;

In such a situation, you find yourself completely dependent on warehouse workers regarding the execution of orders and applications, and no pay system will improve the quality of work.

Actually, it’s worth looking into the “smoking room”, hearing the radio playing loudly, drowning everything around, seeing the scurrying personnel depicting violent activity — and this will be enough to admit that there are problems with the warehouse personnel. The difference is only in the depth of the defeat of this "disease."

Warehouse processes

The ability to prescribe processes greatly facilitates the life of the leader, allowing you to organize work in the most efficient way, constantly see the sequence of operations performed, understand who is responsible for what part of the work. But many, taking this method as a universal recipe for efficiency and starting to use it in a warehouse, are faced with a complete rejection caused by the fact that, unlike production warehouse personnel, they do not perceive their work as creating value for the client and the entire enterprise, are indifferent to the concepts technologies, their sequence and production culture. Therefore, be prepared for the fact that at one time to register and implement the necessary warehouse processes will not succeed.

So, how do you carry out an “audit with your own eyes” in relation to warehouse processes? The most attractive thing in such an “audit” is that there are no “special” and “unique” storage facilities, and you should always keep this in mind. Do not be fooled by the statements of storekeepers, warehouse managers and even complex managers that the proposed methods for improving the organization of work in the warehouse will not work “because ...” - any explanations explaining why this warehouse differs from its analogues follow. But any warehouse is designed to perform the same basic tasks: acceptance, placement, storage, picking, inventory, shipment of goods and the implementation of a group of processes and operations related to the processing of goods (formation of sets, packaging, preparation, etc.).

Therefore, to determine how technologically advanced and correct the processes carried out in the warehouse, you can do the following:

Request all types of warehouse documents governing warehouse processes (regulations, procedures, instructions, algorithms, orders, orders, etc.), and check the knowledge of managers and employees, including how relevant these documents are.

Check any employee for an understanding of the process (ask for clarification of what, why and why he is doing, what result it should lead to and what will happen if the process is not completed on time).

Try to disrupt any operation or process and observe what results it will lead to by tracking the speed of reaction and decision-making (and determine whether changes will be noticed at all).

Certify managers and employees using cases, suggesting conditional situations that may arise in the process of working in the warehouse, and asking to describe their actions. Example of a task: a car with damaged goods arrived at the warehouse, the procurement manager is unavailable, 1 hour before the end of the working day, and the driver is in a hurry to leave. Having come up with up to 20 such questions, you can fairly objectively assess the readiness of your staff for a variety of situations.

End of fact sheet.

Warehousing in many companies is a “headache” for top management: either they cannot find the necessary spare parts, then due to a shortage of basic material, production is idle, then a “mountain of illiquid assets” suddenly appears, not to mention the need to ensure the safety of all goods stored -material values \u200b\u200b(hereinafter - goods and materials). An auditor is called upon to help in such a situation, who will conduct an audit diagnosis and develop recommendations that allow both putting things in order in the warehouse and constantly maintaining it in the future.

Material liability

The first action of the auditor is to pay attention to the liability agreements, the procedure for their conclusion, the list of employees covered by such agreements, do they comply with the form of the “Model agreement on collective (team) liability” (Order of the Ministry of Labor dated 05/12/1996, No. 43), Are the requirements of the Labor Code complied with.

Moreover, liability agreements should be concluded not only with warehouse workers, but also with material and technical supply specialists. An important aspect when it comes to full financial responsibility is the correct staffing, since not all employees can be brought to full financial responsibility, but only those whose posts are listed in the Decree of the State Committee of the USSR Council of Ministers for Labor and Social Affairs dated 12/28/1977 No. 447/24.

Work "in the field"

Standard sources of audit information: invoices, waybills, invoices, letters of attorney, letter of authorization, contracts for the supply of goods and materials, receipts, documents for the release of goods and materials into production, warehouse inventory cards, accounting registers, balance sheets, warehouse reports.

Before taking full-scale actions, it is important for the auditor to understand the specifics of the company, therefore he should spend at least one day directly at the warehouse, fixing the situation “as is” for himself: to observe the performance of official duties by the warehouse, ordinary storekeepers, movers, drivers; analyze the main business processes of the warehouse - acceptance, vacation, internal movement, returns, preparation of primary documents, preparation of a report on the warehouse for delivery to accounting.

At the same time, without wasting time, the auditor should conduct a mini-interview of the indicated warehouse employees, as well as material accountants, financially responsible persons of structural units, both delivering goods and materials to the warehouse and receiving goods and materials. It is necessary to find out from each category of personnel whether this employee understands the business process that is being carried out, what and in what sequence he does, what the result should be. Particularly resourceful auditors can intentionally disrupt the course of the business process and observe the reaction rate of the staff, the result and decisions made, and draw appropriate conclusions.

Then it is advisable to confirm the subjective material collected in this way with statistics - to conduct a survey of personnel, compiling a survey based on the information already received. The main task of this stage is to answer the questions: “According to the staff, is there“ order ”or“ mess ”in the warehouse? What are the negative aspects of the warehouse? What are the suggestions from the staff? Who benefits from the chaos in the warehouse? "

In addition to the questionnaire, you can take advantage of personnel certification using cases and inviting employees to describe the course of their actions in a deliberately difficult, force majeure, controversial or conflict situation. The auditor must develop such cases in advance, based on his practical experience.

Problems with the storage system that the auditor should pay attention to: inventory materials are difficult to identify (lack of labeling with labels, article numbers, barcodes), inventory items are not packaged, are without appropriate containers (pallet, box, etc.), or packaging / packaging is damaged, Goods and materials are placed on the floor, without identification to the place of storage.

It is important to verify the functioning of the enterprise’s access control system (PPC): on the basis of what documents are the goods and materials issued outside the territory of the enterprise, who authorizes the release of goods and materials outside of the enterprise; how is it controlled by taking into inventory of all goods and materials that crossed the territory of the enterprise (brought by suppliers or suppliers), are there any facts of goods and materials coming directly from suppliers to production, without the participation of the warehouse. The accountant of the material department must daily check the data of the checkpoint and the warehouse for the coincidence of the number of goods imported and exported.

A detailed study of the documentation ...

... instructions, techniques, orders, provisions governing the procedures for incoming control, posting and issuance of goods and materials, internal movements, and other business processes in the warehouse. It is better to request such documents from several structural divisions at the same time - from the warehouse itself, from the accountant, in the internal audit department - and find out if there are any differences or even contradictions in such documents. Many will have a question: “Why first direct observation of the warehouse, and only then study the documents?” The answer is simple - the auditor already has a practical picture of the situation in the warehouse, he can study these documents critically and with all severity. As a rule, the following problems are immediately apparent:

a large number of warehouse business processes are not documented;
the operations prescribed in the instructions are performed with their violation;
often the staff acts on the basis of their experience, but does not rely on regulations;
many warehouse processes, “beautifully” written on paper, are in fact not followed by anyone, hence accounting errors, chaos and confusion in the warehouse, redundancy of personnel;
additional time expenses for picking and packing are constantly required;
lack of storage space.

Work with providers

Particular attention should be paid to the so-called set of documentation for working with suppliers. This is usually:

instructions for acceptance of goods and materials in quantity, completeness, quality. Many old-fashioned experts refer to Instructions P-6 and P-7, approved by the Resolution of the Arbitration Tribunal of 06/15/1965 and 04/25/1966, respectively, but it is better if the company develops modern instructions on their basis and uses them already at the stage conclusion of the contract. Therefore, the auditor should also analyze contracts with suppliers: how is the procedure for acceptance of goods and materials written in them, does it protect the interests of the company from unscrupulous suppliers, is there a link to the relevant instructions;
an order to create a commission for the acceptance of goods and materials;
acts of incoming control;
logs of the results of input control;
receipt warrants - documents drawn up by warehouse employees on the basis of the supplier’s invoice in confirmation of acceptance of the goods and materials received and indicating the purpose of the goods and materials, storage location, and other management information.

Storage locations

The auditor should pay attention to whether the company has numbering of storage places, whether it is used when registering goods and materials, whether it is possible to automatically generate the presence of goods and materials at a specific storage location, one item of goods and materials at all storage places, which is important as when conducting inventory of the warehouse, and in the daily work of storekeepers. Analysis of storage locations: do they correspond to the volumes of movement of goods and materials, is it possible to monitor the safety, are the necessary storage conditions and layout schemes being observed. For example, goods and materials, the shipment of which from the warehouse occurs daily, should be located as close as possible to the places of shipment.

It is important to study the very system of marking storage locations: does it allow you to quickly find goods and materials, is the possibility of erroneous placement excluded, are the compartments, shelving, and so on numbered?

The auditor should pay attention to the form in which the storekeeper is given the task of completing the order: in the information system (hereinafter referred to as the IS) of the warehouse, it should be possible to create a list of goods and materials in the invoice in sequential placement at storage locations, which speeds up the issuance of goods and materials.

Work with production

The auditor needs to work out the issues of proper execution of the primary documents listed in table 1.

Verification of work with containers and packaging materials

Questions for control: are there regulations for these categories of goods and materials; Do they have fixed storage locations how they are standardized and used, whether they are always enough; are there accurate data on the quantity and nomenclature of both containers and packaging materials; how they are included in the cost of production.

Accounting

The auditor should study the procedure for reporting by the warehouse staff to the accounting department, especially the following aspects:

how he can double-check that he has collected all the necessary documents in a report;
what is the mechanism for controlling documents in accounting (are they lost). Usually this is easily implemented with the help of registers signed by both the warehouse and the accountant, with the filed and numbered primary documents. It is not permissible to generate a warehouse report by an accountant who is required to check such reports. It is also important for the auditor to pay attention to whether the established reporting schedule is being followed, if not, what are the reasons for its failure, who are the perpetrators.

With regard to accounting, the auditor needs to address the following questions: what methods of accounting and valuation of goods and materials are applied in the accounting policy, how are goods and materials classified into groups, how is the analytical accounting of goods and materials organized, how often is the analytical accounting checked against the synthetic, are the warehouse accounting cards filled out.

Illiquid assets

An experienced auditor should also pay attention to illiquid assets, since a significant amount of illiquid assets is the first sign of unprofessional management of current assets. Check the following:

Have local regulations been developed that regulate work with illiquid assets (orders, regulations, instructions), how long have they been approved, do they reflect the current state of affairs, who approved them.
After what time goods and materials are declared illiquid.
Are there any attempts on the part of the staff to hide the formation of illiquid assets (for example, by discharge to the shops and return from the shops after some time).
Who acted as the customer of the illiquid inventories, who authorized the purchase, how the size of the lot purchased from suppliers is determined, whether the option to return the inventories is specified in the contract with the supplier, how the chain “order of the shop - application to the supplier - delivery - posting to the warehouse” was built, whether the facts of delivery of “erroneous” positions, their reasons, what control documents are used, are there.
Does a permanent commission work to identify and minimize illiquid assets, the reasons for their occurrence, what measures it carried out, whether they gave a positive result.
Is the markdown of illiquid inventories made, the markdown procedure, what is the amount of losses from such markdowns, what happens next with such inventories. For sufficiently large enterprises, it is advisable to create a “Warehouse of illiquid inventories”, where all inventories recognized as illiquid will be placed.
Is there a situation of deliberate “transformation” of certain inventories into illiquid ones with the aim of further discounting them and acquiring them by interested employees.

Safety stock (SZ)

Are there always enough supplies brought in for uninterrupted operation? The auditor should consider the following aspects:

What methods are used to determine the size of SZ (statistical, in% of consumption, expert, calculated)?
The feasibility of forming SZ, what documents it is regulated. Who benefits or does not benefit from the presence of SZ?
How much does the formation of SZ cost, and has the SZ already turned into illiquid assets?
Analyze reporting forms that allow controlling SZ, and if there are none, recommend introducing them.

IP audit includes:

the correctness of the display in the document management system as a whole and the main business processes;
conformity assessment of inventory requirements and IP capabilities;
iP potential, the ability to update, make adjustments when changing accounting parameters, legislation;
does it have the minimum necessary modern functions of a WMS system (abbr. from English. Warehouse Management System - warehouse management system).

The minimum functions that a WMS system should have:

stable operation, lack of software errors, compliance of the electronic database with paper documents;
instant formation of complete information about the storage location of goods and materials, the availability of goods and materials, prices, operations of warehouse personnel related to picking, internal movement; control of erroneous placement of goods and materials or erroneous picking of a consignment of goods and materials;
for large warehouses, the system itself develops optimal routes for the movement of both equipment and personnel throughout the warehouse;
selects suitable storage locations for newly arriving goods and materials, taking into account the date of transfer to the workshop, humidity and temperature conditions and other parameters;
provides automatic generation and printing of warehouse reports;
allows you to quickly complete a complete inventory of the warehouse and get accurate information. The auditor, in turn, should analyze whether the audit methods using the WMS-system comply with accounting standards, is it possible for the staff to falsify the result.

As a rule, when using WMS-systems, the warehouse territory is divided into sectors for the automation and streamlining of employees' work: acceptance of goods and materials, storage, picking and shipping. All goods and materials arriving at the warehouse are marked with barcodes. Storage locations also have their own barcodes. Warehouse operations carried out under the control of a WMS system are carried out on the basis of the barcode data of goods and materials and storage locations. The staff is equipped with special equipment for reading bar codes, weighing, printing special labels. For example, when picking an order, the storekeeper reads the goods and equipment barcodes with a scanner, as a result, an invoice is formed, re-grading is excluded, there are no errors in prices and article numbers.

If the company does not use the WMS-system, the auditor should strongly recommend to implement it in warehouse accounting.

The auditor is recommended to be present during the inventory; provide advice; check whether the inventory procedure is being followed; Having studied the materials on previously conducted inventories, establish whether they correspond to the scheme shown in Fig. 1.

Key points to pay attention to:

If the audit is not planned, then it is necessary to notify the financially responsible persons in the shortest time so that they cannot “prepare” for the audit, in order to fix the situation “as is”.
To analyze the documents drawn up during a planned audit - 1–4 weeks before it, and during an unscheduled audit - over the last days: the amounts written off for acts, the number and amount of acts for writing off for previous periods of time. Often, such documents are the most informative. At the same time, analyze the grounds for writing off goods and materials, the rates of natural attrition, marriage, the fight, when and for how long such standards were introduced, these standards are state or internal for the enterprise, who approved the approval authority.
Decide whether a full or selective audit - if selective, by what principle will the selection take place.
Coordinate with all auditors how the already calculated inventory items will be marked in order to exclude double recounting of the same inventory items.
Since the inventory, as a rule, means closing the warehouse itself for the duration of the recounts, suspending all warehouse operations, the warehouse staff, together with the auditors, must arrange temporary storage areas where goods and materials from suppliers will be placed, finished products from the workshops. At the same time, all structural units must be provided with supplies of materials, since it is forbidden to issue goods and materials to the workshops during the audit.
If inventories that are both in stock and in production are audited, then their recounting should be carried out not only in the warehouse, but also in all workshops, sections. In this case, it is necessary to analyze the norms for including such material in the cost of finished products, by whom and when they were approved, the relevance of the norms, and deviations from the norms are taken into account.
If goods and materials of the same type are in the same place of storage, then the miscalculation must be carried out on a “from corner to corner” basis. If goods and materials of one type are stored at different places of storage, then this principle is unacceptable, since it does not exclude the movement of goods and materials for the purpose of falsification or references to the fact that material values \u200b\u200bwere in another place, and therefore it is necessary to recalculate all storage places with such goods and materials simultaneously. .
Check weighing and measuring equipment: when such a technique passed metrological verification, passports for measuring equipment.

Warehouse staff audit

The following points will testify to problems in this area:

the "employee with experience" runs the work, who assures that he knows all the work better than others and does not recognize the regulations;
employees move and perform work on one operation in a group of two to three people, while one of them only monitors the process;
sloppy and unprofessional handling of goods and materials;
safety and fire safety rules are violated, warehouse personnel do not wear protective clothing as prescribed by the rules;
the schedule for going to work is not respected; it is never known in advance who works tomorrow and who in a week;
the warehouse manager does not know at any given moment in time which of the subordinates is busy with what process, and in which zone of the warehouse he is.

Logistic audit of a warehouse.

A logistics project, as a rule, is carried out after a logistics audit that answers the question:

What to do?.

The logistics project answers the question:

How to do?

Warehouse audit- this is the most demanded work in the field of logistics consulting , which, as a rule, consists of the following sections of TK:

Obtaining and analysis of the source data on the layout, warehouse movement. Analyzed commodity, information, documentary flows, economic efficiency, IT and technical equipment of the warehouse. Data is obtained from various sources: questionnaires, employee surveys, on-site inspections, uploads from the IT database, etc.

Analysis of the overall performance of the IC, including systems of warehouse logistics, warehouse planning, layouts of goods, technical equipment of the warehouse, technical and economic performance indicators, product nomenclature, systems of distribution and workflow in the warehouse, to conduct an examination of the information system, motivation system and the level of training of warehouse personnel.

Data is obtained from various sources: questionnaires, employee surveys, on-site inspections, uploads from the IT database, etc.

Preliminary analysis of the effectiveness of existing technologies for the receipt of goods, storage, commissioning, packaging, dispensing, etc. Identify bottlenecks

Identification of the main problems in the functioning of the warehouse logistics system, setting goals and managerial tasks, ranking tasks.

Preliminary determination of the price for the development and implementation of projects for optimizing the management of warehouse systems and reengineering of cargo processing technologies.

Preliminary assessment of the possibility of reducing the share of warehouse costs in the final cost of production with various options for management decisions.

Forecast of long-term results.

Based on the results of the audit, the logistics expert submits to the Customer the final reporting document on 30-50 pages which includes the following information:

Generalized statistics on the dynamics of goods turnover, cargo turnover and technical and economic indicators of the overall efficiency of the IC indicators of the effectiveness of the logistics system of the IC and its elements, processed according to the questionnaires

Analytical part with audit findings

All the suggestions and recommendations of the expert on optimization and efficiency improvement presented in the final document are of a practical and practical nature. allowing the customer the opportunity to apply them to:

Evaluation of the effectiveness of the existing logistics system SK

Making managerial decisions to improve the overall performance of the UK

An expert can take part in the process of implementation and adaptation of recommendations on the logistics system of the Customer’s warehouse under an additional agreement.

In our practice very often, in agreement with the Customer in the statement of work, within the framework of the recommendations of the logistic audit, the expert performs the development of the warehouse concept and its working technology, describes the business processes “as is”, conceptually describes the “as needed” technology, develops several planning solutions for the warehouse with an approximate calculation of zones and the number of racks.

But these developments are approximate in nature and do not have the detail and quality of the logistics project.

The duration of the audit is 3-4 weeks.

	The composition and procedure of the logistics audit of the warehouse	Logistics expert N. Lobanov (relevant for 2017)

	Name of service	What for? What the customer receives as a result of the service.
	Definition and coordination with the Customer of the Goals and Objectives of the audit	Increased efficiency from investments in logistics audit
	Creation and approval of the WG - working project team of key employees. Designation of RP by the customer.	Risks are reduced when an expert interacts with company employees, the quality and efficiency of the work in the audit process are increased

	Stage # 1 Collection of initial information
.1	Preparation of OL (questionnaires) to collect baseline information, in accordance with the objectives of the audit	Standardization and unification of information in public relations allows to reduce the time of collecting the initial information. The quality of the source data is improved. There is the possibility of a comparative analysis of the operation of the warehouse with similar warehouses in the industry.
.2	Receiving through RP from key employees the initial information that is required for audit	The coordination and interaction of the work of the WG in the project is improving. Reduces the risks of "sabotage" of employees upon receipt of the source data
.3	Analysis of the information received in the OL, its verification. Request for additional information in case of doubt about its correctness.	As a rule, when collecting source data, there is always a “deficit” of information and its distortion intentionally or unintentionally. Several sources for obtaining information, conducting several iterations during its verification, can reduce the risks of errors in the audit and improve the quality of recommendations to the Customer.
.4	Obtaining source information directly at the warehouse by interviewing an employee, photographs of the working day, research of warehouse BP and operations "in place".	The work of an expert directly at the warehouse allows to reduce the risk of errors when analyzing information obtained remotely by OL. This method is used to obtain the missing source information, which is not in the CIS and the company's workflow. Allows you to establish contact with warehouse employees and conduct an audit more efficiently.

	Stage number 2 analysis of the source information
.1	Analysis of GO-cargo turnover, TO-goods turnover, TK-inventory, assortment matrix in the context of: days, weeks, months, years (3 years). Analysis of the turnover of product groups, illiquid assets.	It allows you to get a complete picture of goods distribution in the warehouse and the correct data to evaluate its effectiveness.
.2	Analysis of basic KPIs - key indicators of warehouse efficiency. Comparison with industry KPIs of other warehouses.	Numerical design KPIs are the basis for a correct assessment of warehouse performance in comparison with similar warehouses in the industry.
.3	Analysis of indicators of "warehouse capacity", indicators of the efficiency of using warehouse volumes. Determination of the level of "peak" loads at the warehouse.	Allows you to determine the marginal human and technical resources of the warehouse, which reduces the risk of malfunctions in the warehouse and the failure to fulfill its operational tasks.
.4	Analysis of the technology of the warehouse in the main business processes. (Acceptance, storage, equipment, replenishment, selection, shipment, inventory).	The level of technology is the basis for effective work. Analysis of the main BP allows you to find UM in the process and then eliminate them.
.5	Analysis of the warehouse system for its effectiveness in terms of labor productivity, customer service, economic indicators, inter-warehouse movements.	If there are several warehouse premises that are remote from each other, problems arise with inter-warehouse movements and storage, which entails additional costs and a decrease in the efficiency of the warehouse system. The analysis allows you to identify the PA in the warehouse system and optimize the operation of the warehouse.
.6	Analysis of the layout (topology) of the warehouse for its effectiveness for the selected technology.	The layout of the warehouse should provide the opportunity to implement the selected technology and work. Inadequate technology warehouse planning will “slow down” warehouse operations, reducing their effectiveness.
.7	Analysis of the VET-handling equipment for efficiency with the selected technology and layout.	Warehouse mechanization and IT should be adequate to the selected technology and warehouse planning. "Manual labor" is unproductive.
.8	Workflow analysis (electronic and paper).	Primary accounting documents must be executed at the warehouse in accordance with PBU. Electronic document management allows you to reduce the "human factor", increase productivity and the quality of the warehouse. Allows you to make inventory accounting "transparent."
.9	Analysis of the "Accounting Policy", cost accounting system, their "distribution base", verification of the calculation of the cost of warehouse logistics operations.	Cost management allows you to reduce the cost of goods, is the basis in the inventory management system (CPS), which increases the profitability of the entire company.
.10	Analysis of IT equipment in the warehouse. Checking the functionality and strategies of WMS. Verification of application of ABC and XYZ analysis techniques. Checking the level of automation of operations, the interface between WMS and CIS (corporate information system). Study of the principles of building an address storage system and a marking system for goods and equipment.	It allows you to significantly increase the productivity of warehouse operations, reduce costs, increase the level of service. On the basis of the Paretto Rule 80/20, a whole branch of mathematical analysis is built, the so-called ABC analysis, which is based on the division of the object of analysis into three groups according to the degree of their importance and effectiveness according to a certain criterion. In logistics, the 80/20 methodology and ABC are axioms, since they work very well in practical applications. There are many examples. 20% of operations are 80% labor intensive 20% of customers bring 80% of the company's turnover
.11	Analysis of the TC-technological map of the warehouse, BP Regulations (business processes), Functional instructions.	Business processes can only be managed when they are described and formalized. Process management allows you to automate 80% of operations and reduce the impact of the "human factor" in administrative management.
.12	Analysis of the rationing system for warehouse BP and operations.	The rationing system is the basis for planning operations, which helps to reduce risks and increase the efficiency of the warehouse. Also, the standardization system allows you to calculate the duration of operations, their complexity, allows you to calculate the required human and technical resources.
.13	Analysis of the warehouse planning system and warehouse interaction with related departments of the company.	Without a planning system, a warehouse cannot be efficient. Warehouse BPs are located in the middle of the supply chain, so the effectiveness of warehouse BPs is highly dependent on incoming and outgoing BPs of adjacent units. The regulation of interaction between the warehouse and related departments allows you to coordinate and synchronize the BP of the entire company. When this is achieved a synergistic effect.
.14	Analysis of the motivation system of warehouse personnel.	Personnel motivation is the basis for the effectiveness of BP implementation. Good motivation of the warehouse increases labor productivity and the quality of work of warehouse personnel up to 70%.

	Step # 3 Based on the analysis of the source information, the definition (UM) of bottlenecks.	In this paper, we use the concept of a “supply chain”, part of which is the theory of Goldrat’s “bottlenecks” or “weak chain link”. (Recipe by Dr. Goldratt. On the theory of constraints Eliyahu Goldratt (Theory of constraints; TOC).
.1	Definition of UM in the warehouse system and warehouse planning	It allows you to optimize the warehouse system, eliminate problem areas in the layout of the warehouse, which increases the utilization rate of the warehouse volume, increases the capacity of the warehouse, increases labor productivity.
.2	Definition of UM in the technology of the warehouse	Technology is know-how. Improving the technology leads to an increase in the efficiency of the warehouse as a whole, as well as the entire company.
.3	Definition of UM in the technical equipment of the warehouse and the use of IT.	Allows to reduce the level of "manual" unproductive operations
.4	Definition of UM in the accounting policy of the warehouse	It allows you to efficiently use warehouse resources, make the calculation of the cost of goods planned and calculated, which leads to a decrease in stocks, a decrease in the share of logistic warehouse costs in the company's turnover, increasing its profitability.
.5	Determination of UM in the warehouse automation system, assessment of the level of formalization of BP (business processes)	Allows you to implement a more efficient process control system.
.6	and etc.

	Step # 4: Recommendations for the elimination (UM) of bottlenecks and optimizing the operation of the warehouse.
.1	Recommendations directly for each identified UM.	For each UM, the Customer receives an answer to the question: What to do? In order to eliminate it.
.2	Systemic recommendations for optimizing the operation of the warehouse in the company	"Patchwork optimization" of warehouse BP is much less efficient than optimization with a systematic approach to the supply chain.
.3	Assessment of the potential to reduce the share of warehouse costs in the final cost of production with various options for management decisions. Long-Range Forecast	An assessment is given on the limits of optimization opportunities for this warehouse.
.4	Assessment of the level of investment and payback period for systemic modernization of warehouse logistics	An assessment of investments in warehouse optimization is carried out according to the main recommendations and the payback period for making a managerial decision on further work as part of a logistics project.
.5	Recommendations for the reengineering of the entire company and, as a result, improvement of the logistics system.

	Standard set of services for logistic audit of a warehouse	Cost from see rub, duration 4-6 weeks
	"Travel" expenses of an expert (outside the Moscow region)	from 50 000 rub
	Total audit:	from the contract rub

	Additional services in the framework of the logistics audit of the warehouse.
.1	Research and analysis according to OL # 8 Cyclograms of the warehouse during the day on the main BP. Cost of services: 70 thousand rubles	Warehouse cyclograms allow you to make the optimal work schedule of warehouse personnel for shifts and BP groups, which reduces storage costs, improves the quality of service. A cyclogram can only be made if there is a WMS from which you can download data in a specific format!
.2	Conducting selective timing of the main warehouse operations in order to verify the correctness of the rationing system of warehouse operations. Cost of services: 70 thousand rubles	“Correct” standards for warehouse operations can improve the efficiency of the warehouse planning system and personnel motivation system. “Wrong” regulations can lead to “sabotage”. A spot check of the standards will determine the UM in the system of rationing warehouse operations.
.3	Description of the main BP "As is" Cost of services: 100 thousand rubles	If the warehouse does not have a description of formalized BPs, then the description of BPs "As is" will lay the foundation for further work on formalizing BPs, without which automation of BPs in IT resources is impossible.
.4	Development of new planning solutions for the warehouse Cost of services: 80 thousand rubles	If gross errors in the topology (layout) are made at the warehouse, then 2-3 optimal layouts are required, which is the initial stage of the logistics project.