Axelot helped Ural Textile in business development at the opened warehouse

2022: Development of warehouse operation concept with Axelot

AXELOT announced on June 14, 2022 that it helped Uralsky Tekstil LLC to use the capabilities of the "growth zones" of the old warehouse when moving to another warehouse and developed an optimal topology that takes into account the growth of the company's turnover until 2025.

To ensure the delivery of goods to customers in a short time, the company "Ural Textile" allows its own warehouse. It stores products from suppliers and completes orders. The company's business is steadily developing, but the warehouse did not meet the requirements of the speed and quality of order processing. Outdated technologies for working with marketplaces, suboptimal topology and location of technological zones, high dependence on personnel and the lack of a full-fledged automated warehouse management system - all this did not allow us to move on. At the end of 2021, the company's management decided to move to another rented premises. And in order not to "carry" with you the "problem baggage" of the old warehouse, it was necessary to first analyze the accumulated experience and assess its applicability in the horizon for at least 3 years. The concept of the warehouse operation at the opened site of Ural Textile was developed by AXELOT CONSULT, which is part of the AXELOT Ecosystem, which offers various specialized solutions that give customers the opportunity to effectively develop logistics and business in general. Over the years, AXELOT has gained extensive experience with enterprises of various industries and uses the best practices in their work to offer solutions for any warehouse - large or small, working or only under construction, taking into account individual characteristics and using the best industry practices. The tasks of the project included:

• building a topological model of the warehouse;
• calculation of storage area capacity and determination of warehouse process areas location;
• development and description of process algorithms;
• calculation of the required number of personnel and equipment.

The logistics audit revealed deviations in existing business processes that are "growth zones" - areas that have the potential to improve the efficiency of the warehouse. The topology of the old warehouse was not optimal, it is located on several floors, which is why staff have to walk a lot during the selection of goods in order. There is no control of selected orders. In addition, the large-scale use of paper technology does not allow you to accurately and quickly perform warehouse operations, entails dependence on personnel and the inability to quickly adapt employees. Business processes of cargo processing have problem points. Outdated ordering technology and their labeling for marketplaces generates a large number of unproductive operations. To reduce personnel mileage and optimize the storage area, the concept of a two-story mezzanine structure was developed for the leased area with a detailed description of the cell sizes and their placement in storage areas. The design covers the need for both the number of cells and the required volume, including during peak storage periods with the predicted development of turnover through 2025 inclusive.

As a result, rack systems, their location and dimensions are designed for the warehouse. The optimal capacities of storage areas and their mutual location are determined taking into account the predicted increase in the load on the warehouse. The required number of personnel was calculated and recommendations regarding PTD were made. Optimal process charts of main and auxiliary processes have been developed, which will reduce the amount of time and personnel for warehouse processing: the implementation of improvements in the corporate system will eliminate the search for barcodes, and the formation of optimal bypass routes and the simultaneous selection of several orders will help increase the speed of assembly.