The facility’s automation solution is built around an AutoStore goods- to-person system that’s controlled by Kardex’s FufillX warehouse execution system (WES). FulfillX manages all processes from storage allocation to carton selection, using real-time data to sequence orders and balance workloads. This enables employees to fill orders efficiently and accurately. Previously, pickers would move a cart down multiple aisles to complete their pick, says Anthony Varda, senior sales manager for North American new business with Kardex. With operations spread across three buildings, filling an order often required assembling items from multiple locations. Now, once items for bulk orders are picked, they travel via conveyor to the packaging station. Two picking ports are designated only for will call orders. These orders are picked immediately, and then an employee is alerted that the order is ready. The time required to process will-call orders has been significantly cut. Training employees on the system is straightforward, and for the most part, intuitive, Healey says. Many employees view working with the AutoStore system as more desirable than working on some
12 Ways to Improve Warehouse Processes Technology implementations aren’t the only way to improve warehouse operations and employee productivity. Often, process changes are also important. 1 Plan labor at work level. Effective labor planning starts with understanding the
and from supervisors to general managers. Some general managers are then chosen to help open new facilities. “We want to hire from within, and we want people to grow at Buske,” says Steve Schlecht, director of strategic initiatives. 7 Map processes. By visually documenting a process from start to finish, organizations can expose hidden complexities, redundant steps, unclear handoffs, overly complicated decision- making, unbalanced workloads, and undocumented workarounds that erode capacity, write Mike Halsey and Tony Del Sid in The Labor Factor by Tomkins Ventures and Tompkins Solutions. 8 Enable flexible work. Given ongoing fluctuations in many businesses, warehouse operations can benefit from a flexible workforce. Now, gig workers are available for warehouse positions, just as they are for meal delivery. 9 Cross train. The work in most warehouses shifts from hour to hour, notes James A. Tompkins of Tompkins Solutions. Later in the afternoon, for instance, many employees often are needed to pack ecommerce orders so they’re ready for pickup. Cross-training employees and compensating them for their additional skills can pay off in a more productive workforce. 10 Enable shift swapping. Logistics provider Kenco offers its distribution center associates the ability to swap shifts directly with each other, using what’s essentially a closed marketplace. The company has seen an uptick in retention as employee satisfaction has risen, says Ainsley Williams, VP of innovation and automation. 11 Monitor progress: Kenco uses a third-party solution that enables associates to monitor their progress as they complete different jobs. For example, an employee who runs ahead of productivity expectations might shift to housekeeping work. 12 Reduce repetition. A slight change in instructions can reduce the errors that are more likely when someone goes into autopilot mode because the work is repetitive.
work and volume, says Matt Wilson of SSA & Co. For example, filling 50 bulk replenishment orders with pallets of oil filters, wiper blades, and air filters going to a distribution center is typically straightforward. Conversely, 50 orders from independent repair shops, each with multiple line items, like a rotor for a 2019 truck or a sensor for a fleet vehicle, may require a picker to traverse the warehouse dozens of times per order, requiring more labor hours than bulk orders. 2 Check the slotting and layout. Poor slotting and an inefficient layout forces workers to spend more time walking rather than picking. 3 Develop a structure for onboarding and training. Relying on informal training and on-the-job learning depends on workers remaining in their jobs for longer periods of time than many currently do. 4 Consider which department should own improvement initiatives. NFI Industries, a logistics provider, has intensified its focus on continuous improvement and shifted ownership from engineering to operations leadership. While NFI’s engineering team plays a critical role in identifying opportunities, execution sits with operations leaders at the site level. “By shifting ownership to operations, we created a mindset where leaders feel accountable for outcomes and empowered to take action,” says Jamie Anderson, vice president, workforce strategy. 5 Rethink the hiring model. NFI centralized hiring for positions like forklift operators and material handlers, which account for the bulk of hiring in its distribution operations. NFI also introduced a dedicated site support model. Integrating data-driven insights and streamlining processes across systems reduced time to fill positions, improved consistency, and aligned recruiting with operational needs. 6 Provide frontline opportunities. Buske Academy is a leadership program that offers advancement opportunities to the company’s frontline team. For example, through the program, forklift operators have an opportunity to advance to supervisor roles
May 2026 • Inbound Logistics 35
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