Low delivery precision forces you into express freight and costs customer trust. We identify the sources of error and establish systems that ensure the right goods, at the right time — every time.
An order with the wrong goods. Or the right goods — but two days late. It costs express freight, an apology call and a note in the CRM system. Next week it happens again. With another order. For another reason.
The errors aren’t random — they have a pattern. But because they are solved one by one, they repeat. There is no systematic review that catches the pattern and hits the cause.
We map precisely where in the chain the errors arise and build the simple routines that stop them — before they reach the customer.
Delivery precision below target
Errors in picking, packing and shipping — discovered too late.
High express freight costs
Delays are handled reactively rather than prevented.
Stock deviations at counting
The system and the shelf don’t match.
No systematic error review
Errors are treated as single incidents, not as patterns.
A standardised picking flow with simple verification points — the error rate falls.
A daily operations review that surfaces at-risk orders in time — before they are late.
CAPA routines that hit the cause — and a 5S system that keeps the warehouse consistent.
M-B-E-A is the four phases that give logistics improvements roots — not as a one-off project, but as daily leadership behaviour and routines that keep delivery precision up.
We uncover precisely where in the chain errors and delays arise: picking, packing, shipping or communication with the customer.
Visual warehouse systems, simple picking checklists and daily operations reviews that create overview and solve problems the same day.
Standard procedures for picking, packing and order confirmation. Consistent enough to create precision — simple enough to use.
The leaders are trained in the daily routines that sustain the improvements — and ensure every error pattern is handled at the root.
We review wrong deliveries and delays from recent weeks and map precisely where in the chain they arise — not just what went wrong.
Visual warehouse management (5S) and a daily order overview showing status and critical deliveries in time.
A simple picking and packing procedure with verification points — tested and refined by the people who use it.
The team leader is trained in a short daily review that catches patterns and escalates quickly. Follow-up after 4 and 8 weeks.
Start with a diagnosis, calculate the loss or dive into relevant knowledge.
In the vast majority of cases it isn’t a lack of capacity — it is unclear division of responsibility, missing standardisation of picking and packing, and the absence of a daily review that catches errors early. We see the same pattern again and again: errors are discovered by the customer, not by the logistics team.
A checklist without anchoring in daily management behaviour rarely lasts. We don’t start by making a new checklist — we start by building the daily routines that make it natural to use it. The checklist is symptom treatment; the leadership habits are the cure.
A typical anchoring programme lasts 8-12 weeks. The first measurable changes in error rate and delivery precision typically appear within the first 3-4 weeks.
Yes. We work with the systems you already have. Many logistics problems are not rooted in the system, but in the processes and behaviour around it. The improvements are typically simple — but they require consistency.
We work best with warehousing, transport and distribution businesses where the flow rarely matches the staffing, and the pressure fluctuates. Here is when we are the right match, and when we are not.
By saying it up front, we save you the time — and ourselves an engagement that wouldn’t have lasted anyway.
We start with a no-obligation conversation where we go through your logistics and give an honest assessment of the improvement opportunities.