This is an example of a business reform that achieved inventory placement optimization by changing the inventory replenishment operations for logistics hubs (warehouses) from a "warehouse responsibility system" to a "product category responsibility system."
We would like to introduce a case study of the implementation of the "Φ-Pilot Series" at Fuji Oil Co., Ltd. Previously, each warehouse had personnel performing inventory replenishment tasks, which meant that as the number of warehouses increased, so did the labor costs. The more warehouses there were, the more difficult it became to control the inventory balance between them. By using a method to distribute the optimal amount of inventory from the upper warehouses to the lower warehouses, we were able to achieve both labor reduction and optimal inventory balance among the lower warehouses simultaneously, resulting in approximately 40% labor savings. Additionally, the introduction of the Φ-Pilot facilitated standardization, allowing for flexibility in business delegation during vacations and job rotations, ultimately achieving 100% telework and work style reform.
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basic information
【Key Points of the Case】 ■ Inventory replenishment linked to demand forecasting (transfer) ■ Balancing labor reduction and inventory optimization ■ Realization of work style reform and telecommuting ■ Standardization of operations and visualization of information
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For more details, please download the case study materials from "Catalog Related" or feel free to contact us. You can also refer to the latest information on the Φ-Pilot Series from the related link URL.
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Company information
Our company plans and develops unique solutions for supporting operational tasks in the planning system of SCM [PSI and demand adjustment] and the execution system [sales and logistics management], continuously providing products and solution services. Looking towards the future, we have set our corporate mission as "From administrative processing and manual work to business reform and value creation," aiming to accelerate the shift away from a personalized operational style in SCM business operations and achieve operational transformation. ■ Solution Concept ● Modeling the "ideal state" of operational tasks through three axes of innovation: - Organized… Information sharing and business linkage among related business organizations - Optimized… Optimization and standardization of business processes - Operation… Advancement and automation/semi-automation of decision-making tasks ● Continuously developing product models of the "ideal state" and providing unique solution services ● Promoting business reform for our customers and supporting value creation In 2022, the number of companies that have adopted our solutions exceeded 100, with published case studies demonstrating concrete value creation such as inventory optimization, cost reduction, sales expansion contributions, and work style reform.
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