Our Services

D C Logistics helps companies improve the performance of their logistics operations.
We achieve this through providing the following range of services…..

  1. logistics strategy development
  2. operational reviews, with particular emphasis on warehousing and distribution operations
  3. feasibility studies
  4. project management
  5. distribution centre facility design
  6. site selection & location planning
  7. materials handling studies
  8. act as extension of your management team

See this link for more information about past client assignments.

Our services in a bit more detail...

1.         Logistics strategy development
We help clients ensure that their resources are appropriately aligned in order to achieve organisational objectives related to customer service, productivity and return on investment. The resources include physical (eg distribution facilities or delivery vehicles or inventory) or human (eg employees).

Example – we developed (then implemented) a plan for a client in the transport industry to completely re-organise the run structure of 60 pick up and delivery vehicles in the Perth metropolitan area. The immediate results were reduced costs and improved customer service, achieved by having the right vehicles in the right place at the right time.

2.         Operational reviews
We conduct operational reviews or audits of clients’ operations, with particular emphasis on warehousing and distribution functions and facilities. The key objective of these reviews is to identify ways to improve performance (eg in productivity or service levels) without having to make large capital outlays, ie by streamlining the current operations. Often, large gains can be made for only a minimal investment.

Example – we conducted a warehousing review for a wholesaler which gave a “report card” under a range of performance criteria, and highlighted a number of areas where improvements could be made in the existing warehouse including….major amendments to an existing conveyor system; reduction in size of the product range; re-define the company’s measure of customer satisfaction; discontinue one tier of service level offering which was unprofitable; introduce scanning for improved accuracy; and implement a daily KPI report to achieve constant focus by operational staff on the important issues. The client implemented all recommendations immediately.

3.         Feasibility studies
We assist companies in the development of feasibility studies to support board submissions for major capital expenditure. We can contribute a sound mixture of operational management and financial skills to structure compelling business cases for investment.

Example – we prepared a feasibility study report for a food manufacturer which culminated in board approval for the construction of a new state-of-the-art distribution centre on a greenfield site, which incorporated a number of innovative materials handling solutions.

4.         Project management
D C Logistics personnel have very strong experience in managing logistics projects. Projects can be typically broken down into these phases – project definition; approval phase; detailed planning; execution; implementation; and post audit. We have the skills set and tools to effectively manage each of these phases.

Example – we acted as project managers for a transport company client which involved the acquisition of a competitor and the successful merger of its operations into the client business. Key success factors in this project were the detailed planning phase and stakeholder management.

5.         Distribution centre facility design
Achieving the best solution for the design of a new (or refurbished) DC requires a structured analysis of the needs and constraints of the particular business. The outcome from the analysis is a report on agreed design parameters, which details the “must have” and “nice to have” features of the DC. We see this as the essential starting point in DC design to achieve optimum long term outcomes. The next stage is the concept development of layouts which best fulfil the required features. This often involves developing 2 or 3 concepts initially to provoke internal debate with client personnel, from which the preferred layout option will emerge. The layout concept is then converted into a detailed design specification.

Example – we conducted a study for a beverage manufacturer which involved the development of a plan for the long term use of a large industrial site. We worked closely with the client’s key personnel through the structured analysis of needs and constraints. The study recommendations included radical changes to the configuration and location of the warehousing facilities and traffic flows on the site.

6.         Site selection and location planning
Site selection for distribution facilities requires a careful analysis of the geographical profile of the company’s customer sites and distribution systems. This is best done using computer modelling software to calculate comparative time and distance metrics between competing site options. Other determinants in site selection are compiled in a score card report showing comparative scores for the agreed selection criteria which are weighted.

Example – we supervised time and distance modelling for a distributor in the Perth metropolitan area which identified a short list of industrial suburbs for the optimum suburb location for their regional distribution centre. The recommendations were accepted by the client and a site subsequently selected. Interestingly, the short-listed suburbs did not include the suburb which the client’s management had previously considered as the preferred location prior to our analysis.

7.         Materials handling studies
This involves specific reviews of clients’ materials handling systems and equipment, for example conveyor systems or forklift fleets, to ensure that the optimum equipment configurations are being used that best fit the business needs.

Example – we conducted a detailed review of a wholesaler’s forklift fleet and recommended that the entire fleet be progressively moved over from gas internal combustion engine units to battery electric units.

8.         Act as extension of your management team
Busy companies often do not have either the time or the skills available to their key management personnel to undertake one-off projects without disrupting the mainstream business functions. We have embedded D C Logistics consultants in client organisations on several occasions to support the management team.

Example – we seconded one of our consultants with a transport company for a 6-month period in the capacity of acting general manager of operations.

Back to top of page