Customer: AO NPK TEKO
Customer background data:
Research and Production Company TEKO manufactures unique sensors for broad and dedicated applications in transport, construction, chemical industries, oil and gas industry, machine engineering, and agriculture. The product line includes inductive, optical sensors, noncontact capacitance switches, and other automation devices.
Since our engineers have 25-years' experience and dedication to creating devices for comfortable and safe work and life, the TEKO Company became one of the leaders in the Russian sensor manufacturers market.
The operations of company divisions were not coordinated, which led to a breakage in the product distribution in real-time. The information about stock leftovers was irrelevant since it was influenced in particular by fictitious reserves of goods. The warehouse work was of an emergency nature. Due to confused and faulty dispatch dates, the shipment deadlines were delayed. Big amount of unmarketable goods was an urgent issue and demanded taking measures to its reduction.
Tasks and solutions:
The primary task on the way to the implementation of "1C:Enterprise 8. WMS Logistics. Warehouse Management ”was to formalize the processes of both the inflow and outgoing flow of goods.
The vital tasks were to:
- shorten the order life cycle in the warehouse area;
exclude fictitious reservation of goods;
provide sales managers with up-to-date information about the order status in the warehouse;
automate packaging and shipment of goods to comply with the order.
After 6 months of work using the warehouse management system, we have achieved an 80% reduction of unmarketable goods.
Now, we always have up-to-date information on existing leftovers and reserves.
Picking by order increased 6 times (from 3 days to 4 hours)
The speed of order shipment to transport companies increased almost 10 times (from 3 hours to 7 minutes).
The number of order shipments per day increased almost 3 times.
No shipment delays, all orders are timely dispatched to customers.
Departments’ operations (stock count, production, sales department, transportation logistics) relevant to the warehouse became coordinated. The processes are no longer isolated from each other, they are united in the right way for mutual benefit.