GK Orimi

Customer: GK ORIMI

Customer background data: The ORIMI group of companies produces and sells tea and coffee. The annual output of tea-and-coffee products is over 85,000 tons. Production is carried out at 3 enterprises in the Leningrad region and St. Petersburg. Before shipment, all products arrive at the central warehouse, where a full cycle of cargo handling is performed before shipment to the company's customers.

Basic issue and objectives:
The total area of ​​the central warehouse is 26,000 m². The maximum capacity of shelf storage is 33,500 EUR pallets. The product turnover is intensive: the central warehouse receives up to 2,600 pallets per day and ships of up to 2,950 pallets. The warehouse makes pallet-, box- and small-piece picking.
The main reasons for automating the processes in the central warehouse were the call for improving the accuracy of recording the products’ shelf life and customer requirements for products shipment, taking into account the BBD method.

Proposed solution:

Within the project, SITEK specialists performed the following works:
  1. A technical-and-logistic task and a functional stimulator of the implemented solution have been developed, including the warehouse zones layout and topological model of the warehouse, a map of commodity flows, rules, and standard operations of storage systems used in the warehouse, as well as operating instructions for warehouse staff and standard operating procedure.
  2. We prepared a prototype of the system: set up a default configuration, made the system modifications, carried out the internal testing of 1C:WMS.
  3. We drew up the instructions and provided 140 employees with training.
  4. Bi-directional integration of the system with the 1C:ERP Enterprise Management system and the customer information system has been carried out.
18 stationary and 60 non-stationary workplaces were automated. Currently, 1C:WMS works 24/7.
The accuracy of control over products' shelf life increased. Shipment is according to the BBD method.
Fast substitution of tasks became possible. The closest job is provided depending on the destination address. Empty hours decreased, the number of tasks performed per day increased by 15%.
Tasks to stackers are assigned along the driveway, they get the largest number of tasks according to the order of their bypassing the warehouse premises. Now, the passages become clear 2 times faster.
The yard management was revised, and the speed of loading the arriving vehicles increased.
The Logistics Director supervises the execution of production tasks without leaving a single workplace.