Logistics restructuring.
A practical operating plan for two hubs with stagnant profitability.
The constraint
Overlapping management roles, inconsistent pallet handling rates, and 56-day DSO were holding back profitability across two operating hubs.
What changed
- Removed redundant administrative handoffs and standardized KPIs.
- Redesigned warehouse space and pick-and-pack standards.
- Triggered invoices from electronic proof of delivery.
Result
Execution aligned the warehouse, billing, and management system around fewer handoffs and clearer cash movement.
$310kEBITDA improvement
34 daysDSO, down from 56
19%more volume per labor hour