Each publication stems from industry studies, field research and analysis of global trends integrated with knowledge and expertise gained from transformation projects, with the aim of promoting business culture.<\/em>
Published 07\/09\/2026<\/h4>\n\n\n\n
Summary<\/strong><\/h3>\n\n\n\nIn this article, we explore what it means to design a high-performance logistics system and why the warehouse\u2014which is all too often underestimated\u2014can become one of the key competitive advantages for a manufacturing or distribution company. Starting with a concrete fact (70\u201380% of the time spent in the warehouse does not create value), we analyze the principles of Logistics Excellence as applied by Bonfiglioli Consulting in real-world projects: from layout and flow design to picking management, and on to the implementation of the pull model and a structured system of KPIs and daily management. Three case studies\u2014in the automotive sector, industrial vehicle components, and the beverage industry\u2014demonstrate measurable results: non-conformities reduced by 93%, congestion-free flows, and FIFO management ensured by the layout. In closing, an FAQ section answers the most frequently asked questions about Logistics Excellence.<\/p>\n\n\n\n
\n\n\n\nLa Logistics Excellence<\/strong> is today one of the main drivers of competitiveness for manufacturing and distribution companies. Correctly designing the warehouse, optimizing picking flows, and introducing an operational KPI system<\/strong> allows for reduced lead times, elimination of non-conformities, and increased operator safety. In this guide, Bonfiglioli Consulting illustrates the method applied in real projects, with measurable results.<\/p>\n\n\n\nThe 70-80% of time spent each day in the warehouse does not create value for the customer. Workers walk kilometers to find misplaced materials, incorrect picks, incoming goods with no designated destination, lines in the aisles, and accidents that keep happening in the same areas. If you recognize even one of these scenarios, your warehouse isn't a competitive advantage: it's an opportunity for improvement.<\/strong><\/p>\n\n\n\nAt Bonfiglioli Consulting, we work daily with manufacturing companies to transform chaotic logistics spaces into high-performance systems. Not with improvised solutions or expensive technologies applied without method, but with a structured approach founded on the principles of Lean World Class\u00ae<\/a><\/strong> and over 50 years of direct field experience.<\/p>\n\n\n\nWhat does the market really want from a modern warehouse<\/strong><\/h2>\n\n\n\nBefore designing a layout, you must answer a strategic questionWhat is this warehouse used for, today and in the next 3-5 years?<\/strong><\/p>\n\n\n\nCompetitive pressures demand ever-higher service levels: broader range, more frequent and fragmented orders, reduced response times, increasing delivery customization. All this, possibly while reducing costs year after year. In this context, an excellent warehouse must synergistically combine five dimensions:<\/p>\n\n\n\n
\n- Efficiency<\/strong> \u2014 contain handling and occupied space costs<\/li>\n\n\n\n
- Speed<\/strong> \u2014 reduce internal lead times and dominate urgent orders without being overwhelmed<\/li>\n\n\n\n
- Accuracy<\/strong> \u2014 zero errors in order fulfillment and inventory<\/li>\n\n\n\n
- Flexibility<\/strong> \u2014 adapt quickly to variations in volume, mix, and business strategies<\/li>\n\n\n\n
- Business continuity<\/strong> \u2014 ensure consistent performance even in critical conditions<\/li>\n<\/ul>\n\n\n\n
None of these dimensions can be sacrificed to optimize another. An excellent warehouse pursues them all together, with a coherent project that starts from strategic choices\u2014service level to be provided, the warehouse's role in the distribution network, possible outsourcing\u2014and only then goes down into operational details.<\/p>\n\n\n\n
The starting point: understanding before designing<\/strong><\/h2>\n\n\n\nOne of the most common mistakes we see in business is wanting to design a new layout before truly understanding the current one. It's like designing a house without having measured the land.<\/p>\n\n\n\n
The correct starting point is always the\u2019AS IS analysis<\/strong>a real and documented photograph of the current state, taken in the field, with real data and not perceptions.<\/p>\n\n\n\nIn the AS IS phase, you analyze the current state of a process, system, or organization. This involves understanding how things are currently done, identifying existing problems, inefficiencies, and areas for improvement. Essentially, it's about documenting and comprehending the \"as is\" situation before designing or implementing any changes for the \"to be\" state.<\/strong><\/h2>\n\n\n\n\n- Physical and information flows<\/strong> How do materials, people, and information move from goods receipt to shipping<\/li>\n\n\n\n
- Surfaces and distances<\/strong> \u2014 How many linear meters does each operator cover to complete a cycle? Where are queues and bottlenecks created?<\/li>\n\n\n\n
- Time and Methods (TM)<\/strong> \u2014 Measurement of activities, distinguishing between VA (value added), NVA (non-value added but necessary), and EVA (eliminated value-added waste)<\/li>\n\n\n\n
- Inventory analysis<\/strong> \u2014 WIP levels, abnormal inventory, obsolete codes taking up valuable space<\/li>\n\n\n\n
- Safety<\/strong> \u2014 identification of risk areas, mixing of people and vehicles, unmarked routes<\/li>\n<\/ul>\n\n\n\n
In a real-world project conducted by Bonfiglioli Consulting for a manufacturing company in the composite panel sector, the AS IS analysis revealed that physically close but logistically fragmented production halls generated continuous movement of bulky materials, leading to significant time waste and a concrete risk of product damage. Redesigning the flows opened up the concrete possibility of To decommission a 600 sq m rented warehouse<\/strong> \u2014 transforming a fixed cost into structural savings.<\/p>\n\n\n\nThe 10 golden rules for an efficient layout<\/strong><\/h2>\n\n\n\nBased on thousands of projects carried out in various sectors, Bonfiglioli Consulting has consolidated a set of guiding principles for layout design. Operational rules, validated in the field, that guide every design choice:<\/p>\n\n\n\n
\n- Separate men\/vehicles flows<\/strong> \u2014 no promiscuity between pedestrian paths and paths for carts or AGV handling<\/li>\n\n\n\n
- Linear and continuous flow<\/strong> \u2014 the flow of goods must follow a single direction, without recirculation or reversals<\/li>\n\n\n\n
- Stream segregation<\/strong> \u2014 high-turnover and low-turnover products should not occupy the same aisles; obsolete codes should be separated from active ones<\/li>\n\n\n\n
- One-way street<\/strong> \u2014 prevent backflow, the primary cause of congestion and accidents<\/li>\n\n\n\n
- First the flows, then the areas<\/strong> \u2014 primary and secondary logistics flows are designed first, and only then the storage and production areas<\/li>\n\n\n\n
- Shortest route for frequent laps<\/strong> High-turnover codes must be physically closer to pick-up and drop-off zones.<\/li>\n\n\n\n
- Shortest path for bulky products<\/strong> reduces the risk of damage and handling times<\/li>\n\n\n\n
- Equipment consistent with use<\/strong> \u2014 shelving, trolleys, and storage systems chosen based on type and frequency of use, ensuring accessibility and safety<\/li>\n\n\n\n
- Immediate visual inspection<\/strong> \u2014 the layout must allow anyone to understand what's happening in the area in a few seconds: where materials are, what's missing, if there are anomalies<\/li>\n\n\n\n
- 3-5 year development vision<\/strong> \u2014 the layout must be designed to accommodate projected growth, with the possibility of modular expansion<\/li>\n<\/ol>\n\n\n\n
The warehouse as a system: processes, technology, and people<\/strong><\/h2>\n\n\n\nA warehouse is not just iron, shelves, and space. It is a system composed of three components that must be integrated in a balanced way. When one of the three prevails in an unbalanced way over the others, the system does not work.<\/p>\n\n\n\n
Processes: The Method That Governs Workflow<\/strong><\/h3>\n\n\n\nThe heart of the system is the organization of processes\u2014the rules by which materials, information, and people move within the space. Without clear and standardized processes, no technology yields the expected results.<\/p>\n\n\n\n
primary tool for reading and redesigning processes is the Value Stream Mapping (VSM)<\/strong>:<\/a> A visual representation of the entire value stream, from supplier input to customer delivery, highlighting inventory, lead times, and non-value-added activities. In a typical project, VSM makes it possible to reduce internal lead time by as much as 50%<\/strong> through the sole elimination of process waste, without investment in automation.<\/p>\n\n\n\nTo govern material flow in a Lean way, we suggest applying the approach 5 Ts of Internal Logistics<\/strong>:<\/p>\n\n\n\n![\"A](\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\")
<\/figure>\n\n\n\nTechnology: An Enabler, Not a Standalone Solution<\/strong><\/h3>\n\n\n\nTechnology amplifies the results of a well-designed process. Applying it to a chaotic process, however, only automates the chaos.<\/p>\n\n\n\n
At Bonfiglioli Consulting, we assess with the client the most suitable technologies for their specific context, without preconceived preferences towards expensive or minimal solutions. The key technological levers currently available include:<\/p>\n\n\n\n
Information Systems<\/a><\/strong><\/p>\n\n\n\n\n- WMS (Warehouse Management System)<\/strong> \u2014 Digital heart of the warehouse: tracks every movement, manages locations, optimizes picking<\/li>\n\n\n\n
- Slotting Optimization<\/strong> \u2014 Dynamic map of locations based on actual rotations<\/li>\n\n\n\n
- Labor Management<\/strong> - optimization of operator workload<\/li>\n\n\n\n
- Yard Management<\/strong> \u2014 Yard and loading\/unloading dock management<\/li>\n\n\n\n
- KPI Generator<\/strong> \u2014 Real-time dashboard of operational performance<\/li>\n\n\n\n
- WMS + TMS Integration<\/strong> \u2014 end-to-end visibility from warehouse to physical distribution<\/li>\n<\/ul>\n\n\n\n
Operating technologies<\/strong><\/p>\n\n\n\n\n- Voice picking<\/strong> \u2014 voice-command-driven operators, hands-free, reduced errors<\/li>\n\n\n\n
- Pick\/Put to Light<\/strong> \u2014 light signals guiding pick-up and drop-off in picking areas<\/li>\n\n\n\n
- Smart Glasses<\/strong> Augmented reality for visual operations management<\/li>\n\n\n\n
- 2D Barcode and RFID<\/strong> \u2014 automatic identification of units, locations, and real-time movements<\/li>\n<\/ul>\n\n\n\n
Physical Automation and Intralogistics<\/strong>
The most advanced frontier is that of automated intralogistics: AGVs (Automated Guided Vehicles), high-density vertical warehouses, robotic picking and storage systems. World-class examples show how far this evolution can go \u2014 with thousands of laser-guided automatic vehicles and dozens of high-density warehouses installed in hundreds of smart factories around the world. These are not solutions for the few: they are increasingly accessible technologies, the convenience of which should be evaluated on a case-by-case basis with a rigorous cost-benefit analysis that considers CAPEX, OPEX, flexibility, and payback times.<\/p>\n\n\n\nPeople: The Most Overlooked and Most Decisive Variable<\/strong><\/h3>\n\n\n\nTechnology and processes <\/a>they are less effective if human resources are not adequately involved, trained, and motivated. A lean warehouse is not a top-down revolution: it is an evolution built from the ground up, involving every operator as an active part of improvement.<\/p>\n\n\n\nThis means:<\/p>\n\n\n\n
\n- Clear roles, responsibilities, and procedures for everyone<\/li>\n\n\n\n
- Continuing education, both in technical and behavioral skills<\/li>\n\n\n\n
- A reward system tied to the achievement of measurable goals<\/li>\n\n\n\n
- Managers who act as coaches, not controllers<\/li>\n<\/ul>\n\n\n\n
In Bonfiglioli Consulting, this principle is at the core of the model Lean World Class\u00ae Change Management (LWC)<\/strong>, <\/a>that accompanies every logistic transformation on three levels: people engagement, solution design, and knowledge transfer to make them autonomous and sustainable over time.<\/p>\n\n\n\nThe PFEP: The Database That Transforms Chaos into Order<\/strong><\/h2>\n\n\n\nAmong the most powerful tools for internal logistics is the Plan For Every Part<\/strong>.<\/p>\n\n\n\nThe PFEP is a structured database <\/strong>which collects, for each individual item managed, all relevant logistics and production information: master data, package dimensions, consumption frequency, storage methods, in-line usage point, material ordering logic (Kanban, sync, empty for full), quantity per container, days of coverage, racking type.<\/p>\n\n\n\nIt's not a bureaucratic exercise. It's the database on which all sizing choices are based<\/strong>From shelving to supermarket areas, from the service cycle to the choice of handling equipment. Without PFEP, warehouses are designed based on impressions. With PFEP, warehouses are designed based on data.<\/p>\n\n\n\nSecurity and flow: not a compromise, but a design<\/strong><\/h2>\n\n\n\nThere is a widespread belief that optimizing workflows and ensuring safety are conflicting goals\u2014as if speed requires sacrificing caution. This is false. And companies that believe this pay for it in terms of injuries, production downtime, and insurance costs.<\/p>\n\n\n\n
In Bonfiglioli Consulting, safety and efficiency of flows are designed together, right from the initial layout draft. It's not about adding signage afterward: it's about design spaces where risk is structurally minimized<\/strong>.<\/p>\n\n\n\nIn the design of a new warehouse for a client company, stakeholder interviews highlighted that the Operator safety<\/strong> it was the criterion with the highest priority score\u2014more than production efficiency and space optimization. A safe warehouse is also a more productive warehouse because it eliminates downtime, slowdowns, and stress caused by accidents.<\/p>\n\n\n\nWarehouse safety design elements<\/strong><\/h3>\n\n\n\n\n- Dedicated pedestrian lanes<\/strong> with clearly visible ground markings and mirrors at intersections<\/li>\n\n\n\n
- Proportional hallway width<\/strong> Handling equipment, with calculated safety clearance<\/li>\n\n\n\n
- Mandatory direction of travel<\/strong> for trolleys and AGVs, with colored arrows on the floor<\/li>\n\n\n\n
- Storage areas always clear<\/strong> from flying debris, abandoned containers, or improvised obstacles<\/li>\n\n\n\n
- Ergonomic workstations<\/strong> that respect the \u201cGolden Zone\u201d of work, reducing abnormal physical efforts and risky movements<\/li>\n\n\n\n
- Extended visual management<\/strong> to make any non-standard anomaly immediately evident<\/li>\n<\/ul>\n\n\n\n
Three Case Studies: Real Results from Diverse Industries<\/strong><\/h2>\n\n\n\nCase 1 \u2014 Manufacturing, composite panels<\/strong><\/h3>\n\n\n\nA company with five adjacent but logistically disconnected production facilities was losing hours every day due to unnecessary handling of bulky semi-finished products. The AS-IS analysis conducted by our experts revealed that approximately 40% of assembly time was spent on non-value-added activities. The \u201cTO BE\u201d project redesigned the physical flows, eliminated unnecessary decoupling areas, and freed up 600 square meters of space\u2014eliminating a rent payment and significantly reducing indirect hours.<\/p>\n\n\n\n
Case 2 \u2014 Make-to-order production, industrial vehicle components<\/strong><\/h3>\n\n\n\nThe manufacturer of industrial vehicle components had a nonconformance rate that required rework on the 100% production batch before shipment. The picking process could not be completed without missing items, and the 37% machining cycles were urgent tasks that disrupted the planned flow. Bonfiglioli Consulting introduced a pull model synchronized with the customer\u2019s rhythm, 100% traceability for components, appropriately sized buffers, and daily flash meetings on the picking process. Within a few months, enhanced quality controls reduced nonconformities by 93%<\/strong>.<\/p>\n\n\n\nCase 3 \u2014 Beverage Industry Distribution, Temperature-Controlled Warehouse<\/strong><\/h3>\n\n\n\nFor a beverage company managing over 1,400 pallet positions in a new climate-controlled logistics hub, Bonfiglioli Consulting developed and compared two alternative layout scenarios\u2014traditional racking versus racking with direct cross-docking areas\u2014evaluating for each: pallet capacity, handling FTEs, selectivity index, flow linearity, and infrastructure costs. The chosen solution guaranteed routes without congestion points<\/strong>, optimal operational safety and a FIFO management of references structurally respected by the layout itself.<\/p>\n\n\n\nKPIs and Daily Management: Measuring to Avoid Losing Results<\/strong><\/h2>\n\n\n\nA logistic transformation without a measurement system is a half-wasted opportunity. The implementation of the approach Logistics Excellence<\/strong> suggests the construction of a KPI dashboard<\/strong> that allows real-time performance monitoring and timely reaction to anomalies.<\/p>\n\n\n\nKey indicators to monitor in an excellent logistics system:<\/p>\n\n\n\n
\n- On-Time Delivery<\/strong> \u2014 percentage of deliveries within agreed-upon times<\/li>\n\n\n\n
- Inventory Accuracy<\/strong> Consistency between physical inventory and system inventory<\/li>\n\n\n\n
- Picking productivity<\/strong> \u2014 lines missed for now\/operator<\/li>\n\n\n\n
- Accident and near-miss rate<\/strong> Daily operational security<\/li>\n\n\n\n
- WIP level and buffer<\/strong> Actual sizing vs. theoretical sizing<\/li>\n\n\n\n
- Internal Lead Time<\/strong> \u2014 from goods receipt to availability for production or shipping<\/li>\n\n\n\n
- Flow index<\/strong> \u2014 ratio between actual cycle time and total lead time: the optimal process tends toward 1<\/li>\n<\/ul>\n\n\n\n
Operational governance is achieved with the Daily flash meetings on the department floor<\/strong> \u2014 15 minutes a day to discuss anomalies, assign clear responsibilities, and monitor the progress of open actions. Simple, visual, effective. It's the difference between a company that reacts to problems and one that prevents them.<\/p>\n\n\n\nFrequently Asked Questions about Logistics Excellence<\/strong><\/h2>\n\n\n\n<\/p>\n\n\n\n
What is Logistics Excellence and why is it important for manufacturing companies?<\/strong>
<\/h3>\n\n\n\nLogistics Excellence is a methodological approach to the continuous improvement of logistics operations, based on three pillars: physical design of spaces (layout and flows), process control (standardization, traceability, accurate picking), and operational governance (KPIs, daily management, flash meetings). For manufacturing and distribution companies, it represents one of the main drivers of competitiveness today: a well-designed warehouse reduces lead times, eliminates non-conformities, and increases operator safety.<\/p>\n\n\n\n
How do you optimize a warehouse layout?<\/strong>
<\/h3>\n\n\n\nAn efficient warehouse is designed by analyzing real flows, simulating alternative layout scenarios, and sizing buffers based on the actual customer rhythm (Pull logic). The result is a linear flow, without bottlenecks, with congestion-free paths, and FIFO management structurally guaranteed by the layout itself. Key elements to evaluate are: pallet capacity, FTE handling, selectivity index, and infrastructure costs.<\/p>\n\n\n\n
Which KPIs should be monitored to measure logistics efficiency?<\/strong>
<\/h3>\n\n\n\nThe fundamental KPIs for an excellent logistics system are: OTD (On-Time Delivery), inventory accuracy, picking productivity (lines shipped per hour\/operator), incident and near-miss rate, WIP and buffer levels, internal lead time, and flow index. The latter is particularly significant: in an optimal process, it tends towards 1, meaning the actual cycle time coincides with the total lead time.<\/p>\n\n\n\n
What is the Pull model in logistics and what results does it produce?<\/strong>
<\/h3>\n\n\n\nThe Pull model synchronizes production and material handling with the actual pace of customer demand, eliminating overproduction, backlogs, and unplanned rush orders. In a real-world project managed by Bonfiglioli Consulting in the automotive sector, the introduction of the Pull model\u2014combined with 100% traceability of components and properly sized buffers\u2014reduced nonconformities by 93% in just a few months, eliminating the need to rework 100% of production before shipment.<\/p>\n\n\n\n
How are the results of a Logistics Excellence project maintained over time?<\/strong>
<\/h3>\n\n\n\nResults are consolidated through a system of daily operational governance: daily 15-minute on-the-floor flash meetings, real-time KPI dashboards, standardized processes, and staff trained and involved in continuous improvement. Logistics Excellence is not a one-off project, but a living system that evolves with the organization.<\/p>\n\n\n\n
Logistics Excellence: not a project, but a living system<\/strong><\/h2>\n\n\n\nTrue Logistics Excellence is not achieved with a layout review once every ten years, nor with extraordinary technologies applied without method. It is built every day,<\/strong> through a living system of continuous improvement: trained and engaged people, standardized processes, monitored KPIs, rigorously resolved anomalies.<\/p>\n\n\n\nIf you are considering redesigning your warehouse or simply want to understand where inefficiencies are hiding, the first step is always a field analysis.<\/p>\n\n\n\n \n \n
The 70-80% of time spent each day in the warehouse does not create value for the customer. Workers walk kilometers to find misplaced materials, incorrect picks, incoming goods with no designated destination, lines in the aisles, and accidents that keep happening in the same areas. If you recognize even one of these scenarios, your warehouse isn't a competitive advantage: it's an opportunity for improvement.<\/strong><\/p>\n\n\n\n At Bonfiglioli Consulting, we work daily with manufacturing companies to transform chaotic logistics spaces into high-performance systems. Not with improvised solutions or expensive technologies applied without method, but with a structured approach founded on the principles of Lean World Class\u00ae<\/a><\/strong> and over 50 years of direct field experience.<\/p>\n\n\n\n Before designing a layout, you must answer a strategic questionWhat is this warehouse used for, today and in the next 3-5 years?<\/strong><\/p>\n\n\n\n Competitive pressures demand ever-higher service levels: broader range, more frequent and fragmented orders, reduced response times, increasing delivery customization. All this, possibly while reducing costs year after year. In this context, an excellent warehouse must synergistically combine five dimensions:<\/p>\n\n\n\n None of these dimensions can be sacrificed to optimize another. An excellent warehouse pursues them all together, with a coherent project that starts from strategic choices\u2014service level to be provided, the warehouse's role in the distribution network, possible outsourcing\u2014and only then goes down into operational details.<\/p>\n\n\n\n One of the most common mistakes we see in business is wanting to design a new layout before truly understanding the current one. It's like designing a house without having measured the land.<\/p>\n\n\n\n The correct starting point is always the\u2019AS IS analysis<\/strong>a real and documented photograph of the current state, taken in the field, with real data and not perceptions.<\/p>\n\n\n\n In a real-world project conducted by Bonfiglioli Consulting for a manufacturing company in the composite panel sector, the AS IS analysis revealed that physically close but logistically fragmented production halls generated continuous movement of bulky materials, leading to significant time waste and a concrete risk of product damage. Redesigning the flows opened up the concrete possibility of To decommission a 600 sq m rented warehouse<\/strong> \u2014 transforming a fixed cost into structural savings.<\/p>\n\n\n\n Based on thousands of projects carried out in various sectors, Bonfiglioli Consulting has consolidated a set of guiding principles for layout design. Operational rules, validated in the field, that guide every design choice:<\/p>\n\n\n\n A warehouse is not just iron, shelves, and space. It is a system composed of three components that must be integrated in a balanced way. When one of the three prevails in an unbalanced way over the others, the system does not work.<\/p>\n\n\n\n The heart of the system is the organization of processes\u2014the rules by which materials, information, and people move within the space. Without clear and standardized processes, no technology yields the expected results.<\/p>\n\n\n\n primary tool for reading and redesigning processes is the Value Stream Mapping (VSM)<\/strong>:<\/a> A visual representation of the entire value stream, from supplier input to customer delivery, highlighting inventory, lead times, and non-value-added activities. In a typical project, VSM makes it possible to reduce internal lead time by as much as 50%<\/strong> through the sole elimination of process waste, without investment in automation.<\/p>\n\n\n\n To govern material flow in a Lean way, we suggest applying the approach 5 Ts of Internal Logistics<\/strong>:<\/p>\n\n\n\n Technology amplifies the results of a well-designed process. Applying it to a chaotic process, however, only automates the chaos.<\/p>\n\n\n\n At Bonfiglioli Consulting, we assess with the client the most suitable technologies for their specific context, without preconceived preferences towards expensive or minimal solutions. The key technological levers currently available include:<\/p>\n\n\n\n Information Systems<\/a><\/strong><\/p>\n\n\n\n Operating technologies<\/strong><\/p>\n\n\n\n Physical Automation and Intralogistics<\/strong> Technology and processes <\/a>they are less effective if human resources are not adequately involved, trained, and motivated. A lean warehouse is not a top-down revolution: it is an evolution built from the ground up, involving every operator as an active part of improvement.<\/p>\n\n\n\n This means:<\/p>\n\n\n\n In Bonfiglioli Consulting, this principle is at the core of the model Lean World Class\u00ae Change Management (LWC)<\/strong>, <\/a>that accompanies every logistic transformation on three levels: people engagement, solution design, and knowledge transfer to make them autonomous and sustainable over time.<\/p>\n\n\n\n Among the most powerful tools for internal logistics is the Plan For Every Part<\/strong>.<\/p>\n\n\n\n The PFEP is a structured database <\/strong>which collects, for each individual item managed, all relevant logistics and production information: master data, package dimensions, consumption frequency, storage methods, in-line usage point, material ordering logic (Kanban, sync, empty for full), quantity per container, days of coverage, racking type.<\/p>\n\n\n\n It's not a bureaucratic exercise. It's the database on which all sizing choices are based<\/strong>From shelving to supermarket areas, from the service cycle to the choice of handling equipment. Without PFEP, warehouses are designed based on impressions. With PFEP, warehouses are designed based on data.<\/p>\n\n\n\n There is a widespread belief that optimizing workflows and ensuring safety are conflicting goals\u2014as if speed requires sacrificing caution. This is false. And companies that believe this pay for it in terms of injuries, production downtime, and insurance costs.<\/p>\n\n\n\n In Bonfiglioli Consulting, safety and efficiency of flows are designed together, right from the initial layout draft. It's not about adding signage afterward: it's about design spaces where risk is structurally minimized<\/strong>.<\/p>\n\n\n\n In the design of a new warehouse for a client company, stakeholder interviews highlighted that the Operator safety<\/strong> it was the criterion with the highest priority score\u2014more than production efficiency and space optimization. A safe warehouse is also a more productive warehouse because it eliminates downtime, slowdowns, and stress caused by accidents.<\/p>\n\n\n\n A company with five adjacent but logistically disconnected production facilities was losing hours every day due to unnecessary handling of bulky semi-finished products. The AS-IS analysis conducted by our experts revealed that approximately 40% of assembly time was spent on non-value-added activities. The \u201cTO BE\u201d project redesigned the physical flows, eliminated unnecessary decoupling areas, and freed up 600 square meters of space\u2014eliminating a rent payment and significantly reducing indirect hours.<\/p>\n\n\n\n The manufacturer of industrial vehicle components had a nonconformance rate that required rework on the 100% production batch before shipment. The picking process could not be completed without missing items, and the 37% machining cycles were urgent tasks that disrupted the planned flow. Bonfiglioli Consulting introduced a pull model synchronized with the customer\u2019s rhythm, 100% traceability for components, appropriately sized buffers, and daily flash meetings on the picking process. Within a few months, enhanced quality controls reduced nonconformities by 93%<\/strong>.<\/p>\n\n\n\n For a beverage company managing over 1,400 pallet positions in a new climate-controlled logistics hub, Bonfiglioli Consulting developed and compared two alternative layout scenarios\u2014traditional racking versus racking with direct cross-docking areas\u2014evaluating for each: pallet capacity, handling FTEs, selectivity index, flow linearity, and infrastructure costs. The chosen solution guaranteed routes without congestion points<\/strong>, optimal operational safety and a FIFO management of references structurally respected by the layout itself.<\/p>\n\n\n\n A logistic transformation without a measurement system is a half-wasted opportunity. The implementation of the approach Logistics Excellence<\/strong> suggests the construction of a KPI dashboard<\/strong> that allows real-time performance monitoring and timely reaction to anomalies.<\/p>\n\n\n\n Key indicators to monitor in an excellent logistics system:<\/p>\n\n\n\n Operational governance is achieved with the Daily flash meetings on the department floor<\/strong> \u2014 15 minutes a day to discuss anomalies, assign clear responsibilities, and monitor the progress of open actions. Simple, visual, effective. It's the difference between a company that reacts to problems and one that prevents them.<\/p>\n\n\n\n <\/p>\n\n\n\n Logistics Excellence is a methodological approach to the continuous improvement of logistics operations, based on three pillars: physical design of spaces (layout and flows), process control (standardization, traceability, accurate picking), and operational governance (KPIs, daily management, flash meetings). For manufacturing and distribution companies, it represents one of the main drivers of competitiveness today: a well-designed warehouse reduces lead times, eliminates non-conformities, and increases operator safety.<\/p>\n\n\n\n An efficient warehouse is designed by analyzing real flows, simulating alternative layout scenarios, and sizing buffers based on the actual customer rhythm (Pull logic). The result is a linear flow, without bottlenecks, with congestion-free paths, and FIFO management structurally guaranteed by the layout itself. Key elements to evaluate are: pallet capacity, FTE handling, selectivity index, and infrastructure costs.<\/p>\n\n\n\n The fundamental KPIs for an excellent logistics system are: OTD (On-Time Delivery), inventory accuracy, picking productivity (lines shipped per hour\/operator), incident and near-miss rate, WIP and buffer levels, internal lead time, and flow index. The latter is particularly significant: in an optimal process, it tends towards 1, meaning the actual cycle time coincides with the total lead time.<\/p>\n\n\n\n The Pull model synchronizes production and material handling with the actual pace of customer demand, eliminating overproduction, backlogs, and unplanned rush orders. In a real-world project managed by Bonfiglioli Consulting in the automotive sector, the introduction of the Pull model\u2014combined with 100% traceability of components and properly sized buffers\u2014reduced nonconformities by 93% in just a few months, eliminating the need to rework 100% of production before shipment.<\/p>\n\n\n\n Results are consolidated through a system of daily operational governance: daily 15-minute on-the-floor flash meetings, real-time KPI dashboards, standardized processes, and staff trained and involved in continuous improvement. Logistics Excellence is not a one-off project, but a living system that evolves with the organization.<\/p>\n\n\n\n True Logistics Excellence is not achieved with a layout review once every ten years, nor with extraordinary technologies applied without method. It is built every day,<\/strong> through a living system of continuous improvement: trained and engaged people, standardized processes, monitored KPIs, rigorously resolved anomalies.<\/p>\n\n\n\n If you are considering redesigning your warehouse or simply want to understand where inefficiencies are hiding, the first step is always a field analysis.<\/p>\n\n\nWhat does the market really want from a modern warehouse<\/strong><\/h2>\n\n\n\n
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The starting point: understanding before designing<\/strong><\/h2>\n\n\n\n
In the AS IS phase, you analyze the current state of a process, system, or organization. This involves understanding how things are currently done, identifying existing problems, inefficiencies, and areas for improvement. Essentially, it's about documenting and comprehending the \"as is\" situation before designing or implementing any changes for the \"to be\" state.<\/strong><\/h2>\n\n\n\n
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The 10 golden rules for an efficient layout<\/strong><\/h2>\n\n\n\n
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The warehouse as a system: processes, technology, and people<\/strong><\/h2>\n\n\n\n
Processes: The Method That Governs Workflow<\/strong><\/h3>\n\n\n\n
![\"A](\"https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/07\/5T-visual-selection.png\")
<\/figure>\n\n\n\nTechnology: An Enabler, Not a Standalone Solution<\/strong><\/h3>\n\n\n\n
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The most advanced frontier is that of automated intralogistics: AGVs (Automated Guided Vehicles), high-density vertical warehouses, robotic picking and storage systems. World-class examples show how far this evolution can go \u2014 with thousands of laser-guided automatic vehicles and dozens of high-density warehouses installed in hundreds of smart factories around the world. These are not solutions for the few: they are increasingly accessible technologies, the convenience of which should be evaluated on a case-by-case basis with a rigorous cost-benefit analysis that considers CAPEX, OPEX, flexibility, and payback times.<\/p>\n\n\n\nPeople: The Most Overlooked and Most Decisive Variable<\/strong><\/h3>\n\n\n\n
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The PFEP: The Database That Transforms Chaos into Order<\/strong><\/h2>\n\n\n\n
Security and flow: not a compromise, but a design<\/strong><\/h2>\n\n\n\n
Warehouse safety design elements<\/strong><\/h3>\n\n\n\n
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Three Case Studies: Real Results from Diverse Industries<\/strong><\/h2>\n\n\n\n
Case 1 \u2014 Manufacturing, composite panels<\/strong><\/h3>\n\n\n\n
Case 2 \u2014 Make-to-order production, industrial vehicle components<\/strong><\/h3>\n\n\n\n
Case 3 \u2014 Beverage Industry Distribution, Temperature-Controlled Warehouse<\/strong><\/h3>\n\n\n\n
KPIs and Daily Management: Measuring to Avoid Losing Results<\/strong><\/h2>\n\n\n\n
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Frequently Asked Questions about Logistics Excellence<\/strong><\/h2>\n\n\n\n
What is Logistics Excellence and why is it important for manufacturing companies?<\/strong>
<\/h3>\n\n\n\nHow do you optimize a warehouse layout?<\/strong>
<\/h3>\n\n\n\nWhich KPIs should be monitored to measure logistics efficiency?<\/strong>
<\/h3>\n\n\n\nWhat is the Pull model in logistics and what results does it produce?<\/strong>
<\/h3>\n\n\n\nHow are the results of a Logistics Excellence project maintained over time?<\/strong>
<\/h3>\n\n\n\nLogistics Excellence: not a project, but a living system<\/strong><\/h2>\n\n\n\n