Tuesday, November 6, 2018


Scope of Services:

Design Analysis:
1.      Master Planning to ensure "design meets functional requirements" that decreases costs
2.      Sustainability Review for Future Growth Potential
3.      Tactical / Contingent / Strategic Planning
4.      Functional and Space Programming / Departmental Cohesion
5.      Functional Bid Specifications for Equipment and Software
6.      Vertical / Horizontal Transportation Studies based on Inventory Turns to justify movement capacities
7.      Performance Reporting on Existing Functions for Benchmarking
8.      Process Improvement Recommendations
9.      Historical Analysis for Existing Operations as comparison for new construction requirements
10.  Labor / Manpower Analysis for FTEs justifications against Automation Material Handling Concepts
11.  Acquisition Assistance Review for Capital Equipment / Equipment Life Cycle Cost Analysis
12.  Equipment Design Planning / Schematic / Design / Construction Phases (not limited to)
a.       Pneumatic Tube Systems (PTS)
b.      Automated Guided Vehicle Systems (AGVS)
c.       Electric Tracked Vehicle Systems (ETVS)
d.      Selective Vertical Conveyors Systems (SVCS)
e.       Automated Storage and Retrieval Systems (ASRS)
f.       Assorted Trucks (Riders / Order Pickers / Reach / etc.)  / Tugs Vehicles / Carts
g.      Assorted Rack Configurations and Storage Configurations (Pushback / Pallet Racks / Cantilever Racks / Double Deep / Mezzanines / Vertical and Horizontal Carousel / Storage Bins / Platforms / Storage Cabinets (Explosive and non-Explosive) / Selective Pallet Rack / Pallet Flow Rack / Drive-Through / Modular Storage Rack (SpaceSaver) / etc.)
h.      Conveyor System Configurations (Power / Gravity / Sortation Systems)
i.        Vacuum and Gravity Chutes Configuration
j.        WMS Software / RFID / Bar Code Configuration (review / recommendations)
k.      Space Justifications / Cost Comparisons / Electrical and Structural Documentation
13.  Load Dock / Yard / Traffic Management Studies
a.       All dock services to support inbound and outbound shipments
b.      Parking and Operational Movement of Vehicle Modeling (non-simulation)
c.       Traffic Management to achieve EDI Scheduling
14.  Supply Chain / Logistics / Transportation Analysis
a.       Procurement Review for JIT / FIFO / LIFO
b.      Inventory Tracking Procedures / Best Practices
c.       National and International Shipping Review / Recommendation
15.  Inventory Control Management through external WMS Software
16.  Storage and Distribution Design for receiving / breakdown / storage / distribution of inventory
17.  Waste Management Analysis / Bio-Hazardous Management[1] / Equipment
18.  Clean and Soiled Linen Management
19.  Pharmacy and Laboratory Design Automation

Areas Served (but not limited to):
1.      New Construction Design
a.       Healthcare / Clinics / Medical Arts / Medical Facilities
b.      Pharmacy / Laboratory / Central Sterile Supply / Central Supply Loading Dock
c.       Commercial / non-Commercial Facilities
d.      Industrial Facilities / Warehouses

2.      Renovation / Modernization / Improvement Analysis Review
a.       Healthcare / Clinics / Medical Arts / Medical Facilities
b.      Pharmacy / Laboratory / Central Sterile Supply / Central Supply / Loading Dock
c.       Commercial / non-Commercial Facilities
d.      Industrial Facilities / Warehouses

Standard Phasing Breakdown:
1.      Conceptual Design
2.      Schematic Design
3.      Design Development
4.      Construction Documents
5.      Bid Assistance / Code Compliance
6.      Construction Services / Contract Bid Review
7.      User Training Management through Vendor Development
8.      Warranty / Contract Close Out

[1] RemTecH Associates LLC maintains a Certificate of Training in CRF 49 - ICAO (IATA) - IMO, which qualifies them to manage / recommend design-development within Waste and Bio-Hazardous Managements (Certification Dated: 23-Aug-2013).




Simple definitions"
A warehouse is a planned space for the storage and handling of goods and materials

Warehouse design is so much more that just deciding what to put where. Knowing which items are fast or slow moving, and which are frequently used in combination with others, will allow you to design a facility layout that will meet future demands and or give you the best space optimization per dollar spent.

The approach needed to design a warehouse is similar no matter what the type of inventory controlled (hospital, commercial, industrial).

LOCAL / GLOBAL WAREHOUSING considerations. The local warehouse is typically a space on-site and can be considered a forward-pick location for replenishment in individual areas throughout the facility. Typically a local warehouse has limited space; just enough inventory for 2-4 days. The global warehouse is considered more of a storage (bulk receiving / sortation) location. The global warehouse can offer a means of replenishing the local warehouse. Similar in nature, they both have commonality. 

There are five key principles to good inventory warehouse management. Each of these five items are interconnected; meaning the failure of one will damage the accuracy of another.
  1. Develop an effective demand forecast policy
  2. Determine the best warehouse flow first before going into design development phasing
  3. Place inventory within equipment based on turns (rotation of stock)
  4. Do cycle counting based on inventory that turns, not those that move slow
  5. Complete a process "annual" auditing to determine accuracy
Accurate demand forecasting has the highest potential savings to limit an overstock condition. Carrying costs will hurt your facility's profits; therefore, correct forecasting will allow for the right amount of inventory to meet daily, quarterly, and annual demands.

The oldest concept within any warehouse design is placement of inventory in the correct spot. Sorting, setting orders, systemic cleaning, standardizing, and sustainability to move materials through your facility logically will reduce manpower and increase savings in operations.

An ABC Analysis should be key to determine the correct turns. A's typically move 80% of the time; where B's move 20%, and C's are considered long-term storage or overages. Once developed, you need to review at least once a year as to stock rotation (many times demands will change where the stock is stored and a revised ABC will be needed). Carrying costs for most companies is around 3%, but can be modified based on the type of inventory. 

When stock is considered a slow mover, you only need to count annually for accuracy. Faster moving inventory need to be reviewed monthly to check levels. Max/Mins are to be set for faster moving inventory to ensure and or reduce "stock-outages." Cycle Counting also is very handy to determine if your inventory has found it's way into someone pocket.

Auditing is a function that is typically completed at the end of a year to determine both carrying costs and accuracy of available stock (replenishment needs). Cycle Counting is a proactive task and process auditing is a means of identifying problems areas. The cornerstone principle of inventory management is to audit early and often if required to ensure protection again lost; especially in high dollar volumes.

Only through great design development during design phasing can you achieve success. Allow us to work as a partner to ensure your success. Flow management is JOB-ONE.