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Find out more about some of the assignments carried out WBS consultants below.
A building project had already been started without the necessary project management rigour and controls and WBS were asked first to bring the actual building work under control and secondly to implement a complete pallet racking and operational infrastructure.
In order to maximise operational efficiency and achieve compliance with current health and safety regulations WBS were also tasked with a complete redesign and refurbishment of existing warehouses. This included a drive for best practice and training of all staff working at the distribution centre.
As a consequence of the expansion and refurbishment stock needed to be transferred between several internal and third party warehouses in order to achieve the most cost effective stock and customer mix.
Making changes that lead to sustainable improvements requires a consultative approach involving everyone affected by the process, in every area of the organisation.
To achieve this deep level of effective change, WBS creates an implementation team made up of WBS consultants, and representatives from the client’s own people. In this instance the client provided two permanent members to the project team to ensure operational requirements and expertise were always kept in focus.
A schedule of weekly programme update meetings with all client stakeholders was rigorously adhered to ensuring the right levels of communication and decision making.
Furthermore, a schedule of weekly contractors’ meetings was also maintained in order to ensure that all trades were working together and that all issues could be raised and resolved.
The permanent members of the programme team were each responsible for one or more projects and would draw on relevant people from the client’s organisation to participate in design workshops etc.
WBS were retained to programme manage the further extension of the distribution centre with another 20K+ m2 warehouse including the refurbishment of the remaining old warehouses on the site.
The new programme also included refurbishment of the yard and the introduction of yard management.
A cost saving of £2.5M by discontinuing a 3rd party warehouse contract was achieved due to the fact that the building project was delivered 3 weeks ahead of an already extremely tight schedule.