22 June 2026

Many companies treat the warehouse as nothing more than a storage facility, a place where goods sit until they are needed. Pallets come in, pallets go out. As long as there is space to store items, everything seems fine.In today’s competitive and data-driven business environment, that mindset is dangerously outdated. A warehouse is not a passive storage room. It is a control center of operations.1. Inventory TrackingInventory tracking is the systematic process of monitoring the movement, location, quantity, and status of inventory within the warehouse and across the supply chain. Without inventory tracking, a warehouse becomes a blind storage space. With it, the warehouse becomes an operational control tower. Effective tracking allows management to:- Optimize stock levels- Reduce carrying costs- Improve order fulfillment speed- Increase service reliability- Enable data-driven decision-making2. Record UpdateMany warehouses fail not because of theft or demand issues, but because records are not updated consistently. When records are outdated, management decisions become flawed. If the system says 500 units are available but actual stock is 300, the company risks overselling and disappointing customers.3. Record AccuracyInaccurate records create hidden losses:- Emergency purchases at higher prices- Expedited freight costs- Customer penalties- Lost contracts- Excess safety stock- Working capital inefficiencyInstead of relying only on annual stock takes, modern warehouses use cycle counting:- High-value items: counted weekly- Medium-value items: counted monthly- Low-value items: counted quarterlyThis prevents large discrepancies from accumulating.4. Tight ControlWarehouses contain high-value assets. Weak control invites:- Pilferage- Internal theft- Unauthorized access- Fraud- Stock manipulation- ShrinkageEven small losses accumulate significantly over time. Tight control protects not only inventory but also company reputation.Transforming the warehouse yields measurable financial benefits:1. Reduced Carrying Cost2. Lower Shrinkage3. Improved Cash Flow4. Increased Sales5. Lower Operational CostWarehouse transformation requires leadership commitment:- Clear vision- Investment in systems- Training programs- KPI-driven management- Zero tolerance for non-complianceTo transform warehouse operations:Step 1: Conduct Gap Assessment- Review accuracy level- Identify process weaknessesStep 2: Implement Inventory Tracking System- Barcode/RFID- WMS integrationStep 3: Establish Record Update Discipline- Define SOP- Train staff- Enforce complianceStep 4: Improve Record Accuracy- Launch cycle counting- Analyze discrepanciesStep 5: Strengthen Tight Control- Physical security- System access control- Audit trailsStep 6: Monitor KPIs- Accuracy %- Shrinkage %- Turnover ratio- Service level

👁️ 4 kali

22 June 2026

In the world of business, many organizations aspire to achieve world-class performance. They invest in technology, hire talented people, implement sophisticated systems, and launch ambitious transformation programs. Many of these initiatives fail because organizations attempt to jump directly to advanced methodologies without first building a strong foundation.A. 5S – Creating StructureThe 5S is a workplace organization methodology originating from Japan. The primary objectives of 5S include:- Creating an organized work environment- Establishing clear procedures and instructions- Making abnormalities visibleMany organizations underestimate the importance of 5S because it appears simple. However, this stage creates the discipline required for all future improvements.B. Kaizen – Building Continuous Improvement CultureKaizen means "continuous improvement." Rather than waiting for major breakthroughs, Kaizen encourages employees to make small, incremental improvements every day.Many companies make the mistake of believing that improvement is the responsibility of managers, consultants, or specialists. Kaizen teaches that everyone is responsible for making work better.Kaizen creates a culture where employees actively seek opportunities for improvement rather than simply accepting problems as normal.C. Lean – Achieving StabilityLean focuses on creating stable and efficient processes, revolves around a simple principle: eliminate activities that do not create value for customers.Lean aims to create smooth flow throughout the value stream, helps organizations become faster, more responsive, and more cost-effective.D. Six Sigma – Developing CapabilitySix Sigma focuses on reducing process variation, addresses the issues through data-driven analysis.Six Sigma enables organizations to achieve highly predictable outcomes.Instead of merely reacting to problems, organizations begin controlling processes proactively. The result is improved quality, reduced defects, lower costs, and higher customer satisfaction.E DFSS – Building RobustnessDesign for Six Sigma) represents the highest level of operational maturity, focuses on designing excellent processes and products from the beginning.Many organizations spend substantial resources fixing problems after products or processes are launched. DFSS seeks to prevent those problems from occurring in the first place.The philosophy is simple, "It is easier and cheaper to design quality into a system than to inspect defects out of it later."DFSS involves:- Understanding customer requirements deeply- Translating customer needs into design specifications- Creating robust designs that perform consistently under varying conditionsOrganizations cannot achieve world-class performance without progressing through the stages of maturity.

👁️ 3 kali

08 May 2026

KONTAN.CO.ID – JAKARTA. Asosiasi Logistik Indonesia (ALI) menilai, belum ada alasan kuat bagi platform digital maupun aplikator logistik untuk menaikkan tarif layanan dan ongkos kirim di tengah kondisi ekonomi yang masih menantang. Sebelumnya, Kementerian Usaha Mikro, Kecil, dan Menengah (UMKM) merespons keluhan pelaku usaha terkait kenaikan biaya logistik dan biaya layanan di platform e-commerce seperti Shopee dan TikTok Shop yang mulai berlaku sejak Mei 2026. Ketua Umum ALI Mahendra Rianto mengatakan, seluruh pelaku dalam ekosistem logistik dan perdagangan digital seharusnya mengedepankan prinsip bertahan bersama, bukan mengambil keuntungan sepihak di tengah tekanan ekonomi saat ini. “Dalam situasi yang lagi susah begini, jangan mengambil manfaat, mengambil untung. Jadi kalau kita mau sama-sama, ayo sama-sama. Jangan mau menang sendiri,” ujarnya kepada Kontan, Kamis (7/5/2026). Menurut Mahendra, faktor utama yang biasanya mendorong kenaikan biaya logistik adalah harga bahan bakar minyak (BBM). Namun, pemerintah saat ini masih mempertahankan harga BBM subsidi seperti biosolar dan pertalite, sehingga biaya operasional logistik relatif stabil. “Sebetulnya nggak ada poin untuk bisa menaikkan harga dalam situasi seperti ini. Karena titik utamanya yang menyebabkan biaya logistik naik adalah dari BBM,” katanya. Ia menjelaskan, komponen bahan bakar menyumbang sekitar 40% hingga 50% dari total biaya operasional transportasi logistik. Oleh karena itu, keputusan pemerintah mempertahankan harga BBM dinilai menjadi faktor penting dalam menjaga tarif logistik tetap stabil. “Solar yang sekarang kan Rp 6.800, itu kita minta dipertahankan pemerintah kabulkan. Kedua pertalite. Pertamax juga dipertahankan. Jadi cukup itu. Kita pun di jasa logistik, tarif-tarif nggak kita adjust, karena memang nggak naik bahan bakarnya,” ujarnya. Mahendra juga menyoroti kebijakan pemerintah terkait komisi aplikator yang dibatasi maksimal 8%. Menurut dia, jika kebijakan tersebut dijalankan dengan baik, maka beban biaya terhadap UMKM maupun konsumen dapat ditekan. “Kalau itu bisa kita jaga, apalagi komisi dari aplikator diturunin menjadi 8%, kan sebetulnya aman. Jadi UMKM berdagang tidak terbebani untuk beban angkut ke customer maupun ke aplikator,” katanya. ALI menilai kenaikan ongkos kirim berpotensi berdampak langsung terhadap daya beli masyarakat dan penjualan UMKM di platform digital. Jika ongkir meningkat, konsumen berpotensi menunda pembelian sehingga permintaan terhadap produk UMKM ikut tertekan. “Kalau nggak nanti orang mau beli barang tapi transportnya tinggi. Jadi orang nggak beli. Sehingga UMKM yang berdagang di situ pun juga jadi terdampak,” ujarnya. Di sisi lain, ALI juga mendorong percepatan transisi kendaraan logistik menuju electric vehicle (EV), khususnya untuk layanan last mile delivery. Langkah tersebut dinilai dapat menekan konsumsi BBM impor sekaligus menurunkan biaya operasional logistik dalam jangka panjang. Mahendra mengatakan pemerintah perlu mempercepat pembangunan ekosistem kendaraan listrik, mulai dari kebijakan, penyediaan stasiun pengisian kendaraan listrik umum (SPKLU), hingga dukungan pembiayaan murah bagi pelaku usaha logistik. “Pemerintah harus fasilitasi atau mencarikan dana murah. Karena ujung-ujungnya secara makro pemerintah akan mengurangi belanja BBM,” ujarnya. Ia menambahkan, kondisi geopolitik global saat ini menjadi momentum bagi Indonesia untuk mempercepat peralihan menuju energi terbarukan di sektor logistik. “Ini semacam awakening call atau alarm kepada kita untuk beralih kepada energi-energi terbarukan secepatnya,” pungkasnya.   Sumber: https://industri.kontan.co.id/news/asosiasi-logistik-nilai-belum-ada-alasan-naikkan-ongkir-dan-biaya-layanan  

👁️ 69 kali