This will make sure that there is no backtrackings and bottlenecks existing between the center operations and the distribution centers. Therefore, along with establishing efficiency, particular levels of efficiency should be maintained. Put-a-way is also supposed to be done on demand a system commonly referred to as slotting. 4. What do you think were some of the reasons for the failure?

The main reason of failure could have been attributed to lack of process monitoring, financially, product flow as well as the information required for directing the operations of supply in the warehouse. There was also lack of efficiency of the facilities. Another striking feature that was responsible for the failure was the depressed employees who could not coordinate the functions of the system well. Increased inventory keeping was also a major cause of the failure realized in this case. The cause of all these was the lack of real time inventory system since nothing was electronic.

5. In retrospect what might have been justified at the very beginning of this redesign project?

Increased levels of inventory and difficulties experienced in getting places for storage justified the need of redesigning the process. This was evident in the way unpicked tickets were returned to the warehouse office. This completely showed lack of information pertinent to information, product and finance flow. The flow information which involved the transmission of orders as well as updating the delivery status was lacking in the chain of supply. That is what saw the hundreds of tickets printed unpicked and thus returned to the warehouse.

Credit terms, payment schedules, arrangement...

Moreover, all parties did not seem to be involved in any way and therefore the request of the customer was not sufficed. All that are needed in a chain manufacturers or suppliers, other important parties to the process are the transporters, retailers as well as the customers. All functions of receiving and filling the request of the customer apparently were lacking. The role of product development, operations, finance, marketing, customer service and distribution were factors that prompted the need for action.
6. By keeping the DC where it was what did that force the design team and the company to contend with?

The design team was now left with the challenge of determining the best method of filling an order through planning applications because apparently, the system was failing. In addition to this, the design team needed a track of the goods' status physically; materials' management and information of finance; to make sure that all parties were involved. It would also be a good idea to make it possible for the sharing of information both inside as well as outside the Warehouse. This way the design team could come up with a way of involving the key suppliers and end customers who actively form part of the supply chain.

The team had to bring on board the necessary warehouse technology which involved a real time warehouse management which was customized just for the distribution center. A replacement of the hardcopy materials and replacing them with barcoding standards had to be done. Generally, the DC was to give all the provisions for the new operations with ease and convenience.