An Amware Viewpoint KPIs For Warehouse Fulfillment

An Amware ViewpointKPIs for WarehouseFulfillment Operations:10 Tips For Setting Objectives and Measuring Performance

INCLUDEKPIsIN YOURRFP1Many companies hastily decide uponKPIs just before the work starts, andsometimes after.Big mistake.When outsourcing fulfillment services to a third-partylogistics provider (3PL), it’s best to include KPIs in yourRequest For Proposal.The more clearly you can articulate your desiredperformance levels up front, the better aligned you’ll bewith 3PL partners – about expectations and what it willtake to deliver to that standard.Does this mean that you’re stuck with these KPIs adinfinitum?Absolutely not. In fact, once you’ve chosen your 3PL,one of your first action items should be to schedule aworking KPI discussion to hash out the final particulars.What it does mean, however, is that you’ve invested timeto get your relationship started off on the right foot – withclear, objective expectations.2

SEEK INPUT FROMYOUR 3PL PARTNERMany companies believe allowing 3PL providers toweigh in on what kinds of KPIs they should use islike asking a den of foxes how to guard ahenhouse. But think about it: If you were weighingthe pros and cons of two different medical procedures,wouldn’t you ask your doctors what they’d choose forthemselves?2Your 3PL eats, sleeps, and breathes fulfillment in a way thatyour company doesn’t. It can provide you with suggestionsabout performance metrics that are truly mission-criticalversus those that are merely window dressing. (See sidebarfor some essential fulfillment KPIs.)Just as important, your 3PL can provide some helpful realitychecks on the quality and service levels that are actuallyimpactful and achievable based on your volumes, timeline,and budget.Four Fulfillment KPIs That Really PullTheir Weight – And Why Receiving efficiency (dock-to-stock time).As long as product is sitting in a DC’s receivingarea instead of picking locations, it’s not readilyavailable to be picked, packed and shipped out ina timely fashion. This will create bottlenecksfurther down the processing line. How much timeshould your 3PL take to receive, process, and putincoming product away once it has arrived at thefulfillment center? Inventory integrity. What’s the acceptablevariance between the inventory that your systemand records say you have at your fulfillment center,versus the physical inventory you actually have?Too much of a variance suggests problems witheverything from receiving accuracy to orderfulfillment accuracy, resulting in excess costs andunhappy customers. Shipping accuracy. In a perfect world,customers would get a perfect delivery every time.In the real world, errors occasionally happen, evento the best of companies. What percentage ofmistakes – deliveries to the wrong address,deliveries that are damaged, wrong items or itemcount – is your company willing to accept? On-time shipping. What percentage of ordersdo you expect your fulfillment center to ship by yourdesignated cut-off time?3

KEEP IT SIMPLE3When preparing for your KPI journey, it’s best topack light.Reporting and monitoring too many metrics, early in therelationship, may deflect your 3PL’s attention away from actualexecution and be far too cumbersome for your staff to reviewand make sense of.For the best results, focus on a few strategic metrics that mattermost to your company and customers, bearing in mind you canalways add more KPIs as your program and relationship mature.If you can’t answer the “So what?” question about why a KPI hasbeen included, that’s probably a good indicator it doesn’t belong.Make sure your metrics are simple to calculate. If your KPIsrequire people to take time out from productive activities togather data and then calculate metrics using spreadsheets, theyare probably too complex. Fortunately, software exists to processcomplex data sets and render them in an easy-to-understandformat. If you can’t develop KPIs that are quick and easy tomeasure, invest in the right software technology to do thelegwork – or lean on a 3PL to provide insightful data analytics.4

SET REALISTIC KPIs4Good KPIs require reliable, real-world inputs.When these don’t exist, for whatever reason,it’s best to wait before formulating KPIs.If you know your company’s fulfillment data is outdatedor incomplete, avoid the temptation to simply pullnumbers out of thin air – or off the Internet – to createyour KPIs.Common barriers to setting realistic KPIs include: Little to no previous benchmarking. During acompany’s early years of growth, tangibleinformation about its average order pick rates,inventory accuracy, and shipping velocity can bedifficult to come by, especially if there’s been noformal information gathering process in place. A significant business change. Sometimes acompany’s fulfillment particulars have changed sodrastically or quickly (perhaps business has recentlydoubled or tripled, or the delivery window has beenshortened), the old rules and KPIs no longer apply. Unrealistic thinking. It’s perfectly reasonable forcompanies to ask their 3PLs to bring significantperformance improvements to the table. However,it’s impractical to set goals so ambitious that evena team of Supermen would have difficultyachieving them.Just come clean and tell your 3PL. It may be able torecommend workable numbers based on its ownexpertise. Or you both may determine that it makes moresense to take a few months to work together to gathermore meaningful reference points before signing adefinitive Service Level Agreement (SLA).If you know yourcompany’s fulfillmentdata is outdated orincomplete, avoid thetemptation to simplypull numbers out ofthin air.5

HAVE THE TOUGH DISCUSSIONSAT THE STARTShippers that expect 100% perfect orders allthe time are unrealistic. Mistakes, whilehopefully rare, are a reality in fulfillment. Butcompanies often don’t deal up front with theissue of what will happen when such mistakes occur.5Because of this lack of planning, small failures escalateinto larger ones and there is a lot of finger pointing. Theright approach is to sit down with your 3PL fulfillmentpartner BEFORE orders start flowing and ask the toughquestions related to every type of potential failure.Who owns it?No one wants to think about worst-case scenarios atthe start of a relationship, during the honeymoon phase.But it’s far better to deal with these questions before thefact than while issues are happening.You will never reach 100% perfect order nirvana, buthaving clear alignment about how to deal with mistakeswhen they arise results in fast action to fix problems anda better relationship with your provider based on open,honest, transparent communication.What actions willbe taken to remediatethe problem?Who isfinanciallyliable?6

UNDERSTANDTHE REAL-WORLDIMPLICATIONS 6Much like some job applicants, some KPIs havean uncanny way of looking better on paperthan they do in reality – especially if they’recommunicated solely in terms of percentages.For example, let’s say your company, which currentlyships 100,000 items per year, has decided that 98.5percent shipping accuracy is a reasonable KPI. It soundsgreat in theory, because it means 98,500 of yourcustomers will get exactly what they ordered. Howeverit also means that 1,500 customers won’t and that,according to some statistics on eCommerce shippingmistakes, you’ll wind up paying 43.23 per error or 64,845 each year to correct these issues. Based onthese numbers, is that KPI really the one you want tohang your hat on? Or does a more aggressive metricmake more sense, even if it costs more to achieve?Don’t wait until problems – like dissatisfied customers orcost overruns – surface before paying close attention tothe actual meaning behind your KPIs. The best timeto address this issue is when you are finalizing the SLA.Unless you understand the real-world implication ofeach and every metric you measure, they’ll have littlebusiness value7

MONITOR KPIs IN REAL TIMEIn today’s highly competitive e-commercesector, few things are more frustrating thanhearing some variation of the sentence, “Ifonly we’d known about this issue sooner.”Heading problems ‘off at the pass’ is a big part of whatKPI management is all about.7But that can’t happen if businesses don’t require their3PLs to update and refresh KPI data while tasks arebeing performed, or very soon after, and to make thatdata promptly available.Let’s say, for example, that you have a 24-hour inventoryreceipt requirement. If items are getting scanned andtime-stamped when they arrive at the warehouse andthose scans are uploading to the 3PL’s system andcaptured in daily reports, you can quickly recognizewhen products start to take an extra day to becomeavailable. As a result, you can schedule a quickconversation with your 3PL team to discuss this trendand what is required to get performance levels backin range.Make sure you’re holding your 3PL accountable forconsistently updating KPIs in real time, using datafrom warehouse and transportation managementsystems or manually updating data in a timely way.Just as important, someone should be eyeballing thisdata to red flag any potential issues before theybecome problems.When it comes to KPIs, some 3PL providers don’thave the capacity, capability, or impetus to shareKPI data with customers. To avoid this trap, lookfor a 3PL that readily and proactively sharesperformance data or makes the dataeasily accessible.Make sureyou’re holding your3PL accountablefor consistentlyupdating KPIs inreal time.8

DON’T IGNORE KPIsUNTIL PROBLEMS OCCURThe business world is full of ironies. One of themost head-scratching is the fact that manyonline sellers will put a huge amount of timeand energy into crafting a KPI program up frontonly to let that program run itself from that point on.That is, until a problem arises.8Sure, it’s tempting to do the management by exceptionthing because it saves time – “Okay, things are runningwell so there’s no need to dig into the metrics.” Butongoing monitoring allows you to ward off problemsbefore they occur. It also removes some of theemotional response that is inevitable if you’re onlylooking at KPIs when problems occur.When customer service issues DO surface, here’s whathappens. The shipper calls its 3PL on the carpet andrails about service quality; the provider then pulls outKPI reports for the first time in months and explains thatperformance is at or above goal.It’s a standoff.The 3PL uses the KPIs as a defense to justify solidperformance, while the shipper is simply ticked offbecause customers are complaining. No winners here.To avoid such situations, review performance regularlyagainst these established KPI benchmarks. Bymonitoring KPIs, even when business is runningsmoothly, you’ll be able to identify fluctuations,determine if they are moving in the “wrong direction,”and then take quick action to address the situation.9

UNDERSTAND YOUR 3PL’sINTERNAL KPIs9Here’s some “inside baseball” for you.3PLs have their own set of metrics that suggest how well their operations are running. Don’t beafraid to ask about these internal metrics, either from existing or would-be providers – becauseperformance in these areas will impact your business.Here are a few key 3PL internal metrics, and why you should care.Staff turnoverRecordable IncidentRate (RIR)InnovationIt takes time to train a new associate and get them tomaximum productivity. If your 3PL struggles to keep staff,fallout will include more mistakes and lower throughput.This metric indicates the prevalence of OSHA recordablesafety incidents in an operation. A safe facility is obviously amore productive one.The best 3PLs actively solicit ideas from associates toimprove cost and service, and then measure the dollarimpact of ideas that are implemented. 3PLs that promoteinnovation and run active continuous improvementprograms are likely to be your best partners.10