2. Project Management Plan (P.M.P.)
Project Sponsor: Dave Grayson.
Project Members:
1. Dave Wilkins-Project Manager.
2.Chris Fowles-I.T.
3.Garry Hall-Maintenance & Security.
4. Transport-Andy Manktelow.
5. Purchasing- Brian Wade.
6. MHE- Marcus Dale/Supplier
7.HR-Amanda Midgley.
8.H&S-Donna Saville.
9.Racking- Dave Wilkins/Supplier
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3. BACKGROUND
As the business continues to expand at a significant rate the need for
warehousing space has become business critical during 2014.
This has lead to a makeshift extension of the warehouse via stillage purchase and
storage on site, 4 hire trailers used as storage and Sims being used as a third
party storage warehouse. This has lead to increased cost totalling £26.5k at the
time of writing for third party storage and £280per week for trailer hire.
Other additional costs include the need to do increased hours, overtime, shift
work in order to keep the warehouse flowing to cope with both inbound and
outbound peaks.
The key storage challenge has been that of the accessories we supply to the
main door range which invariably is long product. Despite investing in 2.4m
racking we still find ourselves some 2-300 long locations short and 500 euro’s.
Therefore we are proposing to lease a satellite warehouse of approximately
15,000 sq. ft. (inc offices)locally to act primarily as a long pallet storage feeder
warehouse. This project will cover the start up of this satellite warehouse.
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4. In Scope
Acquire 4 year lease to commence early Feb 2014.
Cleanse the main warehouse area floor and then install both cantilever and
2.4m racking to take long pallets.(N.B we can reconfigure, by height, some
of the 2.4m racking to accommodate euro pallets as well though this is not
the main function of this warehouse.)
Install RF comms for the operational function and link to the main Access
system.
Assess the office suite for use primarily by the warehouse team but possibly
for other TKC office colleagues?
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5. In Scope
Purchase relevant MHE trucks for the warehouse to be able to load/unload
and put away.
Create a nominated satellite team & Team Leader to run it.
Nominate a shunt vehicle and driver for the transport requirements.
Empty Sims of the current outside storage and absorb back into the main
warehouse or this new warehouse.
Empty the main warehouse of non or slow moving stock to free up location
space in the main warehouse.
Full IT sweep and plan for the satellite warehouse.
Full maintenance and security sweep and plan for the satellite warehouse.
Create operational KPI’s to measure success.
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6. Out of Scope
Initial function of the warehouse must focus around long pallet storage.
There may be an opportunity, later, to de van trailers that the main
warehouse are unable to do efficiently and then tranship to the main
warehouse as single sku pallets etc. but not as part of this project.
Major move of office staff into the building at the start. The main function is
to get the warehouse up and running asap after we get the keys!
Storage of waste/rubbish/excessive pallet stock etc. The satellite warehouse
yards need to be kept clear initially until we have some idea of traffic
movement/frequency etc.
Bootcamp in the short term!!!!!!
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7. Expected Outcome
To provide a medium term solution to the warehouse space issue.
Enable the main warehouse to operate more efficiently.
Provide secondary ops services such as trailer de-van.
Enable the company to introduce more new ranges into its sales portfolio.
Provide exceptional delivery service standards to both internal customer,
main warehouse, and they in turn provide same service to the end user.
To eliminate third party storage costs and bring TKC’s warehousing and
logistics back under its own control.
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8. C.D.P.
Jan 5th Jan 12th Jan 19th Jan 26th Feb 2nd Feb 9th Feb 16th Feb 23rd Mar-03 Mar-10 Mar-17 Mar-24 Mar-31
Sign off Lease
Order Racking
Order MHE
Order IT Equip
Project Meeting
Sponsor meeting
Maintenance/Sec
Racking Install
MHE Install
IT Install
H&S Risk Assess
Empty Sims
Emptying Main Whse
Go Live
Operational KPI's
PIR meeting
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10. Risks
There are some key members of the current operational team who will be
taken out of the mainstream operational day, at times, until the project is
complete. Backfill will be required by less experienced staff which could have
an impact on the main warehouse service levels.
Costs going over budget.
New ranges in sales demand being introduced into the business or a major
increase in sales demand before this option is up and running.
With a major racking build alongside probability of maintenance work there
are likely to be a lot of contractors on site. These must be controlled properly
or could pose a H&S risk.
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11. GOVERNANCE
Weekly project meeting-all.
Weekly review of the CDP-between Project Manager and Project Sponsor.
Weekly budget review between Project Manager and Project Sponsor
Weekly update to the Director’s from the Project Sponsor.
Operational KPI’s post Go Live.
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12. Project Sign /Off Closure
All project team members will be required to sign off that their area is closed
off.
A final close out meeting will be held to review both success and also any
lessons that can be learnt for future projects. (Post Implementation Review
meeting.)
Final sign off will then be done by the Project Sponsor/Directors.
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