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121: Have
accurate data for
better forecasting
109: Have the ability
to move heavy items
116: Less inventory in
DC storage
118: More money to spend in
other areas of the company
113: Improve cross
dock efficiency
117: Customers
see available
inventory in the
DC
Will Steinert
Charlie Davidson
James Han
Natalie Woodham
Jeremy Carter
Andy Mendoza
122: Have a
better strategy
for planning
125: Less products are
written off
111: Can
efficiently track
inventory
movement
108: Reduces
inventory time spent
in staging for
outbound items
110: Reduce labor force
required to move inventory
114: Can reallocate
employees to needed areas
102: Less money
is tied up in
inventory
(desired effect #3)
112: Data entry
will be automated
104: Purchasing department
and the warehouse are
communicating effectively
to determine inventory
levels
(desired effect #5)
101: There are
minimal expiration
date errors in the
receiving area
(desired effect #2)
106: Have less
discounted products
(desired effect #7)
103: There is a
decreased percentage
of perishable inventory
(desired effect #4)
105: Forecast
accurately reflects
customers’ demands
(desired effect #6)
107: Achieve expected net profits
(desired effect #8)
Future Reality Tree
100: Real time
information is
available to the
customers
(desired effect #1)
PositiveRe-enforcingLoop
PositiveRe-enforcingLoop
115: Increase product
efficiency and productivity
119: Increases
profits and
decreases costs
124: Have less
unused inventory
122: The
Exchange
discovers the
customers’ wants
124:The Exchange
Purchases inventory
based on customer’s
needs
203: Have
regular meetings
between
purchasing
managers and
the DC
(Injection #3)
202: Upgrade the current
computer systems
(Injection #2)
201: Build a new
conveyer belt system
(Injection #1)
120: Can better allocate funds
to focus on reducing
perishable inventory waste

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Future Reality Tree

  • 1. 121: Have accurate data for better forecasting 109: Have the ability to move heavy items 116: Less inventory in DC storage 118: More money to spend in other areas of the company 113: Improve cross dock efficiency 117: Customers see available inventory in the DC Will Steinert Charlie Davidson James Han Natalie Woodham Jeremy Carter Andy Mendoza 122: Have a better strategy for planning 125: Less products are written off 111: Can efficiently track inventory movement 108: Reduces inventory time spent in staging for outbound items 110: Reduce labor force required to move inventory 114: Can reallocate employees to needed areas 102: Less money is tied up in inventory (desired effect #3) 112: Data entry will be automated 104: Purchasing department and the warehouse are communicating effectively to determine inventory levels (desired effect #5) 101: There are minimal expiration date errors in the receiving area (desired effect #2) 106: Have less discounted products (desired effect #7) 103: There is a decreased percentage of perishable inventory (desired effect #4) 105: Forecast accurately reflects customers’ demands (desired effect #6) 107: Achieve expected net profits (desired effect #8) Future Reality Tree 100: Real time information is available to the customers (desired effect #1) PositiveRe-enforcingLoop PositiveRe-enforcingLoop 115: Increase product efficiency and productivity 119: Increases profits and decreases costs 124: Have less unused inventory 122: The Exchange discovers the customers’ wants 124:The Exchange Purchases inventory based on customer’s needs 203: Have regular meetings between purchasing managers and the DC (Injection #3) 202: Upgrade the current computer systems (Injection #2) 201: Build a new conveyer belt system (Injection #1) 120: Can better allocate funds to focus on reducing perishable inventory waste

Editor's Notes

  1. North American Industry Classification System