Throughput is an effective measure to evaluate the overall resources in a distribution warehouse. It refers to the amount of material or items passing through the warehouse system within a given time period. High throughput indicates efficient processing and movement of goods, reflecting the warehouse's capability to handle large volumes. Throughput considers various resources including labor, equipment, and space utilization, providing a comprehensive evaluation of warehouse performance.
* Cube utilization measures the use of available storage space but does not evaluate all resources.
* Filled pallet positions indicates storage capacity usage but lacks a complete view of warehouse activity.
* Labor efficiency focuses on workforce productivity but does not encompass other resources such as equipment and space.
References:
* Frazelle, E. (2002). "World-Class Warehousing and Material Handling."
* Tompkins, J. A., & Smith, J. D. (1998). "The Warehouse Management Handbook."

Days of supply is a metric that measures how long current inventory levels will last given the average daily usage or sales rate. It provides a standard way to compare inventory levels across companies, industries, or time periods. This metric is useful for benchmarking because it directly relates inventory levels to actual usage rates, making it a more precise measure of inventory efficiency than other metrics like fill rate or net asset turns.
:
Vollmann, T.E., Berry, W.L., Whybark, D.C., & Jacobs, F.R. (2005). Manufacturing Planning and Control for Supply Chain Management. McGraw-Hill.
Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.

Implementing manufacturing cells in a company that manufactures complex mechanical assemblies to customer order is likely to result in several operational efficiencies, the most significant being the reduction in the time to fill customer orders. This happens through:
* Reduction in Lead Times: Manufacturing cells organize workstations and equipment based on the sequence of operations required for production, minimizing movement and handling time.
* Improved Workflow: By grouping machines and processes, the workflow becomes more streamlined, reducing delays between steps in the production process.
* Enhanced Flexibility: Manufacturing cells can quickly adapt to changes in production requirements, improving responsiveness to customer orders.
* Decreased Work in Progress: With more efficient production flows, there is less work-in-progress (WIP), which translates to faster completion and shipment of finished products.
References
* "Lean Thinking: Banish Waste and Create Wealth in Your Corporation" by James P. Womack and Daniel T. Jones
* "The Cellular Manufacturing Advantage" by John Black

Increasing the velocity of goods in a supply chain focuses on reducing delays and inefficiencies in the movement of products. Handling goods that are not in motion (e.g., those in storage, waiting for transportation, or during processing) efficiently can significantly enhance the flow and reduce bottlenecks.
Techniques such as better inventory management, streamlined processes, and reduced handling times contribute to this improvement. While switching to a faster mode of transportation or using multiple 3PL providers can also increase velocity, these options are typically more costly compared to optimizing existing processes. Establishing warehouses near retail outlets can help but is not always practical or cost-effective.
:
Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008). Designing and Managing the Supply Chain:
Concepts, Strategies, and Case Studies.
https://www.supplychainquarterly.com

Supplier certification procedures verify that a supplier implements, documents, and improves procedures related to customer requirements. This involves:
* Procedure Implementation: Ensuring that suppliers have the necessary procedures in place to meet customer specifications.
* Documentation: Verifying that these procedures are well-documented and followed consistently.
* Continuous Improvement: Checking that suppliers have mechanisms for continuous improvement to adapt to changing requirements and enhance performance.
* Customer Focus: Confirming that the supplier's processes are aligned with and responsive to customer needs and expectations.
References
* "Supplier Certification: A Continuous Improvement Strategy" by Michael J. Trahan and Thomas P. Reid
* APICS, "Supplier Management and Certification"