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<p>Effective warehouse management is integral to achieving operational excellence, particularly for organizations involved in the management of spare parts critical to after-sales services and maintaining customer satisfaction. The adoption of Lean Warehouse Management (LWM) principles offers a systematic framework to effectively address widespread operational challenges, including process inefficiencies, suboptimal facility layouts, and excessive waste. Consequently, these principles enhance productivity, reduce operational costs, and improve service levels. This study presents a rigorous application of LWM within a spare parts warehouse, delineating a structured pathway from problem identification to sustainable improvement. Initially, operational barriers impeding process efficiency were identified and systematically ranked utilizing the Best Worst Method (BWM), a robust multi-criteria decision-making (MCDM) technique. Key Performance Indicators (KPIs) emphasized throughout the study include reductions in process cycle time, the elimination of non-value-added activities (waste), and improvements in workplace organization and resource utilization. Subsequently, the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), another MCDM tool, was employed to evaluate and rank potential improvement alternatives, ensuring a data-driven selection of interventions. The focal point of the intervention was guided by the Theory of Constraints (TOC) methodology, initiated by developing an interrelationship diagram to identify the primary constraint (system constraint), thereby concentrating efforts for optimal impact. Value Stream Mapping (VSM) served as a vital tool in dissecting current state processes to unveil inefficiencies and in designing an optimized future state that enhanced workflow. The systematic implementation of the 5&#xa0;S methodology further established a standardized, visually managed, and efficient working environment. The case study yielded significant operational enhancements, including a 24% reduction in inbound value-added time and a 32% improvement in outbound operational efficiency. These improvements translated into substantial cost savings and augmented service capabilities. By strategically integrating LWM principles and associated analytical tools, this research underscores the transformative potential of spare parts warehouses into customer-centric, highly productive, and efficient operational units, thus securing a sustainable competitive advantage in demanding service environments.</p>

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Implementing lean warehouse management: a case study at a spare parts warehouse

  • 期刊论文

  • 发表日期：

    2026年4月27日

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  • Joori Shubaili,
  • Shoug Almefarji,
  • Nada Bakhashwain,
  • Alawiyah Hassan,
  • Sadia Samar Ali,
  • Janak Suthar

摘要

Effective warehouse management is integral to achieving operational excellence, particularly for organizations involved in the management of spare parts critical to after-sales services and maintaining customer satisfaction. The adoption of Lean Warehouse Management (LWM) principles offers a systematic framework to effectively address widespread operational challenges, including process inefficiencies, suboptimal facility layouts, and excessive waste. Consequently, these principles enhance productivity, reduce operational costs, and improve service levels. This study presents a rigorous application of LWM within a spare parts warehouse, delineating a structured pathway from problem identification to sustainable improvement. Initially, operational barriers impeding process efficiency were identified and systematically ranked utilizing the Best Worst Method (BWM), a robust multi-criteria decision-making (MCDM) technique. Key Performance Indicators (KPIs) emphasized throughout the study include reductions in process cycle time, the elimination of non-value-added activities (waste), and improvements in workplace organization and resource utilization. Subsequently, the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), another MCDM tool, was employed to evaluate and rank potential improvement alternatives, ensuring a data-driven selection of interventions. The focal point of the intervention was guided by the Theory of Constraints (TOC) methodology, initiated by developing an interrelationship diagram to identify the primary constraint (system constraint), thereby concentrating efforts for optimal impact. Value Stream Mapping (VSM) served as a vital tool in dissecting current state processes to unveil inefficiencies and in designing an optimized future state that enhanced workflow. The systematic implementation of the 5 S methodology further established a standardized, visually managed, and efficient working environment. The case study yielded significant operational enhancements, including a 24% reduction in inbound value-added time and a 32% improvement in outbound operational efficiency. These improvements translated into substantial cost savings and augmented service capabilities. By strategically integrating LWM principles and associated analytical tools, this research underscores the transformative potential of spare parts warehouses into customer-centric, highly productive, and efficient operational units, thus securing a sustainable competitive advantage in demanding service environments.