Case Studies - Stores Management

Here are some examples of how IESA's dedicated stores envoys and managers have worked with clients on specific projects to improve efficiencies within the stores environment.

  • Stores Management

    Whilst the client had appointed a new Engineering Manager to a new site, the manager did not feel that he had a full appreciation or control of the inventory status and mix of his stores.

    As part of the client's corporate Continuous Improvement Programme, we were tasked with developing a full stores development project.

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  • Satelite Stores Management

    Prior to IESA's implementation on site, all MRO and consumable items were stored in line side bins, which were replenished by a third party. Whilst this was a positive for production convenience, there was a lack of visibility pertaining to departmental spend.

    Additionally, other procurement and stock management flows were handled in isolation in other parts of the plant, removing the ability to improve cost or manage inventory effectively.

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  • Stores Improvement Project

    The client had previously instigated and funded the relocation of its stores.

    This relocation had been implemented by untrained temporary workers, which resulted in stock being placed in the new stores incorrectly and without cataloguing.

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  • Multi-Site Stores Improvement

    IESA was asked to deliver a best practice solution for the group's stores locations across the country, which operated with no centralised procedure to oversee regulation, compliance, accuracy and health and safety standards.

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  • Stores Relocation

    To relocate the stores facility off site and hand back to the client a 30,000 sq. foot facility within a defined timeframe.

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  • Stores Relocation

    Replacement parts within the stores were difficult to locate during engineering breakdowns.

    This resulted in unnecessary purchases and subsequent and avoidable inventory cost increases.

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  • Stores Relocation

    Insufficient control mechanisms and processes meant the stores were not fit for purpose.

    The client's stock profile did not match the goods actually contained in its stores, which led to the engineering team placing orders for items that were already on site.

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